A Thank You and Simple Ask: Your Review Can Change Workplaces

Dear Advance Community,

Would you share your thoughts about Spiraling Up?

I'm reaching out with profound gratitude and a humble request. Over the years, your commitment to our shared journey through articles, podcasts, and resources has been extraordinary. Your engagement has made this community what it is today.

I'm excited to share that my new book, "Spiraling Up," has finally made it into print and audio. This work represents more than three years of early morning doctoral research sessions (4-7 AM), a dissertation, and the dedicated effort of a team who helped bring the manuscript to life. As one of my mentors wisely noted, "Many aspire, but few attain." The fact that this book exists feels nothing short of miraculous—a grace I don't take for granted.

In the eight years since "The Conversationalist," life has brought both profound joys and significant losses. These experiences, along with the challenges faced by those I mentor and coach, have deeply influenced "Spiraling Up." In a world often dominated by negativity, leaders desperately need ways to cultivate positivity within their organizations, especially when facing setbacks, difficulties, and toxic situations.

While "Spiraling Up" isn't a perfect solution to workplace challenges, it offers practical pathways toward positive change. Just yesterday, I was coaching a leader in Australia who manages 300 employees. After experiencing a moment of anger with a team member, he reflected, "Russell, it only takes one moment of losing your mind to lose your reputation. I need to get a handle on my stress before it threatens my team and organization." Learning that his wife had given him "Spiraling Up" as a Christmas present brought me immense joy—it's exactly the kind of impact I hope this book can have.

This is where I need your help. Your endorsement on Amazon would be invaluable in helping "Spiraling Up" reach other leaders who might benefit from its message. While I can't predict where this book's journey will lead, I know that your support could help it find its way to a leader who needs its message to turn the tide in their workplace.

If you've found value in this book, would you consider taking a moment to share your thoughts in an Amazon review? Your endorsement could be the bridge that connects this resource with a leader who needs it most.

Thank you for your continued support and for considering this request. Your involvement in this community continues to inspire and humble me.

With sincere appreciation,

Russell

3 Lessons Learned Creating Psychological Safety

Unsplash @mullyadii

As an Organizational Development consultant, I have a front seat in the facilitation of building healthy, cohesive teams. Every team represents a case study of leadership and social dynamics lessons to observe and learn. Shared leadership and psychological safety influence levels of cognitive and social motivations (Sun et al., 2023). High-functioning cohesive teams compared to low dysfunctional teams reflect trust among team members. The higher the trust, the higher the effectiveness. For the last six months, one group I have been working with has unique collaborative, courageous, and fun dynamics. It is a joy to be at the table.

What makes teamwork well?

A level of trust reflects a high degree of psychological safety between team members and the leader. Psychological safety increases work performance, collaborative knowledge-sharing behavior, organizational citizenship, and lower turnover when done well. The ability to communicate openly and freely determines team members' positive work outcomes. (Liu & Keller, 2021). 

“A surviving versus thriving team is marked by belonging, not bullying. ”

Consultants are typically called in when there is a problem. When there was no trust, little communication and productivity suffered. One case study of two teams I recently worked with included a group that experienced a 200% turnover over two years. Meanwhile, the second team was engaging, energetic, and innovative. The first team felt exhaustive and unengaging. The root issue of the first team was a leadership challenge after months of consultation, 360s, personality assessment, culture surveys, and team intervention. The leader style is a micromanager with inconsistent communication, favoritism, and hyper-control of the details. It is simple to see when written in plain text. However, the leaders needed to see it and be made aware of their style and its impact. Compared to the second team leader, who empowered and encouraged team members in their work. Leaders who shape and value psychological safety unleash talent and create value (Edmondson, 2019).

People are naturally motivated and thrive in inclusive environments. However, there are also significant benefits to moments of solitude, isolation, and privacy. These periods can foster creativity, provide clarity and perspective, and offer a much-needed respite from social demands. It's a delicate balance, one that each individual must navigate to find a healthy tension between belonging and being. When this equilibrium is achieved, it can significantly enhance cognitive and social motivation. 

Here are three practical lessons learned and their direct applications for your next team meeting:

Lesson 1: High trust and psychological safety levels lead to more effective, cohesive teams.

   Practical application: Foster an environment where team members feel comfortable sharing ideas, opinions, and concerns without fear of negative consequences. Encourage open communication and lead by example.

Lesson 2: The leadership style you adopt significantly shapes team dynamics and performance.

   Practical application: Reflect on your leadership style and its effects on the team. Identify areas where you can empower team members, communicate consistently, and avoid micromanagement. Consider seeking feedback from your team to gain insights into their perceptions and needs.

Lesson 3: Striking a balance between belonging and solitude is a critical factor for individual motivation and well-being.

   Practical application: Recognize that team members have different social interactions and needs for solitude. Encourage a culture that respects both collaborative work and individual-focused time. Consider implementing flexible work arrangements or designated quiet spaces to support this balance.

By applying these lessons, you can create a more psychologically safe and motivating environment for your team, ultimately improving performance and job satisfaction.

Today, I'm working with a team of local community leaders. After ten years as a consultant facilitating better teams, I'm still learning. I get to practice these three lessons for the good of the community. How about you? What can you do today to facilitate psychologically safe, high-trust teams? 

Reference

Edmondson, A. C. (2019). The Fearless Organization: Creating Psychological Safety in the workplace for learning, innovation, and growth (1st ed.). Wiley.

Liu, Y., & Keller, R. T. (2021). How psychological safety impacts R&D project teams' performance: In a psychologically safe workplace, R&D project teams perform better, more readily share knowledge and engage in organizational citizenship behavior, and are less likely to leave. Research Technology Management, 64(2), 39-45. https://10.1080/08956308.2021.1863111

Sun, M., He, K., & Ting, W. (2023). The impact of shared leadership on team creativity in innovation Teams—A chain mediating effect model. Sustainability, 15(2), 1212. https://10.3390/su15021212

The Silent Voice: When the Team Goes Quiet

@smartworkscoworking

Have you ever experienced the feeling of your voice being marginalized and your ideas and expertise being persistently overlooked?

In my recent work coaching, I've witnessed this painful dynamic firsthand as I observed an exceptional employee, whom we'll call Emily, a Communication Director, ironically given her role, losing her voice amidst the power dynamics of a team led by a newly hired executive, Sarah.

