Improving Management Team Performance

Team-1“Ultimately, leadership is not about glorious crowning acts. It’s about keeping your team focused on a goal and motivated to do their best to achieve it, especially when the stakes are high and the consequences really matter. It is about laying the groundwork for others’ success, and then standing back and letting them shine.” —Chris Hadfield

The key to improving management team performance is summarized quite nicely in the Chris Hadfield quote above. When your management team can lay the groundwork for their employees to succeed and then stand back and let them shine, the whole organization performs better. So, what should you be looking at to improve the performance of your management team?

What is their focus?

What are your managers focusing on? It can be easy for them to get caught up in focusing solely on the bottom line and forget about the employees who are contributing to that bottom line. Or, they can become so concerned with gaining recognition for themselves that they forget about the people who are really doing the work. The best management teams focus on the ‘what’ and the ‘who’. When management spends their energy on supporting their employees in determining the ‘how’ for themselves, performance improves at every level of the organization.

How are their relationships?

What kind of relationships are your managers developing? Relationships are built on mutual trust and respect; they cannot thrive in an us vs. them environment. Without strong relationships managers are ineffective. If you want to improve the performance of your management team, help them build strong, trusting, inclusive relationships.

How do they accomplish objectives?

How do your managers accomplish the objectives that you have set for them? Many managers defer to micromanagement as a means for accomplishing tasks and achieving goals. Micromanagement kills employee engagement and does more harm to productivity than good. When you put an end to micromanagement and empower employees to make decisions and take action on their own you greatly improve performance.

As Your Management Team Performs

As your management team performs, so will their employees. Make sure your managers are focusing on the right things. Help them build the relationships that lead to efficiency and top performance. Teach them to empower and support employees in accomplishing objectives rather than micromanaging them. When your management team provides the foundation employees need to succeed and can then stand back and lets employees shine, everyone’s performance improves.

What action will you take today to start improving the performance of your management team?

 

 

© 2017 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations change attitudes, change communication dynamics, improve collaboration and problem-solving, engage employees, and strengthen organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

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Four Steps for Avoiding Employee Burnout

burnout“That’s the thing: You don’t understand burnout unless you’ve been burned out. And it’s something you can’t even explain. It’s just doing something you have absolutely no passion for.” —Elena Delle Donne

You expect a lot from your employees. And, as hard as they try, even the best employees burnout from time to time. The work still needs to get done so, how can you as a leader help avoid employee burnout?

Their passion not yours

Our passion is what energizes us. One of the biggest causes of burnout is working hard on someone else’s passion. When you find ways for employees to use their own passions in pursuit of shared goals, they are more likely to stay energized and avoid burnout.

Challenging opportunities

After performing the same tasks over and over again we start operating on autopilot. Challenging opportunities keep employees engaged in their work. When they are engaged, they are far less likely to experience burnout.

Part of the big picture

No one wants to feel like a small, insignificant cog in a big machine. Every employee needs to know that their contributions are an important part of a bigger picture. When employees feel that they are an integral part of something bigger than themselves, they are less likely to succumb to burnout.

Show gratitude

We all want to know that we are appreciated. When you show gratitude to employees for their hard work and appreciation for their unique talents, they are more likely to devote 110% of their efforts to the success of the whole. When employees see that their work is appreciated, they will be energized.

Energize Your Employees

Energizing your employees is the key to avoiding employee burnout. Incorporate their passion into their work. Continually offer them challenging opportunities. Make sure they understand how important their role is in the big picture. Show gratitude for their contributions and acknowledge the value of their unique talents. Don’t let your employees’ job just become a job. Avoid employee burnout by making work meaningful, rewarding, and energizing.

© 2017 Elizabeth Stincelli

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations change attitudes, change communication dynamics, improve collaboration and problem-solving, engage employees, and strengthen organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

Culture: Not Merely a Handbook

policy“If I can impact an executive and his or her team, I can help to change the culture of an organization.” —Srikumar Rao

Just like you can’t legislate morals, you cannot build culture by policy alone. Culture is far more than just words in a handbook, it is more than some vision painted in the hallway; culture is constantly changing, it adapts with every interaction that takes place. One of your greatest challenges as a leader is to guide the development of your culture. So, if it is not built by policy, what does build culture?

