Improve Remote Performance – The Power of Connection

High-performing individuals and teams feel well-connected to the things that matter most. That includes a deeper connection to mission and strategy, their goals, and to you and their fellow team members. Working remotely often leads to lower levels of connection. Here are some ways you can build a more connected – and better performing – team.

A good deal of research shows that remote employees are often more productive than their on-site peers.  But, as a manager, as a leader, you’re more interested in performance than productivity.  Productivity is a measure of how much you do… in other words, activity. “I get a lot done when I work from home.” Performance is about how effective your work is. “My team improved client satisfaction by 5% over last quarter.”  Certainly, productivity and performance often go hand in hand, but not always. We all know people who work hard and get a lot done; but, still, they just don’t seem to be able to move the needle far enough.

No doubt, over the last year or so, you’ve been flooded with all kinds of advice on how to keep your newly remote team of managers or professionals engaged and performing well .  Here’s a slightly different way of looking at how to make that happen – by leveraging key leadership techniques in ways that keep people connected. Connected to their mission, their goals and to you and their team.

Connect Your Team to Mission / Vision / Strategy 
Working through COVID conditions has meant facing and overcoming a lot of challenges.  People have had to deal with a myriad of urgent and often difficult changes to our personal and work lives.  When that happens, it’s easy to get distracted.  It’s critical that we focus and refocus our team members on why we’re here.  What’s our purpose? What’s our strategy for making that happen?
  • Keep it in front of them.  You can do this at team meetings.  “This new project aligns with our mission to…”  And when problem solving.  “Part of our strategy calls for cross selling more technology products.  With that as our primary criteria, let’s discuss which of these projects will make that happen more quickly?”  When answering questions.  “The reason we’re going to move to a 70/30 remote model is because of the upcoming business acquisition.  We’ll need maximum levels of trust and collaboration to make this work.  And that means more face-to-face time in the office.”
  • Make it personal.  Virtually every organization has a mission or vision and a business strategy. So too should every team. How does the overall business strategy map to your team? How do you make high-level strategy make sense in your part of the organization? In fact, how do you help each of your team members align what they do with mission and strategy? Take the time for a formal process of aligning your team’s mission and goals with the organization’s. One meeting isn’t likely to be enough. Make it a short project, assign a lead to it, and ask people to come prepared to the meetings with their own ideas.
Connect Them to Their Goals and Objectives
This is another important touchstone that drives connection and improves performance. With organizations facing an evolving post-pandemic world, significant changes are already taking place again. For many, if not most, that means more disruption. Another way to reel people back in is to help them stay focused on their goals.
  • Keep their formal goals up to date. Don’t wait until the end of the year to align their work goals to new business goals and initiatives and new ways of working.  These changes provide a perfect opportunity to get their attention. Talk about goals, find out what challenges they have, and help them create a plan for addressing them. Remember to make this a robust two-way conversation.
  • Set clear expectations.  Remote management is usually harder because communication is more difficult and less frequent. Don’t let distance get in the way of clarity. You’ll want to let your team and your employees know exactly what’s expected. For example, it’s not enough to tell them you want them to maintain or improve collaboration. How do you expect them to do that?  “Remember, we’ll be switching to Flowdock next quarter. I expect everyone to have 100% of their team members attend the product training by no later than September 15th.”
  • Hold people and teams accountable. Expectations without accountability are a half-measure. Even highly motivated people need to be accountable for how effectively they perform. Remember to role-model what you want to see. If you ask the managers who report to you to update their team’s performance goals, but you don’t do it with your own team, it’s likely to elicit a half-hearted and incomplete effort on their part as well.  For more on remote accountability, look for our upcoming article.
Connect Them to Their Team and to You
We’re saving the best for last. It’s a well-established fact that personal connectivity to one’s team and boss positively impact engagement, talent retention and performance. Even for those who love to work remotely, almost all of them still need to connect with the people they work with. In addition to holding regular individual and team meetings and events, here are some ways to improve personal connectivity.
  • Empathy (and loads of it), not Sympathy.  As organizations continue to sort out the future of their organization’s work structures and practices, it’s important that leaders be empathetic. Note that I did not say sympathetic. Here’s the difference. When a leader is empathetic, they understand and share the feelings of another person. They recognize the person’s challenges. “It must be hard to have to re-organize your personal life around the new work arrangements.” It’s supportive. On the other hand, when someone is sympathetic, they are signaling that they feel pity or distress for them. “I’m so sorry that you have to come back to work in the office full time. It really stinks.” This also sounds supportive. But managers who sympathize (instead of empathize) are more likely to excuse poor performance and lower their expectations. It also crosses the manager/employee boundary and makes it harder to be objective with an employee.
  • Help them help themselves.  People like and respect leaders who help them solve problems, not managers who dictate solutions. Ask questions. “You’ve been late getting the financials to me two months in a row. What’s going on? Why do you suppose that’s happening? What do you think will solve that problem?” Of course, if you see something else, you’ll want to mention it, but collaborative course corrections are the most effective. It’s also important to ask how you can help. This technique also works well for teams. Help them define and then solve the collaborative challenges they have, and ask what you can do to help.
  • Set team goals.  Individuals need to know that they will be held accountable for how well their team(s) perform, and that collaboration is critical to their success. See above.
  • Remain focused on professional development. Don’t lose sight of helping your team members develop their skills and acquire important experiences. Remote employees are more likely to be overlooked when it comes to development opportunities. Pick your times wisely, but make sure it remains part of the ongoing dialogue you have with them.