Despite Emily's competence and dedication, Sarah's unconscious need to assert her value in the executive role inadvertently overshadowed Emily's contributions. Sarah's approach unwittingly silenced the diverse perspectives and innovative thinking that Emily brought. Instead of having her expertise elevated and her insights heard, Emily was sidelined and marginalized.

Emily's silencing had a devastating impact on the rest of the team. Their synergy and productivity plummeted as crucial ideas went unheard. Morale dwindled as frustration and disillusionment set in. Worst of all, the once-vibrant Emily began to withdraw, her confidence eroded by the persistent disregard for her talents. The air went out of the room.

When conversation slows, so begins the erosion of trust.

Have you ever found yourself in a similar situation, feeling powerless to find your voice and make it heard? What steps did you take to advocate for yourself and reclaim your rightful place at the table? Perhaps a mentor or ally stepped in to champion your cause and amplify your perspective.

As a leader, have you ever caught yourself monopolizing discussions or promoting your agenda at the expense of your team's voices? It's a common pitfall driven by a genuine but misguided desire to prove one's worth. However, the cost of this behavior can be severe - lost innovation, decreased morale, and the alienation of top talent.

Who in your life and work seems to have lost their voice when you're in the room?

This scenario underscores the critical importance of effective leadership in fostering a culture of collaboration, respect, and recognition. Leaders must recognize each team member's value and actively cultivate an environment where diverse perspectives are welcomed and honored. Failure to do so stifles progress and risks eroding team cohesion and losing irreplaceable talent.

Through targeted coaching and courageous feedback from her direct reports, Sarah raised her self-awareness and started recognizing Emily's silent voice. By fostering empathy and understanding, Sarah began actively engaging Emily's expertise - catalyzing a revitalization of team dynamics and renewed productivity.

Sarah's experience strongly reminds us that authentic leadership does not involve dominating the spotlight but elevating the brilliance of those around you. A leader must create an environment where every voice is heard, respected, and empowered to contribute. This is the only way to ensure teams thrive and achieve extraordinary results.

Take a moment to look at your experiences. When have you ever felt marginalized? Who's the person or people who advocated for you? Understanding how they made a difference and learning from their actions is crucial.

As a leader, it's your responsibility to amplify the voices of everyone on your team. Each team member has a unique perspective that can contribute to the team's success. Therefore, you must provide a platform to harness the collective genius of all. By doing so, you can ensure that your team achieves its goals and exceeds expectations.

Where To Begin ReBuilding A Broken Team

Upsplash @charles_forerunner

As a consultant working with teams, I see firsthand the differences between low-trust, toxic teams and high-performing, cohesive teams. Working closely with leaders and teams to help facilitate a turnaround, the discovery session often begins with words like low morale, little engagement, loss of productivity, high negativity, group silos, and little communication. These team dynamics can be overwhelming for the leader, navigating and suffocating for the team members.

If you know a leader or team in this state, I welcome you to keep reading. 

An all too familiar story of leader Mark and Emily's uncommon courage

Unsplash @d_mccullough

Once, in a bustling construction firm, there existed a project management team led by Mark, a capable but indifferent manager. Despite their talents, the PM team members were trapped in a toxic work environment characterized by micromanagement, blame-shifting, and a lack of communication. With morale at an all-time low and productivity plummeting, it seemed as though the team was spiraling towards failure.

Amidst the chaos, Emily, a junior PM, couldn't bear to witness the decline any longer. Despite her apprehensions, she decided to confront the situation head-on. Summoning all her courage, she approached Mark and candidly expressed her concerns about the team's dynamics. To her surprise, Mark listened intently to her feedback, acknowledging the gravity of the situation.

Inspired by Emily's courage, Mark embarked on a journey of self-reflection and transformation. He realized that authentic leadership required more than just overseeing tasks; it demanded empathy, communication, and a willingness to foster a positive work culture. With newfound determination, Mark initiated open dialogues with his team, encouraging them to voice their grievances and aspirations.

A remarkable shift occurred as the team engaged in honest conversations and collaborative problem-solving. Walls were broken down, trust was rebuilt, and a newfound camaraderie emerged. With Mark leading by example, the toxic behaviors that once plagued the team gradually dissipated, creating a culture of respect, accountability, and innovation.

Over time, the team's efforts bore fruit as productivity soared, morale reached new heights, and camaraderie flourished. What was once a toxic team transformed into a tightly-knit unit, united by a shared vision and fueled by the courage to enact positive change. Emily's initial courage ignited a ripple effect, reminding everyone that with intentional leadership and collective effort, even the most toxic environments can be transformed into thriving communities of collaboration and growth.

Mark and Emily's team of PMs reflects team dynamics that are all too common in the workplace. 

After working with hundreds of teams over the last decade, I've identified some standard terms that describe a low-trust team environment that captures the atmosphere and dynamics within the team. Here are some descriptors:

1. Distrustful: Characterized by suspicion, skepticism, and a lack of confidence in others' intentions or abilities.

2. Tense: Signifying a palpable sense of unease, discomfort, or anxiety among team members due to underlying distrust or conflict.

3. Fragmented: Reflecting a lack of cohesion or unity within the team, with individuals operating in silos and limited collaboration or communication.

4. Toxic: Indicating a detrimental or harmful environment characterized by negativity, backbiting, and interpersonal conflict.

5. Unsupportive: Describing an environment where team members do not feel supported or valued by their colleagues or leaders.

6. Closed-off: Suggesting more openness or transparency, with information hoarded or withheld, hindering effective communication and collaboration.

7. Inefficient: Refers to a lack of productivity or effectiveness within the team due to distrust, communication barriers, or a focus on self-preservation rather than collective success.

8. Stagnant: Describing a lack of growth or progress within the team, as distrust and negativity inhibit innovation, creativity, and risk-taking.

9. Reactive: Signifying a tendency to respond defensively or impulsively to challenges or conflicts rather than proactively addressing underlying issues.

10. Draining: Indicating that the atmosphere within the team is emotionally exhausting or draining, with constant tension and conflict taking a toll on morale and motivation.

These often emotionally weighty words paint a picture of a team environment lacking trust, hindering collaboration, communication, and overall effectiveness. Recognizing and addressing these issues is essential for rebuilding trust and creating a more positive and productive team culture. 

---

We must acknowledge the pain of what's wrong before moving towards what's right.

