Grown-Up Leadership blog

In today’s economy, we might be tempted to think that employees are simply happy to have a job.  Don’t fall into the temptation!  The reality is that a mere pay-check is simply not enough to keep employees motivated to do the job.

When employees enjoy the work they do, they want to do more of it.  They are excited to start the day.  They find meaning and fulfillment in a job well done.  They will go the extra mile because of the personal commitment they have to their job.

We all want employees just like that!  The employees who are good at what they do and productive in their work are valuable to your company . . . AND attractive to other employers regardless of the economy.

Even for our best employees, satisfaction with the work to be done often ebbs and flows.  In an unstable economy, fluctuations in satisfaction come more frequently.  Employees begin looking for something more meaningful when their job hits that low point one too many times.  Leaders can help employees manage the low times by:

Talking to them often to get a pulse on what’s important to their satisfaction.

Inviting dialogue when they hit the low points of job satisfaction.

Listening for their concerns and passions.

Addressing their concerns honestly and realistically.

Challenging them with work that engages their passions.

Keeping the conversations going to support and challenge their development.

Employees are looking for more of what they want regardless of the economy.  Get to know what motivates them, explore what is satisfying about the work they do, and help them find ways to do more of what they love and less of what they don’t.

Most employees know they can’t have everything they want, so they are afraid to ask for the things that matter to them the most.  If leaders choose to invite the dialogue and foster a connection between passions and the work to be done . . . employees are more likely to stay.  Not just for the paycheck - but because they have a personal connection to their work.

How do you connect employees to their work?  How do you demonstrate your interest in the job satisfaction of your employees?

Annie Perdue-Olson

You and your team have been through a lot lately.  You’ve survived a round of layoffs, you have all been working hard, meeting your goals, and getting along with each other.  Considering the stories you’ve been hearing from other leaders, you consider yourself lucky. But, as thankful as you are, you notice the enthusiasm for the work has mellowed and you just aren’t having the fun you used to. So, you’re wondering what, if anything, you should do.

Part of you wants to just coast…you’re tired, too. If you just wait it out, maybe you and your team will recover that spark over time. Another part of you, however, wonders if there is more you can do. Well, actually there is more you can do. In fact, I would even argue you should.

Your team is not in trouble, just tired. It’s a perfect time to show your appreciation for your team, remember how much you really do like one another, recall your strengths, and reconnect with your mission. Any or all of these can rejuvenate a team that is successful, but perhaps tired.

Here are some quick and easy ideas:

1)      Show your appreciation. Some time before your next staff meeting, find a quiet spot and make a list of what you appreciate about your team.  Think beyond work accomplishments to the little things they do to make your life easier, or the comments others have made to you that perhaps you haven’t told your team about. Think everyday things, not just heroic efforts! Then, at the next staff meeting, share  with them these things that you may often think about but don’t often say.

2)      Plan social time away from the office. This can be tough in the busy summer months, but plan a lunch, go bowling, or whatever is both fun and a stress reliever for your team.  Find 2 hours and make it the priority for that work day so everyone can attend.

3)      Connect to the mission. At your next staff meeting, plan a half hour to ask each person to write a few notes about what they appreciate about the team’s mission. Have them reflect on what “connects” them to it and why do they continue to work here.

You do not have to think big to remind a team of how valuable they are to you and the company. Just make sure it’s authentic and comes truly from your heart. The smiles you see will reflect that extra energy you have just given your team.

There have been many times in my career when employees have come to me for help resolving conflict between employees or groups of employees. The relationship between the parties in conflict is generally described as toxic and full of dislike for the other party (ies). As I’ve listened to the stories unfold it becomes clear that what has become personal started as systemic. Typically, the early stages of the conflict began with a break down in the development of the team. Lack of clarity around the vision, goals, roles, or processes often ends up with damaged relationships.

Here are some questions to ask yourself when you are trying to unravel the web of conflict.

Do all team members understand the overall vision of the organization and do they support that vision?  For a vision to engage the workforce it must be shared frequently and each member of the team must feel that they can play a part in achieving that vision.

Does everyone understand what is expected of them? Do they have clear goals that are specific, measurable, actionable, realistic and time bound?