Connection is Powerful. Connecting with others and with purpose are deep-seated personal needs, and that includes in one’s work life. High-performing teams thrive on the level of trust and respect that connection helps drive.

3 Ways to Improve Your Strategic Thinking

You may have heard the story of the truck that was immovably stuck under a bridge and how the solution came from an unlikely source. If you don’t know it, I’ll share it at the end of this newsletter.

I was thinking about this story when recalling a professional meeting where the topic was developing a global mindset. One of the speakers was talking about their company’s research showing that experiencing another culture has a significant impact on one’s strategic thinking. “Experiencing” didn’t mean going there on a vacation. It was an immersive, longer-term experience, like ex pat assignments or managing a global team where you had to travel to work within their culture somewhat regularly.

The speaker noted that these assignments have this profound impact because they challenge your perceptions and perspectives of the world. These different perspectives allow you to be more nuanced in your thinking about how different parts of a whole interact, the variables that impact it, and the resulting implications. Your competitors are increasingly global, not just national or local. Therefore, such experiences help you to think more like (and outthink) your competitors, to anticipate trends, and to consider solutions and strategies from a broader array of possibilities.

How, then, can you stretch your perspectives to help develop your strategic thinking when working globally isn’t a possibility (or, at least, not yet)?

  • Regularly interact with people in a different function or area of the company. Marketers and engineers don’t think alike. Operations people think differently than researchers. See how someone different from you may experience the same issues or the organization itself.
  • Interact with those outside your industry.  For years, benchmarking was the buzzword when you wanted to get a more strategic perspective and to gain some competitive advantage. Benchmarking is often practiced with a closed-system approach. Life science companies benchmark other life science companies. Tech firms benchmark other tech firms. That’s important, but it’s also somewhat limiting, especially in a world where industries and disciplines are bleeding together like never before. The perspective of someone in a different industry about your issue or situation will cause you to think about the variables and interactions more broadly, more strategically. One of the things that made Steve Jobs so successful at product design was that he included perspectives he gained from things as diverse as digital animation, calligraphy and architecture.

When we hire people who are mostly like ourselves we multiply our strengths… but also our weaknesses and blind spots.

  • Hire people who are different from you. We’re all familiar with research which shows that diverse organizations are generally more successful. In addition to the typical diversity categories we’re used to thinking about (gender, race, age, etc.) we should look for diversity of thought, experience, and education, among many other factors. When we hire people who are mostly like ourselves, we multiply our strengths… but also our weaknesses and blind spots. Make sure to regularly ask those you’ve hired for their perspective and input on the business issues you are working to address.

Thinking about your daily business interactions expansively will help you develop the broader perspective needed for strategic thinking.

So, the story of the truck goes like this. The top of the truck was wedged against the underside of a bridge, and it could go neither forward nor backward. It just wouldn’t budge. Traffic was backed up and police and tow trucks were trying to figure out how to get it out. A little boy walked up and asked what was going on.  The police officer explained the dilemma. The little boy looked at him and said, “let the air out of the tires.”

