Blue Pea POD: Recent Episodes
Ruth Sanderson
In this VUCA world, you can’t be an average leader and create a culture of high performance teams where people enjoy their work. As a leader, your vision, energy, and dedication set the tone for your team. If you want to build teams that are highly engaged, motivated, and delivering exceptional results. I’ve got some ideas to share with you. However if you’re seeking a magic pill this is not for you.
Developing True Leadership SkillsGreat leaders aren’t born; they are made through a continuous process of learning, self-reflection, and deliberate action. Being a great leader means more than just managing tasks and people. It’s about inspiring your team, creating an environment where everyone feels valued, and fostering a culture of accountability and purpose. This doesn’t happen overnight, but the rewards are worth the effort.
Strategies for Enhancing Team EngagementHighly engaged teams are the cornerstone of any successful organisation. Engagement is not merely about job satisfaction; it’s about creating a connection to the work and to the organisation’s mission. When team members are engaged, they are more committed, more productive, and more likely to go the extra mile. Here’s how you can foster this level of engagement:
- Communicate a Clear Vision: People want to know that their work matters. Share your vision and make sure everyone understands how their role contributes to the bigger picture. A clear, compelling vision aligns efforts and ignites passion.
- Empower and Trust: Micromanagement is the enemy of engagement. Empower your team by giving them the autonomy to make decisions and trust them to deliver. This builds confidence and accountability.
- Recognize and Reward: Regularly acknowledge your team’s hard work and achievements. Recognition doesn’t always have to be monetary; in fact, it can sometimes do more harm than good. Very often, a simple thank you or a public acknowledgement can make a significant impact.
- Foster Growth and Development: Invest in your team members’ personal and professional development and provide opportunities for learning and growth. When people see a path for advancement, they are more likely to stay engaged and motivated. However don’t just focus on their development and growth, lead the way, show them how it’s done. Invest in your growth and development too, you’ll be more credible and empathetic. (More on this later).
Building a Motivated TeamMotivation is closely linked to engagement but focuses more on the individual’s internal drive. Here’s how you can cultivate a motivated team:
- Understand Individual Drivers: Everyone is motivated by different factors. Take the time to understand what drives each team member and tailor your approach accordingly. Some may seek challenges, while others may value stability or recognition. The most common mistake leaders make is assuming that what gets them all excited will excite the team. Sometimes it does and sometimes it doesn’t. Their lack of enthusiasm doesn’t make them lousy team members; it just means you haven’t paid attention to what gets them juiced.
- Set Meaningful Goals: Goals should be specific, measurable, attractive, relevant, and time-bound (SMART). When goals are meaningful and aligned with personal and organisational values, motivation soars.
- Create a Positive Work Environment: A positive, inclusive work environment can significantly boost motivation. Encourage open communication, the sharing of different ideas, experiences, opinions, and ensure that everyone feels they matter and belong.
Achieving Purpose-Driven ResultsResults matter. But to achieve consistent and exceptional results, your team needs to be driven by purpose. Purpose fuels passion and persistence. Here’s how you can lead your team to deliver results with purpose:
- Align Roles with Strengths: Ensure that each team member’s role leverages their strengths. People are more productive and satisfied when a reasonable percentage of the role allows them to do what they do best.
- Encourage Innovation: Create a culture where creativity and innovation are valued. Encourage your team to think outside the box and bring new ideas to the table. This not only improves results but also keeps the work exciting and fulfilling.
- Measure and Adjust: Regularly review performance and provide constructive feedback. Use metrics to measure success, and be flexible and ready to adjust strategies as needed. Continuous improvement should be a core philosophy for you and the whole team.
Committing to Leadership Self-ImprovementAs a leader, your development is crucial to your team’s success. Strive to be a leader who inspires and uplifts rather than one who limits, no one wants to be the lid. This requires a commitment to self-improvement and a willingness to put in the work rather than look for the magic pill. Here are some ways to develop yourself as a leader:
- Seek Feedback: Regularly ask your team, peers, and mentors for feedback. Be open to constructive criticism and use it as a tool for growth.
- Invest in Learning: Continuously seek opportunities to learn. Attend workshops, read books, and engage in professional development courses.
- Practice Self-Reflection: Take time to reflect on your actions, decisions, and their impact. Self-awareness is key to personal growth and effective leadership.
- Lead by Example: Demonstrate the qualities you wish to see in your team. Integrity, dedication, and a positive attitude are contagious.
“Know thyself” is a powerful sentence. It’s not just what you know about the subject of leadership but also about yourself as a leader.
ConclusionBuilding a highly engaged, motivated team that delivers results on purpose is a journey that starts with you. By committing to becoming a great leader, you set the foundation for your team’s success. Remember, there is no magic pill. It’s about practising, reflecting and refining to develop yourself and your team. Embrace the challenge, and you’ll see both extraordinary results and create a legacy of leadership that inspires and empowers.
The post How to Build Engaged and Motivated Teams: A Leadership Guide to Success appeared first on Blue Pea POD.
In the fast-paced and competitive business world, the foundation of long-term success lies in the values that guide a company. These core values, similar to the DNA in living organisms, dictate every decision, interaction, and strategic move a company makes. For Managing Directors and Senior Leadership Teams aiming to build a resilient and thriving organisation, fostering a strong values-based culture is paramount. However, ignoring this crucial aspect can lead to significant pitfalls. Conversely, consciously working with and nurturing the corporate culture can yield immense benefits.
The DNA of Company Culture: Core ValuesCore values are the blueprint of any thriving company. They shape the company’s character, business approach, and stakeholder relationships. These values are not just lofty ideals, they’re practical guides that influence everyday operations, from decision-making to customer interactions. Over time, however, there is a risk that these values may shift from being a daily compass to mere fancy posters on office walls, losing their influence over the company’s direction.
Measuring Company Culture with the CTT ToolUnderstanding and measuring the health of your corporate culture is essential. The best way of doing this that I’ve found is The Cultural Transformation Tool (CTT) developed by Richard Barrett. This tool provides a comprehensive way to measure and manage organisational culture. By using the CTT, it allows Directors to gain specific and actionable insights into how well their core values are embedded in the organisation and identify areas for improvement.
The Lifecycle of Company ValuesThe evolution of company values typically follows an S-curve, with distinct phases that Directors must navigate to maintain a strong culture.