Where do you begin to turn a team culture?   

Authentic leaders facilitate the conversation more than focus on fixing the problem. Whether you are the leader or team member, you have a voice and a part to play in building an effective team. 

Begin by reflecting on these teamwork questions that offer valuable insights into the dynamics and effectiveness of our team:

Where are we going: the motivation of a common goal?

Establishing a common goal is the North Star that guides our collective efforts and fuels our motivation. A clear destination instills a sense of purpose and unity among team members. We must regularly revisit and reaffirm our common goal, ensuring everyone remains aligned and inspired to contribute their best.

Who's got your back: the value of trust?

Trust forms the bedrock of our team's cohesion and effectiveness. Knowing that we can rely on each other creates a sense of psychological safety, enabling us to take risks, share ideas, and collaborate more effectively. Building and maintaining trust requires consistent communication, transparency, and integrity. By fostering an environment of trust, we create a supportive ecosystem where every team member feels valued and empowered.

Who's doing what: the importance of clarity of roles and responsibilities?

Clarity of roles and responsibilities ensures that each team member understands their contribution to the collective effort. When everyone knows what is expected of them, it minimizes confusion, reduces redundancy, and enhances overall efficiency. Regularly revisiting and refining roles and responsibilities based on evolving needs and circumstances is crucial for optimizing team performance and maintaining accountability.

What's working and what's not: how do we level-set working team dynamics?

Reflecting on what's working and what's not allows us to identify strengths to leverage and areas for improvement to address. We must create a continuous feedback and reflection culture where team members feel comfortable sharing their perspectives openly and constructively. We can identify opportunities to optimize workflows, resolve conflicts, and foster a more inclusive and productive working environment by periodically assessing our team dynamics, communication patterns, and collaboration processes.

In conclusion, these reflective questions serve as valuable checkpoints for evaluating and enhancing the effectiveness of our teamwork. Look for opportunities to begin the conversation to explore ways you would collectively answer these questions as a team. You can strengthen our collaboration and achieve tremendous success by prioritizing a common goal, cultivating trust, clarifying roles and responsibilities, and regularly assessing and adjusting our team dynamics. Your next step is the courage to start the conversation. 

Building Teamwork - A fixer or facilitator?

Unsplash - @hagalnaud

What kind of team leader are you? A fixer or facilitator? 

I look forward to my work as a consultant and coach this week. Starting today, I have two team sessions and a coaching session this afternoon. First, I will be with an Oncology department of nurses who have not met collectively in the last four years...let that sink in for a moment. It is primarily a listening session, a town hall, and the beginning of team rebuilding. Later this morning, I am working with a high-functioning, more minor, but mighty Nurse care team that services the needs of 1000s of patients through their social work and nurse team. They are working on clarifying roles, leveraging strengths, and team self-awareness (EQ). Coaching this afternoon will be with an Ortho director in Washington State, leading a turnaround of his team and the culture of his department. Tomorrow, I will be offsite with the construction leader, working on their ability to communicate with clarity, direction, alignment, and inspiration and effectively deliver feedback during the exercises. I am speaking in Denver at a Process Improvement conference to 50-60 leaders on coaching team members on Friday. 

First, I am grateful for the diversity, depth, and dynamics at play with every leader and team I can work alongside. It is a privilege to be a trusted thought partner. I do not take it for granted. Second, every team is unique based on the differences of all the team members and leaders represented. However, the principles that shape leadership and teams stand the test of time. The variable is our method to shape effective teamwork. 

Whether your team is high-performing or acutely dysfunctional, I invite you to consider... 

The primary role of a leader is to facilitate the conversation rather than fix the problem.

Let that statement settle for a moment. Your day may be filled with problems to solve, challenges to overcome, and issues to fix. Is it not the nature of work to provide value by making things work better? 

A recent graduate told me I'm ready to get my hands dirty yesterday. I appreciated her youthful enthusiasm to get to work. As we progress in our careers, we develop mastery in nursing skills in the PACU, writing code, cost-based accounting, writing grants, or closing deals. Reflect on your tradecraft; when you do what you've been trained to do, doing it efficiently and well, it feels satisfying. Thus, translating hard skills to soft skills in management and leadership is challenging. As you move further into leading people when the crisis comes and the need for fixing stuff escalates, who steps in to fix it? 

Stated once more: A leader's primary role is facilitating the conversation rather than fixing the problem.

For the last 5-7 years, I have echoed this statement as a principle to protect against authoritarian style leadership, broken team trust, and micromanagement. As leaders practice their role as facilitators rather than fixers, it leads to empowerment, collaboration, camaraderie, and innovation. 

At the heart of effective leadership lies the recognition that the primary role of a leader transcends mere problem-solving; it entails facilitating meaningful conversations. Rather than simply swooping in to fix every issue, a leader's true value is creating an environment where open dialogue, collaboration, and innovation can flourish. By fostering constructive conversations, leaders empower team members to voice their perspectives, share ideas, and collectively brainstorm solutions. This approach not only promotes ownership and accountability but also harnesses the diverse talents and experiences within the team. Moreover, facilitating conversations encourages active listening and empathy, strengthening interpersonal connections and fostering a culture of trust and mutual respect. Ultimately, by prioritizing the facilitation of conversations over the sole responsibility of problem-solving, leaders can cultivate an engaged and empowered team capable of overcoming challenges and achieving shared goals.

Unsplash @anniespratt

Based on a 2021 study of 142 virtual teams in high-technology organizations, where hybrid teams are commonplace, and demands for performance and growth are sky-high, the quest for high-functioning teams is ever more crucial. However, statistics paint a sobering picture: three out of four teams fail to complete their objectives, with less than 20% of high-tech virtual teams deemed effective (Bull, 2021). A recent study delved into the factors distinguishing successful from unsuccessful teams in this context, focusing on innovation, diversity, and collaborative capacity. The findings were illuminating, revealing a significant % positive correlation of 59% between deep diversity, characterized by a range of functional perspectives, and innovation—moreover, heightened communication within teams correlated with increased perceived innovation performance. Nevertheless, achieving effective communication in virtual teams is no small feat, with challenges ranging from building trust to managing tasks and meeting time demands. However, the study underscores that teams embracing deep diversity, which fosters varied viewpoints and promotes innovation in products and practices, are more inclined to commit to enhanced communication, thus paving the way for measured success (Bull, 2021). Despite the myriad communication barriers posed by distance, language, culture, and work demands, teams and leaders dedicated to fostering collaborative communication stand to reap significant rewards for team cohesion and performance.

