Patti Cotton

Executive Coach & Career Strategist

influence

The High Costs of Not Delegating

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The High Costs of Not Delegating
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You are buried at work. You keep digging through urgent problems and you are frustrated. It doesn’t stop.

Will you ever reach a point where you can focus on the things that matter most?

And how much stress are you carrying because of this? What is its impact to you? To the organization?

The bottom line is that you will always be confronted with the urgent and unexpected. So, if you are saying things to yourself like, “Once I get this out of the way, I’ll be able to..,” think, again. You have a choice: you can decide to keep doing what you are doing and anticipate the same results, or you can make the hard decision to stop the madness and make a change.

In the high-stakes world of leadership, delegating effectively is one of the most powerful things you can do to work more effectively and make greater impact.

When you consider the high return, what is holding you back?

In working with senior leaders, I have found that the top five reasons they struggle with delegation all come back to fear.

What are you afraid of?

Here are five client scenarios. Each made the shift from overloaded and overwhelmed to focus, ease, and what matters most.

  1. Perfectionism and Control

Sarah, the CEO of a fast-growing tech startup, was known for her meticulous attention to detail. Her perfectionism drove the company’s high standards but also meant she often redid work done by her team.

When Sarah called me, her need for control had set her up to crash.

“I spend countless hours tweaking presentations and reports. It doesn’t seem like anyone else can meet my standard of excellence. I find myself working late into the night, and I can’t focus on the strategic initiatives we have targeted that will propel the company forward.”

After talking with her, it was also clear that beyond her overwhelm and stress, her team felt like they could never do anything right. Motivation was low.

“I’m just not sure my team is capable of getting it done properly,” Sarah said.

“Let’s put this to the test,” I responded.

I asked Sarah to begin delegating less critical tasks with regular oversight so that she could assess this. As she did so, she noticed her reports were eager to help and more engaged. This process built a foundation of trust for her in her team’s capabilities.

Sarah learned that part of the reason others were not meeting her expectations was that she needed to communicate them more clearly and to provide feedback to help the team improve. Over time, this approach helped them to learn how she wanted things done, and it freed her to concentrate on more significant responsibilities, enhancing her leadership effectiveness. Her team felt more valued and empowered, leading to greater talent retention. A win-win.

  1. Lack of Trust

James, a CFO, struggled to delegate financial reporting tasks. Missed deadlines and errors made by his team had eroded his trust in their abilities. He would end up handling most of the reporting himself, leading to immense pressure and stress.

“I feel like I babysit and chase when I delegate,” James said. “Wondering if someone will deliver on time and have it right – well, I just don’t have the patience.”

James’s lack of trust stifled his team’s growth and development. Talented employees felt frustrated and disengaged, as they were not given opportunities to take on challenging tasks. This mistrust also hampered the team’s ability to innovate and adapt to new challenges.

As James and I talked through the situation, I discovered that he had not set up an accountability process with his team. For example, when he gave a directive, he did not provide clarity. Further, he did not give a deadline as to when he expected to see drafts. And finally, he admitted that some of the team was overdue for training that would support their ability to perform at higher levels.

The problem was not his team – it was the need for a shared process.

Building trust required transparency and gradual delegation. James let the team know that he wanted to empower them to do more, and that he would be providing training, as well as a better way to communicate clearly about deadlines and review drafts. He started by delegating parts of the financial reports, closely monitoring progress, and providing constructive feedback. As he took this approach, and invested in training and development, it enhanced his team’s competence, gradually rebuilding his confidence in their abilities.

  1. Fear of Losing Authority

Laura, a senior VP, believed that holding onto critical tasks reinforced her authority within the organization. She feared that delegating would make her seem less indispensable and diminish her influence.

Laura’s reluctance to delegate limited her team’s ability to grow and take on more responsibility. It also prevented her from focusing on strategic initiatives that required her expertise. Over time, this behavior led to a stagnant team and missed opportunities for the company.

Things came to a head when the CEO called Laura in. As she reported to me later, her CEO had noticed the underperforming team – not her ability to achieve a lot. Further, he felt she was not focusing on what mattered most. That’s when they decided to call me in to help.

In working with Laura, it was clear that she needed to shift her perspective on leadership. This took time, but it allowed Laura to gain the confidence and clarity she needed to focus on what mattered most in her position. And by delegating effectively, she was able to focus on more strategic initiatives, demonstrating her leadership in driving the company’s vision forward. Mentoring her team and empowering them to succeed enhanced their capabilities and also reinforced her role as a visionary leader.