How To Leverage A Toxic Boss

Virtually everyone has a bad manager story. But what about truly toxic bosses? According to a study by the Employment Law Alliance, nearly 50% of all employees have had a toxic boss at some point in their career. I know I have.

Should you run away from him as fast as you can? It depends (see below).  Skillful management of the situation can actually be a career advantage. Accomplishing results under a difficult boss builds Emotional Intelligence, develops resilience and gets you noticed. Not bad if you can handle it.

Two caveats before we begin:

  • A single toxic behavior doesn’t make for a toxic manager. Like most things, there are degrees of toxicity. Be careful not to generalize. For example, someone may have astronomical performance expectations, but otherwise is a likeable, capable manager. Or another manager may be insensitively blunt, but fair-minded. These managers happen to have huge blind spots that need to be brought to their attention.
  • Not all toxic bosses are alike. Some are bullies who yell and scream. Some are sophisticated manipulators… quiet but tyrannical, with a complete lack of empathy. Check out Roy Lubit’s article for more details on the different types of toxicity.

Typical Approaches

We aren’t going to completely rid ourselves of toxic bosses anytime soon. When you review the literature, you’ll find there are different strategies you can try that can help the situation but each has its drawbacks.

  • Lie Low. Acquiesce to her demands, try to avoid confrontation, hope that it gets better, or one of you leaves the company. This only works when you’re 100% sure she’s not your boss for long. Otherwise it’s demoralizing, creates a victim mentality, and invites further and deeper abuse.
  • Reason With Them. Try to engage, explain how he makes you feel, or try to “work out” your differences in a heat-to heart. Unlikely to work. If this is someone who purposefully or uncontrollably makes your life a living hell, he doesn’t care how you feel.
  • Report Them. You’ve had enough, so you bring it to HR. It’s often the “right” thing to do, and some situations almost demand it. Know that it’s a big risk. HR usually has a high bar to side with you over your manager. And you could win the battle but lose the war. You could get an undeserved reputation as a tattle-tale or a malcontent which could follow you for years. The good news: more organizations and HR functions are clamping down on toxic bosses, particularly around harassment. Get unbiased advice and proceed carefully.
  • Fight Them. Confront them aggressively. Or use passive-aggressive tactics like pretending you didn’t hear them or acting out behind their backs. A Baylor University study clames it’s the most successful approach (which tells you how bad the others are, by comparison). Be extremely cautious. It requires excellent EQ, otherwise solid performance, and not a little luck. And it’s not exactly taking the high road.
  • Leave the Company or the department for another role. This is often an excellent option. But not for everyone, and it can take several months to find a better situation. Also, don’t be surprised if you run into him again. Maybe because of a reorganization. Maybe as a project manager. Or hired to replace your boss at the new company. I’ve seen it happen.

A Better Way: Manage Your Boss

This is not a tongue-in-cheek suggestion. You should think about this like you would a project or a developmental assignment. Approach it with some rigor and discipline. There are three main considerations.

Manage Yourself: This is the most critical element of managing your manager. You must reframe how you think of your boss and your relationship. You will certainly need to make adjustments along the way, but you must fully commit to this new approach.

  •  Make the Decision.  Is this the right approach? If so, attack this as a project, and think about it objectively. Put the focus on you… your performance, your career, and serving your clients’ best interests. While thinking about things like “destroying your boss” might feel good in the moment, the negativity will eat you up, and make it much harder to accomplish your goals.
  • Be Positive and Maintain Your Self-Esteem. Keep focused on the end result. Management usually knows who the difficult bosses are and they’ll be impressed with how you handle yourself in the toughest of situations.
  • Don’t Let Yourself Get Isolated. Continue to build your network. Maintain your visibility. Bounce ideas off trusted peers. Promote yourself discretely.

Be Openly Respectful even if he or she doesn’t always deserve it. Don’t engage in gossip or character assassination. Don’t make your boss look bad. It’s likely other people know at least a little about your toxic boss’ behavior.  They are also looking at you and evaluating how you respond. And wondering, “would he treat me the same way behind my back?”

Know Your Manager: The better you understand what makes your boss tick, the better you can avoid, counteract or even leverage their own behaviors to everyone’s advantage. This is a capability that’s useful as you work with even the best of managers.

