team

How to Focus Teams for Success

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I am spending a lot of time working with technical/scientific type client teams across the USA. Like all businesses in this robust economy, their pace has quickened and they are all moving quickly. In this fast-paced environment, it is easier to lose focus on the big things needed to ensure success. It may become easier to be distracted by things that seem important in the moment,but in reality, don’t contribute much towards the bigger picture or make real progress towards goals.

I wanted to share an excellent tool that quickly focusses (or re-focusses) teams on the
big things needed for success.

We get them out of their routine, off-site and drill down on how they define success for their
teams as they contribute to the organization’s success. This is done for the near term
(the current calendar /fiscal year) and the longer term (the coming year.)
 

Here is what we drill down on:

1) If we fast forward to the end this year, (or next year – you pick time) and look back,
tell me what must have happened in order for us to call it a successful year?

These may resemble new initiatives started or completed, revenue streams supported,
or results as measured by metrics achieved. In other words, how do they define success?

2) As we look back, verbalize which barriers were removed that had an immediate or significant impact on the success of the team?

These will usually be examples such as, removal of bottlenecks - needless bureaucracy, lack of formalized roles and responsibilities, under-utilization of delegation and disparate competing cultures within the organization.

3) As we look back, how were we seen by the enterprise and how do we want / need to be seen in order to be successful?

This is the internal marketing plan to the greater enterprise to position the team as a reliable
and trusted business partner. It may also entail changing the internal brand, i.e. the way the team’s function is perceived and internally marketed to the organization.

If the year is flying by and you wonder, “Why haven’t we made a bigger dent in our most
important initiatives this year?” try answering these success focus questions above and
then allocate time towards the things that spell SUCCESS!


Lee Hubert is a Speaker, Facilitator, Trainer and founder of iTrainManagerforSuccess affiliate of Voltage Leadership, with over 20 years of experience in human resources development in healthcare, technology, financial and energy sectors. 

The Leadership Challenge

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I was working recently with a group of leaders in the healthcare industry and it got me thinking
about the common challenges that all leaders face. It seems that wherever we travel as leadership development consultants, these variables keep surfacing.

How well these five principles are addressed may be the difference between change efforts that succeed and those that fail. They also impact trust. The trust factor is paramount for collaboration and organizational success.  Unfortunately, a lot of time and energy may be wasted in dealing with the absence of one of these five principles.

The Leadership challenge:

1.      We chose how we respond - This seems simple enough to understand however there are
times when even the most experienced leaders may violate this principle. A lot of time and energy has been devoted to the subject of managerial self-control.  I.e. keeping your saw nice and sharp, finding balance and symmetry with Body Mind and Spirit. Regardless of how well
we achieve this ideal, we still choose how we respond.

2.      We own our team's work product – As with many teams, the leader experience people challenges. The leader is ultimately responsible for their teams work product.  this may mean that underperformers get managed up or out allowing the leader to devote more time with performers and high potentials.

3.      We lead with balance, wisdom, and sufficient EQ - Leaders who understand balance wisdom and EQ are likely to have high-performing teams.  Balance means that the leaders own limitations are not imputed as team limitations. It is the wise manager who knows but they don't know and have sufficient emotional maturity to navigate in that space.

4.      We forfeit schadenfreude when we sit in the Leader's chair - Schadenfreude means pleasure derived by someone from another person's misfortune, aka “dishing the dirt.” It is the opposite of Leadership. Grip it and zip it.

We win together as a Team and Organization - Very often we see organizations that have
fallen into the trap of believing that component pieces can function in isolation or independently.  Not so. Successful techniques for bunker busting include: revising internal communication plans; leadership advocacy; cross functional / non-routine ROI or efficiency summits; and humility in the form of good old fashioned team-work.