The “virtual office” isn’t a new notion by any means, but the COVID-19 pandemic that continues to ravage the world has made remote work the norm rather than the exception for countless businesses. While some companies saw a smooth transition to these workplace changes, others had a more challenging time adapting to them and continue to struggle with the ramifications of working from home. There’s no denying the obvious differences between in-person and remote work (e.g., no more commutes, less interaction, adjustments in hours, etc.), but these surface-level distinctions have broader implications on productivity, mental health, relationships at every level, company culture, and more. Those companies that can hold onto and even improve these aspects of their enterprise in the midst of such a global shift will have a major advantage moving forward, and every employee will benefit to boot.
Let’s go over how to manage employee relations effectively and maintain a strong culture despite remote working conditions.
How to Keep Relationships While Working Remote
Don’t Avoid Company Culture Conversations
When everyone is suddenly working from home, there’s often an elephant in the virtual room that needs addressing. That metaphorical elephant represents the clear change in communication and culture that occurs when people stop seeing each other face to face. Rather than ignore the obvious, though, leaders should point it out and spark conversations about workplace culture, how it’s changed, and how it can be improved. These conversations will keep everyone thinking about and discussing tangible short- and long-term goals that can be achieved virtually and, when the time comes, in person.
Take Advantage of Modern Technology
We’re fortunate to live in a time that offers so many methods of long-distance communication — phone calls, video chats, text-based chat rooms, and message boards, etc. While there’s no replacement for in-person interactions, there are also countless opportunities to keep in touch with team members throughout the workday when working remotely. If you’re concerned about keeping up with employee relationship management, then use this technology to your advantage in practical and creative ways — have regular video meetings to go over projects and discuss new ideas, host virtual happy hours weekly or monthly to unwind and discuss non-work-related matters, replace the time normally reserved for commuting with remote coffee or breakfast check-ins with employees, have lunch over video call with team members, the list goes on. The bottom line is this: communication is key for maintaining strong management-employee relations, boosting team morale, and fortifying culture. Of course, you’ll want to make sure each of your employees has access to the necessary technology to partake in these various virtual activities.
Encourage a Proper Work-Life Balance
Finding a healthy balance between work and non-work can be a challenge for many people, regardless of extenuating circumstances. Of course, striking this balance is even more difficult during remote working conditions. Working from home creates a dynamic in which it’s difficult to separate one aspect of your life from another. Even if you have a dedicated home office, you’re never far from your living room, TV, child/children, pet(s), etc., during the workday. And when you’ve finished your work for the day, it can be hard to switch your brain from “work” to “play” when you’ve never left your home to begin with. This lack of boundaries between work and life can quickly lead to burnout and negatively affect one’s mental health. It’s up to leaders to encourage and exemplify a healthy work-life balance, so employees don’t feel trapped in their work or too distracted to get anything done. You can do this by:
- Providing resources for employees regarding these matters to help them achieve a positive balance in their own lives
- Establishing boundaries that limit or restrict work-related communications to a certain range of hours (e.g., 9 A.M. to 5 P.M.) so employees aren’t tied to work at all times
- Prioritizing productivity over hours worked, so employees feel free to set their own hours and work at their own pace
Different companies will have different ways of promoting a good work-life balance; making this a priority and leading by example is one of the best leadership qualities you can have.
Recognize Your People and Accomplishments
Lastly, don’t let virtual work take away from the important ritual of workplace recognition. Whether in-person or remotely, everyone likes to feel seen for their contributions and accomplishments, and recognizing your people for their hard work is key in maintaining strong relationships and strengthening your culture. In many ways, employee/team recognition is more important than ever now that so many of us are working from home, as it’s normal for people to feel underappreciated and unseen when siloed from their coworkers and managers. Letting your people know that their work and fortitude haven’t gone unnoticed is an important role for all leaders during this time and in general.
Remotely Challenging Times
Navigating leadership in times of stress and change like the ones we’re currently living in is no walk in the park. That said, current remote working conditions provide the perfect opportunity for companies and leaders everywhere to test their strengths, bolster their weaknesses, and create an even more cohesive company culture that can withstand the most difficult circumstances.
At Leadership Resources, our purpose is to make the impossible possible through people. We aim to do so by helping individuals develop patterns of success that will decrease stress levels and maximize productivity. Contact us here to learn more about what we do and how it can help your business succeed and grow at times like these when you need it most.
