Your Hiring Process Determines Your Talent (Hiring Series 2/5)

Finding excellent employees can sometimes feel like finding your soulmate – you have to meet a lot of people to find that great fit.   A top concern for CEOs and other executives relates to attracting and retaining talent, according to the 2020 Conference Board Annual Survey.  Not only is it time-consuming, but it can be expensive. Gallup shows that “The cost of replacing an individual employee can range from one-half to two times the employee’s annual salary.”  Given the challenges around hiring and the high stakes of recruiting, we often rush to fill the vacancy, but bringing the wrong person aboard can have lingering repercussions.  Beyond the direct costs associated with orientation and training and eventual termination, the greater cost may not be as easily measured, which is the negative impact it has on current employees. The price of a poor cultural fit can be devastating to top performers, both in terms of their morale and productivity.   

Finding the right candidate takes time, and having an effective process increases your chances of procuring a great match.  Southwest Airlines has a comprehensive and competitive approach to sift through its many applications.  According to SVP Ginger Hardage of Culture and Communications, there is about a 2% chance of getting the job. This is because they take their time to hire right so they can manage easily.  Author Jim Collins supports this method; he famously endorses getting the right people on the bus and in the right seats, which is a metaphor for hiring well and putting people in positions where they can thrive.

 Here are some steps to consider in the early stages of the hiring process: 

1. Plan.  Make it a team effort, form a committee to do the following:

A. Define Your Team & Company Values. This is to share the most important drivers of your company and the values you are seeking and the behaviors that would support those values.  For more on values, check out the previous blog.  You do not need to attain homogeneity in work style and preferences, but on those core aspects you care about.  Making a deliberate effort to hire for diversity and inclusion will only improve your company.

B. Specify the Role.  Make a list of the specific tasks to be done and define them.  You can even try and do some of the work yourself or consult a teammate who has done the work before so they can clearly explain the specifics involved.  Sure, there can be flexibility in HOW the person hits the outcomes, but you want to be clear on the WHY and WHAT. When you write clear descriptions and results, you give the person a sharp sense of what they have to do to be set up for success.  This also allows them to select out if they feel they cannot do the job.

Generalist v. Specialist.  If you are clear on what the role demands, then you can create detailed requirements.  When I have worked with technical managers and software engineer leaders, they are usually looking for a specialist to do a tough job fraught with wicked problems or somebody who can crank out the work quickly, efficiently, and reliably.  In some cases, they may not need the highest standard of communication skills because they may only deal with the one direct report who hired them.  If they do not have to interact with the other teams, such as sales, marketing, and product development, you may be safe in being more lenient with this expectation since you need to overvalue technical chops.  If you are the leader working with that direct report and are satisfied with that level of chemistry, that’s fine.  If the role requires analytical and fast pace thinking, you need somebody that could work in a pressured environment with quick turnarounds; if it is a customer service job, you need somebody with incredible people skills.  Adjust your category weights based on the nature of the job.

Hiring is a two-way street, so while you will benefit from getting a talented person, you should be clear on their value proposition.  What are the benefits that the candidate will receive from the job?  Talented people can be weighing their options in a competitive environment.   The clearer you are, the better the chance you will have to secure the position. In the book, WHO: The A Method for Hiring, Geoff Smart talks about five criteria in which candidates seek:

1. Fit.  There is an alignment between what the candidate cares about, their goals, strengths, values, and mission with the purpose and vision of the company.  People yearn to do good work and have an impact.

2. Family.  There is enough balance in the position for the person to spend time with their family, friends, or on other important commitments.  There is an acknowledgment of the whole person and what they need to be set up for success, not just in the job, and that means not allowing work to be all-consuming.

3. Freedom.  There is autonomy in the role to make independent decisions and have creative expression and not be micromanaged.

4. Fortune.  People want to be paid a competitive wage.  Money is rarely the key motivator, but it is one important piece that allows for more freedom in your life.

5. Fun.  There are opportunities for enjoyment and the development of strong personal relationships.  Studies show that having a best friend at work plays a prominent role in job satisfaction.  How is the culture set up to foster connections among coworkers and have those enjoyable moments?

6. Mastery & Belonging.  Daniel Pink, Author of Drive talks about mastery (along with autonomy and purpose) being the trifecta of motivation.  It is essential for people to feel like they are doing good work.  Gallup also maintains that people seek opportunities to grow and work with managers who can support their development.  I would also add feeling a sense of belonging.  According to recent research released by Coqual (formerly Center for Talent Innovation), people are currently searching for belonging (a place where they can be seen for their contributions, connected to their coworkers, supported in their daily work and career development, and proud of their organization’s purpose and values).  This sentiment leads to an uptick in engagement, loyalty, and productivity.

C. Seek referrals.  A common approach to hiring is to tap into your professional and personal networks as talented people usually know other talented people and are happy to pass along names.  Ask people you work with and know the culture well if they can recommend any good candidates but be specific – if you are looking for sales associates in NY who can create content and make the sale, share that information.  You can make it a practice to occasionally ask about whom they know even when you are not hiring so you can form a queue of talent and can expedite the process when the time comes.  It is vital to have a pipeline and always be recruiting.

D. Consider insiders v. outsiders.  Hiring outsider executives can be typical because people imagine this extraordinary potential that unknown people can have, even if they are more expensive.  Despite the common trends of favoring outsiders, Organizational Psychologist Adam Grant prefers insiders because you already know what you are going to get, and they have the advantage of mastering the culture and skills of the organization. There are also prevailing perspectives about the value of hiring outsiders for a team that can bring in new views.

E. Look for diversity.  Diversity matters for a lot of reasons. A crucial benefit is that diversity provides different perspectives for innovation, problem-solving, and creativity.  There should be energy devoted to getting diverse candidates in the sourcing stage, where you have a larger pool to initially pick.  Many talented candidates are not even putting their hat in the ring because they may not know about the position. Take that time to find those people so you can set your team up for great success.

2. Resume & Video. Your first introduction to a potential candidate can review their resume to see if they have the general qualifications.  While a resume offers a brief view of their record of accomplishments, usually embellishments, it says nothing about failures, so that is why you must dig beyond the resume.  You can have them send in a 5-minute video explaining how their background would allow them to be an excellent fit for the job and what they have to offer.   Alternatively, you can request a cover letter so you can get a sense of how they present themselves in writing. That will be more labor-intensive to review so you can make it optional.

3. Group Interview.  If you have many good candidates, you can do a 30-minute group interview where you ask the candidates the same 4 questions to get a read of their conversation skills, how they answer the questions, and how they interact with each other in a group setting.  For example, do they dominate the conversation and cut others off or do they build off others and allow space for multiple contributions?  This can give you a lot of data on their personality dispositions.

Setting up your hiring process can make the difference between hiring the right candidate.  By first getting clear on exactly who you want, you can begin constructing a job position that will attract the right candidates for the proper position.  Once you have these processes established, hiring can occur in a more expedited fashion.  When you go slow and get the systems down, you will be able to get better at hiring quality talent to compliment your team.

Quotes of the day: “Bet on people, not on strategies.” -Lawrence Bossidy, retired CEO of AlliedSignal

“The employer generally gets the employees he deserves” -J Paul Getty

Q: How do you plan to put together a job offer to attract the best candidate for your team? Comment and share with us; we would love to hear!

[The next blog in this series 3/5 will focus on interviewing practices]

As a Leadership Coach, I partner with leaders to get clarity on the hiring process to secure the best candidate, contact me to learn more.

Finding the best fit for your company leads to success

To Make Better Decisions, Start With Knowing Yourself (Decision Series 2/8)

How confident are you in your decision-making skills?  Which principles guide you most when choosing?

