Constant change requires leaders to excel in the basics

10 skills at the heart of every leader’s arsenal.

“Topic 1 – Understanding your place in the team.”

transcript written by Wayne Brown

Welcome back… Hopefully, youve watched the intro video, read the blog, or listened to the podcast for this new series and have a general understanding of the 10 topics we are now starting to work through. 

The overall program is called Constant Change requires Leaders to Excel in the Basics and in this video, we cover the first of those basics, Understanding your place in the team.” 

As with all of our modules, we provide you three ways to access this content. In addition to the podcast, which you’re able to download, the full transcript (complete with pictures and additional links) can be found through our Coaches blog section of our website “amentorscouch.com.” or you can watch the original video on our YouTube channel “Mentors Rant.” Three ways to better lock in the knowledge.

So lets get started with topic 1.    

In our role as a leader, we are surrounded by key stakeholder groups. 

At home with family members and the broader community or social networks – i.e., friends, church, clubs, etc. as well as with our working environment – be it from our team or peers, our customers, our boss or even more senior management, the company itself and even our suppliers. 

People or organizations that with varying expectations and needs from us and our limited capacity are limited by time, resources, competence and so on. 

Perhaps these limitations are known by some stakeholders, but this typically only heightens their concerns about our ability or willingness to satisfy those expectations.

It helps, therefore, that you as the leader are able to realize your shortcomings in order to communicate with and manage these stakeholders successfully.

A useful starting point in managing stakeholders is incorporating a method referred to as the “Circle of Influence.” This tool enables us to sort and cluster our stakeholders, thereby making sense of the chaos. 

We can develop strategies and actions necessary to manage or support these groups or individuals. 

It’s a particularly useful approach for less experienced leaders who feel overwhelmed by the events and the volume of demand. 

Once clustered, we review each group to determine if they are supporters or perhaps detractors. This is powerful knowledge that we can utilize to determine the best strategy for working together successfully in the future. 

Our aim should be to expand this Circle of Influence & encompass as many of those in the Circle of Concern as possible– particularly those “critical of us.”

We’ll include several links with the transcript notes for people interested in researching this stakeholder concept and tools. 

Let’s now look closer at each of the stakeholder groups and touch on those important considerations. 

There is no right or wrong order for presenting each stakeholder here. It’s definitely not my purpose to trigger heated debate about which of the groups or individuals are the more important – family versus work, customers versus team, management versus suppliers, and so forth – hopefully, if you have performed the Circle of Influence exercise, you will have assessed how this works for you. 

And without wanting to alienate anyone, I’m starting with two of my key groups, “Teams and Customers,” as they impact all leaders and mostly from within our inner circle. 

Plus, they generally have very real and immediate expectations or needs. 

Each group can be treated as equal in this regard to avoid the chicken and egg question – there’s currently good social media discussion fueling this debate without my added involvement.

The “team” is critical in that collectively, they determine your business`es success.

Therefore they need your full commitment through professional leadership and supporting, encouraging, coaching and developing them.

The 1+1 equals more than 2 principle, which definitely applies here.

Create the right environment and enable each team member to perform consistently at their peak, and the business becomes unstoppable.

Therefore, no real surprise is that in the following videos in this series, we place heavy emphasis on specifics for developing this key stakeholder group.

Similarly, with the other group, understand your customer’s needs and drive your business processes, systems, and team actions towards true focused customer centricity and success become sustainable & profitable.

There’s a wealth of evidence from successful companies to reinforce this message AND any number of ways to move in this direction, but it starts within and the commitment to realize it. 

Check out the link on our site to the “Net Promoter Score” – this is a very in-depth analysis of how you and your business can determine if your customers are promoters or detractors. It’s well worth the investment of your time to review

Moving now to the topic of work-life balance, or perhaps more specifically, work-family balance. 

Today, most leaders understand this concept and requirement, but we are not always so good at implementing it.

We know it’s critical to ensure that the family needs are addressed. All the stakeholder groups this one sticks with us through the toughest of times, encouraging, supporting, and keeping the home front together while we are often away, traveling, entertaining, or working long days.

