Tag Archives | Engagement

Leaders, Put the Right Bosses In Place

Corporate victoryWant a great organizational culture, where leaders and staff exceed performance expectations while living your company’s desired values?

Put the right bosses in place. Then observe, coach, and praise their aligned efforts to make certain they continue to be the right bosses each day.

There is no “lever” that has greater impact on employee engagement and performance than having the right bosses leading employees.

Leaders at all levels of an organization drive employee engagement (or not) and employee performance (or not). Senior leaders must ensure that every boss in their company delivers two things consistently:

  • Values: Live the organization’s values and behaviors as well as align staff behaviors to them, and
  • Performance: Exceed performance expectations themselves and inspire it in their staff.

Doing one without the other doesn’t keep your teams at peak performance with values alignment. Great citizenship without delivering high performance doesn’t help your organization, it holds it back.

Great performance with poor citizenship creates conflict, distrust, and reduced employee engagement. That doesn’t help your organization, either.

One client faced a difficult situation. The senior leadership team had embarked on a culture change initiative. They published their values and behaviors and charged all leaders in the company to embrace them. Most of their leaders, managers, supervisors, team leads, etc. adapted to the new values expectations seamlessly.

A few struggled; after all, these leaders had never been asked to demonstrate the new “ways of treating others” in the past. A few didn’t change their behavior, figuring that this new initiative will blow over and they’d not have to really change.

The biggest hurdle the senior leadership team faced, though, was one of their own did not change his behavior. He continued to be difficult, self-serving, and uncooperative in the new environment. He told everyone he was trying, but the reality was that he didn’t model the new values and behaviors at all.

What would you do with this senior leader? We’ll come back to this challenge in a moment.

Here are three steps to consider to make sure all bosses in your company are the right bosses.

First, set the stage. Clarify, formalize, and communicate your organizational constitution: present-day purpose, values, strategy, and goals. Senior leaders must be champions of these agreements, demonstrating them with every plan, decision, and action. Only by living the constitution do senior leaders earn the right to expect other leaders in the company to do the same.

Second, demand values alignment and performance from all leaders. Make expectations clear of all leaders in the company – a “good job” now includes living our organization’s values while inspiring expected performance. Show them how values alignment looks. Teach them how to coach their team members to demonstrate the company’s valued behaviors.

Third, measure, monitor, and reward. Senior leaders must “engage by wandering around.” Be present and observe how teams operate, how bosses manage both values and performance day to day. Create systems to measure employee perceptions of their bosses.

The mis-aligned senior leader? The president chose to keep him in place. Despite close observation and regular coaching, the mis-aligned leader never quite embraced the culture. The credibility of the president and of the change initiative was negatively impacted by leaving this mis-aligned leader in place.

Follow the steps above, and you may never face that challenge.

How many of the bosses in your organization are the right bosses? In what ways does your company monitor “right boss” behaviors?

Contribute your thoughts about this post/podcast in the comments section below.

What is it like to live in your organization’s culture? Share your experiences in my fast & free Performance-Values Assessment. Results and analysis are described on my blog’s research page.

This research can help you refine your organization’s corporate culture. Contact me to discuss conducting the Performance-Values Assessment in your company.

Photo © istockphoto.com/shironosov. All rights reserved.

Subscribe!Podcast – Listen to this post now with the player below. Subscribe via RSS or iTunes.

The music heard on these podcasts is from one of Chris’ songs, “Heartfelt,” copyright © Chris Edmonds Music (ASCAP). Chris plays all instruments on these recordings.


Subscribe to Chris’ mobile updates, texted right to your smartphone! Text VALUES to 72000 or head here.


Chris’ new “Culture Leadership Charge” series and the rest of his video clips can be found on YouTube. Subscribe to Chris’ YouTube channel.


vimeo_logoChris’ new “Culture Leadership Charge” series and the rest of his video clips are also available on Vimeo. Subscribe to Chris’ Vimeo channel.


podcast_subscribeSubscribe to Chris’ posts via RSS.


itunes_subscribeListen to or subscribe to over 300 of Chris’ Culture Leadership Podcasts on iTunes.


The music heard on Chris’ podcasts is from one of his songs, “Heartfelt,” copyright © 2005-2017 Chris Edmonds Music (ASCAP). He played all instruments, recorded all tracks, and mastered the final product for your listening pleasure.