The Foundational PhaseIn the early stages, a company’s values usually reflect the founders’ vision and personal ethos. Visionary leaders embed their beliefs into the company’s culture, creating a unique identity. This phase is critical as the company’s uniqueness is defined by what it offers and how it delivers.
The Growth SurgeAs the company grows, its values become ingrained in its essence, called culture (internal facing) and brand (external facing). These influence staff retention, public perception and market alignment. Employees, clients, and consumers align or distance themselves based on the company’s values, which moulds its trajectory. Companies that integrate their values across strategic, tactical, and operational decision-making often find success. Those who only manage to integrate across some functions experience more of a see-saw approach to growth. And, of course, some companies lose their core, either because the founder left or because they allowed the external market to dictate who they should be.
Maintaining RelevanceAs companies continue to climb the S-curve they face the challenge of stagnation. At this stage, values can either drive further innovation and adaptation or become stagnant, reducing their impact. Maintaining the relevance of core values and integrating them into evolving market conditions is crucial for sustained growth. Notice I said integrate them into evolving market conditions, not pick what you think the market wants to hear. When a company loses sight of its purpose and becomes purely market-led and, therefore, market-reactive, it begins to bleed to death.
Pitfalls of Neglecting Company CultureIgnoring or failing to nurture the company culture can lead to several pitfalls:
- Erosion of Trust: When values are not consistently upheld, trust between employees, management, and stakeholders can erode. This can result in decreased morale, higher turnover rates, and a tarnished brand reputation.
- Ethical Missteps: A lack of emphasis on core values can lead to ethical lapses. Such missteps can have severe legal and financial repercussions.
- Stagnation and Decline: Companies that do not adapt their values to changing market conditions may face stagnation. This can hinder innovation and lead to a decline in competitiveness.
Benefits of a Strong Values-Based CultureConversely, a strong values-based culture offers numerous benefits:
- Enhanced Employee Engagement: Employees who feel aligned with the company’s values are more engaged, motivated, and productive. This leads to higher job satisfaction and lower turnover rates.
- Customer Loyalty: A company that consistently upholds its values can build strong relationships with customers, fostering loyalty and advocacy. This can translate into sustained business growth.
- Resilience and Adaptability: Companies with a strong values-based culture are better equipped to navigate challenges and adapt to changing conditions. Their core values serve as a guiding light, ensuring they remain true to their mission while evolving with the times.
- Positive Brand Reputation: Upholding strong values enhances a company’s reputation, attracting top talent, investors, and partners. This positive image can be a significant competitive advantage.
Strategies for Building and Maintaining a Values-Based CultureTo build and sustain a strong values-based culture, Directors should consider the following strategies:
- Lead by Example: Leaders must embody the company’s values in their actions and decisions. This alignment ensures that values are not just theoretical concepts but practical guides that influence everyday operations.
- Integrate Values into Decision-Making: Decision-making frameworks should explicitly consider the company’s core values. This integration helps ensure that decisions are profitable, ethical, and aligned with the company’s long-term vision.
- Foster Open Communication: Cultivate a culture of open communication where employees feel empowered to voice their opinions and concerns. Regularly discuss the company’s values and how they apply to current challenges and opportunities.
- Regularly Revisit and Adapt Values: While core values should remain steadfast, their application must adapt to changing market conditions and internal growth. Regularly revisiting and refining how values are implemented ensures they remain relevant and impactful.
- Recognize and Reward Value-Driven Behaviours: Create recognition programs that celebrate employees who exemplify the company’s values. This reinforces the importance of values and encourages others to follow suit.
Using CTT to Measure and Enhance Culture
The CTT tool provides a structured data-driven approach to measure and enhance corporate culture. It assesses the alignment between personal values, current organisational culture, and desired cultural values. This assessment helps identify gaps and areas for improvement, offering a roadmap for cultural transformation. It provides insight into low-hanging fruit or highlights if a company is metaphorically speaking internally bleeding to death, but it’s just not obvious where yet. If you’re interested in using this in your organisation, get in touch.
Building a Legacy on Solid FoundationsFor CEO’s and Directors, embracing values-based leadership and decision-making is not just a strategic choice but a necessity for sustainable growth. By embedding core values into every facet of the organisation and utilising tools like CTT to measure and enhance culture, companies can build a resilient and adaptive foundation that supports long-term success. As values guide the company’s journey, they transform from fancy posters and words on a wall into powerful drivers of innovation, integrity, and excellence.
In a world where corporate ethics and social responsibility are increasingly scrutinised, companies that lead with their values are the ones that will thrive and leave a lasting legacy.
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A common area of concern and focus for the leaders I work with is answering the question, “How can I drive greater accountability and foster a results-driven culture in my organisation?”
So here are some areas you can begin to look at and see which one you could pay more attention to right now which would take you in the right direction:-
1. Set Clear Expectations: Define what success looks like at every level of the organisation. Clearly outline goals and expectations, timelines, and accountability measures. If everyone knows what is expected of them, they are more likely to meet these expectations.
2. Create a Culture of Ownership: Encourage team members to take ownership of their tasks and projects. This helps them feel more connected to their work and drives better results. When people feel a sense of ownership, they are more likely to be accountable.
3. Frequent and Transparent Communication: Communicate regularly with your team about organisational/departmental goals, progress, and setbacks. Being transparent helps build trust, which is crucial for accountability.
4. Lead by Example: As a leader, demonstrate accountability. Be punctual, keep your promises, and own up to mistakes. Leading by example sets a standard for your team, which is harder than it looks.
5. Provide Regular Feedback: Give constructive feedback consistently, not just during formal reviews. Highlight positive performance and discuss areas for improvement. Positive reinforcement can increase the sense of ownership as employees feel their work is appreciated and valued.
6. Develop a Strong Performance Management System: Implement a system that tracks performance not just on KPI’s but also on desired behaviours. This will not only hold individuals accountable but also provide them with opportunities for growth.
7. Empower Your Team: Give your team the tools and resources they need to succeed. Empower your team members by entrusting them with more responsibility and autonomy in their work. When people are given the freedom to make decisions, they feel more invested and accountable. Empowered employees are more likely to feel accountable and deliver results.
8. Recognize and Reward: Recognize and reward employees who take accountability and deliver results. This encourages others to do the same.
