Patti Cotton

Executive Coach & Career Strategist

mastering

Is Your High Performer Ruining the Company?

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Is Your High Performer Ruining the Company?
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Do you have a high performer that acts out, but you hesitate to correct him or her because he or she generates so much business for the company?

You may discover that your favored “race horse” is actually costing you more than you know.

What can you do?

I have seen this before – and if the high performer is willing, and you are ready to support the change, you may be able to turn this around.

Sam was an executive vice president who generated the lion’s share of the revenue for his organization for over five years. Leadership coined him “the race horse,” and at one time wondered if he should be the next CEO.

The customers were real fans, and Sam’s team was extremely loyal.

There was just one problem: Sam didn’t like to work with the other vice presidents or their managers. He felt they slowed his progress, which meant they weren’t consulted when he took on a new project – even when it affected their area. Sam often went around department managers if he needed help with something from one of their employees.

In the past, leadership pushed back on these other executives, worried that if Sam was asked to work with them, he would quit. However, over time, leadership noticed a growing resentment and conflict due to Sam’s work-arounds and inter-team avoidance tactics. Productivity was taking a deep dive.

Sam was surprised when his CEO introduced us, stating that he didn’t see the problem since his revenue generation was better than ever. However, since I had met with the CEO previous to this meeting, and we had quantified the loss to the organization because of Sam’s approach, the message was clear – Sam was actually costing the business a lot of money. His team and members of other teams were fighting, and turnover was on the rise.

Wanting to save his job and his reputation, Sam agreed to work with me to turn things around.

He had several great qualities, but lacked two key leadership traits that would stop his career in its tracks – the ability to empathize, seeing things from multiple perspectives; and the resulting ability to develop and nurture rapport with others for trusting relationships.

We co-created a development plan that addressed these two behaviors specifically, and worked together over the ensuing months to apply and integrate his learning so that it became a part of his nature. Sam agreed to a bold approach in this – he allowed me to help him talk to some of his colleagues and team members so that they played a part in his success. He shared that he was working on his leadership, and asked them if he could get intermittent feedback from them as to how he was doing as he and I worked together.

This paid off exponentially. Not only did Sam learn how to eliminate old counter-productive behaviors and replace them with more effective ones, he acquired some great advocates in his colleagues and teammates through his willingness to receive and use the feedback they provided.

Sam wasn’t promoted to CEO at that organization. He did get an offer, but instead, chose to accept another CEO position a few states away. I wish him well. He has earned the promotion.

Do you have a “racehorse” that does not play well with others? What might it be costing you?

Three Ways to Help Your New Employee Execute Well

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Three Ways to Help Your New Employee Execute Well
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Do you sometimes wonder if one of your managers made a mistake with their latest hire?

How can you tell?

The new hire’s transferable skills check out. Their attitude is positive. Team morale is high. And you can clearly tell the new hire is highly engaged and ready to go.

But he or she is not getting the work done.

Why is this?

There’s a handy, quick mental process I like to go through with leaders when they are second-guessing a latest hire.

Is it really the new hire, or is it your management?

Here is how you can tell.

1. Does the new employee show a clear understanding of their role, responsibilities, and your expectations?

Be careful not to downplay this. I have worked with many great companies whose new hires may receive a job description and a desk as their orientation. The manager counts on the team to fill in the blanks for the new person. If your company takes this casual stance, you are losing money and a potentially great employee.

What does the new hire’s manager truly expect of them and their area of responsibility? What are the goals set for them? Timelines? Metrics?

2. Does the new hire have the right tools and resources to do the job?

Again, most leaders will respond with an immediate “yes.” But they are basing this on what they think the employee needs to do the job. Has he or she been asked the question, “What do you need in order to achieve your goals here? Do you have the tools and resources you need?” Just test this. You may be surprised.

3. Has the immediate supervisor developed an accountability system with their new employee?

Can the employee access their immediate supervisor on a regular basis for help and questions? Does he or she get the regular feedback needed so they know they are on track? The opposite is more prevalent than you would hope.

In fact, according to one study by Dresser & Associates, HR, Payroll, and Management Solutions, only 7% of managers and 10% of senior executives in the workforce are held accountable consistently for developing their direct reports through performance management processes.

How do you compare?

Is Your Team Costing the Company Money?

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Is Your Team Costing the Company Money?
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Three Trust Indicators

You can talk all you want about time management tactics, learning how to facilitate critical conversations, and mastering conflict resolution.

But unless your team enjoys a high level of trust among its team members, none of these wonderful skills will help your team’s performance.