Part of the struggle that we have in making decisions is that we do not know much about ourselves.  By taking time to explore our values, decision-making style, and optimal state for making choices, we will be much better at deciding with satisfaction. 

Getting clarity about ourselves in these areas can make decisions easier:

1. Know your values.  What is your vision for life?  Have you put in the work to carefully articulate your value system?  How can those decisions get you closer to what you want more of and away from what you want less of?  For example, if you know you value having a career and are planning to start a family, how can you still be able to work part of the time because that will fulfill you and make you an even better parent?  The best decisions reflect our values, and when they are aligned, choices are more comfortable.  When we are caught up in a decision, we may have our emotions pulling us in multiple directions.  Successful people know how to stick to their values and trust their guidance during stressful events fraught with fear and doubt.

If it aligns with your values and creates excitement, go for it!  If it does not, do not do it.  When deciding to do an event or to put something in his calendar, Derek Sivers has a simple rule – it is either hell yes or no, nothing in between.  Is there a rule you can use to make this type of decision easier?

2. Know your style.  When it comes to decision-making, are you a maximizer or satisficer?  Maximizers seek the ultimate benefit or highest utility; they aim to make the most intelligent decisions possible.  Satisficers, on the other hand, are looking to make choices that they are minimally comfortable with, perhaps determined by more modest criteria.  The concept was first proposed by U.S. Nobel Prize-winning economist Herbert Simon who combined satisfying and sufficing as a way of describing this form of decision-making.  For example, suppose you are looking to purchase a TV, you might spend significant time reviewing many other TVs, comparing price and quality until you find the absolute best one on the market, determined by a set of criteria.  In contrast, satisficers will review a few options within a given time and then decide because they got something they can enjoy, and that’s enough.

It may seem like maximizers are the way to go because they aim for the absolute best option, but the research points to the opposite.  Satisficers will be more content with their decision, even if it is not the best they could have hoped.  In contrast, maximizers experience pressure from the high expectations they impose; they are more prone to doubt because they fear that a better choice is always out there.  They envision their life if they had chosen a different path.  Using this framework, which style are you, and how is it serving you to bring peace to your decisions?

3. Know your optimal state for decision-making.  Our mood, energy, and willpower significantly impact decision-making and are heavily influenced by these crucial factors: sleep, exercise, and diet.

A. Sleep.  When you experience deep restorative sleep, you can tackle a problem with fresh eyes and have the clarity to make sound decisions; otherwise, if you are sleep-deprived, you could be moody, emotional, and reactive.  When making a decision, Jeff Bezos talked about prioritizing 8 hours of sleep to make better executive decisions otherwise he will be tired and grouchy.

B. Exercise.  The stress of a significant decision naturally produces cortisol, the chemical that triggers the fight-or-flight response.  Cortisol clouds our ability to think clearly and rationally.  When we find ourselves stressing about a decision, we can exercise to recharge and refresh the mind.  As little as 30 minutes is all it takes to get an excellent endorphin-fueled buzz and return to mental clarity.  Exercise also helps you get past that fight-or-flight state by putting the cortisol to practical use.  Research shows that long-term exercise improves the overall functioning of the brain regions responsible for decision-making.

C. Diet.  Similarly, your decisions are likely to be sounder after a meal.  In a study led by psychologists at Columbia Business School, researchers found that judges were significantly more likely to issue favorable rulings when they made their decisions first thing in the morning or right after lunch.  But the longer they waited to decide after they ate, the more likely the judges were to deny prisoners parole.  The reason is because the more decisions we have to make over the day, the worse we get at making decisions.  We are prone to taking shortcuts when we are tired or hungry.  For a judge, it’s easier to deny parole than to do the mental work of having to think about whether bail is justified, so they took the easy route, which was to default to a denial.  

If we want to make sensible decisions, we want to be at our best, but that time of day differs for everybody.  In the book, When by Daniel Pink, he argues that our energy levels and cognitive abilities are not the same throughout the day but change in dramatic and unpredictable ways.  Some people feel their best in the morning and should choose that time slot to tackle complex decisions while others’ energy levels dip in the afternoon, and that slot should be used to make small decisions when fatigue is greatest.  When our willpower is low, we fall back to our default setting; it is why we go for chips over carrots and why the judges denied parole.  You can manage your willpower better by sleeping well, exercising, and eating healthy.

Part of being an excellent decision-maker is knowing yourself, which can include your values, style of decision-making, and optimal state for choosing.

Quotes of the day: “When your values are clear to you, making decisions becomes easier.” -Roy E. Disney

"The truth of the matter is that you always know the right thing to do. The hard part is doing it." General Norman Schwarzkopf

Q: When do you make your best decisions?  Comment and share below, we would love to hear from you!

[The next blog in this series 3/8 will focus on enhancing your decision-making with strategy] 

As a leadership development and executive coach, I work with leaders to help them make hard decisions, contact me to explore this topic further.

You can get clear with how you decide

How does your company prevent difficult workers from getting hired? (Workplace Conflict Series 3/3)

How you treat people matters more than anything.  Companies should create a culture of respect, and every leader should have an obligation to uphold a no-jerk environment because it allows for great work to be done and it is simply the right thing to do.

The impact of a toxic worker is quite significant.  Experts say, when a team member procrastinates or displays a bad attitude, there is a real risk of social contagion, which drives down the morale and productivity of those around them. Susan Davis, author of Emotional Agility contends, “we all pick up on settle cues from others, and that affects our behavior and actions.” This behavior can lead to poor team efficiency, lower levels of commitment, and less of a focus on the shared goals.  Furthermore, ignoring the issue makes the problem more acute.  According to Allan Cohen, Babson Professor of Global Leadership, when people do not carry their weight, frustration grows because others need to do more.

Knowing this negative impact, here are some things a company can do to protect the culture from toxic workers:

1. Screen them out in the hiring process.  If you determine that somebody could exhibit toxic behavior, perhaps they care only about individual results at the expense of others, do not hire them, no matter how capable and brilliant they may be.  Professor of Management Science at Stanford University Bob Sutton said that toxic people make us less productive.  Maybe you cannot be certain if somebody has a lot of jerk behaviors during the interview, but you can do everything you can to find out more in the hiring process.  Luis Von Ahn, CEO and Cofounder of Duolingo offers this advice.  When you contact their reference, you can ask, “Did he/she work well with others?”  You are looking for a more definitive and enthusiastic response like “absolutely” over a more wishy-washy one – “yeah, for most people.”  Maybe you detect the reference is being coy, you can frame your questions to elicit specific choices.  For example, “what’s more likely - that this person will be a total pushover or a little manipulative?”  “Work more by themselves or inclined to work with others?”  Listen closely to these responses because they can contain the exact answers you are seeking. 

2. Align stated company values with practiced behaviors. If you ask a set of random employees, who are the superstars in the organization and you find out that they are the top producers who also happen to be toxic at times, it seems as if the company is rewarding bad behavior.  So how can you practice what you preach? If you care about teamwork, how are you building that in your incentive and promotion strategy to reward that kind of behavior?  For example, the stated values of Enron in the 90s were communication, respect, integrity, and excellence. They claimed they valued good behavior, but they actually rewarded ruthlessness and selfishness. When you incentivize individual achievement rather than promoting people based on how they elevate others, it contributes to a toxic culture. How about a mixed approach? Part of their compensation can be directly related to how much they have helped others, exhibited through observation and peer feedback, and part can be from their individual contributions.

3. Make the offenders aware of how they are treating people. You can offer “360 reviews” where leaders can receive valuable data from their peers, subordinates, direct reports, and others.  Sometimes it is just that awareness that their behavior is problematic which can be enough to course correct. When Cindy Hess, Partner at a law firm learned of some selfish behaviors she had which were revealed through reviews, she was stunned and took steps to make adjustments. Companies can offer management training programs to help build the cadre of soft skills that help leaders invest in others.  

