Keep these five things in mind when you’re splitting up the work for your team. A key task as the leader of a high performing team is how you distribute work across the members of your team. It needs to be done fairly. Note, I didn’t say equally. Work allocation needs to be done fairly because you want perceptions of equality. You want people to work on things they’re good at but also that they’re excited by. There are five criteria to think about when distributing work. 1. Priority First, consider the priority of the work in terms of the team’s goals and the organization’s goals. Priority needs to drive everything. If a project is a top priority and somebody’s available to do that work, they get that work. And you need to allocate it appropriately. 2. Skill Sets Second, consider the skill set of the person who you’re thinking about distributing the work to. If they have the right skill set, you’re going to get a high-quality result. This also prevents people from failing. You’re giving them something they can be successful with. 3. Availability Next, consider availability. All things being equal in terms of priority and skill sets, who is free to do the work? Who has the bandwidth? You shouldn’t be shifting resources from one project to another when you have available resources to pick up that new project. If you start shifting resources around between projects when you have available resources elsewhere, you’re going to lose momentum on that first project and that project might fail. 4. Development Opportunity Next, you have to think about the development opportunity this project might present for that person because that’s how you’re going to take your team to the next level of performance. 5. Interest The last consideration is, […]
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Sometimes leaders can be their own worst enemies. Learn five signs that you’re the bottleneck of your business. Today’s post is by Thomas Michael Hogg, author of Profitable Growth Strategy (CLICK HERE to get your copy). One of our clients had 5000 SKUs and we showed him analysis-wise that only 600 products made 80% of sales. We recommended the CEO to discontinue at least 500 very costly and unprofitable products. We showed him the data over and over again. But at the end of day, the CEO didn’t want to drop one single product because the products were like his “babies” and he did not want to “kill” them. Lesson learned: Products and services aren’t your children and you shouldn’t have an emotional over-attachment to them. Common CEO Pitfalls All failures in the business world have to do with not taking disruptions into account or failing to realize that your value proposition has become obsolete. When the big data shows you that certain products don’t make sense financially, you should consider removing those products from your portfolio. This is one example of a lack of CEO focus. Doing a results-oriented job is not as easy as it seems, especially in times of crisis. But there is one common mistake I have seen in numerous companies. Employees are very often “just not” doing what they are supposed to do. And even worse, their boss, the CEO, is very often not doing what he/she is supposed to be doing either. CEOs can get trapped in the daily business and the incoming operative problems, mail, social media, and non-strategic tasks. They are busier with efficiency than with effectiveness. Doing the right things versus doing things right. The key challenge for a CEO is to make sure that he/she and his/her team are focusing and executing […]
Our reader poll today asks: How do you handle situations where you warn someone of something, they don’t listen, and then it happens? I proudly declare “I told you so!”: 6% I gently highlight: “We knew this could be an outcome or risk”: 45% I don’t say anything then but make stronger warnings in the future: 12% I try to figure out why they didn’t listen to me in the first place: 21% I just move on and don’t say anything — not listening was a choice: 16% A gentle “I told you so.” A slight majority of respondents prefer to tell people “I told you so” when something goes wrong that they warned of previously. Most respondents choose to do so gently. Push yourselves beyond hindsight and think forward. Look at the 21% who try to understand why the person didn’t listen and combine that behavior with the 12% who make stronger warnings in the future. While it’s great to be right (and make sure other people know it), it’s even better to figure out how to be listened to in the future to prevent more issues down the road. – 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!
Building chemistry between the members of your team is all about personalities, shared beliefs, and trust. It’s great to have a clear vision, a mission, a nice set of prioritized initiatives, and all the right people. But what starts differentiating a team from a high-performing team is chemistry and trust. These intangibles are some of the most critical elements of building a high-performing team, but they’re also some of the most elusive ones to build and capture. Personalities and Shared Beliefs Building chemistry between the members of your team is all about personalities and shared beliefs. Make sure everyone on your team is involved in the interview process because candidates will show different sides of themselves to different people. And sometimes, those sides can be unattractive detractors from what you’re trying to build.
Follow these tips to help your teams thrive as they continue to work from home. Today’s post is by Lonnie Mayne, author of Red Shoes Living (CLICK HERE to get your copy). During the past year, many changes have been made in the workplace. Since most companies are now working from home with new schedules and meeting formats, employees have been through a lot. With stress at an all-time high, companies are seeing drastic amounts of work-from-home burnout. So, how should companies deal with employees running on fumes? It all starts with the team leaders.
