Want to exercise critical thinking skills? Ask these questions whenever you discover or discuss new information. These are broad and versatile questions that have limitless applications!
💡 Managers make it run. Leaders make it better.
💡 How inspired are your followers?
💡 Use your strengths that benefit the team.
💡 Hire for their character.
💡 Set a goal to have fewer meetings.
💡 Develop the skill to communicate, and it will provide power to all that you do.
💡 Some will, some won’t, so what!
💡 Encourage your team to tell you what they think.
💡 See the potential in the team and give them the responsibility to use it.
💡 What should you be doing that you aren’t doing now?
An important factor in creating a high-performance workplace is instilling a high-development culture – one that values the growth of individuals. So, where do companies go wrong with employee development?
1. Hiring the wrong person from the start. Systematize how you hire (E.g., Use a validated assessment for key organizational hires such as managers/leaders).
2. Managers hoarding talent on their teams. Build-in strategies to bust talent hoarding (E.g., Establish a program that enables employees who have been in a role for a set period to apply for new assignments).
3. Assigning projects that meet business needs but don’t develop humans. Leverage managers who use project resourcing as a vehicle for development (E.g., Regular conversations with associates help ensure that assignments align with both organizational needs and individual strengths-based development).
4. Promotions that only look upward. Promote value in alternate development paths (E.g., Diagonal growth could mean doing the same tasks with a new division/client).
5. Career arcs that leave tenured associates without a clear path forward. Strategically plan options for tenured associates (E.g., Senior employees become paid consultants/mentors).
Building effective leadership skills is a challenge many managers face. Remote work only compounds the issue, as leaders must now balance their job and home life. A recent survey identifies the top five core competencies managers lack.
1. Team Building – Under enough pressure, even a high-performing team may buckle. What are your team’s natural workplace habits? In times of stress, who likes to take charge? Who prefers to listen and implement? Encouraging behavioral awareness helps everyone play to their strengths and address any weakness.
2. Providing Feedback – Feedback loops are essential to team development and should be timely and specific. Celebrate your teams’ successes while reframing missteps as constructive learning opportunities.
3. Time Management – When leaders are ineffective with their time, it creates blockers for direct reports who need input from above to proceed.
4. Delegation – Holding onto a task creates a bottleneck. Put the right work in the right hands to ensure your team works smarter, not harder.
5. Communication – Make yourself available to answer questions and address concerns. Managers who hold frequent 1-on-1 meetings are often better received.
Source: Inc. | Image: The Enterprisers Project
Knowledge sharing is crucial for driving improvements in the workplace. Yet, it is often infrequent. If sharing knowledge is an easy and seemingly obvious behavior, why are our well-intentioned team members not practicing it?
When we take the time to ask individuals “the why,” we find that their mindset for adopting these behaviors is inconsistent with their worldview.
Getting “below the iceberg” to understand these beliefs requires asking the right questions to determine why they aren’t behaving a certain way, and developing solutions that address and fundamentally shift the limiting mindsets standing in their way.
Sample questions to uncover limiting mindsets:
- What are some situations where knowledge sharing should be happening more and it isn’t?
- What’s in it for you to share knowledge with others?
- I’m too busy to stop and share my knowledge with others (I can’t)
- My knowledge makes me an asset to the team (I won’t)
- I don’t have enough expertise to share knowledge (I’m not allowed)
When it comes to changing behaviors in the workplace, the more questions you ask the more action you see.
The ability of leaders to address people’s physical, mental, and relationship needs is the foundation of trust. While all of these needs have equal importance, there is an order in which they make the biggest difference. Here are 10 things leaders can do now.
1. Gather feedback from all areas of the organization and all types of workers.
2. Relieve people from unnecessary work and activities.
3. Educate and coach leaders on five elements: stakeholder inclusion, emotion and intuition, mission and purpose, technology and innovation, and intellect and insight.
4. If you aren’t used to working in cross-functional, agile teams, now is the time to begin.
5. Elevate your most visible leaders based on compassion and caring.
6. Integrate your company’s purpose and values into every communication and initiative.
7. Tell a story. Don’t spew data. What people want is the larger story, the insights.
8. Rally leaders around consistent communication.
9. Now is the time to accelerate human and machine collaboration and support people as they transition to digital ways of working.
10. Reserve two hours per day for work focused on getting your organization and your workforce to the future.
Direction comes from what we do, but motivation comes from why we do it. Here are some ways to lead teams with purpose.
1. Explore to execute. Look inward. What inspires you to do what you do and how can you clearly articulate it?
2. Inspire to empower. Share your purpose with the company. Use it to motivate your team. Nothing drives people like passion.
3. Permeate to persevere. Infuse your purpose into every aspect of the business (internal messaging, policies, and practices), and align your team.
4. Unite to thrive. A team must work well with one another to be successful. If they believe in the same cause, they’ll better serve it.
5. Communicate to motivate. Go beyond describing the tasks you assign to explaining the meaning behind those tasks.
6. Trust to be trusted. Develop mutual respect through common beliefs and lead the company through respect, not fear.
7. Cultivate culture to curate success. Focus on achieving purposeful results, not the minutiae of strict procedures.
8. Reflect to grow. Every leader should continually reevaluate their words and actions to be as productive and purposeful as possible so that their team will follow.
9. Exemplify to enlighten. Lead by example.
Source: Forbes | Graphic: Thoughtful Leader
There are six key components, or mindsets, that leaders must have for organizational success. Asking questions from these viewpoints uncovers what has happened, what is happening, and what is likely to happen, arming leaders with a comprehensive assessment.
1. Inventing Mindset: What new products or services can we develop? What better methods or approaches can we find?
2. Catalyzing Mindset: What will grow and retain our customer base? How can we beat the competition and seize opportunities to grow rapidly?
3. Developing Mindset: What will deliver seamless infrastructure and operations? How will we manage risks? What systems would be effective in producing consistent high-performance levels?
4. Performing Mindset: What can we do to improve quality, productivity, and ROI? How can we increase results and improve our processes and procedures and fine-tune resource allocations?
5. Protecting Mindset: What will develop and retain our talent and support our culture, engagement, and collaboration? How will we improve competency? What is our succession plan?
6. Challenging Mindset: What needs and opportunities are emerging? Can we discover new niches to ensure our future success?
Source: Training Magazine
One of the most revealing questions leaders can ask themselves is “Whom do I serve?” Their answers to that question say more about their style of leadership and field of influence than their personality traits or emotional intelligence.
1. Sociopath – Exhibit a reckless disregard for anyone besides themselves. Typically charming and highly effective at manipulating others and the organization’s systems.
2. Egoist – Driven by their own accumulation of wealth, power, and status. An organization can grow and profit under someone like this, but only if its interests align with the leader’s.
3. Chameleon – Extremely adaptable. Typically characterized by a combination of low self-esteem and a strong need to be liked. As a result, they often lack courage and struggle with tough decisions.
4. Dynamo – Tend to exceed their sales quotas, deliver large projects on time, and generate profits. They excel at mobilizing resources and the efforts of others.
5. Builder – Promote the collective good of the organization. They consider the entire pie – not just their favorite slice – and they manage for the long term rather than getting distracted by short-term profit and stock market valuations.
Source: MIT Sloan