  1. Time Constraints

Mark was a COO who was always pressed for time. He believed it was quicker to complete tasks himself rather than delegate and review them. This mindset left him overwhelmed and unable to focus on strategic priorities.

Not surprisingly, Mark’s inability to delegate effectively led to chronic stress and burnout. He was constantly firefighting, unable to step back and take a strategic view of the business. His team, meanwhile, remained underdeveloped and dependent on his constant input.

Mark actually had to take a 3-month sabbatical for severe stress. During this time, he did a lot soul-searching and reached out for help. When he was ready to get back to work, we talked frankly about him taking time to invest in developing his team’s skills. Although this initially filled most of his calendar, it paid off in the long run as his team became more self-sufficient and acquired a greater understanding and ability to contribute. Clear communication of expectations and regular check-ins ensured tasks were completed to a high standard without his constant oversight.

  1. Previous Negative Experiences

Nathan, a VP of Sales, had a bad experience with delegation in the past where a critical task was mishandled, leading to the loss of a significant client. This experience has made him wary of delegating again.

Nathan’s reluctance to delegate hinders his team’s development and creates a bottleneck in decision-making processes. His inability to delegate critical tasks means he is perpetually overworked, and his team is left feeling undervalued and under-challenged.

Nathan can start afresh by identifying team members’ strengths and delegating tasks that align with their skills. Implementing a robust review process and maintaining open lines of communication can mitigate risks and rebuild his confidence in delegation. Learning from past experiences and making necessary adjustments can turn previous failures into opportunities for growth.

The Impact on the Team

In all these client experiences, it is important to note that, when there is a lack of appropriate delegation, team members can feel unrecognized, devalued, and disengaged. This is demotivating. Underperformance certainly follows, in addition to the lack of contribution they are able to make because they are not included.

Longer term, team members that are not provided with someone who cares about their development, and not provided the stretch experiences to learn and grow, will miss career opportunities, which is life changing.

The Broader Impact on the Company

The reluctance to delegate not only affects individual executives and their teams but also has broader implications for the entire company. Here are some of the key impacts:

  • Decreased Innovation: When executives hold onto tasks, their teams lack the opportunity to innovate and bring fresh ideas. This can lead to stagnation and a failure to keep up with competitors.
  • Inefficient Use of Resources: Executives spending time on tasks that could be delegated leads to inefficient use of high-level talent. This misallocation of resources can impede the company’s growth and agility.
  • Low Morale and High Turnover: Teams that feel underutilized and undervalued are more likely to experience low morale and high turnover. This not only disrupts operations but also incurs significant costs in recruiting and training new employees.
  • Strategic Neglect: Executives bogged down with day-to-day tasks often neglect strategic planning and long-term vision. This can lead to missed opportunities and a lack of direction for the company.

Moving Forward: Practical Steps for Effective Delegation

In sum, to foster a culture of effective delegation, executives can adopt the following strategies:

  1. Build Trust and Competence: Invest in training and development to enhance your team’s skills and build trust in their abilities.
  2. Communicate Clearly: Set clear expectations and provide the necessary resources and support for your team to succeed.
  3. Empower and Mentor: Shift from a control mindset to an empowerment mindset. Focus on mentoring and developing your team.
  4. Prioritize Strategic Focus: Delegate operational tasks to free up time for strategic initiatives that drive the company forward.
  5. Celebrate Success: Recognize and celebrate your team’s achievements to reinforce the value of delegation and boost morale.

By addressing the underlying reasons for hesitation and taking these first steps, executives can overcome their reluctance to delegate, leading to a more empowered team and a higher-performing, productive company. Delegation is not about losing control; it’s about multiplying your impact through the strengths of others.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Navigating the Maze of Polycrisis in Executive Decision-Making

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Navigating the Maze of Polycrisis in Executive Decision-Making
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In today’s interlinked global environment, senior executives face not just isolated crises but a tangle of them known as polycrisis. This term refers to an entanglement of several crises that are deeply interconnected, affecting multiple spheres simultaneously and often exacerbating one another.

What does this mean for you?

For Jane, it meant not only her role, but her well-being. Jane was a senior executive at a multi-national corporation who faced significant challenges during an unprecedented polycrisis involving economic instability, public health issues, and internal team conflicts.

Initially, the compounded stressors led to decision fatigue, which blurred her focus on critical business drivers. Habitually, she found herself making decisions reactively, without all the necessary facts, just to keep pace with the evolving situations.

