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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This article discusses, what I refer to as, the 3rd component of your organization’s “Navigation System” - - the overarching organizational goal. Here are 11 reasons why defining your organization’s overarching goal is important:
Establishing a goal for your organization let’s everyone inside and outside of your organization know where you’re going. Whether the goal is tied to capturing market share, outperforming a competitor, a specific award or yet another metric your team becomes clear about what they need to do and why.
In my experience, when you have “the right team” they will often up the ante. As the leader of your organization you may set, what you believe to be, a goal that is challenging and maybe even a stretch. When your team is passionate about your cause, they will often consider, be interested in and challenge you to set a goal that is even more challenging. What’s even more exciting is that your team takes ownership of that goal and develops an innovative strategy to reach it. That’s often what happens when your team embraces your cause because it’s part of who they are.
Your overarching goal not only lets everyone know where you’re going as an organization, it also provides another piece of your organization’s framework within which decisions can be made. Again, decisions may not be easy, but they do become more clear.
An overarching goal is also a tool you can use to empower your team to act in your absence and reduce the tendency to micromanage. When your team understands where your organization is headed they are more apt to make decisions in keeping with your, and your organization’s goals.
An overarching goal also becomes part of your interview process for top talent. Part of what makes these people tick and keeps them engaged is knowing what success looks like in your organization. It’s from your overarching goal that most other metrics are derived. Again, your team becomes clear about what’s important and where to invest their time and focus. Hence, performance reviews also become a lot easier for all involved. And, discussions in a performance review are rarely a surprise to your team members since they’ll likely have a fairly accurate sense of their performance relative to established metrics.
You may also often find that once people outside your organization learn & understand your overarching goal, they’ll help you reach your goal and maybe do so in ways you may not have thought of. You make it easy for your vendors, clients, alliances, etc. to participate in your goal. You help them help you become better positioned for success. And, a great team comprised of top talent responds to success and is more apt to be retained by your organization.
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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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