Alliance for Leadership Acceleration

"A level playing field." We’ve all heard or read this cliché countless times. Yet there’s truth to it, particularly when confronting the tricky but critical issue of pay equity. Think about two football teams playing on a steep hill. One lucky squad gets to run downhill to score a touchdown, while the other, less fortunate group must run uphill. Clearly, the first team has an advantage.

This is the crux of the issue regarding pay equity. It's not about making sure everyone gets paid equally. Rather, it’s about leveling the playing field so everyone—regardless of demographic factors such as age, race, gender identity, disability, national origin and sexual orientation—receives equitable compensation upon hire and through pay raises based on objective, work-related factors. Indeed.com shows that such factors include (though aren't limited to) education, experience, skills, job performance and tenure with the employer.

All of that might sound perfectly logical and reasonable on paper. However, most leaders would probably agree that devising ways to address pay equity and communicating with employees about it isn’t easy.

Research And Education
In my experience, organizations often run into trouble with pay equity when they take an ad hoc approach to the issue. Different leaders in different departments may handle it in different ways. Or it could go largely ignored altogether.

Optimally, an employer’s leadership team should come together to craft a cohesive statement and set of strategies regarding pay equity. For that to happen, everyone involved usually needs to first educate themselves on the history of the topic, as well as common best practices and current thinking.

Some larger organizations may be able to put together an in-house learning program on pay equity. Otherwise, you could explore engaging outside consultants. For example, consider holding several weekly "lunch and learns" on various aspects of the issue.

Another critical move to strongly consider is a pay equity audit. This is a comprehensive statistical analysis of an organization’s pay history and structure, designed to identify gaps, discrepancies and inconsistencies. Any results that can’t be rationally explained should be addressed.

The bottom line is that to communicate effectively about pay equity, leaders need the background, training and expertise to understand the subject thoroughly and discuss it meaningfully with employees.

The Importance Of Communication
How important is it to communicate with employees about pay equity? A recent study by Gartner Research found that only 32% of employees believe their pay is fair. The study found that communicating clearly about pay equity builds trust and is just as important for employee retention and engagement as talking about competitive compensation and benefits. They found that, while "only 38% of the employees we surveyed report that they understand how their pay is determined... when organizations educate employees about how pay is determined, employee trust in the organization increases by 10% and pay equity perceptions increase by 11%."
The lesson of this study is clear: Communicating about pay equity is important and, if your organization isn’t exactly knocking it out of the park in this difficult area, you’re not alone. So what can leaders do to step up their pay equity games?

Key Discussion Points
First, once you’re familiar with the topic and have clear guidelines regarding your organization’s pay equity policies, identify appropriate scenarios in which to address the issue. Hiring, of course, is a natural starting point. Many employers now include salary ranges in job postings to be more transparent and even-handed about compensation. These ranges also help candidates set a starting point for negotiations.

During job interviews, it’s generally not advisable to ask candidates about their compensation history. Focus the conversation—particularly during the first one or two interviews—on the skills, responsibilities and expectations of the role in question. Defer the salary discussion until the last interview, and be sure to keep it within the context of your organization’s stated salary range for the position.

Once employees are hired and on-boarded, regularly revisit the subject of pay equity as appropriate and necessary. Many employers fold discussions about compensation into annual or semi-annual performance reviews. Although this is a predictable and efficient way of handling things, I believe it's best to separate the two conversations. This helps keep both interactions more objective and less emotional.

During discussions about pay, leaders should be trained and prepared to answer common questions. The specific answers to these queries will naturally depend on your organization’s compensation strategy and policies. But here are some questions to be ready for:

• How does the organization choose its salary ranges?
• Why does my salary fall where it does within the range?
• Why are co-workers or recent hires making more money than I am?
• What is the organization doing to ensure my pay is equitable and competitive?

As you can see, these aren’t always easy questions to answer. That’s why it’s important for leadership at the highest level to address pay equity as a strategic priority, set clear policies about it and then equip leaders farther down the organizational chart with the training and information they need to discuss the topic clearly and confidently with employees.

An Evolving Issue
The issue of pay equity isn’t going away. If anything, it’s becoming more important as employers respond to calls from the workforce and general public for greater transparency and social responsibility. Indeed, in a study released in January 2023 by WorldatWork and Fidelity Investments, 70% of the 534 organizations surveyed reported acting on pay equity. That’s a 4% rise from 2021.

If you and your leadership team are just getting started on the issue, it’s not unusual to feel overwhelmed. Remember to start with the basics: your organization’s historical and current compensation data. And if you’re well on your way with a pay equity strategy, that’s great. Just bear in mind that it’s an evolving issue, requiring regular monitoring and reconsideration.