9. Encourage Learning from Mistakes: Use mistakes as the valuable learning opportunities they are. This will help create a culture that values growth and improvement.
10. Promote Teamwork: Foster a culture that values teamwork. When employees feel part of a team, they’re more likely to feel accountable to their colleagues.
In the past, I’ve written extensively on virtually all of the above bullet points. However, there is one area that I know is a critical component of driving accountability and results. It also happens to be one of the hardest to master:
Creating a Culture of Ownership.So let’s look at this in more detail.
Creating a culture of ownership has an absence of the blame game and essentially means fostering an environment where each individual feels a deep sense of personal responsibility for the outcomes of their work. People don’t just execute tasks because they are told to; they understand the larger goals, their role in achieving those goals, and feel personally invested in the results.
Think of it as those Russian stacking dolls – (matryoska). Each person knows clearly what is expected of them, both as end results and desired behaviours in reaching those end results. They also know how their end results deliver or impact departmental or company wide goals. And they buy into those outcomes too. When people understand the “why” behind their work, they’re more likely to feel a sense of ownership.
Decision MakingOnce they have a clear sense of why and what you need to get out of their way. Delegate tasks and projects, providing team members with the necessary structure and autonomy to make decisions. This involves letting go of micromanagement. Ensure they know the boundaries about what decisions they can make and where they need to come to you for approval, to avoid potential confusion. Give them feedback afterwards not only on output but on their decision making, this will help them improve their decision making in future. And you may want to invest in decision-making training or workshops to give your team members the skills and confidence they need.
Increasing TrustAssigning these important tasks shows your team you believe in their abilities. Giving them regular feedback and having an avenue for reflective discussion usually results in them sharing more of their ideas and opinions. Through coaching, you can help them increase their confidence, and as they improve their decision making and act on their ideas the outcome is a stronger sense of ownership. And ownership isn’t about knowing who you can assign blame to when things go wrong. Rather, it’s about each team member feeling a strong personal commitment to their work and their contribution to the organisation’s success.
In SummaryThe key to creating a culture of ownership is consistent effort and patience. It requires clear and open communication, trust in your employees, and an environment that encourages innovation and creativity. They should feel comfortable making decisions, taking risks, and making mistakes from which they can learn.
Culture change isn’t a quick fix, so stick at it. With practice, you can significantly enhance accountability and drive results in your organisation.
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Developing future leaders is crucial for continued success, but where do you begin?
Start with Personalized Development PlansThe first step in developing future leaders is to invest in personalised development plans that recognise and build on each individual’s unique strengths. It’s still all too common to focus on where they’re weak and attend to that first. Or go for a quick sheep dip, sausage machine approach to skills development.
Personalisation is key. Every potential leader has a unique blend of skills and experiences. The more you can tailor development programs to align with their personal strengths, career aspirations, and learning styles, the greater the results and ROI. This might mean one-on-one coaching sessions for some or group workshops for others, depending on what resonates best with them.
Offer Real-World ChallengesYou may not know this about me, but I sing in a ladies’ choir. And there’s nothing quite like the thrill of a live performance, and the same goes for leadership development. As a choir, if we were just practicing but never planned to perform then the quality of the singing is irrelevant. When developing leaders, the more you can incorporate practising on real-world challenges, you’re giving emerging leaders a stage to apply what they’ve learned in a safe yet impactful environment. These opportunities should encourage them to think critically, experiment, and build their confidence. This results in them being more inclined to keep it going back “in the office”.
Want to stretch their growth further? Then develop challenges that are diverse and progressively more difficult. This might involve leading a small project team, managing a cross-departmental initiative, or even presenting to the executive board.
Continuous FeedbackTo speed up results you need to be providing continuous, constructive feedback. It’s not just about correction—it’s about growth and improvement, helping each leader to refine their skills and adjust their performance as needed.
Create a culture where feedback flows freely in a 360 way. Encourage mentors, peers and team members to provide regular, honest input that helps each emerging leader know what’s been appreciated and where adjustments could be made.
The Journey Toward Leadership ExcellenceExpectation management is also important. The development of future leaders is not a one-time event but a continuous journey. Foster an environment of ongoing learning and development. Encourage leaders to seek out new experiences, learn new skills, and continuously improve upon their existing ones. As a choir we’ve adapted our style over time, learning what we enjoy performing and what songs both challenge us and allow us to demonstrate our strengths. So too leaders need to adapt their strategies and approaches as they grow.
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Here at blue pea POD we believe in the power of trust and empowerment as the bedrock of a thriving organisational culture. And one thing that scuppers this is micro-management.
The Pitfalls of MicromanagementMicromanagement, the practice where a manager closely observes or controls the work of their subordinates, is akin to navigating a ship with an overbearing hand on the helm. It stifles autonomy, dims the spark of innovation, and often leads to a suffocating workplace atmosphere.
For the LeaderLeaders who micromanage may find themselves ensnared in a web of their own making. Engulfed by the minutiae, they lose sight of the strategic horizon. This hyper-focus on details diminishes their capacity to guide and inspire and erodes their credibility. Leaders are seen as taskmasters, a perception that can hinder their ability to motivate and lead effectively.
For the Team MemberFor those on the receiving end, micromanagement is a creativity killer. It sends a message of distrust, suggesting that their judgment and skills are under constant scrutiny. This environment can lead to decreased job satisfaction, heightened stress levels, and a notable dip in productivity. The once vibrant tapestry of diverse ideas becomes a monochrome patchwork of uniformity as team members retreat into the safety of prescribed paths.
For the Wider BusinessThe ripple effects of micromanagement extend far beyond the leader-team member dynamic, touching the very essence of the organisation’s culture. Innovation and agility, crucial for navigating the ever-evolving business landscape, are the first casualties. As the culture becomes mired in control and compliance, the business loses its ability to adapt, grow, and seize new opportunities.
Unearthing the Roots of MicromanagementUnderstanding why leaders micromanage is key to addressing its root causes. Often, it stems from a lack of trust in the team’s abilities or a fear of losing control. For some, it reflects their insecurities or a misguided belief that success can only be achieved through relentless oversight and snoopervision. In other cases, it’s simply a matter of habit or lack of awareness about the impact of their management style.