As the crises continued, Jane noticed a concerning trend: her ability to concentrate and engage in strategic thinking was diminishing. She described this as a “foggy brain,” a state where even simple decisions became daunting tasks. This cognitive clouding was not just a temporary lapse but a persistent condition that began to affect her leadership efficacy and personal well-being.

This showed in many ways – her decisions were sloppy and had a negative impact on the company, her team was nervous and wondered if she was ill, her credibility was slipping with her colleagues, and her CEO finally told her to go home for a week and figure out what was wrong.

When she called me, she had been home for three days and was ready to quit.

It was clear that she needed cognitive resilience strategies.

Through tailored mindfulness practices, prioritization exercises, and cognitive restructuring sessions, she gradually reclaimed her mental clarity. Over several months, Jane learned to manage her cognitive load more effectively, allowing her to make confident, strategic decisions once again, despite the ongoing uncertainties of the polycrisis environment.

Why didn’t I just direct Jane to rebalance her workload and delegate more?

On the surface, this issue seems to be the sheer volume of crises demanding attention. Executives often describe a sense of being perpetually behind, struggling to keep up with the cascade of decisions that each crisis requires. This often results in a reactive stance, moving from one urgent issue to another, which can feel like an endless game of whack-a-mole.

But it’s more dangerous than that.

Beneath the surface, the true challenge is the neurological toll that sustained stress takes on the brain’s executive functions. Persistent high stress disrupts our neural pathways, leading to a reduced capacity for the kind of complex, strategic thinking that senior executives need. It biases the brain toward immediate, fight-flight-freeze-fawn responses rather than thoughtful, long-term planning.

Over time, this chronic trauma response will affect more than your decision-making and stamina – this dynamic will wreak havoc with your physical and mental health.

This means that long weekends and delegating more simply won’t work.

So, what can you do to retain a strong capacity for complex, strategic thinking?

I worked with Jane to reframe her approach to decision-making. Here are some ways you can do the same:

  • Embrace Systems Thinking
    View the polycrisis through a holistic lens, recognizing the interdependencies and potential cascading effects of decisions.
  • Cultivate Cognitive Resilience
    Counteract stress and maintain cognitive function by incorporating resilience-building practices into your routine.
  • Promote Psychological Safety
    Encourage an organizational culture where team members feel safe to express concerns and ideas, fostering a collaborative approach to problem-solving.
  • Prioritize and Pivot
    Learn to dynamically evaluate and adjust priorities as situations evolve.

I also gave Jane some practical tools to strengthen her cognitive capacity.

Again, here are some tips and tools for you to consider:

  • Mind Mapping and Visualization Tools
    Employ digital mind-mapping software to chart out the complexities and connections between various crises. Tools like MindMeister or Coggle can help in visualizing these relationships.
  • Scenario Analysis
    Conduct robust scenario analysis using strategic planning tools. Software like Scapple or simple SWOT analysis templates can assist in preparing for various future states.
  • Mindfulness Apps
    Leverage mindfulness and meditation apps designed for busy professionals, such as Headspace or Calm, to build mental resilience and enhance focus.
  • Team Collaboration Platforms
    Utilize team collaboration platforms like Asana or Trello to delegate effectively, ensuring tasks are managed without micromanagement.
  • Regular Team Huddles
    Establish a rhythm of short, focused team meetings to stay aligned. Use these check-ins not only to track progress but to collectively recalibrate as new information emerges.
  • Continuous Learning
    Invest in executive education programs focused on leading in complexity and ensure access to similar learning resources for your team to build a knowledgeable, agile organization.

Jane and I worked together for a year and, during that time, her decision-making regained its sharpness. She recouped a tremendous amount of mental and physical energy, reignited her passion for her work, and was able to coach and train her team to do the same. Over time, she regained credibility and influence, and eventually succeeded the CEO.

By redefining the approach to decision-making within a polycrisis context, executives can regain control of their cognitive capacities, lead with clarity, and guide their organizations through the stormy seas of concurrent crises. These strategies and tools are not just lifelines but also instruments for crafting a more resilient and responsive leadership framework.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

The Neuroscience of Leadership: The Power of Emotional Agility

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The Neuroscience of Leadership: The Power of Emotional Agility
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As you navigate the intricate paths of leadership, it is important to note that cognitive agility is indispensable (see previous article). This ability to flex deftly with thinking allows leaders to pivot swiftly, grasp complexities, and address challenges with creativity and insight.

However, without its strategic partner, emotional agility, even the sharpest cognitive dexterity can falter, leading to poor decision-making, strained team relationships, and a lack of vision.

