David Dye's Blog, page 64

How to Ensure High ROI Training



Nothing burns time, energy, and leadership credibility like wasted training. Three specific mistakes undermine training. These mistakes compromise your ROI and participant experience. You’ll also get eight practical ways to overcome these mistakes and ensure high ROI training to help your people and your business. Include leaders as teachers and transform your training.

Ensure High ROI Training

0:25 – How leaders at different levels can use this information

1:48 – The first mistake that undermines your training (especially leadership training): lack of executive sponsorship

2:50 – Then, the second mistake that undermines training: outsourcing development to other departments

3:59 – Next, the third common mistake that undermines training: using training to address broken systems

6:18 – Why incorporating leaders as teachers will help you overcome these common mistakes and ensure a high ROI training and the first step to ensuring you get the most impact

6:46 – Then, the second step: an appropriate executive sponsor to partner with your OD/HR or third party training team

7:37 – Third step: leaders attend the training or commit to modeling what’s taught

7:50 – Step four: Celebration

8:20 – Next is the fifth step: Leaders facilitate action learning activities to apply what’s learned

8:41 – Then, the sixth step is for leaders to follow up with participants about what they’re learning and how they’re using it

9:19 – Step seven: leaders facilitate learning discussions

10:17 – Finally, the eighth way leaders can support a high ROI training is to celebrate success and reinforce learning

 

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Speak-up Culture: How to Encourage More (and Better) Ideas

How to Draw out Better Ideas from Every Member of Your Team

You’re a human-centered leader working to create a courageous, speak-up culture filled with psychological safety. A culture where employees feel invited and encouraged to speak up and share their ideas and express their concerns.

Even if you’re a rock star human-centered leader, doing all the right things to encourage micro-innovation and problem solving, it’s also likely that you have a few team members who still have best practices and ideas they’re holding back.

How to Include Your Reluctant Employees in Your Speak-Up Culture

Start by getting underneath their reluctance to speak up. People choose to hold back their ideas for a variety of reasons.

It could be they’re an introverted, silent ponderous type who could use some extra time to formulate their ideas before sharing.

Or, it could be they’ve worked for a toxic leader before and the scar tissue is just too thick. It feels safer to stay silent for these silent wounded types.

Of course, sometimes in a speak-up culture, you can have too many ideas coming from an idea grenadier or a schmoozer who just wants people to like him and his ideas, with no intention of following through.

In this article, we share ideas for helping all your people think more critically so they contribute more fully as you build a speak-up culture.

Silent Ponderous

Help your silent ponderous employees bring you better ideas

Your silent ponderous types are a great place to start. These are folks with great ideas, who might appear to be disengaged, or even frustrated by the wacky ideas of others—but who still hold back.

To draw out the great value silent ponderous people can contribute to your speak-up culture, start by giving them time to think.

For some meetings, this means giving them the main topic a day or two in advance and asking them to think about it. In some settings having everyone write their ideas first will give them time to process.

Another strategy is to clarify that you’re not asking for a 100% accurate answer.

When you ask them for their best thinking at the moment or a range of ideas, it gives them permission to explore, rather than commit to something they haven’t thought through yet.

Silent Wounded

Your silent wounded need encouragement to participate in a courageous culture

Working with silent wounded in your culture can be a bit heartbreaking. You know they have good ideas, but psychological safety is low and fear is high.

They don’t trust you—and with good reason.

It’s not that you’ve done anything wrong. It’s the three managers who came before you who abused their trust, told them they weren’t hired to think, stole their idea, and then took credit for it. Now you have the same title and, fairly or not, all the negative baggage that comes with it.

Your job is to rebuild their trust. This will take time, but once you’ve built that trust, these team members are often very loyal. Start small.

Ask a courageous question and receive the answers graciously and with gratitude. Build up to deeper questions and focus on responding well.

Celebrate people, generously give credit, then ask for more problem solving and ideas to better serve your customers.

Idea Grenadiers

Of course, when building a speak-up culture, it’s possible to have so many ideas flying around that very little gets done.

Build a courageous culture by helping your idea grenadiers refine their ideas

Some people are idea-machines–their brain works overtime to see the possibilities in every situation. Nearly every team is better off with someone who can creatively look at what’s happening and see opportunities to improve or transform.

The challenge comes when the idea-person tosses all their ideas in your lap, wants you to do them, but won’t do the work. These are the idea-grenadiers—tossing their ideas like grenades and then running the other direction.