Disclosure of Material Connection: Some of the links in the post above are “affiliate links.” This means if you click on the link and purchase the item, Chris will receive an affiliate commission. Regardless, Chris only recommend products or services he uses personally and believes will add value to his readers. Chris is disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255: “Guides Concerning the Use of Endorsements and Testimonials in Advertising.”

2

#GreatBosses Inspire Growth

iStock_000010106679XSmallAre you a great boss to your employees? A great boss is a person who creates and maintains a safe, inspiring work environment where talented, engaged employees THRIVE.

Great bosses create clear performance standards and clear values standards and hold everyone (including themselves) accountable for both each day.

In these work environments, employees perform better (40% or more better), serve customers better (40% or more better), and produce higher profits (30% or more higher). Let’s look at one of the best practices of GREAT bosses.

GROWTH
Great bosses create avenues for team members to learn new approaches, develop new skills, and gain confidence to put those skills into action in the workplace.

Great bosses do not let team members”rest on their laurels” or allow their skill sets to stagnate. Great bosses know that their organization and their global marketplace is constantly changing and evolving.

The only way great bosses can ensure talented, engaged team members are held in the highest esteem by their organization is to continually boost team members’ contribution and value to the company.

Here are a few ways that great bosses I’ve observed and studied helped their team members grow.

Boost standards. Customers’ expectations constantly evolve. They want products and services that exceed their needs, and they want competitive prices. Your competitors aim to boost their market share with new products and services. Your business offerings can’t stand still. Great bosses set higher performance standards annually (if not more frequently), then help team members improve efficiency, reduce costs, and speed products to market to exceed those standards.

Build skills. What do you call talented, engaged team members with skill sets that no longer serve the company? At risk! In order to maintain that desired standing (talented & engaged), team members must honestly assess how well their skills serve current and future performance expectations. Great bosses coach team members to proactively toss old skill sets and engage in building new, needed skill sets, regularly.

Visit customers. How do customers utilize your products and services today? How are customer needs evolving – and how might your company address their needs? Great bosses create opportunities for team members to get practical understanding of customer needs by face-to-face visits and interactions. Personal relationships with customers drive open conversations and loyalty. Such relationships also uncover opportunities for team members to serve their customers more effectively.

Shared leadership. Great bosses give talented, engaged team members regular opportunities to lead. Facilitating team meetings or project team sessions can boost team member skills and confidence. Presenting concepts and proposals to internal and external customers help team members internalize needs and approaches as well as increase their comfort with public speaking. Asking talented, engaged team members for their ideas and solutions is a more casual way that great bosses share leadership.

Contribute your thoughts about this post/podcast in the comments section below. In what ways have your great bosses helped you to grow, to boost your contribution and value to your organization?

What is it like to live in your organization’s culture? Share your experiences in my fast & free Performance-Values Assessment. Results and analysis are described on my blog site’s research page.

This research can help you refine your organization’s corporate culture. Contact me to discuss conducting the Performance-Values Assessment in your company.

Photo © istockphoto.com/yuri_arcurs. All rights reserved.

Subscribe!Podcast – Listen to this post now with the player below. Subscribe via RSS or iTunes.

The music heard on these podcasts is from one of Chris’ songs, “Heartfelt,” copyright © Chris Edmonds Music (ASCAP). Chris plays all instruments on these recordings.


Subscribe to Chris’ mobile updates, texted right to your smartphone! Text VALUES to 72000 or head here.


Chris’ new “Culture Leadership Charge” series and the rest of his video clips can be found on YouTube. Subscribe to Chris’ YouTube channel.


vimeo_logoChris’ new “Culture Leadership Charge” series and the rest of his video clips are also available on Vimeo. Subscribe to Chris’ Vimeo channel.


podcast_subscribeSubscribe to Chris’ posts via RSS.


itunes_subscribeListen to or subscribe to over 300 of Chris’ Culture Leadership Podcasts on iTunes.


The music heard on Chris’ podcasts is from one of his songs, “Heartfelt,” copyright © 2005-2017 Chris Edmonds Music (ASCAP). He played all instruments, recorded all tracks, and mastered the final product for your listening pleasure.

Disclosure of Material Connection: Some of the links in the post above are “affiliate links.” This means if you click on the link and purchase the item, Chris will receive an affiliate commission. Regardless, Chris only recommend products or services he uses personally and believes will add value to his readers. Chris is disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255: “Guides Concerning the Use of Endorsements and Testimonials in Advertising.”