An Organizational Development consultant integrating doctoral research on the impact of effective leadership communication, it becomes evident that cohesive teams are not a mere aspiration but a tangible outcome of intentional communication strategies.

Six practices for building effective teamwork. 

Leaders who prioritize facilitating team conversations over solely fixing problems employ a range of practices to foster an environment conducive to collaboration, deep diversity, and innovation:

1. Active Listening and Empathy: Effective leaders understand the importance of active listening and empathy in fostering open team dialogue. They actively seek to understand the perspectives and experiences of team members, creating a space where everyone feels heard and valued. Leaders build trust and rapport by demonstrating empathy, laying the foundation for productive conversations.

2. Promoting Psychological Safety: Leaders who prioritize facilitating team conversations create an atmosphere of psychological safety where team members feel comfortable expressing their ideas, opinions, and concerns without fear of judgment or reprisal. They encourage risk-taking and experimentation, recognizing that innovation often emerges from the freedom to voice unconventional ideas.

3. Asking Powerful Questions: Instead of providing solutions, leaders pose thought-provoking questions that stimulate critical thinking and creativity among team members. By asking open-ended questions that challenge assumptions and invite diverse perspectives, leaders spark meaningful conversations that lead to innovative solutions.

4. Fostering Diversity and Inclusion: Leaders actively promote diversity and inclusion within their teams, recognizing the value of varied perspectives and experiences in driving innovation. They intentionally seek out team members from diverse backgrounds and disciplines, fostering a culture where different viewpoints are accepted and celebrated.

5. Creating Structured Opportunities for Collaboration: Leaders provide structured opportunities for collaboration, such as brainstorming sessions, cross-functional projects, and team-building activities. They encourage cross-pollination of ideas and skills, fostering a collaborative spirit that transcends departmental boundaries.

6. Rewarding Experimentation and Learning: Leaders reward experimentation and learning rather than punishing failure. They create a culture where taking calculated risks and learning from mistakes are accepted and encouraged. By celebrating successes and failures, leaders reinforce a growth mindset and foster a culture of continuous improvement.

Building teamwork based on the essentials of deep diversity, collaboration, and innovation requires intentional leadership and a commitment to creating an environment where all team members feel empowered to contribute their unique perspectives and ideas. Influential leaders who prioritize facilitating team conversations are pivotal in cultivating such an environment and driving collaboration, innovation, and organizational success.

Leading teams can be overwhelming when you'd prefer to put your hands to the work to see it done. Inspiring, motivating, aligning, and then getting out of the way by empowering your team to do the work requires new skills and development. If you need help building your team, feel free to contact russell@leadersadvance.net 

Tools for the Trade

Adam Sherez

Growing up in a family construction business, I know the value of the right tools for the job. From a leadership perspective, knowing that not every job is solved with a hammer is helpful.

As an organizational development consultant, assessments are tools for the trade. Like construction workers going to Home Depot or Lowes to select a tool, every project has many brands and types. Also, a tool can be only as good as a craftsman. Such an illustration could be applied to any test or instrument. In addition, the insight on the report is only as valuable for the degree to the participant learners and uses the information. O*NET Ability Profiler to help identify strengths and weaknesses valuable to align ability with vocational roles. It is a comprehensive nine job-relevant ability test: verbal ability, arithmetic reasoning, computation, spatial ability, form perception, clerical perception, motor coordination, finger dexterity, and manual dexterity (Cohen, 2021). The ability assessment can guide people toward a meaningful career path within their natural abilities. 

When I started my coaching work with construction leaders, we used the Highlands Ability Battery (HAB), which includes 19 assessments for a broader understanding of strengths and weaknesses (THAB, 2013). The outcome of debriefing these assessments leads to awareness in a day-to-day work activity to be developed or delegated to other team members. Thus, the outcome creates a collaborative culture among teams. Computer-aided enhancement has modernized the HAB, allowing users to complete the battery online. These assessments were manually facilitated, which limited the processing of reports and required participants to be physically present. Computer-aided assessments have expanded the virtual reach along with the speed of reporting. 

A solid complement to the HAB is the Myers-Briggs Type Indicator. Myers and Briggs developed an instrument to learn how people take in and process information. Eight primary differences or traits include extroversion or introversion, perceiving or judging, intuition or sensing, thinking or feeling (Cohen, 2021). These traits help identify energized or deleting activities that relate to work performance. Big Five personality theory led to career interests such as RIASEC. The acronym includes 6 clusters of interest: realistic, investigative, artistic, social, enterprising, and conventional. Such a cluster may provide insights into an industry of work and specific departmental work within an organization. 

Pros and Cons

The advantage of these tools is that aligning interest, aptitude, and personality can be a powerful perspective to help guide a person towards meaningful work. The risk of not using one or all three tools for a career pathway may result in dysfunctional work. The insight gained for assessment mainly changes the perspective of a "dead-end job" to a necessary stepping stone to a career goal. 

The disadvantage to this assessment can be the subjectivity of the test takers. Research has identified "faking" as hindering accurate results (Hinrichsen et al., 1975). Earlier this week, a client emailed his updated MBTI personality results compared to his report from 5 years previous. He needed clarification on the change of the score from ESTP to ENTJ. He asked for insight on his wondering if his personality had changed in the last five years. His response was not an issue of faking but rather a significant change in job positions, personally moving cities, and a significant change in relationships. The underlying issue for my client was, which one is right? Due to the subjectivity of personality and interest assessment, creating validity scales to help stabilize varied responses helps the consistency of the reporting. However, the responses are only sometimes full proof, which requires some discretion when making career decisions using the report. 

The utility benefit of these assessments can lead to a meaningful career working within the harmony of a high-performing team. In today's world, there are many options to explore to find the right work that motivates, satisfies, and challenges. Ability, interest, and personality assessment are a compass to help guide individuals to meaningful careers. 

What's the right tool?

Whether building projects or leaders, selecting the right tools is essential. Today, my coaching toolbelt includes Birkman, Hogan, Workplace Big 5, Firo-B, Myers Briggs (MBTI), Strength Finders, Social Emotional Intelligence Profile, TKI Conflict Style, and 360s. Each tool can increase appreciation, awareness, and job-fit alignment. 