Another way to raise awareness is for companies to provide a free-market approach where their subordinates have some say in choosing their boss or team lead. At Fenwick and West, Partners choose their associates to service their clients but Associates have every right to say no if they feel it is not a right fit.  They obviously prefer to pick Partners who they enjoy working with, who they can learn from, and who will take an interest in their development and career trajectory.  If none of the Associates are picking you, that exposes a hard truth.  Similarly, if there is a mentorship program and mentees get to pick who they want to work with based on reputation, and again you keep getting passed up, this needs to be explored and addressed.  To make sure leaders know how they are being viewed, the company does anonymous upward reviews were Junior Associates rate Senior Partners.  According to Glassdoor, Fenwick and West is one of the top Silicon Valley law firms to work for in terms of cultural excellence. 

4. Have a Zero Tolerance Policy. You cannot allow demeaning or disrespectful behavior from anybody, including upper management.  When companies act swiftly, it sends a message that this conduct will not be tolerated and employees will be protected.  This does not mean that there will be no hard conversations or people will not get upset from time to time, but that there will be consequences for repeated poor behavior.  If somebody is getting frequent complaints and they refuse to acknowledge the problem or change their behavior, they should be let go.  Studies show the presence of one person exhibiting toxic behavior can bring down a whole team, that it is better to have a hole in the team than to have an additional person that is not helpful. Studies also show that it is actually much more profitable to replace a worker displaying poor behavior with an average performer, as opposed to upgrading an average performer to star status, it is because the one who is showing negativity has a much more damaging impact.

There is no such thing as a perfect culture, but companies can do their best to create an environment that values support, respect, and positive interactions.  We spend so much of our time at work that it is only right to expect that we are treated with dignity so we can give our best performance.

Quote of the day: “I am thankful to all those difficult people in my life, they have shown me exactly who I do not want to be!” – Unknown

As a leadership development and executive coach, I work with people to have difficult conversations, contact me to explore this topic further.

Q: How does your company protect you from toxic workers and maintain an amazing culture?  Comment and share below, we would love to hear from you!

Getting rid of a toxic culture begins with removing a toxic person

Your Team Needs Universal Agreements (Team Series 5/10)

Effective teams are intricately linked by a common purpose based on shared values and norms.  They believe that they can succeed or fail together.  The healthy teams have rules of engagement – explicit and implicit guidelines of how to work together and the kinds of conflicts they will or will not allow. Some agreements can be broad such as listen like you are wrong, assume positive intent, and be solution-focused. Other agreements can relate to specific activities like team meetings.

Here are some norms that can foster an excellent working relationship among teams in their meetings:

1. Encourage full participation.  Sometimes when you go to a meeting, there is somebody who sits off to the side and never says anything.  However, it is essential for everybody to be heard for buy-in to occur and for the greatest amount of ideas to be put on the table. What systems do you put into place to foster maximum contributions? For some ideas, you can check out my article, “5 ways to spark full team participation.”

2. Adopt the Devil’s Advocate Role.  Some people invoke this term to have license to say something unpopular or distasteful, but a real devil’s advocate provides an excellent service.  It gives people permission to challenge, disagree, and argue productively.  It is an excellent practice to test your idea and make sure it is really solid.  If your teammate is trying to tear it apart, poke holes, and undermine it, and you cannot adequately defend the idea, perhaps it is not ready yet for the mainstream. For this tactic to be effective, you need to have trust and psychological safety. You are more likely to give and receive challenges when there is an understanding that the goal of the tough inquires is to make your ideas even better, thereby benefiting the team.

3. Establish a “disagree and commit” culture.  This idea comes from Tech Co-founder Scott McNealy's larger point - “Agree and commit, disagree and commit, or get out of the way.”  Andy Grove, and most recently Jeff Bezos included this idea in his 2016 letter to shareholders.  Bezos expected and demanded that teammates voice their disagreement.  He also believed that no matter their point of view, once a decision has been made, everyone commits to its success.  He writes, “Have Backbone; Disagree and Commit. Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting.”  If you have two people battling to win the approval of their idea and one loses, that person could be so tied to their plan that they may not want to see the other person’s idea succeed.  But real teammates know how to spar to make each other better and then offer their sincere support and robust commitment because there is a bigger picture and a larger vision at play.  If you notice somebody not jumping on board, they may be elevating the individual over the group agenda. 

4. Speak last as a leader.  This advice was given to former Yahoo CEO Marissa Mayer by legendary Executive Coach Bill Taylor.  He said that when you go first and blurt out your ideas, you rob other people with the ability to share their perspectives.  While you may know the answer, it is vital to contribute last because you give the team the chance to partake in the process, synergize, and get there together, which is just as important as coming up with the right idea.

5. Elect the right people to lead the discussion.  If the conversation is about marketing, it should be led by the marketing department.  Most times, corporate politics can get in the way of the finest ideas prevailing, but the best managers put the person closest to the problem in charge of solving it because they have first-hand experience and unique insights. Innovation is not about only allowing important people with big titles to create, but driving forward excellent ideas regardless of where they originate.

6. Use the Six Thinking Hats Method.  Edward De Bono designed a system for group discussion and individual decision making by the use of six colored hats, which represent a type of thinking. 

• The WHITE hat is logical and fact-based where you analyze data and past trends.

• The YELLOW hat symbolizes optimism where you explore the positives and probe for value and benefit.

• The GREEN hat is creative and provocative where you offer possibilities and out-of-the-box alternatives to standard ideas.

• The BLACK hat is judgment, the devil’s advocate role, or why something may not work.  This hat is cautious and conservative and can be the most powerful but problematic if overused.

• The RED hat signifies feelings, hunches, and intuition. When using this hat, you can express emotions and share fears, likes, loves, and dislikes.

• The BLUE hat is used to manage the thinking process, it could be a meeting chair that directs the conversation and calls on certain hats when there is a lull or when contrast is required.

You can try on certain hats for a specific agenda item to yield a great variety of perspectives to form a more comprehensive picture. 

7. Use the Double Pro/Con Method.  This is great for when you are trying to foster fruitful discussion and see multiple perspectives.  If you have a group of 10, you would divide them into two groups of five.  

·      Each group of five will spend some time depositing ideas into the collective pool and then choosing the best idea they want to present to the whole group of 10.  

·      They will then divide themselves - 2 people representing pro and three people representing con and will discuss for 10 minutes so multiple points are displayed.  

·      Then they will switch roles where the three people are now for the proposal, and the two people are against it. This would be enlightening for the second group of 5 people to watch because they can see the contrasting ideas and tease out the nuggets of wisdom.  

·      You can then invite the second group to go through the method so the first group can have the benefit of witnessing multiple sides to a proposal.

Great teams do not just organically happen. When you are intentional about adding some structure and universal agreements, creativity and excellence can surely abound.

Quote of the day: “In teamwork, silence isn’t golden, it’s deadly.”  -Mark Sanborn

Q: What are some norms that you use which help your team perform at their best? Comment and share with us, we would love to hear from you!

*The next blog in this team series 6/10 will delve into 5 ways to spark full team participation.

As a Leadership Development & Executive Coach, I work with teams to set up universal agreements for peak performance . Contact me to learn more.

Which agreements allow your team to thrive?

Bring On The Healthy Team Conflict (Team Series 4/10)

The ways your team interacts with each other can tell you a lot about the wellbeing of the whole.  One of the healthiest signs of a great team is to have smooth communication, and the way to do that is to have agreements or interaction norms that allow you to define who you want to be together. 