In the dynamic landscape of learning leadership, confidence is the cornerstone upon which impactful decisions and transformative growth are built. As we delve into the heart of 2023, let's explore five indispensable tips for cultivating confidence in the realm of learning leadership, featuring our cutting-edge "Leadership Impact Measurement of Confidence and Competence" – the C+C assessment.

1. Embrace the C+C Assessment: A Mirror to Your Leadership Soul
The C+C assessment serves as a powerful mirror reflecting both confidence and competence. As a learning leader, acknowledging and understanding your strengths and areas for development is the first step towards building unwavering confidence. This self-awareness empowers you to tailor your leadership approach, leveraging your strengths and proactively addressing areas that may benefit from further refinement.

2. Continuous Learning: A Catalyst for Confidence
In the ever-evolving landscape of learning leadership, the pursuit of knowledge is a never-ending journey. Stay abreast of industry trends, educational advancements, and emerging leadership methodologies. Engage in continuous learning opportunities, whether through workshops, conferences, or curated learning platforms. The more you invest in your own development, the more confident you become in navigating the dynamic challenges of the learning leadership domain.

3. Cultivate a Growth Mindset: Embrace Challenges as Opportunities
A growth mindset is the fertile ground in which confidence blossoms. View challenges not as roadblocks but as opportunities for growth and learning. The C+C assessment, aligned with the principles of a growth mindset, encourages you to see setbacks as steppingstones to success. Embrace a mindset that values effort, resilience, and the pursuit of mastery, fostering an environment where confidence becomes a natural byproduct of continuous improvement.

4. Seek Constructive Feedback: A Pillar of Leadership Development
Confidence thrives in an environment where feedback is not feared but welcomed. Actively seek constructive feedback from peers, mentors, and team members. The C+C assessment provides a structured framework for feedback, enabling you to gain valuable insights into your leadership impact. Embrace feedback as a tool for refinement, recognizing that each piece of input is a step towards becoming a more confident and effective learning leader.

5. Mentorship and Coaching: Guiding Lights on the Leadership Journey
In the world of learning leadership, the value of mentorship and coaching cannot be overstated. Connect with experienced leaders who can serve as mentors, providing guidance and insights based on their own journeys. The C+C assessment becomes a valuable tool in these relationships, fostering meaningful conversations around leadership development. Additionally, consider engaging with a LEAP-certified coach who can provide personalized guidance, helping you navigate challenges and amplify your confidence as a learning leader.

In Conclusion: Confidence is a Journey, not a Destination
Building confidence as a learning leader is an ongoing journey, and the C+C assessment is your compass. Embrace the insights it provides, leveraging them as fuel for continuous learning and growth. Remember, confidence is not about being infallible; it's about being resilient, open to feedback, and committed to your own development.

As you embark on this transformative journey, consider the words of Eleanor Roosevelt: "You gain strength, courage, and confidence by every experience in which you really stop to look fear in the face."

May your journey as a learning leader be marked by continuous growth, unwavering confidence, and a lasting impact on those you guide.

#LearningLeadership #ConfidenceBuilding #C+CAssessment #LEAPLeaders #LeadershipJourney

As we stand on the threshold of a new year, it's both a privilege and a responsibility to reflect on the leadership journey that 2023 has been. This year, like every other, brought its unique set of challenges and triumphs, unveiling invaluable insights that continue to shape our approach to leadership at LEAP.

Navigating Uncertainty with Resilience
In a world marked by uncertainty, the importance of resilient leadership became glaringly evident. The ability to adapt and guide teams through turbulent times emerged as a defining trait. As LEAP coaches and leaders, we witnessed firsthand the transformative power of resilience. Leaders who embraced change with an open mind, learning from setbacks and inspiring their teams to do the same, stood out as beacons of stability.

Empathy: The Cornerstone of Effective Leadership
In the tapestry of leadership, empathy emerged as the golden thread weaving through every successful interaction. Leaders who took the time to understand the unique challenges faced by their team members fostered a culture of trust and collaboration. At LEAP, we believe that empathy isn't just a soft skill; it's a strategic tool that bridges gaps, fosters inclusivity, and enhances overall team dynamics.

The Rise of Remote Leadership
The seismic shift towards remote work forced leaders to reimagine their approach. Successfully leading remote teams required a delicate balance of trust, communication, and the use of innovative technologies. Our LEAP coaches adapted swiftly, recognizing that distance should never hinder the strength of leadership. The ability to maintain team cohesion and inspire individuals from afar became a defining skill for leaders in this digital age.