Some cultures, countries, and companies seem to have found the right mix while others not. At the end of the day, you need to determine the right balance – and this does not only apply to you but also to your team.

Please give your team members an equal opportunity to strike this harmony.

Check out the link to the Jeff Bezos interview speaking about “Work-Life Harmony”. He provides an interesting take on this topic..

On the other side of the spectrum, perhaps (depending on their philosophy) is your immediate boss.

As one of the key stakeholders for you and your team, this person (or persons as is the case in many matrix organizations today), plays a major part in the success of your career through their role modeling, support, coaching, and guidance.

Most likely, they were influential in you being in the role you are in today, so it makes a lot of sense that you establish the ground rules early with this stakeholder  –

  • What are they expecting
  • How would they prefer to receive communication
  • At what frequency?
  • Are there any do’s and don’ts?

One of the worst outcomes we see is from the leader who chooses to ignore this step. 

They believe that their boss will see their level of commitment, effort, and determination through their actions (which might be true). Still, in the end, they fail because they didn’t establish that clarity, connection, and trust through rigorous dialogue first. 

So, the opportunity for you now is to go knock on your boss’s door and set up a one-on-one chat – it’s never too late.

Onto our 3rd grouping of stakeholders – Peers and Suppliers, an interesting duo. 

We clustered them on the same portion of this video intentionally because there are many common dynamics which play out here through you as the leader and your interaction with them. 

And with this duo, we want you to do a little experiment. 

For this experiment, we could just as easily have chosen the final coupling of our stakeholder groups – that is, the Company and Social Networks, given your interaction frequency is normally not as regular as it is with the first 2 groupings covered. 

Less familiarity means the results will be less predictable and, therefore, easier to determine.

Many studies maintain that verbal, non-verbal, and emotional actions become “contagious.”

We’ve attached a link to a very interesting video on this subject from a Harvard researcher, ….  so please take the time to watch it. 

In short, the studies suggest that your body language, the questions you ask, and the emotions you express during that communication have a tremendous impact on how others react and interact with you. 

For me, this strikes an accord, as my own experience is that we react to someone based on how we perceive them. 

Therefore, we would like you to try the following yourself and monitor your peers’ and your suppliers’ reactions.

The first test is through body language using your hands and face to support your expression

  • . When greeting someone, ensure that your hands are visible and open at all times and use hand gestures while speaking. 
  • Also, make sure you are smiling authentically (watch the video to understand that in greater detail). 

Now try the reverse with a different colleague – hide the hands and don’t smile. 

Which of the two methods created the warmest and most charming atmosphere? How was the conversation and body language of your colleague?

For the second experiment, repeat the non-verbal gestures

  • visible, open hands, and warm, friendly smile.

but this time, choose your conversation questions more carefully and do this twice, 

  • the 1st time using topics related to enjoyable events or situations – “do you planned any vacations?” 
  • the 2nd time using mundane questions tends to be more work-related – such as “been busy lately?” 

Gauge the difference in response. We’re pretty sure the results will be quite clear. Reinforces our series opening comments about the importance of being an effective communicator, doesn’t it?  

And now to our final 2 stakeholder groups – those that are not directly related to me as a leader but often have a significant impact – and sometimes when we least expect it. 

They typically sit across our Circles of Influence and Concern. 

Let’s start with the Company. This relates to those people – perhaps in our regions or HQ’s, most often they are located in a different city and maybe even another country.

Identifying and understanding how and why your role may impact them or appear on their radar enables you to maintain an awareness and be conscious of any issues which might trigger that unexpected or unforeseen reaction.

It’s also great in helping you identify how you can contribute to the company’s success by considering and seeing the bigger and broader picture.

If you struggle to identify those persons or determine which actions might have an impact, we suggest that you seek guidance from your immediate boss.

Most likely, they will be happy to help you work through this as there’s a good chance that the impact will also have some consequence for them.

As stated at the very beginning, we didn’t group the stakeholders in order of priority.

Therefore, this final stakeholder – our social network, should be seen as no less important than any others.

In fact, many times in my career, the broader community has had a tremendous influence on supporting and assisting my career.

Here’s something you could do your own research on – Have you ever heard of the term “6 degrees of separation?”

