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Leaders: You Do Not Need to Be Nice to Be Kind

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Kindness is not softness, it is not weakness, and it doesn’t always have to be nice.

In fact, sometimes kindness requires you to be tough and direct. I have seen the misinterpretation of this word negatively impact many organizations.

Leadership Mistakes

Leaders, in an attempt to be kind, move under-performing employees from position to position in the hopes that they will finally succeed or at least survive. Others allow deadlines to pass without repercussion or avoid having that fierce conversation that is needed in order to drive improvement and productivity.

Many of these leaders have adopted this style of kindness out of a reaction from working with or for a tyrannical ruler. They have witnessed how ineffective fear is in motivating people and driving an organization forward.

However, in an effort to be the antithesis of what they witnessed, they too have become ineffective.

Some are just new to their leadership role and worry about being liked. They lack the self-confidence needed and therefore, spend much of their time trying to please who that work for them.

But, neither of these is true kindness.

Leadership Wisdom

People need to understand where they stand, how they need to improve and what is at risk if they don’t.

Kindness requires empathy, honesty and trust. It means that at times you must be a mirror, reflecting back to a person the impact of their habits and behaviors.

Feedback, constructive criticism and accountability are all forms of kindness. People need to understand where they stand, how they need to improve and what is at risk if they don’t.

Leadership Looking Glass

It means that at times you must be a mirror, reflecting back to a person the impact of their habits and behaviors.

It may be counterintuitive, but letting someone go from their job could be a great act of kindness. For that individual, it very well may be that you are releasing them from the pain of being in the wrong job, giving them the freedom to finally pursue one that better fits their skills.

It could also be that difficult but teachable moment, where someone with a sense of entitlement finally realizes in fact they are not. Although no longer employed by you, they are now much better prepared for their next employment opportunity.

Maybe most importantly, it is an act of kindness to the rest of the organization.

It can be so demoralizing to be hard-working, a driven performer and not see those who aren’t be held accountable for their lack of performance.

Leadership Courage

When we care about others, we don’t want to be the cause of any pain or suffering.

No one relishes having difficult conversations or enjoys taking tough action. When we care about others, we don’t want to be the cause of any pain or suffering. But, avoiding those conversations and failing to take the needed action can be far more damaging in the long run.

Not only damaging to that individual, but also, to the efficacy of your own leadership and to the organization as a whole. Kindness requires that you push past your own discomfort and insecurity to take the needed action that best serves the interest of the company you help to lead.

You do not need to be nice to be kind. But, you must make people feel heard, cared for, valued and respected.

It is also essential that you always act with integrity and honesty and, that you have the conversations and take the action needed to best serve the organization you represent.

If you do all that, you are in fact a kind leader.

Remember: You do not need to be nice to be kind.

Thanks for reading.

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———————–
Elliot Begoun

Elliot Begoun is the Principal Consultant of The Intertwine Group, LLC.
He works with companies to Deliver Tools that Enable Growth
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People Before Profits: 5 Ways to Lead Your Company and Brand

Lead With Heart to Boost Your Business

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People or Money

My company sells wine, changes lives, and is growing rapidly. As a CFO-turned-CEO, my business philosophy is simple: Put people first, and the profits will follow.

I am in business to expand job opportunities and awareness for the nearly 57 million Americans who live with disabilities — including my son, Matt. Although my company, 100 Percent Wine, donates all profits to organizations helping people with disabilities find jobs, I’ve seen revenue grow and my brand expand.

The trust and loyalty, generated by brand alignment with a cause, is a powerful differentiator.”

Building Trust

In fact, 90 percent of consumers are more likely to trust a company that supports social or environmental initiatives. Similarly, nine in 10 consumers say they’d switch brands to support a good cause, given a similar price and quality.

As a businessman, I know shareholders want the company to turn a profit. Fortunately, shareholder gains and social responsibility can do more than coexist — they can actually further one another. For instance, the 2014 Global Economics of Disability report proves that companies that support people living with disabilities actually produce higher long-term returns for shareholders.

My Son, My Business

My son was the inspiration for my company. As a father, it pained me to watch Matt face the stigma and assumption that he couldn’t do things I knew he was fully capable of doing. And throughout his life, Matt will have to work hard for job opportunities.

Just 17.1 percent of people with disabilities are employed, according to the Bureau of Labor Statistics.

I took my business background and set out to change that. While my company is still young, its mission has generated a healthy buzz around the wine and the brand. Considering that 100 million Americans have a friend or family member living with a disability, who doesn’t want to expand opportunities for this community?

