Time for Change

Time for Change“No one likes change.”

It’s one of those statements we’ve all heard so often in business that we’ve come to accept it as fact. No one likes change. On face value, it seems reasonable. We can all think of some organizational change initiative that was met with resistance by a few (or many) vocal opponents, so anecdotally the statement seems to hold water.

But look past the failed change initiatives and think about the ways we seek out change every day. We buy new cars and homes. We meet new people and build relationships. We start families and change careers. The only constant in our world is change. So, it’s an oversimplification to say “no one likes change.” Next time you hear that phrase, challenge the individual to explain the statement and dig for the deeper issue.

What you’ll find beneath the surface is a core problem that can be addressed proactively.Read More

It may seem like a cliché to say that employees are the most valuable asset in any organization, but if your organization has felt the pain of losing a MVP who failed to transfer their knowledge before leaving, then the cliché rings true. The need to develop a knowledge transfer strategy is not new, yet only a small percentage of CEOs report their organization has implemented an effective knowledge transfer program. And while the “war for talent” certainly is a cliché, the reality is that recruiters and headhunters are targeting your top talent heavily right now and they’re one phone call away from developing their exit strategy. So, if you haven’t invested heavily in your engagement and retention strategy, the holes in your knowledge transfer process will become expensive mistakes.Read More

Photo of Pizza

Photo of PizzaIt’s always in the darkest days that we learn the most valuable and memorable lessons. Years ago, I led a small sales team plagued by organizational inefficiencies. It was the end of Q2 and everyone was frustrated that the senior leadership team was still making adjustments to the sales goals and comp plans. This meant Q1 commissions hadn’t been paid out on schedule, and it was likely that Q2 commissions wouldn’t arrive on time either. On a leadership call, one sales director asked “how do you suggest I keep my team engaged and motivated when they don’t know what their goal is, let alone when they’ll be paid for the sales they’ve made so far this year?!” It’s a question we’d all been asking ourselves, but I’ll never forget the answer he received.   “Well, perhaps you could throw a really reasonable pizza party.”  Read More

Your culture is your brand

Your culture is your brandIn the past few weeks, I’ve had an influx of conversations around organizational culture. In each case, the leaders were concerned about the possibility of their culture turning toxic. As I listened to the unique contributing factors for each organization, ranging from recent mergers to exponential growth and struggling financials, what I heard were managers worried that a scramble for resources and recognition would turn unhealthy. Certainly, that’s a valid concern, and one we should all proactively manage. It takes so little to turn an organization from an award-winning culture to Lord of the Flies.Read More

Self-awareness image

Self-awareness imageCreating a high performing team is part art and part science. First, you must combine the right mix of skills, knowledge, abilities, experience, and personalities. Then, you must ensure they’re all moving toward the same goal and motivated by the same vision. When one person struggles, it can drain the energy of the whole team and create a distraction that impacts performance.

One of the most difficult issues to overcome is when one team member lacks self-awareness. In a team environment, when one person is unaware of the impact their have on the organization or their colleagues, correcting the issue can be a challenge. When a lack of self-awareness is coupled with overconfidence, the problem can seem insurmountable.Read More

Time for Onboarding

Time for OnboardingIn pursuit of efficiency and energy preservation, managers are often in search of ways to do more with less. Working smarter, not harder is a universal goal, but the execution of that goal often involves cutting corners. While there’s a very necessary time and place for saying “no” to requests, there’s one activity that should never become a low priority.

Onboarding new employees can be exhausting. From the complex tasks such as explaining layered strategies to time-consuming needs like giving access to key resources, it can be tempting to cut corners or delegate responsibility. However, the investment in time spent onboarding new talent will always pay off. Read More