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One year ago, when COVID-19 was just starting to acquire its pandemic status, few people could have anticipated what the following months would have in store. The early toilet paper shortages and panic buying seem somewhat quaint compared to the havoc wrought on individuals, families, and businesses between then and now. With effective vaccines and rapid distribution on the way, there is now a light at the end of this tunnel. That said, even when the pandemic ends, the world will have to deal with its consequences for many years to come.
Business leaders are already looking ahead to what the future may hold while battling the burnout that has plagued everyone, from students, workers, leaders, and owners alike. As we’ve discussed before, the stress of leadership can be daunting enough to deal with during normal times, and the COVID-19 pandemic has only exacerbated this pressure. Businesses everywhere have had to lay off or furlough employees, suddenly switch to remote work protocols, reduce hours and customer capacity, adjust their supply chain, implement intensive cleaning and disinfection protocols, and so on. One year in, people everywhere are on their last legs, and leaders are no exception.
How to Lead Your People if They’re Burnt Out from COVID-19
Prioritize Self-Care and Stress Management
When challenging times arise and work piles up, it’s easy to fall into the trap of pushing yourself past your limits to keep up with deadlines. You might be able to go on this way for a little while, but eventually, your work will suffer — more importantly, so will your mental and physical health. This common situation describes burnout, and it can take a long time to reignite the flame. It’s better to prevent that proverbial flame from burning out in the first place by maintaining its heat and oxygen through self-care. In our previous blog on managing leadership stress, we discussed key ways to take care of your overall well-being, such as getting enough sleep, exercising regularly, practicing mindfulness (i.e. meditation, yoga), staying hydrated, maintaining a healthy diet, and taking breaks for enjoyment and relaxation when needed. Encouraging your employees to do the same by sharing your experience with these stress-relieving techniques is key for preventing (or at least mitigating) COVID burnout in your workplace. When everyone feels motivated to take care of themselves first and foremost, they will be better equipped to handle the challenges before them.
Keep on Communicating
We’ve said it before, but it bears repeating: communication is one of the most important leadership qualities there is. And during COVID-19, strong communication has never been so crucial. At the most basic level, your people should be regularly informed about how the business is navigating COVID-related challenges. Any updates and changes must be clearly delivered, and everyone should feel free to ask questions and voice their concerns. Considering the nature of this pandemic, you may need to convey these messages via virtual meetings, emails, and other means. To keep burnout at bay, your communication style should be steeped in empathy — if you’re feeling burnt out, odds are your peers, partners, and employees are, too. Use your emotional intelligence to understand the shared and unique challenges faced by others to enhance your organization’s sense of community. Hosting virtual and community events will help you maintain and improve your company culture so everyone feels connected and valued.
Simplify Your Processes
If anything good has come from COVID-19, it’s that this pandemic has revealed what matters most, both in terms of everyday life and in business. While the initial shock of COVID sent many businesses into a frenzy, many that have been able to recover have gradually adjusted their priorities and trimmed the fat in key areas. Simplifying your processes by streamlining tasks, delegation, and your broader vision can reduce the risk of burnout and ultimately reshape your business in positive ways. You might, for instance, realize that remote work is a powerful tool for team management and that it greatly reduces overhead costs associated with rent, energy, commuting, etc. Every business and employee is different, of course — while some might appreciate the freedom of working from home, others might require more structure and crave in-person encounters. How you decide to adjust and simplify your processes during this latter portion of COVID-19 and afterward will depend on what you learn during this time. The key is paying attention to what your people are feeling and how it’s affecting your bottom line.
Keep the Big Picture in View
As we stated earlier, the implications of COVID-19 will carry on far beyond its official conclusion, contributing to leadership stress and potential burnout. As such, you must view this situation as a marathon rather than a sprint. The day-to-day doings of your business matter, but thinking too small and short-term can cloud your judgment and impede your view of the future. Of course, looking too far ahead can induce plenty of stress in its own right. To avoid burning out in either sense, you want to achieve a balance between short- and long-term thinking, where the way you handle things each and every day is informed by where and how you wish to steer your team and enterprise. In order to accomplish this, you must focus on becoming more adaptable and resilient, regularly taking stock of what is and isn’t working so you can fine-tune your business for the future.