In fact, your team may be costing your company a lot of money.

Signs of an Unhealthy Trust Quotient

Here are some signs your team may have an unhealthy (and therefore costly) trust quotient.

  • Everything takes longer and seems harder for team members.
  • People don’t do their best work.
  • They easily become disengaged and withdrawn.
  • Their confidence in themselves and others on the team diminishes.
  • They have feelings of complacency or even fatigue.
  • They are not as prone to connecting with each other or sharing information.
  • Grousing about the company may be a common theme.
  • Some might even question if the enterprise is a right fit for them.

What It Is Not

These signs are not to be confused with team overload, where a company over-commits, and its results are felt throughout the organization with inappropriate workloads and deadlines. No, this is not overload.

What It Is

This is a falling away from former collaboration. It’s an unwillingness to participate by speaking up. It’s a reticence to take risks together, and an uncomfortable commitment to the status quo. You may see things like escalated emotions, turf issues, abdication of responsibility or micromanaging, and certainly some hidden agendas.

As you consider what comes with low trust, you can easily deduce what this means to the company.

What do you do when you detect signs that your team needs to build more trust?

You need to determine the source of this lack of trust so that you can rectify it.

According to researchers Dennis Reina, PhD; Michelle Reina, PhD, and David Hudnut, MIA, renewing trust can result in greater accountability, effectiveness, innovation, respect, performance, profitability (need I go on?). The researchers have developed a Team Trust Scale that measures three areas: trust of character, trust of capability, and trust of communication.

How does your team rate?

I have taken the researchers’ indices of a high level of trust in these areas and paraphrased statements with which you and your team members can rate yourselves.

Using a scale of 1-5, with 5 being highest. How do you rate?

Trust of Character

  • I manage expectations
  • I establish boundaries
  • I delegate appropriately
  • I encourage mutually-serving intentions
  • I keep agreements
  • I am consistent

Trust of Capability

  • I acknowledge people’s abilities and skills
  • I allow people to make decisions
  • I involve others and seek their input
  • I help people learn skills

Trust of Communication:

  • I share information
  • I tell the truth
  • I admit mistakes
  • I give and receive constructive feedback
  • I maintain confidentiality
  • I speak with good purpose

How did you do? And where do you need to shore up first, in order to make biggest impact in up-leveling team trust?

Four Types of Leadership Behaviors You Can’t Do Without

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Four Types of Leadership Behaviors You Can’t Do Without
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How many leadership behaviors have you read about? Ten? Twenty? Another number?

Pretty mind-boggling, isn’t it? And if you are like many, such a sea of varying information can cause you to simply put the latest article aside and go back to doing things the way you know how.

In the world of leadership development, schools of thought are just as varied, and this means that I, as executive coach, can choose to use an assessment that evaluates 10 areas, or 26 areas.

So, now what?

If you are seeking to fast-track your leadership in this new year, I advise that you focus on enhancing just a small subset of four leadership behaviors.

Just four areas.

New research reveals that these four types of leadership behaviors account for 89% of leadership effectiveness, especially for front-line leaders. (Source: McKinsey’s Organizational Health Index https://www.mckinsey.com/)

McKinsey & Company surveyed 81 organizations, diverse in industry and geography (agriculture, consulting, energy, government, insurance, mining, and real estate in North America, Latin America, Asia, and Europe).

The results showed the following four areas of leadership to be most important, explaining 89% of the variance between strong and weak organizations in terms of leadership effectiveness.

  1. Supporting others.
  2. Solving problems effectively.
  3. Operating to follow through for results.
  4. Seeking different perspectives.

What does this mean for you?

Well, what it doesn’t mean is that you just need these four and then you can sit back and relax. But what it does mean is that, as you review your leadership commission and where to start, it may well be with these four.

Rating yourself on a scale of 1-5, how do you feel you measure up?

I’ve included some reflective questions to help you begin your assessment:

Supporting others.

Do you operate with authenticity, and show a sincere interest in those around you? Do you seek to inspire and build trust? Are you adopting the approach “tough on issues, tender on people”?

Solving problems effectively.

Are you thoughtful as you analyze and consider best options for action? Do you seek to be proactive in identifying and anticipating challenges, and to come up with solutions, rather than to react too quickly without the information you need, risking a poor decision?

Operating to follow through for results.

Do you marry vision and supporting strategy to action? Have you mastered the behaviors required to meet your goals and objectives, and can you manage people, products, and process effectively so that outcomes are a reflection of your best work?

Seeking different perspectives.

