Emergent Leaders Newsletter/040/Leading Beyond 'Me': The Secret to Elevating Your Team While Propelling Your Leadership Success

As leaders step into their first leadership roles, it's essential that they recognize the subtle but powerful shifts required to excel in this new terrain. I see this all the time: many of my clients have excelled academically and thus far in their careers by highlighting unparalleled dedication and drive. Yet, the transition to leadership has them sometimes feeling like they’ve hit a roadblock. 

As a result, they do more of what they know: they work harder, longer hours, trying to replicate the formula that brought them success before. Marshall Goldsmith, one of the world’s leading Executive Coaches, even wrote an excellent book on the topic: “What got you here won’t get you there”.

To truly flourish as a leader, a shift in focus from "me" to "we" is essential. 

If you are an aspiring leader or have newly been appointed direct reports but feel like some invisible barrier is keeping you from achieving the positive results you’re so used to, this might be your so-called “blind spot”.  

Here are some red flags to watch for, along with some strategies to recalibrate your approach if any of these flags resonate with you: 

Red Flag #1: You value solo achievement over your team’s (or team member’s) success.

If this resonates, don’t worry – you're not alone. Nearly 60% of newly promoted managers underperform in their roles due to their inability to transition from individual contributor to team leader. This means that rather than orchestrate their teams and create an environment for others to succeed, they have their heads down doing the work themselves – the way they did before becoming a leader.  

What could you do instead?  Celebrate team wins vocally and visibly. Acknowledge the contributions of others in meetings and reports. Remember, a leader's success is measured by the accomplishments of their team. And if you have visions of scaling the leadership ranks, this is one of those skills you will have to get good at.  

Red Flag #2: Ignoring the impact of emotions on team dynamics and productivity.

While many may scoff at the impact of so-called “soft skills”, get this: Research from the Harvard Business Review shows that 80-90% of the competencies that differentiate top performers are related to emotional intelligence (i.e - soft skills). 

What should you do? It would be helpful to first understand that your team’s morale directly affects their performance. Invest time in developing emotional intelligence by practicing active listening, seeking feedback and getting to know your team and what they need to feel supported to do their best work. 

Red Flag #3: Micromanaging rather than empowering.

Most employees don’t love to be micromanaged. What does that mean? It means controlling every little aspect of their work. For example, it could look like telling them exactly how to do a task rather than focusing on the result and letting them do the work in a way that appeals to them. It could look like making them show you every task they complete for your seal of approval rather than trusting them to do the work well. It could look like making them ask for your seal of approval for every decision they make.

Advice: Delegate responsibilities and empower your team members. Provide guidance and support but trust them to execute tasks. This fosters a sense of ownership and encourages creativity. If this makes you nervous, set regular 1-to-1's and discuss what the product needs to look like. You can do the same for each milestone. This will still keep you in the loop, but without micromanaging. 

Red Flag #4: Ignoring, brushing off or avoiding feedback and growth opportunities.

This is my favorite, and one of the reasons why I do the work I do: a survey by Zenger Folkman found that leaders who ranked at the bottom 10% in asking for feedback were rated at the 15th percentile in overall leadership effectiveness. Let me put this simply: As a leader, if you don’t ask for feedback, you are likely to be ranked incredibly low on effectiveness. And yet, so many leaders avoid it!  

How can you reframe your thoughts around accepting feedback? Listen, you’re already a hard worker – no one is questioning that. But if there is one thing that can have massive impacts on your success as a leader, it’s the gift of growth feedback from your stakeholders can provide. If your boss won’t provide it, seek it out somewhere else. Think mentors, peers or reaching out to a leadership coach. For example, as a coach, I do the digging so that my clients can focus on their work and habits. Then once you receive the feedback, actively take part in leadership development or coaching programs to hone your skills. If you ask enough people for feedback, a trend will emerge. Use that as your area of focus. 

If these pointers aren’t enough to sway you or you’re still not sold on why organizations put so much value on these factors, then maybe offering you the business perspective exactly how these come into play when it comes to running a business (or from your organization’s perspective):   

Enhanced Team Performance  

When a leader focuses on the collective success of the team rather than individual accomplishments, it fosters a culture of constructive collaboration. Team members feel valued, supported, and motivated to work towards common goals. As a result, the overall performance of the team improves significantly. This then translates to better and more business.  

