Entries by gmader

Do not be afraid of the roller coaster of taking a stand

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Taking a stand is like putting on a fresh pair of glasses. You start seeing things more clearly. I was working with the middle managers of a global technology-based company. This group was suffering from a lack of internal cohesion and trust, plus communication issues between its members. These negative dynamics had been going on for so long that it was hard for the managers to tell if their trust issues were coming from personal relationship issues or from the fact that businesses and functions were simply not working together cohesively and effectively. However, one thing was clear to the managers – that their issues were hurting productivity, business results and morale in their wider […]

If you want your people to live the values, live them yourself!

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Every modern organization has cultural values that outline the type of culture and behaviors the CEO and his or her senior executives want to drive in their organization. The CEO and senior team are typically the ones who stand on the stage and share the values. Most CEOs only mention the values a few times a year in the formal company-wide events. In many cases, this happens because their human resource leader or communications manager adds it in their presentation deck. Some CEOs really care about the values. They see them as their personal endeavor; perhaps the legacy they want to leave behind them. These CEOs find any opportunity to mention, repeat and reference the […]

How to sustain your excitement with the change you want?

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Have you ever attended a really powerful and great strategic planning meeting at work where at the end of the meeting you felt truly excited, inspired and hopeful about the new future direction? But then you returned back to your day-to-day work environment and it wasn’t long before the routine, workload, churn and perhaps cynicism around you set back in and you lost that sense of optimism and excitement that you had in that meeting? So how do you sustain your excitement toward a new direction or the change you want to bring about? Here are a few practical suggestions: Speak to as many people as you can about it. The more people you will […]

Is “good” good enough for you?

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Here’s my high-level assessment of corporate and business teams: Many, perhaps most are dysfunctional or mediocre. Some are good. Few are excellent. Unfortunately – this report card doesn’t directly correlate with business results. I say “unfortunately” because pretty much every team talks about wanting to become more effective and some version of moving from “good to great” yadda, yadda, yadda.  However, for most teams this desire lives as a “good idea”, not a “must do”. If only great teams produced great results it would be easier for the dysfunctional and mediocre, and even good teams to confront and own the consequence of their inadequacy. But, things don’t work that way and there are a lot […]

Stop focusing on lagging indicators!

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I was supporting a technology company that was going through tremendous growth and change. They had ripped apart and restructured their entire business and they were working very hard on integrating the new pieces. Even though they were going through all this change they were given no relief from achieving their bold sales numbers. What made things worse is that they had fallen short in their few previous quarters. Needless to say, the pressure and stress were very high. Everyone was focused on achieving the next quarter’s results. But, a growing number of leaders were becoming frustrated. They felt that the short-term focus was part of the problem. They believed that the team’s single focus […]

Stop Prioritizing and start Promising!

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You would think that getting your priorities straight would be the answer to the overwhelming, stressful burden of too many commitments, too little time and scarce resources.  Well, you may want to think again! Setting priorities is definitely a solution, but it isn’t the most powerful and effective one. You write down everything you are supposed to do, want to do, said you would do and have to do. You then take that list and through some form of screening criteria, rank each in order of importance, sense of opportunity, urgency or obligation. You then tackle each item on your to-do list in order of importance starting with the “A” priorities then, as time and capacity […]

Is your team’s communication candid, transparent and courageous?

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Most teams are not good at having the tough, uncomfortable conversations, even if it is necessary for a really important cause. Furthermore, most people are not good at giving honest and direct feedback and coaching to others, especially if it involves negative criticisms and feedback, even if it would make a big difference. Even when team members do attempt to say what’s really on their minds, they often say things in such a diplomatic, vague and sugarcoated way that the impact of their message is lost in its tepid delivery. At times being diplomatic can be an effective approach. It may allow you to address a delicate problem with a teammate in a more sensitive […]

How to build a High-Performance Team

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A lot has been written about this topic. I would like to keep it simple.   For me a high-performance team is: A team that is truly cohesive, aligned and trusting. Everyone has each other’s back and people feel they are in it together. Team members address and discuss any topic, no matter how sensitive or difficult – in an open, honest, authentic, courageous, effective and respectful way. People give feedback, coaching and hold each other to account. Everyone is comfortable taking a stand and being explicit about what they are committing to. And lastly – there is no tolerance for gossip, blame, and negative conversations. So, how do you develop a High-Performance team? Here is […]

Are you willing to go beyond your comfort zone for the good of the team?

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I cannot tell you just how many times I have witnessed the following dynamic in organizations: Managers and employees sit around a meeting table, nodding in agreement as their leader explains the plan for a critical change initiative.  Once the meeting is over, people push back their chairs and drift back towards their desks.  As they congregate at the water cooler, they open up to each other: “What a pile of crap!”, “That’ll never happen!”, “I can hardly wait until the weekend!”. Within hours (or less…) these mischievous comments go viral throughout the organization and cynicism, sarcasm and resignation become rampant. As a result, people start paying lip service to the organizational mandate. Meanwhile, their […]

Why is the why so important?

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I was working with a team inside of a large technology company that was going through a lot of organizational change. In fact, for the previous three years or so every year they had another big leadership role shift and following that there was always a corresponding reorganization and some layoffs. I could tell that people were getting weary of it all. Every wave of change left people somewhat disoriented and many repeatedly felt like they had to start building things all over again, which was a disheartening feeling. During my long-standing engagement with this team I had many opportunities to asked its leaders and managers to explain the reasoning behind, and purpose of the […]

Be careful what you wish for…

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A wise man once told me that there are two things that make people upset – when they don’t get what they want and when they do get what they want. Here are two real stories… I was invited to help an organization that was struggling to survive. They had not made their revenue targets for more than two years. As a result, they had to undergo several cost-cutting initiatives, including letting people go. The lack of investment and reduced headcount meant that the remaining people had to do more work. As a result, people felt overworked, under pressure, anxious and stressed with a poor work/life balance. People were resigned and upset, and as you […]

How well are you balancing the strategic and tactical; the new and the old?

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I was attending a meeting with the leadership team of a successful technology company that was growing aggressively. The company was barely keeping up with the execution of the massive number of projects they were selling. Everyone was working long hours and extremely hard every day. Leaders were traveling non-stop visiting customers and installation sites in order to motivate the troops and ensure everything was working as well as possible under the circumstances. Needless to say, there were many challenges and issues that required the attention of the senior leaders, least of which, the fact that people were burning out and morale was suffering. This meeting was the first time the entire LT spent quality […]