Improving Organizational Performance With Dr. Margie Oleson
Diane Moura
Chief Marketing Officer | Startup & Small Business Marketing | Healthcare, Cannabis, Wine, Legal & Trades Marketing
In the world of improving organizational performance through leadership and development, one name that stands out is Dr. Margie Oleson. With an impressive background working with notable brands like Target, Cargill, and Lockheed Martin, Dr. Oleson has dedicated her career to designing, delivering, and facilitating learning and development programs to improve team and organizational performance.?
In this blog, we engage in a Q&A with Dr. Oleson to uncover her insights into the ever-evolving landscape of leadership, the impact of the pandemic, and strategies for fostering high-performing teams.
Improving Organizational Performance With Dr. Margie Oleson
The COVID-19 pandemic significantly reshaped the workplace, triggering long-lasting effects. It introduced the "great resignation" and a notable shift toward remote work, although some organizations now embrace in-person and hybrid work models.
Before the pandemic, it was evident that virtual teams could perform as effectively as in-person teams with the right approach to virtual meetings. The pandemic expedited this transition, making virtual collaboration more prevalent. Success stories include organizations proactively addressing virtual work challenges, often surpassing in-person teams in performance.
Over the last two decades, the corporate world has faced disruptions like those in 2001 and the 2008 financial crisis, continually reshaping the business landscape. Presently, more corporations are demanding a return to office, citing a need for greater human connections to improve work effectiveness.
However, demanding in-person work without clear explanations can lead to employee dissatisfaction and potential talent loss. To address these challenges, leadership teams must prioritize trust, collaboration, and cohesive teamwork. This ensures all teams align and work together toward common goals, reducing firefighting and fostering creative problem-solving.
"Going after it" means adopting a proactive leadership and team development approach. It involves recognizing that leadership and team performance is not solely about inherent talent but a combination of knowledge and intentional behavior.
Organizations should start by equipping their leadership teams with the knowledge and understanding of effective leadership and high-performance team dynamics. However, knowledge alone is insufficient. The key lies in changing habitual behavior. As James Clear aptly puts it in "Atomic Habits," we don't rise to the level of our goals; we fall to the level of our habits.
Therefore, "going after it" entails intentionally transforming ingrained behaviors. Teams and leaders must identify these behaviors that hinder progress, break them down, and replace them with habits that drive high performance. This disciplined approach allows for manageable and sustainable change.
These proactive teams focus on improving meetings, enhancing communication, building trust, and aligning their efforts to achieve common goals. Establishing these fundamental behaviors and creating high-performing habits frees up valuable time and energy to address challenging issues or capitalize on emerging opportunities.
Ultimately, teams that "go after it" reap the benefits of improved organizational performance and become more agile in adapting to market shifts and navigating complexities.
When building a high-performing team, the emphasis should be on hiring for cultural fit and then training for expertise. The traditional approach of prioritizing experience or expertise over cultural fit can lead to challenges. Here's how a well-structured onboarding process can address this:
Promoting cultural fit over experience while still valuing expertise encourages a shared vision and commitment among team members. Over time, this approach can lead to a harmonious and high-performing team, fostering a sense of being part of a well-oiled machine that works together seamlessly.
Onboarding, whether for a junior team member or someone with several years of experience, should involve a comprehensive six-week program that prioritizes the engagement and integration of the new team member. During the first week, the key elements should include:
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When onboarding new team members, the key is to make them feel like an integral part of the group from day one. Creating a comprehensive onboarding program spanning six weeks ensures that new members are continually engaged, guided, and involved in team activities and discussions. They should always be able to figure things out on their own.
The onboarding process should also include observations, assessments, and targeted training, allowing new members to know the team's dynamics and culture. This helps the team and the new member assess cultural fit and align values and priorities. After six to eight weeks, you can review whether the new member truly fits the culture and whether they adapts effectively to the team's expectations. This approach allows organizations to identify potential misalignments early in onboarding and take corrective actions if needed.
By fostering a sense of belonging and aligning new members with the company's culture and objectives during onboarding, you create a harmonious and high-performing team where new members hit the ground running and contribute effectively from the start.
Navigating a diverse workforce, comprising five generations, is a significant challenge and opportunity for leaders. The first step in addressing this is to intentionally become a high-performing leader and lead a high-performing leadership team. This entails equipping leadership teams with the knowledge and skills to foster a culture of trust, clarity, alignment, and engagement.
One of the key problems with workforce diversity is when it's not openly discussed and addressed. Many organizations avoid talking about age, background, or diversity-related issues, often labeling them as HR matters. However, it's crucial to have open and strategic conversations about diversity, equity, and inclusion.
By implementing a framework emphasizing clear communication and accountability, leaders can create an environment where these discussions are welcomed and expected. Such a culture allows organizations to harness a diverse workforce's collective creativity, knowledge, and experience.
Leaders must acknowledge the unique strengths and perspectives each generation brings. It's important not to stereotype or make assumptions about individuals based on age. By building a culture of trust and openness, people from different generations can learn from one another, leading to a more prosperous and more innovative working environment.
Diversity and inclusion should be embedded into the organization's core values and day-to-day practices. When people feel comfortable and encouraged to bring their whole selves to work, organizations can harness their diverse workforce's potential.
Accountability is an essential aspect of creating a high-performing team. To establish a culture of accountability, leaders should take several steps:
The traditional annual performance review process has its limitations and is increasingly being reconsidered by organizations. Many leaders and employees find that yearly reviews could drive performance improvement or development more effectively. However, it often leads to anxiety and frustration.
A more effective approach involves regular and ongoing feedback mechanisms, with the following benefits:
While many organizations are moving away from traditional annual reviews, some adapt the process by incorporating regular check-ins and ongoing feedback throughout the year. Ultimately, the key is to create a feedback-rich environment where feedback is valued and actively sought at all levels of the organization.
The goal is to build a culture of growth and development where feedback and performance discussions are integral to the team's daily interactions. This approach not only fosters accountability but also supports employee engagement and advancement.
The most crucial advice I can offer leaders is to embrace the journey of continuous improvement and personal growth. Leadership isn't about having all the answers; it's about creating an environment where your team can thrive and reach their full potential. To achieve this:
Remember that leadership isn't about perfection but about progress. By consistently working to improve yourself and the environment in which your team operates, you can create high-performing teams that achieve long-term success.
Strategic Fractional CMO | Reputation Management Specialist | Driving Business Growth Through Marketing Leadership & Brand Strategy | Expert in Customer Acquisition & Digital Presence Optimization | Gunslinger
1 年Diane, thanks for sharing!