Entries by gmader

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 […]

Are you tolerating the blame game?

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I was speaking with a senior executive in a global company who has a successful division. He described his team in the following way: “I have great, smart and committed people, but we don’t work as a powerful team. Trust is not high, we don’t address big issues well and I am especially frustrated by the fact that there is too much blame.” I’ve known this executive for many years. He is a great leader, he has always had successful teams and he got to where he is by always achieving strong results. This time was no different. His business results were very strong, but he wanted to make them even stronger by getting rid […]

Stop using the “S” word!

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If I’d received a dollar every time I heard someone say “We should do X…” or “We should stop doing Y…” I would be very rich! And, if I received a dollar every time the person saying “We should do X…” actually did what they said should be done, I would be broke! Every organization is filled with good and committed people who sincerely want to be part of, and make a difference in the corporate mission. They also want to be known and feel appreciated and valued for their efforts and contributions. Let’s be honest, in most organizations, it can be hard to step up, take responsibility and make things better, especially in large […]

Are your leaders all in?

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Building a high-performance culture in an organization is a daunting undertaking. Anyone who has taken on such a commitment on would attest to that fact. You are never going to get it perfectly right. You need nerves of steel and a combination of conviction and drive together with patience and tolerance for a messy process. The main reason, of course, is that people are different, with diverse personalities, styles, and commitments. The likelihood of getting everyone in the organization to commit to the change, growth or success you are trying to implement is slim to none. At the level of the employees, that’s OK. In fact, even with the managers, you don’t need to achieve […]

Don’t overlook the power of authentic conversations

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I was participating in a meeting of the senior leadership team of a leading technology company. The leaders were discussing important strategic and operational topics that are critical to the future of their business. At some point, I looked around the table and at least 50% of the leaders were looking down at their smartphones, probably responding to emails or something like that. In fact, throughout the entire meeting, this was pretty much the case. This is not an isolated dynamic for this team or company. It is pretty much the norm in most or all meetings of most teams and organizations. From time to time the CEO would stop the flow of the conversation, […]

Don’t forget to enjoy the journey toward your destination

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I was coaching a senior executive who was not demonstrating the leadership that he had wanted and that people expected of him in his senior position. During our session, he shared his disappointment and frustration with the fact that he had recently turned 50 and he hadn’t reached the level of promotion that he had wanted. It seemed that his miss behavior was a reaction to his sudden realization and panic that “he was behind on achieving his life goals…”. As ambitious members of a modern and demanding society, we have the tendency to go through life with the sense that we are “not quite there yet”. We set goals for ourselves and then along […]

Are you owning your personal power?

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I was working with a senior leadership team of a successful technology company that was dealing with great change as a result of changes in their market and the way their customers wanted to partner with them to purchase and consume their offerings. The stakes were high and the senior leaders had to make some big and bold decisions about how they will organize their company differently to accommodate this change. The good news was that the company had a strong portfolio of offerings that was relevant and desired by their customers. The bad news is that this organization and leadership team had a long history of working in a particularly siloed way. While teams […]