Improved Employee Morale and Retention  

A "we" mindset proves to team members that their contributions are integral to the team's success. This recognition boosts morale, leading to higher job satisfaction and increased loyalty. Employees are more likely to stay with an organization where they feel valued and part of a cohesive team. This means lower employee turnover rates. As I mentioned in my earlier newsletter (Reframing Leadership Coaching and Professional Development As A Strategic Investment For Long-term Success), companies care about employee retention because it is expensive – not to mention, disruptive.  

Increased Innovation and Creativity  

Collaboration and teamwork are catalysts for innovation. When team members are encouraged to share ideas, challenge perspectives, and work together towards solutions, the result is an environment that nurtures creativity. A "we" mindset promotes a diverse range of viewpoints, leading to more innovative problem-solving approaches. In a competitive landscape, innovation helps win the race.  

Stronger Relationships and Trust  

A leader who prioritizes the team's well-being and success earns the trust and respect of team members. This trust creates a supportive environment where open communication, constructive feedback, and healthy conflict resolution thrive. These are conditions where great work is produced. 

Sustainable Success and Legacy 

Lastly, leaders who prioritize the success and growth of their teams set the stage for sustainable success. By nurturing a culture of collaboration and empowerment, they leave a legacy of strong teams that can carry the organization forward by attracting even more exceptional talent for continued success.  

By embracing the "we" mindset, emerging leaders not only elevate their teams but also set the stage for their own long-term success and the prosperity of the organizations they lead. It's a shift that redefines what true leadership is all about—inspiring, empowering, and bringing out the best in others. 

So, to all aspiring leaders out there, remember that the journey from "me" to "we" is not just about changing your mindset; it's about unlocking a world of possibilities and paving the way for extraordinary achievements, both individually and collectively. 

If you'd like to dive deeper into these concepts or explore strategies for fostering a "we" culture within your team, I'm here to help! 

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

Emergent Leaders Newsletter/039/Reframing Leadership Coaching and Professional Development as A Strategic Investment for Long-Term Success

In the fast pace of today’s corporate world, the phrase "time is money" has never rung more true. Every decision, every investment, every resource allocation is scrutinized for its immediate impact on the bottom line. However, in this quest for short-term gains, there is often one vital part that gets relegated to the bottom: professional development. 

As a leadership coach, I've seen firsthand the repercussions of undervaluing employee development. It's a story echoed across industries—the "high" cost of professional development is often cited as a reason for dropping it to the bottom of the list of priorities. When budgets tighten, it becomes one of the first areas to face the chopping block, often considered a “nice to have” rather than a necessary piece for the organization’s success. And I get it. Many times, a lot of money is spent on one-off “transformative” events. At the end, everyone walks back to their corners and the material collects dust, and little value is retained. However, not all professional development programs are built the same.  

What if I told you that reframing how we view professional development could be the key to unlocking not just individual potential, but also long-term cost savings and sustainable growth for your organization? 

According to an analysis by Cornell University, a host of HR experts agree committing resources to employee learning and development brings a wealth of benefits to the organization. And the numbers speak for themselves: 

• Employees are significantly more likely to stay with a company that invests in their growth and development. A staggering 94% express a willingness to remain longer when they see their organization dedicated to their learning journey. 

• Career advancement and growth opportunities are on the minds of 76% of employees. Investing in their training not only keeps them motivated but also instills a sense of purpose and drive, ultimately boosting their performance. 

• Nearly half of new hires—40%—are inclined to leave within the first year unless they receive substantial training and education from their employer. Investing in their skills development can be the key to retention. 

• A whopping 74% of employees feel they are not reaching their full potential without adequate training from their employer. Imagine the untapped talent waiting to be unleashed with the right resources in place! 

The Cornell analysis also reveals that companies proactively offering learning opportunities can see a remarkable 218% increase in income per employee compared to those without formalized training programs. Furthermore, such companies boast 24% higher profit margins, showing a direct correlation between investment in employee development and financial success. 

From a leadership standpoint, the advantages are clear. Organizations that prioritize cultivating the next generation of leaders through learning initiatives are nearly two and a half times more likely to achieve their performance targets. 