Since it was first introduced, many attempts to test and prove its viability without ever being proven emphatically.

More recently, however, through the explosion of online social media, a new dynamic has evolved.

This dynamic supported by machine learning technology is starting to illustrate that the size of your network is greatly enhanced by the inclusion of a few random acquaintances. 

And that their impact on you is often much higher than the impact through your friends.

We’ve included a couple of links in case you want to research a little deeper yourself. 

However, it does makes you stop and think, doesn’t it? 

Should I have accepted the “friend request” from that stranger the other day? What opportunity did I just miss out on as a result?  

And before closing, let’s take a moment to reflect one last time at our stakeholder groups – can you identify the one stakeholder we haven’t covered thus far – if any of you guessed “our future robotic partners,” then you are very in tune with our thinking. 

It is a reality that today and to a much larger extent very soon, we will have to work more closely with robotics utilizing the latest AI development and driving our IoT world. 

How and in exactly what capacity is becoming gradually clearer. It is certain already that this will be a factor in our lifetimes and perhaps even within the coming few years. 

Taking time to think through the connections we are making today with machines such as Siri, Alexa, household appliances and security systems, autonomous cars, and any multitude of technologies soon, and you should start to understand the point I’m making  – we are in our infancy in this field. Still, the coming explosion of interconnectedness through IoT and convergence of all technologies means our interaction and reliance on robots is almost guaranteed.

So, this provides a very brief insight into our 9 stakeholder groups. 

Each group is individually important, and collectively, they are crucial to your performance and career progression.

Please find some time to review the additional links on our site amentorscouch.com and read through the transcript blog again for greater learnings. 

As we progress into the next 5-6 topics, we turn most of our attention towards the “TEAM” stakeholder group.

The reason why is simple. If you can lock in these core learnings on these basic skills with your team and empower them by applying the knowledge and methods we’ll cover, then your foundation for success is laid and solid.

This concludes the first of our topics called “Understanding your place in the team.” In this series, “Constant change requires leaders to excel in the basics,” we will present 10 topics.

The next topic covers “Motivating your future team.” We look forward to having you join us again. 

Remember, you can also watch this video series or topic by topic on our channel Mentors Rant. We aim to release our trio on each topic (i.e., a video, podcast, and blog) every two weeks.

Looking forward to chatting again shortly.

Excel in the basics: Running with Your Game Plan

Topic 10 from the “Constant change requires leaders to excel in the basics” series – Running with your game plan

transcript written by Wayne Brown

We’ve reached the end…

Welcome to this very special, final edition of our “Leadership Basics series”. It’s been a labor of love during these past months where we achieved (more or less) our goal of releasing a new episode every 2 weeks.

As an outcome, this program has now been running for the past 5-6 months with this the eleventh video, podcast and blog.

Please download your free Game Plan blueprint …

A mere drop in the ocean when compared with my own career spans more than 40 years, with more than half of it in a managerial or leadership capacity with multi-national, fortune 500 companies.

In parallel, I’ve started a number of businesses, the first, an electrical contracting business, registered way back in 1983 and then in 1999 I founded my first limited liability company.

And throughout this entire period I’m pleased to say that I’ve never stopped learning, developing my skills and honing my knowledge into tactics.

And a new beginning… (my own Game Plan)

Those that are following this channel or our podcast and blog, will possibly now that in the last 12 month I’ve intensified my studies, with the aim of modernizing my knowledge and skills sets in preparation for our latest venture, the registering of a new company and venture in July this year called “Skills 4 Executives”.

Our purpose is to directly address the needs for elite talent development with-in the elevator-escalator tribe but by ensuring we target specific requirements of the industry not purely generic leadership.

We plan to do this through the aid of our vast global network and an array of acclaimed experts.

Let’s have a quick look at our Skills 4 Executives (S4E) company structure;

Communications via “A Mentors Couch”…

Staring with the communications arm called amentorscouch.com which we launched approx. 9 months ago around the end of Dec 2018.