Navigating Away from MicromanagementThe journey from micromanagement to empowerment is not merely a shift in actions but a transformation in mindset. Here are strategies to cultivate a more empowering leadership style:
Cultivate TrustTrust is the antidote to micromanagement. Leaders must believe in their team members’ capabilities and demonstrate this trust through their actions. This involves delegating tasks and the authority to make decisions within defined boundaries.
Foster Open CommunicationCreating an environment where feedback flows freely in all directions can illuminate the diverse perspectives and ideas within a team. This open exchange nurtures an atmosphere of mutual respect and collaborative problem-solving.
Set Clear ExpectationsClarity in roles, responsibilities, and expectations provides a framework within which team members can navigate independently. This clarity empowers individuals to take ownership of their work and fosters a sense of accountability.
Encourage Professional GrowthInvesting in the professional development of team members not only enhances their skills but also their confidence in their abilities. This empowerment leads to a more competent and autonomous workforce.
Embrace Failure as a Learning ToolRedefining failure as an opportunity for growth removes the fear that often drives micromanagement. Leaders should encourage experimentation and view setbacks as valuable learning experiences.
At blue pea POD, we know the difference a culture of empowerment and trust make. Paving the way for innovation and growth. Helping companies develop their leaders so they celebrate autonomy, encourage creativity, and foster a vibrant, inclusive workplace. In doing so, we know that this unlocks the full potential in teams, propelling a business forward in an ever-changing world.
Ready to do this in your company?
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Trust is the cornerstone of any successful relationship and becomes even more pivotal within hybrid teams. Stephen MR Covey’s book – The Speed of Trust showed that high-trust environments have increased productivity, innovation, and employee engagement. In hybrid settings, where face-to-face interactions are intermittent, trust is the invisible thread that binds teams together.
What once seemed simple is now more complex. People are present and absent, physically, and virtually. Increasing trust within a hybrid team requires a blend of clear communication, empathy, consistency, and a genuine effort to understand and address the unique dynamics of a dispersed team.
Here are key strategies that will help you as a leader:
Transparent and Open CommunicationThe hybrid model, a blend of remote and in-office work, introduces a paradox: the need for autonomy and the human yearning for connection. As a leader, you’re tasked with a delicate balancing act—fostering independence while ensuring no team member feels isolated or overlooked. The key lies in consistent, transparent communication and equitable treatment of all team members, regardless of their physical location.
Establish regular and open lines of communication. This includes clear updates about the company, team goals, and individual roles. Transparency in decision-making processes also helps in building trust.
Ensure that both remote and on-site team members receive equal attention and opportunities to interact with leadership. This might involve rotating in-person meetings and virtual check-ins to ensure fairness.
Cultivating Trust Through Emotional IntelligenceEmotional intelligence (EQ) is critical for building trust. Leaders with high EQ are adept at recognising and addressing the emotional needs of their team members, fostering a sense of belonging and security. Leaders who exhibit empathy and genuine concern for their team members’ well-being are more likely to cultivate a trusting environment.
Show genuine interest in your team members. This can be through acknowledging personal milestones or challenges and offering support where necessary. Checking in on how they are as a person, not just how they’re doing with tasks. Empathy builds relational trust and demonstrates that leaders care about their team beyond work tasks.
Measuring the Impact of TrustQuantifying the impact of trust can be challenging, yet it’s reflected in the team’s overall performance and morale. High-trust teams are characterised by increased agility, stronger collaboration, and a higher propensity to innovate.
You see this in things like delivering on promises and following through on commitments. Consistency between what is said and what is done is crucial. This might mean delivering on project timelines, supporting team members as promised, or following up on feedback.
You also want to encourage autonomy. Show you trust your team by delegating meaningful tasks and providing the autonomy to complete them. Empowering team members to make decisions enhances their confidence and trust in both themselves and your leadership.
Lastly look at the quality and frequency of feedback. As in how much are people giving to each other, and to you and is it useful. Show the way by offering regular motivational and developmental feedback. What do you appreciate or notice them doing well? What could be tweaked to take things up a notch?
Leaders can gauge the level of trust through regular feedback mechanisms, employee engagement surveys, and by monitoring team dynamics and performance trends.
The Role of Authenticity and VulnerabilityAuthenticity and vulnerability are often overlooked in traditional leadership programmes. Brene Brown’s research highlights the power of vulnerability in leadership, showing that leaders who dare to be vulnerable not only humanise themselves but also invite trust and connection. She has written several wonderful books on this.
In a hybrid team, small acts of authenticity, such as sharing personal challenges or uncertainties, can significantly bridge the physical divide, fostering a culture of openness and mutual support.
A word of caution on vulnerability and sharing, which links back to EQ. Ask yourself why you’re sharing this. Is to help the person hearing or are you sharing something which is going to send them into a tailspin.
Seven Other Ways to Increase TrustEverything I’ve mentioned so far works and has an obvious business link. And as humans, we want to connect, belong, and get to know each other better. So here are some ideas you can use as they are, or as inspiration to help increase trust.
- The Morning Brew Ritual
Kick-off with a virtual hot drink of choice catch-up, where work talk is a no-no. Instead, it’s time to get to know each other better, be vulnerable, and have a laugh. This could be a moment to share your recent attempt at baking a cake for a friend that fell apart while you were taking it out of the tin. (I have several baking disasters I can share.) Or that time your pet photobombed your important presentation. Laughter is a glue that bonds the team in unexpected ways.
- The What I Need- o-Meter
Implement a fun, weekly “What I need-o-Meter” check-in. It’s a playful, no-pressure way for team members to express or ask for what they most need this week. Is it a moral boost, laughter, support with a presentation, space to be left alone/low key etc. Get creative in how they express this, so aside from just asking, which is fine, you could use emojis, GIFs, or even homemade memes to keep the vibe light and engaging.
- Virtual High Fives
In the same meeting as the above, you can also celebrate wins of whatever size. The more people share their successes, the more resilient and resourceful they become. It’s not about recognising only the big achievements but about the small victories, too. Did someone finally conquer the dreaded spreadsheet monster? Or share an idea that they would have kept to themselves in the past? Or turn their PC off at 5:30 pm and not check email overnight?
- The Digital Campfire
Host monthly “Digital Campfire” sessions where team members share stories. This might be about work, their personal adventures, dreams, or even the latest book/film/series that captivated them. It’s about warming up to each other’s lives outside the office.