Learning from Failures: A Leadership Superpower
In the pursuit of success, leaders encountered failures that served as steppingstones to growth. At LEAP, we celebrate the leaders who turned setbacks into opportunities for learning. The willingness to acknowledge mistakes, coupled with a commitment to continuous improvement, became a hallmark of effective leadership. After all, it's often in the face of adversity that true leadership shines.

Diversity and Inclusion: Not Just Buzzwords, but Imperatives
As we delved into 2023, the call for diversity and inclusion echoed louder than ever. Leaders who championed diversity not only in words but in actions created environments where every voice mattered. At LEAP, we emphasized that diverse teams are not just a reflection of society but a wellspring of creativity and innovation. In the coming year, we challenge leaders to embrace inclusivity as a guiding principle, recognizing that it is not just a moral imperative but a business imperative.

The LEAP Community: A Collective Force for Change
The power of our LEAP community lies in its shared commitment to transformative leadership. Through licensing and certifying independent coaches and consultants nationwide, we have expanded our reach, creating a network of leaders dedicated to bringing positive change to workplaces. The synergy within this community fuels our collective mission of saving the work-world, one leader-manager at a time.

Looking Ahead: Leadership Resolutions for 2023
As we gaze into the future, let's crystallize our leadership resolutions for 2023:

1. Cultivate Resilience: Embrace change with grace and resilience, viewing challenges as opportunities for growth.
2. Deepen Empathy: Foster a culture of empathy, recognizing the unique experiences and perspectives of every team member.
3. Optimize Remote Leadership: Hone the skills necessary to lead remote teams effectively, leveraging technology without compromising human connection.
4. Embrace Failure: See failures not as setbacks but as essential milestones on the path to success. Learn, adapt, and evolve.
5. Champion Diversity and Inclusion: Actively promote diversity and inclusion, understanding that it is not only a moral imperative but a strategic advantage.
6. Harness the Power of the LEAP Community: Engage with and contribute to our growing community of leaders and coaches. Together, we can amplify our impact.

In conclusion, let's carry the lessons of 2023 forward, infusing our leadership with newfound wisdom and purpose. As we continue our journey, remember that leadership is not just a title; it's a commitment to inspire, empower, and create positive change.

Here's to a transformative year ahead, filled with leadership excellence and the unwavering pursuit of a better, more inclusive work-world.

Greetings, fellow coaches and champions of leadership growth! As we navigate the dynamic landscape of coaching, each interaction presents a canvas upon which we paint transformational journeys. With our shared passion for cultivating exceptional leaders, it's imperative that we equip ourselves with the finest tools and practices.

Join me on this exploration as we uncover the art and science of coaching, empowering us to sculpt remarkable leaders, one coaching session at a time. My first best practice article, which I published on my company blog, was about 360-degree surveys and when not to use them.

I’m continuing the exploration with a deeper dive into best practices when using a 360-degree survey.

Best Practices When Using 360-Degree Survey Feedback
First: What is a 360-degree survey? Imagine a panoramic view of leadership insights—that's what a 360-degree leadership survey offers. It's like taking a comprehensive X-ray of a leader's impact from all angles.

This tool involves gathering feedback from not just leaders' direct reports, but also peers, supervisors and even leaders themselves. By compiling this multi-perspective feedback, a clearer picture emerges of strengths, areas for growth and overall effectiveness. It's akin to assembling the pieces of a puzzle to reveal a fuller picture of leadership potential.

Coaching a leader using a 360-degree survey requires a thoughtful and strategic approach. There are many reasons this type of survey could be the wrong tool and do more damage than good, so take care and choose wisely. That said, in many situations, 360-degree feedback is an incredibly powerful tool and one that I use often to support a leader’s growth and development.
Here are five best practices to consider and how I and my team achieve each of them.

1. Establish trust and confidentiality.
​Begin by assuring the leader that the 360-degree survey results are confidential and meant to foster growth, not criticism. Never use it as a "Performance Evaluation" tool. Create a safe space for the leader to discuss the feedback openly and with a curious rather than critical mindset.

One tool I always use at the start of the process is the "SARA model," which helps prepare for the emotional process that occurs when receiving feedback: Surprise, Anxiety/Anger, Resistance and Acceptance. I do this with the leader before sharing their 360-degree feedback and it really helps them prepare to receive and use the feedback to make improvements. Many times, clients have commented that they were glad I told them about the SARA response and that it helped them get to "acceptance," where they could use the information productively.

2. Always review results together.
I once had a coach tell me that she sent a leader her 360-degree feedback in advance of their meeting because the results were so intense, she wanted the leader to "deal with her emotions" before they met! I was horrified and dumbfounded that an executive coach would do that, so I always have my coaches sit down with the leader to review the survey results comprehensively. Never send the report/results to the leader in advance of the meeting.