It lives and breathes

Culture is a living, breathing thing; it needs care. If you, as a leader, neglect the culture of your organization it will fail to flourish. It will slowly become toxic with the ability to poison everyone who works with your organization. Conscious care builds culture.

It evolves

Culture is constantly changing. Every act can potentially have an impact on it. Your culture can evolve in ways that benefit employees and customers alike or evolution can lead it down the path to destruction. As a leader, your actions set the example to your employees. And, positive actions build culture.

It is bigger than the sum of its parts

Culture is built out of the relationships, interaction, and the dynamics of the people in the organization. But, culture is much bigger than the sum of its parts. Every member of your team plays an important role in the organization. Valuing the contributions that individuals make to the success of the whole builds culture.

What are You Building?

Culture cannot be written into existence by any policy. Culture lives and breathes; make sure to care for it. Culture is constantly evolving; guide it in a positive direction. Culture is built on the individual relationships and interactions that make up the whole; value every contribution. Your behavior, as a leader, is what builds culture.

© 2017 Elizabeth Stincelli

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations change attitudes, change communication dynamics, improve collaboration and problem-solving, engage employees, and strengthen organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

Three Steps to Earning Employee Loyalty

loyalty“If you’re not loyal to your team, you can get by for a while, but eventually you will need to rely on their loyalty to you, and it just won’t be there.” —Tim Schafer

I don’t care how smart you are, where you went to school, or how fabulous you think you are every time you look in the mirror; none of us succeeds alone. Your success takes family, friends, colleagues, and connections; a whole team of people have contributed to getting you from where you were to where you are now. And, you will need their continued loyalty to get to achieve your next great aspiration. When push comes to shove, will your employees be there for you? Here are three steps to earning employee loyalty.

Earn their respect

Do not assume that you are owed respect based merely on your position. Respect must be earned on a daily basis through your words, actions, and policies. Set an example; be someone worth looking up too. When times get tough, that is when your respect will be put to the test. Will your employees remain loyal?

Earn their trust

Employees are always watching. And, like respect, trust must be earned on a daily basis. Are your words and actions in alignment with your stated values? Are you transparent? Are you the same person regardless of who you are with? Employees will only remain loyal when they know they can trust you.

Have their backs

If you want your employees to remain loyal, they must feel safe. In order for them to feel secure they must know that you have their backs. If you support your employees not only during periods of success, but also during times of failure, they will know you their backs.

Show Your Loyalty

When your actions earn the respect of employees; when they know they can trust you; and when you have their backs, it shows employees that you are committed to being loyal to them. And, when you show employees how loyal you are to them, they will be loyal to you in return. You’ll never make it alone; start proving your loyalty today.

© 2017 Elizabeth Stincelli

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations change attitudes, change communication dynamics, improve collaboration and problem-solving, engage employees, and strengthen organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

Four Steps for Energizing Your Employees

Energy“Super-ambitious goals tend to be unifying and energizing to people; but only if they believe there’s a chance of success.” —Peter Diamandis

If you want to energize your employees in working toward shared goals, they must believe that success is possible. I’m not just talking about company success, but also success for them as individuals. Here are four steps for energizing your employees.

Invest in them

When employees see that you are willing to invest your time and resources in their growth and success, they will be energized. As they grow so will their potential to make more meaningful contributions toward shared goals. When you invest in your employees, they will be willing to invest their best resources into the success of the organization.

Encourage them

When you encourage employees to overcome their fears and chase their dreams, they will become energized. We all want to be encouraged and to know that someone believes in us. When your employees feel encouraged, they will give 110% to achieving shared goals.

Provide opportunities

When you provide employees with new and challenging opportunities it shows that you trust in their abilities. Being challenged and given opportunities energizes employees. When employees know that there are ample opportunities, they will proudly contribute to the success of the organization.

Have their back

Make sure that employees feel safe. When you show them that you have their back in success and in failure, they will be energized. When employees know that you have their back, they will be willing to stretch beyond their current capabilities to reach higher and add even more value to organizational objectives.