Socially Responsible Leadership Strategies

If you want to help the world, cultivate goodwill toward your brand, and boost sales, it’s time for you to employ a “people before profits” philosophy at your company.

Here’s how to do it:

1. Authentically Share Your Story

Authenticity is a critical component of a people-first business strategy. Customers are too smart for greenwashing, and they can see through half-hearted giving. FIFA has no shortage of environmental and social initiatives, but that has done little to improve the organization’s public image.

Instead, tell customers what inspired you to show that you’re serious about improving society. Although I hesitated to share Matt’s story, I quickly realized that customers needed to know why I had dedicated myself to this cause. Now, people understand why I’m doing this and empathize with my mission to improve the world for people with disabilities.

2. Donate Wisely and Expect Results

Customers want to see you give charitably, not just talk about it.

However, be sure you vet charities carefully to ensure your dollars do as much good as possible.”

I searched long and hard to ensure 100 Percent Wine’s profits go to the most innovative, creative organizations working to provide jobs for people with disabilities.

We gave our first grant to UCP Heartland because it helps businesses find qualified staff from this community, and we’ll measure our impact by the number of jobs created through our donations.

3. Get Involved

While financial support is important to fixing any of our world’s ills, doing volunteer work for the cause shows customers you’re willing to work in the trenches.

100 Percent Wine seeks to partner with both nonprofit and for-profit organizations that create jobs for people living with disabilities. Sure, I could just write a check every month, but actually working to create sustainable jobs for people with disabilities is so much more valuable. Show your customers why you care by volunteering, working directly with nonprofits, and advocating.

4. Engage the Entire Organization

This can’t just be a CEO initiative; the whole company should care about your cause. Hold rallies to pump up employees, and look for empathy and dedication when hiring new team members.

I’ve made sure every member of my company cares about helping people with disabilities just as much as I do. I hired my talent scout Chuck Blossom to make sure we had the right people on board. Chuck was previously CEO of Boone Center Inc. in St. Charles, Missouri, which employs hundreds of people with cognitive and physical disabilities. He is the right guy for his role.

Additionally, more than one-third of our team consists of people living with disabilities. As we expand further, I’ll continue to vet people not just on their skills, but also on their dedication to helping individuals with disabilities.

5. Think Long-Term

A mission to improve lives can’t be a short campaign. When considering a socially responsible brand strategy, ensure your company’s leaders are on board for the long haul.

To effect change and build loyalty, your brand must be committed to a cause for years to come.”

Newman’s Own has given $450 million to thousands of charities since its inception in 1982. The brand has built a following around the fact that it donates 100 percent of profits to charity, and people everywhere associate the name with charitable giving.

In fact, Newman’s Own inspired my pledge to give 100 percent of my company’s profits to organizations helping the community of people with disabilities.

Leading Lifelong Decisions

Even before my son Matt was born, I knew business should do more than make a profit. But the experience of fatherhood has influenced me to spend my days working to benefit Matt and everybody living with disabilities.

The decision hasn’t just given me a strong business — it’s creating a better world for people living with disabilities.

So what can you and your business do to put people before profits and make the world a better place? What sort of organizing and leadership will it take from your organization to get things moving in a better direction? I would love to hear your thoughts!

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——————–
Scott Monette

Scott Monette is the founder of 100 Percent Wines, a premium winery.
He donates all profits to nonprofits helping people with disabilities
Email | LinkedIn | Web

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6 Leadership Lessons From Rudolph

by Eleanor Biddulph

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‘Tis the season! One annual tradition in my house is gathering to watch Rudolph, The Red-Nosed Reindeer. This year, I watched it through the lens of leadership.

Imagine Burl Ives, as the voice of Sam the Snowman, applying the lessons of Rudolph to the workplace…

6 Lessons in Leadership

Scenario 1

Rudolph first apppears as the new deer at the playground. The other reindeer notice Rudolph’s shiny nose as it glows, and begin to laugh at him and call him names. Meanwhile, at Elf School, Hermey the Elf is also being ridiculed because he wants to be a dentist. Hermey has lots of ideas about how to make sure the dolls have healthy teeth, which, of course, the other elves think is just silly.

Lesson #1:

As leaders, we need to be in tune with how new employees are being welcomed into the team. Hopefully, we’ve created an environment that welcomes new people bringing new experiences, new ideas, and new skills to help the organization be great. Diversity of all kinds must be embraced, not driven away. Ideas should be respectfully heard, not ridiculed.