Also, make sure the 360-degree survey instrument you’re using helps focus the discussion on both strengths and areas for improvement and reports the data in a way that is easy to understand. Discuss specific feedback patterns and anecdotes to provide context for the leader's understanding. Encourage them to reflect on the feedback and ask clarifying questions. Help them move through the SARA stages if needed.

Close the meeting with encouragement and a summary of two to three key development areas and ask the leader how they are feeling.

3. Set clear development goals.
Help the leader identify specific development goals based on the feedback received. These goals should be actionable, measurable and aligned with their role and responsibilities. Guide them in choosing areas where improvement would have the most impact on their leadership effectiveness.
I and my team provide our clients with a development plan "template" to help them think through these steps. I always recommend selecting relative strengths to make stronger rather than choosing their greatest weaknesses as development goals. Another framework or tool we use with clients is the KSS model—Keep Doing, Start Doing, Stop Doing—because it helps them focus directly on actionable behaviors that they can visualize doing.

4. Create an action plan.
Collaborate with the leader to create a structured action plan for achieving their development goals.

Break down each goal into smaller steps and define clear timelines. Use the KSS model. Determine the resources and support they might need, such as training, mentoring or specific projects that align with their goals. At this stage, I also ask the leader to circle back to the people who responded to their 360-degree survey to thank them for their participation and input, so these respondents know that their anonymous feedback was received and appreciated.

5. Schedule regular progress check-ins.
Schedule regular coaching sessions to track the leader's progress. These sessions are used to discuss challenges they're facing, celebrate achievements and make any necessary adjustments to the action plan. Provide ongoing encouragement and guidance to keep them motivated and on track. After six to 12 months, I do another 360-degree survey to compare and measure the results achieved from the coaching.

Final Thoughts
Remember that effective coaching is a personalized process, and the approach might need to be adapted based on the leader's personality, learning style and the specific feedback they received. The ultimate goal is to support the leader's growth and help them become a more effective and impactful leader within the organization.

In the wake of the global pandemic, the world of work has undergone a profound transformation. As a leadership expert, I've observed this shift closely and have some thoughts and opinions to share. Let's explore what we've learned about leadership in this post-pandemic landscape and how it can shape a brighter future for organizations and their leaders.

Adaptability Reigns Supreme
One of the most striking lessons from the pandemic is the need for leaders to be adaptable. The old playbook no longer suffices in a world where change is the only constant. The pandemic forced organizations to pivot rapidly, and those with adaptable leadership thrived while others struggled.
Imagine a leader named Alex who, before the pandemic, stuck to rigid plans and strategies. When COVID-19 hit, Alex was unprepared, and the team floundered. Meanwhile, another leader, Sarah, had cultivated adaptability in her team's culture. She encouraged her team to embrace change, stay agile, and seek innovative solutions. Sarah's team not only weathered the storm but also found new opportunities in the chaos.

Empathy and Well-being Matter
The pandemic spotlighted the importance of empathy and well-being in leadership. Employees faced unprecedented challenges, from remote work to personal health concerns. Leaders who demonstrated genuine empathy and prioritized their teams' well-being fostered trust and loyalty.
Picture a leader named Chris, known for being task-oriented and somewhat aloof. During the pandemic, Chris took the time to connect with team members on a personal level. He asked about their well-being, listened to their concerns, and provided support where needed. This small shift in leadership style had a profound impact, as Chris's team felt valued and supported, leading to increased productivity and morale.

Remote Work Is Here to Stay
Remote work, once a rare perk, became the norm during the pandemic. As organizations now transition to hybrid or fully remote models, leaders must adapt to this new reality. This shift requires a different approach to leadership, one that focuses on trust and results rather than physical presence.

Consider a leader named Taylor, who initially struggled with the idea of remote work. However, Taylor recognized the need to trust team members and focus on outcomes rather than micromanaging their every move. This shift in perspective allowed Taylor's team to thrive in a remote environment, leading to increased productivity and a healthier work-life balance for all.
Communication Is Key Effective communication has always been essential in leadership, but the pandemic underscored its significance. Leaders who communicated transparently and frequently with their teams created trust and maintained a sense of connection, even in remote settings.

One leader we worked with named Jordan, recognized the importance of regular communication during the pandemic. Jordan held weekly video conferences to update the team on the organization's status and provided a platform for team members to share their thoughts and concerns. This open line of communication kept everyone aligned and engaged, even when separated by physical distance. Other leaders found it helpful to have a ‘daily huddle’ remotely to keep their team aligned and engaged.

Resilience and Preparedness
The pandemic taught us that leaders must be resilient and prepared for the unexpected. Crisis management became a core leadership skill as leaders navigated lock-downs, supply chain disruptions, and economic uncertainty.

