When great employees don’t get what they need to thrive, they wither; your previously amazing rock star employee may transcend to one of the ‘working dead’..... that have quit, but stayed!!! They may get sick a lot, become disheartened and don’t try anymore - overall team productivity takes quite a hit. You've probably witnessed it in action because this is a huge issue occurring worldwide!
According to Gallup less than 13% of employees are engaged worldwide – that means ‘working dead’ employees are all around us, but with a concerted effort you can bring them back from the brink while preventing the further demise of your very best people.
Top 5 Ways to Prevent The Office Zombie Take Over:
1. Provide Feedback & Guidance
Great employees are often given ‘atta boys’ and ‘keep doing what you’re doing’ pats on the back but what they really crave is your candid feedback and guidance so they can stretch and learn more. They want to know what are the right things to focus on, not just hear platitudes like ‘good job’. Real candid feedback is a great gift when given with the sincere wish to help others develop their full potential. Check out the statistics in this Forbes well named article: The Best Gift Leaders Can Give. This the single most valuable tool in your tool kit so take time to learn how to develop the art of candid feedback (new blog in the making)!
2. Offer Interesting Work & Personal Development
Employees want to to be given opportunity and support to do work that they love to do. In Daniel Pink - Drive’s book and You Tube RSA he points out that when people are able to develop mastery in a subject that is meaningful to them, they would work for free! Take a moment to reflect on each of your team and ask yourself what they are great at and what development would they be seeking, validate your in your one on ones, then make a plan to enable the kind of personal development that would be meaningful to them.
3. Be A Considerate Leader
Close colleagues and family are important to each of us; we want to work with a manager who realizes there is more in our life than just work, work, work (cue Rhianna) and who cares about our personal situations. Yes, work is work and personal life is personal life, but each and everyone of us juggles both!! The best leaders always take an interest in their employee’s lives, they make a point to know the names of their loved ones and ask about them. Give your team the support they need to maintain social and family life and you'll have great return on that investment. Demonstrate your support - send notes, flowers or gift baskets when something significant happens in their life, it always makes the difference to great performers.
4. Always Follow Through
Simple rule – Do what you say you’re going to do!! Living up to your own commitments with your team is a very simple yet profound non verbal 'statement' that you can be trusted. Live by your word; demonstrate they can trust you to fulfill any promises or agreements you sign up for. It’s the little things that really add up and count!! Nothing squashes loyalty faster than a boss that never follows through.
5. Encourage Innovation
Create a work environment that allows people to fail – give them ownership to try new things with a safety net. Problem solving together as a team and innovating collectively feeds the spirit with hope for a new and fulfilling future. Billionaire Richard Branson and his company the Virgin Group openly ‘encourage giving people the freedom to fail and try again’. They say ‘successful companies encourage risk-taking and reward ingenuity.’ No wonder so many people yearn to work with them!
If you want to prevent a 'working dead' environment from manifesting, dots Leadership Solutions can help!! We can provide you with one on one coaching to create a positive work experience for both you and your team.
We can also act as an objective partner to meet your team, delve in and uncover hidden issues that may inhibit motivation, causing the potential zombie uprising. We provide proven strategies to build back engagement, give us a call at Dots Leadership Solutions!
Self-Doubt is Debilitating
True story - 20 years ago I didn’t feel worthy of a $25,000.00 salary!
After 9 years of raising our daughters, I began the difficult task to return to the workforce, was turned down for every job I applied to and told my skills were ‘out-of-date’.
It felt horrible to be rejected, but what was worse was how I felt about myself. I remember sobbing to my husband ‘Who will ever pay ME $25,000 (the going rate) after being out of the workforce; all I am is a stay-at-home Mom!’
For us, it was the right decision for me to leave work to raise our family. Yet the shame of being seen as just a ‘housewife', made me feel so inferior to others. Just imagine how little confidence I had and what I projected to would-be employers?
It took me years to recognize that these doubt-filled feelings of being inadequate and 'less than' others were born from a broken internal monologue and low self-worth.
I didn't believe in myself.
Many people struggle with self-doubt or inferiority to others; you hear it in the stories they tell. It usually sounds like this: ‘I am not old enough’, ‘I’m too old’, ‘I don’t have enough experience’, ‘I’m not good enough’, ‘I don’t have the credentials, ‘No one see’s me as a leader’, ‘ I’m a new immigrant'. Unfortunately, just like me, these are also the beliefs that hold them back.
Since our society is hardwired to compare, compete, and judge how we stack up to one another it shouldn't be surprising we are hard on ourselves. But the stories we tell our self are usually cruel - filled with negative assumptions, judgements and even boldface lies!
The good news is, also like me, not only can you overcome the stories and lies you've been telling yourself, but also re-write your future to be filled with success!
Steps to Overcome Self-Doubt
Here are five steps I use to overcome self sabotaging doubt, improve self worth and plot the path to success.
Step One - Become Aware Of Your Story
First, notice the negative story you say. What does your rhetoric sound like? Really listen to those words. Better yet, catch yourself saying it aloud to someone else. What shame or inferiority are you carrying around? Can you hear it? If not, the people who know you well will already know it, so just ask them!
These negative stories show up as the excuses you use whenever you consider an opportunity but don’t pursue it! What is holding you back?
For me, it was "I'm just a housewife, who would hire me?"
What is yours?
Step Two - Check the Facts
I can confidently say that most of the internal chatter you tell yourself are lies! Time to do some fact checking.
• What evidence - actual data and facts - do you have to support the negative story you keep saying?
• What assumptions and beliefs you are holding onto?
• What are you afraid of? Is it real or perceived?
• Ask yourself ‘how do I know this is true’ or 'would that be an issue for anyone else?'
Then check yourself...am I jumping to conclusions or minimizing my strengths?
Step Three - Look in the Mirror
Reflect. Make a long list of your strengths and what makes you uniquely you! Think about what assets you've been told you have. Consider how you accomplish tasks, what are your stand-out qualities, or the strong points that have carried you through your life.
Brainstorm the list with others to identify all gifts and traits you bring to the world. These are your truths, and your super powers!
There is only one YOU and each of us have different attributes. Often negative self-doubt overlooks your greatness and focuses on the wrong characteristics! I can pretty much guarantee you were short-changing yourself.
Step Four - Reframe the Story
Change how you speak about yourself. Use the unique skills do you possess. Reframe by reviewing those attributes and how they positively impact others.
Redefine your experience - what you have spoken down about could well be a positive adventure or mountain you climbed! Reinvent that narrative - think about what it says about your character.
Create a new script then practice using it. Focus on finding the jewels that benefit or provide value to others.
Example: Here was my truth ...reframed:
• Raised two highly independent, well adjusted girls
• Obtained my CHRM and CHRP through night studies
• Operated two successful home-based businesses evenings and weekend
• Worked part-time as a teachers assistant for 4 years in a nursery school, as well as completing their Pay Equity plan
• Led hundreds of volunteers in fundraising activities for three different schools
• Served at two different schools as School Council President
My unique skills (never actually 'out of date'):
• Change leader
• Very Resourceful
Far from the 'housewife' I kept calling myself - in fact, I had great foundational skills that would benefit an ever-changing environment, I learn and adapt while helping others grow! I just needed to reframe what I was telling myself to find these gems!