Does each member of the team understand their role and how it impacts the success of the organization? Do they understand how their job is dependent on others?

Are all employees clear about the agreed upon processes that drives how the work gets done, i.e. how decisions are made, how people are rewarded and recognized for their contributions, and  how communication takes place? Some of these processes are formal and some are informal. Employees need to learn the processes that define the culture of their workplace.

If the above systems are in place then it is likely that relationships will be strong. Without alignment of the vision, goals, roles processes and relationships, employees will blame each other for turf issues, conflicting goals and poor communication. Relationships are built on shared values. The organization’s values provide a framework for how each employee will treat each other and their clients.

So next time someone comes to you to help with a conflict situation don’t assume the individuals have a personal grudge against each other. Look at the systems that shape the team and organization to determine where the breakdown exists and resolve conflict by clarifying vision, goals, roles, or processes.

- Wendy

We have all observed teams who have accomplished the impossible.  These groups may be sports teams who have gone from last to first place, neighbors who band together to improve their community, or work teams who have led their organizations to unprecedented growth.

We join teams to achieve more than we could on our own.  We put our personal ambitions aside in order to work with others in a coordinated effort toward a common goal.  Each team member has the opportunity to contribute toward the efficiency of the whole team.  Our individual skills and abilities complement the team effort.  As part of a team, we can make a greater impact and attain success.

So why is it that some teams accomplish the impossible, while others fail miserably?

Here are the traits that distinguish a highly functioning team:

Articulate Success.  There is a clear picture of what success looks like and all team members are able to communicate the reason for the team’s existence.

Measure Progress.  Together the group formulates clear and demanding goals and agrees on the measures of progress.  Frustration often arises when there is not unity regarding the goals.

Hold Each Other Accountable.  Each individual takes responsibility for contributing their best efforts.  Individual expectations are aligned with the goals and team members are motivated to work together to accomplish collective team goals.  As a team, they hold each other accountable for delivering exceptional results.

Make Decisions.  Once a team decision has been made, the team commits to the agreed upon action plan.  Decisions are not second guessed and challenges are addressed with the whole team, not in pockets.  The decision making processes is focused on identifying the best possible solution in the shortest amount of time.

Instill Trust.  The glue that keeps an effective team together is trust.  A team with mutual trust feels motivated to help and support others.  Part of developing relationships includes embracing productive conflict and resolving differences.  Respectful disagreements and debates are considered healthy and are encouraged to increase innovation and growth.

Examine the teams you have chosen to be a part of and compare your experience to these traits.  How could your team become highly functioning?  What actions could you take to improve the effectiveness of the team?

Ann Rushy     aruschy@thebaileygroup.com

CEOs and Senior Leadership Teams (SLT) often underestimate the importance of the SLT to their company’s success and survival. In my experience, there are several reasons for this misunderstanding.

One is humility. Members of the SLT know it is “bad form” to seem too self-important, so they play down the team’s importance. I had a debate a while back with members of an SLT about the consequences to their organization if the SLT were to disappear. Several said, “The Company would do just fine. It is the people below us that matter”. To me, that is like saying a ship would do just fine without a rudder. Yes, the ship would keep going as long as it had momentum and fuel. But eventually it would run aground and sink. It is the same for companies.

In my experience, SLT members underestimate the importance of the SLT because of three common problems:

• Many CEOs don’t know what an effective SLT is supposed to do and aren’t very good as SLT leaders
• Executives are often great at functional leadership but not as effective at enterprise leadership
• Having a great leadership team requires that the CEO make difficult and sometimes painful decisions about who is and is not on the team

The SLT is responsible for providing leadership to the organization. This requires vision, a strategy that differentiates the company from its competitors, and the ability to align and motivate employees to execute the strategy.

Leadership, by its definition, involves the ability to initiate change. Leaders must evaluate the external environment (clients, board of directors, and other stakeholders) and then manage the company’s people and other resources to adapt to this changing environment. This requires that SLT members be adaptable themselves and be able to inspire others to adopt necessary change.

It also requires that members of the SLT understand that the SLT is, to use Lencioni’s term, they are “Team 1”. When discussing issues and making decisions, the first consideration must be what is best for the company, not what is best for the finance or marketing department (or whatever department each member leads).