Many leaders like Alex have never faced a crisis of this magnitude before. However, Alex had prepared for various scenarios, including a pandemic, by developing a crisis response plan and assembling a dedicated crisis management team. When the pandemic hit, Alex's organization was well-equipped to respond swiftly and effectively, minimizing disruptions.

In conclusion, the post-pandemic world has reshaped our understanding of leadership. Adaptability, empathy, remote work, communication, resilience, and preparedness have emerged as crucial elements of effective leadership in this new era. As we work with leaders in our LEAP-Leadership Acceleration Program and coaching them throughout the pandemic, we’re finding that leaders who embrace these lessons not only survive but thrive, shaping a brighter future for their organizations and their teams.

In the words of a wise leadership parable, "Just as a tree's roots grow stronger after a storm, so do leaders become more resilient and capable through the challenges they face." Let us all be those resilient leaders, forging a path to a better, post-pandemic world.

Love in the workplace, often referred to as "compassion," "empathy," or "caring," plays a crucial role in creating a positive and productive work environment. Here's why it's important:

1. Employee Well-being: When employees feel cared for and valued by their colleagues and superiors, their overall well-being improves. This emotional support reduces stress, increases job satisfaction, and contributes to better mental and emotional health.
2. Motivation and Engagement: When employees feel that their efforts are recognized and appreciated, they are more motivated and engaged in their work. This leads to higher levels of productivity, creativity, and dedication to achieving company goals.
3. Trust and Collaboration: A workplace that encourages empathy and compassion fosters a culture of trust and collaboration. When people feel safe sharing their ideas and concerns, they are more likely to work together effectively, leading to better problem-solving and innovation.
4. Retention and Loyalty: Employees who experience a sense of caring and connection are more likely to stay with a company for the long term. This helps reduce turnover rates and save on recruitment and training costs.
5. Positive Organizational Culture: Love in the workplace contributes to a positive organizational culture that values people as individuals, not just as employees. This culture attracts top talent and enhances the company's reputation.
6. Conflict Resolution: Compassion and empathy play a significant role in resolving conflicts. When people genuinely understand each other's perspectives and feelings, they are more likely to find common ground and work toward solutions.
7. Customer Satisfaction: When employees feel cared for, they are more likely to extend that care to customers. This leads to better customer service and stronger customer relationships.
8. Leadership Effectiveness: Compassionate leadership is known to be more effective in motivating and inspiring teams. Leaders who show genuine care and concern for their team members build stronger relationships and are more likely to be respected and followed.
9. Stress Reduction: A compassionate workplace helps mitigate the negative effects of stress. Knowing that they have the support of their colleagues and superiors during challenging times helps employees cope more effectively.
10. Overall Happiness: Love and compassion contribute to an overall sense of happiness and fulfillment in the workplace. Employees are more likely to enjoy coming to work, and this positive atmosphere can have a ripple effect on their personal lives as well.

Incorporating love and compassion into the workplace does not necessarily mean romantic love, but rather a genuine care and consideration for the well-being of colleagues. It creates an environment where people can thrive, collaborate, and contribute their best, leading to a more successful and harmonious organization. We’re here to share the love through creating great leaders and organizations!

Most every employer comprises various teams. The large versions are often called business units or departments. Of course, they can also be smaller assemblages of employees—committees, workgroups or simply project teams.

Whatever the name or type may be, every team starts somewhere. And its success or failure very much hinges on the knowledge and skill of its leadership. When leaders allow teams to form and develop with unrealistic expectations or too little oversight, bad things can happen. Conversely, when leaders recognize that every team needs some time and TLC to grow into a functional unit, good things tend to follow.

High-Performing Teams
No matter what type of team you’re forming, you probably shouldn’t expect its members to instantly bond and quickly reach the level of a high-performing team.
For our purposes, a high-performing team is one with a clearly stated purpose, an identifiable leader with decision-making authority, well-defined roles, mutual accountability and shared goals. It has an additional characteristic as well: a high-performing team consistently produces good results.

The Tuckman Model
Few teams hit the ground running as high performing. Most undergo a multi-stage development process; among the most time-honored ways to measure this is the Tuckman model. It was created by psychologist Bruce Tuckman way back in 1965 and still holds value for leaders today. The model breaks down team development into four essential stages:

1. Forming
The initial stage is usually marked by a mixture of attitudes and feelings. Some members will be excited and optimistic about joining, while others will be anxious or perhaps skeptical about their roles. Meetings and other interactions will generally involve cautious attempts to get acquainted and discussions of big-picture concepts, as members determine norms and, in some cases, form cliques.

When forming a team, leaders need to build trust, set expectations and encourage involvement. You want to develop a keen sense of belonging in every member. Creating a team charter is a great tool to help your team, as is conducting different kinds of "get to know you" activities.