When you’re working with someone like this as you build a speak-up culture, it helps to have a direct conversation that calls them back to what matters most and asks them to engage. For example:

“I’ve noticed that in the past month you come to me with four different ideas about how we should improve security, revamp the training program, change our workforce management, and reorganize product management. There is merit in your ideas—and we can’t pursue all of them right now. Which of them do you think would help achieve our #1 strategic priority? Is that a project you’d be willing to help with?”

Schmoozers

Encourage your schmoozers to build the confidence needed for execution

Most organizations have a schmoozer—everyone likes them and they talk a great game, but when it comes time to get things done, somehow, they never implement that plan that sounded so amazing when they presented it.

The challenge is that they undermine trust in your speak-up culture. Ideas they share lack credibility and they’re less likely to be entrusted with good ideas because they won’t implement them.

The best strategy with schmoozers is to ignore the charm and focus on the results. Healthy accountability conversations that help them raise their game will help restore their credibility. When you talk with them, be ready for an elegantly worded explanation for why they didn’t get it done. If it happens again, you need to escalate the conversation.

For example: “This is the third time we’ve had this conversation. Your credibility is at stake. What you said sounded wonderful, but if you can’t implement it, your team can’t rely on you and neither can I. What can we do to get this on track and completed?”

Change Resistors

Help your change resistors connect to a more meaningful “why”

Your change resistors aren’t necessarily lazy, stuck, negative, or even “resistant.” Rather, they’re normal. Resisting change actually makes a lot of sense.

After all, if what you did yesterday worked—it got you through the day alive, fed, and healthy—why spend energy to do something differently? That’s a waste of time—unless there’s a good reason. To address this, start with the problem, not the solution.

When you start with the solution, you deprive your team of the understanding and connection that drove you to action.

Share the problem, then pause. Let it sink in. Then ask for their thoughts. This helps anchor the problem in their thinking. They explore the consequences and how it interacts with other issues.

Change always starts with desire or dissatisfaction. By introducing the problem and letting it sink in, you’re creating the same emotional connection that moved you. As the team discusses the issue, they are likely to start asking about solutions.

When someone asks you, “What do you think we should do?” resist the urge to answer immediately. Instead, continue to ask for their ideas. They may come up with ideas you haven’t considered—or they may arrive at the same solution you’ve thought through. Either way, you’ve cultivated curiosity, created ownership, and built momentum.

It may feel like this process takes extra time—and it does. But it’s fifteen or thirty minutes of time that prevents days, weeks, and even months of procrastination and foot-dragging. The team owns the problem and the solution. They’ve connected to the why and are ready for action. This small investment of time overcomes some common reasons people resist change.

With all of these challenging types, your approach and the conversations give them a chance to participate in a courageous, speak-up culture.

Your turn.

What are your best practices to encourage more people to speak up and share their ideas?

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How Do I Build Trust With My Team (Video)

Practical Research-Based Ways to Build Trust With Your Team

When it comes to building trust with your team, what matters most? In this week’s Asking For a Friend, I talk with David Horshager, founder of The Trust Edge Institute about how to build trust, keep trust, and how to recover when trust is broken.

8 Pillars of Trust: How to Build Trust with Your Team

David shares 8 foundational pillars of trust based on his research at the Trust Institute.

Clarity: People trust the clear and mistrust the ambiguous.Particularly during times of uncertainty and change. It was great to see how much Horshager’s research around how to build trust and clarity resonated with our research on psychological safety and building courageous cultures.Compassion: People put faith in people who care about others more than themselves.Character: People respect those who do what’s right over what is easy.Competency: People have confidence in those who stay fresh, relevant, and capable.Commitment: People believe in those who stand through adversity.Connection: People want to follow, buy from, and be around friends.Contribution: People respond immediately to results.Consistency: People love to see the little things done consistently.

Your turn. What do you find are the most important ways to build deeper trust with your team?

You might also enjoy David Dye’s Leadership Without Losing Your Soul interview with David Horshager.

 

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One Super Power Every Great Middle Manager Masters

If you are (or have been) a middle manager, you know how tough this role can be. You don’t set the strategic priorities, but you are accountable to make it happen—often without the influence to get all the resources you would like (or need) to get the job done.