As you plan your leader and team development strategies, consider first your desired outcomes, then select the best tools for the job. If you need a thought partner for your next coach assignment, mentor session, or team-building retreat, feel free to reach out for a complimentary personality assessment consult. 

Enjoy your next building project!

Reference 

Cohen, R. J. (2021). Psychological Testing and Assessment (10th Edition). McGraw-Hill Higher Education (US). 

Hinrichsen, J. J., Gryll, S. L., Bradley, L. A., & Katahn, M. (1975). Effects of impression management efforts on FIRO-B profiles. Journal of Consulting and Clinical Psychology, 43(2), 269. https://10.1037/h0076371

The Highlands Ability Battery (THAB). (2013, Sep 10). US Fed News Service, Including US State News Retrieved from http://library.capella.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fnewspapers%2Fuspto-issues-trademark-highlands-ability-battery%2Fdocview%2F1431052754%2Fse-2%3Faccountid%3D27965

The Leadership Lid! Avoid the 3Bs! 12 Ways To Develop Your Leadership Capacity

Benjamin Child @bchild311

Avoid the Leadership Lid! 3 Signs a Leader is Hitting the Limits of Their Leadership

How close are you to your leadership lid?

12 Ways Leader-to-Leader Learning Will Develop Your Leadership Capacity

1. Vision - Thinking as a CEO and seeing the big picture. Capturing a vision of what could and should be for your organization and its people.* Getting out of the day-to-day details to enlarge your perspective.

2. Relationships - Connecting with a trusted network of local CEOs. Leadership doesn’t have to be lonely at the top (Article). Being at the table with authentic, confidential, and competent leaders will grow your leadership. Show me your friends and I’ll show you your future. 

3. Advice - Objective counsel from experienced CEOs to solve leadership challenges. Test your possible courses of action. Open your ideas to be refined. Get timely resolutions. Leverage the counsel from a collection amounting to hundreds of years of wisdom and experience focused on leadership solutions. 

4. Health - Prioritizing first things first.  Investing where it counts. Mitigating who & what’s being neglected. Bridge the disconnect between surviving and thriving holistically. 

5. Strategy - Space to think proactively. Refine your most important goals. Explore opportunities, develop action plans, and focus tactics. Define your win and plan to get there. 

6. Innovate - Listen to best practices, fresh ideas, tools, and models that are working for others. Catching the wind from examples of success stories. 

7. Work Smarter - What got you here won’t get you there. Look at what has to change to reach new goals. Clarify expectations, conflicts, and shifts that need to happen. Avoid team burnout and leadership bottlenecks.

8. Accountability - Defining your commitments and action plan.  Avoiding drifting or hitting a leadership plateau. Execute with excellence in the time needed. 

9. Feedback - Leaders are continuous learners. Define what professional development you need or desire. Close the gaps in your leadership. Gain understanding and skill through evaluated experiences to grow in weak areas. 

10. Focus - Operate from the highest and best use of your time. Define what energizes you and what you can delegate. Go deeper in your best work. Your work and influence matter!

11. Support - Leaders need champions, friends, and prayer partners. The CEO team will celebrate your wins and walk through the losses. You never know when hard times come unexpectedly. Even the independent bootstrap minded leader still benefits from a firm hand on their shoulder. 

12. Courage - Leaders make the tough call. Your decisions have weight. Decisions to hire/fire team members. Launch the new product. Secure new funding. Sell, acquire, merge, liquidate, invest, or succession requires courage. Leaders need encouragement from leaders who know the weight of such significant moves. 

The Advance CEO Leadership Circle will help you get to the next level in your leadership. These are just 12 ways leaders have experienced the benefits of being in the Advance.  There are no perfect CEOs. We are always growing in our leadership and can be called to higher and deeper levels. Consider coming into a trusted circle of other CEO’s who are committed and working diligently to see their organization and its people reach their full potential.

Leaders are Lonely! 7 Strategies to End the Isolation

Photo by Bethany at Unsplash

It's lonely at the top! Leaders are often surrounded by people yet feel alone in their thoughts, challenges, and dreams.  As a leader in your organization, do you ever feel that way? Well, you're not alone!

Leaders everywhere struggle with the reality of this issue. Isolation is truly epidemic within organizations, churches, and even families due to a lack of authenticity. All leaders need some authentic engagement or their influence will suffer. So, what can you do today? Here are 7 Engagement Strategies to help end your isolation.

Strategy #1 - Rebuild Team Trust - Broken trust will kill the conversation.  The health of your conversation will clearly define the health of the relationship. It is far too common once trust is broken a leader makes an inner vow that declares, “I will never trust like that again”. Whether the context is personal or professional the vow remains.  There’s a fundamental question that has to be answered in a situation where trust is been compromised. Can trust be rebuilt?  I have facilitated many team sessions and consistently see the answer is split down the middle.  There’s a belief that says once it’s broken it can never be repaired. I encourage leaders to believe that while it takes time, trust can be restored and rebuilt. What’s your answer to this question? For your answer will determine how lonely you will be as a leader.

Strategy #2 - Create a Culture of Authenticity - Culture reflects the spirit and values of the organization. Culture is borne by the actions, strength, health, and clarity of the leader. People are looking for authenticity in shared values and consistency of your actions with your stated values. Authentic leaders attract great people who will do the same. Start today sharing more of what matters most to you. You are the banner carrier of the culture. The way you lead and coach your team will permeate the organization. When you do communicate with your team share a story that illustrates what values reflect your core beliefs and insights into your actions. Your story will invite your team to tell their stories. Environments that provide open conversations will build a great culture. Then you’ll find connecting points with your team beyond just the bottom line.

Strategy #3 - Seek Objective Counsel  - Leaders get pulled in many directions. They have a lot of voices in their life. Some of the primary voices of influence are the leader’s direct reports, management team, or even the board of directors. They are team members yet the demands of their roles and responsibilities limit their objectivity. Finding constructive feedback and good counsel can be challenging. Motives are quickly revealed that cross the line of serving their interests above your own or the good of the organization. Where do you go to find objective feedback? It may take time but there is someone within your circles of relationships who is available, competent, and trustworthy. Objectivity helps minimize confusion and clarifies the needs of the leader and team. Engage by finding someone who has nothing to gain or lose from an issue. Learning from their wisdom and experience will help you gain confidence in leading your team.   