Step Five - Be Your Best Friend
Learn to love who you are. Have faith and trust in your own abilities. I say "be your own best friend."
Many people find positive affirmations to be helpful to quiet their internal critic and self-doubt. Take the reframing you discover and build positive affirmations to replace the BS as it surfaces, just like a best friend would say to you! Best friends would not talk to you the way you’ve been talking to yourself.
You're damn good - now tell yourself that regularly! Learn to toot your own horn. Best friends find opportunities to lift you up!
Put your list on sticky notes where you can see them and practice saying them out loud to really hear them. Best friends help you stay in touch with reality.
Know That You’re Not Alone
You don’t have to be out of the workforce for 9 years like me to struggle with self-doubt. Yet, so many people toil with these feelings. Few really stare down their deepest doubts.
The good news is once you tune into to a more accurate view of yourself you’ll soon realize that there is nothing that can stop you from moving forward. NOTHING!
You have plenty of talents and skills to offer and the more you 'own' your own greatness, the more you can overcome that negative voice to succeed!
If you are struggling to move forward, find support so it doesn’t take you as long as me! Close friends, family or mentors can help you discover what makes you great.
If you prefer to go it alone, I have a self-discovery tool you are welcome to use to help you get started (no email needed, it is a pdf to save).
Or reach out to me when you’re ready to hire a trusted coach and adviser to push you past any of your perceived limitations!
Not only have I been there myself but I’ve also helped countless people break through to accomplish their dream goals; I’d be honoured to help you too!
There is just no doubt about it, YOU are absolutely worthy of much more!
These days, with all the tools we have available, we are far more connected and capable of staying in touch than ever before!
So don’t you find it a bit ironic that in today’s workplaces, lack of communication remains one of the biggest issues for employees? Regardless of the industry or size of company!
Here’s the thing - if your team doesn’t feel heard, they don’t understand the direction of the company, never get constructive feedback, or they don’t think you care about them as a person, then why would they give you their best work?
Every one of those ‘misses’ can be remedied simply by taking steps to form a better connection with your team.
It’s More Than Words
Communication, when it does occur, may be missing the mark altogether! Between abbreviated texts and messaging, overwhelming volume of email or the ever brief, on-the-fly meetings these days, communication and connection is deteriorating, especially at work.
To further complicate our ability to communicate is the fact that most of us hear (absorb) less than 10% of what is actually spoken!
According to the Mehrabian Theory we attribute more meaning of a message through body language, facial expression, tone and pace of the conversation than that of the actual words voiced – hence why texts, messages, email and even phone messages can be misconstrued!
So ask yourself - how likely is it that YOU are communicating most effectively for your message to be received the way you intend it?
Using the scenario below, I’ll demonstrate my 7-step method to build rapport so you can improve every interaction!
Scenario - Disconnected Team
Team members, who report to your managers, have told you they feel disconnected lately. They claim that most one-on-one meetings with their manager(s) are being cancelled, and when they do happen it’s a quick download of one-way directives of what to get done, versus real conversation.
As a result, they feel excluded in the overall success of the department and don’t see the opportunity to learn, grow or develop. You sense a few are looking to leave the group or worse, the company.
You believe manager’s (on your team) need to involve their teams in problem solving vs giving orders and begin having development-focused one-on-one’s with each person (at all levels), at least once a quarter to rebuild a positive workplace.
What Not to Do
Even though it may seem the quickest ways, please don’t just call a meeting of your direct reports to tell them to start having one on one meetings focusing on development.
Just like their team members, they too will tune out being given a directive and may even take it out on their teams for speaking up, further complicating the problem.
7 Step Method For Communicating To Connect
While these steps may seem lengthy, it actually takes only a couple of minutes to practice and tailor to your circumstance.
Here are the steps:
1. Prepare - consider your audience and check yourself. Think about what is important to you and why, and how might they view it?
2. Create a ‘safe’ environment – remember to praise in public, criticize in private
3. Lead with open-ended questions – question for clarity about their view of the situation and gather their input
4. Meet them ‘where they are at’, before diving in – use their viewpoint to build on. Putting yourself in their shoes shows you’ve heard them (it also demonstrates empathy)
5. Take time to establish a personal connection – consider the challenges they speak about and build rapport by showing you understand how they feel, validate their perspective (this is not a feedback sandwich)
6. When delivering candid feedback, be tough, not mean – show that you genuinely care about them as a person and expect a change to occur
7. Be clear, direct and provide specifics
Remember: Its All About Them
The same steps will work for any topic, particularly powerful for sensitive issues; the key is paying close attention, hearing their perspective, demonstrating you want their success and being clear about the outcomes that are needed.
Communication serves as the foundation for a positive employee experience for all of us. As a leader when you demonstrate support both through your words AND non-verbal interaction, your team will feel more valued and heard.
Taking time to get to know others and developing an understanding of their communication styles provides a platform to connect on a more personal level. This also creates stronger, more cohesive working relationships where difficult subjects can be discussed and dealt with efficiently.
Help Is Available
To gather insights on your team’s communication styles there are a variety of tools available (ie assessments, questioning techniques) feel free to reach out if you need help to find the right approach to connect and communicate in your workplace.
According to Gallup State of the Global Workplace, 85% of employees worldwide are not engaged or are actively disengaged in their job.
“The low percentages of engaged employees represent a barrier to creating high performing cultures around the world. They imply a stunning amount of wasted potential.”
Wasted potential. How that phrase resonates with me!
Death by Administration
I'm sad to say, I was one of the walking ‘wasted potential’ not too many years ago. It was a dark and miserable time. My employer was doing a massive restructure, removing spans and levels of management and it was my job, as the HR lead, to implement it for my division.
Unfortunately the process they undertook was more of a spreadsheet exercise, versus strategic. So the work I loved and excelled at suddenly switched from senior level advisory work to a massive load of mundane administrative tasks Every. Single. Day. , and it went on for months.
This kind of work was my worst nightmare and even though it is hard to admit..I have never been very good at mind-numbing administrative work. It just wasn't the right work for me. What a complete waste!
People can’t thrive when they are doing the wrong work. It devalues them, misuses talents and creates unnecessary pressure.
During stress-filled change, leaders can fall asleep at the helm; too busy ducking for cover, they completely overlook the signs of utter disengagement around them.
Don’t waste your best resources like that; you will surely lose your highest potential people when you don’t pay attention.
A great way to stem the tide of employee disengagement is to tap into the abilities of EACH and every person on your team. Get people doing the right work utilizing their best skills, long before a change occurs.
According to Gallup's survey analytics it is your high potential talent that will take a walk if they are not engaged, long before the others. These top talent are the experts to learn from!
Here is what top talent say will help keep them:
The best leaders demonstrate they care about each and every team member by taking an interest. They pay attention, particularly during stressful times, leveraging potential vs wasting it. They make it a practice to develop potential, all the time. They allocate work in a way that plays to their people’s strength and they keep them connected to the bigger picture.