2. Storming
This is when things "get real." Having found some level of comfort on the team, some team members may begin to distrust others—whether because of interpersonal clashes, past experiences or other reasons. Resistance to assigned tasks and bristling at certain rules or methods may occur. At this stage, members often begin to question the wisdom of the project at hand or even the purpose of the team itself.

Leaders can weather this storm by welcoming, confronting and resolving the inevitable conflicts that arise. Don’t quell open disagreements, as long as they’re civil. Make time for healthy dialogue. Conducting personality, conflict or team-styles assessments and upskilling team members in areas such as communication and problem-solving will help the team sail through the storm.

3. Norming
Barring a total disaster, most teams make it through the storm. Eventually, a sense of cohesion develops, and the team enjoys a relatively open climate of productive communication. Boundaries are set and interactions are generally friendly. Constructive criticism can occur without fear of retribution. Some people even have fun!

A leader’s role at this stage is to encourage cooperation, leverage the strengths of each individual and, again, identify and resolve conflicts before they get out of hand. Encourage members to roll up their sleeves and work collaboratively. At this stage, having the skills to facilitate open dialogue and enforce accountability is critical.

4. Performing
Welcome to the promised land. It's upon reaching this stage that a team can become high performing. Members will generally be excited about their work and find satisfaction in the results. They’ll also trust each other and interact with a high degree of openness. Best of all, teams at this stage will largely be able to manage themselves, resolve their own conflicts and act collectively, as a whole. You may even be able to turn over some of the day-to-day leadership to a team member.

You might still have to put out the occasional fire, but on high-performing teams, leaders can generally focus on monitoring progress, measuring results and celebrating achievements. Helpful tools include having the right technology and accurate metrics to measure team performance—as well as knowing how to throw a good party.

The Ultimate Objective
Bear in mind that, in some cases, you might need to reform and relaunch a long-standing team to reap the benefits of all four Tuckman stages. And to be clear, the Tuckman model is only one way of looking at team development. But it’s been around a long time and I believe it still serves as a good jumping-off point for the concept of seeing teams as organically evolving entities rather than "plug and play" machines.

Ultimately, whether a group is newly formed or has been around a while, your objective should be to develop it into a high-performing team that enjoys working together and produces positive results for your organization.

Manager’s Toolkit – Tips, Tools, and Trustworthy Best Practices for High-Impact Results

In the dynamic and ever-evolving world of management, the role of a manager has never been more critical. As organizations strive for high-impact results and exceptional performance, managers find themselves at the forefront, leading their teams through complex challenges and inspiring peak performance. Just like a skilled craftsman, a manager needs a well-equipped toolkit to navigate the intricacies of modern leadership successfully.

Welcome to our first in a series of articles, "Manager’s Toolkit – Tips, Tools, and Trustworthy Best Practices for High-Impact Results." In this series, we delve into the essential elements that make up an effective manager's toolkit, offering valuable insights and time-tested strategies to excel in the art of leadership. Whether you are an experienced manager looking to refine your skills or an aspiring leader taking your first step into this exhilarating journey, these articles are designed to equip you with the tools you need to elevate your management prowess and achieve great outcomes.

Your manager's toolkit should be equipped with a variety of tools to effectively handle different situations and challenges. Here are five essential tools that will greatly enhance a manager's capabilities:

1. Effective Communication Skills: Strong communication skills are at the core of successful management. Managers should be adept at active listening, clear articulation, and providing constructive feedback. Good communication fosters trust, alignment, and cooperation within the team.

2. Emotional Intelligence: Emotional intelligence enables managers to understand and manage their emotions and those of their team members. It includes empathy, self-awareness, and the ability to navigate emotions in a professional setting. Managers with high emotional intelligence foster a positive work environment and handle conflicts more effectively.

3. Goal Setting and Performance Management: Managers should be skilled in setting clear and achievable goals for their team members and monitoring their progress. Effective performance management involves regular feedback, coaching, and recognition to keep the team motivated and focused on achieving objectives.

4. Problem-Solving and Decision-Making: Being a good problem solver and decision-maker is crucial for managers. They need to analyze situations, identify root causes, and implement effective solutions. Managers who can make well-informed decisions efficiently contribute to the success of their teams and the organization.

5. Delegation and Empowerment: Delegation is essential for maximizing team productivity and development. Managers should know how to delegate tasks according to team members' strengths and provide the necessary support. Empowering team members by granting autonomy and trusting them with responsibilities can boost morale and foster a sense of ownership and commitment.

