You're struggling to manage your leadership team. What tools can help you get back on track?

When using leadership style tools, it's essential to be mindful of the following aspects: ???????????????????? ??????: Every leadership style tool has its own framework and model. Be mindful of the context in which you are using the tool and ensure it aligns with your organization's culture, values, and specific needs. Consider how well the tool fits the unique circumstances you are facing. ????????-??????????????????: Leadership style tools help you understand your preferred leadership approach. Be mindful of your own biases and limitations. Continued self-awareness allows you to adapt your leadership style to different situations and individuals, fostering better relationships and results.

Leadership is a contact sport. Communication is the key. Do not pull out some test and tell your teammates to take the test in hopes of making the team gel more effectively. That is actually the worst thing you could do. Do this instead: speak honestly and from the heart about how you feel, and what is working and what is not working from your perspective. Don’t speak from authority, because in the end you have no authority. You rely on your colleagues more than they rely on you. Tell them that. Talk with your teammates as a teammate of theirs, not a manager. That is how you gain credibility and trust and that is how you build a team.

It is my perspective that when a team is not aligned it is generally reflective of flawed accountability. Setting clear expectations, measuring adherence to the expectations' action items, and assigning clear consequences are vital. When a team is not aligned it is the titular leader's responsibility to create "that which needs to be."

It is always a great idea to first have a clear session collectively to identify what are the teams ambitions and if the team understand their team level and individual goals. Once that is sorted they need to cascade it to their team. To help them deliver better some coaching as well as constant feedback can help them deliver. Also appreciating and recognizing good talent and results can motivate the team to deliver better. Also empowering the team can allow them to be more creative and allow team members to explore ideas that can improve performance.

I believe in democratic leadership . Definitely the Myers and Briggs gives a good indication of the leadership style and go a long way in creating that perfect bond with the senior leadership in one’s team .

If you are struggling to manage your leadership team, whatever that means, because I have never seen that situation in real life – the last thing you want to do is set goals or talk about team members’ accountability. You have to address the real problem, the bad energy on your team. Your first responsibility is to have everyone on the team feel valued and supported, and giving people goals because they are not working well together does not accomplish that. Talk with them singly and as a group and be honest with your observations. Ask for your teammates’ help. You manage a team that is not working well together. You have to be accountable to the folks on your team first, before you can ask anyone else to step up.

Continuous feedback and exchange is key as well as clarity in expectations. Speak with your single team members, explain what is needed from them, position them where they can thrive and grow and make clear, where is the target.

Self reflect and get consistent with receiving feedback on what can be done better to single out the real issues. -Do I have what it takes to build a shared vision -Is the shared vision actionable and realistic. - Am I able to translate the vision into synergies between teams to deliver the common goal - Are the bottom-lines aligned and tallying up to a common business denominator. -Are there issues that are not dealt with properly either with guidance or performance management

The new gold standard for leadership requires moving from expectations to agreements. Expectations come from "managers" and they feel obligatory and burdensome. Leaders create agreements, meaning they communicate and learn the potential challenges and needs to meet a goal, AND they get buy-in. This leads to better results and enjoying the process along the way.

If you have a good leadership team and feel that it’s struggling often times it can be because of misalignment on strategic priorities. Good leaders make smart decisions having in mind their understanding of the strategy and needs of the organization. In the current dynamic and volatile environment, it is first important to question if your leadership team has the same understanding of current strategic priorities or not. If not, then closing this communication gap may close most challenges. If yes, then it might be because they don’t understand how exactly the strategy should be achieved and what is their role in that. Make sure to clarify both the process and your expectations of their role in it.

Love, love, love. We cannot show enough support for applying coaching skills to improve peak performance at all levels. We do need to step back from how to improve performance by meeting people where they are and coaching to where they want to be. That can reveal some things that people become guarded about. When our leaders and leadership teams connect to themselves they become more aware of the connections required for problem solving, reality checking and understanding issues for mutual benefit. Creating the opportunity for the team to clearly understand how they can coach to each other’s strengths is a powerful way forward. Learning to coach is also a great step toward building leadership skills.