Scenario 2

The head elf even tells Hermey, “You’ll never fit in! Now you come to elf practice, learn how to wiggle your ears, chuckle warmly, go hee-hee and ho-ho, and important stuff like that. A dentist! Good grief! ” Soon, both Rudolph and Hermey are singing the same song; “Why am I such a misfit? I am not just a nitwit. You can’t fire me, I quit. Seems I don’t fit in.”

Lesson#2:

As leaders, it is important that we have the right people in the right positions, matching an individual’s skills and desires with job function and team purpose. We also need to recognize when a team member shows an aptitude for another role. A good leader will help that person reach their career goal, rather than forcing them to be in a role they are clearly not a fit for.

Scenario 3

Rudolph, feeling rejected, runs away and meets up with Hermey, on the road after quitting elf school. The two of them then meet Yukon Cornelius, the prospector who also doesn’t fit in with the general population. All three set out to try a find a place where they can fit in.

Rudolph, Hermey and Cornelius come upon the Island of Misfit Toys. There’s Charlie-in-the-box, Spotted Elephant, and more. Charlie is the sentry who welcomes them to the island. It is clear, as he bounces about, that he can be a great toy. The only thing “wrong” with him is his unexpected name. Spotted Elephant is cute and cuddly. He would make some little girl or boy a wonderful gift, except that his outside isn’t the color people would expect.

Lesson #3:

As leaders, we need an awareness of any pre-judgments we are attaching to people. Someone might not look or act the way we expect them to, but that doesn’t mean they can’t be successful. A team member might not have the background we expected, but they might still be well-skilled for the job at hand. Are we minimizing people because of our ideas, rather than welcoming them for theirs? Are we treating them as mis-fits, just because they are a little different?

Scenario 4

After a time, Rudolph, Hermey, and Cornelius set out to tell Santa about the Island of Misfit Toys. They promise the toys that they will help Santa see that even though the toys aren’t what people might expect, they can still be loved and enjoyed by a needy child.

Lesson #4:

As leaders, are we in tune when our team members “manage up?” Sometimes, we don’t realize how our own behavior or ideas impact others. We can be even better leaders if we are open to the wisdom and observations of others. The success of the leader and the team is interdependent and we need to welcome feedback that is shared with us.

Scenario 5

As we all know, the story ends well. One foggy Christmas Eve, Santa realizes that Rudolph’s nose, so bright, is just the thing to guide the sleigh that important night. Once the leader embraces Rudolph, so does the rest of the reindeer team. The sleigh stops at the island to pick up the misfit toys, and drops them into the homes of needy children who will love them dearly.

Lesson #5:

As leaders, we set the example. If we view a new project with enthusiasm, so will the team. If we see a challenge as an opportunity, the team will follow our lead. If we seek out ways to use the strengths of our individual followers, they will be embraced by the rest of the team for their uniqueness, rather than ridiculed for it.

Scenario 6

And, then, there’s the Abominable Snowman. Throughout the story, he is feared. He’s big, loud, grouchy, and mean. However, it turns out that he has a major toothache! After Hermey uses his dental knowledge and pulls the Snowman’s bad tooth, the monster becomes a big old softy. His height is perfect for adding the star to the top of the Christmas tree.

Lesson #6:

As leaders, we all have experienced that really difficult employee. Sometimes, there just doesn’t seem to be anyway to break though a tough exterior. They might be rude, disruptive, attention-seeking, poor performers. Or, they might be someone with a lot of potential who is in some kind of pain – physical or emotional. If we take the time to have an honest conversation with them, coming from a place of caring about their success, we just might find that what is “wrong” can be made “right.” This may not always be the case, but just imagine if your abominable snowman ended up hanging the star on your tree.

Can you see leadership lessons in any other holiday tales? I hope you’ll add a comment and share them. Have a wonderful holiday and successful new year of leadership and growth!

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———————–
Eleanor Biddulph
Eleanor Biddulph is the EVP of Client Services at Progressive Medical, Inc.
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You, The Truth and Nothing But Your Leadership!

Building Platforms for Converting Potential into Performance

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Platform Building

Is there anything new under the leadership sun?

Leadership Platforms

With the wealth of information available to us about leadership—the sheer numbers of which have been well-covered in other L2L blog posts and myriad other sources—it would seem easy to answer this question in the affirmative.

In fact, this post is yet another example and becomes inexorably part of the statistic.

