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!
I will never forget the first time I received tough feedback. I was managing a government-funded employment centre at the time.
While working on a tight deadline to implement a new computer system, I was surprised when the Director called me to come to her office ASAP.
She told me my peer (Margaret, who I worked with every day) had raised a concern that needed to be addressed immediately. Margaret felt ‘intimidated’ by me and I made her uncomfortable. Instantly I became defensive – why didn’t she talk to me, what did I do, where was this coming from? Me… intimidating?
Margaret said I was impatient and judgmental, pushing her to explain how things were done. She felt I didn’t respect the work she and the team did and that I just wanted to ‘change everything’. It became obvious she didn’t know what I was doing; she was missing the context for why I needed information and how I was using it.
I felt bad that my actions were seen as overbearing but it was a pivotal moment. From then on I took more time to listen and explain before rushing ahead; I brought Margaret along as a partner. In the end, we formed a terrific working relationship and created a great new system!
Looking back, it was that tough feedback that helped me learn about my own direct style and how to flex my approach with others who were indirect.
While I can relate to what it feels like to receive tough feedback, I truly value the awareness you develop because of it. This is why I always recommend people become aware of their own style. You grow so much when you connect with people who are different than you.
Candour and Feedback Makes a Better Workplace
In today’s workplaces we often refrain from saying what needs to be said for a variety of reasons, we:
Feedback, the Breakfast of Champions
When someone cares enough to give honest, constructive feedback in a clear and helpful way it helps the individual grow and become more self-aware – just as I did. Yet according to Harvard Business Review, we actually all want the negative feedback you hate to give!
I’m not talking about the positive nice feedback here; I’m referring to candid and sometimes difficult to hear ‘real stuff’, often shielded from more senior leaders as you rise in an organization.
Cultivating a positive environment where it is safe to give and receive feedback openly begins with you, the leader. You set the tone by modelling trust and openness in every interaction, encouraging others to share their differing views.
Seek and Ye Shall Find
In each workshop I’ve done about feedback or candour it’s been surprising how few leaders ever received tough or candid feedback over their career! So it is no wonder they aren’t comfortable giving tough feedback to their team!
So how do you start to develop an environment for tougher feedback? You actually begin by asking!
How to Get to The Tough Stuff
Given the reluctance listed above, you may find it difficult to get open, candid feedback. Here are 5 things you can do to get people to open up:
It takes a little focus but based on my experience, candour is your best bet to creating the most highly engaged, super-charged high-performance teams!
Drop me a note when you’re looking for help to gather, receive or act on feedback! I conduct sessions with teams to uncover what issues are causing the most frustrations as well as coach leaders who want to stretch and improve.
photo by CC0 @cerpow on Unsplash
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
It could be you’ve heard of others being let go; you’ve seen a shake up at the top leadership levels or you suspect your new boss is really here to restructure. Any of these scenarios can make you uneasy about your own job stability. And once the anxiety sets in, it can affect your normal ability to focus, make you dread every unexpected meeting or just make getting up to go to work, feel miserable.
Given the percentage of our life we spend at work, this ongoing negative stress can be bad for your health so it is worth finding productive techniques to take back control.
If you are one of those people sensing impending doom, I’m here to say relax, don’t let it unnerve you. Instead let me show you how to actually take full advantage of it.
While I can’t guarantee you won’t be on the chopping block, I can help you reframe your mindset and give you hope for a much more positive outlook. Simply by learning how to Duck, Prepare to 'Jet' and/or get ready to make a Career Pivot!
Here is how ‘Duck’ worked for one of my corporate clients:
I’ll call her Eileen; Eileen had a new boss, a bossy boss with a big ego, who she didn’t see eye-to-eye with.
My advice was this - get on with the work, don’t act in an artificial way, just keep the focus on doing a good job. It wasn’t always easy. Eileen asked clarifying questions to understand what her boss wanted and then delivered accordingly. She gave the boss no cause to centre her out, no angry or emotional outbursts – she kept her head down and managed her emotions. (We would often debrief after the tough days).
We found that when she focused on only what her manager asked for, it became much easier for her to cope day-to-day. This gave her personal control. She controlled her reaction, her output, and her thoughts. The goal was to deliver, and deliver she did!