When teams first form, there can be surface-level harmony until they have gone through different seasons and have encountered significant disagreements. At that crucial point, they can reach a favorable resolution in both process and outcomes and cross the threshold to having an authentic team relationship for excellent performance to occur, or they can reach an impasse and remain in the stormy stage where team bonding and results are harder to come by.

To better navigate the rocky stage that every team goes through, expect, and even invite, healthy conflict. 

There is nothing wrong with conflict, tension, and disagreement.  Some people can be so nervous about it that they choose not to engage in a messy back and forth process for the sake of perennial harmony.  This mentality has its limitations because building on other’s ideas only gives you incremental thinking.  Worse yet, Writer Walter Lippmann maintains, “where we all think alike, nobody thinks very much.”  In contrast, when we disagree with each other, we can see a variety of perspectives and shine a light on our blind spots or incomplete ways of thinking.  We need disagreement to improve the quality of ideas and expose the risk inherent in the plan.  Plus, honest and respectful conversations usually yields the best results.  The opposite - passive-aggressiveness, silence, or even insincere contributions can be destructive to a culture.

Author Liane Davey outlined three specific techniques to help embrace productive conflict: 

1. Clarify Roles.  By highlighting how different people’s jobs drive different agendas, it can lead to excellent outcomes. Liane provides an example relating to the sales and production teams being in the same room; the production team might want more standardization and efficiency, while the sales group might argue for the opposite – more flexibility and customization to meet individual client needs.  There is an inherent tension between prioritizing the product for consistent quality versus favoring the customer for optimal satisfaction but likely a hit to the budget.  This is an important step for alerting people that they are expected to argue and disagree because they have different instructions for what they are representing.  This helps to depersonalize things, and you can see how your coworker is not living their life with the sole aim to frustrate you; in fact, they are just doing their job.  Being on the same team means you all want the same big-picture result.  Normalizing the tension will free people to spar in a more empathetic way as they strive towards finding the best answer constructively. 

2. Use personality assessments.  This can highlight differences in what people are paying attention to.  Maybe you have one person’s style who is high on the conscientiousness trait with a keen eye for detail, and another that is high on the openness chart and prone to the macro view.  Knowing your team’s orientation can create balanced groups and lead to productive disagreements.  

3. Set ground rules around dissension.  Ask your team to define the behavior that contributes to productive conflict?  What kind of engagements can improve decision-making and trust, and what kind can detract from it? 

Some behaviors can include: 

·       Be kind:  Disagree with the idea respectfully, not the person. Ad hominem attacks and wild bursts of anger should not be a thing. 

·       Be open-minded:  Do not reject an opposing point immediately, but follow a one-minute rule (accept an idea for one minute before you try and find anything wrong with it).  Think about the possibility – what if I was wrong? How willing am I to change my mind?

·       Be brief:  This allows many ideas to be voiced.  It is also hard to tease out ideas if one person is dominating the whole time.

·       Stay on topic:  This enables each subject to be flushed out before moving to the next issue. Avoid the trap of allowing people to take the conversation in a variety of directions because then it will be really challenging to make progress on each matter.

This sample set of ground rules can create contained chaos and lead to productive conflict. 

While some teams choose to shy away from conflict, the best teams know how to invite healthy conflict because it makes the overall group much more effective.  When you clarify roles, use data to create diverse groups, and set ground rules for disagreements, you cultivate the conditions for the best results to emerge. 

Quote of the day: “Courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen” -Winston Churchill.

Q: How do you get your team to engage in merry conflict? Comment and share with us, we would love to hear from you!

*The next blog in this team series 5/10 will talk about the importance of universal agreements.

As a Leadership Development & Executive Coach, I work with teams to resolve conflict in productive ways for peak performance. Contact me to learn more.

How do you encourage healthy team conflict?

It’s All About A Team-First Mentality (Team Series 3/10)

In today’s driven society, it is not uncommon for companies to have teams filled with talented, ambitious, opinionated people with large egos who want to advance in their careers.

The temptation for people to stand out from the crowd for recognition, promotion, bonuses, and office size looms ever large.  Internal competition creeps in and those company perks become ways to keep score.  The word team, unfortunately, exists in name, but not in practice because it becomes a collection of rivals who want to pursue individual achievement over group success.  If unchecked, these intergroup conflicts can have adverse rippling effects. 

So, how do you encourage your members to act as a team?  In short, form a community.  Phil Jackson said, “Good teams become great ones when the members trust each other enough to surrender the Me for the We.”  Do not just think about your team as a compilation of members who are working towards completing a job.  Instead, see them as much more -  a community that supports each other to be better than they think they can be as they march towards a common goal that they also personally care about.  Teams that act as communities do not have to be best friends and spend all their time together, but they have to know how to integrate their interests and put aside differences. 

The benefits of a community cannot be ignored.  Those who feel like they are part of a supportive network at work are more engaged, more productive, and are less likely to experience burnout.  The simple fact is that teams of people who subordinate individual agendas will always outperform teams that do not. 

Here are some ways you can build community:

1. Understand your role as contributing to the greater good.  Numerous examples can be found in sports.  Shane Battier is known as a no-stats All-Star in basketball, he never scored a lot of points or got a lot of rebounds, but he made his teammates more effective and the opposing team less so.  His team was more likely to win with him in the game and was part of two NBA championships. He knew exactly what his role was, which was not to be the best small forward in the league by merely chasing stats but to do whatever he had to do to be the best for his team, even if it was in a set-up role that did not allow him to accumulate impressive stats.   

Similarly, in 2015, co-captain Abby Wambach, considered to be one of the most successful soccer players -  2x gold medalist and all-time top goal scorer of 184 - spent most of the World Cup on the bench.  She was called upon as a substitute only in the late stages of some games.  She shared how she did not let that discourage her, she always found ways to lead from the sidelines and champion her teammates because that is what was called for.  To win a game, it requires a coordinated effort on and off the field and she always found ways to uniquely contribute wherever she was standing.

2. Share credit.  This is a vital part of being on a team.  Author A.J. Jacobs shared a story about Jonas Salk taking sole credit for coming up with a polio vaccine and when given a chance, did not acknowledge any of his collaborators and predecessors who helped along the way.  Psychologists call this failure to recognize and thank collaboratives the responsibility or self-serving bias.  It is a pitfall that we should all avoid since it causes a lot of pain and resentment among other people.  So, how do you fight against the natural tendency of each member to exaggerate his/her contribution relative to the influence of other teammates?  Choose to elevate and reward cooperation, as well as individual achievement. Encouraging teammates to help each other thrive should garner just as much, if not more recognition. When you consistently catch people doing great things like mentoring others or pitching in on teammates’ projects, that should be valued and rewarded. This gesture clearly communicates the emphasis your culture places on teamwork.

Author and Startup Investor Fran Hauser offers some easy strategies to share credit for team success and to provide appreciation.  When you have a team win, you can do the following, depending on what you think the recipient would most enjoy:

·      Send an email to that person’s boss and CC your coworker.

·      Call out a coworker’s “good job” at a meeting - have the person stand up while everybody else claps.

·      Take a colleague out to lunch to celebrate teaming up on a job well done.

·      Treat a colleague to a small gift card at their favorite store for helping you.

·      Send the person a morning text letting them know you got them a Starbucks coffee if you know they get a latte every morning.

·      Write a handwritten note mentioning their specific contributions that made the team successful.

If a supervisor accidentally credits you with a good idea, you can interject to set the record straight by letting your boss know it was your coworker who came up with that idea.  If somebody has told you an idea in private and you are passing it along in front of a crowd, be sure to mention the source and your information. When you spread the credit, you pass along the love, trust, and pride in the team

3. Contribute as a problem-solver.  Being a part of a community involves having a collective mindset.  Going to a meeting and pitching in on solving a problem, even if it does not relate to you directly because you are invested in the group’s outcome.  It is also about taking ownership of the group’s success.  When you complain, think about it as if you are griping against yourself so instead of spreading negativity, what are 1-2 possible solutions you can offer that goes along with your constructive critique?