Building an effective SLT takes time and concentrated effort. I work with several SLTs, and we typically meet offsite two to three times a year for two days at a time to work on strategic issues and improve the team’s decision making and problem solving skills. In particular, we focus on improving team member’s ability and willingness to challenge each other, listen to each other, make decisions and execute on those decisions. The goal is to increase the SLT’s ability to fulfill its leadership role and, secondarily, to make SLT meetings something members look forward to, not dread.

Sometimes, it becomes evident that a particular individual is not suited, either because of temperament or lack of skills, to be a member of the SLT. Such situations require that the CEO act with courage and compassion to reassign the individual or, in some cases terminate the individual. This is one of the most difficult decisions a CEO makes, but the cost of not acting is frustration for other team members and ultimately an underperforming team and organization.

Building a high performing SLT is essential for a CEO’s success. But effective teams don’t just happen. The CEO must allocate the necessary resources, most importantly time and attention, to build an SLT that fulfills its critical role in your company’s success.

One of the primary jobs of an executive is to build her executive team - the people that will help carry out the organization’s mission, vision, and goals.  Or, to borrow a phrase from Jim Collins (Good to Great), “getting the right people on the bus”.  People with the talents, skills, and experience to carry forward and execute.   People with the values and character to build and sustain a culture that will endure.  In the current war for work, where there is an overabundance of unemployed talent, where does you begin?

In times of talent abundance as well as scarcity, you begin at the same place - establishing a clear vision for what you wish to accomplish in a given period of time.  With the vision in mind, you can identify the high level strategies and resulting outcomes that will, in turn, require people to carry them out.  At the same time, it is critical to give thought to the kind of culture and environment you wish to shape and the underlying values and characteristics necessary in your leaders.

At the same time, pay attention to yourself - what are YOUR strengths, talents, and experiences and how will they best serve the organization?  What kinds of people will add to and multiply what you bring to the table?  What gaps do you need to close, whether through hiring others or through professional development?

From this knowledge, build your wish list - the ideal profiles of the people who will form your dream team.  Then and only then should you begin the hiring process.  When hiring, screen rigorously for the skills and experience you need - these are the minimum price of entry.  When interviewing, judge ruthlessly on values and character.  Trust your intuition first; back it up with references.  If you have a bad feeling or even a question about someone early on in the process, chances are it will not play out well.  Don’t compromise.  You are better off delaying a hiring decision - however painful it may feel at the time - than to incur the emotional, financial, and time expense associated with a bad hiring decision.

When you have your team in place, engage them in the process to refine the vision, strategies, and goals and align roles and resources accordingly.  To quote Mr. Collins again, “first who, then what” - when you have the right people on the bus and are clear about the destination and the road map, it is an easier exercise to determine who navigates, who steers, who fuels, who maintains, etc.  Don’t lock yourself or your team into job descriptions until absolutely necessary (if ever!).  As your organization’s needs evolve, so will roles and responsibilities.

Last, make sure you have good structures in place to coalesce, develop, and communicate with your team.  Know how you will lead, make decisions, resolve conflicts, share information, and develop future talent.  And be honest with yourself about where you need support to develop and sustain your own leadership effectiveness.

In today’s work environment, no employee is exempt from experiencing some level of fear. Yet, not all generations experience the same fears and respond in the same ways.Fear is an emotional response to threats or danger. This response is triggered by different motivations, values, beliefs and experiences. We know that these differences vary across generations and trigger different responses to threats or danger.

So what are those triggers?

Traditionalist
We know that Traditionalists (age 64+) have a high need for respect and to be valued for their hard work and perseverance. If they find themselves in a work environment where the rules have changed, their past experience is less relevant. The hard work and dedication of their past is not necessarily part of the new success model. They may no longer feel they “fit.” For the Traditionalist, fear can be triggered by the crumpling of the systems on which they built their past success.

The response?
Work harder. This work ethic has worked for them in the past and it’s what they know.

Baby Boomers
Boomers (ages 45-63) have been motivated by money, titles, promotions, relationships, and loyalty. In today’s economic times, the rug has been pulled out from much of what Boomers have worked for and valued. Not only is their fear triggered by loss of financial stability and status, but they recognize that they aren’t getting any younger.