  • With-in this arm, we will continue to host our Coaches Blog, the podcast show called couchTALK and this video channel called Mentors Rant. And additionally, in the coming months we’ll be commencing a bi-monthly webinar show together with quarterly newsletters.
  • And the big news, we’re targeting by middle of 2020 to release our first eBook. More on that in the period ahead.

Aside from this communications arm, Skills 4 Executives has three core areas of focus.

Coaching via “Coaching 4 Companies” …

At the heart of everything is Coaching. In the future you will find that we launch various services through “coaching4companies.com”, where we work with corporate executives and executive teams primarily from with-in our elevator-escalator global tribe.

  • This is available via face to face or with virtually interactions and offer those being coached exposure to industry and non-industry legends as well as being supported by a huge range of quality techniques, tools and templates.

One executive group to receive special attention are those nominated by their company as “Elite Talents”. These talents are our tribe’s future leaders and require grooming to thrive in this dynamic, converging world.

As such, we are building a unique, industry specific, two Level “Elite Talents Program”. At the programs core is a fully automated, multi layered, computer-based Leadership simulation.

This will test participants ability to steer their way through real life day on day scenarios with the challenge of not only running the business but being successful in growing it in a sustainable and profitable manner.

Facilitation via “Facilitation 4 Companies” …

Supporting this will be a 2-year part time, 12 module blended program which shall be offered through 3 day bi-monthly face to face workshops via “facilitation4companies.com”.

  • Whilst these workshops offer participants the most comprehensive and fully experiential journey through hands on practice, discussions and networking opportunities, we realize that not everyone has the luxury of attending such a demanding program.

Online Self-study via “Education 4 Companies” …

Therefore, we are also preparing a modified version of the program via our online self-education platform called “education4companies.com”.

As mentioned already, scaling globally face to face will be possible through a large and diversified network of experts – all with corporate leadership backgrounds and many coming with a strong emphasis in education and development.

Overall I’m sure you can sense that I’m hugely excited about the venture as it’s one which brings with it the potential to re-shape our industry’s approach to Leadership development.

And now it’s your turn …

running with your game plan

So, there you have my GAME PLAN in a nutshell – Skills 4 Executives Limited. It continues to be a work-in-progress and pleasingly is evolving at pace.

My first goal is simple – “to move one step closer every single day to realizing the release of this industry specific Elite Talents development program”. And the great thing is that once this is goal is achieved, we will be able to fully focus on preparations for our first industry Mastermind in late 2020.

It’s now time to bring together all of the elements to help finalize your arsenal of basic skills, which we’ve covered in the past 10 episodes. And in the process, to create clarity for you so that it’s simple to understand and to apply.

If you can recall all the way back in the very first of those episodes, we outlined our reasoning for putting this series together.

We wanted to ensure that our tribal executives had the basics locked in place as a standard part of their daily practice so that they are able to free their minds and focus on the bigger picture; those changes coming around the corner in the not too distant future.

Our belief is that with-in the next 3-5 years, as a result of the unprecedented technology convergence, our industry along with most other industries will be turned on it’s head.

This will then require flexibility, agility and new skills. But that doesn’t mean total disbandment of our core principles and work ethics, nor do we stop engaging with and satisfying stakeholders, or building strong teams that can address even more complex challenges.

It simply means that these must be locked in as a solid part of your leadership package. And therefore, that you are ready and able to accommodate whatever the new world throws at you.

For the remainder of this episode we will give you a blueprint, to simplify those key learnings which need to be adopted and implemented. So here we go….

Running with Your Game Plan

Our stakeholders …

If you visit our site www.amentorscouch.com and the blog called “Running with your game plan” you will find near the top the Game Plan Blueprint, we’ve compiled for you.

Our suggestion is that you download and print it so that you can follow through and take notes as we help build your game plan together.

Do you recall our 9 stakeholder groups? And how we dissected these between internal and external, as well as those we placed in our inner and outer circle of influence and finally deciding whether they were deemed a supporter or detractor?

Step 1: You will find this as the first activity in the downloaded document. Having this stakeholder information sorted enables you to look at how you want to engage in the future with each major stakeholder – be they an “Influencer” or otherwise.

Please note here that even if you did this exercise some 5-6 months back, we would suggest now is a great time to review and update the results where necessary. It s a dynamic group and requires regular review and reflection.