And every day, your team looks to you for support and a voice, which you may or may not able to provide. In this episode, you’ll get practical steps you can take to master one transformational role the best middle managers do better than anyone else in an organization. It’s also a vital middle management skill that most middle managers struggle to do well.

Middle Manager Super Power

1:51 Why communication is challenging in this role

2:53 The critical role you must master to thrive and achieve great results and the first step to doing this well

4:04 Translating financial and strategic objectives into meaningful day-to-day work

5:19 Translating executive urgency into productive activity for your team

6:13 Translating employee angst into meaningful and actionable requests

7:22 The unique opportunity you have as a middle manager to create dialog and facilitate meaningful conversations

9:23 Today’s question: I’ve done a 360 evaluation – now what? How do you choose your area of focus, why (and how) to respond to the people who gave you feedback, and an advanced way to include them on your journey – and make it easier for them to invest in their own growth.

 

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A Manager’s Guide to Better Decision Making

Best Practices for Better Decision Making

Have you ever heard any of these common decision-making frustrations?

“Our conversations just go in circles, it seems like we can never make a decision around here!”

“This is so stupid—you asked for my opinion and then ignored it. I don’t know why I even bother! From now on, I’m just going to shut my mouth and do my work.”

“We talked about so much I’m not even sure what we’re talking about. Are we making a decision or what?”

Avoid These Two Big Mistakes

We’ve both heard these words and so has nearly every manager we’ve ever worked with. We imagine you have too. This kind of frustration and anger reflects a broken process. To make more efficient decisions your team can get behind, start by avoiding these two big mistakes.

Mistake 1: Combining “Where are we going?” conversations with “How will we get there?” decisions.

Start your conversation with two vital pieces of information.

1. What kind of decision is this?

and

2. Who owns the decision?

 

What kind of decision is this?

The first step to making decisions that everyone gets behind is to make just one decision at a time and limit discussion to that single decision.

“Where are we going?” decisions

The first type is a decision about goals.

The question, “Where are we going?” can take many forms, but it’s always about your group’s goal, destination, or outcome.

Other ways to ask this question are, “What is the outcome we need to achieve?” or, “What does success look like?”

You can’t talk about how you’re going to do those things until you’ve first clearly decided what success looks like.

For example, say you’re looking at your employee engagement survey results and realize your front-line supervisors are feeling overwhelmed and exhausted.

Of course, you have many strategic “Where are we going?” choices you could make.

Perhaps they could use training on how to effectively and efficiently lead their remote teams.

Or, maybe you want to revisit your scheduling or time-off policies.

Another option could be to find ways to create more human connection and support through virtual water coolers and other fun.

First, make the decision on which approach you will take, and what success looks like BEFORE you start talking about what training partner to use, or best practices for time-off policies.

Know where you are going before you discuss how to get there.

“How will we get there?” decisions

The second type of decision is: “How will we get there?”

This is a decision-making discussion about methods.

For example, if the decision has been made to invest in front-line leadership training, now you can entertain the “How will we get there?” questions.

Should it be in-person or live virtual training? What competencies should we focus on? Will we include a leaders-as-teachers approach? How will we reinforce the training to ensure it’s sustainable?

Separate discussions about where you are going from how you will get there.

Managers get in trouble when they allow these discussions to get mixed up.

The team starts out talking about whether to change up schedules and then suddenly the conversation shifts to which training partner to use. And then, someone else starts talking about the need for focus groups.

The discussion is confused, perplexing, and wastes time because the question isn’t clear.

Mistake Number 2: Failure to Define Who Owns the Decision

Let’s return to the upset employee we quoted at the beginning of this article.

“This is so stupid—you asked for my opinion and then ignored it. I don’t know why I even bother! From now on, I’m just going to shut my mouth and do my work.”

If you’ve heard this or said it yourself, you’ve experienced the second decision-making mistake managers commit: lack of clarity around ownership.

People hate feeling ignored. Unfortunately, when you ask for input and appear to ignore it, employees feel frustrated, devalued, and powerless. In contrast, when you are clear about who owns the decision and how it will be made, people will readily contribute and are far more likely to own the outcome.

This isn’t difficult, because there are only four ways to make a decision:

1. A single person makes the decision.

Typically, this would be the manager or someone she appoints.

In this style, you might ask your team for input and let them know that after hearing everyone’s perspective, you will make the call.

2. A group makes the decision through a vote.

This might be a 50-percent-plus-one majority or a two-thirds majority, but in any case, it’s an agreement by vote. With this option, you ask everyone to contribute input, and they know that the decision will be made by a vote at a specific time.