The response?
They turn to past relationships to help them through these changing times. However, they are finding that the key players and influencers have changed. Those who helped them build their careers are not necessarily in charge anymore.

Gen Xer’s
Xer’s (29-44) have been skeptics from the beginning so their reaction to fear today might sound like, “I told you so.” Gen Xer’s have worked for independence and balance. They have been more cautious and conservative with their money than other generations.

The response?
Look within themselves for the answers. Gen Xer’s have been brought up in a world of crisis and change starting with unstable home lives and world events such as Challenger and energy crisis. They will count on their own competence and put less confidence in the existing rules and processes.

Gen Yer’s
Fear may be triggered by the lack of structure the Gen Yer (age 14-28) may find in the workplace and lack of efficiency. Gen Yer’s want to get to work and don’t want to waste time on mundane tasks.

The response?
It is less about fear and more about impatience. As organizations struggle to find new ways to get work done, Yer’s may just opt out because they can’t find a way to achieve results in this environment.

So as leaders how are you addressing these fears? What can you do to help each generation respond constructively to their fear?

- Wendy Friede

“The truth is that our finest moments are most likely to occur when we are feeling deeply uncomfortable, unhappy, or unfulfilled. For it is only in such moments, propelled by our discomfort, that we are likely to step out of our ruts and start searching for different ways or truer answers.” 
M. Scott Peck, author of The Road Less Traveled

Revenue growth hides a lot of sins. When organizations are experiencing increasing financial results, leaders become comfortable and in some cases, even lazy. Many people issues are overlooked from simple inefficiencies to gross misconduct. For example, during high growth times it is easier to ignore apathetic or underperforming employees. Leaders are not forced to change and neither are their employees, putting the organization at risk.

It may surprise some that even those who are still employed are beginning to stir.  In the past few weeks, I have received numerous requests for job leads, references and employment advice from people who are employed.  These folks are top performers and key to their organization’s future success.  They are restless and, in every case, they are looking for an employer who understands that financial success will evolve out of effective leadership. Those who have not stepped out of their ruts of ineffective leadership will soon be scrambling.

The good thing about discomfort is it forces us to change and with change, comes growth. The intense discomfort of the current economic uncertainty is forcing change. It has put a spotlight on the need for leaders to take stock of their leadership skills and their readiness to manage today’s changing environment.  Leaders know their business, but they may not be prepared to utilize their people skills to inspire others to embrace changes and retain those key employees necessary for success during a down economy.

Take an inventory of your leadership skills.  Rate yourself on a scale of 1 to 5 (5 being the highest) on the following effective leadership traits:

1. Establish goals that are high, yet realistic
2. Demonstrate giving and receiving honest, candid feedback
3. Address challenges to achieving results including having performance conversations even when not easy
4. Balance both people’s needs and task completion
5. Exhibit a high acceptance of self, others, and situations “as they are”
6. Create an environment of self-improvement by teaching others to think for themselves and by asking insightful questions
7. Actively support, help, inspire, and motivate others
8. Emphasize teamwork, and value those who cooperate and work well with others

How did you do?  What people leadership skills do you need to sharpen to move your company to the next phase of financial success? How will discomfort inspire your growth as as a leader?

I don’t know about you, but I’ve taken a bit of a hiatus from listening to the news on radio and television and from reading the headlines in the business press these days.  There’s an overabundance of bad news and an appalling lack of press coverage of anything remotely resembling hope or optimism.  Uncertainty and fear abound.

In times of uncertainty and fear, sound leadership is critical.  As leaders, we set the tone and the climate for our organizations, teams, and constituents.  Others look to us for clues on how to interpret and respond to the ever-changing environment - the “playbook” on how to lead in these times.   The reality is there is no playbook.  We are living and leading in an unprecedented economic era - with no past or precendence to look to for clues to the future.   No one knows what the future will hold, what recovery will look like or when it will happen, or how businesses will evolve to sustain and grow in the future.

So how DO we put our best leadership foot forward in these times?  In absence of a playbook, its time to fall back on principles - key characteristics of effective leadership.  In his book “Grown-Up Leadership”, my business partner, Leigh, describes these as Maturity, Versatility, and Relationship-based Leadership.  How do they translate right now?

