3 Ways To Sustain a Vibrant Culture

Warning: Trying to formalize a cool environment can make the hip factor go away.

Growing companies need some amount of process to prevent chaos, duplication of work and miscommunication. The right procedures help free up time and energy.

But the founders of Method, the cleaning products firm, asked, “How do we institute process without suffocating culture?”

To answer this question, Method interviewed six companies with cool cultures — Apple, Google, Pixar, Nike, Starbucks, and Innocent. A warning and three themes emerged.

The warning: “The greater the effort to formalize culture — to box it in with structure and guidelines — the faster that culture slips away.”

The advice:

• Make sure each interviewee’s personality fits with your culture. If not, decline the candidate even if the person’s skill set matches your job description perfectly.
• Provide up-front training and ongoing coaching on how to “live” the culture.
• Give feedback on cultural issues, not just job performance.

This wisdom sounds simple. Yet most organizations are hard-pressed to succinctly describe their culture. This entertaining book excerpt relates the process Method used to articulate its “Methodology” (corporate values).

If an outsider asked your employees to sum up your culture in an “elevator pitch,” would your staff respond with a unified voice?

To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant

SMART DEVELOPMENT

Take the Next Step... 

Interested in learning how leadership coaching and training can help you create a high performance culture and drive results? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please contact: 

Email: petercmclees@gmail.com  or  Mobile:323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, distribution centers, food production facilities, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth. 

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

Building and Sustaining Engagement In Volatile Times

In times past, employee engagement was the difference between being good and being great. In these volatile, uncertain, complex and ambiguous times, it’s the difference between surviving or not. Whatever times we live in, low engagement reduces performance and profit. In good times, consumer demand can disguise the lapses in productivity that disengagement causes. But in volatile times, there isn’t any way to hide the performance problems of disengagement.

There are several levers leaders can pull to help employees stay positive and engaged:

• Clarifying expectations.
• Providing information, materials and resources needed to do work right.
• Granting opportunities to do what your employee does best every day.
• Giving frequent recognition and praise for doing good work..
• Caring about your employee as individuals.
• Planning, enabling and encouraging development.
• Asking for opinions from your employees.
• Communicating the company’s vision/mission.
• Recognition provides employees with a personal, positive indication that they are valued and are necessary contributors. This can be incredibly powerful when the economic news is unrelentingly negative. Managers shouldn’t reserve recognition only for big wins; they should applaud small victories too. Also, when it comes to recognition individualization matters.

Takeaway! Research reveals that proper employee recognition has a significant impact on operating margin. Operating margin shows how much a company makes from each dollar of sales before interest and taxes. In general, businesses with higher operating margins tend to have lower costs and better gross margins. This gives them more pricing flexibility and an added measure of safety during tough economic times. According to the data, companies in the highest quartile of recognition of excellence report had operating margin of 6.6 percent, while those in the lowest quartile report 1 percent.

What your company’s vision or purpose? To some, that might seem like a pre-recession question, one that no longer resonates when businesses are focusing on survival. Well it isn’t. In fact, it’s essential in this climate. Mission or purpose is the strategic structure that pulls organizations through rapidly changing times. While nearly everyone in corporate America is trying to increase revenues organizations that have a clear vision won’t be looking for silver bullets or grasping at straws or just cutting costs with no clear focus. Instead, they will have more clarity in their cuts and more certainty on how to stimulate revenues.

·    To run an organization effectively, leaders must set visions and priorities, plan, build relationships, influence others, and make things happen. But if you ask followers what they need from leaders, the clear answer is INTEGRITY, STABILITY, CARING and HOPE.

·    INTEGRITY: trust is primarily built through relationships, and it’s important because it’s the foundational currency that a leader has with his team or his followers. Trust is built by being honest with people about the realities of the business and the realities of their performance.

·    STABILITY: In these volatile times, leaders can’t entirely quell the fears that people feel. But they can promote a feeling of stability from day to day, and that creates a sense of security and engagement. The leader’s biggest short-term problem can be the distraction and even paralysis that comes from anxiety that employees may feel about their own jobs and the jobs of their friends and family members. Predictability is a good antidote for feelings of insecurity. Try to exude as much of a ‘business as usual’ feel and meet people’s need for stability and security so that while they may be hearing bad economic news and while everything else is changing there are some predictable elements in work and life.