When you demonstrate YOUR engagement, harnessing the potential of your best and brightest, you are guaranteed better results for highly engaged employees.
If you have a disengaged team (or team member) or are leading through stressful times and need support, I’m only an email away! I help leaders grow and develop by working with them through the toughest of times. I offer a 30-minute free consult.
I want to hear from you, tell me about your own experience in the reply section below.
Image: CC0 Creative Commons/Pixabay
Watching political leaders wrangle for position, launch smear campaigns and talk trash about each other sure fires up the leadership coach in me. Grown adults identified as so-called “leaders” who choose bully tactics, intimidation and demeaning others as their campaign strategy gets to me every. single. time!
The Canadian province where I live is currently embroiled in a smear-filled provincial election fraught with insults and put-downs; it is such a miserable and appalling ‘gong show’ - wish I could bong the gong to put an end to this conduct!
I am not naïve enough to think anyone could simply fix what seems to be wrong with such political behaviour overnight but I hope I live long enough to witness a group of leaders stand and face the masses, clearly state their position, demonstrate what they believe in (without being wishy-washy) and then once elected, set a concrete plan working to get it done in a professional “principled” fashion.
In my books, everyone in a leadership position, regardless if they’re running for office or managing a team of 2-20,000 people can be a better leader by leading with principles.
My Kind of Principled Leadership
Note: Seeking, receiving and acting on feedback are skills many of us need to develop further. If you have yet to receive constructive criticism from your people about YOU, it is a good sign you have room to grow. If you have received it, consider it a great gift! Now, how did you address it?
The Core Principles in Action
One senior level corporate leader I worked with (Katrina McGee….yah, not her real name) truly exemplified the core principles I look for as a Principled Leader.
Such a pleasure to work with. I recall one time we were working on a very sensitive and difficult message about a pending reorganization (sadly, one of many). It was a very stress filled period for her. She painstakingly agonized about every change to the department and fretted over each and every word choice because she personally felt the impact of the tough decisions being made – people truly mattered to her.
We were working in her office around 9pm at night, long after others had gone home, when we heard the cleaner in the outer office area singing quite passionately to himself with headphones on. He passed by her door a couple of times - clearly he hadn’t noticed us but we did him. Instead of getting annoyed at the “I hope he buys you flowers” being belted out, she asked if we could take a quick break.
She collected up the garbage from around her room and grabbed a fresh bottle of water from her sideboard and went to the outer office. She startled him as she emptied her bin into his cart and then took a moment to chat, giving him the bottle of water and acknowledged his singing prowess. It was obvious they had spoken before as they shared a little chuckle before she returned to the office.
You see, she treated everyone with that level of respect and consideration - from the cleaner to every member of her global team to her C-suite colleagues. So genuine was her care for everyone that I can honestly say anybody who ever had the opportunity to work with her would go to the end of the earth to support her agenda. A master at Principled Leadership I would say!
I know most of you want to be that kind of leader too. Here are some of the core principles that make all the difference to the teams who look to you as a leader:
Principled Leaders put the interests of people first. Their every action sends a message that everyone is equal and their ideas and opinions matter. It doesn’t mean they will do everything people want, but they ensure their teams feel heard and acknowledged.
Respect is Earned
Principled Leaders operate with respect for others in everything they do – there is no put down, no intimidation or bullying. They gain the respect of others by treating others fairly and with respect, regardless of their position.
Principled Leaders have a positive attitude. They act in a positive, genuine manner, even during some of the toughest times, ensuring everyone remains calm and productive.
Consistency is the Key
Principled Leaders are who they are regardless of the situation. Whether riding the elevator, walking through the office or sitting in a board meeting, their every move is consistent and in-line with their good character.
Curiosity is a Game Changer
Principled Leaders love learning and knowing but will acknowledge openly they actually don’t know everything. They ask a million questions of people – how does that work, why does that happen, why can’t we do that, how can we make it happen. This inquisitiveness comes in handy, seldom are they duped and inevitably they know exactly who to go to if help is needed because they understand the roles/process in their team as well as other groups.
Delivering is their Jam
Principled Leaders are obsessed with getting done what they set out to do. They are doggedly determined. They make sure all of their team understand the mission and remain steadfast in overcoming whatever obstacles are in the way to deliver on their promises.
Can you measure up to being a Principled Leader? Of course you can! You’re likely well on your way if you took time out to read this article and thought about what you currently do!
Keep Dots Leadership Solutions in mind as you determine your own development needs and plans for improvement. I’d like to be your personal and confidential leadership development guide. My coaching clients will tell you I hold them accountable to deliver against any goals they set passing along many tips and tactics to help them be a Principled Leader.
My style is direct (don't worry, I won't bong the gong on you), yet highly supportive and I bring 25+ years of experience working with leaders from many different industries both big and small – give me a call or drop me an email when you’re ready.
Last month we focused on the letter “S” – Steadiness of the DiSC behavioural style.
This month concludes the Style Talk Series as we focus on the profile “C” – Conscientious characteristics. You may also like to review the first two parts of the series focusing on the profile "D"- Dominance, or focusing on the profile "I"- Influence.
As previously mentioned, in each article I am highlighting real-life clients who tend to illustrate a strong profile of just one of the DiSC behavioural traits.
You will have different degrees of each behavioural style in your own profile but you tend to have a dominant style that many at your work will witness. How you behave compared to people with differing styles to you may be quite different, even when presented with the very same scenario.
Meet Nadeem (not his real name)
Nadeem is an Accounting Advisory Executive with a leading professional services firm. Nadeem has traveled the world, offering advice on accounting and risk management for 15+ years and is considered a leader in this field.
Nadeem has led large, matrixed teams, working on highly complex projects with large multi national corporations providing advice and guidance on Accounting and Tax.
We have identified for Nadeem that he needs to pick up on social cues and demonstrate interest in others. This includes taking a brief time in the first part meetings to greet people and chat for a moment, assess his audience then communicate in a way the other party feels valued.
Nadeems’s development plan includes coaching on relationship building. Some areas include meeting preparation; helping him to assess the people he will meet so he is more prepared to make the right first impression. Also we are doing DiSC assessments with each of his direct team to help him decode their styles. Lastly he is working with an internal mentor who has the exact opposite style to his so they can learn to appreciate their differences. In future this will arm him for analyzing people and provide a roadmap for flexing his communication style accordingly.
Do you know anyone like Nadeem? Or can you see yourself in his profile? He is a good representative of a strong “C” behavioural style.
Can you imagine how it may benefit to you to better understand your own DiSC style and how your style may impact others?
Once you see how your style affects people you work with, you can adapt accordingly.
Likewise as you leverage team dynamics using DiSC assessment, you can find ways to pair people for the best outcomes as well as anticipate where friction may occur.
Do you want your own DiSC Assessment?
Email me to reveal the secrets of success. Everything DiSC Workplace® assessment is a great tool to use with your whole team. This assessment will decode how best to communicate for your own success. It makes a great foundational piece for business planning, improving employee engagement and team development.