The Cost of Neglect 

There is unfortunately a common misperception that professional development is a drain on resources. But the truth is, the cost of neglecting employee growth and skill enhancement can far outweigh the investment needed. Again, I will say, selecting the right program is key.

Loss of Talent

Employees, especially the ambitious and driven ones, seek growth opportunities. Without avenues for development, they may seek greener pastures elsewhere, leading to turnover costs that can be significantly higher than investing in their professional growth within the company. For example, we know that the cost of replacing a mid-level employee is approximitely 150% of their yearly salary. In Canada, the average mid-level corporate employee salary is just over 105k. The cost of losing talent is no joke. And if you keep losing your high performers and best employees, you’re settling for mediocre performance and nurturing an environment primed for a perpetual uphill talent battle. 

Diminished Productivity

Skills become outdated, processes evolve, and technologies advance rapidly. Employees who are not equipped with the latest knowledge and tools will find themselves lagging, leading to decreased productivity and efficiency. And since your driven, high-performerming employees have left, good luck getting the ones who stay behind getting on board any new initiative – unless they are particularly passionate about the project. 

Stagnant Innovation

A workforce that isn't encouraged and expected to learn and adapt will struggle to innovate. In today's competitive landscape, innovation is often the differentiator between companies that thrive and those that falter. If the organization is comfortable with the status quo, it will quickly fall behind. Gone are the days where “But this is the way we’ve always done it.” is acceptable.

Reframing the Narrative 

So how do we shift the narrative from viewing proper and customized professional development as a "cost" to recognizing it as a profitable strategic investment? Here are some compelling arguments: 

Boosted Employee Morale and Engagement

Investing in and making space for your employees' growth shows them that you value their contributions and are committed to their success. This boosts morale, leading to higher engagement levels and a more positive workplace culture. 

Enhanced Retention and Recruitment

Talented individuals are drawn to organizations that offer opportunities for growth and development. By investing in your employees, you not only keep valuable talent but also attract even more top performers looking for a company invested in their future.  

Adaptability and Resilience

A well-trained workforce is better equipped to navigate challenges and changes in the business landscape. They can adapt to innovative technologies, industry trends, and market demands, ensuring your company stays ahead of the curve.  

Improved Customer Satisfaction

Employees who are confident in their skills deliver better customer service. Investing in their development directly impacts customer satisfaction, leading to repeat business and a positive brand reputation. 

Tips for Implementation 

Now that I've highlighted the benefits, here are some actionable tips to help organizations (or even stand-alone teams) integrate professional development into their strategic planning: 

1. Create a Development Culture: From top leadership to entry-level positions, everyone should be encouraged and expected to pursue growth opportunities. Make learning part of your company's DNA. Don’t be like many organizations who unfortunately only offer it to folks once they’ve achieved a certain “rank”. 

2. Tailor Programs to Individual Needs: You know the dreaded professional development sessions, where everyone gathers into a large room waiting to be “transformed” after a single workshop? What are the chances that these folks walk out of that room experience lasting change? Next to zero. Not all employees have the same goals or learning styles. Offer a variety of development paths, from workshops to online courses, to coaching to allow for a more personalized growth plan. When people are given control over their own growth, they are much more likely to be engaged in it. Learning becomes more meaningful and more likely to be acted on. 

3. Set Clear Expectations and Goals – and follow up: Employees should understand how their development aligns with organizational objectives. Set SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals for professional growth – and not just in service of the organization they work for, but to grow their own skill set to be better positioned for future opportunities. 

4. Measure and Communicate ROI: Shockingly, very few do this. How often have you been sent to a professional development session and come back to put the papers you collected at the event sit on a shelf to collect dust? Track the impact of professional development initiatives on key performance indicators such as productivity, retention rates, and innovation metrics.  

5. Allocate Budget Wisely: Professional development doesn't have to break the bank. Many organizations have implemented excellent cost-effective options, such as internal mentoring programs, cross-departmental training, or using online learning platforms. To ensure maximum learning and benefit, I would also strongly suggest reaching out to a coach to ensure follow-through and to monitor progress if the leader doesn’t have time to do it. There are so many new coaches out there that are extremely impactful in their work and are willing to work for a fraction of the cost as they grow their own skillset. 