Strategy #4 - Align your Interests, Hobbies, and Passions with a Community - Leaders are busy! Often, the tyranny of urgent tasks creates reactive habits in our work life. Reactive work leaves little margin for proactive, strategic thinking and actions. When we finally pause to catch our breath after a demanding project or near impossible year-end goal we’re exhausted. It’s a pattern that may go on for months or even years. Your zest for life may be sucked dry and may have you feeling alone. Can you relate? If so, I encourage you to rekindle that inner or soul fire by reminding yourself of what you love to do outside of work. If you’re too far removed from the answer then ask a few people who have an insight into your life “when do you see me smile the most?” It’s a great question to ask friends and families to help identity what makes you come alive. Identify your interests, hobbies, and passions. Then call a few friends, plan a time to build some memories, and have some fun. Refreshing yourself may bring that smile back to the surface again.

Strategy #5 - Commit to a Leadership Peer Group - Most leaders know the value of a credible, competent, and knowledgeable consultant who’s dialed into the details of your organization. Their feedback can make a significant difference to your strategy, direction, and health of the organization. Now take the value of that consultant and multiply by 12. What did you get? A peer-to-peer leadership team. It’s a collection of CEOs, key executive leaders, and entrepreneurs often with 15-20 years of experience in leadership and their industry. Now you have 200-300 years of wisdom, understanding, and a fresh perspective on the issues at hand. It’s a collective counsel instead of a single voice. In addition, it’s counsel built around a community of friends who weigh in on the opportunities and challenges of life. As a facilitator of a CEO and key leadership team in Colorado, I’ve seen first hand that such a peer group is rare yet if found can be priceless to an isolated leader.

Strategy # 6 - Get a Coach - All leaders have blind spots. No matter your intelligence, EQ or IQ, we can’t see all the angles. We need objective feedback from someone other than a ‘Yes man.’ It’s exhausting to have the final decision rest with you, the leader, without some genuine push back. Executive and performance coaches get into your business. They ask the tough questions. On the surface it may seems threatening, but it's actually refreshing because often leaders have fooled themselves as well as their team. A good coach will help define the real issues so you can focus on the right priorities. Once the priorities are declared a coach will help get you moving. One of the greatest symptoms of isolation is immobility or indecision. Leadership requires taking risk. Isolated leaders are stuck leaders. A coach will help you get moving!

Strategy #7 - Find a Trusted Friend- The most trust relationship are the ones with whom you can share your greatest fears and dreams. When you do it is powerful in sharing but so much more in the celebrating when those dreams come true.  Regarding your fears let’s be honest everyone has them. I’ve stood in many team meetings, retreats, and even church events and asked ‘how many of you worry?’ Every hand goes up. You are not alone in your temptation to fear. The compromise of character and carnage that results would be mitigated if troubled leaders had a friend. We’re back our first point of building trust but at another level. Here’s one of the most powerful and provoking questions you can ask a leader, do you have one person with whom you can share your secrets? Asked another way, do you have someone with whom you can share your dreams and your fears? If you are feeling lonely as a leader may be one of your greatest goals in the next year is to evaluate your friendships then move to the next level of trust. For the lonely leader finding a trusted friend may be the most challenging pursuit of all 7, yet once found the most rewarding for your effort. (Get more questions and ways to build stronger friendship in Russell’s book the Conversationalist.)

All 7 strategies may seem simplistic and self-explanatory. Yet, I would challenge you with a quick personal assessment. How would you measure yourself in these 7 Strategies? Rate yourself on a scale of 1-10 with 1 being completely isolated and a 10 being your best possible engagement. Your answers will give you a quick indication of where you need to start first. A low score in all areas simply reveals the reality of your isolation. A high score celebrates your engagement as a healthy leader who’s likely surrounded by a great team. Say no to isolation! Take the challenge, pick one strategy, and get engaged.

Leaders are Lonely! 7 Strategies to End the Isolation was published by Churchleaders.com Oct 14, 2014

One Day with the Big 5 Can Influence Thousands

Raising Self-Awareness and Team Effectiveness using the Big 5

It’s Back to School season! 

It’s been said, the greatest student is the teacher.

Well last Friday, I felt like I went to school. I facilitated a 1-day leadership training for a Colorado college’s team of deans and associates. What a privilege to teach the teachers who will influence 1000’s of students this year! These professors became the student for a day to gain greater levels of self-awareness and team unity. For this team, they had several new team members and it had been a while since they had invested in their administrative staff. With a new season approaching, it was the perfect time to engage and value their team.

There can be many reasons why it would be wise and prudent to allocate such a day. When teams are working hard and not getting the results they expect it’s time to consider a change or making an investment into stimulating their growth. The prolonged effects of low performance or decreasing effectiveness can result in 

• Fatigue that steals energy and creativity

• Lower quality results

• Less innovative ideas

• Missed deadlines

• Lower morale

If this describes your team experience at work perhaps … 

You need to make a change or direct investment in your team! Maybe you’re doing the right things in the wrong ways. A few adjustments in the way you function as a team will create a more energetic flow raising the performance of your team. Friday, I got to experience a new level of enthusiasm, motivation, and excitement with some amazing leaders who want to give their best to their students. 

A Day of Appreciation for the College

The goal of the day was to show value and appreciation to a group of people who give out a lot and don’t always get a lot in return. Through a fun, creative day discussing the results found in their Big 5 assessments, this team gained a greater level of self-awareness and value for their team members.  Awareness leads to new levels of appreciation and insight into building team effectiveness. The training stimulates conversations and raises the energy level of the team members valuing each member individually and collectively.

The design of a Big 5 day focuses on 3 themes… 

Penrose House - elpomar.org

1. Awareness - Big 5 Personality Report Discussion & Debrief

2. Alignment - Working with Energy, Less Stress, & More Collaboration

3. Action - What needs to Change -  Making a Commitment

We find it beneficial to meet at a beautiful offsite venue to create the ideal environment for fresh, higher-level conversations. The Big 5 Workplace Assessment gives a language to identify hidden strengths, minimize stress points, and blindspots. In team discussion, we move beyond a private reading for an intellectual exercise. The shared insights from Big 5 shine a light on the sweet spots of leaders. 

Appreciation raises the performance levels of teams. 