Not only will you receive a detailed report but I will also provide a confidential debrief that delves into your personal profile and/or team dynamic. Drop me a line when you’re ready to learn more about yourself and discuss potential career/leadership derailers so you know how to head them off!
Last month we focused on the letter “I” – Influence of the DiSC behavioural style and previously we focused on the “D”.
This month we will continue the Style Talk Series focusing on the profile “S” – Steadiness behaviours and communication characteristics.
As I mentioned before, the clients I highlight tend to be symbolic of a strong profile of just one of the DiSC behavioural dimensions, this month using the “S”.
In your own DiSC profile you will have differing degrees of each behavioural style. That said, people at work likely have observed your most predominant one because when you are under pressure your most dominant style usually shows up.
There is no perfect style, no right or wrong either; just like people are from different backgrounds, we each view a situation and react uniquely because we are approaching it from a different vantage point. This series is to help introduce the benefits of understanding your style.
Meet Melissa (not her real name)
Melissa is a Senior level Human Resource Business Partner for a global financial institution. Melissa has been in HR (different departments) for most of her 20+ career.
She currently supports over 40 executives (various levels) who collectively have over 2000 employees. Her day-to-day work is strategic, focused on providing business executives’ HR advice, shaping and implementing strategic plans. Melissa is keen to be promoted to VP level.
We have identified that for Melissa to move up, she needs to command more authority. Colleagues, leadership and clients enjoy working with her but to be ready for the next move she has to prove she can manage conflict directly and comfortably.
Showing she can stand her ground and be more direct in her communications will give senior leaders more confidence in her capabilities at the next level.
Melissa’s development plan includes coaching courageous confrontation, role-playing in a safe environment using real-life scenarios and critiquing conversations. Through routine practice she will develop comfort in finding her voice, without sacrificing her strong values for harmony.
Do you know anyone like Melissa? Or can you see yourself in her profile? She is a good representative of a strong “S” behavioural DiSC style.
Imagine the benefit to you to better understand your own DiSC style and how you impact other people?
Once you see how your style affects people you work with, you can modify appropriately.
Likewise when your team uses DiSC assessment as a development tool, you will better understand the dynamic of everyone within the team. Some people may be a lot like you when others are not, you will see how to get the best out of everyone when you learn how to communicate to their style.
Time for your own DiSC Assessment?
Email me to reveal the secrets of success. Everything DiSC Workplace® assessment is a great tool to use with your whole team. This assessment will decode how best to communicate for your own success. It makes a great foundational piece for business planning, improving employee engagement and team development.
Not only will you receive a detailed report but I will also provide a confidential debrief where we will into your personal profile and/or team dynamic. Drop me a line when you’re ready to learn more about yourself and discuss potential career/leadership de-railers so you know how to head them off!
Last month we focused on the letter “D” – Dominance of the DiSC behavioural styles.
This month we will continue the Style Talk Series focusing on the profile “I” for Influence behaviours and communication style. I personally relate most with this dimension myself, though not quite to the same extreme as my client.
As you will see, the client I am highlighting tends to be emblematic of a strong “I” profile which is just one of the DiSC behavioural traits.
You will have varying degrees of each behavioural style in your own profile but we all have our ‘go to’ dominant style that others tend to see, particularly under stress. Two people may react quite differently when presented with the same situation, depending on their dominant behavioural style.
Meet Daniel (not his real name)
Daniel is a Senior Vice President for a national Sales organization that employs 4000+ people across Canada. Daniel worked his way up to a senior level over 18 years of progressive moves.
He joined the company directly from University, when he began as an intern in Customer Operations gathering customer information from clients to prepare for year 2000 cut over.
For Daniel to continue to move up in the organization he must take more time to consider data and facts; use solid supporting evidence to help formulate decisions, and incorporate facts into his narrative.
He is seen as a promotable resource for the business, he may be considered for President or CEO of a smaller division in the future.
Daniel’s development plan includes an executive coach (external) as well as internal mentorship from the CFO, who is giving him guidance and support to develop data-driven decision making.
Do you know anyone like Daniel? Or do you see yourself in his profile? He is a good representative of a strong “I” behavioural style.
Can you imagine the benefit to better understand your own DiSC style and how you may impact others?
Once you grasp how your style affects people you work with, you adapt accordingly. Likewise as you build a team, you can better understand the dynamic of everyone within the team. Some may strike sparks with you, yet they bring tremendous benefit overall when you learn how to communicate to their style.
Time for Your Own DiSC Assessment?
Email me to take advantage of the insightful perspective of Everything DiSC Workplace®
assessment or to arrange a session with your whole team. This assessment will decode how best to communicate for your own success.
Not only will you receive a detailed report but I will also provide a confidential debrief where we will delve into your personal profile and/or team dynamic. Drop me a note when you’re ready to learn more about yourself and discuss potential career/leadership de-railers so you know how to head them off!
I can’t tell you how many times I’ve been asked, “should I promote from within or hire externally?” And while I wish there was a quick way to answer this question, there simply isn’t.
When this conflicting decision arises, there are several factors I look at, and recommend my clients consider, to help decide and prepare accordingly.
For the most part, hiring from within is seen as a very positive practice. However, if you promote the wrong person, missing the right skills and attitude, you will have upheaval as a result.
Likewise, introducing an external hire into the team can bring forth new ideas, fresh thinking and objective perspective. But if the rationale for going external is not understood by the team, and people feel overlooked the person can be rejected pretty quickly–particularly in a tight knit group with an aversion to change.
Either way, hiring the wrong fit for the role or the team may lead to:
Taking time to consider the right type of people you need, who fit your environment, share the same values as the team and have the right skill set, is the key to determining whether to promote from within or hire externally.
To prevent bad feelings, it is very important to consider internal staff first in your selection process before going outside of the business.
To help you learn from other’s experience, I’ve highlighted some scenarios that underscore the pitfalls of in-house promotion vs. external hire.
Scenario #1 – Internal Hire
Meet Tony Saildude. Tony was a National Sales Director in an ever-changing, fast-paced company that was trying to acquire market share in a highly competitive industry. After his Sales Manager, Joyce Leadcraft left the company to stay at home with her 4 young children, Tony suddenly had an opening in their small business sales division.
Over several years, Joyce built the team from the ground up and was always there to ensure deals made it through in a timely manner. She continuously answered policy and process questions and effectively stickhandled internal conflict with both Marketing and Operations.
Acting quickly, Tony decided to select his best salesperson, Ron Sharp, for the role. Ron was well liked by the team and senior leadership, always upbeat, a great relationship builder and had been in his role for 4 years, frequently attaining the pinnacle of CEO Sales Club annually.
Ron was delighted with the promotion. He received a handsome increase, a parking spot and the coveted ‘inside office’. But shortly after he was promoted, the complaints began rolling up to Tony from the team.
Ron wasn’t available like Joyce had been and he didn’t take the time to solve internal issues. He usually took long lunches or breaks and frequently was seen socializing with people in Marketing. Ron was also bossy to the team, barking out deadlines and often raised his voice before closing himself in his office. And when they had internal issues with other groups, he would say things like “suck it up buttercup” leaving them frustrated and resentful.