Broadly speaking we would start with the Inner/Outer Circle as step 1. List all the stakeholders you can identify and then plot them into their respective quadrant – noting your relationship with them and their interest in your operations. 

From here you can ask yourself the question – “Are all Influencers sitting in your inner circle and do you have any real detractors?”

One critical stakeholder – “OUR TEAM” …

Step 2. Based on your assessment, utilise our template and plan out your engagement strategy for all those you consider critical to your success.

Running with Your Game Plan

One of the largest stakeholder groups will be your team and we discussed in video 2 how essential this group are for you and your company’s success.

Therefore, we start now to look at what concrete actions are possible to build and develop your team.

To help you communicate effectively, to show empathy and humility whilst establishing a connection of trust, which becomes empowering.

You’ll see the in the Topic 2 checklist that we outline the broad headings which represent those 7 sub-topics which we detailed during that episode, starting with;

  • the 5 leadership traits which you require and must consistently demonstrate.
  • the workplace environment, talking here about the physical surroundings, rather than anything relational
  • the healthy mind platters 7 areas of focus – working with and enabling your team to embody these in their life & work style.
  • Acknowledging that our workforce, which today spans 4 different generations – from baby boomers, through to Gen Z require interaction and communication with correctly
  • Then understanding the large range of motivational theories which might helpful for you in identifying and to maintain team engagement and empowerment.
  • working with rational & emotional strategies and identifying how to motivate by addressing inner needs through extrinsic and intrinsic means
  • And then finally to the SCARF model, looking at the 5 domains of social experience and ensuring we trigger the positive, reward response, not the negative, threat reaction.

Next, Delegation and Feedback…

Running with Your Game Plan

We now move to the beginning of a major subject which will spans multiple episodes – Delegation and Feedback. Starting with the basics behind the delegation process and establishing of the “WHY, WHAT and HOW”.

In our checklist you will find these questions under Topic 3 – Creative Delegation Techniques. Each is list as a broad headings and under that, the key items which you as the leader need to know and practice.

You may recall we kicked off with the 3 reasons behind the“WHY” question – and we said that;

  • we delegate to ensure we meet stakeholder expectations,
  • to help with team development and growth,
  • as well as to simply allow us enough time to lead.

We then introduced a couple of tools and a series of questions under the “WHAT” portion, which gave us a way of determining the tasks to delegate based on identified priorities and to which members of your team were most suitable in handling the challenge.

Then finally under the “HOW” we bought to the table a series of newer concepts. Ideas centered around what we have learnt from theoretical and practical research, which indicate people want some freedom to work on activities of their own choosing.

Additionally, they also want the see that they are making progress, hence we introduced to Activities of Choice and the weekly team meetings where individuals were able to showcase their project, discuss issues and report progress.  

Then, to establish the rules and objectives…

Running with Your Game Plan

Still under the heading of “How” and related to delegation, we introduced Topic 4 – SMART rules and reward goals.

Here traditional goal setting meets online gaming, where we took our old favorite the SMART goal setting tool and looked at how we could make the process more engaging during the task delegation.

First, we used the tool to set the expectations on both sides, ensuring clarity, together with a few do’s and don’ts to observe.

And we applied these requirements in our weekly progress reporting. But until that point there wasn’t really that much new, and we weren’t so confident that with these few steps would engage with all 4 generations.

So, we wanted to shake it up a little and see whether we could learn something from the online gaming world.

We discovered that game designers essentially work on three core elements when building their products

  • games must be goal driven,
  • challenge intense and
  • offer immediate feedback

All whilst providing a rich experience through-out their time online.

Gamers are motivated to achieve their goals by being rewarded or penalized along the way, based on their own skill and performance – the potential carrot and stick is there in the background, but it’s much more intrinsic, driven by a personal desire to do well and to receive instant gratification and feedback.

Hence, we reviewed our SMART process to ensure we captured the traditional 5 elements for clarity, but modernized our approach with our weekly meetings, ensuring transparent progress reviews, team collaboration and immediate gratification or feedback.

It was a win-win formula which bodes well with all in our workforce.