I see so much un-tapped potential in organizations. I urge you to reconsider professional development not as a short-term expense but as a cornerstone of your company's long-term success. By investing in your greatest asset—your people—you set the stage for a more resilient, innovative, and competitive organization and pave the way for a brighter future for the company and individual employees alike. Professional development isn't just a line item in the budget, but a strategic imperative that propels organizations towards greater heights of success. 

Emergent Leaders Newsletter/036/Balancing Grace: Nurturing High Potential Team Members Without Neglecting Growth Opportunities of Others

Leadership often entails walking a delicate tightrope between recognizing and nurturing high-potential team members while also supporting those who may be struggling. However, many leaders find themselves inadvertently favoring high achievers, neglecting the needs of others, and inadvertently perpetuating a culture of favoritism within their teams.

This article delves into the importance of balancing grace, providing guidance on how leaders can cultivate a fair and supportive environment for ALL team members, regardless of their performance levels.  

Understanding Grace in the Workplace 

Grace in leadership refers to the capacity to extend understanding, empathy, and support. In theory, it’s a simple concept. However, any leader knows that it’s never that simple to implement. The challenge is to extend grace to all team members, regardless of their current skill or performance levels, which are rarely uniform across teams. To successfully achieve this delicate balance, a leader has to recognize that each individual brings unique strengths and challenges to the table and understand that growth and development are ongoing processes. 

The Pitfalls of Unbalanced Grace: Perceived Favoritism 

Favoritism can manifest in various ways within teams, often without leaders even realizing it.  

Common signs include: 

• Unequal distribution of resources - Leaders may allocate more time, attention, or opportunities to high-achieving team members, inadvertently neglecting those who are struggling. 

• Blaming the individual - Instead of providing additional support and guidance to struggling team members, leaders may blame them for their mediocre performance, failing to acknowledge underlying factors or systemic issues. 

• Lack of feedback and development opportunities - High-potential team members may receive regular feedback, coaching, and opportunities for growth, while struggling team members are left to fend for themselves, further hindering their development. 

• Exclusion from decision-making processes - Leaders may consult high-achieving team members exclusively, overlooking the valuable insights and perspectives of those who are struggling. 

Do any of these resonate with you? If so, not to worry! Keep reading to find out how you can adapt your leadership habits to be a little more fair to your struggling team members.  

Finding Balance 

Balancing grace requires intentional effort and a commitment to fairness and equity within the team. Below are 5 strategies for leaders to consider integrating into their current leadership practices: 

1. Recognize individual strengths and challenges: Take the time to understand each team member's unique strengths, weaknesses, and growth areas, and tailor support accordingly. They might simply be too afraid to ask for help - ironically, out of fear of coming across as incompetent. 

2. Provide targeted support and development opportunities: Offer additional guidance, training, and resources to struggling team members to help them improve their skills and performance. Start with one skill they are perhaps most interested in learning, and start building their skills (and confidence) from there. 

3. Foster a culture of accountability: Hold all team members accountable for their actions and performance, while also providing the necessary support and resources to help them succeed. For this to work, expectations must be made clear to all team members. I also recommend going the extra mile and describing what a “satisfactory” work would look like vs “exceptional” performance. Why bother? Because some situations will require team members to do work that is just good enough to prioritize more time to other key initiatives and tasks.  

4. Encourage collaboration and inclusivity: Create opportunities for all team members to contribute their ideas and perspectives, fostering a sense of belonging and engagement. When this collaborative environment is created, team members are more likely to ask for help or admit that they aren’t progressing as quickly as they initially thought they would. Life happens to all of us – if people are encouraged to step in and help when needed, everyone wins, and they are also more likely to return the favor.  

5. Lead by example: Demonstrate fairness, empathy, and inclusivity in your own actions and decisions, setting a positive example for the rest of the team to follow. I think I say this in almost all of my newsletters: leaders, YOU are responsible for setting the tone. Don’t just say it, make a habit of consistently showing and exhibiting the same behaviors you expect of your team members.  