- Facilitate Team Bonding
Organise team-building activities that cater to both remote and on-site team members. This can be virtual team lunches, online games, or in-person retreats, helping to strengthen interpersonal trust.
- The ‘Walk in My Shoes’ Workshop
Have a “Walk in My Shoes” workshop where team members exchange roles or shadow each other for a day. It’s a way to appreciate each other’s challenges and triumphs, deepening empathy and, you guessed it, trust!
Embracing the Future with TrustAs we navigate the complexities of the hybrid workplace, trust remains the enduring thread that holds teams together. It’s the silent language of leadership that speaks volumes through actions, empathy, and a commitment to genuine connections.
For leaders, mastering the art of building trust is not just a leadership skill but a strategic imperative that shapes the future of work.
The payoff in terms of team cohesion, resilience, productivity, and overall satisfaction can be significant.
Ready to increase trust in your team, get in touch.
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The global work environment has undergone a paradigm shift, with remote and hybrid work models becoming increasingly prevalent. This transformation creates new challenges for leaders in managing distributed teams, ensuring collaboration, and maintaining productivity irrespective of geographical boundaries.
In this article, we highlight strategies and best practices for leaders to excel in remote and hybrid work management.
Embracing Technology for Seamless Communication1. Leveraging Collaboration Tools: Employ advanced collaboration tools that facilitate seamless communication, document sharing, and project management. Ensure your team is well-versed with these tools and understands best practices for their use. Don’t assume they will know how to use them, or rather what your company’s procedures and expectations are for using them. 2. Virtual Communication Skills: Develop and encourage strong virtual communication skills within your team. This includes clear written communication, effective virtual meeting participation, and the ability to convey ideas and feedback constructively. This is even more important when using dual screens. e.g. having a discussion with the side of someone’s head is weird, however it happens.
Building a Trust-Based Culture1. Fostering Trust: Trust becomes paramount in a remote setting. Leaders must trust their team members to manage their responsibilities effectively, and employees must trust their leaders to support them. Cultivate this trust by being transparent, consistent, and reliable. If you want more help in building trust, download our free masterclass. 2. Results-Oriented Mindset: Shift the focus from the number of hours worked to the results produced. Encourage a culture that values productivity and outcomes over presenteeism. Read our article of death to the work ethic.
Prioritizing Employee Well-being and Work-Life Balance1. Promoting Work-Life Balance: Acknowledge the challenges of remote work, such as the blurring of work-life boundaries. Encourage your team to establish clear work hours and take necessary breaks to recharge. You’ll find more information here on setting good boundaries 2. Supporting Mental Health: Pay attention to the mental well-being of your team. Create safe spaces for discussions about stress, workload, and mental health, and provide access to resources and support.
Enhancing Team Engagement and Collaboration1. Regular Check-ins and Virtual Team Building: Establish regular one-on-one and team check-ins to stay connected. Engage in virtual team-building activities to foster camaraderie and a sense of belonging. 2. Inclusive Leadership: Be mindful of inclusivity, ensuring that all team members, irrespective of their location, feel valued and included. Pay extra attention to those who are remote to prevent feelings of isolation.
Investing in Training and Development1. Remote Leadership Training: Invest in training programs that specifically address remote leadership challenges and provide tools and frameworks that work. And we can help you develop a program that meets your specific needs and challenges and works withing your culture. Here’s a little inspiration and do get in touch. 2. Continuous Learning: Encourage a culture of continuous learning and development, ensuring your team has access to resources that help them adapt to remote work dynamics.
ConclusionLeading in a remote and hybrid work environment requires a distinct skill set, a shift in mindset, and a proactive approach to management. By embracing technology, building a trust-based culture, prioritizing well-being, enhancing team engagement, and investing in training and development, leaders can navigate this new hybrid world of work effectively. These strategies not only ensure sustained productivity but also contribute to building resilient, connected, and engaged remote teams, ready to face the challenges and opportunities that lie ahead.
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Feedback is a powerful tool in the hands of a business leader. Capable of driving performance, fostering a positive work culture, and propelling an organization towards success. However, the impact it has depends largely on how it is delivered and perceived. Motivational feedback encourages and acknowledges strengths, while developmental feedback focuses on areas for growth. Both are essential in helping employees reach their full potential.
In this post, we delve into the importance of providing a balanced mix of motivational and developmental, common mistakes to avoid, and strategies for enhancing the effectiveness of your feedback.
The Dual Power of Feedback1. Motivational: Celebrating success and building confidence, motivational feedback recognizes accomplishments and highlights strengths. It instills confidence, boosts morale, and reinforces positive behavior. When employees feel valued, they are more likely to be engaged, committed, and motivated to excel. 2. Developmental: On the other hand, developmental feedback addresses areas of improvement, providing constructive criticism and guidance. It is not about highlighting shortcomings and leaving the person feeling lousy, rather it’s about creating opportunities for growth and learning. Employees who receive regular, well delivered developmental feedback, feel supported in their professional journey, knowing that their leader is invested in their progress.
Common Mistakes in Delivering Feedback1. Lack of Specificity: General comments like “good job” or “you need to improve” are not enough. Feedback should be specific, actionable, and relevant to help the recipient understand what they did well or what needs to change. 2. Ignoring the Positive: Focusing solely on areas for improvement can demoralize employees. It is crucial to strike a balance, acknowledging strengths while also addressing areas of growth. 3. Poor Timing: Feedback should be timely, given close to when the event or behavior occurred. Delayed feedback loses its relevance and impact.
Improving the Way You Give Feedback1. Create a Safe and Open Environment: Foster a culture where feedback is welcomed and appreciated. Ensure that your employees feel safe to receive and give feedback, knowing that it is meant for their development and not as a criticism. 2. Be Empathetic and Objective: Approach feedback sessions with empathy, understanding the employee’s perspective, and remaining objective. Focus on the behavior or task, not on the person, to avoid making it personal. 3. Practice Active Listening: During feedback sessions, listen actively to the employee’s responses and concerns. This shows that you value their input and are willing to work together to find solutions.
ConclusionFeedback is a potent leadership tool that, when used correctly, can transform individuals and teams. By providing a balanced mix of motivational and developmental, acknowledging strengths, and addressing areas for growth, business leaders can drive performance, build a positive work culture, and lead their organization to new heights.
