5 Critical Ways that Leaders Slip Up

 

Companies rise and fall on leadership. Period. And there are five areas that top senior leaders tend to focus their attention. It’s no surprise that these same areas are where unsuccessful senior leaders make critical mistakes.

These are the most critical mistakes, because by the time the leader or other senior managers can understand what has happened, there is massive momentum heading towards a discouraging future.

The Research

Robert S. Hartman, a Nobel Prize Nominee, devotes his efforts to helping people maximize their leadership potential, understand their thinking and prioritize team dynamics. Through his study of The Science of Axiology (a scientific approach to how people make value judgments in leadership situations), Hartman has developed a valuable assessment tool.

Throughout his research, he noted that high-performance leaders selectively place importance on some information while neglecting other information. The result is criteria for decision-making. After surveying and assessing over 1000 top leaders worldwide, he found a pattern of consistent attention and regular lack of attention to vital areas of leadership.

What follows are The Five Most Common Mistakes Of High Performance Leaders, inspired from the research of Robert Hartman, and from decades of my consulting, coaching and leadership training of high performing leaders.

Five Critical Mistakes that Thwart High-Performance Leaders

1. Lack Of Consistency And Conformity

Although most senior leaders will profess that consistency and conformity are top priorities for the growth and scaling of their company, in practice many leaders demonstrate and/or embody a different message. Conformity is usually a paradox in growing corporations, where thinking outside the box is heavily encouraged. And consistency could even be a joke – depending on how much rapid growth is occurring at an organization – it is not uncommon for a trend of “fire fighting” to take hold as the company culture.

To avoid this mistake: Messaging how important systems and procedures are to your team, even in rapid growth, is essential. Systems and procedures maintain brand, product, customer service and other departmental consistency to the customer. Internal attention to having growth spurts be individual stages that get gelled back into the corporate structure will pay huge dividends.

2. Lack Of “Strategy Follow Through” Discipline

It is tough to choose a strategic direction, see less then favorable results, and stay the course. The innate human instinct is to jump ship quickly before the ship goes down!

However, more often than not that the problem is not the strategy, but the tactical execution of it. Top leaders often look for the “right” strategy, and although there are likely stratospheres of probability for strategic outcomes, world class leaders focus on execution and course-correction of a strategic direction before abandoning ship. Having the discipline to continue the course-correction process, particularly through the ability to ask probing questions, results in solutions. This is how we solve problems that are real versus solving problems that are an extrapolation of a probable outcome.

To avoid this mistake: Consider the best case, worst case and possible unexpected forks in the road ahead of time. Work with your team to create the expectation of long-term commitment to a strategy – even through tough times. Focus on the execution of a strategy chosen and avoid the temptation to keep returning to the drawing board!

3. Lack Of Mission, Vision, Values

There are very few companies where one could walk into a random office, ask team members to recite the Mission, Vision, Values of the company, and have them actually recall something even similar to the document prominently displayed in the lobby. Yet, this offers the most compelling barometer for all decision-making and emotional engagement of your team. The No. 1 reason the team is not related to the company Mission, Vision, Values is because the leader is not connected to it.

When a leader is disconnected from, not embodying or not presenting the Mission, Vision, Values of the company frequently – in meetings, emails and at corporate events – the entire culture begins to slide. Team cohesion and focus wane, perhaps not all together but surely from the optimum state, and you end up with disengagement and dissatisfaction in the company.

To avoid this mistake: Create a daily habit that connects you with the Mission, Vision and Values of the company. As the leading beacon for the company, this is the leader primary driver, and should be consistently present in both physical and psychological form all day long. If you find that your documented Mission, Vision and Values no longer ring true, make it a priority to update them to ones that you and your entire company can get behind.

4. Lack Of Instilling Responsibility And Integrity

There are two common mistakes that thwart the interest in increasing self-ownership and high accountability in companies.

The first is “Leadership by Friendship.” We all know that a leader who interacts with their team by being the “best buddy” or friend will often fail to make good judgments, hard decisions and key shifts at important inflection points. Most Senior Leaders ask themselves, “How can I get my team to take higher levels of Self Ownership and Accountability?” but often sacrifice what they want most in an attempt to avoid upsetting the “culture.” Once the leader has allowed accountability to drift and get sloppy, the rest of management follows and results inevitably suffer.