  • Put Yourself in Their Shoes. Work to understand the challenges and pressures the boss is facing and be empathetic. Like you, she may have overly aggressive goals, too much on their plate, not enough resources, unrealistic timelines, or maybe even a toxic boss themselves.
  • Ask Yourself What Motivates Them? When irritated by someone, most people perceive what motivates themselves in a positive light and routinely question the motivations of others. “He makes my life hell because he’s on a power trip.” Maybe. Could it also be that he is struggling to be a good manager and doesn’t understand that this isn’t how you do it? What have his bosses modeled for him?
  • Learn Your Boss’s Strengths and Weaknesses. Employees and their managers are linked together whether they like it or not. So it is really important for employees to pay close attention to a manager’s work habits, management style, and how they operate on a daily basis. Observe:
  • Likes and dislikes?
  • Emotional intelligence?
  • Personality quirks?
  • What things set off the boss?

There is no substitute for finding out what makes a boss tick and understanding the things that motivate him or her. Failing to do so puts you at a disadvantage when developing strategies to work more effectively with your boss.

Collaborate: Even the worst bosses appreciate employees who help them look good. And, it’s relatively easy to work productively with people you like. Learning to collaborate with even the most difficult people will develops your EQ and boosts your career.  

  • Get Aligned. Do you know and FOCUS on your bosses goals? Have a conversation about goals, responsibilities and tasks.
  • Communicate Their Way. Some people prefer to talk things through while others prefer to think about it first. Some people like long narratives, others prefer a few bullet points. Some want frequent communication, others don’t. Learn what your manager likes. And, don’t be afraid to ask. They will probably appreciate that you are taking their preferences into account.
  • Be a Problem Solver. Never identify a problem or bring a complaint to your boss without having a at least one potential solution in hand that you have thought through. Better yet – provide options. Even bad bosses like employees who solve problems for them.
  • Communicate in Writing as Much as Possible to ensure you’re on the same page and that you’re able to demonstrate your work. Make sure you adapt that writing to your boss’ preferences. After important meetings, send emails to confirm what was agreed upon.
  • Pick Your Battles. This isn’t about subservience. You should still maintain your dignity, and stand up for yourself when necessary. The more you know about your boss, and the more you demonstrate your collaborative behavior, the easier it will be to address your concerns. Don’t do it often. Don’t do it in front of other people.
  • Know When It’s Time to Go. Even if you do all of the above, you may decide that you can’t work in this situation. Decide when and how you’ll move on. Do it with grace and with a focus on maintaining as positive a relationship as you can. Burning bridges doesn’t help anyone. Document truly toxic behavior in case you need to provide it.

Every situation is different. Make a decision with eyes wide open about who you are, what you are willing to tolerate, what the pros and cons are. If you’re lucky, you may never work for a toxic boss. However, managing your boss is good advice no matter the circumstances. It allows you to take control of your performance and gain some control over the relationship with your manager in a way that helps you, your boss, and your organization.

Strategy

5 Ways We Do Strategy Differently

How do you build and execute strategy successfully in the context of how we work today?  I think that’s a big question for any company – large or small – because the landscape is changing so quickly.

Traditionally, strategy was built by a relatively small number of senior executives and then cascaded down through the ranks to be executed.  Roles were clear.  Executives developed and monitored. Middle managers made sure work was aligned. Everyone else executed.

In this approach, those senior executives had the best vantage point to know what the strategy should be.  Markets and competition were relatively stable. The executives had often spent years in the industry and often grew up in the firm.

Fast forward to markets that change rapidly, competitors who enter quickly and at times disruptively, and organizations where few people spend their entire career.  The traditional strategy development model doesn’t work.

In our opinion, there needs to be a very different approach. Here are five ways we need to approach strategy development and execution differently:

  • Strategy development needs to involve more than just the most senior executives. Strategy is becoming more fluid and iterative. There is information, data, and people throughout the organization that need to be included. Leaders at highest levels of the organization with years of experience don’t have enough expertise because what created today’s success may or may not create tomorrow’s.
  • Mid-level roles – whether it be mid-level leaders or high-expertise individual contributors – need to be redefined. These roles are no longer just about executing strategy but about shaping and influencing it. They have information and perspective that the organization needs to compete.
  • Strategic-thinking needs to be a capability that is viewed as necessary at all levels in the organization. The behaviors will look different but it can’t only be valued and assessed at the most senior levels.
  • Communication and alignment around the strategy need to be continual. Agility in an organization allows people to be proactive when opportunities arise. Alignment ensures that resources are put behind the right opportunities. Discussions about strategy and opportunities needs to be part of the ongoing conversation at all levels in the organization.
  • Risk needs to be part of the plan. Organizations cannot seek perfection at the expense of good. Failure will occur as new opportunities are pursued. For many organizations, this is a real culture shift and one that will need to be approached intentionally and purposefully.