Active experiments are a great coaching approach you can use with your team. In it, after a fruitful discussion around something important for your team (e.g. we won't interrupt each other as we speak), offer the suggestion that, over the next 15-30 min, the team will try to communicate in that way. At the end of this time, stop your current work task and reflect on how the experiment go. What did you learn? What did the team feel happening differently? Was that helpful? If so, contract on how you can keep each other accountable to continue implementing this new team skill!

I have always believed in one on ones or regular check ins. These are important for both task updates but also to ask the team members how they’re doing.

Effective coaching of me is to lead by example. Demonstrate tasks for your team to follow or enhance. As they learn, shift to more challenging, high-yield tasks. Your growth fuels theirs.

It starts with me. I recommend to start with an in-depth self-reflection on the past tops & flops, facts & feelings, the successes & moments of connectedness, team spirit, pride, thankfulness, passion. Ensure you really heart-feel them. Next is a team meeting with individual prep assignments. We establish a flip chart gallery with strengths & talents, with our areas of potential, with our construction sites. When all is shared and transparent, we cluster/prioritize the topics, to focus on two powerful key questions: 1. What would be our individual / our common IDEAL result in the relevant topics? 2. What would make “it” better than it is now? Usually, we’ll see a feedback ritual to be proposed with question #2.

While delegating and empowering team members is crucial, remember to allocate "WhiteSpace" moments – for both yourself and your team throughout the day. Encourage your team to use the time to prioritize tasks and reflect on their roles, goals, and innovative solutions. By integrating "white space," you can promote efficiency and personal growth while fostering a well-rounded and thriving work environment.

"Management is the art of losing control." — A Wise Unknown "Art". So, delegation has to be suitable, calculated, enabling, and the delegator has to be both supportive and appreciative for the delegation process to be truly effective and constructive.

In my experience, effective leadership often involves the art of delegation and empowerment. A popular quote by Theodore Roosevelt resonates deeply in this context: "The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it." This encapsulates the essence of delegation and empowerment in leadership. Trying to manage everything alone or micromanaging can indeed lead to burnout and inefficiency, both for leaders and their teams. By delegating tasks to team members, based on their strengths and interests, you not only distribute the workload more evenly but also give team members the opportunity to grow and develop new skills.

Il est toujours étonnant de voir que ce mot "responsabiliser" est très utilisé par les managers sans qu'il ne soit associé au mot "liberté". Prenons un exemple : prendriez-vous la responsabilité qu'une plante ne meurt pas si vous n'avez pas la liberté d'en prendre soin comme vous sentez que ce serait bon pour elle ? Accepteriez-vous de prendre cette responsabilité alors que vous n'êtes pas libre de prendre les décisions qui vous paraissent les meilleures pour réussir ? Probablement pas. Pourtant c'est ce qui se passe dans la plupart des organisations. On attends que les personnes se responsabilisent mais on ne leur donne pas l'espace de permission et de protection suffisant. Responsabiliser c'est aussi créer cet espace de liberté.

I have found it helpful to emphasize the importance of fostering a virtuous feedback loop. Lead by example and ensure that feedback is timely, concise, and fact-based. Remember the significance of empathy in how you communicate your feedback. Also, ensure to role model the behaviors you expect from your teams.

“Build a feedback culture” is not leadership advice. There’s nothing tangible there. If you really want to lead effectively, you need to do what most leaders neglect and aren’t willing to do: regular 1:1’s. They have to happen often. In fact, I’d argue that they’re probably the most important meetings in your calendar. Monthly isn’t enough. And once a year performance reviews don’t make a difference. You shouldn’t expect to jam a year’s worth of feedback in one session. Meet with your people often and good things will unfold organically.

As crucial as it is to give feed back, it is also important to feed forward as you look to manage any team, leadership or otherwise. If the receiver is open to it (similar to assessing if they are open to feedback) open the dialogue to anticipate views, suggestions and opinions. Set the stage for recommendations safely. Focus on the future possibilities and opportunities to enhance (feed forward), rather than reflecting on the past or present (feed back). Feed forward remains future oriented and goal driven. It helps us refrain from corrective, constructive feedback (although sill valuable) and setting a collaborative tone to enhancing skills or approach. Often, this reduces risk of one feeling disappointment in their work/ performance

I have found it helpful to emphasize the importance of fostering a virtuous feedback loop. Lead by example and ensure that feedback is timely, concise, and fact-based. Remember the significance of empathy in how you communicate your feedback. Also, ensure to role model the behaviors you expect from your teams.

