Emergent Leaders Newsletter/051/Strategies for New Leaders to Manage Diverse Skill Levels

Diverse skill levels within a team can lead to perceived imbalances in workload and favoritism, depending on how the gap is handled. For new leaders, managing a skills gap is a delicate balance between nurturing low performers while not overburdening high performers.

Understanding the Skill Divertsity Spectrum

Here’s what this difference often looks and feels like within the workplace: 

Low Performers  

• Struggle to meet expectations,  

• Consistently require more guidance and support, 

• Lack confidence, 

• May be perceived by the rest of the team as receiving undue leniency, leading to feelings of resentment from team members, which then leads to division within the team.

Middle/Average Performers  

• Consistent and reliable but may feel overshadowed or neglected,  

• Tend to fly under the radar because they don’t stand out in any way, which contributes to disengagement or stagnation. 

High Performers  

• Excel in their roles,  

• Often become the go-to individuals for critical tasks, 

• This can lead to burnout and feelings of unfair treatment among their peers. This resentment also often leads to division amongst team members. 

Now, you might think the solution is easy: simply “Let the lower performers go!” However, studies have shown that when a “bottom” is removed, it will quickly be replaced by another.  This doesn’t in any way mean you’re destined to have to tolerate under-performers. It means you must be very intentional about how you tolerate and manage the lower performers to elevate the team’s bottom line. Every situation will require (and deserves) a swift, yet fair assessment to properly figure out the best fit next course of action. Approaching the situation with an open mind is your best bet.

Indicators of imbalance amongst Team members

As a leader, be vigilant for these signs that might show an imbalance of workload within your team: 

• Workload Disparity: High performers consistently receive more challenging tasks, while low performers get simpler assignments. 

• Resentment and Morale Issues: Team members express frustration about perceived preferential treatment or lack of recognition. 

• Burnout: High performers showing signs of stress or fatigue due to constant high demands.

• High turnover: Team members are often leaving for other opportunities. Your department feels like a revolving-door. 

• Stagnation: Middle and low performers not showing progress or growth, feeling disengaged from their roles. 

Strategies to help Level (and elevate) the Playing Field

To manage a team with diverse skill levels effectively, consider these actionable strategies: 

1. Offer Transparent Communication with ALL team members 

Holding regular one-to-one meetings with all team members to understand their needs, aspirations, and challenges is a great start. You can use the time to communicate expectations and provide current feedback. These meetings are also a fantastic opportunity to share additional necessary information each team member needs to do their jobs well.  

2. Offer Tailored Professional Development Plans 

Create individualized development plans that address each team member’s strengths and areas for improvement. Team members mentally check out when they don’t feel the learning is relevant to them. Synchronous learning (where a large group is taught the same thing at the same time) is phasing out and we are seeing a much greater demand for "a la carte” professional learning and development opportunities and delivery methods. Be open to allowing team members to learn in ways that resonate with them.  

3. Delegate with Purpose and Foster a Collaborative Culture 

Rotate responsibilities to ensure all team members have opportunities to tackle challenging and routine tasks. Pair high performers with low performers on projects to foster mentorship and knowledge sharing. This also has the added benefit of reducing the likelihood of disruptions when a team member leaves on holidays or for extended periods of time or there is a gap in the team until new hires are on-boarded and brought up to speed with their responsibilities. 

4. Recognize and Reward 

Recognize achievements across all levels, celebrating both small and significant milestones. Ensure rewards and recognition are based on merit and improvement, not just high performance. It makes success feel achievable for all members, which in turn entices them to perform at the highest levels. 

5. Set Clear Goals and Metrics 

Unfortunately, I’m finding that this level of clarity is only given once a leader perceives a performance issue. Giving this type of directive provides all team members with an equal framework to be successful when clear, achievable goals are aligned with their skill level and potential. Use metrics to track progress and hold everyone accountable - right from the start.  

The impact of Ignoring the issue

Leading a team with diverse skills sets is hard, but so is leading a disgruntled team. To quote Keith Craft, you get to “Choose your hard”.

Here are some factors to consider should you choose to not address the skills imbalance on your team:  

• Decreased Morale because of team members feeling undervalued or overburdened, which can lead to low morale and high turnover. 

• Reduced Productivity as discontented and burnt-out team members can significantly affect overall team productivity and performance. 

