I have made it a priority to be a lifelong learner which aligns well with one of our company’s core values of “Keep Smart.” As an employee, it is your personal responsibility to continue to grow and gain new knowledge, skills and expertise. Just like a business, if you are not growing, you are in decline or becoming irrelevant.
It’s happened to all of us. We start a new project or set a new goal with the best intentions. Everyone’s excited to get started working, the team has visualized success, we’re all pumped. Then, seemingly out of nowhere, deadlines are missed, numbers aren’t hit and you’ve got two departmental leaders not speaking to each other.
Unfortunately, it can happen to the best of teams. And, once the dust settles, it’s important to pause and reflect on where things went wrong. CEOs and leaders who ask these 5 questions of themselves first (and then of their teams) are more likely to avoid future failures.
From a leadership perspective, there’s a real thirst for increasing leadership accountability. Executives have recently asked me various questions that linger over the concept of building team accountability to help them achieve their strategic plans while creating high performing teams:
“How do I build accountability in teams?”
“What else can I do to get people to do what we need them to do?”
“How can I hold a team member to be held accountable and still be seen as a good leader?”
"How do I balance leadership accountability and personal accountability when building a team?"
Building team accountability requires that we understand a few dynamics because it’s more complicated than we might recognize. It goes above and beyond the responsibility for the outcomes, which is obviously important, but effective leaders know that they need a culture of accountability in their teams that provide the inputs needed to achieve the expected team performance.
If you’re a hiring manager at your organization, chances are that you have had a couple of new hires that haven’t worked out the way that you hoped. The costs can be staggering when you really sit down and analyze them. In work done by Dr. Bradford Smart, author of Topgrading, the estimated cost of a bad hire ranges from 5 to 27 times the amount of the person’s actual salary. The good news is that there are ways to systematically reduce the chances of this happening on your next hire.
High performance teams are critical to success in today's fast-paced and ever-changing business environment. In order to remain competitive, it is imperative that organization's build high performance capacity. Some common characteristics of high performing teams include:
For many companies, the idea of the monthly meeting can feel like a burden in an already overly scheduled calendar. Why is this leadership meeting, in the midst of so many other meetings, important?
This monthly leadership meeting with employees is your key to building the team, learning together, solving problems, working on specific issues, and reinforcing your company’s culture, initiatives and goals.
One of the things I have to do as a business consultant is to be a great listener. This is a key leadership and communication skill for anyone. Sometimes effective listening can be a challenge because, like most people, I can fall into the trap of thinking about my response and how I would like to help the individual with whom I am communicating. One of my pet peeves has always been that many people begin developing their response as soon as the other person starts speaking rather than truly listening to the message spoken to them. As I was going through some information this weekend, I came across a great one-page paper on four steps to effective listening, a key tenet of developing accountable leaders and teams. Permission was given to use the information as freely as possible and so I am sharing the main points with you.
One of the biggest draws to being part of the Rhythm Systems team is the way our Core Values are ingrained in each team member and incorporated into our work. They're not just a few cliché words thrown on a poster in the break room that go ignored—they are a living representation of our DNA, how we lead our lives and how we conduct business.
It is difficult enough to engage employees that are in the same office as you, let alone keeping a geographically dispersed group of employees engaged. In today’s hectic and fast-paced work environment, organizations need to do everything they can do to create an engaging workplace that helps find, attract and develop A-players no matter where they are located.