Providing strong leadership in times of stress and change is no small feat, but it’s essential for alleviating burnout in yourself and your team. Taking care of your own well-being, maintaining emotionally-intelligent communication, simplifying your operations based on necessary changes, and implementing long-term thinking will allow you to lead your organization to a brighter future despite these challenging times.
At Leadership Resources, our purpose is to make the impossible possible through people. We aim to do so by helping individuals develop patterns of success that will decrease stress levels and maximize productivity. Contact us here to learn more about what we do and how it can help your business succeed and grow at times like these when you need it most.
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No two leaders are exactly alike, but the most successful leaders often have plenty in common. Personal preferences, opinions, and life experiences aside, there are certain leadership qualities that ring true across the board — honesty, responsiveness, passion, integrity, etc. While these traits may be somewhat inherent in certain leaders, the best leaders become successful by honing these skills through hard work and habit formation. Let’s outline some essential habits that allow leaders to acquire and maintain success in their workplace and in life.
What Habits Make a Successful Leader?
Cultivating a Thirst for Knowledge
One of the most important qualities of an effective leader is the willingness and ability to continuously learn. Reading books across genres and fields of expertise, listening to people with diverse backgrounds and experiences, asking questions of peers, employees, friends, and strangers — all of these activities allow leaders to expand their horizons. Even if a piece of information might not seem immediately relevant to a leader’s life or career, the culmination of various bits of knowledge can be synthesized over time in new and unique ways. There is no downside, only upside, to receiving an ongoing education, and successful leaders know there’s always more to discover.
Maintaining a Balance of Confidence and Humility
There are always areas of growth for leaders, and the only way to identify and improve those areas is to put your ego aside and then pick it back up to act on those necessary changes. Leadership comes with power and privileges, and this prestige can cloud the mind of individuals who lack humility. Conversely, leaders who lack confidence can struggle to get things done, create buy-in, and keep their people on track. As such, the most successful leaders strike a balance between confidence and humility, listening closely to their peers and team members while not backing down from bold ideas. Practicing gratitude each and every day is another great way for leaders to stay humble and positive.
Focusing on Physical as well as Mental Health
The aforementioned power and privilege inherent in leadership also comes with its fair share of stress, which manifests both in the mind and body. Leaders who fail to take care of their mental and physical health can burn out, lash out, and/or simply become less effective overall. Leadership success largely depends on maintaining a healthy lifestyle both in and out of work. The best leaders focus on managing leadership stress by exercising regularly, getting enough sleep, eating healthy, taking breaks, practicing mindfulness (i.e. meditation, yoga), and more. Taking the time for self-care allows leaders to operate with a clear mind and high-functioning body — crucial for getting things done and getting them done right.
Staying Organized
Effective leaders are also well-organized where it counts. While a messy desk might be a proverbial sign of genius, it’s not exactly ideal for strategic planning, scheduling, goal-tracking, and so on. Keeping documents and items in their proper places, taking regular notes, journaling, and maintaining a detailed calendar helps keep things straight so leaders can spend less time and energy shuffling papers around and more on other matters like idea generation, performance management, employee check-ins, executive meetings, etc.
Consistently Pushing Themselves and Others
Organizations can only grow if leaders and their teams are constantly coming up with new ideas and taking calculated risks. Indeed, this willingness to push the envelope is one of the key qualities of a good leader, and honing it depends on leaders pushing themselves out of their comfort zones in every area of their lives, not just at work. Successful leaders are always challenging themselves, whether it’s running an extra quarter-mile than initially planned, trying new cuisine, attending an unlikely event or concert, and so on. Living life “on the edge” in this way conditions leaders to be bolder in the workplace and mitigate the fear of the unknown so their organization and people can grow in unexpected ways.
Successful leaders are creatures of habit — not just any habits, but habits that help them gain new knowledge, become more self-aware, improve their mental and physical well-being, stay organized, and try new things. At Leadership Resources, our purpose is to make the impossible possible through people. We aim to do so by helping individuals develop patterns of success that will decrease stress levels and maximize productivity. Contact us here to learn more about what we do and how it can help your business succeed and grow at times like these when you need it most.
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Quality of leadership largely determines whether an organization rises, falls, or remains stagnant. But leaders do not magically descend from some higher realm — they are cultivated over time through experience, training, and perseverance. Indeed, nearly every company contains its share of potential leaders, and it is the responsibility of current leaders to identify and foster future leadership or else risk leaving a major hole in the organization upon leaving.