While you may not get the chance to choose your colleagues, you can always take steps to improve the dynamic. Simple gestures about asking about people’s days, sending an email letting them know you appreciate their work, and genuinely listening to others can make all the difference in feeling like a community.

“Ego is the ultimate killer on a team,” said Management Guru Patrick Lencioni.  One way to subdue the dominance of the ego is to encourage people to feel like they belong to a community where they enjoy numerous collective benefits when operating together more than they can ever experience individually.

Quote of the day: “Great things in business are never done by one person; they are done by a team of people.” — Steve Jobs

Question of the day:  How do you like experiencing a sense of belonging?  Comment and share with us, we would love to hear from you!

The next blog in this team series 4/10 will explore the importance of healthy conflict.

As a Leadership Development & Executive Coach, I work with teams to build community for peak performance. Contact me to learn more.

What can you build with a team-first mentality?

The Must-Have Ingredients For Team-Building (Team Series 2/10)

In the search to build excellent teams, what are the most important factors to consider?

The last blog focused on the number one component in building great teams – psychological safety.  This article will explore the other important elements involved in a winning team dynamic outlined in Project Aristotle, including dependability, structure and clarity, meaningful work, and impact.

Here are a few ingredients that contribute to excellent teams:

1. Dependability.  It is about making and keeping commitments, which allow individuals to count on each other to get high-quality work done on time.  People crave reliability.  It is a great feeling when somebody claims ownership of a task, and the rest of the team members can dismiss it from their mind because they have confidence that it will happen. 

So…what makes people unreliable?  At times, it can stem from a communication issue – some people can say yes to something just because it is hard to say no.  Or, maybe they initially commit with the confidence that they can safely handle the task, but then run into a dead-end and are too afraid to ask for help.  Regardless of the reason, when you have psychological safety, people feel comfortable saying no to a task they cannot do or are secure in asking for help when they need to.   

One way to build dependability is to show excellent communication: 

·      Perhaps you say yes to a commitment and your world has abruptly changed, talk to your team members immediately so they can be part of the solution.  When you have ownership of a task and cannot complete it, it means recruiting allies to get the job done.  Teams pitch in for each other when emergencies arise.  Do not turn your back on a project because something has come up, find an alternative route to get the job done, even if it involves remedy through others. 

·      Be timely with your meeting follow-ups.  After a gathering, it should not take you days to send instructions, suggestions, or other pertinent information that team members need to do their jobs.  If you know you are going to be unavailable for the next four days, do not ghost your team, let them know of your absence and put a plan in place.  Perhaps somebody else can be assigned to send the meeting notes. 

·      Respond to messages in a timely manner.  If somebody emails you requesting something, do not just choose to ignore them, instead send a message saying you are unavailable and let them know when you would be free.  Perhaps the best you can offer is to jump on a 2-minute call or provide the name of somebody who can help out.  I am not saying that you should be attached to your email, but have a workable plan for the times when you are and are not available.  Imagine for a moment you needed something from somebody, knowing you having several options will make you feel like you are a part of a good team instead of feeling like you have nowhere to turn.

2. Structure and clarity.  People should know their job requirements, how to fill them, and what happens if they are not done.  They also have knowledge of other people’s requirements so they know who to turn to in order to tap into their expertise.  Setting clear goals and having metrics to measure them offers much-needed transparency.  Google uses OKRs (objectives, key results) to hit their short and long-term goals.  Be sure to communicate team goals so all members understand the plan for achieving those targets.

One way you can learn about other people’s roles is to have a newsletter highlighting others’ successes.  When you share what people are doing to advance the team, others can learn more about their roles and responsibilities.  If a weekly or monthly newsletter is too much of a commitment, it can be as simple as a 3-minute share at the start of each meeting.

3. Meaningful work.  People need to work on something important to them.  The meaning they ascribe to their work can be personal - it could be about solving really hard problems, utilizing their creativity, making money to support their family, or doing good work to help their team thrive.  Without meaning and a higher purpose attached to it, work can become mundane and disengaging.

If helping others is the main driver for some of your teammates, you can offer public gratitude to them when they have done something to offer assistance.  This acknowledgment makes them feel good about the work they have done.  If growing their skills is a top priority for other teammates, you can offer to support them with solving hard problems so they feel they are developing their abilities.

4. Impact. People need to know that their work matters and is making a difference in the world. 

A good way for teammates to feel they are making an impact is for others to regularly share credit or team testimonials of how their performance has advanced their work, the product, or the organization.

Psychological safety, dependability, structure and clarity, meaningful work, and impact were the ingredients that Google deemed to be vital for team success.  While every team is unique and could require different components, it is hard to think about any of these elements not helping to build stronger organizational units. 

Quote of the day: "Teamwork is the ability to work together toward a common vision.  The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results."  -Andrew Carnegie

Q: Which aspect is most important to you? How do you find meaning in your work?  Comment and share your thoughts with us, we would love to hear from you!

*The next blog in this team series 3/10 will jump into fostering a team-first mentality.

As a Leadership Development & Executive Coach, I work with teams to strengthen their collaboration for peak performance. Contact me to learn more.

What vital features comprise your amazing team?

To Unite Your Team, Build Psychological Safety (Team Series 1/10)

If somebody was to ask me about the most valuable skill you can develop to thrive in the work world - being an excellent team player is at the top.   A company is not about individuals, it is about a team, and knowing how to work with others effectively will add tremendous value to your life and the lives of others.

On one end of the spectrum, there are dysfunctional teams where personal agendas prevail and sabotage occurs.  On the opposite edge, there are great teams where everybody is growing, rowing in the same direction, and eliciting each other’s best.  The most important part of a great team is that it can satisfy a fundamental human need, which is to feel a sense of belonging through community. 

So, what are the magical ingredients that go into a high performing team?  In 2012, Google embarked on a quest to find out the answer to that question – how to build the perfect team?  They launched a major study codenamed Project Aristotle, inspired by the philosopher’s quote, "the whole is greater than the sum of its parts." They spent two years studying 180 teams and concluded that excellent teams at Google have the following five components: psychological safety, dependability, structure and clarity, meaningful work, and impact.

#1 Quality Of A Great Team: Psychological Safety

Have you ever been in a room with your team where you wanted to contribute or speak against an idea, but you stopped yourself because you thought, this could be stupid, I could get laughed at, people will think I’m dumb, or aggressive, or something worse?  So, you choose silence.  You rob yourself of taking a risk and potentially innovating. This strategy works for you because you are protected from those doom and gloom scenarios that you conjured in your mind.  Psychologist call this impression management, a conscious or subconscious process of regulating information in social settings.

Perhaps, a few seconds later, another part of you pushes through the discomfort and you speak up.  Oops, your worst fear is realized as you are interrupted and even shunned.  There is an absence of psychological safety, a climate where people feel comfortable being and expressing themselves.  Harvard Business School Professor Amy Edmondson says psychological safety is the “belief that it's absolutely okay, in fact, it's expected, to speak up with concerns, questions, ideas, and mistakes.”  Not having this condition can spell disaster, making teams rife with inefficiencies.

Unfortunately, most teams are not as psychologically safe.  Gallup data reveals that just three in ten U.S. workers strongly agree that at work, their opinions seem to count.  With no psychological safety, teams are holding back from interacting and potentially making mistakes.  It is when the co-pilot does not feel comfortable telling the pilot that something is wrong, or it is when the nurse does not want to speak up in the operating room for fear of reprisal from the doctor so the patient’s wrong organ is extracted.  Essentially, teams do not get to be at their best when they feel restrained. 