The benefits of rethinking strategy in this way?  Increased speed and innovation. A more responsive organization. Improved execution. Higher engagement levels. However, getting there won’t happen overnight. You need a plan.

We’ve worked for over 20 years helping organizations clarify and execute their strategy. We also know how to help you thrive during change. How can we help you?

Collaborate The Right Way and Free Up 20% More Time

Collaboration is a great thing. It brings together diverse perspectives and experiences, helps us generate new ideas and can create breakthrough results. In highly matrixed organizations it seems to be just about the only way to get things done. As a matter of fact, research says collaboration has increased by more than 50% over the past 20 years.

Great, right? Actually, it’s not so great. Too many of us are collaborating too much and in the wrong ways. We see 5 key risks from too much collaboration.  Which of these are familiar to you?

  • Time sinks: Highly collaborative environments create a lot of extra meetings, phone calls and emails – which eat up a lot of time. One HBR article says that we’re spending about 80% of our time on these three activities.
  • Burn out: The good news is your highest collaborators – your uber-collaborators – can drive team performance more than all other team members combined. The bad news is people seen as the best sources of information and in the highest demand as collaborators have the lowest engagement and career satisfaction scores. They are at higher risk to leave, taking valuable knowledge and experience with them.
  • Bottlenecks: Uber-collaborators can become seemingly indispensable to different groups or projects. Work just can’t get done and decisions aren’t made without their participation, insights and perspectives. They can then become decision or workflow bottleneck, as well.
  • Poorer work quality and speed. Multiple studies show that both suffer when people over-collaborate. But super high levels of collaboration have become the norm and it’s hard to see the forest for the trees on quality and speed.
  • Too few doing too much. Collaboration isn’t spread around enough. Up to 35% of value added collaboration comes from 5% of employees. 20% of your “star” performers are among your worst collaborators, i.e., they aren’t getting their results by collaborating. Only 50% of your top performers are also top collaborators.
What to do? Our next 3 articles will answer that question and give you new ideas on digging yourself out of these collaboration pitfalls.

How Do I Get to the Next Level?

I woke up the other morning and the calendar said it was December.  December!
How can it already by the end of the year? This realization made me think about the goals I had set at the beginning of the year and where I stood against those goals. I asked myself, ‘How can I take my performance to the next level?” At this time of year, especially in companies that have end-year check-ins as part of their performance management process, you and your people may have this same question.

What do I need to do to get to the next level?

When our people ask this question, they are usually looking for us to help them navigate the performance of career development waters and give them the answer for where they should be taking their performance or career. When asked this question, use the GOAL Development Conversation Framework to guide the conversation.

First, determine the individual’s Goals. Review where the individual is in his or her current role. Are they ready for a move? What are the individual’s personal and career goals?

Second, gain the individual’s Observations on what he or she does well, areas of interest and development needs. Ask for examples.

Third, add your Assessment and the assessment of others, if you know them for a fact. If your team member is interested in moving to another role, what skills and competencies does someone need to be successful in that role? How does this person compare to that profile right now? What do they need to develop? How does it align (or not align) with their interests?

Finally, create a Learning plan. What more do you or your team member need to learn about the role in which he or she is interested? What skills or competencies do they need to develop? How do they need to better showcase strengths?

Expectations-busters

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What kind of expectations do you set for your team? Most people I speak with believe they set clear, concise goals that help their people focus on what’s important. Once the goal communication is done, they believe everyone has their marching orders and will carry on until the goals are achieved.

Setting expectations is about more than just setting goals or objectives at a point in time. Your expectations of others are set and reinforced every day by your actions and reactions to situations that arise. When that reinforcement doesn’t happen, you have what I often call “expectations-busters.” Have you ever experienced one of the following expectation-busters?