Building a culture of feedback is vague. It takes intentionality & many micro steps. Have regular 1:1s to understand individuals more holistically & be consistent in character. It is incumbent upon the leader to create spaces of psychological safety w/ individuals & teams. Demonstrate humility, vulnerability, & candidly talk about your own areas of opportunity. Share the feedback given to you, what you will do with it, & ask for the team to hold you accountable. Truth is, many will see your title & not give you “the real real”. So you must demonstrate that you are human too. Publicly walk the talk, actively listen, digest, & share so others know they are being heard & seen. Show that their feedback is taken seriously & w/ gratitude.

The most difficult AND effective thing you can do to get your team on track is to look inward. Many leaders, including me, got to where they are by being excellent doers. But leadership requires that we empower others to do rather than doing everything ourselves. So interrogate yourself. Where are you doing too much? Where are you holding on too tight? Where are you answering questions others should answer? Where are you filling a vacuum? Step back. Let there be awkward silences. Wait for someone else to answer. Don’t offer solutions. Offer questions. Your value comes from advising, questioning, coaching. Not from doing, answering, and knowing.

Invest time in getting a mentor and somebody from outside the organisation who can help see the situation from another perspective. External coaching really helps with you see things for what they are, and can often help you work through an issue.

At a prior company I worked at, the CEO was an amazing manager and leader. He held monthly 90-min virtual meetings with prospective leaders. In those meetings we collaborated on best practices and personal lessons, then all logged off with more confidence, camaraderie, and excitement. For Executive leaders, that same CEO would often hire leadership coaches for them, as well as for himself to continue his own growth.

You must treat you career as an asset. The more you invest is the more value you will get and see from it. Investments include; education, mentorship, sponsorship, network, building social capital exc.

"A successful investment in your leadership team lies not just in numbers, but in the stories they write: in the transformed individuals, the empowered teams, and the thriving organization they cultivate." Here are some key areas to consider: -Individual Growth: self-assessment, 360 degree FB, engagement survey. - Team Dynamics : communication, collaboration, problem solving. - Organization : turnover , absenteeism, employer brand and reputation. Investing in your leadership team is an investment in your organization's future. By using a holistic approach to measurement, you can demonstrate the true value of this investment and inspire ongoing development within your ranks.

Pick up a webinar or college class. Put some extra effort into connecting & learning from your teams. Grow. Care. Become obsessed about - something that improves the world & people around you. Thanks - Sheila

effective leadership is not just about tools; it also involves open communication, empathy, and a willingness to adapt. Regular check-ins, team-building activities, and fostering a positive work culture are equally important aspects of successful leadership.

If you have a leadership team, we can assume they have leadership skills, too... So I would unfold the issue I would be struggling with, present some scenarios to resolve it together and ask them how it can be improved to be resolved as a team. Having their engagement and buy-in will increase the chances of having it resolved.

Let's face it: Managing a leadership team presents challenges and will require a balance of emotional intelligence and effective coaching. In difficult situations, drawing on tools and strategies that foster open communication, cultivate trust, and promote a collaborative environment is essential. Lean into insights from books like "The Coaching Habit," to find guidance on leading conversations and products like Profit.co to help navigate and improve your leadership team management. This product allows employees to set and manage work or career-related goals. Similar OKR platforms enable organizations to help manage employees' accomplishments and development or the performance of applications or systems.

Your ears and a mirror. To truly understand the underlying causes of team dysfunction, start by meeting privately with team members and soliciting their perspectives of the team today, desired future state, and suggestions to get there. Get stakeholders' views of the team as well to deepen your understanding of the gap between current and desired states, and its impact. Then, synthesize this information to create a working hypothesis. Use the mirror to reflect on how you are contributing to the current dynamic, and consider the actions you can/will take to align your intent with your impact. The rest depends on the specific issues you uncover, but this will give you a running start!