Running with Your Game Plan

The learnings didn’t stop there however, and although any leader that has applied the lessons from topics 1 – 4 will be far ahead of the pack, we wanted to ensure that these wins became the norm and were locked into our workplace practices.

You will notice how we enable you to work through & capture this practice via the checklist.

Therefore, during Topics 5 & 6, we turned our focus to different Feedback Strategies, commencing with an understanding of what happens in people’s heads when they are given feedback – be it from colleagues, their boss or even friends and family.

The amygdala hijacking triggers that threat or reward response as studied in Topic 2.

In an effort to help us manage the whole feedback topic more effectively, we provided a 4-step strategy as a guide for Leaders. This strategy commenced with;

  • the need to educate everyone involved on the value in seeking feedback and learning how to effectively receive feedback. And we explored multiple ways that we might do so.
  • Then we moved into the considerations and actions required during the preparation and planning of your feedback sessions

With both of these steps in place, it was time to dive into two types of feedback, which we again supported with some simple tools to make your life a little easier.

Our first feedback approach was the informal version. The type of thing you might expect walking down the corridor or when you see your boss whilst getting a coffee.

Remembering always, that offering guidance on improvement is critical; without it, the person will be uncertain as to how to avoid the same or similar issues in the future.

To assist we intro’d a tool called FAST which stands for Frequent, Actionable, Specific and Timely.

And finally, to the more formal feedback – the F2F sessions, where we ensure we have privacy and a number of other pre-requisites in place from the outset.

During this portion of the episode we reviewed briefly (3) three different feedback tools and suggested the two most common today are which are called BOOST and SBI.

Running with Your Game Plan

One area which has become quite controversial and somewhat dated was the annual performance review.

So, we decided to bring the entire process into the 21 century with the use of technology and a continuation of our earlier journey with regular weekly or bi-weekly reviews and feedback.

Adopting Achievement Reviews as a replacement to those dreaded Performance improvement discussions.

We looked at what current technology offered and how leading companies where starting to utilize these tools.

But we also wanted to ensure that there was some research supporting the switch and that this was not purely a gut feeling we had but that it was right direction.

And we found ample evidence that supported our direction.

Starting with our motivational theories and David McClelland’s Acquired Needs Theory and his Iceberg Model, then further through Intrinsic Motivators and with the SCARF theory.

All supported us on our quest.

And further, when we were able to couple these theories with many research papers from leading University professors and noticed that fortune 500 companies were beginning to shift in a similar direction, our confidence and belief that we were heading in the right direction skyrocketed.

To ensure we left no one behind in our transition however, we decided to offer an interim step in shifting from performance to achievement reviews – this was the humble 360 degree report which offers a buffer between the sole opinion of the immediate boss, by including feedback from colleagues, customers, suppliers, your team as well as your boss.

A nice deflection indeed and made even more attractive today due to the price decrease possible as a result of technology advances.

At the end of the day, this is a great extension along our journey – if you had applied the earlier strategies we spoke of, then the results of each employee’s successful projects will be known already to the other team members.

Therefore, these results can be made visible to the entire team, thus creating a form of competition, but also offering the opportunity for continued immediate gratitude and feedback from all.

Running with Your Game Plan

Now onto Topic 7, where it’s time to shift gear slightly, and start by assuming that “Utopia” in business seldom exists and that from time to time we are bound to find ourselves challenged with problems, be they related to people or to systems and processes.

We as managers and leaders need to be effective in working towards and identifying solutions. Enter this topic and the bundle of new skills it introduces for us.

We commenced by analysing our conflict management awareness and determining which of the 5 default styles we adopt when confronted with conflict.

You will see in the checklist the 5 styles and a link to the questionnaire which will help you make your own and or a team members assessment.

We also explored the typical reaction we can expect from our team when they are questioned about an issue or situation. Both are very useful for your preparations as well as deepening your leadership self-awareness.

But then, we move broader and deeper and ask “but what if the problem is larger and involving more than one person – what then”?

This is where we introduced you to various problem-solving techniques and tools.

Again, you will see these under Topic 7 of your Game Plan checklist.

