As a leader, problem-solving is a critical skill that you use every day. But have you ever found that the stress and anxiety that comes along with trying to solve a problem can actually make it all worse? If so, you're not alone.
Are you a talented person? Whether you see yourself that way or not, you need to know that you have at least one natural talent.
From time to time, as a leader you need to make a strategic shift that challenges the status quo for your team members. Don’t be surprised when there is great resistance to this new direction.
When goals are clearly articulated and accepted, there are many advantages for individuals and organisations. But should goals be mutually agreed to, or do they need to come from on high?
...is the buzz word of the moment. The reality is that it is just good change management. To pivot is when leaders Energise Action in their teams so that they let go of the past and move towards a viable future.
This week, we address the situation where a team member is not achieving their goals at all. There are three questions, for your review, that provide context and a plan forward for your meeting with this team member.
2 – What has this team member accomplished?
While we have established that they have not achieved their goals, the question of what they have achieved helps you to look at where they have been spending their time. Have they been putting in an honest effort, or have they been phoning it in? If they are putting in an honest effort, then you want to look at where they have been successful and how can you coach them to increase the frequency of that success. If they have the right attitude, but not the right skills, it leads you to Question 3 below.
If they have been phoning it in, and not putting forth the effort you would expect, then a performance plan needs to be established. Also, be honest. Did it look this way in the first 90 days? As a leader, this is how we take accountability for our team members’ success.
3 – Do they fit better in another spot within the organisation?
This is a serious question. It’s not one that should be used to pass on a poor performer to another department because you are not willing to make the tough decision. If your team member has been with the organisation for a while, have they been successful in other positions? Did this person get promoted too fast? Were they set up for success? This past success possibility means you want to have an honest conversation with them. Perhaps this position is not right for them, and another spot would be better for them and the organisation.
If they do not seem to have had success in the past, perhaps you received them on your team because others did not make that tough decision. In that case, it is time to have the tough conversation.
It is never easy to have the tough conversations with team members who are not performing. Using the above three questions, to set the context for your conversation, is a good start. As you work to Nurture Growth, this becomes a learning opportunity for your team member, either for next time inside the organisation or outside.
Today’s focus continues to unpack David Rock’s SCARF model with a look at the second factor – CERTAINTY. Certainty is a firm conviction of the future.
What do you look for when bringing a new member into your team? When we focus on the way they will fit into the current team, we are limiting our ability to take the team to the next level.
Mihály Csíkszentmihályi, a Hungarian psychologist, coined the phrase “FLOW” that describes a healthy mental state in which a person is so immersed in the task at hand that it creates a focus and engagement that increases effectiveness.
From a recent review of several hundred leaders, who received feedback from The Leadership BluePrint™, interesting patterns have emerged, most notably in the area of Goals.