The end goal is to empower your employees, helping them realize their potential and contributing to the success of the organization. If you want to learn proven techniques and human approaches to delivering powerful feedback, get in touch.
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In this podcast I want to talk about how you can create a culture change quickly.
First let’s start by looking at why creating the right culture is important.
Why is creating the right culture important?It’s the hidden force that drives most of our behaviour in the company. Therefore, it drives our choices or decisions
Culture and leadership are the same coin, just different sides. Leaders are responsible for managing the culture, re-enforcing what’s still working, leading the way and role modelling what needs to evolve.
A leader must be right for that stage of a business. There are leaders that are great at turning a business round, those who are great for stability and those great for growth. There are leaders who are great for start-ups, those taking it to the next level and those who are right for large, mature organisations.
Bring in the wrong leader for the phase of the business you’re in and complications ensue.
When new Leaders join a team or business and don’t know how to manage culture then things can get messy, fast.
They either fight the existing culture – which can result in them being spat out quickly by the company or employees play the game and on the surface go along with the new leader, waiting it out till the leader moves on. Existing cultures usually win here.
The new leader could give in to the culture – in which case what needed to change and evolve doesn’t. This is usually a slow creeping death.
What is culture?In a nutshell it’s derived from unspoken behaviours, mindsets and social patterns
Culture shapes the attitudes, decisions, choices that are made. It defines what’s normal, acceptable and rewarded in this team, site or company.
Culture is like a soup, if it’s a healthy one it nourishes you. If it’s unhealthy for you then you want to get out – it’s one reason people leave within 6 months of joining an organisation. What’s more as an organisation grows the culture will evolve, as it does, some people choose to leave, the soup no longer right for them. Sometimes though evolution is required but it’s fought by all and then the soup becomes toxic and if nothing happens the company goes under.
How can I tell what the culture is?Observing the culture could be split into 3 aspects
The easyWhat do you see around you, the artefacts, the behaviours. Eg Is it open plan, formal dress, mini football table, what’s the art on the wall, the way the phone is answered or you’re greeted at reception – it’s the surface presentation of the culture, but it might not actually be the culture. Some of what you see could be the desired culture or it could be the espoused culture. In some cases it’s just a collection of stuff and means nothing at all. Without further enquiry, observation and interrogation you don’t really know how valid this stuff that you’re observing is. Plus you need to remember you’re observing it through your subjective filters.
The intermediateThe values they state. Eg Teamwork. But how do they behave that demonstrates teamwork? Is it that no decision is made until we all agree. People can attend any meeting they fancy if they believe they have something to contribute. We work together and no one is left to sink. No shouting or strong expression of emotion. It’s OK to let rip if it’s at the idea not the person. You see how these are all different and without being explicit then each person will come with their expectation of what this value means. The upshot is that people think they’re living the value and others might disagree.
Then you need to observe – are decisions made in line with the values or conveniently forgotten if it’s going to cost time or money.
The harder or deeperWhat’s the history of the team or organisation. What were the key values, beliefs, assumptions and mindset of the founders. What worked, brought success that was then taken for granted as the way to do things and is no longer considered, or challenged. It’s also taught or passed on to newcomers as this is the way to think / feel and act to experience success. Or stay safe or have some stability.
Here you’re looking to discover what are the deeper underlying thought patterns that drive emotions and behaviour
In summary then culture is highly unconscious and unless you become aware of it, it is managing you and the results that are possible. As a leader it’s critical you become aware of it and learn how to use it. This will help you navigate challenges better as well as bring greater results.
Which brings me to a question I’m often asked
The fastest way to create a culture shift is….Discover the underlying thought patterns that are driving the culture and then you know where to start the shift.
What still works, what’s outlived its use, what are people strongly attached to that they are reluctant to let it go. What’s required to support the desired culture.
Now sometimes a leader in a team can step back and observe, discover, and implement – no external 3rd party help is required.
Often though external help is. Now again sometimes the external can be external to the team. But external to the company gives you that ultimate fresh perspective, plus we’ve also done this a lot, so we can guide you as to ways of getting the outcome as fast as possible.
5 reasons most culture shift initiatives fail?A lot of change initiatives fail because no one considered the culture and whether the new change could operate in the current culture.
Culture change initiatives fail for a variety of reasons
- There was insufficient clarity on the purpose and vision of the company
- The leadership team thought they were immune to any change and could just outsource it and carry on as before
- It wasn’t managed as a culture change – it’s deep stuff, it’s going to bring up strong reactions, positive and resistant. You have to be able to handle this, not slap a lid on things or just mandate.
- It’s implemented through fear – the burning building approach, which really just burns up resources.
- Systems and processes are out of alignment with the new culture. Eg New culture says teamwork and collaboration and then KPI’s are set for your function alone and your bonus is based on your individual performance.
Creating a culture shift in your teamIf you’re looking to create a culture shift in your team then these are some key elements.
- Have a clear vision and purpose that everyone understands and commits to
- Have clear values and behaviours that are aligned with the vision and purpose
- Ongoing – Allow time for reflection – individual and as a team
- You can see progress by the quality of the conversations that are taking place.
Creating a culture shift in your department / site / businessEffectively you’re doing the above on a larger scale. Which can be daunting. It’s good to know there are tools and frameworks that allow you to get insight as to where you are right now, where is the low hanging fruit, what looks like the best path to take to get you where you want to be. What are the other considerations you need to focus on and improve so that the culture shift is sustainable – systems / recruitment / leadership / relationships / learning and growth / product. I love the Barrett’s Values Culture Assessment for helping with all of this. Yes there is a cost associated with doing this, however the insights it reveals and support it provides is worth it’s weight in gold.
How long does it take to create a culture shift?How long is a piece of string – in a team it can happen in as little as 90 days, if it’s managed well. And then extrapolate from there. If we’re changing the culture of an entire organisation of 1000+ people then you’re looking at a good year plus, (again if it’s well managed). The reason it takes longer is because there will definitely be shifts required as I mentioned in areas like recruitment, compensation and benefits, general organisational systems.
Impact of Culture on Company PerformanceCulture indicates the future performance of the business. It affects engagement, staff retention, being able to attract future talent. These things impact customer satisfaction and trust in the brand. All of which hit the bottom line.