3. A team makes the decision through consensus.

Consensus is often misunderstood. Consensus means that the group continues discussion until everyone can live with a decision. It does not mean everyone got his or her first choice, but that everyone can live with the final decision. Consensus can take more time and often increases everyone’s

4. Fate decides.

You can flip a coin, roll the dice, draw from a hat, etc. There are times where flipping a coin is the most efficient way to make a decision. When time is of the essence, the stakes are low, and pro-con lists are evenly matched, it’s often good to just pick an option and go.

For example, if you have 45 minutes for a team lunch, it doesn’t make any sense to spend 30 minutes discussing options. Narrow it down to a few places, flip a coin, and go.

Each way of deciding has advantages, but what’s most important is to be very clear about who makes the final call.

When that person said, “You asked for my opinion and then ignored it. I don’t know why I even bother!” he was under the impression that the team would decide by vote or consensus when in reality it was the leader’s decision.

This type of confusion wastes tons of precious time and energy, not to mention, leads to disengagement.

Before the decision-making discussion begins, state how the decision will be made.

You get yourself in trouble (not to mention that it’s unfair, disempowering, and quite soulless) if you suggest a vote and then change back to “I’ll decide” when you think the vote won’t go your way.

Be specific.

For example, you might begin a decision-making session by saying, “Okay, I’d like to spend the next 40 minutes getting everyone’s input, and then I’ll make the call.” Or, you might describe the decision to be made and say, “We’re not going to move forward until everyone can live with it.”

You might even combine methods and say, “We will discuss this topic for 30 minutes. If we can come to a consensus by then, that would be great. If not, we’ll give it another 15 minutes. After that, if we don’t have consensus, I’ll take a final round of feedback and I’ll choose, or we’ll vote.”

You save yourself grief, misunderstanding, and hurt feelings when everyone knows upfront how the decision will be made.

You also empower your people to be more influential because when they know who owns the decision, they also know how to share their information.

Your turn. What are your best practices for better decision-making?

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How Do I Encourage Courage on My Team? (With Video)

To Encourage Courage, Start with a “Fear Forage”

Today we bring you ideas for getting started building a courageous culture from backstage at the Mountain West Credit Union Association conference. And how to encourage more courage and innovation on your team.

We discuss:

How to conduct a “fear forage” even if you are leading a virtual or hybrid team.Why “responding with regard” is so critical so employees know their idea is being taken seriously.Important first steps in encouraging your team to speak up and share their great ideas.AND, the most surprising finding in our Courageous Cultures research. 56% of respondents said that they don’t speak up because they’re afraid they won’t get the credit.  Which of course is highly correlated with the challenge of managers moving so fast they forget to circle back with GRATITUDE thanking employees for their ideas.

You can learn more about our Courageous Cultures research, and download the first chapter of our book for FREE here.

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Drive Your Career Success – featuring Ed Evarts

If you’re ambitious, talented, and ready to take your career to the next level, this episode is for you. Ed Evarts shares several principles of taking responsibility for your career. You’ll get practical ways to build a positive relationship with your boss, vital questions to ask yourself, the power of curiosity to advance your career, and more.

Drive Your Career Highlights

5:01 – Learn the importance of building your career success based on doing something recurrently vs frequently. What’s the difference and why does it matter?

8:20 – Why build a positive relationship with your boss is so important for your career.

12:57 – Challenges to building a good relationship with your boss and how to overcome them.

14:22 – The million-dollar question to ask your boss (recurringly)

16:34 – What a good relationship with your boss actually looks like

19:26 – Challenges when moving to a new team or new supervisor and how to address them

21:44 – How you, as a leader, can cultivate better relationships with your team members

23:48 – A frequent source of work conflict and how to resolve it

26:07 – How to ‘play the hand your dealt when managing your career

26:49 – When you should think about walking away from the role you’re in

29:50 – The role listening, curiosity, and empathy play in your leadership and success at work

32:22 – A deeper look at empathy and how to incorporate it into your leadership – with a focus on when and where to focus on empathy

35:08 – A good question to start conversations and create connection

38:52 – One empathy-boosting email technique you can use today

40:39 – How humility contributes to a better career (and Ed’s book)

43:47 – The simplest step (that is also challenging) to get started: self-reflection questions that will guide you as you take responsibility for your career, build a better relationship with your boss, and lead with curiosity and empathy.