The second common mistake that thwarts instilling responsibility and integrity is “Leadership by Fear.” Commonly taking the form of passive-aggressive or simply aggressive interaction, communication and actions, this model requires constant attention and energy by the leader. This model primarily inputs scarcity into the culture – leading to a “good enough to not get your head bitten off” model. The carrot and the stick are only part of the equation that causes self-ownership and high accountability:

Clear Expectation + Owner Agreement + Rewards & Consequences = Ownership And High Accountability

To avoid this mistake: Setting an example of clear, actionable expectations, soliciting agreement from your team and having a published and clear set of Rewards & Consequences will instill responsibility.

5. Little Fostering Of Innovation, Innovative Thinking And Change

How does this jive with Mistake No. 1? Well, along with the need for systems, procedures, conformity and consistency, a company will also need a high level of innovation, innovative thinkers and a drive for constant change.

From a politically correct standpoint, every leader will tell you that they encourage out of the box thinking, or innovative thinking. In practice, many company cultures instill a sense of fear for stepping too far out, really being a true innovator, or creating change. Even if some innovation is allowed, the leader must decide how far down the chain of command there is willingness for innovation and change.

To avoid this mistake: Top companies and leaders have designed systems that support innovation and for employees and key execs to have the experience of their input actually impacting the company (and possibly strategic decisions). A top leader can avoid a stagnant company by fostering innovation from every person at the company and openly rewarding those that contribute.

To your greater success and fulfillment.

Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT

Take the Next Step...
Interested in learning how to develop your organization's leadership capability, culture, and employee engagement? 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, wealth management services, third-party maintenance providers, real estate services, 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.

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.

Six Tips for Leading During Uncertainty

 

 

 

 

 

 

 

 

 

Living with uncertainty doesn't just test our smarts; it tests our character. We cannot control events, but we can control how we respond.

Leading in uncertainty requires us to embrace our vulnerability. It’s the perfect opportunity for being humble, not arrogant, and collaborate with others rather than seeing them as competitors.

We can wait for the storm to pass and go back to doing business as usual. Or, we can turn it into a growth opportunity. Here are six tips to help you lead when  unexpected events rock your world.

• Lead yourself first. It’s a truism that the first person you need to lead is yourself.  As is the case in the rare instance of an emergency on board a plane, you put on your oxygen mask first, and then help others. Nurture yourself and your family's well-being. Get enough sleep. Do things that bring you positive energy. Take care of yourself, so you’re in the best position to lead others.

• Help people sort through their emotions. A little care and empathy can go a long way. We’re seeing a lot of people understandably react very emotionally to these uncertain times.  How might you as a leader help others sort through their feelings and “own” them? Empathy is about reflecting genuinely on what others are feeling: “That sure sounds like a difficult situation.” “Times like this can sure feel scary.” When you help others own their feelings – even the difficult ones – you help them reduce the likelihood that those feelings will control them. What’s more, dealing with the emotional content first will help the rational and more logical part of their brain kick in. Logic can help lead to calmness and a more steady hand at the wheel.

• Establish a daily/weekly communications cadence. With more and more people working virtually or hybrid, think about what your new rhythm is to stay in touch with your team, with key players, with your boss, and other influencers. What’s your plan for every day this week to stay connected with key stakeholders like employees and customers?

• Know you can’t not communicate. Know that others are watching what you do (even virtually) in addition to what you say, and are deriving meaning from your actions based on their lens. Share your motivation and intent so others are less likely to read into your actions; rather, tell them what your intention is, and what the benefit is to them: “I’m sharing what I know since I think it would be helpful for you.” “I’m sharing these facts so you can be understanding of your colleagues at the plant, and how we can be sensitive to the difficult situation they’re facing.”

• Share what you know, when you know it. What employees want in times of uncertainty is to know what you know, when you know it. They understand in these changing times that you don’t have all the answers. They don’t expect that. But they do expect to be kept in the loop on what you do know, and as important, what you don’t know. When you don’t know something, say so, and then find out the answer.

• Think about what people can hear and digest. As you share what you know, when you know it… think about what people are able to hear, digest, and do something with. Being respectfully authentic isn’t about saying everything that comes to your mind. Before you communicate, think about what is helpful for employees, and that’s information they can process and digest as relevant to them.  Feeling afraid might be accurate, but there’s nothing productive that employees can do with that information. Instead, it can further exacerbate their feelings of fear and uncertainty. You might be thinking that it’s helpful to know that we’re all in this together; yes! But the way to do that is to acknowledge a collective reality – that “it’s natural for employees to have a myriad of feelings during uncertain times,” and that you “want to focus the team on what we can control and impact.” And bridge to that larger conversation about what the team can do to weather the storm.