·    CARING: The lifeblood of employee engagement is caring—the feeling that your boss or someone at work cares about you personally, that someone encourages your development, and that the people around you care about the work they do. While caring is always an essential aspect of engagement, when employees, feel (Whether their perceptions are real or not) insecure about their jobs, knowing that someone cares is enormously important—and individualization is implicit in caring. You can’t show people you care if don’t know them, so you have to spend with people one on one.

Takeaway! Even in the best times, many leaders may be hesitant to show that they care about their employees. They may think that expressions or demonstrations of caring will undermine professionalism, make difficult decisions harder, or have a negative impact on employees’ performance. 

In fact, THAT’S WRONG! Gallup research shows that the more leaders care about their individual employees, the higher those workers performance will be. Yet when companies are cutting jobs, hours or raises, retreating from personal connections is a natural self-protective instinct. How can you ask a worker about her kids today when you suspect you’ll be cutting her hours tomorrow? But cutting people off can make them more insecure—and make bad news harder to hear too.

Showing you care can keep engagement alive!

·    HOPE: Hope creates an aspirational factor among all the things you are trying to do in your company, and gives people a reason to commit. Hope suggests that the future will better (if not the past) than the present, and that what we’re doing as a company now will contribute toward creating the future. You can’t build hope without trust. You can’t build hope without security and caring. But trust, security and caring aren’t enough. You do need hope to draw people toward a better future and give them aspirations. And it’s a critical aspect of leadership right now. The challenge today is managing fear, then building hope about goals that we can all believe in.

Takeaway! Hope requires initiative but according to the Gallup research, leaders are far more likely to react than to initiate—even though leaders will more often than not say they are proactive and not reactive.

To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant

SMART DEVELOPMENT

Take the Next Step... 

Interested in learning how leadership coaching and training can help you create a high performance culture and drive results? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please contact: 

Email: petercmclees@gmail.com  or  Mobile:323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, distribution centers, food production facilities, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth. 

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

An A-Z Guide for Engaging Employees to Engage Customers

Building an engaged workforce is perhaps the biggest challenge today’s employers face. The benefits are many—increased customer loyalty, profits, productivity and safety, to name a few—yet it can be tough to lead a workforce that maintains consistently high levels of passion and motivation.

This A to Z list about engagement from an employee’s perspective will help leaders determine where to focus their attention. Armed with these insights, you will be well on your way to developing the engaged workforce that create consistently great customer experiences.

Ask : Ask me questions, ask me for ideas, or ask me to participate. Ask me how we can improve the customer experience. You will grab my attention and begin the process of engaging my heart, mind and spirit.

Behave: How you behave towards me, my co-workers and those we interact with tells me a great deal. When you treat us like adults and contributors, we can move forward.

Treat me the way you'd want me to treat the customer!

Treat me as overhead, a resource, or human capital (whatever that is), and I will drift off to another place. Yelling, screaming or ignoring me—except when I mess up—won’t work either.  "Seagull" style managers don't earn my whole-hearted commitment.

Communicate and collaborate: If you want me to be engaged, help me understand what’s going on in the company. Tell me what led to or shaped our decisions. In other words, communicate with me. It’s from this foundation that you, me and others on our team can work together to clarify opportunities and determine how we will succeed. Let’s collaborate.

Deliver: When you make promises or say you’ll get back to me on something, please remember to deliver. You will build credibility and trust. If we can rely on you, rest assured you can rely on us.

Encourage and empower: This is actually a simple concept. When you tell me I did something well, I smile more. I learn, and carry that perspective forward. Let me know that you trust me to get the job done in the way that makes the most sense to me. Encouragement and empowerment are keys to keeping me engaged.

Feedback: Tell me how I’m doing. And not just once or twice a year—all the time. Tell me when you like what I’ve done; tell me what didn’t work and why. Providing both positive and constructive feedback regularly will help me improve. Share  formal and informal customer survey results. You’ll be surprised at what I will achieve.