Only those close to her ever knew the true feelings of doubt and worry. She is a great example of how positively shifting your state of mind gives you the ability to work through job stress. She proved to me that anyone could overcome the dread just by changing your mindset!
This concept not only reduced stress for few years until the boss moved on, but she said it taught her to become more focused and action oriented.
Every Exit is an Entry Somewhere
The other strategy is to get ready to 'jet' (aka. leave, exit, vamoose, hit the road). This means ACCEPT that you are going to go, stop worrying about it and begin your own transition now…while you’re still working!
I always tell my clients “you have the gift of time so lets use it to your own benefit.” Think of it as extra paid time to regroup, plan and prepare for your next move.
Here are some action steps I suggest to create change, on your own terms:
Create an action list with target dates to be done by:
This mind shift is a game changer to overcome the oppressive feeling of dread. You invest in yourself and take back some time. If all goes really well, you’ll receive a nice little severance package AND start your new job shortly thereafter. Or you may land a great job before they send you packing – either way is a positive outcome!
Consider a PIVOT!
Treat this as a defining moment in your career where you sit back, take stock and re-evaluate what YOU want for your future. It’s the perfect time to consider an intentional career change in a completely different direction!
Maybe there are departments you’ve had a yearning to join but never had the courage to apply? Perhaps you may have been thinking of starting your own business, or you’ve had a side hustle that you should consider if you can do it full-time?
I’ve had clients take this opportunity to plan to return to school, become certified in a speciality or finish higher level education that later jettisoned them on to a successful new chapter in their life.
Regardless of where the pivotal change takes you it usually needs a catalyst to push you over the edge and make that wishful change happen. Turning the dread into a meaningful plan can make all the difference.
Need a Career Lifeline?
I’ve supported several leaders through this uncertainty, waiting for the day they will be let go. I’ve also sat on the other side, breaking the news of downsizing to quite a few people and I can say with 100% confidence that everyone finds a new path and 9.8/10 times they end up happier than before.
Rather than let the worry drag you down or make you sick, I say shift your thinking to make it work for you! The big trick is finding ways to take back control, accept change quickly – better yet, embrace it!
If you find yourself stuck and want to work with a professional to review your options, create a personalized career plan, hold you accountable or give you candid feedback, advice and insight, give me a call or send me an email! I offer a 30-minute free consultation.
Regardless of the scenario that has you anxious or worrying about job loss, I’d love to help you ‘connect the dots’ for the next phase in your career!
Image: CC0 Creative Commons
Sitting together at a big oak table, in her spacious corner office on the 24th floor overlooking Bay and Wellington Streets in Toronto, my well-respected client asked me to help her map out the next steps in her career. She felt stuck; almost embarrassed that she was misaligned to her career after all it took to get there. Proof that even when you reach the coveted C-suite, you can still feel discontented or unfulfilled in your job.
Most people associate their sense of self and identity with the work they do and paycheque they make. You can see how difficult it would be to determine where to make the next move when you find yourself in this situation.
Where to Begin
I often suggest watching a TED Talk by Adam Leipzig, called How to Learn Your Life's Purpose in 5 Minutes. One of most popular TED Talks of all time, with more than 8.5 million views. In less than 10 minutes Adam provides 5 key questions to help identify your life’s purpose. It’s a great start to expanding your view on what you should do to give you fulfillment.
I use a variety of introspective tools as well as questioning techniques with my clients. If you feel stuck, or in a fog you’ll find a snippet of questions below that can begin to clear your view. This reflective exercise activates ideas, narrowing in on clues you can use to reimagine a more rewarding career or job.
Many of us are forced to make life-long choices selecting education specialties or career direction with minimal information about who we are and what we are best at. Seldom are we given tools to help identify what path to take.
Caught up in the tsunami of life and career, it sweeps you along without much time for reflection. In fact, sometimes it takes years of doing the wrong thing before it really dawns on you that you’re way off base!
Few can afford to leave their job to experiment and dabble in other fields to figure out where the right place is; instead you need a solid plan with a process to follow. What I’ve found best is to carve out time for self-reflection and introspection. Then seek feedback and dig into your strengths, doing this opens you up to connect with your calling.
YOUR CALLING = the intersection between doing what you love and the ability to make money doing it!
Who AM I Really?
The answer to the right place for most people is typically tied to who they are and have always been. There are trails of evidence that you can relate to when you go through this exercise. Similar to Adam’s Ted Talk these questions help you uncover what you’re meant to do.