In the end, we will weather this storm together. Not sure what to do next? Take a nod from one of the centerpiece songs in Frozen II – do the next right thing. Much of this uncertainty might seem insurmountable and overwhelming. It can feel more manageable if we think – what’s the next right thing to do here? And then the next. And the next.

And before we know it, we’ve figured things out. With calmness and courage – one step at a time.

 

Check out a related post: 7 Mistakes When Communicating Organizational Change  (5 min read)

To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT

 

Take the Next Step...
Interested in learning how to develop your organization's leadership capability, culture, and employee engagement? 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, wealth management services, facilities management providers, real estate services, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth--even in disruptive times.

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.

 

 

The CHAIR Model for Asking Better Questions

The CHAIR Model

 

 

 

 

 

 

You will become a better communicator and leader when you begin asking better questions. And building this skill will serve you in any area of your life. That makes asking better questions a meta-skill – something that helps in many ways and in most parts of our life. In studying those (leaders and otherwise) who are the best at asking questions, I found they utilize five habits, mindsets, and skills. Chances are, at least one of these will help you begin asking better questions right away.

While that is good news, I have even better news. Remembering these five skills is simple – they start with the letters that spell the word CHAIR. Hence, the CHAIR Model for asking better questions.

Curious

Being curious makes us better learners. After all, the world’s best question askers, at least in terms of persistence and frequency, are kids. And it is no coincidence that they are also the most proficient learners. They ask because they want to know. When we are curious, we are naturally more inclined to ask more questions. So, if asking better questions is your goal, look for things that pique your curiosity. As a leader, that might include being more curious about someone’s experience, perspective, or opinion. When we ask people about these things, we build trust with them as well as learn something valuable.

Humble

When we think we know something (or think we should), we seldom ask about it – why would we? When we let go of our need or the expectation to have all the answers, we are more willing to ask. Be humble enough to know you don’t have all the information and be okay with that. Asking better questions will help you gain the needed information.

Aware

Often, timing is everything. Be aware when you need to ask, but also when others want to share. As you become more aware of the power and usefulness of questions, you will use them to extend conversations. As a leader, you are making it safer for people to share. Use your awareness to step back from the conversation or situation and ask yourself if you are talking too much. If so, stop talking and start asking.

Inclusive

The best leaders don’t just ask questions of a group, but of individuals too. Yes, you can start a group conversation by asking a question of everyone, but ultimately you want an answer from everyone. Whether in a group setting or not, make sure you ask everyone so they feel engaged and involved. This gives you more insight and information.

Reflective

One of the best habits we can create for asking better questions is to ask in retrospect. Asking afterwards about both what worked and what didn’t is a powerful way to learn. Here is a process for doing this after projects. People often think of reflective questions as something we do internally (and yes, you definitely benefit from doing that). But we can use reflective questions with others as well. Asking reflective questions will help you both as a coach and in overcoming conflicts and miscommunication too.

You can see that each of these is a reason to ask questions, an approach to asking them better, and a mindset that prompts us to ask them more frequently. Think about which of these might help you most today and make that your focus. Then, pick another one tomorrow, and so on. When you focus on one of these each day, your skill and habit of asking better questions will grow immediately, improving your communication success, relationships, and overall results.

Sit down in your CHAIR and decide where you will begin.

To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT

 

Take the Next Step...
Interested in learning how to develop your organization's leadership capability, culture, and employee engagement? 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, wealth management services, facilities management providers, real estate services, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth--even in disruptive times.

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.

 

To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT

 

Take the Next Step...
Interested in learning how to develop your organization's leadership capability, culture, and employee engagement? 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, wealth management services, facilities management providers, real estate services, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth--even in disruptive times.

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.

 

Understanding Your Limiting Beliefs to Reach Your Full Potential

 

 

 

 

Our beliefs are among the most powerful things in our lives. Many help us get through our day. Some support our moods and productivity. Others, what we’ll call our limiting beliefs, aren’t so wonderful. It is those limiting beliefs I want to help you think about now.

Before we get to the list though, I want you to think carefully about whether these beliefs are true. Paul Zak, a neuroscientist at Claremont Graduate University, says “Our brains take the facts and fit them to reinforce our beliefs, and those beliefs don’t have to make sense to be deeply held.”

Here is a list of some of the limiting beliefs that I hear when I talk with, work with, and coach leaders.

Imposter Syndrome - You feel you aren’t as competent as people think you are. You find yourself always wondering when people are going to figure that out. This belief often leads to self-doubt, undue stress, and overwork.