I come back to something I mentioned earlier – if you’re not actively managing the culture of your team / department / company then it is definitely managing you.
If you want to discuss how you can get better at managing your culture contact me
In the meantime
Go be the difference in leadership
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With the end of 2022 in sight, I’ve been looking at my productivity. My August went by so fast I missed it, and September wasn’t much slower. So much so that I began October with more work than I knew I could get through. I started to get that sinking feeling, where I have this [...]
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What is an Archetype? Carl Jung was the first person to bring archetypes into the more mainstream. He said you could no more separate yourself from your archetypes than you could separate yourself from your DNA. We’re familiar with archetypes and their influence even if we don’t go around thinking consciously about them. The word [...]
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This is an AI transcript of the podcast, please excuse any minor errors. Sadly there is still an all too common belief amongst leaders that they won’t benefit from personal development and it’s over rated. They believe that the technical skills that got them to where they are will be enough to keep them going. [...]
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As a leader we’re constantly taking risks. Or should be. The question is are we mitigating, minimising or trying to eliminate and which is the best for the situation to encourage growth. I was running a group leadership programme the other week and they were sharing their wins in applying the material. I also got [...]
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Welcome to the 2nd Podcast on Success Principles. Our mind has several higher faculties – these include reason, will, perception, intuition, memory and the one I’m going to talk about today – IMAGINATION. Of course depending on how you use these higher faculties, determines what you think about and therefore bring about. Imagination for [...]
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In this episode of the blue pea leader, I want to explore the use of archetypes, well one specifically. But what are archetypes, well they’re a language of power and a route to know ourselves better. Why do we do what we do, respond how we do. What makes us attracted or repelled by someone/thing. [...]
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This year I'm exploring and attempting to understand what drives fear(s) more. I know what a topic to pick. Maybe something smaller for next year 😆 However fear is a powerful emotion. It stops us in our tracks, influences our thoughts and the words or actions we take. Let’s take Psychological safety – so important [...]
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Welcome to a new series I’ll be covering throughout this year on Success Principles. The first principle I’ll be exploring is Attitude. Humans have one of those luxuries - something we take for granted and overlook. Freewill. Often we act like we don't have a choice. We forget to use our freewill. And something that contributes [...]
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Well what a few years. Optimist, pessimist, which one are you leaning towards? I have high hopes for 2022. Because somewhere in the highs and lows, the turbulence and uncertainty I've discovered more about myself. What do I really want to contribute to the world. What sort of leader have I been and am I [...]
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Burnout, exhaustion, stress gone too far. For some of us last year we found ways of getting through the turbulence and we entered this year hoping that things would improve. It’s possible that you defined last year as stressful or exhausting. I know several people who by April this year were longing for a holiday [...]
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A return to the office and the more traditional way of working is starting to happen. Of course there are risks and rewards of doing this. And from several conversations I’ve had with clients I know there are many preferences for the future. I also understand that remote working has challenged our ability to stay [...]
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Sometimes we can get stuck in thinking things that happen are random, uncertain or chaotic. And sometimes we get stuck in looking for THE reason behind every event. Yet there is a question that can shift our mindset and unlock potential and possibility where at first we saw nothing. Let say we look at an event through the lens of [...]
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Let's talk about expectations and goal achievement and let's be honest it's not the most attractive subject you know it's not it's not a sexy subject. I have to say that when I'm working with leaders and I say now let's look at goal achievement their eyes roll. And if they didn’t think I’d notice, they reach for their favourite distraction. We all want [...]
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Analysis is an essential leadership skill quality that produces better results, but there comes a point when overdone, we enter analysis paralysis, start over thinking everything and poor decision making follows. Every day there are decisions to be made. Who should be assigned to what project? How do we manage remote working, so it benefits the company, our customers and our employees? What’s the next product our market is searching for? [...]
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Hello and welcome to the blue pea leader podcast, and in this episode I'm going to be joined by Emily Foster, who is the APAC media leader for Colgate at WPP. And she's also a diversity and inclusion leader, and that's why I've invited her on the podcast today to share her thoughts, passion and [...]
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In this episode of the blue pea leader I’m going to be sharing my thoughts on self-directed learning, what it is, the benefits and how, as a leader, you can best support it.
Pre Covid, we were more inclined to have learning mapped out for us. Course and programmes were organised and designed by the company you worked for. And most learning interventions happened in a classroom or face to face environment.
Not so now. There has been a rise in remote learning as well as online learning. There has also been a rise in companies giving discretion and autonomy to their staff to choose and select their own learning.
In essence, this covid shake-up has helped us focus in on the real gaps in our ability as well as showing us what’s fundamentally important to us.
We’re all unique and so what one person needs right now isn’t the same as another.
What is Self-Directed Learning? Self-directed learners take control of their own learning and development. Deciding what they want to learn, how they want to learn it and when they want to learn.
It’s more organic and allows the person to choose what works for them.
The Benefits of Self-Driven Learning Here are 2 main benefits: –
1. The Learning is Relevant and Personal to Each Individual Assuming you’re having conversations with each person in your team, then they’ll be aware of their strengths and weaknesses. As well as the key outputs of their role.
In which case they’ll know what’s their priority areas to enhance. Rather than it being cookie-cutter or formulaic, now they can seek out learning and development that they’re already bought in to.
For one person, it may be a focus on softer skills like emotional intelligence, resilience or influencing.
For another, it might be hard skills like blockchain, artificial intelligence or affiliate marketing.
2. Better ROI The cost of some training programmes can be eye-watering, and when you factor in the impact or useability. Cripes alive. Even cheap programmes can be expensive when they’re poorly designed, badly delivered and unsupported back in the workplace.
Over the years, I’ve seen a lot of ineffective training.
As funds for developing your staff can be squeezed, especially at times like this then self directed learning allows the funds you do have to be used in areas that person has a high desire to improve in and will impact the business.
When we have a high desire, we’re more receptive to the input, and in applying it. And because they choose what they learn, when and how, there is a greater level of commitment.
In fact, over the last few months, I’ve taken on clients who are investing in themselves, even though the company they work for has frozen all budgets. How’s that for self-directed learning, they’re even funding it.
And they already see fruits of their investment, such as.
- Creating a vision and selling it to their CEO, spearheading the future of the business.
