4 Secrets to Building a Team That Can Handle Anything

 

 

 

by Chris Kille

 

I once thought that the key to an efficient workflow was to hire the best people for the job. A new generation of talented, value-oriented and full-of-potential employees and business partners appeared to be the perfect recipe for success. However, I discovered that even with such a great team, I was always observing, wading into problems and extinguishing fires more than I would have liked. It was frustrating. I did not only want to have a good team but also a team that can work independently and efficiently with or without my intervention.

So, what was missing? I adopted a trial-and-error approach in a bid to look for the best strategies that would suit the task at hand. I am not presenting these ideas here as mere theories but as practical approaches that have been effective in changing my leadership and team management style. These are the four secrets that enabled me to step back and put my complete trust in my team, knowing that they are capable of handling anything.

1. Create a playbook for every scenario

Perhaps one of the most significant moments was understanding the need for a playbook. This is not just any documentation — this is a dynamic, proactive guide that gets your team ready for anything they are likely to face. It is your team’s Bible, where all the processes, tasks and possible problems are described in detail.

The playbook should not only focus on the main activities but also address scenarios, possibilities and unexpected obstacles that disrupt the business’s normal functioning. This way, you avoid a situation where your team is clueless about what to do when they are faced with certain challenges. They have a reference point that they use to determine the course of action, which enables them to be more responsive.

However, it is not only about developing the playbook; it is also about maintaining and updating it. Periodic assessments and modifications guarantee that your team is using the most current and useful data. This fosters a culture of readiness and self-sufficiency within your team, which can work efficiently on its own.

2. Empower your team with authority

The next secret is giving your team real power — the kind that makes things happen. They cannot just be assigned with work; they must be allowed to make decisions for themselves. This was a big relief for me: When team members understand that they have the power to make decisions without having to consult others all the time, they step up to their responsibilities in ways that are liberating.

The essence of empowerment is not just in the delegation process but in the process of entrusting. In other words, your team has to be confident in your support of the decisions they make, and you have to have confidence in the decisions that your team makes. This mutual trust is what makes it easy for teams to respond to crises in a swift and efficient manner. When a problem arises, your team will not be stuck in a dilemma. Instead, they will be prepared and ready to take the right actions as soon as possible.

This must work hand in hand with a clear definition of the authorities vested in each member of the respective teams. What choices can they make independently? This way, you establish the limits within which your team can act freely but still be in harmony with the general organizational strategy and objectives.

3. Implement a “First Response” protocol

One of the most effective interventions I put in place was the “First Response” model. This includes the appointment of someone or a group of people to handle any problem as first responders. The purpose is to minimize bottlenecks and to make sure that issues are resolved as soon as possible, without it all going up to the CEO.

Here’s how it works: The first-line manager is the one who is expected to evaluate and manage the problem once it occurs. They have the power to make immediate decisions to solve the problem or, if needed, to take the issue to the next level. This protocol not only makes the response time faster but also balances the workload among the team members so that no particular person gets overloaded.

In other words, it is important to ensure that everyone in the organization understands what to do in case of an incident and how to do it. It is important for all employees to understand who the go-to person is when it comes to various matters, and the said individuals must be equipped with the knowledge and tools to handle the situations effectively. This approach helps create a sense of ownership within the team because everyone becomes aware that matters are being handled effectively and without undue delay.

4. Establish a continuous feedback loop

Last but not least, creating a feedback culture is crucial for creating a team capable of handling any challenge. This is not about an annual appraisal; it is about an ongoing conversation where processes are periodically scrutinized and improved based on practice.

Your team is on the ground, immersed in the details that are unique to your company. They are better placed to notice areas that require change and point out areas of concern that need attention before they escalate. This way, you make feedback a constant component of your business, which means that your processes are always adaptable to new conditions.

It is important to note that this feedback loop should be established and follow a certain pattern. This system can include daily or weekly team meetings, individual meetings and even suggestions that can be submitted anonymously. The idea is to build a culture that sustains ongoing improvement and does not view it as the exception but as the norm. When the employees understand that their contribution is appreciated and considered when making organizational decisions, they tend to be more committed to the organization’s success.

Creating a team capable of addressing any situation is not a process that can be achieved in a short time. It means taking time and effort to ensure that your team is properly prepared and equipped to handle changes. These are the four secrets you need to follow if you want to take your hands off the wheel and let your team do their job.

Source: Entrepreneur 

Frustrated at work? How to decide if you should stay, pivot, or quit

 

 

 

 

by Kate Wieczorek

 

Feeling occasional job frustration is normal. However, when the bad days start to outnumber the good, it’s time to assess how to improve your work life.

 

Identify The Root Cause
First, determine what caused the frustration. Figuring out the reason will provide insight into which actions to take. Scenarios triggering work frustration could include:

  • Going through an organizational change
  • Being overworked and unappreciated
  • Navigating a new boss dynamic
  • Experiencing boredom
  • Given false promotion promises
  • Dealing with a toxic work culture
  • Feeling overwhelmed in a new job

Next, have a conversation with your boss. Great leaders want to know when their subordinates are unhappy. Collaborating with your manager on opportunities to alleviate job dissatisfaction builds a strong working relationship. Continue reading

7 Habits to Become a Magnetic Leader: How to Command Influence

 

 

 

 

by Peter Economy

 

 

 

Remember — influence is built on respect, trust, and authenticity. So, do more of that.