Lack of self-worth - You feel you don’t deserve the level of success, status, or position you have achieved. Not exactly the same as Imposter Syndrome, but related. This belief can lead you to always trying to prove yourself by not delegating, sacrificing yourself as a martyr, and more.

Perfectionism - Everything must be right all the time. You judge yourself, or feel others are judging you as a leader (and human), based on how often you make mistakes. If you suffer from perfectionism, you will never be satisfied. You likely have team members who can’t (and don’t need to) live up to your standards.

Fear of conflict - Do you avoid conflict with peers or your team? Perhaps you ignore it and hope it goes away. Or maybe you downplay the importance or severity of it. Doing so may limit the effectiveness or timeliness of constructive feedback. Your team may not see you as supportive of them. Conflict avoidance can also create additional drama and issues for your team.

Vulnerability is a weakness - You never want to let others see you sweat. People must think you have it all together because you are the leader. You may even expect that of yourself. Being vulnerable doesn’t mean you need to share everything in your life. But by sharing your challenges and issues, you make it safer for others to share with you.

I need to have the (all the) answers - Do you try to know everything? Do you sometimes hedge and act as though you know things when you don’t? You likely don’t expect your boss to have all the answers, and your team doesn’t need or want that from you. Besides, the world is too complex to put pressure on yourself to know everything anyway.

Belief in the zero-sum game - Do you believe that life and work is “winner take all?” For you to win, must others lose? If so, you will have a hard time building trust, because people won’t trust your motives. When you are willing to share credit and help your team be recognized, everyone wins.

Emotions don’t have a place at work - You think showing your emotions is unprofessional. Leaders should lead from the facts alone. If this is your belief, you will miss important information and context with your team. Plus, logic alone never carries the day or leads to the very best decisions in every case.

Spend some time thinking about how these beliefs affect you and your behavior. 

Then I urge you to ask yourself these questions:

•     Do I believe these things about myself?
•     What facts or examples do I have to confirm these beliefs?
•     Are these “beliefs” serving me in a positive way?
•     Are they helping or hindering me in reaching my potential?

Finally, after your self-reflection, share this article and your thoughts with a trusted peer, mentor, or coach. They might further help you remove a limiting belief or put it a more proper perspective.

To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT

 

Take the Next Step...
Interested in learning how to develop your organization's leadership capability, culture, and employee engagement? 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, wealth management services, facilities management providers, real estate services, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth--even in disruptive times.

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.

 

12 Excuses People Use to Avoid Difficult Conversations (And Avoidance is Costly)

  

 

 

You need to ask yourself whether you are more committed to avoiding conflict or to having a healthy relationship.

When it comes to having a difficult conversation, most of us would rather take a pass.  We choose to avoid conflict whenever possible because it introduces risk and potential vulnerability. When it comes to our flight-or-flight instinct, flight often seems like a better choice—especially when “losing” is the likely outcome that can have serious consequences. Thus, we often keep our thoughts and concerns to ourselves---and we all probably remember times when we wish we had!

We are quite good at making excuses and rationalizing (AKA Rational-Lies 😏) why avoiding conflict is the most sensible course of action. Most people naturally find discord unsettling. There are of course problems associated with avoiding conflict as outlined below.

I invite you to read the 12 excuses people use to avoid difficult conversations and place a mental check mark next to those you have made in the past.