• Stagnation, affecting the team’s ability to innovate and adapt. 

• Erosion of trust in leadership due perceived favoritism, damaging team cohesion and collaboration.  

Inferior performance can be contagious. Unfortunately, most people would rather leave their current job provide the feedback to anyone who has the power to make the necessary changes. If you’re a leader, don’t be fooled. If your team is quiet, you should be concerned and ask more questions. 

Managing a team with diverse skill levels is undoubtedly challenging, but with the right strategies, you can create a balanced, productive, and harmonious team environment. By fostering transparent communication, tailored development, purposeful delegation, and a collaborative culture, you can honor each team member’s learning journey and ensure fair treatment for all.  

Emergent Leaders Newsletter/049/Ensuring Your Team's Success from Day One Through Onboarding

The struggle many leaders face when integrating new talent into their teams isn’t a new one. It's not uncommon for leaders to feel overwhelmed by the time and effort it takes for new hires to get up to speed, and so on-onboarding is often pushed down to the bottom of the list of priorities. There are, however, solutions and they involve implementing a framework, which, once established, can make everyone’s lives easier right out of the gate. 

So, what exactly is your role as a leader when it comes to onboarding new team members?

Here's a step-by-step guide to help leaders orchestrate a smooth transition for new hires: 

#1. Define Clear Expectations  

According to Talmundo, 66% of employees struggle with job responsibilities and performance expectations during the onboarding period. To get around this from day one, it is essential to communicate clear expectations regarding job roles, responsibilities, and performance metrics over time (say, 3-6 months to begin with) - in person AND in writing. This ends any doubt and insecurity the new team member may have around whether or not they are succeeding. It also sets the foundation for their success and helps new employees understand their role within the team.  

#2. Provide Necessary Resources 

Equip new hires with the tools, resources, and training they need to excel in their role. Whether it's access to software, training modules, or mentorship and coaching opportunities, contact names and numbers, warm introductions to other team members (and relevant team members from other departments) - ensure they have everything they need to hit the ground running. I would suggest that you have a checklist of all of these resources. I know, this checklist will be long and it probably isn’t realistic for leaders to go through all of it. Though as a leader, it is up to you to ensure that all facets are covered. If it isn’t facilitated by yourself, ensure another team member is assigned to help the new on-board with it.  

#3. Assign a Buddy or Mentor 

Pairing new employees with a seasoned team member can be invaluable. A work buddy system or mentor can provide guidance, answer questions, and offer insights into the company culture. This will help new hires feel supported and integrated into the team, accelerating their sense of belonging and loyalty.

#4. Encourage Open Communication 

Foster a culture of open communication where new hires feel comfortable asking questions, seeking clarification, and providing feedback. Regular check-ins and one-on-one meetings can help address any concerns and ensure alignment with organizational goals. This ties back to “Step 1: Define Clear Expectations”. I’ve also found that it can be helpful to provide examples of when it’s time to reach out for help – especially when it comes to achieving project deadlines. Many new hires feel too intimidated to raise a hand when they need help. Take the guess work out and let them know at what point you need to be looped it if they feel a problem is brewing that could impede the achievement of their project milestones and deadlines. 

#5. Celebrate Milestones  

Recognize and celebrate the achievements and milestones of new (all) employees. Whether it's completing training modules, reaching performance goals, or simply adapting to their new role, acknowledgment goes a long way in boosting morale and motivation. 

Now, perhaps you’re already doing many of these things and as a leader, you might feel like you already have a good grasp on your on-boarding process. And this might absolutely be true. But here are 3 major indicators to look out for that may signal that your on-boarding process could use some improvement: 

• If you notice a pattern of new hires leaving shortly after joining your team; 

• Low Employee Engagement; 

• New hires struggling to meet performance expectations;  

To further emphasize the importance of investing in a robust onboarding process, consider these compelling statistics: 

• Organizations with strong onboarding processes experience 50% greater new hire productivity. (Source: Aberdeen Group) 

• Employees who go through a structured onboarding program are 58% more likely to remain with the organization after three years. (Source: Society for Human Resource Management) 

• Companies with a formal onboarding process see 50% greater retention of new hires. (Source: Glassdoor) 

Investing time and resources into an effective onboarding process is not just beneficial—it's essential for the success of your team and organization. Take ownership of your new hires’ success by following these steps and prioritizing the onboarding experience of your new hires. It will set the stage for a thriving and cohesive team.  