In a fascinating challenge, Peter Skillman, former VP of Design at Palm and Author Tom Wujec had a team-building competition where participants had to build a marshmallow tower made from spaghetti, tape, and string.  The only requirement was that the marshmallow had to sit at the top.  He ran this competition with different groups, such as kindergarteners, business school students, and lawyers.  The winner…reaching a whopping 26 inches were kindergarteners, while the average score for business school students was 20 inches.  This experiment showed that it is more about team interaction than the caliber of individual skill.  Kindergartens’ felt comfortable to take chances, fall flat on their faces, and try again. There wasn’t even an incentive that they get to eat marshmallows if they won! Business students were censoring their actions, sizing up everybody’s power in the group, and holding back their experimental approaches.  They were ensconced in too much drama and not enough risk-taking. The lawyers…well, they may have been more preoccupied with arguing in and out of their minds.

Edmondson has confirmed that psychological safety predicts quality improvements, learning behavior, and productivity.  When there is an opportunity for you to speak and feel fully listened to, you are more likely to take risks without feeling insecure or embarrassed and know that even if you fail, your teammates and managers will have your back.  Gallup data supports these benefits including, “a 27% reduction in turnover and a 12% increase in productivity.”

Ways To Build Psychological Safety: 

In her TEDx talk, Edmondson offers the first three actions individuals can take to foster psychological safety and I’ve added a few more:

1. Frame the work as a learning, not an execution problem.  It is not just about completing the work but creating space to talk about the work from the beginning.  Thinking about what we can learn from one another through discussion and debate before we jump into task mode.  It is about recognizing that we all have uncertainties and we cannot know everything individually, so we need to listen fully to each other and get all members involved to figure things out and collectively solve problems.  To do that effectively, it is imperative to have all brains and voices in the game.  To prompt your team’s involvement, you can let them know that you are missing perspectives and would find it valuable for them to identify a few.

2. Acknowledge your fallibility and vulnerability.  There will be times when you make mistakes and that’s ok because they will likely yield powerful learnings in which all can benefit.  Being vulnerable and openly sharing your missteps or bad news, will invite others to share, and that builds psychological safety and spreads learnings that prevent avoidable errors as opposed to concealing that information.   As a leader, when you offer small vital disclosures, it allows others to do the same without fear of being penalized.   

3. Model curiosity and ask questions. This practice creates an environment where people can always speak up when they have simple or complex questions.  As a leader, you can ask, “what are 3 questions that would be good to gain a better understanding of this challenge?  I do not want to move on to the next topic until we get some tough questions on the table.”

4. Have clear norms and agreements.  Ask team members what they need from each other to make their fullest and best contributions.  What behaviors would they like to exhibit and commitments they like to make in service of psychological safety.  Talking about these interpersonal interactions before jumping into the business will allow for effective and transparent communication. 

5. Have guidelines for productive disagreement.  Disagreements will most certainly happen.  What is the best way you would like to be respectful of others’ opinions when this happens?  How about when somebody gets naturally defensive, how do you want to handle this occurrence as a team so the exchanges are productive?

6. Ask for help.  Mistakes can be made when people do not seek support, and some people do not feel comfortable because of fear of being judged or feeling like they should know something when they don’t so ask the question will expose that potential incompetence.  So, what are those intentional steps team members can take to raise their hand and get assistance?  Are their designated helpers?  Sharing stories of teammates asking for help can normalize the practice and encourage others to do it and not be judged. 

7. Solicit feedback.  As a leader, do not assume people will voluntarily contribute regular feedback, you want to take steps to promote and encourage this practice to make it safe for them to raise concerns.  You can change the suggestion box to a problem box that encourages them to bring issues so the team can fix them.  If they would like to offer remedies or preliminary solves to those problems, that’s great, but it is not a requirement.  This is so people do not feel pressure to also find a solution to a problem they have discovered.  Some problems are deeply complex and need the minds of the entire team so no need to carry that full burden.

Being a part of a good team is a special experience because you get to be exactly who you are and have opportunities to grow in the process. Surrounding yourself with supportive high achievers will level up your abilities.  The best teams have psychological safety, the conditions where you feel comfortable to take interpersonal risks and know there will be no consequences because it is an environment without judgment; those freewheeling contributions are necessary for innovation.

Quote of the day: “Alone we can do so little, together we can do so much.” -Helen Keller

Q: What does your manager do to build psychological safety in your team?  Comment and share with us, we would love to hear from you?

*The next blog in the team series 2/10 explores the other characteristics that comprise excellence in teams.

As a Leadership Development & Executive Coach, I work with teams to build psychological safety for peak performance. Contact me to learn more.

Psychological safety is necessary for building excellent teams.

5 Common Delegation Maladies To Avoid (Delegation Series 4/4)

When delegation is done right, it is a glorious occurrence.  You can feel proud in supporting your teammate to be successful while also advancing the goals of your organization and spending time doing your most important work.  When it is done wrong, it can leave you embittered and reluctant from parting with important future tasks.  Let’s look at some ways delegation can go sideways.

1. Reverse delegation.  This is when people try to give you back part of the work.  They may come to you and say they cannot find the information and expect you to jump in and rescue the day.  Instead of completing the work for them, you can point them in the right direction.  They need to navigate their hiccups so they can develop problem-solving skills.  Ask the question – what do you think we should do in this situation, and watch their creativity come alive.

2. Over delegation.  Giving your team member a task that far outweighs their capacity would translate into more of a frustration than a learning opportunity.  To decide if the job is right for the person, you can ask these questions:

1. Did I provide the necessary resources?

2. Was I clear in outlining success?

3. Did I ask for feedback and consider input? 

If the answer to any of these questions is no, then it may be a case of over delegation.

3. Too hands-off.  Some managers delegate a task and then walk away.  It is important to stay involved while letting the employee lead the way. Carol Walker, President of Prepared to Lead offers, “While you don’t want to tell people how to do the job, you must be in a position to evaluate their performance and development.”  Clearly, delegation is not the same as abdication so be sure to guide their success. 

4. Lack of clarity. You may feel that once you have shared your assignment to be done that the person heard it in the exact way that you intended.  Brene Brown, in her book Dare to Lead, suggests an effective method for reaching a meeting of the minds by using the simple phrase, “Paint done for me.” This prompts the person to be specific in their expectations and clear in their intentions.  She says, “it gives the people who are charged with the task tons of color and context and fosters curiosity, learning, collaboration, reality-checking, and ultimately success.”   I recommend using this language in the co-creation phase, which was outlined in the second blog of this delegation series. 

5. Lack of License (Autonomy). Even when leaders delegate effectively, work can stall if people lack the authority to act. Delegation without autonomy creates hesitation, slows decision-making, and pushes work back up the chain. One of the most well-known examples comes from The Ritz-Carlton, where every employee—regardless of role—is entrusted with up to $2,000 per guest, per incident, to resolve issues or enhance the experience without approval. The policy isn’t about spending—it’s about trust. Employees are expected to use judgment, act quickly, and own outcomes. A famous story illustrates this: when a young guest lost his Thomas the Tank Engine toy, staff didn’t just return it—they created photos of the toy enjoying a “vacation” at the hotel before mailing it back. The result was a memorable experience that built lasting loyalty. The lesson is clear: if someone has to check with you before every decision, you haven’t truly delegated—you’ve just reassigned tasks. High-performing teams need clear guardrails and the freedom to act. Autonomy accelerates execution, builds confidence, and reinforces ownership.

Delegation is not about offloading work—it’s about building capacity, developing your people, and scaling your impact. The strongest leaders are intentional about what they own versus what they empower others to lead, pairing clear expectations with real autonomy. Done well, delegation becomes a leadership multiplier—creating teams that perform with confidence and ensuring success is strengthened by you, not dependent on you.