Of course, not every worker is destined to be (or interested in being) a leader. Investing in these individuals is not a waste of time, but the lion’s share of leadership development resources are better spent on those who display leadership potential. With that in mind, let’s go over how to spot future leaders at your organization.
How to Find a Future Leader
Ask Yourself: Who Goes the Extra Mile?
When seeking the future leaders of your company, a good place to start is by looking at results. Consider who in your organization consistently goes above and beyond expectations. Employees that are highly results-driven prove their enthusiasm and skill, and team members that come up with new, innovative ideas drive the company’s efforts into new territories. Pay close attention to these people in your company who keep the enterprise moving forward with passion, as they already exhibit strong leadership qualities.
Weigh Both Potential and Performance
Performance is undoubtedly a key indicator when spotting future leaders, but it is not the end-all-be-all. Indeed, you may have employees who work extremely hard but don’t exude much leadership potential. “Leadership potential” is a somewhat ambiguous metric, of course, and therefore more difficult to pick apart than hard data. Still, pay attention to those with specific leadership skills, such as strong communication, team-building aptitude, a desire to grow and learn, creativity, etc. Even if they’re not your top performers in terms of your bottom line, they might be perfect fits for various leadership roles in the future, helping those top performers reach new heights.
Shake Up the Structure
One helpful way to get a beat on future leaders is by stirring the pot a bit — namely, rotating job duties and/or assigning new roles to people every now and again. In doing so, some individuals will take full advantage of the opportunity, learning new skills and pushing themselves beyond their perceived limits. Others may wish to stay in their comfort zone and/or buckle under the pressure. Those in the former category just might be your future leaders. Job rotation is a powerful exercise for succession planning, as it can help you determine which candidates could adapt and take on new roles when necessary.
Ask Yourself: Who Is Asking Questions?
While not everyone who asks questions is bound to be a leader, all future leaders ask questions. This spirit of inquiry is directly related to strong communication and therefore strong leadership. So, keep an eye on those who take the time to clarify concepts, inquire about specifics, seek solutions to ongoing problems, and ask seemingly simple questions that others might be too timid to ask.
Train Your Eye for Emotional Intelligence
Emotional intelligence, or “EQ,” is one of the most important qualities of a good leader. Those who can listen to the concerns and suggestions of others and act accordingly strengthen the company’s culture, encourage employee buy-in, promote teamwork, and improve the organization’s reputation and operations as a whole. When looking for EQ in future leaders, look for individuals who display empathy, self-awareness, self-regulation, motivation, and strong social skills.
Ask Yourself: Who Is Invested in the Organization?
Lastly, even if you’ve found a handful of candidates who meet the above criteria, you have to consider whether or not they’re in it for the long-haul. Those who show strong leadership potential are in high-demand, after all, and many businesses spend significant resources training future managers only to have them exit the organization shortly after. While you can’t force any of your leaders to stay, though, investing in their growth is a crucial way to retain your top talent. And those who routinely express their interest in the company’s future and their role in it are top contenders for future leaders. In short, if a potential leader is invested in your organization, you must invest in their development.
Developing future leaders in your company starts with identifying the best candidates. And once you know what to look for, you may be pleasantly surprised at how many people in your organization could become leaders down the line.At Leadership Resources, our purpose is making the impossible possible through people. We aim to do so by helping individuals develop patterns of success that will decrease stress levels and maximize productivity. Contact us here to learn more about what we do and how it can help your business succeed and grow at times like these when you need it most.
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While it’s true that some individuals naturally possess certain leadership qualities, many of the best leaders weren’t “born with it” at all. Rather, they became leaders over time with the help of good mentors, experience in both life and business, and a network of support, all of which gave them a sense of ownership and confidence necessary in a strong leader. Indeed, your Omaha, Nebraska organization might be filled with hidden leaders that simply need direction and encouragement to reach their full potential.
Facilitating this leadership development should be a major priority for your business, as it will boost productivity, stimulate strong and innovative decision-making, strengthen your culture, and secure its future. Here’s how to encourage leadership from more reserved but promising employees in your company.