And finally, we said that whilst few leaders today are well equipped with these skills and knowledge, we want you to have even more options in your tool kit and therefore introduced the concepts of incorporating Creative and Critical Thinking into the Problem-solving mix.

The outcome is a truly dynamic process which will help you nail 99% of the issues you encounter in your career.

Then the icing on the cake – looking at how to take some of those creative juices and apply with the problem solving equation by including group dynamics, diversity and visualization to map out the end to end process and identify gaps which enable you to strengthen the overall process design – a magic, modern day twist to the solution formula.

Running with Your Game Plan

By reaching Topic 8, we know that the skills shared so far will have placed you in great shape as a Leader among leaders, and someone that your team will follow, whilst other stakeholders are happy to collaborate with.

The final 2 topics are to further consolidate those abilities and prepare you for the advanced series which will follow soon after the conclusion of this basic series.

So, in this topic 8 we begin speaking about Change and why as a Leader you need to first understand yourself, that change is an essential component of everything in our lives – since birth through to now and beyond until you pass to the other side. And this reality is no different with-in your career and for your company.

As Steven Covey was famous for stating “The only Constant is Change”.

So in our Game Plan checklist, we help to visualize this reality and offer guidance on the typical psychological impact we all have as a consequence of any change.

Understanding this provides you the opportunity to see when a member of your team is stuck and needs support as they transition along the curve from denial and anger to acceptance and adoption.

But again this knowledge is not sufficient, we also wanted to provide you the tools, which you can utilise and make your own, when your career requires that you do so – if you haven’t already been involved in a change initiative, then it’s probably only a matter of time before this is thrust upon you. – remember “the only constant in life…”.

Armed with this knowledge and tools you have your starter kit in place and ready to test the waters.

One foundational skill set which you must possess for success with Change is the ability to communicate. We offered you an insight on how to structure your communications here, but unless you are already a natural story-teller, then this is one area where you are going to require further information and coaching.

Running with Your Game Plan

Finding the balance between values and performance…

In Topic 2 we began by providing 5 leadership traits which you must process – Trust, Listen, Accept, Share and Enable. Whilst these are 5 essentials, they are not the only hallmarks of a strong leader.

We mentioned your ability to communication just a moment ago, so I won’t list it again here, but in addition, a leader that functions with and consistently demonstrates humility, empathy, self-awareness and operates from a values base of ethics, integrity and compassion, will thrive with all generations of the workforce today.

And so, it was a logical inclusion as the final basic skill that we speak about the Values-based leader. This is someone that understands the benefits of having a diverse team and seeks opportunities for inclusion of that diversity in decision making.

But it’s also a leader that understands that a pure, values–based approach, may not foster the company culture it desires. That a pure, values-based leader may lack the drive to perform and grow.

In this regard the Leader needs to seek the perfect blend between values and performance as one with-out the other is seldom sustainable.

Finding that right balance tends to result in a company whose culture is based on fairness and compassion but also shares the desire to be successful and drives together towards profitable outcomes.

The final review topic in our checklist therefore incorporates those key considerations and sets the target for finding that harmonious blend.

Running with Your Game Plan

And so, to this last Topic 10 – Running with your Game Plan…

Until now we have summarized this Basics series with you, where we hope that you have made additional notes and highlighted lessons which you and your team might still benefit further from.

It’s now your turn to outline your blueprint for taking your team and your own performance from “Good to Great” and beyond – to borrow from Jim Collins and his best selling book.

What are the core changes which you will make next week, to drive improvements, be it with any of the 9 stakeholder groups, but most importantly with the team and yourself?

Our journey led us from Stakeholder engagement to Team Motivation and Delegation, Feedback, through Problem Solving and Change Management to leading with Values.

  • It’s a truly powerful set of core basic skills, which can only help to serve and better your career as a Leader.

As we have mentioned through-out this Basics series our plan is to now dive deeper into more advanced discussions – many of which are dear to my heart and which our brand-new company Skills 4 Executives, will be focused on providing for this industry.

I hope that you have enjoyed this series and if so, please subscribe below if you haven’t already. We really look forward to you joining us as we launch into the Leaders Advance series. 

Stay safe, perform strongly and grow daily. Bye for now.

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