Goals are set and within two to three months most of the goals are completely irrelevant or have been re-prioritized to the bottom of the list. Business priorities change. That’s a given. However, if rapid goal obsolescence is a regular occurrence in your organization, it sends the message that leadership really isn’t sure where things are going or can’t make up its mind. The result is an attitude of “I don’t really need to put a lot of effort into whatever the stated goals are because they’re just going to change anyway.”

Once a goal or expectation is set, it’s never discussed again. If you give someone a goal, but the two of you never discuss progress against the goal, that person will assume it’s not a very important goal. He’ll assume you are really interested in other things.

Goals or expectations are set but rewards and recognition are given for things completely unrelated to achieving them. Remember the adage “what gets measured, gets done”? Well, when an expectation is set, the person assumes it has some relevance to his performance and in turn his salary increase, promotion consideration, and general recognition. Nothing busts expectations like seeing people rewarded for things that have nothing to do with meeting expectations and achieving results.

There is no differentiation in recognition when expectations are achieved, exceeded or not achieved. This is a corollary to rewarding things that are unrelated to achieving goals and objectives. If people who meet expectations and those who exceed expectations and those who do not meet expectations are not recognized and rewarded in any distinctly different ways, a high performer will become disengaged quickly and you’ll see overall performance migrate to mediocrity.

Setting expectations is not a one-time event. The relevance of those expectations is established on a regular basis. How you integrate setting and reinforcing expectations into your leadership approach will mean the difference between achieving expectations and moving towards excellence versus simply being mediocre.

Which expectations-busters have you been guilty of committing?

How can you get rid of expectations-busters in your organization?

Re-frame Your Feedback

I have a leadership challenge for you. You will need to execute this challenge at the most foundational level of the leadership experience — in the one-on-one relationships you have with individuals on your team or in the company. The challenge relates to feedback.

I’ve found over the years that giving feedback is often not the favorite part of the leadership conversation. I believe this is true because for many of us feedback means hearing something negative. We only think about giving feedback when it’s about what someone is not doing well or about a mistake that person made or about what that person needs to do to improve. For the next week, my challenge to you is to make

Feedback = Positive

One of the things research has proven over and over again. but hasn’t seemed to make it into leaders’ thinking is the power of positive feedback. Several years ago The Corporate Leadership Council did research on the impact of one-hundred-plus performance management practices on bottom-line results and employee satisfaction. Positive feedback was one of seven practices that had significant impact on both results and satisfaction, and the impact was far greater than feedback that was focused on the negative. The ratio of positive feedback and developmental feedback that seems to have the biggest impact is about 4:1 (i.e., 4 positive, 1 negative).

So, your challenge is to catch people doing something right this week. Focus on a couple of team members and try to get close to the 4:1 ratio.

When you provide your positive feedback, remember a couple of guidelines:

  • The feedback should be specific and situational. Tell them the specific situation you are talking about.
  • It should focus on behavior. What did they do or say that created a positive result?
  • It should describe the impact of their behavior. What was the positive impact they created? How did it affect you or the team or the company or the customer.
  • Avoid vague feedback like “great job” or “way to go.” One of the reasons to give positive feedback is to help someone replicate the behavior and results in the future. If he’s not sure what you’re talking about, it’s harder for him to make it happen again.

Creating a Powerhouse Culture

Company CultureThe powerhouse employee is highly capable in the work he does, motivated, and engaged.  Capability is something you can either hire for or develop.  An investment in skill-building is never wasted unless those skills become obsolete very soon after the investment.  Most people come to anew job full of motivation and engagement.  They are ready to go, excited to be there, and committed to success.  The ironic thing is that, after a period of time in the job or with the company, commitment can take a bid dive.

As a leader, spend time this week thinking about where your team’s capability, motivation, and engagement levels are.  How are you increasing them or decreasing them?  As you do this week’s thinking, take money out of the motivation and engagement equation.  Money is the cheap and easy way to try to create commitment and one that really doesn’t work for anything but short bursts.  Over and over again, research shows that long-term motivation and engagement at work come from being able to make progress and feel competent in doing something that is meaningful.  Many things, such as those listed below, can get in the way of generating long-term motivation and engagement.  Have you been guilty of any of these?