How to Get the Most Out of Shy Employees
Be a Good Leader Yourself
Good leaders have a tendency to pass on their qualities to those near them. Don’t shy away from expressing what you’ve learned on your journey to becoming a leader, but don’t limit this expression to mere words. You must also act the part. Communicate, collaborate, listen, and prioritize transparency. Setting a strong example for your team is the first step toward developing leadership talent in your organization.
Cultivate a Team-Oriented Culture
Leaders must be good listeners, but they can’t be afraid to speak up, either. The less vocal employees in your company will be more inclined to share their ideas and opinions if they feel comfortable and encouraged to do so. Building a team-based culture can go a long way toward achieving this level of openness. You might start hosting more team-building events, developing projects that require coordination, or actively asking your employees to share their thoughts on a given matter.
Deliver Consistent, Constructive Feedback
People struggle to grow if they’re not fully aware of their strengths and weaknesses, and your reserved employees might not actively seek help or ask questions about their performance. Delivering constructive feedback on a regular basis helps keep your employees on track, and lets them bolster their strengths while working on areas of improvement. Maintaining this honest line of communication will also encourage them to reach out to you and other leaders for guidance in the future.
Expand Employees’ Responsibilities
If you see potential in an employee, entrust them with more responsibility. Soft-spoken employees might initially lack the confidence to take on certain tasks and roles, but giving them more responsibilities can actually empower them and show them a side of themselves they didn’t even know existed. This can have a domino effect, where a once-reserved team member suddenly shows an appetite for accountability, growth, and other skills needed to be a leader. And if it turns out they weren’t quite up to the task, dial things back and help them gradually work their way back up.
Offer Leadership Training Programs
Ultimately, there’s only so much you as an individual can do in terms of team building and leadership training. You may need to create and/or outsource specialized leadership development programs to give your employees the resources they need to develop as leaders in the broader sense. Investing in these programs can be a major boon for your Omaha, NE organization. After all, your business’ growth and success depends on the growth and success of your people.
At Leadership Resources, our purpose is making the impossible possible through people. We aim to do so by helping individuals develop patterns of success that will decrease stress levels and maximize productivity. Contact us here to learn more about what we do and how it can help your business succeed and grow.
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The business world rewards both careful planning and spontaneous action. At the same time, conventional wisdom warns against both of these extremes. All of this seems contradictory. How is it that caution and risk both work to our benefit and our detriment? And how can we know which path to take?
Perhaps the solution to this conundrum lies in the balance. Planning or acting on impulse isn’t inherently good or bad, but going too far in one direction can leave you vulnerable. When it comes to promoting employees or shifting leadership roles, you need a system that integrates strategic oversight while also embracing the dynamics of your company’s landscape.
Check Out How to Create a Living Strategic Succession Plan
Focus on the Big Picture
When developing a succession plan, it’s always good to start with the big picture in mind. What’s involved in this picture? Things like your vision, mission, various long-term goals, culture, and areas of your company you wish to maintain, do away with, or improve. With this broad view in mind, you can begin to formulate the types of roles, duties, and leadership qualities required to ensure your business’ continued success. This will help you begin to target those within your organization who might be a good fit for various roles.
Help Your People Grow
No matter how developed or limited your succession plan is, one thing remains constant: you will need good leaders to take over vital roles in your company. And good leaders don’t just fall from the sky; they must be developed and prepared to take on your company’s needs. Your living, breathing succession planning model should focus prominently on leadership training so your people are prepared to take on whatever sudden challenges might arise.
Respond to the Data
Nothing is set in stone, and your succession plan shouldn’t be either. As you work on developing leaders within your organization, you might find that your regiment isn’t as effective or practical as you had hoped. Perhaps your training is too broad or too narrow. Maybe you’re not giving the right people the right amount of attention. Whatever the case may be, pay attention to how your programs are performing. If they’re not doing well, you must adjust your succession planning strategy accordingly. This might involve bringing in different coaches, hiring new recruits, or outsourcing some of your leadership training programs.
Anticipate Changes
The most important part of ensuring a flexible and effective succession plan is to always keep Murphy’s Law in mind: anything can happen, good or bad. Work with your succession planning team to envision “What If?” scenarios that capture possible changes in your industry, company, or leadership. You don’t want to become paranoid, of course, but the more aware you are of life’s uncertainties, the better prepared you’ll be to make necessary sudden changes with tact. In short, keep calm but look ahead.