Simply by growing their awareness around habits that could lead team members to perceive favoritism, leaders are more likely to engage in behaviors that will work to knock down those beliefs. By cultivating a culture of fairness, empathy, and support, leaders can foster an environment where all team members feel valued, included, and empowered to reach their full potential – though at their own pace, and can unlock the collective talents and strengths of their teams, driving greater innovation, productivity, and success. 

Emergent Leaders Newsletter/027/How Sports Teams Master Principles That Leaders Often Forget

Those who know me know that I spend quite a bit of time at the rink. Whether it be attending my son’s practices and games or volunteering for hockey organizations, I always enjoy seeing how coaches inspire, motivate and work to get the most (and best) out of their players on and off the ice. I can’t help but draw parallels between the sport team dynamics vs the workplace team dynamics, with the latter being the topic of many discussions with my clients. 

As much as we would like to think that new leaders were put in their roles because they are pre-equipped with the skills and habits that will enable them to be immediately successful and happy in their new leadership roles, this isn’t the case. Unfortunately, this skills gap leads to a lot of stress in many new leaders. Unless these skills are intentionally honed, new – and even more experienced leaders, can resort to evasive and ineffective behaviors when faced with a challenge simply as a result of not knowing what to do or how to handle certain situations. Their teams also suffer from lack of inaction, leading to sub-optimal results.

When leaders are in the trenches, they sometimes get swept away with the “do-ing” of the work and lose touch with collaborative team practices and the more strategic aspect of their leadership role. To accelerate learning and adjust to their leadership responsibilities, leaders can tap into skills they have already developed in the past – though perhaps in completely different contexts. We tend to think about more technical knowledge when thinking about transferable skills. New and emergent leaders sometimes lose touch with certain principles when they ascend to a leadership position, while professional sports teams often excel at implementing these principles for success. 

This week’s newsletter isn’t so much of a newsletter as much as it is more of a collection of observations and thoughts that come to mind when two of my worlds, leadership coach and hockey mom, collide: 

Team Cohesion  

Professional sports teams prioritize team cohesion and unity. They understand that individual talent alone does not guarantee success. Leaders, on the other hand, may lose touch with this concept as they focus on individual goals, power struggles, or siloed departments. Successful sports teams build strong bonds among their players – regardless of the position they play, which fosters a sense of belonging and teamwork that transcends individual capabilities. Each player understands their role and how it supports the systems in plays. Similarly, work teams are most successful when they work around different members’ skillsets and strengths and understand how their role fits into the greater good of the team and picture of the organization.  

As a leader, creating opportunities for collaboration amongst not only teams, but across different teams and departments, can help foster this similar unity.

Continuous Improvement  

Sports teams are constantly striving to improve, both individually and collectively. They embrace the concept of continuous improvement and recognize that complacency can lead to being left behind in a very competitive environment. This is why professional athletes are constantly looking for and leaning on feedback from their coaches to continually improve their skills. For some reason though, once individuals settle into their work roles, most tend to stagnate. Behaviors such as possessiveness over tasks, gate-keeping information, looking for individual success rather than the team’s success as a whole creep in. Individuals begin to feel comfortable and might begin to lose sight of the need for ongoing learning and development (or be too busy to learn), which can limit their own effectiveness and the growth of their teams, and ultimately – that of the organization’s. 

Leaders can model continuous growth by accepting mistakes as part of the process and instilling workplace culture where continuous learning, mentoring and coaching is the norm. Transparency about their own journeys usually helps break the ice – as does normalizing conversations about feedback and professional and personal goal setting. 

Data-Driven Decision Making  

Sports teams often use data and analytics to inform their decisions, from player selection to in-game strategies. Some leaders, once they achieve a certain level of authority, may rely on their “gut feeling” or intuition or give experience more weight, instead of making data-driven decisions. Staying in touch with this principle can lead to more informed and effective leadership decisions. Now, I’m not going to say that a leader following their gut feeling is all bad. It’s a balance that needs to be learned. But when a leader leans too heavily on their gut feelings, it can create issues that go beyond business numbers. This is where perceptions of favoritism and lack of transparency/trust issues can arise. Just as coaches know their players and know who can they rely on in specific moments or which player is having a bad day, to game-time decisions, leaders have to take the time to get to know each of their team members equally well so that they can make similar decisions for optimum team functioning and results.   