Additional tools, such as conflict resolution skills, time management, adaptability, and strategic thinking, can further enhance a manager's effectiveness in various situations.
Furthermore, we recognize the significance of trust as the bedrock of exceptional leadership. As managers build trust with their team members, they create an environment that encourages collaboration, innovation, and open dialogue. Our next article will share some tools for developing trustworthiness and guide managers in developing strong bonds with their teams, earning respect, and inspiring loyalty.

Developing a well-rounded toolkit enables managers to lead their teams more successfully and navigate the challenges of the modern workplace. These ‘power tools’ for managers are amazing but people need to learn how to use their power tools – that’s where our LEAP – Leadership Acceleration Program comes in. Over the course of 12 months, our Certified LEAP Coach works with a small group of leaders to draw upon real-world experiences and proven methodologies to allow managers to practice using their power tools and implement them in their daily workplace settings. As we continue this journey through this, and future articles, we hope you find a wealth of knowledge that will help you not only achieve your management objectives but also foster a more fulfilling and rewarding work environment for your entire team.

As an independent coach and consultant for 25 years now, we are always honing our coaching practice in support of helping our clients grow and achieve great things. Over the years, I’ve learned and used quite a few coaching methods, tools, frameworks, and of course assessments. A couple of tools I’ve even created myself because I couldn’t find anything out there that measured what I was looking for. I’ve been asked many times (by other coaches) what is the ‘best’ tool for X or Y when I’m coaching so I’ve decided to share our best practices and tool-kit by featuring them in newsletters and will be doing a couple of workshops for Coaches/Consultants too so be on the lookout for announcement of those!

Where to Start? At the beginning… assessment tools that get to the heart of things!

I don’t think I’ve met a coach that doesn’t use some sort of assessment. Ennegram, MBTI, Strengths-Finder, DiSC, etc. are great for looking at the individual being coached to help them discover more about their strengths, stressors, needs in their work, and workstyles but we’ve found that 360-degree feedback from people who work closely with the client is one of THE MOST POWERFUL tools to support the coaching and development plan. In fact, 360-degree feedback is so powerful – when it is done poorly (or with the wrong instrument) it causes great damage. These tools are designed to gather comprehensive feedback from multiple sources, including peers, subordinates, supervisors, and sometimes even clients, to provide a well-rounded assessment of an executive's performance and leadership skills.

Today, we’re going to share the BEST TOOL and one BEST PRACTICE for when NOT to use this very powerful coaching tool.

When selecting a 360-degree feedback tool for executive coaching, it's essential to consider factors like the assessment's validity, reliability, reporting features, and how the tool can align with the specific coaching goals and the organization's culture and values.

Our Affiliate Coaches (and their clients love) the CheckPoint360 Survey. This instrument was created by Profiles International (a Wiley company) based on research of 1000’s of leaders/managers in hundreds of organizations globally. We like this instrument because it confidentially and anonymously measures 70-key leadership behaviors that are associated with 18 skills-sets and 8 universal competencies. Most 360-surveys are overwhelming, hard to digest, and lack clear development priorities. Plus, many of them measure the leader on a scale of “dissatisfied to satisfied” or “ineffective to effective” which is very judgmental and causes the ‘rater’ to over-inflate/under-report their ratings based on their judgment of the person. It also causes the leader to become defensive and unable to see the feedback as helpful developmental feedback.

Our instrument invites the “respondent” to the survey to provide feedback on a scale of ‘frequency of observed behavior’, so they are honestly reporting how often they see the leader display a particular behavior. No judgment. Just their experience in working with the individual. The leader being coached is much more accepting of the feedback because they can envision themselves doing a particular behavior more frequently if needed. Our Coaches rely on the Profiles’ 360-Survey for many more reasons, not the least of which is the simplicity and clarity of the reports that support the leader in setting specific goals and priorities for their development. Want to learn more, contact me or be on the lookout for our Webinar Workshop!

When NOT to use a 360-degree survey tool

While 360-degree feedback tools can be valuable resources for executive coaches and leadership development, there are certain situations where using them might not be appropriate or effective. Here are some scenarios when a coach should avoid or carefully consider not using a 360-degree feedback tool:

1. Lack of Trust: If there is a significant lack of trust within the organization or between the executive and their colleagues, the feedback gathered through a 360-degree assessment may not be candid or constructive. In such cases, the feedback may be skewed or not genuinely reflective of the executive's performance.

2. Organizational Culture: Some organizational cultures may not be ready to embrace the openness and transparency required for effective 360-degree feedback. If the culture is hierarchical, authoritarian, or punitive, using a 360-degree tool could lead to negative consequences and resistance.

3. Unwillingness to Act on Feedback: If the executive or the organization is not prepared to take action based on the feedback received, using a 360-degree tool can be counterproductive. Collecting feedback without a commitment to change can lead to frustration and de-motivation among participants.