Recognizing that, in writing this, it is impossible to avoid falling into that trap, I still want to caution all of us not to jump too easily toward an answer we believe is nothing more than a blinding flash of the obvious. We also shouldn’t assume away the question as rhetorical or disregard the question as some sort of trick.

Grappling with the Answer

Leadership certainly appears to be among the most overused terms of the 21st Century, so much so that it begins to suffer the death of a thousand qualifications—rendering the term almost meaningless. As I’ve written elsewhere:

This isn’t all that surprising. With the rarity of real leaders, the preponderance of imaginary leaders-in-position and the sheer amount of new information mentioned earlier, most now tune out at a mere mention of the word Leadership.”

We can get so overwhelmed in trying to understand what leadership “is” or “looks like” that we either get lost in the shuffle or simply start shuffling along with the lost. The natural but dangerous side effect of this is that we never begin defining, describing or developing it on a personal level. Continuing a thought from the previous quote:

[We’ve] already heard it all and have “had it up to here” with all the talk about leadership, so little effort is ever applied to defining it personally and little consensus is ever reached on how it should be defined organizationally.”

Yet, as you search farther backward to examine the etymology of leadership or further inward to get at the essence of leadership, it really comes down to a personal recognition of two things:

  1. The limitless capacity of “born-in” potential as human becomings
  2. The limiting tendency of “made-in” performance as human beings

We are all born with unlimited potential for learning, changing, growing and leading, but there are myriad tendencies that inhibit our capacity for improving performance. These include our orientations toward awareness, acceptance, action and achievement. But the most interesting thing about the debate around whether leaders are born or made is that they both relate to a person, not to an impersonal idea or abstract concept.

In fact, when questions of leadership are raised, they are either raised by a person or about a person. And the questions are considered legitimate only because people have intrinsic value. And herein lays the secret…the hidden TRUTH to anything new in leadership.

Building Your Platform

If you really want to create something new when it comes to leadership, try building (or refurbishing) your own leadership platform.

In fact, I’ve become convinced that the only way something new in leadership can truly emerge is when individuals—unique in time past, present and future—start answering the questions they are asking. If we really want to understand what Leadership looks like, we need to look in the mirror.

We need to honestly describe or define who we are as a leader, and be open to accept feedback from what others observe and feel when they evaluate our leadership. This is not easy, however, because as Ravi Zacharias puts it, in any interplay between a person and information, the first test is not the veracity of the information, but the truthfulness of the person.

Avoiding the Pitfalls

It’s easy to think that the “person” mentioned in the last statement is the one providing the feedback. While it may be true that some will not provide honest feedback due to their own hang-up’s, I’ve found that most will give you straight talk, but only if they believe you:

  1. Are genuinely interested in them and what they have to say,
  2. Have demonstrated that you are serious about getting better at who you are and what you do as a leader, and
  3. Will never hide, hurl, blame or retaliate—otherwise known as defensive misattribution of failure—when the uncomfortable information is presented, will give you straight talk

Indeed! There are a lot of conditions to whether or not you’ll get at the “new information” about your leadership that is yet to be written or revealed. But there is an even bigger danger lurking in the shadows, poised to jump out and stop-you-up-short when it comes to truly learning, changing or growing as a leader: defensive misattribution of success.

The defensive misattribution of success occurs when personal leadership success (e.g., how I got this job in the first place or why I’m the boss and you’re not) is attributed inappropriately to the very behaviors that are causing incredible damage through the persecution of people, process and profit, ultimately deteriorating long-term organizational performance.

Understanding the Implications

Robert Cooke and Janet Szumal, Human Synergistics International, include a great organization-level expansion and exposition for this unfortunate reality in their Chapter 9 contribution to the Handbook of Organizational Culture and Climate (Ashkanasy, Vilderom, Peterson; 2000).

They contend that the defensive misattribution of success occurs when organizational success is attributed to a Defensive culture when instead it is substantial resources and/or minimal demands that account for the success currently enjoyed by the organization.

Organizations with strong franchises, munificent environments, extensive patents and copyrights, and/or massive financial resources are likely to perform adequately, at least in the short term and possibly even over the long term, if environmental pressures for innovation, adaptation, or flexibility remain minimal.”

In such cases, they say that managers can “get away with” creating an Aggressive/Defensive and/or Passive/Defensive organizational culture. Worse yet, it is almost guaranteed—thanks to attribution theory and self-serving biases—that these managers will credit the Defensive culture that they created (or inadvertently allowed to emerge) as being the source of their organization’s effectiveness.