Adaptability 

Successful sports teams are adaptable, able to adjust their strategies and tactics to respond to changing circumstances, opponents, and injuries. Leaders who lose touch with this principle may become rigid and resistant to change, potentially hindering their organizations in a dynamic and evolving business environment. This is when a team or organization becomes stagnant and falls behind their competitors. Yes, change usually equates to more work, and constant change can be exhausting! Though change is a reality that needs to be taken into stride. Being able to constantly keep the team’s eye on the prize is one of the most motivating factors leaders can easily tap into. In fact, getting everyone on board and keeping everyone motivated is so much easier when all team members know what the end game is. Going a step further and making sure everyone understands the value they each bring to it also helps them buy into change. Asking questions like: “How do you stand to benefit from this change?” or “What do you need from the team to be successful in this?” can help appease concerns and offer reassurance of support when teams are experiencing change.  

Clear Communication  

Communication is essential in sports, with coaches and players needing to convey their strategies and intentions clearly and effectively – sometimes at rapid-fire speed. Leaders sometimes forget the importance of clear, transparent communication as they ascend in the organizational hierarchy. An obvious and common example of this would be asking front-line team members what the organizational values, priorities and goals are. I tend to get a lot of “deer in headlights” looks. Communication doesn’t just have to be clear, but it must trickle down to all team members to ensure everyone is super clear on the game plan. Maintaining open and honest lines of communication at all levels also fosters trust and alignment among team members and helps achieve collective goals. 

Goal setting 

While the goal in sports teams is simple – win, leaders in the workplace could stand to better communicate what their team’s version of winning looks like. Too many team members fall into the trap of doing things because that’s how they’ve always done them. But no one ever tells them any differently. Leaders need to paint a clear picture of what a winning team looks like – along with how the team interacts, works together and what success looks like to them. Leaders need to stop assuming each of their team members “just know” what’s expected of them. New leaders really do need to spell this out for their teams, and then revisit the “how to” when trying to create a winning team environment, more often.  

Handling varying skill and confidence levels 

When individuals achieve a certain level of success or ability, they tend to develop a powerful sense of identity and ego tied to that achievement. When the whole team always knows what they are doing and have experience doing it, the team’s work feels like a well-oiled machine. Unfortunately, rare are the teams where all members began working together at the same time and have been together for so long without change, that they experience an effortless synchronicity. Like sports teams, work teams don’t exist in a bubble. Conditions are very dynamic in both worlds.

In a sports team setting, typically successful or more tenured players may feel that their status is threatened by the presence of a talented newcomer. Similarly, in organizations, leaders who have achieved success may become protective of their status and reluctant to accept new ideas or newcomers who challenge their authority or ability. Rather than weaponize varying experience and skill levels, leaders can really hold team members accountable to sharing their knowledge for the greater good and highlighting each team member’s skill set and strengths. Leaders can also stop stepping in to “rescue” work or tasks by doing it themselves just as coaches can’t jump in the game to do the work for any of their players. Offering bite-size guidance, advice to continually help individuals improve ensures constant growth of all their team members’ skills set. 

Successful sports teams often excel in supporting these principles of team cohesion, continuous improvement, data-driven decision making, adaptability, clear communication, goal setting and handling varying skill and confidence levels within the team to achieve success. Leaders can benefit from reflecting on these principles and finding ways to implement them in their professional lives to improve their own team’s dynamics, help increase their teams’ enhance their leadership effectiveness. 

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

Emergent Leaders Newsletter/024/Is There Such A Thing As Being Too Client-Focused? How To Honor Business Needs And Client Demands While Nurturing Employee Workplace Satisfaction.

As organizations evolve to better serve their clients and stakeholders, so do their mission statements. But when mission statements are created, they often exclusively have the client's best interest in mind. This makes sense because without satisfied customers, there would be no business in the first place. Though in the process of instilling changes for the benefit of their clients, organizations often seem to leave out the employee engagement piece, leading to a disconnect in how their employees can effectively live up to the mission statement. This challenge is often rooted in a glaring disparity between the organization's mission statement and its limited definition of success. As I've experienced firsthand and am seeing with some of my clients, this disconnect often leaves employees feeling excluded, hampering morale and ultimately, having a negative impact on the organization's ability to achieve its goals. One glaring example we often hear about in the media comes from the education and health sectors, where teachers and nurses are leaving their jobs in droves, often because of this exact disconnect: all about the students, but offering dismal working conditions. It can't just be one or the other; both must be present for workplaces and businesses to thrive. 