Personality & team assessments provide critical insight for a fresh perspective of how we are wired at the genetic level. Personalities are linked to our unique genetics. It’s why some of us do better with a cup of coffee in the morning and some don’t. You're more energized either when you talk more or sit quietly in reflection. You write better with your left or your right hand. Take a moment to look at your index finger. You have a fingerprint. It’s unique to you! Now, consider all those dynamics at work in your team and organizations. Appreciation of the unique energizing activities of your team raises the level of productivity, performance, and personal satisfaction at work. We are often so busy working IN our teams that we don’t take time to work ON our team. It starts with awareness that leads to appreciation! It’s an investment that can be measured to the speed and satisfaction of work that lead to bottom-line results. 

Would you benefit from a one day experience with your team? 

These days are high energy and engaging experiences! Each team member receives a Workplace Big 5 Narrative report plus an insight journal for the day and will leave with an action plan for the next steps. By the end, team members will be thanking you for investment into their leadership. 

If you have a team or organization that would benefit from the one day experience described above, we are extending one free complimentary Big 5 Leadership Trait and Narrative Report. If interested in hosting a one day in your city for your team, department, or organization we can design the day that fits your needs.  The typical cost for the experience and resources start at $5000 including 15 Big 5 reports. Each additional participant completing the assessment will be $250 /. 

Schools back in session! It’s a new season! Schedule your Day of Appreciation. 

Create a leadership learning environment for your team. Start by taking advantage of our offer. It's only good till Friday, August 16th at 11:59 pm. To get your complimentary Big 5 report, complete the form below; then we will send you the link to take the Big 5 questionnaire. 

Monday Mentorship - Power of Timely Feedback! Plus 5 Leadership Investment ?s

John’s* tears were real then later his smile sincere. I knew we were at the heart of a significant issue. He received difficult feedback from his 360 reports. John knew he had a challenge communicating with his team members. He had high marks for caring and valuing the staff. He had a problem. John didn’t know how to give feedback. When conflict came he would respond in frustration and disengagement. The 360 reports revealed the same pattern. It was an issue for most of his life personally and professionally. The tears gave us pause to sit in the significance of the moment. In the silence, we sensed we were on the edge of a real breakthrough.

John’s manager gave him high marks in most competencies. The few areas of critical feedback came in three areas: encouraging the team, developing his people, and focusing on others. His direct reports wrote, “I need more feedback”, “He’s a good role model, but I need to know I can improve”, “He's always talking about projects, I wish he’d take an interest in me personally”. We discussed his current projects, his responsibilities, and the relationships with his direct reports. His technical competencies were rated 9’s and 10’s on his report. His abilities to execute getting work done were also high marks. John’s work ethic was without question. The numbers began to slide on effective delegation and aligning the team. The recurring theme of communication challenges was coming clear. At, 40 something, John’s responsibilities were growing, more staff, budget, and demands. His “not afraid to get his hands dirty” style served him in training and tactics, but were limiting his leadership effectiveness.

He shared “I’m fine with joking around with my team. Then when it’s time to work that stops and I’m all business until we get our work done. Giving feedback I don’t really know what to say. I’m afraid of getting too personal. Work is hard and I get intense in the tasks at hand. When it doesn’t go well I get mad and pull away. It’s an issue that has to change.”

Given the few comments from his manager, I asked about their relationship. “My manager is the reason I’m here getting training and coaching. He sees something in me that I don’t see in myself. He’s taking the time to help me. He’s given me a shot at my last few projects.”

What are the qualities of your manager that you admire?... That’s when I saw John smile. “He believes in me. He invests in me as a leader. He gives me challenging projects. He’s quick to share honest feedback when I’m out of line. I know he’s got my back. He’s more of a mentor than a manager.”

How can you learn from his modeling to manage your team?... John thought for a moment. I could start by taking each of them to lunch.

When’s the last time you took your team members individually to lunch?... It’s been a long time.

What would you like to discuss?... “First, I want to listen to what’s going on for them personally, families, hobbies, interest, even their goals.” Then I want to share what I’m learning through my assessments and 360 reports. I want to be a better communicator and connect with my team. I want to thank them for their comments and patience with me as I’m growing. Then I want to ask... How can we communicate better in the future?... then listen to understand what feedback they need from me.”

John, when are you going to schedule your lunches? “All in the next month. I’m going to get them on the calendar today.”

What would like to say to your manager after these lunches? His smile got even bigger. “I want to thank him for his modeling, the difference he’s made, and how I’m paying it forward with my team.”

John, I can’t wait to hear how it goes. Way to go!

As the coaching conversation continued, we discussed the modeling from his manager. The ways John felt valued and invested in. Learning from his manager we brainstormed a few leadership questions for his next lunches with his team. As they took shape he saw them as a single focus for each lunch for the next 5-­6 months. He had a plan and strategy to invest in his people.

---

5 Leadership Investment Questions

1. Believe ­ How can I support you to succeed? Challenges your facing?

2. Advancement ­ Where would like to see your career in the next 3 years?

3. Leadership Development ­ How do want to grow in your abilities at work?

4. Feedback ­ What feedback do you need from me? Encouraging or Instructive? How

   often?

5. Work Life Vitality ­ What ways are you staying healthy outside of work?

For more questions to help you get ready for your next one­2­one or team meeting visit Leadership Conversation

*John is not his real name. The story represents a sample coaching session.

Designing Your Leadership Team Retreat - 3 Planning Questions

I'm just returning from a time in the mountains. 

Breathing in the Colorado mountain air this week, I sat with an executive at a four-day leadership retreat. He exhaled after a full week he shared, "I know this will make me a stronger leader. " Then in an emotional moment he reflected, " I believe this will change my life as a human. It's making a difference from the inside out and who I want to become a better husband, father, and at work."

Coaching alongside this man I learned that ultimately he felt guilty about taking time away. I asked him a question I believe was at the heart of the issue. Where do you find joy in life? Once again with tears in his eyes, he told me about his three and seven-year-old sons. He's missing some of the memorable moments in their life. His love for hunting and fishing was evident as he talked about stories of getting outdoors. "When's the last time you did some of those things?" I asked. It has been over a year for fishing and three years for hunting. I want to get my boys out with me. Every year in January the HR director asked me about my vacation plans and I laugh because I feel guilty for taking time away from the duties of work. 

