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7 Key Behaviors of Great Team Leadership

bytimcool August 21, 2024 No Comments

7 Key Behaviors of Great Team Leadership

In today’s competitive business environment, effective team leadership is crucial for success. Drawing insights from the world of professional sports, particularly the experiences of legendary quarterback Tom Brady, we can identify seven key behaviors that set great team leaders apart:

1. Put the Team First, Always

Great leaders prioritize team success over personal accolades. They support their teammates, even when facing personal adversity or disappointment. This behavior fosters a culture of unity and shared purpose.

2. Show Appreciation for Unsung Heroes

Effective leaders recognize and appreciate the contributions of all team members, especially those in less visible roles. This approach ensures everyone feels valued and motivated to give their best effort.

3. Set High Standards and Create a Culture of 100% Effort

Leaders should establish and maintain high standards of performance. By modeling exceptional work ethic and holding themselves and others accountable, they create a culture where giving 100% effort becomes the norm.

4. Recognize Individual Psychology and Motivations

Great leaders understand that each team member is unique and is motivated by different factors. They take the time to learn what drives each individual and tailor their leadership approach accordingly.

5. Complement the Formal Leader’s Style

In organizations with a strong formal leader (like a CEO or head coach), effective team leaders adapt their style to complement the formal leader’s approach. This creates a balanced leadership dynamic that benefits the entire team.

6. Counteract External Forces That Promote Selfish Behavior

Leaders must be aware of external pressures that can lead team members to prioritize personal interests over team goals. By consistently reinforcing the team-first message, they help mitigate these influences.

7. Create Opportunities to Connect Outside the Office

Building relationships and trust through shared experiences outside of work is crucial. These connections foster stronger bonds among team members, leading to better communication and performance when it matters most.

By embodying these seven behaviors, leaders can significantly enhance team cohesion, motivation, and overall performance. Remember, great leadership isn’t just about individual brilliance—it’s about bringing out the best in everyone around you and working together towards a common goal.

Quote Performance Management, The Future of Work

From Annual Reviews to Agile Conversations: The Future of Employee Feedback

bytimcool August 4, 2024 No Comments

In the evolving landscape of performance management, traditional annual reviews are increasingly seen as outdated and ineffective. Companies are shifting towards more frequent, informal check-ins between managers and employees. This transition is driven by the need for real-time feedback, enhanced communication, and improved employee engagement.

The Case for Change

Annual Reviews: The Old Paradigm

Annual reviews have long been the standard for performance management, but they come with significant drawbacks. These reviews often focus on past performance rather than future development, leading to anxiety and demotivation among employees. Moreover, they are time-consuming and can fail to provide timely feedback that employees need to improve their performance continuously.

Waiting until the end of the year to flag struggling employees allows failure to go on for too long without intervention.

The Rise of Frequent Check-ins

Harvard Business Review highlights a significant shift in performance management, with companies like Deloitte, Accenture, and General Electric adopting regular, informal check-ins. These organizations have recognized the benefits of agile conversations, where managers and employees engage in ongoing dialogues about performance, goals, and development opportunities.

Benefits of Frequent Check-ins

1.Real-Time Feedback

•Continuous feedback helps employees make immediate adjustments and improvements, fostering a culture of constant learning and growth.

2.Enhanced Communication

•Regular interactions between managers and employees promote open communication, trust, and stronger relationships.

3.Increased Engagement

•Frequent check-ins show employees that their development is a priority, leading to higher levels of motivation and engagement.

4.Agility and Adaptability

•Agile performance management allows organizations to adapt quickly to changing business needs and priorities, ensuring that goals and objectives remain relevant and aligned.

Implementing the Shift

To successfully transition from annual reviews to frequent check-ins, organizations should:

•Train Managers: Equip managers with the skills needed to provide effective feedback and conduct meaningful conversations.

•Set Clear Expectations: Define the frequency and structure of check-ins, ensuring consistency across the organization.

•Leverage Technology: Use performance management tools and platforms to facilitate and track check-ins, providing a seamless experience for both managers and employees.

•Focus on Development: Emphasize development and growth in every conversation, helping employees to continuously improve and achieve their career goals.

Conclusion

The move from annual reviews to frequent, informal check-ins marks a significant shift in performance management. This approach aligns with the needs of modern workplaces, fostering a culture of continuous improvement and engagement. By embracing agile conversations, organizations can unlock the full potential of their workforce, driving better performance and business outcomes.

For more insights on the performance management revolution, read the full article on Harvard Business Review.

Digital Transformation

Crafting Narratives for Effective Organizational Change

bytimcool July 25, 2024 No Comments

Few employees truly understand IT and organizational priorities. Studies show only 5-30% grasp how these affect their work.

Leaders often ask, “Why aren’t employees taking initiative?”

The answer is simple: If they don’t understand the strategy, they can’t act on it.

The solution isn’t to blame employees. As a leader, you need to communicate more effectively. Focus on building understanding, not just sharing information.

As leaders, CIOs must develop emotional intelligence

Employees don’t leap out of bed and rush to work to be a part of cost-savings and digital transformation. Don’t start with the “what.” Begin with an inspiring vision and explain the “why.”

The “why” is crucial. It:

  • Supports the vision
  • Drives action
  • Helps employees understand the direction

Even if staff don’t agree, they’ll grasp the reasoning.

There’s a Reason for the Change, So Communicate That Reason

Why It Matters

Change provokes strong emotional responses in people. It means changing established work practices, even reporting structures.

CIOs understand the technical implications of moving to digital. But we also need to lead people through change, which means dealing with people’s emotions. Thus the need for emotional intelligence. According to Psychology Today, “Emotional intelligence is the ability to identify and manage your own emotions and the emotions of others.” Our focus should be on “people skills” more than on technical skills.

This requires communication, a narrative tailored for different groups. Use analogies to explain complex ideas in simple terms. Acknowledge challenges, but focus on the benefits. Encourage dialogue, asking for questions and feedback. Ensure all leaders are sharing a consistent message.

  • Implementing Your Narrative
  • Communicate through multiple channels: meetings, emails, intranet, etc.
  • Demonstrate new systems when possible.
  • Celebrate milestones along the way.
  • Be ready to adapt your narrative as needed.

The Payoff

A strong narrative can:

  • Reduce resistance to change
  • Speed up adoption of new systems
  • Improve morale
  • Align efforts across the organization
  • Foster innovation

Remember: Even the most advanced IT changes are implemented by and for people. A good narrative doesn’t just manage change—it embeds it into your company’s culture.