Ron’s greatest strength had always been building rapport with customers, but in his new role, he was stuck in the office all day, forced to stick-handle a myriad of questions and expected to answer to Tony–it was not a good fit for Ron.
What Tony really needed was someone who could run interference internally, communicate clear direction, hold others accountable and also be readily available to resolve issues. These were skills and strengths Ron just did not have.
The Learning: Questions When Promoting Internally
Scenario #2 – External Hire
Meet Mary Newhere. Mary was the new Senior Vice President, Human Resources for a financial services company. The department was built on a foundation of promotions from within the company, so much so that many of the existing HR department did not have HR experience, which was why they hired Mary.
Seeing that the business was about to go through quite a bit of change, Mary wanted to hire a successor who could navigate the impending transformation, so she decided to hire externally. She hired Laura Right.
Laura had a 25+year HR career from different industries and was highly recommended through Mary’s network. Soon after she joined, Laura realized how tight the current team was and while they really liked her, she found that they rejected any new ideas or suggestions, even though Mary was always supportive.
Two months after Laura was hired, Mary was moved to another position and Laura’s new boss became Lester Oldschool–a financial services ‘lifer’ who navigated several departments over his 30 years and was a sceptic about new ideas that may impact the culture.
Laura’s peers adored Lester, complaining to him that Laura was hired too quickly and that none of them were even considered for the role. They weren’t happy that she wanted to make change to ‘tried and true’ practices.
It wasn’t long before Laura became discouraged and frustrated. She had no other sponsor or support once Mary left. Although her business clients thought she was refreshing, she was unable to affect change in HR and constantly faced a battle.
Laura left before her 2-year anniversary after being snapped up by another company.
The Learning: Questions When Hiring Externally
Trying to decide between promoting internally versus hiring externally can be a challenge. To avoid creating an unhappy environment, remember to consider your internal staff first, measuring them appropriately against the requirements of the role, before going outside of the business.
Hiring the right person and ensuring that they’re successful in their role requires careful consideration and planning. If you need assistance or guidance in this area, contact us to help you assess your environment and needs.
Dots Leadership Solutions also offer pre-screening or second interview support, custom recruitment frameworks and custom tool kits to assist leaders in making the right hiring decision.
Previously in this series, I covered the various phases of building a kick-ass team, including the ‘Start Up’ phase, ‘Building the Team Identity’ phase, ‘Bust Through the Barriers’ phase and ‘Kum Ba Yes’ phase. By now, if you’ve implemented all of my suggestions, you should be experiencing the ‘High Performance R Us’ phase – high five to you for graduating to a kick-ass leader!
What Does This Phase Look Like?
You’ll know the ‘High Performance R Us’ phase when you see your team consistently triumph and achieve goals together. For the most part, they get along, openly discuss ideas, problems and solutions, and most importantly, they share recommendations for improvement, actively solving issues together and demonstrating commitment to the group and company. Generally the climate is positive and activated for achievement. This kind of high performing team emits a positive vibe, and as such, they make the customer (internal or external) want to work with you.
So…now what? What do you do once you’ve successfully attained a high performing kick-ass team? Some say great teams eventually come to an end, but I like to think its more of a metamorphosis–just like a butterfly, your people undergo a change that gives each individual courage and esteem, which often means they will move along.
Kick Ass Leaders Shift Gears
At this point, some members of your team will either take on new roles within the team or move along, triggering a change to the whole dynamic. Similarly, this may also be a time when you prepare to make your own move, or you earn that well-deserved promotion!
Lets look at how you can either course correct to help your team through changes or how you can begin to wrap up so you are ready to make a move:
After the team dynamic changes or the team divides after having been together for a long time, you may notice a shift in peoples’ behaviours. Watch out for complacency, disengagement or repeated illnesses. Even the highest performing employees can become frustrated with changes–they are usually the first to exhibit fluctuations in behaviour.
Keep an eye on things like:
These are often symptoms of disengagement or complacency.
How to Respond
Wrapping Up With Your Team
If you’ve instead decided to make a move and depart from your now, high-functioning team, it’s imperative that you take right steps to leave them on great terms and in great shape. Parting ways can be difficult, but if you follow the wrap up checklist below, you’ll be sure to leave on a positive note.
Check In – take time to check in with the team to reflect–review the vision and mission you designed in Part 1 and 2 and have your team help you assess the progress. Record what worked and what could have been better, and identify how the team adapted to changing requirements over the duration. Determine what were the best parts of this team and which core competencies made the group most successful and why.
Check Off – take time to celebrate the journey of the team and reflect on the growth of each team member. Sit down with a coffee and make a list of how you’ve seen each of them grow as you look back over the time you spent together. Be sure to exchange written feedback so they can keep track of their progression and enjoy the fruits of their labour – this can be done using formal performance review tools, emails or, better yet, hand written notes. Thank everyone who helped the team succeed and encourage team members to write notes to support people from other areas in the business or to vendors/suppliers who were instrumental in the success. Send a summary to your boss or present the overview at a peer meeting to acknowledge progress of the team. And don’t forget to book a fun gathering too – coffee, ice cream, drinks or an outing together will allow you to clink glasses and leave on a high note.
Check On – if you haven’t done it already, be sure to communicate to your management and HR department who on your team has high potential and may be ready to take on leadership roles. Be sure to have a development plan laid out for those specific individuals, to ensure they work on acquiring the missing skills needed to make the leap to the next level. You can continue to be a mentor whether you continue to be their boss or not.
Check Out – one of the best things about having a high performing team is the ability to export some of your talented people to other areas of the organization. Reach out to various leaders you know in other areas of the business and connect them with team members who you feel would be valuable contributors. This is a great way to help your people shine and begin kicking off their own amazing team! You can bet they will come to you as they go through their own kick-ass team development.
I hope you’ve enjoyed the journey of kick-ass team building–no doubt, you’ve noticed some consistent themes. Becoming a Kick-Ass Leader takes a great deal of effort, a lot of communication, and the ability to know when to be tough, when to take the reigns or when to let your people soar. As always, I’m at your service if you’d like help in dealing with the various phases of building your team. Reach out any time.
Well you’ve made it to Part 4 of our series, Building a Kick-Ass Team From the Ground Up! So far we covered the foundational phases of building a kick-ass team, including the the ‘Start Up’ Phase , the ‘Building the Team Identity’ Phase and the ‘Bust Through the Barriers’ Phase. Now, your team is in ‘the flow’ and it’s time to make an important leadership shift!
As a people leader, once your team has reached this stage of maturity you’ll find yourself being needed in a different way. Let’s explore what you can do to ‘amp up’ your team’s success during what I like to call…the ‘Kum Ba Yes’ phase!
Kum Ba Yes! Phase
Did you ever go to summer camp, sit around the campfire and sing Kumbahyah? Maybe I’m dating myself. It symbolized the moment when a group of virtual strangers became friends as they were far away from home and surviving together. That is where the The 'Kum Ba Yes!' Phase gets its name. This phase is a time in your team’s development where people are getting along, they’re joined together, they know what their doing – they’ve become a real team!
