Whether you’re trying to win championships or create the world’s best advertising, hiring people committed to being good teammates is what the best teams do. Today’s post is by Leo Bottary, author of What Anyone Can Do (CLICK HERE to get your copy). During my workshops for CEOs and business leaders, I talk about how the same five factors that are common to high-performing peer groups apply to high-performing teams. These five factors, first outlined in The Power of Peers, essentially involve people, trust, productivity, accountability, and servant leadership. It’s having excellent people who thrive in a culture that prizes trust, world class results, being accountable to one another, and servant leadership. In short though, it’s about having people who are committed to being great teammates versus top individual contributors. Let me share two examples of great teams, one from business and the other from sports. MullenLowe MullenLowe is a Boston-based advertising agency. The firm’s logo features an octopus wearing boxing gloves – a different kind of beast, so to speak. People who enjoy the privilege of working there are surrounded by colleagues committed to one another and to creating great work for their clients. Picture talented people, all from various backgrounds and walks of life, dedicated to producing award-winning advertising that drives their clients’ business. Let me illustrate what that looks like based on what I experienced during my time with the agency.
About Ryan Shaw
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Entries by Ryan Shaw
Our reader poll today asks: How frequently do you shift blame for mistakes you’ve made? Never. I always own my mistakes: 66% Sometimes. It just kind of happens, and I don’t realize I’m doing it: 32% Often. Usually, someone else caused the problem to start: 1% Always. I have a hard time taking responsibility for mistakes: 1% Mess up, fess up. While most of you actively admit to and own mistakes, there’s a large group of you who admit to blame-shifting. It’s easy to do. None of us likes to make mistakes let alone claim responsibility for them. When you do find yourself in that situation, it might be easier to split the mistake into components and own the portions of it that are your responsibility. Many mistakes have multiple parties contributing. No one wants to take the blame for someone else’s mistake so we find ourselves attributing the entire mistake to someone else’s actions. Find and own the parts of it that are yours. Leave it to others to take responsibility for their portion. The interesting thing is once you publicly claim your part of the issue, others will tend to claim theirs too since they’re no longer on the hook for the entire issue. Do you agree with these poll results? Let us know in the comments below! – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
Creating your company, or teams, strategy based on the mission and not standards or metrics is what will help your team win. Today’s post is by Doug Hall, author of DRIVING EUREKA! (CLICK HERE to get your copy). Strategy by numbers is a command and control approach to management. It focuses energy on the theory that when everyone hits their individual number, the total organization wins. The command and control approach was pioneered by the military. However, the military has changed as the speed of warfare has changed. A US Marine explained it this way: “Years ago, the military was focused on instant, willing obedience to orders. Today we give the mission and explain why. When the troops know the mission and why it’s important, we leverage their skills and knowledge.” Instant, willing obedience to orders is not fun. It’s slavery. It turns employees into zombies and creates disengagement between employees and the work. Today the military enables troops to both think and do. They call it Commander’s Intent. Commander’s Intent: A clear and concise expression of the purpose of the operation and the desired end state that supports mission command, provides focus to the staff, and helps subordinate and supporting commanders act to achieve the commander’s desired result without further order, even when the operation does not unfold as planned. A distilled version of Commander’s Intent is simply: “In the absence of further orders, you know what to do.”
Our reader poll today asks: How do you deal with passive-aggressive people? I confront them directly when I see the behavior: 41% I generally ignore the behavior: 47% I behave passive-aggressively right back at them: 13% Don’t stoop to their level. The majority of you either confront passive-aggressive behavior when you see it or you just let it slide. I’d venture to guess that the difference in those situations boils down to how egregious the behavior is (with the worse it is inviting more direct confrontation) and what the recipient’s bias toward conflict is (fight or flight). For those of you who get passive-aggressive right back, I ask you to consider the fact that bad behavior invites more bad behavior. You might be making your own situation worse by stooping to their level. The next time you consider doing so, try a different path and either confront the person about their behavior or just let it slide. The workplace might end up being more pleasant if you do. Do you agree with these poll results? Let us know in the comments below! – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
Making your organization a well-oil machine, that operates faster and more efficiently, is something every business has been after for years. Here’s how to do it. Today’s post is by Maureen Metcalf, a principle here at thoughtLEADERS. Many organizations feel the need to be thinner, faster, stronger, more adaptable, more profitable, etc. The right toolset to get them to that outcome may not be intuitive or singular. Building organizational agility is a solid approach to help organizations develop the capacity to perpetually evolve. It enables them to accelerate their ability to sense and adapt to the volume, complexity and rate of change organizations face in the current environment. We believe business agility is comprised of four main elements: strategist leadership, nimble culture, lean principles and agile methods. The Challenge Change is accelerating across all sectors of organizational life largely driven by technology, geopolitical changes and strong academic research. This accelerating change in disparate sectors comes together to drive organizations to develop the capacity to perpetually evolve, often quickly, to set trends or respond to forces that are changing the market. While this volume and pace of change seem daunting, the most successful organizations are addressing it by developing organizational agility. According to a January 2018 article in McKinsey Quarterly, “The urgency imperative places a premium on agility: it enables the shift to emergent strategy, while unleashing your people so they can reshape your business in real time. It’s also a powerful means of minimizing confusion and complexity in our world of rapid-fire digital communications where everyone can talk with everyone else — and will, gumming up the works if you don’t have a sensible set of operating norms in place. Agility is also the ideal way to integrate the power of machine-made decisions, which are going to become increasingly important to your fundamental […]
These powerful tips are all you have to do to fully connect with people when meeting new people or you want to strengthen your existing relationships. Today’s post is by Igor Smirnov. Whether you are meeting new people or you want to strengthen your existing relationships, these powerful tips are all you have to do to fully connect with them. TIP 1: SHOW YOUR BEST FACE Animals use body language and have some ways to show that they are friendly. For example, when your cat purrs in your presence, it’s showing affection to you. People also have ways to show their intentions. Since ancient times, whenever we meet a stranger, the idea is to show that we don’t pose any danger to him. This is when you have to smile, to show others that you are friendly, and that you are not dangerous. Therefore, when meeting a new person, always remember to show him/her your best face –just smile! This is the perfect way to communicate your friendly intentions and have the opportunity to connect and cooperate with that person.