Excuses
1.     “Having the Conversation Won’t Make a Difference” Have you ever felt that you have the same conversation over and over, each instance leading to either a short-lived change or no change at all? This experience is so frustrating that at some point you decide there is no point revisiting the same topic again. If the same conversation has not led to the desired results, perhaps you should have different conversation---a healthy one.
2.     “Having the Conversation Might Make Things Worse” Often our fears of addressing a conversation extend past the worry that it will make no difference; we fear that addressing the problem will lead to an even bigger one.
3.     “Having the Conversation Might Put Me in Jeopardy” Some people are vindictive, and unfortunately, retaliation maybe a real concern. Even so, just recognize that it is still a rationalization for avoiding straight conversations.
4.     “Time Will Make Things Better” No, time will not usually make things better—in fact, it may make them worse. Unlike acne, interpersonal problems rarely clear up on their own.
5.     “Now Is Not a Good Time” Sometimes we recognize that addressing an issue is necessary, but we justify holding off by telling ourselves that now is not a good time. The longer we wait, the less likely we are to address the situation and the more awkward it will feel when we do.
6.     “The Situation Isn’t at a Point Where It Really Needs to Be Addressed” So should we just wait until the problem gets worse? In most cases, dealing with a small mess now is better than dealing with a big mess later.
7.     “The Discussion Will Bring Up Other Issues That I Really Don’t Want to Address” Hopefully, it does. (You see the irony in this excuse, right?) Often tense conversations do give rise to issues the other person had been refraining from discussing. Should other issues surface, acknowledge and commit to addressing them but stay focused on the reason for the current discussion
8.     ““I Might End Up Looking Like the Bad Guy” Being Liked is really important to most of us. Often, we rationalize that if we draw attention to certain issues will be viewed in a negative light. However, management is not a popularity context. You are not measured by how many people like you. What you want is respect and trust.
9.     ““I Don’t Want to Get My Friend in Trouble” Sometimes we are put in awful position when a friend at work in doing something wrong or inappropriate and we know about it, especially if they ask us not to say anything.
10.““We Have a Good Working Relationship, and I Don’t Want to Risk Messing It Up” Imagine having a colleague who does something that irritates you and he’s been doing it for quite a while. For example, if he’s always late to video conferences or constantly checks his social media and then complains about having too much work and asks for help. If you do not address these issues, they will keep coming up. Eventually you will start taking it out on your colleague in ways that will damage the relationship.
11.““I Don’t Want to Hurt the Other Person’s Feelings.” Most people have had the experience of working with someone who dressed unprofessionally, had bad breath or body odor, put on too much cologne or perfume or stood too close when speaking. It’s best to put yourself in the other person’s shoes and ask, “Would I want to know that?” You can tell anyone most anything if it comes from a place of caring and you do it with some tact.
12.““I Don’t Know What to Say or How to Say It.” In coaching clients, the most common reason people give for not having a difficult conversation is they do no know how. “Where do I begin?” People’s lack of confidence is often based on a lack of competence. Having a difficult conversation does not take courage; it takes skill.

The Cost of Avoiding Conflict

Avoiding conflict has consequences and these consequences are typically more problematic than the issues we are avoiding. Yes, there are circumstances under which dropping the matter makes sense, such as a minor conflict with a colleague or one that is not repeated when a team member’s behavior was completely out of character, and you know he was under tremendous stress. More likely, however, not addressing the problem will cause discord to exacerbate and resentment to fester.

Individual-Level Impact

In general, avoiding a conversation with someone is exhausting and disempowering. Just think about the person in your life you dread having to walk past in the hallway. (Or that former friend you desperately hope did not see you turning down the grocery store aisle.). We expend a great deal of mental and emotional energy figuring out how to avoid people with whom we have developed a contentious relationship. At work, interpersonal conflict can lead to feelings of bitterness, anger, sadness, and frustration that spill over and impact our personal life. The longer we go without addressing the emotional thorn, the stronger and further entrenched our negative feelings become. This may, in fact contribute to psychological and physical health problems.

Team-Level Impact

When two colleagues are in conflict, it adversely affects the whole team. This is especially true when the situation is widely known, as it usually is because each team member typically speaks poorly about the other. Team members may feel compelled to choose sides, and, in fact, may literally be asked to do so with phrases such as “Can I count on you to have my back?” Other team members get frustrated that their colleagues are unwilling to manage their differences maturely and professionally. Conflict that began between two people often creates negative feelings and friction across the entire team. As a result, communication and collaboration break down and are sometimes never fully restored.

Organization-Level Impact

An organization’s ability to function at a high level and satisfy customers’ needs depends on healthy relationships among team members. Strife between coworkers diminishes efficiency, productivity, and quality work. You cannot have excellent external customer service without excellent internal customer service.

I encourage you to ponder these two important questions: 

1) What is a conversation that you need to have that you're avoiding?

2) What is a conversation that you're having over and over that you wish you weren't having? (Hint: You may be having the wrong conversation or having it in an unskillful way.)

Check out two related blog posts.

14 Ways to Cultivate a Wise Mindset When Preparing for Difficult Conversations

20 Proven Tips for Navigating Difficult Conversations

To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT

Take the Next Step...
Interested in learning how to develop your organization's leadership capability, culture, and employee engagement? 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, wealth management services, third-party maintenance providers, real estate services, 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.

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.

Calling a Timeout and Getting Aligned is an Essential Skill for High-Performing Teams

 

 

 

 

 

 

 

High Performing teams know how to call timeout and reset when momentum turns.