Connect the Dots
While it seems a simple exercise, this reflection actually takes work to gather and time to contact and listen to as many people as you can.
It is vital that you remain open to hear feedback without judgement. Take notes, ask clarifying questions and avoid judging or defending. I always say feedback is a gift! So just accept whatever points people share and say thank you, graciously.
Armed with this information, you will find some obvious clues to connect the dots for what you are meant to be doing. The key to success in the future lies in leveraging your very best traits and skills while focusing on areas you’ve had the most enjoyment and impact to others. Impact to others is a crucial piece of data few ever collect. Service to others, or making a positive impact is a critical building block to most people’s work contentment.
From here brainstorm, look at what you can change in your current job to better align with your purpose. But also look for project work, roles, departments, or other industries and your network for potential opportunities to consider. The path isn’t always immediately obvious. Some people stay within their job working on the side with charities, volunteering or mentoring others or contributing to the greater good in other ways.
Craft an action plan to network further, identify potential jobs that leverage what you’ve done so far, look at independent work or other businesses where you can fully utilize all that makes you unique.
If you find yourself struggling in a job that leaves you feeling undervalued, and want assistance from a leadership coach to help guide you , provide feedback and gain clarity with accountability to follow through, please send me an email! Or if you’d like to delve deeper into who you are and what makes you tick, please reach out. It would be a privilege for me to help you find work you love!
Photo: Creative Commons Zero (CC0) license
You’ve been there–it could be a pain-in-the-butt colleague, a trouble-making employee, or worse, a devil-boss who makes your workday absolute torture! Regardless of who they are, they likely all have this one thing in common…nasty bullying behaviour.
Sadly, if you don’t find ways to manage it, the stress may cause your health to decline, you disengage from work resulting in your performance taking a hit or you have the sudden urge to quit because you simply have no other way out.
Dealing with a workplace bully wears us all down. Repeated over time, you may actually believe what they say, sparking self-doubt and eroding your self-esteem. They yearn for this power and as such, once they’ve set their sights on you, they do what they can to take you down.
I’ve helped several clients rise above these difficult people. It takes a little bit of work but in the end, they feel a sense of accomplishment once they triumph!
It’s important to note that if what you are dealing with is an extreme case of bullying or a possible harassment case, there are Human Rights laws to protect you. Handling those situations requires a formal process. The Ministry of Labour (Ontario) provides guidance to both employers and employees regarding these laws in my province.
What I’m talking about today are the scenarios where someone is staying within the bounds of the law, but making it unpleasant for you to work with them. These people know how to get at you but management may not see it, may choose to ignore it, or it just may not be bad enough for you to want to raise a big fuss.
The Bully Profile
These nasty people often share similar characteristics, they:
So what CAN you do to battle this kind of unpleasantness? Lets look at some simple tactics to disarm these bullies and take back your own power:
1. Let them shine
It may seem counterintuitive but people who are problematic are typically seeking some kind of attention.
Take time to assess this person’s underlying insecurity; ask yourself the following questions to become aware of what is really going on:
With this information in mind, look for a moment to praise them when they do something you can comfortably acknowledge: “Jane had a good point”, “Jane was absolutely right, ‘Thank you Jane for xxx” “Jane I quite liked xxx”.
These comments begin to neutralize their need to be nasty because their own esteem rises.
However, it’s important that you approach this genuinely. Don’t do it if you don’t really feel it or it will come off as disingenuous and inflame them further.
Giving them the limelight is a powerful tool and it works in most situations.
2. Use the power of Aikido
If you haven’t heard of it before, Aikido is actually a form of martial arts. Yet, it is non-threatening and doesn’t use force.
In fact, what makes Aikido so effective is that it removes aggression from an adversary by yielding to his/her force in a way that they end up only hurting themselves. For instance, imagine stepping out of the way as someone tries to strike you–the attacker would likely fall down, hurting only themselves.
Mean people are easily unsettled when you DON'T react the way they are expecting. Because most of these people have very low self-esteem, their actions come from a place of insecurity; they lash out or belittle to make themselves feel better.
