Is your organization one where top talent goes to die? Have you been successful in finding and hiring great people in your organization and then wonder “where they went” once they started working? I’ve actually had clients admit that their company was the place where great talent goes to die. But, they couldn’t figure out why especially since they already had great talent who were supportive of the company’s mission & purpose.
It may be helpful to understand, or at least review, part of the mind-set of top-performers. In part, they need to know what success looks like and when they’ll actually reach that place.
Top-performers also need to be challenged. They won’t be content being contained in a box being told what to do. They’ll shut down and eventually leave for another opportunity that challenges them and where they can grow both professionally and personally.
In this situation, the team wanted and needed to be part of building the strategy to company’s road to success. They weren’t content with this task falling solely in the hands of the leader.
More importantly, the team needed to know that once they developed a strategy for success that the leader was going to buy into it.
Did you catch that?
The team needed to know that the leader bought into the strategy developed by the team instead of undermining it because, for example, it wasn’t the leader’s idea or the leader doubted the expertise and experience of the team.
The organization already had awesome talent that rivaled any in the industry. Now, that talent needed the support of the leader to let them do what they were hired to do.
Some leaders need to learn to let the team they hired do their job. It may be the missing link to an organization’s success. This may be a growth edge and easier said than done for many leaders.
If you’re a leader facing this challenge, I’d encourage you to step off your island and seek the objective input of others to hold you accountable in making this (or other) change. Whether it’s an executive/business coach, peer group or a swami of your choosing, taking that journey with someone far better ensures success and sustainability than going it alone.
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I’m curious as to what you’re seeing and experiencing in your organization since November’s election. Specifically, I’m curious about whether or not leaders have seen a lack of cooperation among employees.
I’ve been seeing employees harboring resentment for each other because of each other’s politics. When this is carried into the workplace (even if it’s not openly discussed), the result is often a lack of cooperation, even undermining, resulting in a decrease in productivity.
As a leader, how do you get things back on track in your organization? How do you lead when your employees may even resent you if your political views are different than theirs?
So many people, on both sides of whatever “the aisle” seems to be anymore, are digging in their heals, not communicating, not respecting each other as human beings. There is a lack of civility. While this article is not about politics, I can’t help but think that the recent election which seems to have divided this country has likewise divided the workplace.
This is a real life example of when it’s really handy to clearly define your organization’s “WHY?”. When leaders have this under their belt, there is a strong likelihood of successfully reminding everyone why you’re all doing what you’re doing - - together - - and the purpose that’s bigger than any of you. It’s more likely that people will put their differences aside, polarizing as they may be, for the sake of the cause in which they’re emotionally invested.
This holds true for leaders wondering how they’ll be able to successfully refocus their team and maintain - - or maybe even regain - - credibility and their team’s respect. How do you lead in this challenging environment? I’ve spoken with many leaders having this question.
It’s not unusual for organizations - - be they a family, company, sports team, etc. - - to have an experience that challenges their cohesiveness. This may be that time in your organization. Often, it’s beneficial to employ the expertise of an unbiased 3rd party (like Leader’s Learning Lab - - shameless plug, I know) to break down those silos, rediscover common ground and get productivity back on track.
If this is “the elephant in the room” in your organization, call it out! Continuing to ignore it gives it power and things fester only getting worse, not better.
You’re the leader. And, this may be one of those uncomfortable, yet necessary, conversations needed in your organization right now. I’m here to remind you that its part of your responsibility to make sure that happens.
Regardless of the recent election results, those of us fortunately to be employed have jobs to do. Let’s gidder done!
What are you seeing in the workplace? Jump into the conversation below!
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I’ve heard many business leaders with complaints similar to, “Why don’t my employees think for themselves?” or “Why do I always end up doing other people’s jobs?”.
As the leader/CEO/President, it’s often a big waste of time and money when you spend your time doing the job(s) of employees you’re already paying. Not to mention, you’re quite an overpaid manager. Plus, you’re likely the most passionate & qualified person in your organization to set the vision and direction. If you’re not filling that role, who is?
Unfortunately, unless your employees share your passion for your cause, it’s a long shot that you’re going to be able to genuinely motivate them consistently and for the long term. If you’re lucky, you may get occasional bursts of engagement by offering incentives and pep-talks. If you simply hire for technical competence and not for culture, I’d argue that you’re expectations are unreasonable that your employees will act and perform like a team. Instead, you’ll be hiring people who do a job from 9 to 5 to collect a paycheck. They won’t be engaged and you’ll likely be the one picking up the slack. In other words, they will be delegating to you.
How can you stop your team from delegating to you? Begin with the end in mind.
If you want your employees to be as engaged, reliable and creative as you are, you’re going to have to start by hiring people who are excited about the same cause you are. Your drive is fueled by something internal. There’s an emotional connection for you. In this respect, you’re not so unique. Human beings are hardwired to do just about whatever it takes to build, protect and advance a mission to which they are emotionally connected and is bigger than they are (eg., being a parent, athletes setting their sights on the Olympics, landing on the moon, etc.).
When everyone in your organization is excited about what your company does and why you do it, members of your team step up because they want the cause, and everyone associated with it, to succeed. They also don’t want to let their team down with their own poor performance. In other words, they willingly and enthusiastically share the load. You’ll find that they’ll even wrestle you for things on your “To Do” list so that you can focus on leading the organization.
Bear in mind that as the leader, when you’re clear about why your organization exists and where you’re headed, only then can you hire people who believe what you believe, who share your passion and are energized by your vision. Unless you’ve taken the time to define these elements and can effectively communicate them, you’re not going to be able to lead anyone in the direction of your goal or give them a reason to follow you.
Here’s your challenge: evaluate your current team and determine who is passionate about your cause. Other than a paycheck, you’re not doing anyone any favors if they’re not excited about where your organization is headed. Let them discover and pursue their passion.
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Yes. This is yet ANOTHER blog post about CORE VALUES. Perhaps the topic of core values seems to get so much attention because they’re vitally important. This post is my take on why.
Instead of having you read to the end to get to the punch line, here it is: core values are part of, what I refer to as, your company’s “navigation system” and a foundational building block of your company culture and gateway to a company’s success. More about that navigation system in a future post . . .
Whether or not it’s intentional, your company has a culture. Woven into that culture are core values defining behaviors that are acceptable - - and not acceptable - - in your organization. And, unless your core values have been intentionally clearly defined, your corporate culture will take on a life of its own and it may not be what you want it to be. As the leader of your organization, if you haven’t done your job you don’t get to be frustrated and disappointed.
Despite sounding like “the team-building exercise dujour” defining core values in an organization has a high ROI. Core values help to shape many processes and systems of including a successful interview process, client selection & competitive advantage. And, one of the most rewarding results I hear from clients is that their team can take actions and make decisions without the leader micromanaging everything. Core values empower your team to effectively perform in the roles for which you hired them. It makes it possible for them to function as a team.
If you’ve ever been frustrated by having to do other people’s jobs for them, this may be the one of the missing elements in your organization. In combination with defining WHY your company exists, core values help provide guidance to team members on what is acceptable and not acceptable in managing situations and clients. And, when you’re able to fill your organization with people who embody the same core values and shared passion, amazing things begin to unfold. It’s worth spending some time getting your mind around that and imagining what could be possible in your own organization by putting even just these two elements in place.
A new year is upon us. No time like the present to start anew. May you have a happy and prosperous 2017!
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