Being a great leader is not only about charisma or communicating the right way. It’s about building a personal connection and earning the respect of others. There is no surefire recipe for success, but the following seven habits can help you increase your influence:

1. Cultivate self-belief.

Having confidence in yourself is a basic requirement for being seen as a leader. Not only will you be more effective in trying to present your vision, it will also make you more likable, encouraging others to trust and follow you. Confidence is a powerful tool for inspiring others.

2. Treat others with respect.

Respect is a common currency of relationships. Treat everyone with dignity, and not simply those above or below you in position. And remember that by treating people respectfully, you earn their trust and make them more loyal employees.

3. Show genuine interest.

Good leaders are curious and empathetic — they genuinely care about other people. Listen to what others say, ask clarifying questions, and care about the people around you.

4. Communicate effectively.

Be a clear communicator. Avoid industry jargon. Be concise. Make your words easy to digest. Use positive language and be upbeat.

5. Smile and be approachable.

A smile can open doors and make people feel at ease. Be approachable and willing to engage. You’re going to feel even more likable and influential when you’re friendly.

6. Be helpful and supportive.

A leader who offers help and support is a valuable asset on any team. Look for opportunities to assist others and be prepared to lend a hand when asked. This will convey your concern for your people.

7. Be authentic.

Above all, be authentic — say what you think and do what you say. People respond to leaders they can believe in.

If you focus on practicing these seven habits, then you will become a truly magnetic leader. And remember, influence is built on respect, trust, and authenticity. So, the more you are able to model those behaviors, the more influence you will have.

This post originally appeared at inc.com.

5 Powerful Ways to Make Your Company Somewhere Employees Can Truly Thrive

 

 

 

by Yumna Aysen

 

Organizations tend to paint a picture-perfect organizational culture, but behind the scenes, a different story is depicted. According to Gallup’s latest State of the Global Workforce report, it was found that “quiet quitting,” or “employees not going above and beyond at work,” is still prevalent. The report showed that 62% of employees globally are disengaged.

Quiet quitting is usually a result of a toxic work culture and/or burnout. Taking proactive measures is key to foster an environment where employees thrive at every level in the organization.

At the core of all of this lies the power and role of authenticity and empathy in leadership: to create and cultivate a psychologically safe work environment. Authenticity can be perceived differently depending on who we are and our experiences. When inauthenticity is present, it can sometimes be easy to identify. Signs of inauthenticity is when a leader’s behavior is not aligned in different settings; as well as their actions not being in alignment with their words.

So how is it that leaders can create a psychologically safe work culture underpinned by authenticity and empathy? Here are five powerful ways to do so.

1. Encourage a culture of speaking up and discourage a culture of silence

culture of silence arises when there is a lack of psychological safety. This can be quite dangerous as it results in failure to innovate, higher turnover and lower performance to name a few. A culture of silence is not only one in which people cannot speak up, but one in which people are refusing to intentionally listen to others.

Nurture a culture of speaking up by encouraging the voicing of ideas, asking questions, reporting mistakes and challenging the status quo. Continue reading

How the CFO became a C-suite mastermind — and what it means for women leaders

 

 

 

By Lindsey Galloway

 

In Chief’s new series, The New C-Suite, we examine how rapidly-shifting workplace norms and technologies have impacted today’s top corporate power players — and what it means for executive women.

While parity in the C-Suite has been challenging to come by, there’s one traditional role where women are making headway. The Chief Financial Officer role has continued to see women make real gains in representation in recent years.

Women held nearly 19% of CFO positions across Fortune 500 and S&P 500 companies in 2023, compared with only 6.3% in 2004, according to executive search firm Crist Kolder. Research suggests women outperform men in the role and generate stronger returns.

Women’s representation is especially important in the CFO role, since the job has long been a key stepping stone to the top. In fact, last year proved to be the best ever for CFOs ascending to the CEO role, with more than 8% of CEOs coming from the financial seat.

That growth in opportunity is likely due to the fact that the CFO role has become much more tightly integrated into the operations and ultimate success of the company. Few C-Suite positions have been more in flux over recent years. In a recent survey of nearly 600 CFOs by consultancy firm Egon Zehnder, 82% said their role has shifted significantly over the past five years.

“The CFO role has expanded from a focus on finance and compliance to include responsibilities as a risk and stakeholder manager, as well as a key strategic decision-maker within the organization,” says Amy Butte, newly appointed CFO at travel and expense management platform Navan. “The office is increasingly viewed as an integrated, proactive leader who is hyper-focused on optimizing systems and increasing efficiencies. The job has evolved from its traditional accounting function to a strategic role that actively evaluates programs and systems to drive growth.” Continue reading