As esoteric as it sounds, do you “seek first to understand, then to be understood?” (Stephen Covey, The 7 Habits of Highly Successful People). Do you ask your team members to contribute ideas for performance improvement? Are you keeping the pulse on changes in the environment that are likely to influence your company and your work?

Developing any one of these four is a game-changer, and I will tell you frankly that you probably won’t do this alone. Why? It is one thing to be self-aware about the changes one needs to make, and it’s quite another to be able to effectuate those shifts and make them part of who you truly are. You will need to tap into some kind of expert support to step into more of this potential.

This said, the first step to change is to identify the needed change. So, where will you start? What will give you the greatest ROI in your own leadership?

And secondly, who might help you get there?

Five Principles to Quickly Align Your Leadership with the Future

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Five Principles to Quickly Align Your Leadership with the Future
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Many of you have resonated with last week’s article about Sandra and her need to make her business viable for the future. If you haven’t read it, yet, read here.

Some have asked me how to develop the leadership “flex” or agility that is necessary to meet the future successfully. But how to do this – to develop your leadership to reflect purpose and flexibility, exercising highest creativity for best decision-making, continually learning and changing…well, entire books have been written about this!

My private clients and I work over a period of time to help them develop this agility.

But to give you a quick start in this direction, let me share some foundational principles with which we begin our work. Incorporating these into your approach for the upcoming year will make a profound difference in the way you are able to meet the future successfully.

Where in your work or life do you need more of the following?

1. Acknowledge that change requires responding rather than reacting.

It is first necessary to acknowledge that the world tomorrow will not be the same as it is today, and that the unknown holds exciting possibilities far beyond anything we can imagine. This is more challenging than you think. You may admit that things are changing, but if you introspect carefully, you will note that in certain areas of your life or the way you lead, you expect some things to remain the same. When they don’t, rather than to respond thoughtfully, you find yourself reacting with surprise and defensiveness. When this happens, you eclipse using the creative part of your brain to think through how to handle the situation. Identify the areas that tend to place you in a reactive mode so that you can make the mental shifts necessary to overcome this.

2. Dare to explore new and uncharted territories.

This means becoming comfortable with operating with the unfamiliar, stopping to widen your lens to understand the landscape as you go. Pushing the edge means nothing unless you are willing to look at it and to step out onto it in order to move forward with this new reality. How long has it been since you have met with other leaders to discuss what is happening in the world and how it affects the business landscape – and the way you must lead? Exploring new territories means having an executive team that forges ahead together. As you adopt the mindset of exploration, invite others to come with you, so that you can climb with support, camaraderie, accountability, and best collective thinking.

3. Be willing to flex and adjust your approach as you make meaning of the unfolding terrain.

You must develop leadership agility. This is the one thing that will keep you current in your leadership:  the ability to “take effective action in complex, rapidly changing conditions. Only 10% have mastered the level of agility needed for consistent effectiveness in our turbulent era of global competition” (Joiner and Josephs, Leadership Agility: Five Levels of Mastery for Anticipating and Initiating Change). When faced with new and foreign terrain, mountain climbers must weigh carefully the equipment and approach they will use in order to avoid disaster. Don’t fall into the mindset that what you have used in the past will work in future. Weigh and test carefully as you move forward.

4. Get excited about making mistakes.

You should always be making new mistakes – these indicate that you are forging ahead in the unknown, discovering points of learning that can become part of your roadmap to help you to navigate more successfully. If, however, you find yourself making the same mistakes over and over again, this is a clear signal that you have a particular point of learning that has not been addressed successfully. Many persist in approaching something in the same way repeatedly, hoping that after a while, there will be a breakthrough. There won’t. Confront the fact that you need to make a shift – and ask yourself what you have learned from this so that you can up-level your thinking and your leadership.

5. Understand the power and necessity of 360° leadership.

Leadership must be actively engaged in all areas of your life. I often tell my clients that, “You take yourself to work and back again,” meaning that whatever you carry in one area of your life will affect how you show up everywhere and in all situations. Further, leadership must be present at all levels and at all degrees of the team and the enterprise in order to meet and make change effectively. It is generally what people consider “the little things” that count for much. For example, are you an individual, team, or company that promises much and delivers late? You may be saying that this doesn’t matter – that your clients love your product and they will wait for it. However, these are the differences that will make or break you in future vis-à-vis the competition. Do a quick assessment of what improvements need to be made, and tackle the biggest win, first.

As you look at the quick principles above, which one is most pertinent to making a big shift in your own leadership?