You’ll know you’ve reached this phase when you begin seeing signs that your team is operating effectively:
For the most part, you should see your people getting along, helping one another to problem solve and working towards departmental goals – productivity should be on the rise!
So what should you do now that the team seems to need less of you? Well, your leadership challenge is to move from being “directive” (taking control) to “observational”. The idea here is to let up on the reins, trust and empower your team to operate with minimal intervention while guiding quietly from the sidelines. This will not only help strengthen individuals on your team, but it will also help to improve your overall team dynamic.
Let’s take a look at some actions you can take to help strengthen your emerging Kick-Ass team during the 'Kum Ba Yes!' Phase:
1. Set Up ‘What’s Your Jam?’ Discussions – this is a good time to encourage individuals to stretch themselves to build new skills and find development toward longer-term career goals. By demonstrating an interest in their future your peeps will see you are here to support them, not just to get the work done but to help them grow.
Meet with your people one-on-one to discuss their development plans. Yes, I’m talking even if you have a team of 30! Take a half hour to discuss their individual development – no not performance, their development (there is a difference). The focus should be on the individual and their career aspiration. What activities have been most interesting? What are their strengths? What are their career goals? Where do they see themselves in the future? And what steps are they currently taking? Then, determine a plan for how can you help them move forward. Don’t know what to ask at their ‘Jam Session’ - Check out this online guide.
2. Build It Up – book time quarterly with your whole team to depart from work and focus on building relationships! If you have budget, consider bringing in an external consultant to take you through a workshop on behavioural styles and communicating. If not, you can also incorporate easy and fun activities into other meetings such as when you have a project review or an all-hands update.
Any activities that encourage learning about each other, working on a non-work initiative or fun experiential activities will strengthen the community of the team.
3. Feedback Gift Giving – I always say feedback is a gift, not sure who I heard that from. You can either accept it or decide to put it on the shelf and disregard it. All of us want to receive feedback from our manager to know how we are doing, but feedback doesn’t only have to come from the boss!
If you as the leader create an environment where your people feel safe and they trust each other, you can encourage open candid dialogue. This allows each team member to provide insights, reactions and suggestions to one another, which creates a culture of seeking and giving feedback – it’s a powerful tool! Recognize and support your team members when they make a point of acknowledging or provide constructive feedback. As mentioned in Part 3 Bust Through the Barriers phase I suggest carving out time at routine meetings to seek 'shout outs' to build a supportive, 'safe' work environment.
Kick-Ass Team Tip - Pay Attention to Millennials
In Gallup’s report, How Millennials Want to Work and Live it outlines that in today’s workplaces, our latest working generation are not getting enough feedback even when they ask for it. In fact, less than 20% feel they receive routine feedback, yet they seek it more than any other generation! So if you have Millennials in your team, pay close attention to this step!
4. Get Constructive – develop the art of constructive criticism! And it is an art! So often we shy away from criticizing anyone – when we grew up, most of us were taught ‘if you don’t have something nice to say, don’t say anything at all’. Well that probably means we didn’t receive much constructive advice!
So here’s my take on it. Good constructive criticism is no different than good ol’ sound advice! As the leader of a Kick-Ass team, part of developing your people means giving them candid advice, in a timely manner and particularly at this stage of team development – people do best when they are receiving regular feedback both positive and constructive!
Here are a few tips to keep in mind:
a) Thank you for preparing the report on demographics; it provided some good insights. I noticed you seemed frustrated when we discussed it with the client as they tried to ask questions. It is frustrating when someone cuts into your thoughts, but I think the client was trying to clarify what you were saying. Just be aware of your reaction and be prepared that clients will likely want to ask questions along the way.
b) Great effort on the report, I do see there are a couple of things which could be improved. The font is a bit small and it would be good to standardize the same font throughout the document.
c) You handled that meeting very well with the team – they were a rowdy group. Next time you may want to pause or put your hand up until they quiet down instead of talking over them.
Kick-Ass Team Tip – Help is here!
If you have particularly difficult feedback to give to someone, consider talking it out with someone before you approach the person. Have them check your tone and check how it comes across.
When you reach the 'Kum Ba Yes' Phase it means you’ve done a great job managing through some challenging times with your team. They are already in a good place, but they need a different kind of leader now. During this phase, you may find you need some help in conducting team building and communication workshops, so give Dots Leadership Solutions a call to create a custom session for you. We can also help you prepare for any difficult conversations that you are putting off or provide a framework for your team’s development planning!
We want to hear from you - comment below about your leadership journey in getting to Kum Ba Yes! How did you release control and move them along to full effectiveness?
Watch for the next instalment on Building a Kick-Ass Team From the Ground Up – Part 5 – High Performance R Us
Building a kick-ass team is one of the most rewarding experiences for any leader. To see the team YOU established succeed and thrive creates a sense of pride and satisfaction like no other.
Do you remember how it felt to be a part of an awesome team? You were in sync, you had fun, and you were an unstoppable machine. Everyone was connected and continuously driving in the same direction to get stuff done.
This blog marks the beginning of a series of posts that will walk you through the full cycle of not only building a team, but also supercharging it! Today, we start from the beginning, which involves creating your vision, crafting roles and selecting the right members. Over the course of the next few months, I will address other topics such as the settling in period, navigating through difficult times, celebrating successes and preparing for transformative windups.
The “Kick-Ass Team Building From the Ground Up” series will also include tons of practical tips and tricks for boosting your own leadership capabilities, so please follow along for full access to an abundance of insight and advice.
Without further ado, welcome to part one of our series – The Start Up Phase!
There are countless reasons why you may be forming a new team right now. It may be the beginning of a new project or initiative, or there may be an important new business direction underway and you have to pull a group together. Regardless of the reason behind the new team formation, here are your steps to get started:
Let me preface by stressing one thing – do not skip this step! Even if you’ve been handed a group of pre-selected individuals to begin with, I encourage all of my clients to start with a blank slate. Before you go sticking boxes on an org chart, ensure you are crystal clear on your own vision. Grab a whiteboard and consider these key questions:
Having this information readily available will assist you in figuring out which roles are required on the team and what work you’ll be in charge of overall. It will also provide a basis to review the team’s progress once set up.
2. Suss Out The Work
When beginning to build a team, it’s common for leaders to immediately think about managers – how many they need, who they will be etc. But there is a major drawback to this approach. What tends to happen is teams end up with too many people trying to lead without clear and distinct accountabilities – and you know what they say about too many cooks in the kitchen!
Instead of beginning with management, do a bottom-up build. Consider the day-to-day work of your team and allow your structure to fall into place according to what actually needs to get done.
In order to ensure you stack your structure with the right number and level of roles, consider these questions first:
Your answers to the questions above should start to create a picture of how many people you really need to DO the day-to-day work? And in contrast, how many managers are required to manage the people doing the day-to-day.
If you can, quantify the output that will be delivered – you may have to make a few assumptions at this point – and think about the ROI (return on investment) of your resources. You tend to get bigger return with ‘doers’ than with ‘managers’.