Make Routine Updates
Finally, it’s not enough to merely anticipate potential changes. You must also react to the current moment, including any recent changes in your company culture, outlook, outcome, etc. To keep your succession plan alive and well, and to stay on top of these changes, revise it once a quarter or more. What has changed in those few months? What’s working? What’s not? And what will set up your organization for success in the short-term and the long-term?
Opportunity lies somewhere between chaos and order. Your succession plan should be thorough and strong, but also elastic enough to adapt to changes in your organization and the world at large. By finding this balance, you can maintain a steady flow of competent leaders who will bring your business into a bright future.
At Leadership Resources, our purpose is making the impossible possible through people. We aim to do so by helping individuals develop patterns of success that will decrease stress levels and maximize productivity. Contact us here to learn more about what we do and how it can help your business succeed and grow.
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In the business world, you’ll find many passionate leaders who seem unlikely to ever leave the company. But our time here is limited, and life has a way of throwing curveballs at us whether we like them or not. It’s simply a fact that if you own a business, one day you and your fellow leaders will have to leave it, whether due to age, health concerns, or personal reasons. Of course, just because you’ll eventually exit the company doesn’t mean the enterprise should shut down too. If you want your business’ legacy to thrive, you’ll have to focus your efforts on succession planning.
What You Need to Know About Succession Planning
What is Succession Planning?
Right now, you may be asking yourself, “what is succession planning?” Simply put, succession planning is how a company secures its future by hiring, promoting, and/or training individuals to take on leadership roles as current leaders leave the enterprise. You might think of it as a ceremonial passing of the torch. As one team leaves, a new team steps in to carry on the business’ mission. Without proper succession planning, a business will struggle to continue its operation, as there will be no one available or remotely prepared to take on these vital leadership roles.
How Do Companies Develop Succession Plans?
The importance of succession planning should be abundantly clear. However, successfully crafting and implementing a succession planning strategy is a different story altogether. Every company differs in size, scope, location, and potential leadership candidates, meaning each organization must create a plan that suits its individual needs. Still, there are certain general guidelines every business should follow when forming a strategy for succession planning.
Start Early
The sooner you consider your exit strategy, the better. You won’t be shipping off tomorrow, of course, but by being ahead of the curve you can outline a plan for how to go about finding optimal replacements. This head start also allows you to start focusing on the leadership development of your current staff members. It takes time to identify the right candidates, let alone train and evaluate them thoroughly enough for the new role. By starting early, you have more time to ensure the right people are on board.
Clearly Identify Roles, Duties, and Vision
One of the major challenges in succession planning is knowing and clearly communicating what roles and duties need to be fulfilled and how they will help steer the company into the future. If you started the business, you and your partners might know these things inherently. But when it’s time to bring new blood into the fold, you need to flex your leadership communication skills to get everyone on the same page. You might start including potential candidates in more closed-door meetings to help them gain insight into the company’s operations, for instance.
Consider the Plan When Hiring
If you already have a solid team, you’ll have an easier time finding the right people to take over in your absence. However, you’ll likely have to hire some new faces every now and then. With a solid succession planning model, you can hire new recruits with this template in mind. In other words, you’ll be able to hone in on specific traits and leadership qualities present in high-quality employees. Your succession plan should inform every hiring decision you make so you don’t waste any time finding and training the best people for the role.
When your business is growing, the last thing you might think about is leaving. However, failing to consider an exit strategy is a mistake that may cost the legacy of your organization. With proper succession planning, you can develop leaders within the enterprise and ensure the continued development of your business.At Leadership Resources, our purpose is making the impossible possible through people. We aim to do so by helping individuals develop patterns of success that will decrease stress levels and maximize productivity. Contact us here to learn more about what we do and how it can help your business succeed and grow.
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Communication is one of the most powerful aspects of an organization. Strong communication keeps staff members accountable and helps maintain clarity. Poor communication can muddy the waters on every level. Without good leadership communication skills, your team might not know what to do next, or why they should do it. And if they fail to give you honest feedback, you might not even know that your message is unclear. This is a negative feedback loop that stifles productivity.
To get ahead of this potential confusion, it’s important to know some of the warning signs that suggest a disconnect in understanding. Here we’ll take a look at some of these signs and outline a few ways to course correct.