Goals: Provide me with goals I can work toward. Better yet, let me in on developing goals that make sense to me, our team, the customer experience and the company.

Hello. How are you? Stop by now and then to say hello and ask how I’m doing. Ask about my family or just talk a little. Did you know I play golf? It couldn’t be simpler. It shows you care, and more important, helps build the bond we need to enjoy our time at work.

Integrity: Earn it, keep it, and reap the rewards. I’ll do the same and so will our teammates. Just imagine the possibilities.

Journey: Just like the company, I’m on a journey. Let’s find a way to connect the two. It will take some work, of course. You’ll need to get to know me a little. Find out what you can about my goals, ambitions, hopes, dreams, and where I hope my journey will lead me.

Find out who I am outside of work, too. I will return the favor by getting to know you. Remember to also share the company’s journey. Only then will engaging me become possible.

Knowledge: Share what you know with us employees, and allow us to share what we know with you. Make sure we share amongst ourselves as a team. Then, help us apply that knowledge in a way that leads to success.

Listen: Actively listen. Listen with your ears, eyes and mind. Let me know what you heard to make sure that is what I intended to say. When you do that, you will be surprised by what you learn.

Listen to me the way you'd want me to listen to the customer!

Meaning: My work has to have meaning, because I’m here for much more than a paycheck or social time. I want to contribute. Work with me to build that meaning and link it with our goals. Then you’ll really begin to capture my heart, mind and spirit.

Notice: Take notice of what I do and how I do it. Better yet, take notice of what our team does both individually and collectively, and give us credit for our efforts and achievements. Don’t forget that taking notice includes letting me know you did.

Opportunity: Use what you know about me to consider opportunities for me to get involved in other areas. From special assignments, leadership roles, and cross-organizational work to training and development, I appreciate the chance to deepen my capabilities and contributions.

Passion: Show me yours and I’ll show you mine.

Questions: Ask, consider, answer, probe and challenge. Questions are the gateway to deeper levels of awareness, understanding, knowledge and potential. Ask, "How can I help?" and see me soar.

Recognition, rewards and relationships: Let’s redefine the three Rs. Recognize what I do and reward me appropriately. Build a relationship with me on a professional and personal level. Forget the three Rs at your own peril.

Smile: A smile really goes a long way. Try one on for size and you might be surprised by how far it goes.

Smile at me the way you'd want me to smile at the customer!

Trust: Showing that you trust me and giving me a reason to trust you is perhaps the most important of the ABCs. Without trust, the rest is meaningless. Remember that we earn trust over time. While it’s not hard to earn, it’s very hard to get back once we lose it.

Unify our team: Work with us as a team and let us work on our own as a team. There is a difference. Allow us to work together to build a shared vision and set our goals. Let us have ownership and participate in the way that makes the most sense to us. Let us share our hopes, dreams and fears with each other so we can work together.

Victory: It’s important to us that you celebrate our wins, whether they’re large, small or anywhere in between. It lets us know our efforts paid off, that you care, and that you notice.

We: As the saying goes, many hands lighten the load. Let us in on what’s happening and we can succeed together.

X-traordinary: The results we can achieve by working together will be extraordinary.

“Yes and,” not “yes but”: When you say, “Yes, but...” our conversations and my creativity shut down. Next time, try “Yes, and...” You’ll be surprised by where it may lead and how it will make me feel.

Zenith: If you follow the ABCs of employee engagement, my full potential and commitment will be yours and our customers will be wow'd.

Peter Mclees, Leadership Coach, Trainer and Performance Consultant

SMART DEVELOPMENT

Take the Next Step... 

Interested in learning how Smart Development can help your managers better engage their people? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please contact: 

Email: petercmclees@gmail.com  or  Mobile:323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, distribution centers, food production facilities, nonprofits, government agencies and other organizations create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth. 

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

Want to Improve Engagement? Learn from Jimmy Fallon

Jimmy Fallon loves his job. And it shows! He loves to make people laugh and he likes being a member of a creative team, working with writers and honing his craft.