Here are some common pitfalls that many leaders face during this step of a new team formation:
3. Map Your Structure
This is when you get to move the boxes around. When creating an organizational structure, I prefer using an accountability-based approach – that is establishing a hierarchy with clarity so everyone will know who is on the hook for what.
Clear accountability is a critical success factor for a smooth running team. Also vital, yet sadly overlooked, is ensuring that each Manager fully understands that their responsibility includes the development of their team members, not just direct reports. This includes formalized succession planning for managers to have replacement plans for their own roles – setting this up in the beginning will make your job a whole lot easier.
Now layout a future focused org structure identifying how each role reports. Every role on the org chart needs a unique and clearly defined accountability in order to reduce confusion and improve self-sufficiency. Notice we haven’t talked about the people yet? This is done on purpose.
Million Dollar Tip: Never design your structure around your people. Big mistake! (Send me a message if you want to know why)
Here is an example of how you might divide work initially in order to support your longer-term structure to ramp up staffing over time:
Org structures evolve due to many variables over time, but having a plan to begin with a ‘target’ operating model (future structure) will help as you begin the hiring/selection process. Look for talent who can grow and be developed over time into expanded roles.
4. Spec Your Jobs
I know this may seem tedious, but believe me, this is worth the investment! Not only will this step get you thinking about what work is needed to be done and the talent you will need, but also the document you create will serve multiple purposes over the life cycle of the team (e.g. sourcing people, evaluating compensation, performance management).
Each role needs its own spec - a profile. Consider all the elements similar to a job posting you would need, which details the skills necessary, the type of characteristics required to be successful and the education or knowledge you feel is a must or nice to have in each job.
If you’ve never done this before, you can cheat by ‘Googling’ similar jobs and reviewing postings for relevant content. They will give you a clue for the type of jobs in the market (no one I know ever got into trouble for using another job posting for inspiration). Just ensure your job spec thoroughly outlines the work duties, tasks, and responsibilities so that a potential employee has an idea of what they’ll be signing up for!
5. Pick Your Talent
Finally, it’s time to talk about people. I could write a whole blog on just this step – I love selecting talent – but I’ll save that for another time! For the sake of moving along, I’ll keep this section brief.
If you already have a pool of people to select from, resist the temptation to simply slot in people you know in the boxes. Do yourself a favour and review them against the job spec for ‘fit’, and ask yourself if they are the right people to do the job. If not, you may need to post the role.
This is the step where it really pays to have objective help in screening candidates and conducting interviews. Having someone to whittle the list of candidates down to a choice few will save you time – they can also be your point person to field follow up calls and emails.
I highly recommend involving several people that you trust in the interview stage to help you screen for ‘fit’. It’s important that anyone new joining the team or business matches both the style and organizational culture of the company. If you have management roles, start with those first and perhaps have them join you in future interviews as you build out the team.
Prepare a series of questions that will help you probe and qualify the candidates until you find the right people to fill your roles. I also recommend considering the use of a comprehensive assessment tool that can give yet another dimension about fit to the team and clues for how best to manage and communicate moving forward.
Dots Leadership Solutions can assist you with crafting your structure, developing job specs, preparing your selection strategy and even screening, assessing and interviewing candidates – it’s kind of our ‘thing’. Give us a call today and let’s chat about the next team you’re building.
Stay tuned for our next blog in the 'Building a Kick-Ass Team' series Part 2 – Team Identity
One of the most frustrating and time-consuming aspects of every manager’s role is dealing with a difficult person on their team. But getting good at managing the most challenging employee can be well worth the time and effort invested, even if it doesn’t seem it at the time. Not only will you demonstrate top-notch leadership skills to ‘the powers that be’, but you’ll also be role modelling for those you are developing to be a leader – which looks great on you!
There are all kinds of difficult people to manage or to work with: the know-it-all’s, passive-aggressive’s, quiet sulker’s, loud mouths, pity partier’s etc. And while you can develop specific strategies for managing each type, I have found there are a few general approaches for dealing with ANY difficult person that are often successful:
1. Understand Your Own Type
I know what you’re thinking…’Hey, I’m not the one who is difficult, so why start with me?’ Well, that is because when you understand yourself, you can better strategize how to flex your style to effectively communicate with others. It also helps you recognize why some people drive you to the brink and press your buttons more than others. There are many assessment tools that can be used to develop a greater understanding of your own personality type and how you affect others. DISC, Kolbe and Myers Briggs are quite common and a good place to start; it doesn’t matter which tool you use as long as you do the homework on self-discovery.
2. Understand Each Of Your Team Member’s Type
Unsurprisingly, I also recommend understanding the personality type of each of your team – not just the difficult one! Teams are like living organisms; they have reliance and dependency on one other. People get along much better when they learn to appreciate the nuances and differences of each other. Personality assessments provide a non-threatening, consistent language that facilitates the breaking down of communication barriers.
3. Be CANDID!
This is not for the faint of heart. Being clear and candid with a difficult person is not easy for most people, yet it is the single most important first step in managing the situation. Regardless of the different types of ‘difficult people’, when you can articulate the issue head on, you’ll make better progress. Help them to understand how their behaviour is impacting the office, the team or any key stakeholders. Good ol’ Dr. Phil says, "You can't change what you don't acknowledge", and that holds true here too. You have to call out what the problem is, particularly when it is causing trouble with others. The way to do this is by clarifying the effect the person’s behaviour is having on others without judgement and blame.
A great reference for how to frame these conversations is a book called Crucial Confrontations. Just as the title implies, confronting is crucial! Regardless of how awkward the situation, when you deal with it with compassion and the right intentions, you can work with the person to find solutions.
4. Look For An Underlying Issue
I’m not saying you should give them an excuse for their ‘difficult-ness’, but you may find that something may be at the root of their behaviour issues and knowing this will give you a clue for how to manage it.
I once worked with a man who, when heard on the phone with his wife, was clearly in a dictatorial relationship – he was a doormat at home, but a tyrant at the office! Once we realized that he had a need to feel in control because he had zero control outside of work, we were able to adapt how we dealt with issues to give him some measure of power within his work. Very quickly, he stopped battling everyone else.
Simply put, if you can spot the underlying issue, you can adapt your response. It takes a little thoughtfulness, but it absolutely works.
5. Tap Into Empathy
Sometimes you have to walk in someone else’s shoes to understand where they are coming from. Try to put yourself in their situation to understand their point of view before jumping to conclusions. Did you know CCL research shows that, “Managers who show more empathy toward direct reports are viewed as better performers in their job by their bosses.”
In today’s social media rich world we are terribly quick to label a difficult person and criticize before taking time to understand who they are and how they view life. In the workplace, it is a big win when you can find the bridge into their way of thinking – you can then help by making a connection and break down the issues.
6. Accept 100% Responsibility For Your Response
I often say, no one can make you FEEL anything – how you choose to respond to any tough situation is all up to you. The fact that someone is driving you crazy is a direct reflection of how you are responding to somebody else’s ways. This is completely within your control. This is a tremendously liberating concept when you realize you have the ability to control your response. Brian Tracy - Free Your Mind: How You Are Responsible offers a great snapshot for just how to accomplish this!
