Are We Where We Want to Be?
Before we implement initiatives or changes, it can be useful to engage in a process to clearly define the need for improvement or the problem to be solved. These questions and tips can be used by individuals or teams to question their past and future improvement efforts and problems to set themselves up for success.
How Do Organizations Succeed Through Difficult Times?
Resilient organizations are able to improve faster because they place emphasis on and build disciplined routines around people, service, and alignment. To cultivate a culture of resilience leaders align people to goals, take time to routinely reflect, and communicate transparently with all stakeholders.
Are you ready for intense change?
Major organizational change requires next level planning. Whether the change is intentional or is being forced by circumstances out of your control, visioning and planning for multiple scenarios ahead of that change will position you for success.
How Resilient Are You?
A resilient organization does more than respond to change, crisis, or threats. To establish a culture of resilience, leaders model resilient behaviors, use the language of resiliency, and inspire teams to keep moving forward. Review the four critical characteristics of resilient leaders.
Always Be Forward Thinking
When leaders face periods of disruption, teams count on the leaders to guide them towards success. In this episode, Dr. Natalie Harder discusses how her team successfully navigated through intense change and the effects of a strong culture and values while leading during times of uncertainty.
What Does Success During a Crisis Look Like?
How engaged is your workforce in times of crisis? Have you helped them define what success looks like? When people are feeling anxious and overwhelmed by change, this podcast encourages leaders to be empathetic, trust your team, and make the best decisions you can.
Expectations + Accountability = Shared Vision
Leading an executive team is no easy task. Leading an executive team that's comprised of new executives can be even more challenging. How can leaders of executive teams bring individuals together to execute on a shared vision while also maintaining a focus on developing each individual?
Bring Problems Forward
What can leaders do to create safe environments for teams to bring problems forward, while avoiding being bombarded by complaints? In this podcast episode, Dr. Pilcher encourages team members use key words, take ownership, and bring complex problems to their leaders for guidance.
What's eroding your team's morale?
Employees and leaders suffering from low morale are the ultimate silent killers for an organization. Actively disengaged employees are costing the American economy billions per year in lost productivity. How can leaders recognize low-moral and re-engage team members before the organization's success is jeopardized?
How Do We Really Know They're on Board?
All team members crave alignment to the overall direction of the organization to accelerate performance. People are counting on leaders to model the right behaviors, including the organization's most senior leader. It's the responsibility of this senior leader to engage employees, by keeping all of the executive leaders aligned to the goals, and to address any behavior that may be out of line.
Is the manager the problem?
A bad manager can leave talented employees dreading work and using company time to look for employment elsewhere. Identifying managers who aren't aligned to the organization's goals and providing them with additional support can save your organization's hardest working employees from working for your competitors. Employee engagement starts with the leadership team.
Frantic is not the same as urgent
False urgency is the result of complacency and prevents the organization from moving forward. Leaders are encouraged to review the characteristics of false and real urgency with their team and reflect on the type of urgency that exists within the organization.
Where are you now, and where are you going?
Most organizations today are facing continuous change, it is developing, evolving, increasing and pretty regular. To proactively manage change we continuously assess our organization, tracking its current status, our progress towards goals and what adjustments need to be made.
Factors forcing change
Change is inevitable. Major forces which contribute to continuous organizational change include technological, economic, social, legal and international. Being aware of the factors affecting change allows us to be proactive in predicting important changes and developing tools to lead organizational change with confidence.
Sad v. Forlorn: How accurately do you describe your emotions?
Studies show we lack consistent emotions from person to person. This lack of consistency shows emotions aren’t universal and improvement is possible. By digging deeper into our emotional development and expanding our vocabulary, a greater range of emotional flexibility can be achieved.
How do you move an elephant?
Building connections with the work and people in an organization inspires team members to achieve the mission. An effective approach to guiding behavior and building meaningful connections is to recognize individuals for displaying the characteristics and actions that will move the team to success.
How do I know when to push?
Knowing when to push people or the organization forward, and when to hold back while still getting forward movement, is an important part of the art and science of leadership. Too much push can shut people down. Too little push will not create enough action to achieve the goal.
What does a focus group look like?
A focus group facilitator relies on a series of questions, to gather information about a specific topic. It is important to record all responses offered by the group. In this video, the facilitator uses questions, probes, and a white board to capture relevant details from participants.
When it's high-impact, include many voices.
Focus groups are a useful way to gather information from a variety of individuals at the same time. In this video, Superintendent Rob Clayton explains why focus groups were engaged to provide input on the district's strategic plan. He describes the benefit of including multiple voices.