How to Tell Your Team Isn’t Getting Your Message
Lack of Engagement
We’ve all been told that there’s no such thing as a stupid question. Still, most of us don’t like being the first or only one to ask for clarification on something. If a team member isn’t grasping a message or a concept, they might hold still and wait for someone else to do it instead. The problem here is that this sometimes results in no one asking common questions at all. The leader in charge of team management is then unaware of the confusion that several team members might be feeling.
If your team isn’t super responsive or seems hesitant to ask questions, take this as a sign that something is unclear. To remedy this disengagement, try asking specific team members what they think the goal or task is about. If they can’t do this, they’ll most likely ask for further instruction rather than pretend to know the answer.
Repeated Questions
On the opposite end of this spectrum, you may receive too many questions, some of which echo questions you’ve already answered. This is a big red flag for team culture, too, as it suggests that team members aren’t listening well to each other and that they’re having a hard time grasping your message.
Repeated questions may derive from a flaw in your communication, however. Perhaps similar questions keep popping up because your answers lack clarity. Take these repetitive questions as a sign that you need to step back and explain yourself more clearly.
Overlapping Tasks
Once a project is in motion, there are a number of signs that indicate team members aren’t fully clear on the task at hand. The most glaring of these is when staff members assigned distinct tasks end up overlapping. For instance, one team member may be in charge of taking research notes while another is tasked with reaching out to contacts. If either person ends up doing something that’s in the others’ jurisdiction, there is probably need for better communication and performance management.
If you notice this happening, go back to the drawing board and reassign clearly distinguished tasks to your team members. Make sure everyone is clear on what they should be doing, how to report on it, etc.
Goals Aren’t Being Met and Productivity is Suffering
This final warning sign stems from the previous one. When team members fail to do their job or accidentally do someone else’s, productivity suffers. Failing to meet goals and deadlines can occur for a number of reasons, but it’s most commonly from miscommunication and lack of understanding. People struggle to achieve goals if they’re not sure what those goals are, or why they matter. One of the most important leadership qualities is knowing how to set and frame goals so that every team member can get on board.
Knowing how to manage communication in teams is easier said than done. For one thing, every team is different, and within each team are unique individuals with various strengths and weaknesses. It takes time to learn the subtle cues of each team member and recognize when your team is veering off course. Leadership Resources provides tools for leadership development that can help better equip you to handle these situations and get your team back on track. For instance, our team includes certified implementers of the Entrepreneurial Operating System (EOS)®, a system which promotes clarity and cohesion in organizations.
At Leadership Resources, our purpose is making the impossible possible through people. We aim to do so by helping individuals develop patterns of success that will decrease stress levels and maximize productivity. Contact us here to learn more about what we do and how it can help your business succeed and grow.
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A successful organization constantly rides the line between change and stasis. Growth cannot occur without new ideas, but radical shifts also threaten to collapse the entire structure, especially if there’s tension among team members. When a new policy is proposed or restructuring is in order, it’s imperative that leaders and staff members come to a sincere agreement and work together to enact such a change. This voluntary collaboration is known as “buy-in” because individuals must truly buy into and support an idea to help bring it to fruition.
How Does One Create Buy-In?
In a perfect world, every member of an organization would agree on what’s best. This would eliminate the need to create buy-in because everyone would already be a willing proponent for said change. However, the real world relies on proper team management, which involves taking several different perspectives into account and synthesizing them into an optimal solution. In order to create buy-in, then, leaders must effectively communicate with each individual team member.
But what does this communication entail? First, it involves honesty and openness. Leaders must make it clear why they support this change, based on the organization’s culture and values. By framing it this way, more skeptical team members can better see how this potential shift can benefit the company’s vision or mission. Leaders must also listen to concerns and answer questions. Any idea worth buying into should be easily defended against such criticism.
This communication might also require some give and take. You can’t expect every idea to strike the hearts and minds of everyone. There may be a period of compromise in store. As long as this compromise aims to improve and abide by the company culture, these negotiations can actually result in the best possible outcome for everyone.
Creating Buy-In at Every Level
The terminology of “buy-in” turns our minds to investments. In the stock market, buying in early will yield the highest profits, so long as the stock becomes more valuable over time. This principle applies for buying into ideas in an organization. As a team manager, you want your team to buy into potential changes at every level. If the idea is valuable, this will benefit everyone.