Imagine a pilot flying a plane with only one working engine. The aircraft might still stay airborne for a while, but the lack of full power severely limits its maneuverability and ability to reach its destination safely. Moreover, reaching the intended destination is now at significant risk – and the mental and emotional exertion required of the pilot to attempt a safe landing anywhere is substantial.

In the same way, cognitive and emotional capacity are like the two engines a leader needs to navigate challenges effectively. Without both engines functioning, the journey becomes much riskier.

What is emotional agility?

Quite simply, it’s the ability to remain adaptable in our thoughts and emotions, allowing us to respond effectively to daily situations. It acknowledges that we all experience a wide range of emotions, whether positive, negative, or neutral, which is a natural part of life. Being emotionally agile means approaching these emotions with a light touch and viewing them not as commands but as information to guide us in making choices aligned with our values.

Why is this important?

Emotionally dysregulated leaders can find themselves making decisions based on impulsive reactions rather than rational thinking. When emotions govern our actions without the filter of reason, mistakes are often the result. This can lead to hasty decisions that lack foresight and planning, affecting not only the leader but the entire team and organization. Teams led by emotionally reactive leaders often experience low morale, high turnover, and a toxic culture, as negative emotions ripple through the workplace.

Without emotional agility, leaders are also prone to confirmation bias, seeking information that supports their feelings and dismissing contradictory evidence. This can lead to poor strategic choices that ignore potential risks and miss opportunities.

In the end, cognitive agility alone can’t save a leader from the pitfalls of unchecked emotions.

An Example

I was once contacted by an executive we will call Sarah Thompson (this name is fictitious, as well as the name of the company and the industry, to protect confidentiality). Sarah, a seasoned executive, was at the helm of her family’s food business, Thompson Foods. Having grown from a modest local bakery to a multinational corporation, the business carried a rich legacy.

However, in recent years, it faced increasing competition, shifting consumer preferences, and internal conflicts. As CEO, Sarah was renowned for her cognitive agility, known for crafting innovative strategies and adeptly maneuvering the business through challenging waters.

Despite her strengths, however, Sarah struggled with emotional regulation. She often found herself overwhelmed by the weight of expectations, leading to emotional outbursts in meetings and critical conversations. Her mood swings left her team wary and hesitant to share insights. They feared triggering her wrath or disapproval.

Decisions made in haste and under stress became the norm, which led to a series of poorly executed product launches and growing frustration among senior executives. The morale at Thompson Foods dipped, and key members began considering their exit.

Recognizing the growing toll Sarah’s emotional volatility was taking on the organization, she reached out to me for guidance. In our initial assessment, we identified several patterns contributing to her challenges. Her inability to recognize emotional triggers and understand how they influenced her decisions was a key issue. She lacked tools to manage stress effectively, which escalated tensions in high-stakes situations.

Our work began with cultivating self-awareness.

  • Through structured exercises and reflective journaling, Sarah started to identify her triggers, like criticism from peers or unmet expectations.
  • We practiced mindfulness techniques to help her pause before reacting impulsively, allowing her to assess situations with a clear mind.
  • Over time, she learned cognitive reframing, which helped her view challenges from a constructive perspective, easing her sense of pressure.

Another significant aspect of our work was fostering empathy. I guided Sarah in improving her listening skills to better understand her team’s perspectives. Through role-playing exercises, she learned to respond calmly and constructively to differing opinions, helping to diffuse tension and build trust.

After several months of dedicated effort, Sarah exhibited remarkable transformation.

  • In meetings, she maintained composure, even when faced with challenging questions or disagreements.
  • This shift in demeanor encouraged her team to open up, share ideas, and collaborate more effectively.
  • Decision-making processes became more inclusive, leading to well-rounded strategies that harnessed the collective intelligence of the team.

Sarah’s newfound emotional agility had a ripple effect throughout the organization. Employee morale improved, and the rate of attrition slowed as trust was restored. Senior executives who had considered leaving decided to stay, invigorated by the positive changes in leadership. I received a note of thanks from one of her senior executives:

“It’s like night and day, here. I feel heard, respected, and I’m able to contribute.

What a difference! Thank you!” – PB

Thompson Foods soon regained its competitive edge, launching successful products that resonated with consumers and this brought the business back on track.

Sarah’s transformation into an emotionally agile leader not only saved the company from potential turmoil but also ushered in a new era of collaboration, innovation, and sustainable growth. The journey highlighted the profound impact of emotional agility in leadership, illustrating that leading with both the mind and heart can change the course of an entire organization.