- Reducing stress levels in the team and getting resources from senior leaders for their project, which until then had been undervalued.
- Increasing their remote leadership skills and keeping their team feeling connected, productive and resourceful.
How to Support Self-Directed Learning Supporting the learning itself is just as important whether it’s self-directed or not. Here are some ways to encourage learning.
Practice Encourage them to implement something they’ve just learned. And to repeat it a few times.
Rarely do we get it right the first time and we certainly don’t get it ‘in the muscle’. Nerves that fire together wire together. And so in order to get those nerves firing and wiring practice is required.
How can you encourage more practice? This reinforces the 70:20:10 principle of learning.
Speed and Time Remember the hare and the tortoise. Well in the case of learning both win, neither is better than the other. We learn in different ways and at different speeds.
Coach the person to help them maintain momentum in their learning journey. That way, in your coaching conversations, you’ll ascertain the pace that enables them to practice and keep confident and motivated.
Also, check that they’re carving out time and protecting it to do their learning.
Enhance and Embellish Yes, self-directed learning is something which individuals take on themselves, and it shouldn’t mean you’re surplus to requirements or frozen out.
I’ve mentioned coaching them, and you may also offer to mentor them or through delegation offer them an opportunity to take their learning and practice further.
You may know of others learning a similar skill and suggest they form a group to share insights.
And Finally – Lead The Way I know we’re back to walking your talk, being a role model.
Plus great leaders never ever stop learning. To quote Stephen Covey, it’s about keeping your saw sharp.
Right now, I have several clients who are increasing their ability in resilience, remote leadership and coaching.
Often when things get very uncertain or chaotic, it clearly highlights to us what’s next for our improvement so we can be the best leader for our team right now.
The leadership development we do at blue pea POD is designed for your needs; it isn’t cookie cutter or theory, which is why there are a high engagement and ROI both for the person and the business.
You may remember that earlier I said I’ve taken on clients who are investing in their own learning even when the company had frozen budgets. I’ve also had conversations with people who’ve said they couldn’t invest in their development because the company had frozen the budget.
The thing is that when life and business kick off again, and it will, these people are going to be competing against people, like my clients, who have used this time to develop themselves.
So what’s the edge for you?
Until next time
Go and be the difference in leadership
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In this episode of the blue pea leader podcast, I’m going to talk about the importance of developing your courage muscles.
We often dismiss our level of courage or at times feel overwhelmed and wonder if there is any point continuing with a goal. Especially now, with waves of lockdown being projected and more uncertainty for Businesses.
The thing to remember is that whilst people do follow great visions, they also follow people who are courageous.
And right now we may not be able to articulate the great vision, things maybe in too much flux.
And yet every day we can and do need to tap into our courage
- to seek out the truth even when we know it’s going to be painful
- or to embrace change when it’s easier to remain within our comfort zone
- or speak our mind kindly, even though others may disagree with us
When I’m running workshops on vulnerability, then courage is often mentioned because it this we need to tap into so that we can learn and grow when we know we’re going to be displaying or discovering our weaknesses.
So how do we develop or draw upon our courage muscles?
Your values. Knowing what’s clearly important to you, then you know what you’re in the game for, you know what you’re fighting for, you have a decision making compass.
To quote Roy Disney, “Once you know what your values are, it’s easy to make your decisions.”
Which is true and that doesn’t stop us sabotaging ourselves
It’s easy to take the short cut, to look for the hack, the easy route. And if this doesn’t take you forward to your goal then you’re playing on the sidelines, looking for the magic pill, the comfortable.
Which means as a leader you’re teaching / role modeling this approach or attitude to others.
Courage is contagious.
And never underestimate the power of small.
There was a song by chumbawamba called tubthumping – one of the lines is “I get knocked down but I get up again, you’re never going to keep me down”
Busting Some Myths Now in workshops or when I’m coaching clients, and we discuss courage, there are a few myths that can show up and like balloons at a party, they are just asking to be popped.
The first is courage is when you face something big… and big is also what others would define it as too.
Yet as I said don’t underestimate the small stuff.
I wonder if you relate to any of these:-
- Courage is applying for a job and not being 100% sure you’re a fit – but you’re excited by it.
- Courage is sharing a story and not fully knowing how the other will receive it.
- Courage can be saying hello to a stranger or asking someone for a dance.
These aren’t big things, and no not everyone would agree they require courage, but if it’s outside your normal or comfort zone, then yes it does.
There is also the myth that if you’re courageous, you have a handle on fear. Like you probably don’t feel it. Or can dismiss it.
When in fact your knees can be knocking, (which is interesting when you’re dancing), and you still do it anyway.
In any moment we get to choose what we pay most attention to… our sense of fear, and what we make it mean – whether it’s that we’ll look daft, appear stupid, or of screwing up or making a mistake.
Or do we focus on what we value and our goals and draw upon our courage.
The courage to step out, to step up, being ok with the fact that there might be a moment of looking daft or getting it wrong.
Effortless Courage? Everything that you can do easily and effortlessly now at some point you were clunky with. And yet you wanted it enough to keep going. You drew upon your courage whether you remember that now or not.
And frequently that’s an important reminder- we can sometimes forget what courage it’s taken in the past.
When I’m standing in front of 12 people training them in presentation skills with not a PowerPoint slide in sight, a comment I frequently get is I make it look so easy, and I don’t understand how nervous they are.
And I chuckle and share with them how my first presentation went – short answer, very bad.
And so I say that if I can go from being that bad to what they see today, then they can too, and in a lot less time.
I also let them into another little secret that I also still feel nervous before presenting or training – it’s just I’ve learned to harness this rather than feeding it.
Step Up The third thing I want to share with you is based on a quote from Anais Nin “life shrinks or expands in proportion to your courage”.
It relates to the statement, everything that you want, but don’t yet have is outside of your comfort zone. And courage is the vehicle that gets us out of the comfort zone.
Who knows what the rest of 2020 has in store for us or even next year. And there is one thing we can focus on that will help us and our team enormously- our courage muscles. Any time of uncertainty, chaos or crisis causes us, and calls us, to be courageous in who we are and in what we do.
And that allows us to shine our light into the world.
Until next time on the blue pea leader, have the courage to keep on keeping on.
Ruth
P.S Courage and Resilience work together. Download our free report on how you can increase your resilience – both personal and organisational.
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