It turns out that he's not alone 54% of millions of Americans have unused vacation time because they feel that by leaving that reduce their value to the company and could be replaced even though their bosses encourage them to go. This executive specifically had some issues with the long-term impacts of chronic stress and how it was affecting his attitude expressed in anger among his team members. After my meeting with him, I could he see he was a good-natured and kind-hearted man. However, his 360 reviews showed some of the internal challenges that were beginning to wear him thin. I asked him how can you possibly deal with conflict and manage your stress if you're not getting time away to enjoy life. Then I discovered he has trouble sleeping and deals explicitly with issues of sleep apnea. The issues were catching up to him. 

17 years on the job he indeed has shown his commitment to the company and the work before him now the effects of not having healthy rest and recreation room crippling his effectiveness. Even though team members are encouraged to take a break and do the things they love for one reason or another it just doesn't happen. Sometimes a team leadership retreat gives the space in the conversations to focus on what truly matters most. Often, personal vacations are working weeks away from that we feel like we need a vacation from our vacation by the time we're back at work.

As a facilitator of team retreats, I've consistently observed that when you create space to talk about the issues of business as well as your health as an individual, it begins to form a mindset for change.

When you're team needs a breakthrough maybe what they need is a break.

It's these breakthrough moments that often come by getting out of the office on the mountainside or lakeside that is a joy to witness.

Whether it's summertime or your fall season, this is a great time to begin designing a time that meets the needs of your team.

I would encourage you today to examine...

1. What does your team need to thrive? 
2. What are barriers holding them back? 
3. What would be the impact of a healthy, unified, trusted team?

For most leaders and executive teams, this is new territory. When they take time to work on their business it's offsite including an agenda it leaves little room for discovery and development.

After years and hundreds of team engagements, I've observed the principle that Investing in your WHO (team) will make an exponential impact on the effectiveness of WHAT they do. 

Your first step might be a fun activity to celebrate some of the wins of your business. It could be a lunch to say thank you after working through a difficult season. It may be a half-day planning session somewhere outside of the office. Still, you may sense there is untapped potential, and you're not sure how to unlock your team members. It may be a four-day leadership retreat that will be the catalyst for new growth and connection for your organization. 

Wherever you find yourself today entering this summer a few minutes of creativity, planning, and scheduling a date will be well worth the investment building your team.

If you need help designing or executing your leadership team retreat we're here to serve you. 
 

Optimizing Team Performance - A Fresh Approach to Employee Reviews

Startup software companies are often known for their meteoric growth. As the products mature and new markets open, new clients bring new demands. Social media channels have revolutionized brand exposure. Angel investors press for revenue growth which, in turn, creates support staffing demands. These stress and growth points are most severe in companies from 20-200 employees. New organizations frequently feel pressured to press inexperienced people into management roles for which they are ill-suited or at best poorly trained. Building strong managers, and teams of employees is often neglected due to the demands that come with the growth curve.

Regardless of the industry, and regardless of the organizational size the effectiveness of performance reviews is dependent on key staff hiring and effective leadership development. Larger organizations formalize the process with a program that can seem forced and impersonal. Small organizations have so much happening daily that the formality of reviews gets buried under the endless demands of the day. Wherever you find yourself I would invite you to consider a simple exercise that may bring a fresh approach to your performance reviews.

The exercise is designed to help you gain clarity, engagement, and partnership with your team members.

As a leadership coach, I'm constantly encouraging my clients to adopt a discipline of regular communication. Clarity requires work!  The more complex the task, the more challenging it is to gain a clear objective. The discipline of communicating is critical to creating clear expectations for both the manager and the team member.  It is essential that you and your team are working towards the same outcomes.

One discipline I am personally developing is keeping clear notes documenting coaching meetings. These notes capture pressing issues, questions, insights, and action steps. When I share these notes  only a month later, I often hear, "Wow, that was only last month." Our work initiatives move and change constantly and with great speed to meet the demands of the week, month, or quarter. Stand up meetings are helpful to bridge the communication gap and keep the team informed of various activities. Still, even these meetings tend to be tactical lacking a strategic focus.

Whether you are in an executive role, a middle manager, or are in your first management role, I'd encourage you to consider the following discipline into your next performance reviews.  Schedule the time at least a week in advance with the expectation that they come prepared to answers three questions.

1. What are your role(s) and responsibilities?

2. What are the top 5 initiatives or projects you're working on? Rank by importance.

3. How would you rate your performance? A+, A, B, C or F.

As they prepare, so you will you. Answer the same questions in writing. It's an engagement exercise for both the team member and the manager. When you do, you may identify risks in areas where you are not aligned with your employee. It's also an ownership exercise. You will see what responsibility your team member is taking for their work or not. Then, a discussion will give an indication of any gaps. It may show you some things going on with your team that had escaped your attention. It will also point out areas needing the team member’s attention or what additional assistance may be required.

• A+ is exceeding expectations like getting extra credit in school.

• A is excellent work and well-done!

• B is room for focused improvement.

• C is Change! It's average performance which is likely borrowing resources from the team and organization.

• F is the failure to understand what's required or nonperformance.

*This review process is an adaption from Ken Blanchard’s book One Minute Manager.

From here the partnership builds by creating a baseline to strengthen your communication. It's the process of defining then refining roles and responsibilities. You might have 4 out of 5 aligned, but it would not be unusual for one or two areas that will need some clarification. Finally, the grading. How are you doing? It's a time of affirmation and feedback for their performance. Most people tend to be hard on themselves giving conservative scores. Here is an opportunity for you to build them up! Then, there may include one or two areas that are challenges or a gap in expectations to clarify for mutual understanding.

Your organization may have formal performance reviews connecting with HRIS (Human Resources Information Systems) for raises and bonuses, and LMS (Learning Management Systems) for development, and career planning. You may be a start-up hiring your first employee or you may be a first line manager assigned your first direct reports. Wherever you are today, it's your team! Your team member will make you or break your growth. I’d encourage you to integrate this exercise into your next performance review. You will optimize your team's clarity, engagement, and partnership.

As a bonus, here are three questions for optimizing your one-on-one and/or teams meetings.  You can ask casually, at the start of your weekly meetings, or your performance review...

1. What's going well in your work? - Giving Appreciation
2. What additional support/resources do you need to be even more successful in your work? - Providing Support
3. What's one improvement we could implement that could make a difference in our organization? - Encouraging Innovation

Once you put this motion, I would love to hear how the exercise has worked for you and your team!