Sadly, this holds back anything new when it comes to the real creative potential of leadership and keeps the organization locked in yesterday. Cooke and Szumal conclude this section of the book as follows:

Although the impact of culture may be overshadowed by the impacts of resources and demands, Constructive norms would nevertheless enhance the performance of these organizations, increase their adaptability, and protect them from being blind-sided by forceful and unanticipated environmental changes.”

Breaking Free to Newness

The good news for all of us is that there is a way out. There is a means by which we can find newness in leadership. It is a simple but difficult journey for all who endeavor, but it will produce the kind of performance that all of us are after. All that is required is you, the truth and nothing but your leadership. Are you ready?

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Richard Dillard

Richard S. Dillard is Founder/ Managing Partner at Dillard Partners, LLC
Pursuing Success at the Speed of Leadership!
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Charismatic Leadership: Give Unselfishly

Ways to Make the Season Brighter

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Christmas Tree

Merry Christmas 2015

The Holiday Season engenders feelings of empathy, kindness and tenderness, especially for those a little down on their luck.

On Giving and Generosity

Giving and generosity are defined as the transfer of something without the expectation of receiving something in return.

When expecting nothing in return, the benefits of giving are exponentially higher than if giving and expecting payback.

Generous giving ensues, making the season even brighter, certainly for the receiver of the kindness but more strangely and predictably, for the giver as well. What might be perceived as a loss or a deficit by the giver is quickly overshadowed by feelings of well-being.

Benefits of Giving

When considering the benefits of giving, the giver often benefits economically via tax breaks. If the giving is public, the gift builds the status of the giver by signaling to the community wealth, thus giving the giver status.

The famous industrialist John D. Rockefeller, said, “God gave me my money.”

In a book entitled, The Rockefeller Billions, by Jules Abels, Rockefeller’s philosophy is explained: He believed that if he stopped giving his money away in the right way, God would take his money away from him.

The Oprah Challenge

In 2006, Oprah Winfrey, a billionaire and one of the greatest black philanthropists in American history, gave 300 people in her audience $1000.00 and one week to spend the money on a good cause.

  • Many paid for groceries
  • One woman bought mittens and hats for kids
  • Another helped a paralyzed girl
  • Yet another woman purchased movie tickets for the homeless to see the Pursuit of Happiness with Will Smith – the message being that their present situation can be temporary.

Oprah’s challenge gave participants true joy, not just happiness.

On Giving, Joy, and Endorphins

Giving provides an unexplained euphoria that instantaneously spreads through your body. This euphoria, this sense of joy is different from the happiness of receiving a gift, even if the gift is a diamond necklace.

This feeling is an elation and elevation of the soul.

You forget your own problems for a small moment in time and focus on the peace and love found in helping another human being.

To achieve the good feelings, you do not have to spend money. Offering your time to a colleague to help finish a project, lending something as simple as your stapler, or merely spending time with someone who seems alone can make you feel satisfied.

Angels That Give

I was inspired by an anonymous woman who kicked off a giving-spree throughout the United States.

She wanted to honor her husband who recently passed away so she visited a local K-mart store and paid off the lay-away accounts for numerous people. As the AP story states:

Christmas Shopping CartOMAHA, Neb. (AP) — The young father stood in line at the Kmart layaway counter, wearing dirty clothes and worn-out boots. With him were three small children.

He asked to pay something on his bill because he knew he wouldn’t be able to afford it all before Christmas. Then a mysterious woman stepped up to the counter.

“She told him, ‘No, I’m paying for it,'” recalled Edna Deppe, assistant manager at the store in Indianapolis. “He just stood there and looked at her and then looked at me and asked if it was a joke. I told him it wasn’t, and that she was going to pay for him. And he just busted out in tears.”

On Wings and a Prayer

I have also been impressed by a nonprofit, Luke’s Wings.

Luke’s Wings is an organization dedicated to the support of military service members who have been wounded in battle. Luke’s Wings provides families with the airline tickets to visit their loved one in the hospital and to be with their service member during recovery and rehabilitation.

This year they have been making Christmas much brighter for many honorable service men and women. To learn more, visit www.lukeswings.org.

No matter when you choose to give, there are infinite opportunities in your world every day.

Giving and the Organization

So, we know how giving benefits you personally and benefits the people you help, but how does giving relate to charismatic leadership?

In an article entitled, Why Giving Matters, Arthur C. Brooks who is president of the American Enterprise Institute for Public Policy Research, makes the case that if you want to be seen as a leader and if you want to be happier, then give more.