Connect with Ed:

Excellius.comLinkedInTwitter

Get Ed’s Book:

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The Blight of Soul-Crushing Useless Negative Feedback

Don’t let useless negative feedback sap your team’s motivation.

Negative feedback is destructive and all-too-common. There are three common problems that erode the power of these conversations. 

My phone buzzed with a text message from Amena, a junior manager. “Just had annual eval – most useless ever. Negative feedback that makes no sense.”

I’d coached this woman—a hardworking, strategic thinker who passionately cared about the company and its customers. Another text quickly followed the first: “My eval was ‘good’ on everything except where I was ‘very good’ at getting along with people. But then…”

The phone buzzed with her final thought:

Have you experienced her frustration? Meaningless platitudes followed by a vague assertion that something you’ve never heard about should have been better – this kind of feedback is worse than nothing at all.

Because many managers lack the courage or know-how to give meaningful feedback and help their people grow, they default to useless negative feedback that isn’t just a waste of time—it’s painful and destructive.

But like you, most leaders don’t intend to give poor feedback or hurt people, so what goes wrong?

Characteristics of Useless Negative Feedback

Three characteristics make performance feedback so destructive. If you can identify and avoid these three problems, you’re on your way to helping your people achieve great results and becoming a leader they can rely on and trust.

Problem #1: One-sided Feedback

People need to hear what they’re doing well. They also need to know where they aren’t getting the job done. Many managers err on one side or the other.

Some managers hang in the land of “great work, love what you’re doing” and never address real performance concerns or tell their people how they can grow. This frustrates people who want to do a good job. Your top performers want to excel, and if you don’t help them, they’ll find a leader who will.

Other managers live in the world of “I’ll encourage you when it’s perfect—and there’s no such thing as perfect.” This one-sided barrage of critical feedback and improvement plans demoralizes people. If nothing they do will ever be good enough, why bother?

Solution: Balance Your Ratios

People need encouragement and they need to hear what’s not working. You get more of what you encourage and celebrate, less of what you criticize and ignore. So, address both.

Consistently encourage what’s working. When someone isn’t performing well, talk about it. However, unless your team member has specifically asked for feedback, avoid the dreaded “sandwich method” where you shove something negative between two niceties.

That feels manipulative—or they might focus on your positive comments and ignore what you were really trying to say.

Problem #2: Vague Feedback

Another critical feedback mistake is to speak in vague generalities. Examples include the feedback Amena received that she hadn’t “been very productive in the last three months” as well as statements like:

“You’re doing great.”“You rocked it back there.”“You need to step up.”“You’ve got a great/poor attitude.”

Notice that both encouraging and critical feedback can be vague and general. There are a couple of problems with vague feedback. First, the person doesn’t know what they did well (or poorly) so it’s unlikely to reinforce or change behavior.

Second, when you address a general characteristic like someone’s attitude, you put yourself in an impossible situation. You can’t actually know what their attitude is. Their attitude is an internal set of feelings and thoughts. You’re not seeing an attitude; you’re seeing behaviors you interpret as a great or poor attitude.

Speaking in vague generalities often results in frustration, misunderstandings, and doesn’t encourage performance.

Solution: Address Specific Behaviors

When you encourage someone, be specific about what they did and why it mattered. Eg: “I really appreciate the extra time you spent solving that client’s problem this morning. I know they’re difficult. You showed so much patience. They called me this afternoon to let me know how much they appreciate the firm and will renew their account.”

When you need to share feedback about something that isn’t going well, you can use the INSPIRE Method to plan for and hold the conversation. The N step in INSPIRE stands for “Noticing” a specific behavior.

Be specific. Eg: “I noticed that you came into the meeting fifteen minutes after it started.” Or “I noticed that when your colleagues brought up ideas in this morning’s meeting, you interrupted them with negative comments.”

Where a vague generality leads to defensiveness, a specific observation is the start of a conversation. And a note here: specific feedback requires clear and specific shared agreements about what success looks like.

Problem #3: Delayed Feedback

Perhaps the most frustrating aspect of the negative feedback Amena received is that she didn’t hear about it for months.

Without looking at your calendar, you probably don’t remember what you did three weeks ago, much less three months ago. When you wait weeks or months to reflect on someone’s performance, you have no chance of changing behavior.