In this week's newsletter, I list usual challenges faced by team members when they feel left out of the client-centric mission statement and explain how leaders can help improve their messaging to bridge the gap between company mission statements and employee satisfaction, all while creating a better experience for their clients. 

Mission statements are the bedrock of an organization's purpose and direction - they convey the core values, objectives, and aspirations of the organization. However, a mission statement alone is not sufficient to drive change or achieve success. The disconnect arises when the mission statement is misaligned with the organization's actual goals and operations. I've been called many times to help organizations "operationalize", as they call it, their mission statements, to better help their employees connect to it, see themselves through it and live by it so that the organization can move forward in a way that will benefit all its stakeholders.  

Where do organizations go wrong? Here are some common missteps: 

Misalignment of Objectives 

Often, mission statements emphasize noble ideals, such as customer-centricity or social responsibility. However, the organization's success definition may prioritize financial metrics or other short-term goals without considering the impact on their staff. 

Lack of Employee Inclusion  

Mission statements are typically crafted by top leadership or external consultants, without sufficient input from employees at various levels.  

Communication Gaps  

Even if a mission statement is well-intentioned, it often does not cascade effectively throughout the organization. So how can organizations improve their messaging and operations for improved employee engagement and retention? What does it mean to "operationalize" a mission statement? 

Bridging the gaps

To bridge the gap between mission statements and employee engagement, organizations need to rethink their approach to leadership and the lens by which organizational priorities are set. More specifically, more time and thought needs to be spent on the implementation of strategies and action plans to make the mission statements relevant to employees AND clients alike. Here's how they can do it: 

Involve Employees in Mission Crafting 

Engage employees at all levels in refining or creating the mission statement. Including employees at all levels, across all functions not only leads to a more practical mission but also fosters a sense of ownership and commitment among employees. 

Define Success in Tangible Terms  

Align the organization's definition of success with the mission statement by specifying measurable objectives for all teams and team members. This clarity helps employees understand how their daily work contributes to the organization's larger purpose and vision, which is typically a challenge - particularly with individuals in "hidden" but essential departments, such as IT and finance. 

Transparent Communication  

Leaders must communicate the mission consistently and transparently. This involves sharing the mission's importance, progress, and any necessary adjustments. Use various communication channels, including regular town halls, newsletters, and one-on-one discussions. 

Integration Into Organizational Culture  

Having a clear understanding of the organization's values is extremely helpful to help guide decision-making. Leaders and employees can learn more about their own personal values and how they relate to the organization's values. This helps inform of the behavior, habits and daily actions, creating more authentic workplace connections.  

Continuous Feedback Loop  

By setting up a feedback mechanism that allows employees to voice concerns or suggestions without fear of repercussion, organizations can gather great insights on employee "wellness". Though keep in mind: Leaders must on this feedback to prove that the organization values employee input and is committed to alignment. 

I would also like to add that this misalignment in organizations where I've been involved was never intended to hurt employees. They simply either lack the know-how, or don't take into consideration the time it takes to create a concerted effort to implement actionable strategies to make it happen. 

Organizations must recognize that their team members are key stakeholders in the pursuit and execution of better customer service experience. By actively involving employees in crafting the mission, aligning objectives with the mission's values, and fostering transparent communication, and taking into consideration their "front line" realities, organizations can significantly shrink this gap, and more forward much better equipped to achieve its mission and serve its clients effectively. 

Emergent Leader Newsletter/002/Holding Your Team Members Accountable without the "ick"

Read time: 5 minutes 

If your employee is repeatedly not performing to the level you are expecting, you may be partly to blame. 

Here is the problem: I would be willing to guess that you believe that you give clear instructions when delegating AND/OR you’re avoiding going through with the consequences of an unfulfilled performance management plan (if there is one in place) – either way – it’s not them, it’s you. 

Don’t believe me? 

How many of the following strategies do you employ to mitigate the effects or gaps in the less-than-stellar quality of work output from your weakest performer? 

• Do you tend to put in a few extra hours to clean up their work yourself? 