Our reader poll today asks: How well do you maintain long-term professional relationships with those in your network? Extremely well: I put a lot of effort into staying connected with people: 7% Very well: I work hard to stay connected with a focused group of people: 16% Well: I stay connected to the most important people in my network: 27% Not well: I could improve how connected I stay with people: 28% Not at all well: I only stay connected to a small handful of people: 15% Poorly: I put minimal effort into maintaining my network: 8% Connecting takes effort. Looks like a pretty normal distribution of responses in terms of how well respondents stay connected with each other. Staying connected takes effort. Knowing a lot of people aren’t good at it means you have to put in extra effort to make up for their lack of initiative in that space. It’s easy to say “well they don’t try to stay connected to me so why should I put in the effort?” You can take that approach but you’ll find your network dwindling quickly. Put in the effort. Be generous in sharing ideas and helpful information. Be a resource. The more people who see your value, the more you become a person they want to put effort into staying connected with. And you never know where your next big opportunity is going to come from. – 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!
Recruiting the right people involves creating appropriate role descriptions and knowing where to look. One of the most exciting aspects of building a high-performing team is recruiting people to be members of that team. There’s nothing better than finding that really talented person who wants to come work with you. So as you think about doing this recruiting and finding the right people, you need to understand how to create role descriptions based on the team’s skill needs.
Leaders need to be prepared for sudden changes that affect their organizations. Today’s post is by Dr. Michael Waters, author of The Power of Surge (CLICK HERE to get your copy). If you are a leader and you don’t have surge gear, then guess what? You might not be a leader for long. If you lack the wherewithal to move your business from its normal mode of operation to one that is turbocharged, then you’ve no way of responding effectively to either sudden problems that could send you into a tailspin or unexpected opportunities that could send you rocketing.
Our reader poll today asks: How do you handle someone trying to change small terms of a deal after it has been struck? I accept the change and move on as long as it’s not a huge issue: 37% I object strongly and hold them to the original terms: 19% I accept their change as long as they accept new changes of mine: 40% I call off the whole deal: 4% Push back or let it slide? Last-minute contract or deal term changes can be frustrating. Sometimes it’s cold feet. Sometimes it’s an intentional negotiating strategy. Sometimes business needs just shift. The majority of you (60%) push back either by sticking to the original deal or asking for a concession of your own. Just be sure to assess the relationship impacts of such a move. Sometimes accepting the change and moving on is the best long-term strategy. But if you choose that approach, make a mental note so the next deal you strike with them either gets you a concession for the point you gave in on or your negotiating strategy contemplates some last minute changes and you leave some concessions in the deal in case you have to give something away at the last moment. And if you choose to negotiate this way, consider how it feels on the other side – you might win the point today but there will definitely be a cost in the future. – 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!
Sometimes a simple change in perspective is all it takes to empower ourselves. Today’s post is by Kristen Cox, author of Stop Decorating The Fish: Which Solutions to Ignore and Which Problems Really Matter (CLICK HERE to get your copy). “I want to change the world” is a common declaration among passionate professionals. Early in my career, this desire also drove me. But as enticing as this statement is, it actually assumes that success—and failure—is contingent upon changing others. Although trying to change others may seem like a “power move,” when we, as managers, focus on other people rather than ourselves, we relinquish our power to create real change. Extreme responsibility, on the other hand, shifts power back to management—where it belongs.
Building a high-performing team involves hiring people with technical, functional, and cultural skills. As the leader of a high-performing team, you’re personally responsible for making sure your team has the required set of skills to succeed and execute against all the initiatives that you have on your prioritization list. You need to evaluate your team’s mission. You need to look at the key initiatives. And then, you need to map out the skills and capabilities required to succeed.
Follow these 3 simple rules to address team dysfunction Today’s post is by Carlos Valdes-Dapena, author of Virtual Teams: Holding the Center When You Can’t Meet Face-to-Face (CLICK HERE to get your copy). In my work in collaboration and team effectiveness, I am sometimes approached about helping with a “dysfunctional team.” People use the word “dysfunction” liberally and can mean various things by it. In my 25+ years working with teams, I’ve learned some lessons about team dysfunction, most importantly that it isn’t what I often assumed it was.