Moreover, as Amena shouted in her text if it was wrong back then, why didn’t you say something? It’s a fair question. Formal performance evaluations should never contain any surprises.

Solution: Do It Now

Encourage and redirect your people as close as possible to the event you’re reacting to. The more time that goes by, the less meaningful your negative feedback will be.

One barrier to quick feedback is unclear or vague expectations. One of the most common problems leaders bring us is team members who aren’t performing to their expectations. We always ask two questions:

1) If we asked the person what success looks like, would they have the same answer you do?

If not, that’s the first conversation to have. Reset expectations and go from there.

(Often, the leader will ask us, “Do I really need to do that? Shouldn’t they just know?” The answer is yes, you do; and no, they won’t. Be clear and eliminate any possibility of misunderstanding.)

2) Have you told them that there’s a problem?

Too often, the answer to this question is a version of “No, not really.”

But it’s magical thinking to believe that someone will spontaneously decide that their behavior isn’t working when all the evidence they have says everything is fine. Have an I.N.S.P.I.R.E. conversation that gets results and builds the relationship.

Your Turn

You can transform useless performance feedback into helpful, energizing, and productive conversations when you consistently encourage, correct when needed, address specific behaviors, and share feedback quickly.

We’d love to hear from you, What’s your number one way to prevent soul-crushing useless negative feedback and have productive conversations that help everyone grow?

See Also: Avoid These Infuriating Phrases When Giving End-Of-Year Feedback

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How to Ask for What You Need (and get it) featuring Heather Hansen

A good leader knows how to advocate for their team, their ideas, and the resources they need. No matter what you do, you’re an advocate and you’ll love this episode. Award-winning attorney Heather Hansen has spent over twenty years fighting on the battlefields of the courts—but even in her fiercest clashes, she’s remained true to herself and her principles. She shares her journey to becoming an Elegant Warrior, and imparts the wisdom she’s learned from her decades on the bar to help you know how to ask for what you need.

In this episode, Hansen shares the tools and techniques she’s honed in the courtroom and makes the case that anyone can become an Elegant Warrior: someone who fights adversity with grace and compassion; and battles without losing respect for themselves and their adversaries.

Ask for What You Need Highlights

4:30 – Why curiosity is such a vital leadership skill

5:26 – Advocacy and what it means to ask for what you need in a way that is most likely to succeed

7:04 – Why argument is the last resort (and when to use it)

8:41 – A powerful question to help you get perspective and build a more influential relationship with others

16:18 – A definition of winning you can use today

19:45 – The power of questions and the first questions to ask yourself before you ask other people

22:16 – How to question your boss without damaging your relationship

23:35 – The power of evidence, how, and when to use it

24:39 – Your ability to advocate, ask for what you need, and where to begin

27:06 – How to build your confidence and credibility

28:42 – The power of running to your mistakes (rather than away from them)

29:49 – Why you should keep an evidence journal and how to do it

34:28 – The power of asking “so what” to overcome your own hesitancy and prepare for any circumstance

39:00 – An incredible example of leadership without losing your soul (or, in Heather’s words: being an Elegant Warrior)

Connect with Heather:

LinkedIn

Advocate to Win Website

Heather’s Podcast

Get Heathers New Book:

 

 

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How Do I Build a High-Performing Team (with Video)

Building a High-Performing Team Takes Rhythm

In this week’s episode of Asking for a Friend, we talk with Virg Palumbo, Regional President at Kforce. A former marine, Virg is an absolute expert in creating an operating cadence to build a high-performing team.

In this episode, we discuss

What an operating cadence is (and why it matters)Best practices for establishing your own operating cadenceHow to build a high-performing team through an effective operating cadenceAnd, how to expect the unexpected and get your team back on trackVirg Palumbo on Building an Operating Cadence of a High-Performing Team

“At some point, you need to give yourself personal grace and organizational grace.”

“More is not better, better is better.”

When establishing a cadence, “onboarding matters”

“Keep half-hour meetings to 25 minutes….”

“Take care of the customer, take care of your family… if you get pulled away, just circle back.”

How do you help a supervisor who struggles with this? (see 21:54) Ask, “what are you seeing and what are you feeling?”

Your turn.

What are your best practices for building a high-performing team?

How do you establish a highly effective operating cadence?

Related Articles:

Leadership Skills: 6 Concepts You Can’t Lead Without

6 Habits of Highly Effective Hybrid and Virtual Teams

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