Maturity - self-awareness and self-management.  It is imperative for us to know our strengths, weaknesses, blind spots, fears, delights, stressors, and energizers and to manage ourselves accordingly.  The fishbowl of leadership has us watched very closely right now - as we lead, others follow.  We must know, face, and deal with our own fears and anxieties in order to help others do the same.  If we lead from a place of fear, we are paralyzed and fail to move forward.  If we lead from a place of future orientation - toward the achievement of mutually beneficial goals - we are dynamic, healthy, and growing.   If we are balky and hesitant in our actions, our teams will follow.  If we are courageous and determined to maintain forward moment, our teams will also follow.

Versatility - knowing our biases and preferred styles and developing a range of complimentary skills.  What has worked in the past for us may not work right now.  If we are hands-on, tactical leaders with a preference for getting stuff done, we may find that others are not responding to our analytical, black-and-white, task-oriented approach to the world.  We must develop the ability to listen and relate to others, to think about and entertain possiblities, to attend to the emotional needs of others.  On the flip side, if we are more relational in our orientation - tending towards people and values rather than facts and tasks, we may find ourselves in an unrealistic place, failing to confront reality in favor of handling the people side of things.  In this instance, we must develop the ability to take an objective look at the short and long term reality of our situation and deal with the business implications of a set of choices and actions.

Relationship-based leadership - building and leveraging strong interpersonal skills, developing others, building and leading effective teams.  In times of fear and uncertainty, our accessability to others is critical.  We must have open doors and open minds.  Our ability to put aside our own agenda and listen intently to others to coach them and engage them in mutual problem solving helps to prevent the myopia and self-centeredness that could lead to a fall.   We must communicate - over communicate, in fact - what we know AND what we don’t know.  People aren’t necessarily looking for promises or even reassurance; they are looking for what truth is available to them so they can make decisions and actions based on information rather than speculation.  In the absence of information, people make stuff up - typically bad (or wrong) stuff.  It is our duty to give them the best information possible so they can make informed decisions.

The best advice for leading in times of uncertainty and fear?  Taking a page from Nike - Just Do It.  Don’t wait for permission or guidance or direction that is not forthcoming.  Take the risk.  Be big.  Lead.

During times of rapid growth in an organization, the atmosphere is filled with energy that can really draw you in and carry you forward. Sure, there are challenges to be faced. The growing pains can be excruciating. It’s easy to see every action you take is a reaction because things are moving faster than what you can keep up with. In spite of all the chaos, the window of opportunity is open wide and that creates energy. 

I can remember being caught up in this momentum and the thrill of keeping up with the fast pace of change in a growing organization. However, more pronounced in my memory is the “shadow” when the economy took a turn and that window of opportunity closed and as a leader I was faced with making some tough decisions that affected many people. Similar to the situation many leaders are facing today.

This shift in the life of an organization can have a significant impact on employees. Many employees have new assignments as organizations restructure or layoff employees. Sometimes the new assignments are made because the work needs to get done, not because it is a fit with talents or development goals.  When that window of opportunity closes for the organization, many employees see their own opportunities for growth closing with it. This can be intensified when new assignments are made that may not be as enjoyable or stretch the employee’s capabilities in areas they want to grow. It usually only takes a few simple things to motivate employees to give their best. 

Leaders play a key role in sustaining momentum. Reassure employees of your commitment to the company and its success. Show your employees what opportunities you see for the company’s success. Encourage them about the future, but don’t make promises you can’t keep.

Take notice if an employee’s patterns change. Engage them in a conversation to learn more about what is going on in their work life. It may be a few simple changes can make all the difference in reenergizing employees in their work.

Think about how you can assign the work that needs to be done. How can new assignments offer new experiences and development opportunities for current employees? Find out what your employees enjoy and match new assignments to their interests whenever it’s possible.

During times of rapid growth, opportunities seem more abundant. But, even now, opportunities for growth are there. We just might have to look harder for them. Thomas Edison once said:  “Opportunity is missed by most people because it is dressed in overalls and looks like work.” Now is the time to do the hard work in finding opportunities to motivate employees to bring their best to their work. What will it take to crack the window of opportunity open for you? How can you create the energy and momentum of opportunity for yourself or your employees?