Give Them a Reason to Believe

If you want to energize your employees, you must give them a reason to believe that they can be successful. They need to know that they can succeed personally as they are contributing to the success of the organization. Invest your time and resources in them. Give them encouragement. Provide them with challenging opportunities. Show them that you have their back. Give them a reason to believe that they can succeed and they will be energized.

© 2017 Elizabeth Stincelli

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations change attitudes, change communication dynamics, improve collaboration and problem-solving, engage employees, and strengthen organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

Developing Cheerleaders within Your Organization

Cheering“When you encourage others, you in the process are encouraged because you’re making a commitment and difference in that person’s life. Encouragement really does make a difference.” —Zig Ziglar

We all need encouragement. Everyone in your organization from the C-Suite down to the front-line needs someone cheering them on. How nice would it be if we had a whole organization of cheerleaders; every employee encouraging every other employee? How much benefit would be derived not only from being encouraged by others but from knowing that you are making a difference? So, how do you develop cheerleaders within your organization?

Inspire passion

When people feel passionate about what they are doing, they naturally become a cheerleader for the cause. And, if they are cheering for the cause, they will also be cheering on those working toward that cause. Inspire your employees; help them see the meaningful purpose behind all their daily tasks.

Create community

When people feel like they are part of a community, they have a vested interest in the success of that community. Make sure every employee finds some commonality and sees that they fit into the work community despite their differences. When they know they are part of the community, they will cheer on their fellow members.

Set the example

When you, as a leader, cheer others on you serve as an example of support and encouragement. Your employees are watching you for signals of expected behavior. Make sure they see you cheering for each of them and they will soon follow your example.

It Makes a Difference

As Zig Ziglar said, “Encouragement really does make a difference.” Inspire passion in others so they will become cheerleaders for the cause and those working toward the cause. Create community where every member wants to see every other member succeed. Set the example of encouragement and support so others have a behavior to model. Develop your culture into one of commitment to the support and cheering on of others; what a difference it will make.

© 2017 Elizabeth Stincelli

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations change attitudes, change communication dynamics, improve collaboration and problem-solving, engage employees, and strengthen organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

Do Not Create a Culture of Fear

fear“This world of ours… must avoid becoming a community of dreadful fear and hate, and be, instead, a proud confederation of mutual trust and respect.” —Dwight D. Eisenhower

For as long as we have had written history, we know that people in power have used fear as a tool to control others. While fear may be an effective means of exerting control, it shows desperation on the part of a leader who is at a loss for any other means of gaining influence. Fear creates a culture where gains and progress are short lived. Employees will not thrive in this type of environment and where employees do not thrive, neither do the leaders or the organization as a whole. So, do not create a culture of fear!

Fear

A culture of fear will result in dread. Employees who dread coming to work will never give 100% of their potential productivity. A culture of fear creates a destructive circle where all trust is lost. And, without trust you, as a leader, lose your ability to influence others and in turn must resort to fear as a means of control. By creating a culture of fear you are drastically reducing your options for getting the results you desire.

Hate

A culture of fear is a breeding ground for hate. Hate creates a contentious environment where energy and focus are diverted from the tasks at hand to hateful and disgusted feelings toward others. When you, as a leader, use fear to control others you pit one group against another in order to perpetuate the fear and trigger distrust. Hate and distrust eliminate any chance for effective teamwork and collaboration. By creating a culture of fear you are undermining your own leadership effectiveness.

You Have the Control

As a leader, you have control over the culture you chose to create. If fear is your only option to influence your employees, you need to seriously reconsider whether you are leadership material. A culture of fear only leads to distrust and hate. This is not a culture that encourages teamwork and the contribution of 100% of employee potential to achieving organizational goals. You have the control. Either you will create a culture of fear that will give you short-term results but will undermine your leadership in the long run or you will create a supportive, trusting environment where everyone wants to work together for the success of the whole.

© 2017 Elizabeth Stincelli

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations change attitudes, change communication dynamics, improve collaboration and problem-solving, engage employees, and strengthen organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.