That is a good lesson for anyone in management: Share your enthusiasm for what you do!

Life is tough, goes the adage, but work does not need to be so hard all the time. Research reveals that employees look to management to help provide meaning for what they do. One of the best ways managers can do this is to generate enthusiasm

Here are some suggestions on how to spread enthusiasm:

Speak up. Employees need to know their supervisor cares about the work. Some managers are very vocal; they are like middle school coaches, always teaching and always spreading cheer. Other managers are soft-spoken preferring to chat one to one with employees about what they do and how it matters to the team. It doesn’t matter which approach you choose–but employees need to hear it from you.

Show employees their work has meaning: To take satisfaction in your work, you need to know it has meaning. Help your employees discover the meaning by connecting their work to the mission. Talk about how what they do makes a difference. You can have them visit customers to see how their product or service performs, for instance.

Celebrate the outcomes. When things are going well, make certain you mark the milestones. Spring for a lunch for the team, or have an after-work social hour. Spread the atta-boys and atta-girls around by praising people for individual actions they took to help the project succeed. [If you don’t tie the praise to specific actions, it loses impact.]

The Limits of Enthusiasm

Obviously, managers who do not like their work, or the people in it, will not do well at generating a positive mood in the workplace. No workplace is perfect; and work is hard. But that cannot be an excuse for badmouthing “the corporation” or dissing “management.” We are all responsible for finding satisfaction in our work. And if the work we do does not measure up, it may be a sign we would be happier doing something else.

Generating enthusiasm is not always easy but managers who can generate a sense of excitement about making a positive difference can create a work environment where people actually want to belong.

To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant

SMART DEVELOPMENT

Take the Next Step... 

Interested in learning how Smart Development can help your managers elevate the engagement of their employees? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please contact: 

Email: petercmclees@gmail.com  or  Mobile:323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, distribution centers, food production facilities, nonprofits, government agencies and other organizations create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth. 

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

Why Should You... and How Can You Grow as a Leader

Why Should You Grow as a Leader?

Leadership expert John Maxwell identified a principle of leadership which he called the “Law of the Lid.”

The “Law of the Lid” helps people understand the value of leadership. If people can get a handle on this principle, they will see the incredible impact of leadership on every aspect of life. The “Law of the Lid” states that leadership ability is the lid that determines a person’s level of effectiveness. The lower an individual’s ability to lead, the lower the lid on his potential. The higher the leadership, the greater the effectiveness. For example, if your leadership rates an 8, then your effectiveness can never be greater than a 7. If your leadership is only a 4, then your effectiveness will no higher than 3.

Your leadership ability—for better or for worse—always determines your effectiveness and potential impact with others. Yes, someone can have success as a "supervisor," but it's only a fraction of the success they could have as a leader.

Leadership has many facets: respect, experience, emotional strength, people skills, discipline, vision, momentum, timing—the list goes on. As you can see, many factors that come into play in leadership are intangible. That’s why leaders, at any level, require so much seasoning to be effective.

The good news is that your leadership ability isn’t static. No matter where you are starting from, whether you are brand new to management or have had years of experience, you can get better.

The essential element of leadership is influence. If you are in a position to influence someone to move toward a worthwhile goal, you are engaged in an act of leadership.

In order to achieve tangible results with their followers leaders need to influence the intangibles like morale, motivation, momentum, emotions, attitudes, atmosphere, and timing. How do you measure timing before you do something? How do you put your finger on momentum? To gauge such things, you have to read between the lines. Leaders have to become comfortable—more than that, confident—dealing with such things.

Your leadership journey should be open-ended. Most people have no idea how far they can go in life. They aim too low.

How Can You Grow as A Leader?

Personal growth and by extension, leadership growth, does not happen automatically because people are living or necessarily because they have experiences. Leadership development must be planned, deliberate and consistent. In other words, if we want to realize our true leadership potential we have to work at it daily.

There are four primary ways to develop leadership capability.

The first is to study leadership and apply the lessons learned. In addition to Smart leadership classes there are plenty of great podcasts and videocasts, webinars, blogs, meet-up groups to supplement your company-sponsored formal leadership education.