Brooks’ research shows that:

“If people see you as a giver, as someone who cooperates and serves others, they see you as a leader and they will want to follow you.”

Giving also makes individuals more productive. Because giving puts you in a positive mood, you are able to concentrate on your work, make decisions, get ideas to solve problems – you are more productive. This diagram illustrates the process.

3 T’s of Stewardship: Time, Treasure, and Talents

People who give, share of their resources, volunteer their time, show empathy, and help others in the countless opportunities presented each day are happier people.

The process of giving permits them to operate in a positive feedback loop – they give, they are happier, they give more, they are happier, etc.

Don’t take my word that giving makes a difference in your leadership stature. Make a New Year’s resolution to give this process a try. Model for your employees a giving spirit and extend your hand to help when appropriate.

Your employees are always watching you.

They will imitate your good works and our organization will flourish.

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Karla (Kofoed) Brandau
Karla Brandau, CEO of Workplace Power Institute, is a leadership and productivity firm
She crafts keynotes, workshops, and onsite training programs customized for your needs
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Who is Coaching Your Team?

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Who is Coaching Your Team?

This is a question that every leader of a midsize company should be asking. How are you optimizing performance and ensuring focus? This is even more crucial for your customer facing teams, such as sales, customer service and marketing.

To use a sports analogy, you are the owner and or general manager, but who is on the field and in the clubhouse leading the team?

Getting Out of the Weeds

A common reality for most midsize companies is that leaders are by necessity also functional managers. Like any member of the team, they get swept away frequently and find themselves in the weeds.

The challenge becomes keeping the foot on the accelerator while being pulled in numerous directions. Gaps begin to grow and performance suffers.

Teams need coaches and here are 7 reasons why:

  1. Prioritization: We live in an information age. We are constantly being bombarded by data. For peak performance, we need to filter that information and prioritize. It is critical to segregate the needle moving activities from that which is just busy work. When your head is down and you are just pushing forward it is hard to make that delineation. Another pair of eyes is invaluable.
  2. Focus: Many people are like squirrels in search of their next nut. Zigging and zagging not really getting anywhere. Having someone to keep them on the right path is vital. It is just so tempting to go chase something, the hard work is to remain steady and resolute. Having someone along side them to keep them focused is essential.
  3. Motivation: Work is hard, tiring and at times frustrating. A coach breaks things down into milestones allowing progress to be seen and felt. They push and support and help to maintain the needed drive. They bar the door so complacency cannot enter.
  4. Accountability: Personal accountability is key. Everyone struggles at times to do what they intend to do or say they will. It is helpful to have a mechanism in place to ensure that people are held to their commitments and are responsible for their deliverables.
  5. Improvement: Habit energy is incredibly strong. Unchecked, bad habits form and solidify making them much harder to break. Having someone who can be a mirror, reflecting back those habits in their early stages and helping the individual determine steps that can be taken to break them down is key to driving optimum performance.
  6. Validation: At the end of the day, we all want the same thing. To be heard, cared for, valued and respected. Busy leaders who are also functional managers can fail to find the time to put forth the effort to validate their team members. That lack of affirmation or inspiration can be demoralizing and deflating.
  1. Retention: Good players want to play for a well coached team. When individuals know they have the support and are appropriately pushed and challenged, they feel more fulfilled. Further, well coached people perform better and performance is typically rewarded, which also lends to higher retention rates.

Creating High Performance Teams

These 7 reasons are interrelated. They are all indicative of a high performing team. I have laid out the case as to the value of making sure that at the very least your client facing teams are being coached. What I have not answered is how.

Here are 3 suggestions:

  1. Delegate some of your functional duties to create time and space so you can actively coach your key client facing teams.
  2. Identify someone else in your organization that could fill the role of the coach.
  3. Hire a coach. If you can absorb a fulltime coach into your current organization that would be optimal. However, for many that is not possible. So lean on the services of an external coach who can work virtually with the team members and report back to you. If you find someone with a good process and who fits well with the organization, the ROI can be huge.

Please share your thoughts and questions in the comment section below. I will do my best to respond to each one. I would also be happy to discuss in more detail this concept, please feel free to reach out to schedule a time to talk.

Thanks for reading.

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Learn, Grow & Develop Other Leaders™
———————–
Elliot Begoun

Elliot Begoun is the Principal Consultant of The Intertwine Group, LLC.
He works with companies to Deliver Tools that Enable Growth
Email | LinkedIn | Twitter | Facebook | Google+ | GROW | Website

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