Where do you need more emotional agility?

  • Are you able to harness the power of your emotions, allowing you to make sound decisions even in stressful situations? Mastering this enables you to stay in control of your executive function which is the part of your brain (your frontal lobe) that supports strategy, analytical skills, creativity and innovation, the ability to manage yourself well, and more.
  • Can you remain calm and collected, even in the face of adversity? This ability to manage emotions supports clear communication, better negotiation skills, and the ability to inspire confidence in others. It’s the foundation of safety and trust, fostering collaboration and innovation.
  • Are you able to be empathetic, recognizing the emotions and perspectives of your team? This allows you to navigate interpersonal conflicts deftly, build strong relationships, and motivate your team more effectively.

Developing emotional agility is a lifelong process. By committing to nourishing this within your leadership, you will enhance your cognitive agility, becoming more effective in decision-making, fostering healthier team dynamics, and building resilient organizations that thrive in any environment.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

The Neuroscience of Leadership: Building Blocks of Cognitive Agility

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The Neuroscience of Leadership: Building Blocks of Cognitive Agility
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As a senior executive, you are the pilot of your organization, navigating through a turbulence of decisions that demand not only precision but also adaptability. Understanding the science behind effective leadership has never been more crucial.

Neuroscience sheds light on how you can continue to develop your cognitive agility. This will help you steer clear of decision fatigue and cognitive rigidity, and move confidently forward on a path of flexible and dynamic leadership.

The Challenge of Stagnancy

Jonathan, a seasoned CEO at the helm of a multinational corporation, called me at a critical point in his leadership. His company, once a leader in innovation, began showing signs of lagging behind more agile competitors. Jonathan’s decision-making process, once sharp and ahead of the curve, now seemed slower, almost predictable. When I met with him, our discussion revealed that decision fatigue and cognitive rigidity were creeping in. Each choice seemed harder than the last, and his once transformative ideas now felt like reruns of a tired show.

Identifying the Real Problem

The real issue at play here was not a lack of effort or desire to innovate but rather outdated neural pathways that limited flexibility. This is not uncommon in seasoned leaders. Neuroscience tells us that our brains can fall into patterns of thinking that, while once efficient, can become constraining over time. In Jonathan’s case, his executive functions were trapped in a neurological rut, leading to a style of leadership that was increasingly rigid and resistant to change.

The Neuroscientific Approach

To tackle this, Jonathan needed solutions rooted in the insights of cognitive development. Cognitive agility is the brain’s ability to adapt to new information and circumstances. This adaptability is rooted in neuroplasticity—the brain’s ability to reorganize itself by forming new neural connections. This means that even established leaders can cultivate a mind more conducive to innovation and flexibility.

Implementing Solutions

I worked with Jonathan to revive and strengthen his cognitive capacity, utilizing some of the following steps:

1. Mindful Reflection

He began with periods of mindful reflection, dedicating time to critically and openly evaluate past decisions. This practice encouraged his brain to consider multiple perspectives and alternative outcomes, laying the groundwork for more agile thinking.

2. Learning and Unlearning

He committed to learning something new every quarter, whether related to his industry or an entirely different field. This continuous learning helped to build new neural pathways, promoting cognitive flexibility.

3. Cognitive Diversity

He diversified his advisory circle to include thinkers from varied disciplines, ages, and backgrounds. This social neuroplasticity exposed his brain to a broader range of ideas and problem-solving approaches.

4. Challenging Assumptions

Jonathan applied the “Five Whys” technique to challenge his own assumptions, asking ‘why’ five times to get to the root of a particular belief or strategy. This helped to break down rigid thought patterns and build new, more adaptive ones.

5. Embracing Discomfort

He deliberately put himself in new, unfamiliar situations that required him to adapt on the fly, from improvisation workshops to cross-cultural negotiations.

Measurable Results

Six months into our work together, Jonathan’s leadership style showed tangible signs of transformation. He reported feeling more energized and less burdened by decision-making. His team noticed a more dynamic approach to strategy sessions, and the company began to regain its competitive edge. Brain-training exercises had not only rejuvenated Jonathan’s cognitive processes but also revitalized his organization’s culture of innovation.

Conclusion

Cognitive agility is not an innate talent but a skill that can be cultivated. Neuroscience does not merely suggest but demonstrates that leaders can enhance their cognitive flexibility, and in doing so, unlock a higher level of strategic and innovative thinking. As with Jonathan, embracing the principles of neuroplasticity can guide you away from the pitfalls of decision fatigue and towards a horizon of renewed leadership vigor.