The second way is to learn from your experiences at work. For example ask to be assigned to a challenging project that will provide you an opportunity to exercise your leadership. Remember that leadership is about influencing positive change. Also, stay alert. Observe situations from different perspectives. Watch how different people handle leadership challenges. Have a teachable spirit and ask for feedback and be open to criticisms about your performance. And above all don’t be afraid to fail. You’ll learn more from failing once or twice than from succeeding all the time.

The third way is to engage a professional leadership coach. A professional leadership coach can help you by providing much needed support and strategies for not only surviving, but thriving under these difficult circumstances. It is a personalized process that provides clarity on what success would look like, understanding the obstacles and barriers that get in the way of achieving it, and specific action steps to take that will lead to a positive outcome. Through active listening and powerful questioning, a coach will help the coachee maximize their potential and move toward a preferred future.  


The final way to develop your leadership ability is to find a true mentor. Typically, a mentor has expertise in your field, and transfers knowledge, skills and experience to a less experienced practioner. The mentor is 'older and wiser', either literally or metaphorically.

Remember, "Everything rises and falls on leadership. And leadership rises and falls on character and conversational intelligence.

Click on the link below here to read comments about SMART coaching's effectiveness in developing leaders at every level.

SMART Coaching Works. Here's Proof.

To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant

SMART DEVELOPMENT

Take the Next Step... 

Interested in learning how leadership coaching and training can help you create a high performance culture and drive results? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please contact: 

Email: petercmclees@gmail.com  or  Mobile:323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, distribution centers, food production facilities, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth. 

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

Life and Leadership Lessons from Master Yoda

Yoda was a master mentor. He had a lot of wisdom to impart to young Luke Skywalker and the other Jedi warriors. I believe there are things we can learn about personal development and leadership from Yoda’s teachings (here in our own galaxy).

Three of my favorite pearls of truth from the green little awesome guy are:

“Named must your fear be before banish it you can.”

“Do or do not…there is no try.”

 “You will find only what you bring in.”

1.     Overcome your fears. 

“Fear is the path to the dark side. Fear leads to anger. Anger leads to hate. Hate leads to suffering.”

“Named must your fear be before banish it you can.”

Overcoming our fears is one of the most important things to improve ourselves and grow. If we don’t we will just get stuck. But how do you do it? Well, first, as Yoda says, you have to stop avoiding your fear. You have to think about it and see what you really fear.

After you have brought some clarity to the situation, here are few tips for actually overcoming that fear.

Face your fear.

Maybe this is not what you want to hear, but in my experience and from what I’ve learned from others this is the best way to overcome your fear. And if you have handled a big fear, whatever it may be, and later realize you actually survived it, many things in life you may have feared previously seem to shrink. Those fears become smaller. They might even disappear. You may think to yourself that what you thought was a fear before wasn’t that much to be afraid at all.

Everything is relative. And every triumph, problem, fear and experience becomes bigger or smaller depending on what you compare it to.

Be curious.

A curious frame of mind makes it easier for us to face our fears. When we are stuck in fear we are closed up. We tend to create division on our world and mind. We create barriers between us and other things/people.

When you shift to being curious your perceptions and the world just opens up. Curiosity is filled with anticipation and enthusiasm. It opens you up. And when you are open and enthusiastic then you have more fun things to think about than focusing on your fear.

How do you become more curious (are you curious now? Then you already know how)? One way is to remember how life has become more fun in the past thanks to your curiosity and to remember all the cool things it helped you to discover and experience.

All is one.

Our ego wants to divide our world. It wants to create barriers, separation and loves to play the comparison game. The game when people are different compared to us, the game where we are better or worse than someone else. All this creates fear whether you call it unease, anxiety, worry or concern.

Doing the opposite removes fear. Namely, that there is not real separation between beings, that we are one and the same. This might sound bit corny or new agey but it’s been demonstrated by quantum physics that we all come from the same source.

2.     Don’t Try Do. 

“Do or do not…there is no try.”

When we tell ourselves and/or someone else we will try we are more likely to give up or just stop when the first obstacle shows up.