• Do you tend to avoid delegating higher-stakes tasks/projects to certain individuals? 

• Do you continually skip over the same individuals’ name when promotions come up? 

• Do you exclude certain people’s input or take it less seriously than others’ on the team? 

• Does your energy shift in a negative way in a particular individual’s presence? 

When leaders come to me about an under-performer on their team, my first question is always. “Have you explicitly communicated your concerns with this employee?”. Shockingly (well, not so much anymore), the answer is often “not really”. 

What’s at the root of most under-performers?  

The truth is most employees don’t even know that their work is sub-par. Not kidding. It’s that simple. While they may feel that something is off, they are often left in the dark about how their boss really feels about the mediocre quality of their work. The most common clues they get that signal to something isn’t quite right, come from noticing they aren’t included in major projects or being used for significant tasks. With time, they notice that they are constantly being passed up for promotions, or worse yet: they are let go!  

In fact, here is how most people handle the under-performing employee:  

• They avoid the conversation all-together (they talk themselves out of thinking they are the right person to have the conversation with the employee in the first place);  

• They justify the undesirable result with reasons that are out of their control (for example, the individual was sick or away) and convince themselves that whatever factor got in the way this time won’t be a factor next time. 

• They find reasons to delay (this can be hidden behind excuses like “I need more info,”; “I’m just waiting to another individual to get back to me.”; “I don’t want to disrupt them in their work,”; “I don’t have time right now.” “I don’t think they mean anything by it” and “I’m sure it will get resolved with time and experience.” 

• They face it head-on but it’s awkward, rushed and nothing is really done to educate or prevent deficient performance from happening again in the future. 

Now, before you start being too hard on yourself, just know you are not the alone. The majority of small to medium organizations don’t have a process in place. And unfortunately, because there is no process in place, the unproductive cycle persists.  

Here’s how I would handle it: 

1. Make the decision that from now on, you will take pro-active measures to ensure that the quality of work that comes back from all team members is exactly what it needs to be. 

2. Next, if you don’t already do this, set up regular weekly or bi-weekly 1-to-1's with all your direct reports. Book a time in your calendar, send them a calendar invite, along with brief talking points. By meeting more regularly, you can be more proactive about checking in on work you delegated. It also provides an opportunity for your team members to ask questions and ask for support required to be successful. To make this possible, you will most likely be best to block this time in your schedule (and theirs) well ahead of time (like, in quarterly batches). 

3. Prepare yourself mentally for the meeting. Take a few moments before the meeting to ground yourself. People tend to reflect the energy of others they engage with. As the leader, you get to set the tone for these meetings.  

4. Clear assumptions/labels you hold about each of your team members. We’re not as good at hiding our emotions as we would like to think we are. I have yet to meet someone who wakes up in the morning with the intention of ruining their boss’ day. Step into these conversations with the assumption that the other person is doing their best with the information they have. Don’t assume they “just know”. 

5. When the meeting begins, go over the talking points and make clear that this is a 2-sided discussion. Both sides will have an opportunity to ask questions and gain clarification around expectations. Let’s face it. Both sides want to be successful, and that’s usually dependent on successful completion of the task or project. See each other as allies after the same result rather than me vs them.  

6. To make sure there is a clear understanding of what is expected, do what Brené Brown calls “paint it done”. Describe in detail what the final task/project should look like, then ask the other person to describe what they picture in their minds from your description. Adjust as necessary. It is MUCH easier to hold someone accountable when expectations are clear (and documented). 

7. Ensure both parties walk away with what they need from the conversation and plan/book the next chat before the next project milestone to avoid any surprises. 

With time, you may be able to lift your foot off the pedal with some of your team members as they learn to work in a way that satisfies the organization’s needs. Though keep in mind, these 1-to-1's is not just for your own peace of mind. They are a way to ensure you regularly connect with each of your team members to support them so that they can do their best work, reducing the need for difficult conversations down the road. 

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Whenever you are ready, there are 2 other ways I can help you:

1. If you are still looking to further improve your leadership skills, let me recommend starting with an affordable course:

→ The New Leader’s Survival Guide: Time Management 

→  Stand Out From The Rest: Communicate Like An Effective Leader  

2.  If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go.