Quote of the day: “The inability to delegate is one of the biggest problems I see with managers at all levels.”  – Eli Broad, entrepreneur

Reflection Question: What is one delegation challenge you faced in working with a teammate? How would you tackle that same challenge next time? Comment and share with us, we would love to hear from you!

As a leadership development and executive coach, I work with leaders to help them delegate more effectively, contact me to explore this topic further.

Avoid Reverse Delegation

5 Common Delegation Misconceptions (Delegation Series 3/4)

While some managers are aware that it is practically impossible to do everything effectively on their own, they may still choose not to delegate because they hold overpowering preconceived notions.  Shattering these limiting beliefs can be the first step to being a master delegator.  

Let’s jump into top delegation misconceptions:

1. No Time. Many people feel that it is more efficient for them to do it themselves instead of taking the time to delegate, but while there is an initial time investment at the upfront, the long term-term savings can be substantial.  Sure, it may take you an hour to delegate something effectively that could take you 20 minutes to complete, but if it is an ongoing task that they can now do several times a month, how much time have you saved yourself? When you set up systems and structures, it allows for quicker execution for the current project and a general template that you can use for the future. Jenny Black, Author of Pivot shares how delegation allowed her to triple her income in 2013 and helped her learn even more about her business in the process.

2. Incompetent Team.  When you allow people to tap into their capacities, they may pleasantly surprise you.  Churchill said, “if you should influence another, impute a quality to him that he does not have and he will do everything to prove you are right.” Investing in their development and connecting the new skills to their career advancement could be just the impetus needed to get them to engage and level up.

3. You are the only one who can do the best job. Managers who have high standards find it difficult to let other people do their jobs.  They feel if they have to spend time reviewing the quality, it may be easier to do it themselves.  This type of thinking can set a bad tone because it can cause resentment and distrust and even enable delegates to be less diligent if they know their work will be triple checked, and that their boss will intervene at every step.  The better approach is to support the employee in developing their skillset and raising their quality. If somebody else can do the assignment 70-80% as well as you, delegate it so you can free yourself up to do those few tasks that only you can do and so you can advance your skills. It is also a way to break from some possible perfectionist tendencies and move more toward a pragmatic and efficient approach. There is only so much time in one day, ask yourself, where do you want to put your energy? If relinquishing control is a challenge, you can start with the tasks that are simple, routine, and which you have already mastered.

4. You do not want to feel dispensable.  Sometimes there is a need to take on too much to maintain a feeling of importance. Jeffrey Pfeffer, Professor of Organizational Behavior at Stanford Pfeffer calls this self-enhancement bias, which is about believing that passing on work will detract from your importance.  For others, it can manifest in a lack of self-confidence and the fear of being upstaged by subordinates.  However, supporting people to be their best would not only look great for you as a leader, but it is simply the right thing to do. Imagine if you are the leader who is known for consistently getting others promoted?

Accepting that you cannot do everything yourself is a critical first step to delegating.  While there can be some risks in deciding to delegate, the payoffs for your team, your organization, and yourself can be far more rewarding.  It could end up being the decision in which you are proudest.

Quote of the Day:  “If you want to do a few small things right, do them yourself. If you want to do great things and make a big impact, learn to delegate.”– John C. Maxwell, Author

Q: What is your biggest concern you have when it comes to delegation?  Comment and share your thoughts, we would love to hear from you!

The next blog in this series 4/4 will focus on 4 common delegation maladies to avoid.

As a leadership development and executive coach, I work with leaders to help them delegate more effectively, contact me to explore this topic further.

The time to delegate is now

The Subtle Art Of Masterful Delegation (Delegation Series 2/4)

So, you have just made the all-important decision to remove something from your plate and assign it to your team.  Reviewing these steps can make the difference between a successful, rewarding endeavor and a disastrous outcome. 

Here are some necessary actions to consider in the delegation process:

1. Plan. It is essential to think through what has to be done. Many problems in management involve taking action without thinking or preparing. The old saying, “A stitch in time saves nine,” is echoed by Brian Tracy, who maintains that every minute spent planning saves 10-12 minutes in execution.  A good start is to write out the goals, objectives, results, standards, deadlines, and a general checklist.

A second step is to do some of the initial planning yourself, so you have a much better idea of what the job entails before you pass it off to the next person. If you have been given this task by your boss but have only been given partial information, do the best with what you have and be clear with your direct report about the limited information you are working with, so you can combine forces and fill in the gaps. The key is to spend some time on the WHAT it is that needs to be done and the vision of success, while offering flexibility in the HOW or the approach to the work. Invite your direct report to create a first-draft plan of their approach to ensure you are on the same page about how you are thinking about the work before dedicating massive execution hours.

2. Choose the Right Person.  Strong delegation starts with selecting the right owner. At a minimum, assess three factors:

·      Capability – Do they have the skills or baseline competence to succeed? The readiness/attitude to get the job done.  The willingness to learn along the way. Have they demonstrated competence in previous projects?

·      Capacity – Do they have the bandwidth to take this on without compromising other priorities?  Believe it or not, busy people can sometimes be the best choice.  Tracy Dumas, Associate Professor of Management and Human Resources, conducted a study showing that people were more productive and focused when they had a lot on their plates.  We tend to respect the limited time we have and make careful choices in how we spend our precious moments. 

·      Will – Do they have the motivation to own it? Look at both: Extrinsic drivers (goals, incentives, visibility) and Intrinsic drivers (growth, pride, recognition, ambition).  You can gauge this directly—ask how interested they are in taking it on. Even highly capable individuals may underperform if the work doesn’t engage them.

 Be intentional in how you position the opportunity. Share why you selected them and how the assignment supports their growth. The best delegation is developmental. For example, a budget project may build cross-functional understanding or strengthen their ability to communicate complex information clearly.

 At the same time, don’t force a poor fit. If the work is well beyond their current capability or they lack the motivation to engage, the outcome will likely suffer. When in doubt, involve them in the decision. A simple question—“How does this align with your current priorities and interests?”—can quickly reveal both capacity and commitment.

3. Be crystal clear in goals, objectives, results, and standards as you co-create success.

A. Share your goals and objectives. Describe the job to be done (goals), the objectives to measure progress, and the date you need the work completed.  When people know exactly what is expected of them, their productivity increases and their self-esteem grows. In contrast, with ineffective, fuzzy, or vague delegation, it can cause confusion that can lead to poor performance and irritability, as they spend more time doing other activities and less time producing the work that needs to be done. While it may be the case that the job to be done is brand new territory that both of you are exploring, you can still be on the same page on the general direction you are headed, and then make adjustments as your destination nears.  It is like embarking on a road trip out of NY and heading towards California, sure you may not know if you will end up in San Diego or LA or even detour to Austin, but having that general spot in mind will still provide a lot of early momentum and greater clarity as you cruise. When you take action and gain more insights, you can steer in a more precise direction.

B. Determine your key results and set standards. The hallmark of a successful manager is an intense results-oriented approach. While people can be spending a lot of time doing work, it should not be confused with getting results.  As the Pareto Principle goes, 80% of the value people produce will come from 20% of the activity they do.  “The very worse use of time is to do very well what need not be done at all,” says Management Consultant Ben Trigo. Sure, it is possible that employees can learn much about increasing the customer experience, but if their efforts do not manifest into the goal of achieving a 5% increase in satisfaction, it is considered unsuccessful.  Additionally, having a shared understanding of standards of excellence is essential because you could have two different ideas on how an outcome may look.  To avoid confusion, you can paint your picture of success with as much vivid imagery as you can so you both know what needs to be done.