In the fast-paced world of executive decision-making, the ability to adapt and thrive in the face of new challenges is what distinguishes exceptional leaders from the rest. The journey to cognitive agility begins with the understanding that our brains are our most flexible asset. The question remains: are you ready to rewire your executive brain for the future of leadership?

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

How Do You Sustain Necessary Change?

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How Do You Sustain Necessary Change?
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You’ve made the changes. You have your business imperative in hand to keep you focused. You’ve aligned and coordinated your executive team around this business imperative. You’ve had some tough conversations to clear the air (and the plates), and you’ve identified the leadership behaviors necessary to support your team in making this happen.

But your team is scared. Or worse, they are at a point where they don’t trust this will work.

Michael, a well-respected CEO, had just led his executive team through these same steps. He was sick and tired of being in the weeds, feeling as though the company wasn’t meeting its business potential.

But his team was scared.

Sandra, his VP of marketing, spoke up. “We’ve gone through the exercise one too many times, and the changes sound great. We start out strong, then fizzle out. The changes we try to make don’t stick. I can’t even muster up the courage to try, this time.”

“Frankly, I’m skeptical, too” said Max, the COO. “We’ve tried and died quite a bit.”

“Patti,” Michael turned to me, “I may as well pack it up. If the team won’t commit, we aren’t going to make any progress.”

“Team,” I said, “Hold tight. There’s a last critical step in the process that ensures that you stay on the path. Most companies miss this step – and it makes all the difference.”

“I’m all ears,” said Candace, the CFO. “Because if this doesn’t work, I’m not sure I can retrieve any muster to move forward. At all.”

The room was quiet for a moment.

“I understand,” I said. “Change is hard. And unless we approach it in a way that supports its success, the discouragement is overwhelming. But hang on, please. Your track record is about to change.”

What did we do?

We created a system of accountability to hold the changes firmly in place. Because a change, no matter how big or small, requires a supportive system to allow it to become the norm.

And here’s how we did it for Michael’s team.

“Team,” I said, “You have taken the first 4 of 5 steps to make this work. Michael has created the company’s business imperative to set the direction (see Article 1 in this series). He has worked with you all to create and align your own business imperatives to support the larger one (see Article 2 in this series). You’ve surfaced some critical conversations that needed to be addressed in order to move forward (see Article 3 in this series). And you have identified how you need to work as a team in order to reach these goals (see Article 4 in this series). Now, it’s time for step 5: putting a system in place to keep you all on the path as you move into greater excellence.”

“I’m all ears, Patti,” said Candace. The others nodded.

“We are going to ask ourselves five questions as we review your goals and the changes you have identified that you need to make,” I said. “This will help us to create a system to hold the process – and ourselves – accountable. It will help us stay on track.”

Question 1: What are we measuring?

We worked to identify what we needed to measure in order to know that we were on the right path and moving at the right pace. What would we look for that measured success? We broke it down by quarter, and then by month, so we could course-correct in a timely manner if something was not working.

Question 2: Who needs to know?

We then identified key stakeholders for each initiative. Even though the team knew who was in charge of what, they did not always communicate to others who might be affected by the work. The team also identified how and when the stakeholders would communicate with each other and built this into their regular meeting agendas. Michael would review each team member’s progress for their area during their 1:1 meetings.

Question 3: How do we check on progress?

Michael took charge of this and built into the executive team’s monthly agenda discussion time to review the team’s alignment and coordination as they worked on goals. What was working? What needed refining or redirecting? The team looked at other feedback loop opportunities to make sure they could tap into needed information at any time.

Question 4: How do we support upgraded leadership behaviors?

The team recognized that working together at a higher level required higher skill-building. They asked me to work with them individually to break through any roadblocks holding them back, and to help them step into more effective leadership behaviors.

Question 5: What are the conversations we need to have now?

We agreed that I would also meet once quarterly with the team to work with them on any trust issues, as well as critical conversations and needed relational skill-building. Without this fifth step, a team does well at best, but never reaches its peak performance.

I’m happy to report that Michael and his team made incredible progress company- and team-wise in that first 12 months. And so, we decided to repeat this for Year 2, knowing that things would only continue to reach new and exciting heights. It is Year 3 for them, and they have established themselves as a leader in their industry.

Where in the process I have described above do you and your team excel? Where do you need to put a system in place, or to strengthen this so that it works well for you?

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.