P.S. If you’re looking for a more in-depth “how-to” for on-boarding process, www.talmundo.com has incredible free resources on their website. 

---

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/048/ The Leader's Playbook for Dealing with Negative Team Members

Negativity in the workplace (or any team, for that matter) is like a virus. If left unchecked, it can spread rapidly and infect the morale and productivity of your entire team. But as a leader, is it really your job to manage toxic behavior and resulting conflicts? Regardless of your thoughts on this, the answer is “Yes”! 

"In every organization we belong to, we're (also) a part of a culture. And either you are contributing to that culture, or you are allowing it to be what it is." - Dr. Michael Gervais, Workplace culture expert 

In other words, if you are not part of the solution, you are part of the problem. And if you consider yourself an effective and successful leader, you had better be part of the solution.  

As you navigate your journey as a leader, this is unfortunately something you'll inevitably encounter because individuals with crappy attitudes are everywhere. So having a plan can at least open you up to being better prepared to have the conversation, rather than avoiding the issue all-together, at the detriment of the rest of the team. 

How to address the negativity on your team

Below I offer you a simple step-by-step guide to help you address the negativity on your team. Should you have any questions regarding more specific “how to” for any of these steps, feel free to reach out. Your HR representative is also a great resource to help guide you through these situations. 

Step 1: Recognizing Negative Attitudes 

Negative attitudes come in various forms, from constant complaining, gossiping and cynicism to resistance to change and undermining team efforts. Identifying these behaviors early on is crucial, and as you get to know your team members, you’ll most likely be able to anticipate the source of the negativity. Look for patterns, such as consistent criticism without constructive solutions, reluctance to collaborate, or a general sense of dissatisfaction. 

Step 2: Addressing Negativity Head-On 

As a leader, it's essential to address negative attitudes promptly and directly. Ignoring the issue won't make it disappear; in fact, it may escalate and affect the overall team dynamic. Schedule a private conversation with the team member to discuss your observations and the impact their behavior may be having on the team.  

Approach the conversation with empathy and curiosity rather than judgment. Seek to understand the root cause of their negativity – it could stem from personal issues, work-related frustrations, or misalignment with organizational values. They may simply not feel like they have the permission to “vent” to the boss rather than spread their venting to peers. It could also be that no one has ever called them on their behavior in the past and they simply don’t know how to manage their frustrations in more meaningful ways. Listen carefully and offer support where possible, whether through coaching, mentoring, or resources for personal development. Improving 2-way communication almost always resolves the issues. 

Step 3: Setting Clear Expectations 

During your conversation, clarify your expectations regarding behavior and attitude in the workplace. Emphasize the fact that a positive and collaborative environment is conducive to higher productivity and growth - 2 key factors in successful teams. Be specific about the behaviors you'd like to see change and provide examples to illustrate your point. Your feedback shouldn’t be personal, rather, it should be based on objective observations. 

Step 4: Consequences of Inaction 

Not addressing negative attitudes can be detrimental to your team and organization. While the negativity may not always be blatantly obvious, there are “side effects” of toxic behavior that will most likely be more noticeable.  

Here are some key indicators that negativity may be poisoning team morale 

• Decreased productivity as negative attitudes can drain team energy and focus. 

• Increased turnover because a toxic work environment will eventually drive away top talent who look for a more positive and supportive workplace culture. 

• Poorer team dynamics as the negativity breeds conflict and erodes trust among team members. 

• The effects of one individual's negativity can spread throughout the team, infecting others and perpetuating a cycle of discontent. Like a bad apple, if not removed from the bunch, the whole lot will go bad. 

Be the leader who actively creates a positive work environment  

As a leader, it's your responsibility to foster a healthy and inclusive work environment where every team member feels valued and respected. Don't shy away from addressing negative attitudes – confront them head-on with empathy, clear communication, and a commitment to positive change. 

Think of it this way: addressing negativity isn't just about mitigating individual behavior; it's about preserving the integrity and productivity of your entire team. By taking proactive steps to address negative attitudes, you'll not only support the growth and development of your team members, but you’ll also cultivate a workplace culture that benefits everyone. 

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/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. 

---

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.