When you say that you will do something there is more determination and power behind the decision. When the inevitable obstacles that always show up start to block your path you are determined. You will do this. So you find ways over, under, around and through the obstacles. And that’s what you have to do most of the time to actually get things done. Smooth sailing with no problems at all is pretty rare.

By actually making clear choices to do or not to do something—and putting power behind those choices—you are likely to preserve until you succeed.

3.     Your world is a reflection of you.

“You will find only what you bring in.”

That’s what Luke is told in “The Empire Strikes Back” (The best of the original series in my opinion) before he goes into the cave on Yoda’s home planet. Inside the cave Luke battles his demons—more specifically an illusion of Darth Vader—and is confronted with his own inner darkness. The darkness he brought into the cave that could pull him over to the dark side if he allowed it to.

I think this is relevant in our world too. We find in our world what we bring into our world. And in your world you can see yourself—your thoughts and behaviors—reflected. By observing the world around you, you gain insights into yourself and what you may need to change.

Because even though there is a big, big world out there with many possibilities and people—in the end change in your life comes down to changing yourself.

It’s very easy to get stuck in thinking that your perspective, the lens though which you view reality is reality itself. But you can’t really see reality. You can only see if filtered through a lens. And the lens is you.

Changing, for example, a negative attitude to a positive one changes how you view yourself and your entire world. But it’s very hard to convince people of this truth. You just have to choose to try another perspective or frame and use it for a month or so. Your old thought patterns may want to draw you back to the comfortable stability of your old view point.

One of our greatest gifts in life is the power to choose. We can choose to see things differently. And when we do all kinds of great things show up to help us move forward.

May the force be with you in 2019.

Peter C. Mclees, Performance Consultant, Coach and Trainer

email: petercmclees@gmail.com

Mobile: 323-854-1713

P. S. We have an exceptional track record helping ports, sales teams, restaurants, stores, operations, distribution centers, food production facilities, nonprofits, government agencies and other organizations create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth. 

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

High Achieving Leaders Have A Balanced View

High achieving leaders are always scanning their environment. They step back to look at the big picture, and they dive into the details. They look at the past to learn from their experiences while planning for the future.

High-achieving leaders understand the value of seeing both the big picture and the details. Too many leaders work from a 10,000-foot perspective without having a detailed knowledge of their people or business. Although a high-level perspective is necessary for leadership success, it should be accompanied by an in-depth understanding of your employees and customers.

Before you can effectively adhere to your plans, you must understand the details and needs of your operation—your cost, profit and customer experience drivers. Leaders who make a habit of ignoring the little things find themselves ignoring the big things. Taking the time to really understand your business or your department from both perspectives help prevents blind spots for you and your team

Another way to balance your view is to look at both the past and the future. Every team has a variety of performance indicators. Leaders should understand the difference types of indicators, what they mean and, most importantly, how to balance them.

Consider a measurement continuum. The two ends of the continuum represent the two types of performance indicators. Lagging indicators are the results of your team’s past performance—they enable you to see if your plans worked as well as expected. Leading indicators are the drivers of your team’s future performance—they give you early warning signs of problems.

Many leaders only look at lagging indicators, typically financial ones. These lagging indicators are important to help you understand how you have performed in the past. However, they must be balanced with leading indicators such as employee and customer engagement that tell you how your team will perform in the future. 

A singular focus on lagging indicators gives you little opportunity for corrective action if you drift off course. Effective leaders look a both the leading and lagging indicators. 

This balanced view enables you to know what did happen and also indicate what will happen

As the captain of your ship, keep a balanced view of your team’s performance to increase your competence and adhere to your plans. Chart your course (High-level plan) and ensure the deck is clean (details). While on your journey, check the wake of your ship (lagging indicators) and keep an eye on the horizon ahead (leading indicators).

To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant

SMART DEVELOPMENT

Take the Next Step... 

Interested in learning how leadership coaching and training can benefit your organization? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please contact: 

Email: petercmclees@gmail.com  or  Mobile:323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, distribution centers, food production facilities, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth. 

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.