1

Practice Perfection to Boost Team Performance

McLaren-F1-world-recordHow long does it take you to change a tire on your car or truck? Less the time I spend stewing and mumbling under my breath, it takes me awhile. I chock the wheels, get out the jack, then review the jack instructions because I can’t remember how it works. Typically, I bloody my knuckles and, within minutes, give up. I call roadside service and wait for the experts.

In auto racing, pit stops are where teams make up time on their competitors – or where they lose time and, sometimes, lose the race. In Formula 1 racing, the standard for a 14-person pit crew to swap four wheels and tires is under three seconds. The world record, set in July 2012 by the McLaren team at the Grand Prix race in Hockenheim, Germany, is 2.31 seconds. Watch the video above to appreciate their practiced perfection.

The BBC broadcast a terrific story on how two Formula 1 teams use technology to assess pit team performance and identify different approaches to accomplish pit stop activities in the most efficient ways. One team stated that their pit crews practice wheel and tire changes 100 times during race weekends. They practice perfection. They film every practice session in high definition, slow motion. The video provides feedback that can improve the performance of every team member. They review the tape, clarify opportunities for working more efficiently together, praise progress, and practice again. And again.

McLaren implemented a live pit area dashboard that enables every player, from driver to crew member to team lead, to see the status of every activity during the stop. The 12″x12″ panel of lights shows red if an activity is not done, yellow if the activity is in process, and green if it’s done. For example, the wheel nut wrench (which unlocks and locks the single nut that holds the wheel on the axle) has a button on it that the crew member presses when the wheel is locked on and ready. Pressing the button turns the dashboard light green for that wheel.

Each pit crew member has the responsibility to 1) do their assigned job perfectly and quickly, and 2) press their button to ensure all other team members see their job is done right by the panel’s green light. All in less than three seconds.

Does Your Team Practice Working Cooperatively?

Most work teams don’t “practice perfection” in working together. In fact, most work teams don’t practice at all – nor do most teams have a formalized team “constitution,” with clear purpose, values, strategies, and goals.

Your team can’t practice perfection until they all understand the team’s “reason for being” – and fully buy into it, individually. With committed, talented team members in place, you can then invite staff to analyze what a “great job looks like,” what world class performance looks like. With that standard in place, it’s a matter of investing time identifying key gaps, building better approaches, then practicing those approaches.

Learn from McLaren – help team members perform their tasks perfectly and cooperatively, and you’ll see team performance and engagement grow.

Join in the conversation about this post/podcast in the comments section below. Do your teams practice working together? What elements of a team “constitution” are in place – and how do they help your team’s performance and engagement?

What is it like to live in your organization’s culture? Share your experiences in my fast & free Performance-Values Assessment. Results and analysis are described on my blog site’s research page.

This research can help you refine your organization’s corporate culture. Contact me to discuss conducting the Performance-Values Assessment in your company.

Subscribe!Podcast – Listen to this post now with the player below. Subscribe via RSS or iTunes.

The music heard on these podcasts is from one of Chris’ songs, “Heartfelt,” copyright © Chris Edmonds Music (ASCAP). Chris plays all instruments on these recordings.


Subscribe to Chris’ mobile updates, texted right to your smartphone! Text VALUES to 72000 or head here.


Chris’ new “Culture Leadership Charge” series and the rest of his video clips can be found on YouTube. Subscribe to Chris’ YouTube channel.


vimeo_logoChris’ new “Culture Leadership Charge” series and the rest of his video clips are also available on Vimeo. Subscribe to Chris’ Vimeo channel.


podcast_subscribeSubscribe to Chris’ posts via RSS.


itunes_subscribeListen to or subscribe to over 300 of Chris’ Culture Leadership Podcasts on iTunes.


The music heard on Chris’ podcasts is from one of his songs, “Heartfelt,” copyright © 2005-2017 Chris Edmonds Music (ASCAP). He played all instruments, recorded all tracks, and mastered the final product for your listening pleasure.

Disclosure of Material Connection: Some of the links in the post above are “affiliate links.” This means if you click on the link and purchase the item, Chris will receive an affiliate commission. Regardless, Chris only recommend products or services he uses personally and believes will add value to his readers. Chris is disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255: “Guides Concerning the Use of Endorsements and Testimonials in Advertising.”

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