The key here, of course, is to enhance the value of this change over time. This happens in a couple of ways. First, decisions made by a team tend to hold more value than decisions made by a single person. Consider the three types of decision-making: Command, Consult, and Consensus. There is a time and place for each of them, based on the decision that needs to be made and the amount of time you have to make the decision.
Command, Consult, and Consensus Decisions
A command decision is made solely by the decision maker without input from the team. It requires the least amount of time, but also has the least amount of buy-in. A consult decision is made by the decision maker but includes input from others. This takes a moderate amount of time and has a moderate level of buy-in. A consensus decision is one that is made entirely by the group. It has the highest buy-in, but also takes the most amount of time. The saying goes that “two heads are better than one.” So consensus decisions hold more value because they affect everyone. Each team member has a stake in the success or failure of the idea.
Of course, while real value matters, so does perceived value. When staff members buy into a change at every level, the perceived value of said change increases. Of course, an organization must be careful to not allow this perceived value to run away from the real value of an idea, as this can lead to disaster.
In general, the sooner team leaders can get their team to buy into a particular change, the better. But first, leaders must approach their team with honesty, focus, a solid argument, and a willingness to listen. If they do this, they’ll more easily create buy-in at every level of the process. Leadership Resources aims to enhance these leadership qualities of communication and teamwork in order to create more buy-in for your organization. To learn more about the services we offer, contact us here.
A business may succeed or fail for a variety of reasons. While entrepreneurs must take risks to reach a level of success, they don’t want to rely on luck or extraneous factors to keep their ship afloat. Likewise, business leaders don’t want to be blindsided by a problem festering underneath the surface. Solid business performance management balances risk-taking with measured preparedness to properly advance without taking a major beating along the way.
At first, this harmony might sound impossible. After all, caution often prevents one from taking risks, nullifying any movement whatsoever. It turns out, however, that businesses both big and small can find continued success with the right tools. The Entrepreneurial Operating System (EOS)™ breaks down a business into its core components. EOS™ trains consultants to work with business leaders. Here’s how a certified EOS Implementer™ can help businesses succeed and, more importantly, understand how to maintain or advance this level of success.
What is the EOS Model™?
The EOS Model™ breaks down business operations into Six Key Components™: Vision, People, Data, Process, Issues, and Traction®. Vision deals with what a business aims to achieve. The People component refers to choosing the right people for the right positions. Data looks at hard numbers and ways to break them down. Process aims to understand the way a business operates in its simplest terms. Issues are common problems every business faces and how best to deal with them. And Traction® is the way in which a business transforms Vision into action by assessing team management, implementing short-term accountability plans (90-day “Rocks”) and establishing a Meeting Pulse™. These Six Key Components™ simplify what otherwise seems like an endless sea of performance management stress and confusion. Achieving Traction means engaging your newly streamlined processes and improved communication systems so you can achieve your vision while sticking.
What a Certified EOS Implementer™ Does
EOS Implementers™ are business consultants that help leaders understand these Six Key Components™ to success and elaborate on how each can be improved in practical ways. Each consultant has gone through a Base Camp or Boot Camp, equipping them with extensive training and real-world knowledge of how to implement the EOS Model™ for any type of business. They will essentially perform an autopsy on every aspect of your business and company culture. What areas need attention or improvement? What’s working without your knowledge, and how can it be even better?
How EOS Implementers™ Can Help Businesses Succeed
With anything in life, knowing what to look for is a major step toward achieving continued success. If a business is doing well, it’s probably in part due to strong leadership and focus. But even so, does that business leader have a solid grasp on every part of the business? Does he or she understand what these parts are and why they matter? Instinct is a great thing to have, but it can get you into trouble when not combined with knowledge. Certified EOS Implementers™ help leaders see the big picture in simpler terms so that if any part of the machine starts to break down, they can spend their time and energy there before overextending everywhere else.
This awareness is actually one of the best leadership qualities one can possess. Leaders who learn from the EOS Model™ know what to look for and when. They can feel more confident in taking risks because their business rests on a strong foundation of Vision, People, Data, Process, Issues, and Traction®. Leadership Resources is the premier provider in Omaha and Lincoln, NE for aligning business around the Entrepreneurial Operating System™. Our purpose is making the impossible possible through people. We aim to do so by helping individuals develop patterns of success that will decrease stress levels and maximize productivity. To learn more about us and the services we offer, contact us here.
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