I talked last month about the work that Google did around effective teams and how one of their Site Reliability Managers created a High Performing Team of his own.
What comes to mind when you think about your experiences of being part of a team? Have they been like a well-oiled machine that delivers the results, followed by high fives all round?
Do you ever feel that most of what you do is in the service of others – and burn-out is just around the corner? We had some great contributions from people who’ve managed to find the reset button and get a different perspective – and it’s having a great effect on them personally and professionally.
You know it’s your employees, right? Sometimes you may lose sight of that – so, let’s take a moment to reconnect with why your people really are your greatest asset (and how you can keep them super productive and onside)
It’s not uncommon these days for leaders to realise they need to be working ‘on’ the business more – which means less rolling up your sleeves and getting lost in the operational noise and more bigger picture thinking.
Do you wring your hands when it comes to telling people exactly how it is? Or, maybe you’re very direct and people shut down when you tell them things – so you’ve given up?
How often have you set yourself a goal that requires a consistent change in your behaviour, and then floundered once the initial willpower has worn off? This could be something you’re trying to do personally: ‘I want to run a marathon by December’, or professionally: ‘I want to stop problem-solving and be a coach to my team.
In all the coaching work I do with managers and leaders we nearly always have a very specific conversation about leading versus managing, and what the difference is. A good leader needs to be able to manage AND lead.
Back in 1992, (yes a long time ago!) I was promoted to Plant Manager of a Textile Mill – in charge of 120 people. Picture the scene: it’s Monday morning, I’m nervous about starting a new job. I walk through the door as the new boss and introduce myself to the receptionist who leads me to my office.
I’ve always been a little obsessed with Leadership. If you’ve been there and had to lead people it can become an obsession, working out that magic formula that will guarantee results (to get it done), and improve your ability to lead those people effectively time after time.
I find that being flexible with business plans is essential, designing in the opportunity to adjust and recalibrate. Too many times businesses put together a detailed plan with a lot of interrelated actions, which, once one or two have gone pear shaped, all others seem to follow.