  • Assuming that making a profit is motivating enough for anyone to inspire performance
  • Giving someone a project, allowing them to move forward with it, and just before it’s completed telling them priorities have changed.
  • Consistently setting goals that are so much of a stretch they are viewed as unrealistic in any time frame.
  • Shifting priorities again and again and again.
  • Promoting people or moving them into new roles while providing little to no direction regarding your expectations for them.
  • Telling someone they own the project, then advising them in a way that makes them feel yo are controlling every aspect.

Take Action!  Real Change Accelerator

Examine your efforts with your team, then answer this question.
What are you really doing, really putting effort into, that’s building a powerhouse team?

The Leadership Multiplier Effect

A third of all CEO’s surveyed by The Conference Board say the most pressing issue they have is attracting, developing and retaining the right talent. Two of the biggest factors in engagement and retention are trust in senior leadership and the relationship people have with their managers. With 75% of employees in a recent Gallup Organization survey reporting that they are unengaged or actively disengaged at work, leadership is not successfully addressing this issue.

Leadership excellence has a multiplier effect on organizations. Investing in developing leaders, increasing the leadership multiplier effect, is a short-term and long-term strategy that allows your organization to adapt and thrive in various economic circumstances by attracting, retaining and engaging your human capital.

What is the Leadership Multiplier Effect?

Resources spent on leadership development have a cascading effect throughout the organization. The effective leader creates exponential value for the organization through his or her influence on the strategy, people and processes in the organization. One leader’s effective decisions and actions has a ripple effect that can impact dozens or hundreds of employees, positively changing business performance for the entire department or business unit. Likewise, the impact of poor leadership decisions and actions can lead to the decreased ability to attract, develop and retain the right talent.

In addition, effective senior leaders model behaviors and skills for other leaders in the organization. They set the tone for the leadership practices that define the organization and its culture. They demonstrate the business skills that address business issues and create innovation. They define and operationalize high performance through their interactions with each other and the entire organization.

As others mature in their leadership roles, their effectiveness is increased for having been effectively developed and for the role-models presented by senior leadership. A cascade is created. With more effective leadership focused on the right things at all levels in the organization, factors impacting business performance improve. Groups led by effective leaders are more engaged resulting in higher productivity rates, increased willingness to give extra effort, and greater acceptance of change. In other words, effective leadership creates an environment that attracts and retains high quality talent.

Ensuring the effectiveness of your leaders is critical whether your business is expanding or contracting. When your business is expanding, bringing on new people, introducing new products, serving new customers, leaders need to integrate and assimilate the growth. They need to plan strategically for growth, effectively develop their teams, establish business practices and maintain the engagement people feel in those initial few months on the job.

When business is contracting, leaders need to manage the change brought on by staff reductions, reduced revenue streams and increased cost constraints. They need to maintain the remaining staff’s focus and morale. Need to maintain customer service levels, identify how to do more with less.

Optimizing the Leadership Multiplier Effect

For the leadership multiplier effect have its maximum impact, leaders must be developed effectively. Effective development includes:

1.  Identifying the core of effective leadership. What makes leaders effective? One way to start thinking about leadership effectiveness is to identify what results you want the leader to achieve and use this to identify behaviors that are effective in achieving those results.

2.   Communicating what is expected of a leader. This communication is not always in words. It’s important to understand that how you select, how you assign resources, what people are held accountable for and how you recognize and reward say a great deal about your expectations of leaders.

3.   Assessing your leaders against your model of effectiveness. If some are less effective than you need, identify a strategy for addressing it. It may be development, assignment changes, or an exit strategy. No matter what strategy seems most appropriate, it should start with a frank conversation with the leader.

4.   Identifying potential leaders within your organization and outside your organization. Do you have the bench strength you need? Also remember that leaders aren’t just those with formal titles but also those in roles that are pivotal to business success.

5.   Developing leadership effectively. Formal learning experiences, business-driven assignments and projects, coaching, mentoring and other leadership development experiences need to align with the business strategy and the expectations you’ve communicated about leadership within your organization. Utilize a suite of development activities that build leaders throughout their careers. Developing leaders is process not an event. You must take a planned approach to leadership development, not one that only addresses obvious flash points that may be ignoring underlying causes.

By taking advantage of the Leadership Multiplier Effect, you will optimize talent and create competitive advantage.