When it gets really tough dealing with a difficult person and you are about ready to give up or you’ve been trying to follow HR guidance and still not getting at the heart of the matter, give Dots Leadership Solutions a call – we have a kit bag of approaches that have worked very effectively. We also have some great assessment tools and can be available to plan for or facilitate discussions if you need an objective third party!
Image from Pixabay CC0
Ever wonder how your company’s President or senior decision makers decide on who to promote? Well, I’m going to reveal it to you today.
...It doesn’t have anything to do with how many additional hours you put in.
...It has no relation to how many lunch breaks you skip.
...And your late night email response rate has absolutely no bearing on the decision.
It’s all about HOW you show up!
You see, senior leaders are listening carefully to those reporting to them and are observing who gets acknowledged most frequently – and yes, HR partners are also providing them with insights regarding HOW people situations have been dealt with. Senior Execs are always on the lookout for future leaders who can make a positive impact.
Of course the unique keys to being promotable may differ slightly from one organization to the next, but there are many elements that senior teams everywhere look at to determine who stands out above the rest.
So, how do you get noticed in a sea of people? Here are a few things you can do to demonstrate YOU are the one to watch:
1. The Buck Stops Here
Can you say accountability three times?!!! The promotion-worthy never shirk responsibility or pass the buck – they jump right out in front, even when they don’t own the root of the issue. If there is a problem, step up and demonstrate ownership. Executives want people they can always count on to resolve issues so they don’t have to.
2. Coach People to Execute
To be seen as a strong promotable resource you want to be able to show that you can help your people stretch to deliver. To do this you need to know your people well and understand their strengths. Give them courage to take on assignments that really play to their strengths and then set expectations for them to deliver results. A great book to raise your game on delivery is Larry Bossidy's Execution: Discipline of Getting Things Done.
3. It’s More Than Performance
Senior executives look for people who are socially dynamic, who can adapt appropriately to different social situations; they have strong capabilities in understanding and perceiving the emotions of others – they are not JUST a high performer! If you’re simply relying on your exceptional performance to get you that promotion, now’s the time to take things to the next level. Focus on cultivating and developing emotional aptitude to guide your thinking and behaviour and then practice managing or adjusting your emotions in the workplace, according to the situation.
To develop and hone your emotional quotient/emotional intelligence, you must focus on the ‘HOW’, not the ‘what’. Watch this video with Daniel Goldman explaining EQ to further develop your own knowledge of emotional intelligence!
4. Purposefully Take Initiative
Always be on the lookout for big hairy problems to take on – and then get tagged to be the one to find the solution! Presidents and senior leaders are just waiting to hear about the great people they have in their team who can put out the fires, stop the chatter of the troops and calm issues with stakeholders.
5. Deal With Tough Stuff
Reorganizations, performance issues, difficult stakeholders, angry staff, ticked off customers – these are the things that make everyone’s corporate life miserable. Most people shy away from conflict and acrimonious bitter disputes, but to stand out you’ll want to get really good at walking towards the nastiness to sort it out. When you are seen as someone who can be tossed the baton and make the pain go away, you are sure to be noticed by the senior team.
6. Lead In The ‘White Space’
On an organizational chart there are lines that join people – that is the hierarchy. Those with highest potential manage all the white space in between – they realize that processes cross boundaries and they ensure the processes they own flow smoothly through the organization. Here is an old article about process thinking - Managing the White Space. worthy of a look. People who lead in the white space are collaborative, curious to understand the impact of their teams work on all other stakeholders, and people who take ownership of their own processes – they activate others to work together. Top executives love to hear about people who calm the discord and noise in the system, turning the complicated into something simple.
7. Excel In The Grey
All companies, big and small, have some level of ambiguity. Those who can lead people through turbulent times and excel in spite of having all of the details are rock stars. Senior leaders gravitate to promoting those who don’t have to have all the answers before moving forward.
If you’re keen to be noticed and would value feedback and support from an outside source call us today. Dots Leadership Solutions offers customized offerings that can help you tap into your own potential and help guide you to that sought after role!
Where's the Help?
Are you under constraints at work and it’s taking a toll on you as the leader? Do you have more work to do but no additional headcount? Perhaps there is a hiring freeze or you’ve been told you can’t bring in replacements when someone leaves your unit.
Unfortunately, this is how a lot of big companies deal with shrinking market share or downturns in their industry. But what if I told you there might be some resources available that you can’t see yet? In fact, you may be able to recoup a full role or parts of a role, you just need to know where and how to look.
Time to BRAG
There are a variety of strategies you can use to uncover hidden capacity. To help you get started, we’re going to have to BRAG a little bit:
Blow it Up – aka. Process Redesign
You can regain significant efficiencies by revisiting processes and there are many different approaches you can use to redesign them. Here are two methodologies I've found successful for uncovering wasted work efforts that can give you back some of your resource and time:
Focused at the role level, this step involves reviewing the scope and depth of each job in the team to determine what work is critical and what work may be less necessary or could be done differently. Look for odd hand-offs or ‘busy’ work, eliminate this low value work and replace with work that provides a greater contribution for the team. Expand accountabilities and give employees the opportunity to learn new skills; job expansion can also help with raising employee engagement, provided the person is not overworked.
Align the Boxes
Using tools to clarify team member accountabilities provides clarity of purpose and assists the team in fully understanding who does what. Frequently team members are unclear as to each other’s roles, causing confusion, which results in rework or duplication of effort The focus here should be to ensure the right work is being done at the appropriate level, using the skills and capabilities of the correct talent. This will push administrative work down, making for more efficient use of everyone’s skills.
I’ve personally found this to be a rare gem when uncovering hidden talents, and the best part is it’s so simple! How well do you know the talents and passions of who you have working for you? And what team member skills or experience might you be unaware of?
Frequently we find that employees are under-utilized. Assumptions are often made based on job titles or what’s been seen to date, but most people have a kit bag of skills beyond what their job description specifies. For example, some of the greatest Project Managers I know were once Executive Assistants. Think about it, juggling priorities, keeping everyone in the loop, scheduling, organizing…very similar skills!
Did you know, one of the most common reasons for employees to quit a job is the feeling of being under-valued and under-utilized?
Most people want meaningful work that provides an opportunity to grow; get to know what each of your team love to do, what they do in their spare time and what their previous experience is and then look at how you may retool and enrich their work to capitalize on their skill-set.
A great place to start is to use self-assessment tools that will help you and your team understand their unique styles. You never know, you may just find someone who is just itching to take on something more.
Call in Dots to Help!
If you need help crafting a solution to find hidden resources, or to discuss how to clarify team accountabilities, assess your team and design an efficient workflow, please feel free to Contact Us. You can also learn more about Dots by checking out our About page.
What Worked For You?
We'd love to hear from you! What strategies have worked for you to find hidden resources?
Photo used under Creative Commons from Animalparty
Elaine Adamson is a leadership consultant with Dots Leadership Solutions Inc. A natural dot connector. Passionate about coaching team effectiveness and leadership development she shares over 25+ years of real-life tips and tricks that really work!
Elaine believes you can discover and leverage strengths to forge a strong team dynamic despite business challenges or organizational change.