Good coaches call timeouts. Especially during playoff and tournament play when a high-performing team begins losing momentum. Everyone can feel it. Perceptive coaches stop play, call timeout, and regroup the team to reset and create a plan to shift the advantage back in their direction.

During a game, momentum can shift quickly based on a variety of factors, such as a series of successful plays by the opposing team a string of mistakes made by the coach’s team, or a change in strategy by the other team. When momentum shifts against a team, it can lead to a loss of confidence, increased stress and frustration, and a sense of helplessness among players.

By calling a timeout, the coach can stop the game and regroup with their team. During the timeout, the coach may use the opportunity to make adjustments to their team’s strategy, motivate players, or make substitutions. The timeout also allows players to catch their breath, refocus, and regroup mentally.

Calling a timeout and resetting is an essential skill for high-performing teams

But how often in a work environment do we hold up the time-out and call for a reset?

Just like in athletics, timeouts provide an opportunity for teams to pause, reflect, and adjust their strategies to address challenges and obstacles that arise during their work. They allow team members to step back, re-assess the situation, and make informed decisions that can help them achieve their goals.

Timeouts also give team members a chance to regroup and communicate more effectively. When a team is facing a difficult problem or challenge, emotions can run high, and it can be hard to stay focused and productive. A well-timed timeout can help team members calm down, re-focus, and get back on track.

In addition to calling timeouts, high-performing teams also know how to reset. Resetting means taking a step back and re-evaluating the team’s goals, strategies, and processes. It’s an opportunity to reflect on what’s working and what’s not and make adjustments accordingly. Resetting can help teams stay aligned, improve their performance, and continue to work together effectively over the long term.

Overall, calling timeouts and resetting are essential skills for high-performing teams. They enable teams to stay focused, productive, and effective in the face of challenges and obstacles and ensure that they continue to work together cohesively and achieve their goals.

How to know when to call a timeout?

If you are an intuitive leader, you probably feel it. Things aren’t going well. Deadlines are being missed. Morale is beginning to bottom out, and you sense grumbling and complaining among team members. If you wait too long, it may become more apparent with true emotional conflict erupting among teammates.

Sometimes we don’t communicate enough with our teams and have opportunities for feedback. This makes us blind to what is happening under the service. Establishing regular feedback conversations allows you to monitor the pulse of your team’s performance and the attitudes that underlie their action. 

How to implement an effective team time-out

In the military, they perform something called an After Action Review (AAR). Typically these are used to evaluate the success or failure of a mission, analyze the performance of the troops and identify opportunities for improvement. While the context and objectives of military missions are quite different from those of business teams, the AAR process can still be applied in a meaningful way especially when you need a time-out. 

Spend time in reflection

AARs encourage a culture of continuous improvement, where team members are encouraged to reflect on their performance and identify areas for improvement. This same mentality can be applied to business teams, where employees are encouraged to reflect on their work and identify ways to improve their processes, communication, and teamwork.

Encourage honest feedback and feedforward

AARs encourage troops to provide honest feedback and feedforward on their performance and the performance of their team. In business, this same level of honesty can be applied to encourage team members to provide constructive feedback to each other, identify areas where they need support or improvement, and work collaboratively to solve problems.

Focus on the objective

AARs in the military focus on the mission objective and how the team performed in achieving that objective. Similarly, high-performing business teams should focus on the objectives of their projects, products, or services, and assess how well they are achieving them. By keeping the focus on the objective, the team can identify areas where they need to improve and set goals for the future.
Take action

AARs are not just a retrospective exercise, they are also designed to identify actionable insights that can be used to improve performance. Similarly, high-performing business teams can use AARs to identify actionable insights that can be used to improve their processes, communication, and teamwork. 

Have fun

This probably isn’t part of the military’s AAR process, however taking time away from the office for a much-needed break is a good way to reset your team. They need time to enjoy being a team again. This could be planned team-building activities or merely a day doing something enjoyable together. A small break together can be enough to get momentum and energy back on the team.

Summary 

Just like athletics, calling timeouts and resetting are crucial skills for high-performing teams in the workplace. They provide an opportunity for teams to pause, reflect, and adjust their strategies to overcome challenges and obstacles. Knowing when to call a timeout is essential, and regular feedback conversations can help leaders monitor their team’s performance and attitudes.

Take time for team reflection, embrace honest feedback, and don’t lose sight of the ultimate objectives. Take action, and don’t forget to have some fun. By incorporating these strategies, teams will stay focused, productive, and effective in achieving their goals.

To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT

 

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