4. Coaching Goals and Readiness: If the primary coaching goals are not aligned with what a 360-degree assessment can offer, it might not be the right tool. For instance, if the focus is on a specific skill development that doesn't require input from multiple sources, other assessment methods might be more suitable.

5. Time and Resources: Implementing a 360-degree feedback process requires time, effort, and resources from both the coach and the organization. If these resources are limited, it might be better to focus on other coaching methods that can provide valuable insights without the extensive preparation required for a 360-degree assessment.

6. Small Team or Confidentiality Concerns: In organizations with small teams, it might be challenging to maintain confidentiality in the feedback process. If executives are concerned about their responses being traceable to specific individuals, they may be less likely to provide honest and constructive feedback.

7. Unstable Organizational Context: During periods of significant organizational change or upheaval, using a 360-degree feedback tool might not be the best approach. The feedback gathered in such uncertain environments may not accurately reflect the executive's performance under normal circumstances.

Before using a 360-degree feedback tool, executive coaches should carefully assess the readiness of the organization, the executive, and the team members involved. Open communication about the purpose and benefits of the assessment, along with a commitment to act on the feedback, is crucial to ensuring the success and effectiveness of the 360-degree feedback process. In some cases, alternative coaching methods may be more appropriate to address the specific needs and challenges of the executive.

For our next article for your “Coach’s Toolkit” I will do a deep-dive into the Best Practices when using a 360-survey. Until then, Happy Coaching!

​At most organizations, employees are urged to be team players. But this raises an essential question: What kind of a team are they on? It might seem like a silly thing to ask. “It’s the kind of team that helps fulfill the mission of our organization,” you might say.

While this is certainly true, or it should be, teams actually tend to fall into one of four common types. Identifying precisely what type of team you’re running can help you better set objectives, communicate more clearly, build on strengths and shore up weaknesses.
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The 4 Team Types
Determining a team's category is based on the degree of need for specialization and coordination.

Type 1: Swim TeamSwim teams typically have a lot of specialization. For example, one team member specializes in the crawl stroke and backstroke while another specializes in the butterfly stroke and breaststroke. As a result, their need for coordination in order to be a high-performing team is low.

In a work team, there can also be several specialties. An information technology team might have members whose individual skill sets—like website, operations, user support, software and hardware—support each other. However, they don't need to synchronize all their tasks to succeed.

Type 2: Football TeamA football team has a high need for both specialization and coordination. It needs regular huddles so every team member knows what they're doing and how they'll interact with each other. A football team usually has a head coach and then assistant coaches with special skills.
In workplaces, this type of team could be an emergency veterinary hospital staff or a software product development team. Most executive leadership teams are football teams as well.

Type 3: Bowling TeamMembers of bowling teams share the same technical skills. But their success requires minimal need to work directly together or coordinate their work. Law firms and accounting firms are great examples of bowling teams.

Type 4: Volleyball TeamVolleyball teams have the same universal skills, like bowling teams, but members must coordinate with each other to be effective. These teams are cross-trained to perform all tasks or jobs. In the workplace, examples include manufacturing assembly teams, staff at animal shelters and retail sales teams.

Of course, not every team will fit perfectly into one of these types. Some might be hybrids, depending on the work they perform and the strategic objectives of the organization. Nonetheless, these categories can be helpful guidance as leaders seek to properly distribute the work, define roles and responsibilities, train team members and manage their performance.

How To Best Support Your Team Type's Performance
The goal of any leader is to produce a high-performing team. While these productive and efficient teams share certain characteristics—mutual accountability, well-defined authority around decision-making and shared performance goals—there are important distinctions that leaders must recognize. If you take a one-size-fits-all approach to developing your team, it can lead to problems like poor performance, an inability to work together productively and disillusionment. Identifying your group's team type won't automatically turn your members into high performers, but it can help you provide the right level of care and support.

For example, if you have a football team, it usually makes sense to have short, daily meetings to communicate objectives and coordinate the day’s activities. But for a bowling team, that kind of regular meeting would be overkill; they may need only a short weekly meeting to make announcements, discuss issues and maintain esprit de corps. Leaders of swim teams should focus more on clear roles and creating "swim lanes" and handoffs for the work people are performing. Volleyball team leaders, on the other hand, must ensure everyone has the same skill set and can perform tasks equally well so responsibilities can rotate fluidly.
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No matter what type of team you’re running, don't expect it to quickly reach the highest level of performance right away. Your team will likely need to undergo a multi-stage development process. In my next article, I'll discuss four stages—forming, storming, norming, and performing—that were introduced by psychologist Bruce Tuckman in 1965 and still hold true today.