To use an ‘Aikido-like’ reaction:
3. Find your inner comic
Instead of letting these people get under your skin, find a way to make light of their behaviour. I have seen really great leaders deal with some very annoying people simply by making a quick thinking remark. For instance, in the case of an employee continuously interrupting a meeting, the leader might say, “Slow down there speedy, I’m driving this meeting”.
If it’s your boss who’s pushing your buttons, this can be a bit trickier but you can still make light of their nasty comments. Laugh out loud and say something like, “Oh, for a moment I thought you were calling me an idiot–that’s a good one”.
It may not immediately come to you in the moment, so after an interaction has happened, consider things you could say next time. The AMA has a great article on how to have the last laugh, worth a read! Try to avoid insults as you don’t want to stoop to their level–I’m talking about making light of their comment so you take back control.
4. Call them on the behaviour
We naturally try to defend ourselves or strike back when mean people put us down or make a condescending comment. These people have become experts at making others look second-rate so that they can feel superior. That is where they draw strength.
If you can’t ignore their comments, respond firmly with a response that exposes the behaviour, “That sounded like a put-down”. It usually holds a mirror up to the individual and catches them off guard.
Most of these people won’t want to ‘look bad’ in front of others and a public call-out will make them uncomfortable enough to switch gears.
Over time, this tactic can actually help them with their own self-awareness.
5. Nip it in the bud: stage an intervention
This approach takes a great deal of courage and I recommend doing this with support. Book a face-to-face meeting with the difficult person and address their behaviour head-on when you are cool-headed.
Be sure to have several specific examples at the ready. Make sure your discussion is done in a way to help them understand the affect they have on others. Conduct this meeting in private; clarify what the issue is as factually as possible and set out a plan to fix the problem offering support and guidance.
Let them know how these behaviours are making you or your team feel. Use ‘I’ or ‘I feel’ messages. For instance, “I feel embarrassed when I’m called out in a meeting in front of others”, or, “I feel disrespected when I am constantly interrupted in meetings”.
‘I feel’ messages usually resonate better because the other person is not put on the defensive–no one can deny your own feelings. If you have internal HR support, they can assist you in this discussion. If not, then consider bringing in external support to help you plan this discussion and to be present during the meeting.
Don’t let nasty people ruin your work experience. Approach them as though they have a problem and don’t let it be your problem anymore.
Typically they have developed this behaviour over many years but no one has called them on it. It is possible for them to change, but it takes work on their behalf as well as yours.
Most great companies have formal policies to reinforce values for treating people with respect. This is great for employees, but what about you as a leader?
Check out our additional posts that deal with bad behaviour like bullying at work:
- 6 Strategies for Dealing with Difficult People
- Difficult People or Competitive Edge - The Constant Critic
- Difficult People orCompetitive Edge - Take No Prisoners
If you’re dealing with colleagues or team members who are disrespectful to you, I’m here to help. I can arm you with proven practices to help you manage through the tough stuff. Send me an email or give me a call today, I offer a 30 minute free consultation!
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.
So your team has been restructured and the dust has only just settled. Now you’re supposed to go back to ‘business as usual’, but things feel far from normal. As the leader, you’re in a tough position, everyone on your team is turning to you for answers and clarity; what do you do?
Rest assured you’re not alone; heck, you can’t read a newspaper or hear a business report these days without learning about a company cutting back, laying off or reorganizing. Just like you, there are hundreds of leaders trying to find their way to get back on track and rebuild the trust of the ‘survivors’.
Just like after a shipwreck on a desert island, the survivors are worn-out, tired, grumpy and scared. At times they feel guilty they made it through the cuts, while friends did not, other times they wish they were gone too – these are all natural human reactions after riding through such a rough experience. It is important to be mindful of these emotions as you move forward with your remaining team, in order to help you rebuild momentum and trust. It’s not going to be an easy process to get everyone back on track, but with a bit of patience and guidance, it will certainly be achievable.
To help you make some headway, we’ve created a handy-dandy Survivor Checklist to help you through these stormy times:
At the end of the day, just like those people on the island after the shipwreck, the team will come together and rebuild a whole new existence. Together, you really will survive and you’ll have plenty of stories to share along the way.
Throw out a lifeline: Phone a friend…dots!!
If you need help to get through the trying times, or you’re looking for strategies to build your team, contact us at Dots Leadership Solutions! We have plenty of great tools and solutions to assist you. Learn more about our Specialties here.
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.