C. Co-create success.  As you are discussing the above criteria, it should be a two-way street. The direct reports should be weighing in on the process and timelines.  Managers should invite them to ask questions, share concerns, and make suggestions. Towards the end of the meeting, have the person repeat back the assignment because there is a chance that they may have either missed part of the discussion or simply misunderstood.  Now is the time to catch the error.  See yourself as a teacher, be patient, and field questions.  It is during this process where you might be able to uncover where the employee is uncomfortable and what resources can be used for support.

4. Utilize these helpful management techniques:

A. Set check-ins. During this time, you can provide guidance on the project and regularly evaluate and compare the results agreed upon.  If they did not complete a task, you could drop them an email to ask how it is going, instead of taking an accusatory approach, e.g., “you were supposed to have that report already.”

What is the frequency of the check-in? It is better to have more early on to make sure the project starts successfully and then once you are completely aligned, fewer check-ins are necessary. Will the check-ins be in person or through email? Does the direct report know they should initiate the email? Are there key questions you want to be answered, such as what progress have you made since the last check-in, what roadblocks have you encountered, and how can I support you? When you discuss the check-in process upfront, it does not seem like you are overbearing and that you are checking up on the person, but that you are putting in a loose structure that will allow you to connect intentionally and keep the project on track.

As a leader, it can be helpful to adjust your cadence for check-in based on a couple of factors. The first variable relates to your team members’ level of experience and track record of success. If you have a seasoned member that has successfully done this kind of work before, you may opt for less frequent check-ins. On the other hand, if you have a team member who has never done something like this before, you might want to explain your rationale for more frequent check-ins, such as “I know this is new for you so I may check in more regularly than I normally would so I can offer the necessary supports and help you be set up for success, how does that work for you?” Another factor relates to the visibility of the project. If it is just an internal assignment with limited risk, you may dial down your check-ins. However, if the project suddenly has the eyes of senior leadership and is deemed highly important, you may want to dial up the check-ins. Be sure to explain your thinking to your team member, something like, “this has grabbed the attention of the senior leaders, I may increase my check-ins to help make this a success. You can also adjust as you go, if great progress is being made, you can let them know that you will decrease the check-in because they are fully driving the project and you have faith in their decisions.

B. Establish a Disaster Plan. Nobody likes to think about a project failing, but we can better guard against it when we do. What’s your plan if something goes wrong? Say a client changes the requirements at the last minute, or a timeline gets dramatically moved, or your key players helping you with the project are out sick for some time; how will you handle the work then? You do not have to have all the answers at this point, but it is helpful to start that dialogue. Your tendency as a leader may be to jump in and rescue, but you want to think about how you will help that team member develop the capacity to handle the complexity themselves and enlist your support if needed.

C. Provide feedback and encouragement. It is important to give regular feedback. Be sure to notice the good work they have been doing and share your appreciation. Practice positive, authentic expectations – “I know you will do a great job,” “I have complete confidence in you.” “I really like the way you handled that potential problem by consulting Dan, you show great initiative.” You can also offer public praise in your meetings by mentioning the successful milestones the person is completing.

D. Empower autonomy and problem-solving.  Give people the freedom to accomplish the job as they will be judged on their results and not a fixed way of getting them. If they run into a problem,  encourage them to try and solve it so they can learn, make mistakes, and figure out how to correct them.  It is helpful to get them thinking about what resources they have at their disposal to explore before coming to you? If they are evaluating three options, have them prepare a “recommendation report” where they lay out the pros and cons of each option, their recommendation, and their rationale for their choice. This approach will help them with problem-solving skills in gaining clarity, being resourceful, and presenting their options concisely.

E. Reflect. Afterward, take time to individually review and assess the outcome so you too can learn from your mistakes. Ask yourself how you can tweak your approach for next time. Can you delegate more involved tasks? Should you give them more freedom? Do you need to monitor progress more closely? You can ask the direct report for feedback as well, such as “what part of the delegation process was most helpful? What would be something I do differently to better support you?”

If the job went well, give ample public recognition and praise because when it is broadcasted in front of their peers, it has twice the motivational power.  Remember to be patient with yourself while you practice the skill of delegation.  You are going from the mindset of doing everything yourself to letting other people learn and while it may be bumpy at first, the payoff can be massive.

If you are feeling overworked and also know that there is more your team can be doing, it is the perfect time to delegate more!  By taking the proper steps of planning, choosing the right people, and co-creating objectives and results, you will experience greater collective success and not only ready yourself for more responsibilities but fulfill your most important role as a manager which is to grow the abilities of others.

Quote of the day: “When you delegate tasks, you create followers. When you delegate authority, you create leaders.”– Craig Groeschel, founder of Life Church

Q: What works best for you when you decide to delegate? Comment and share with us, we would love to hear from you!

The next blog in this series 3/4 will focus on 5 common delegation misconceptions.

As a leadership development and executive coach, I work with leaders to help them delegate more effectively, contact me to explore this topic further.

Delegation requires trust

Top 3 Reasons To Delegate (Delegation Series 1/4)

As a high-performing individual contributor stepping into a leadership role, it’s common to default to what made you successful - delivering excellent work while also trying to lead a team. Over time, this becomes unsustainable. You may find yourself consistently overloaded, with execution and leadership competing for your attention. The shift required is fundamental: success is no longer defined by what you do, but by what you enable through others.

Yet, delegation remains one of the most underdeveloped leadership skills. A 2007 study on time management found that nearly half of 332 companies identified delegation as a key gap, while only 28% offered training. Many high achievers don’t realize they are under-delegating—they’re accustomed to owning outcomes and stepping in wherever needed.

A practical way to assess this is to review how you spend your time. Make a list of your current responsibilities and identify what only you can do versus what could be delegated. Look for patterns—especially low-leverage activities or tasks that could develop others. A clear signal of under-delegation is consistently working long hours while feeling indispensable. At a certain level, that’s not a badge of honor—it’s a bottleneck.

Top 3 Reasons To Delegate:

1. Maximize your contribution.  There are jobs that only you can do in your senior role so when you can spend more time doing just that and less time on work that can be done by others, you are advancing yourself and your company. Richard Branson said, “managers should delegate so they can put themselves out of business for that job and be free to think bigger.”  Proper delegation allows you to multiply your output and increase your high-value work.

2. Develop your people.  One of the most rewarding and important parts of your job as a manager is to grow your people.  A great way to do this is to motivate them to take ownership of the task, give them autonomy to experiment, learn from their mistakes, and have chances to flourish.  It is advantageous to give the entire job and support them in the process so they can experience control and success. Brian Tracy says that the average person works about 50-60% of their capacity, but the best managers know how to tap into their team’s potential to yield as high as 90 -100%.  Through effective delegation, managers can elicit the highest quality performance and build capabilities and confidence in their team.

3. Expand Your Leadership Range.  Effective delegation requires you to be a tremendous teacher, communicator, listener, and more.  Jeffrey Pfeffer, Professor of Organizational Behavior at Stanford said, “Your most important task as a leader is to teach people how to think and ask the right questions so that the world doesn’t go to hell if you take a day off.”  The more you can achieve outcomes through others, the more you are able to rise in your leadership journey and take on even more challenges and opportunities in your organization.  Indeed, great leadership involves putting in place a successful system that supersedes your influence.

Quote: “Deciding what not to do is as important as deciding what to do.” – Jessica Jackley, Co-Founder of Kiva

Reflection Question:  What was the last thing you decided to delegate so you could have more time to do something else that was even more important to you? Comment and share your thoughts with us; we would love to hear from you!

The next blog in this series 2/4 will focus on setting up the delegation process.

As a leadership development and executive coach, I work with leaders to help them delegate more effectively, contact me to explore this topic further.

How do you delegate?