Category

Leadership

Jul 09
22

Underwood Executive takes out 9 medals & named Australia’s Executive Recruiter of The Year 2020

By | Leadership, Performance, Recruitment, Results, Success

At Underwood Executive we are delighted to announce that we have been named Executive Recruiter of the Year 2020 by HRD Magazine for the third year in a row. We have won a total of nine medals in Australia’s Top Recruiter Awards in the following categories:

  • Executive Recruitment – Gold Medal
  • Professional Services– Gold Medal
  • Banking & Financial Services – Gold medal
  • Sales & Marketing – Gold medal
  • Overall Recruiter of the Year – Silver medal
  • Healthcare – Silver medal
  • Human Resources – Silver medal
  • Construction & Engineering – Bronze medal
  • IT, Technology & Digital – Bronze medal

We are very proud to be acknowledged in these national awards. Most importantly, these awards are recognised by our clients and represent the service they receive, the results we generate and the relationships we build. It’s a genuine recognition of these peer relationships we invest in and value in our consulting practice that mirror our own ethos around culture, leadership and high performance. Awards like these are so important to our team, as they give us an opportunity to reflect and celebrate our point of difference and appreciate the impact we are having on businesses, people and their careers.

Now in our ninth year of business, Underwood Executive is consistently dedicated to the executive search market and winning gold in this category is an absolute thrill and a very proud moment for us. In the past 12 months, we have been accredited with the AESC (Association of Executive Search Consultants), which is an exclusive global industry profession that sets the highest quality standards in executive search and leadership consulting worldwide.

As the only recruitment firm in Adelaide with this membership, it further reinforces our commitment to providing the highest quality standards in executive search and recruitment. The executive search market demands that we become a trusted advisor to our client’s business and we work hard to find them the highest performing talent in the market – talent that they couldn’t otherwise access. We acknowledge the responsibility we have in representing our client’s businesses and how we contribute to their overall success by finding them their most important assets – their people. We are absolutely committed to the fundamental principles of search and are consistently advising our clients on the benefits of this approach – these awards reinforce that our client’s value this approach and the return on investment.

Founder & Managing Director Nicole Underwood says “With dedication, discipline and consistency. The team at UE are united, with team goals, aligned values and a high care factor about what they deliver. We are very clear about who we will and won’t do business with – there has to be an alignment in terms of people, culture and leadership. We choose to work with organisations who are dedicated to getting this formula right. When you know what you stand for, it makes it much easier to say no. From day one, I have held an unwavering dedication to building this business with that mindset; with the discipline to consistently have a ‘high touch’ relationship service with C-suite level decision makers.”

Underwood Executive is an exclusive executive search and talent management consultancy based in Adelaide specialising in sourcing C-suite, leadership and hard to fill positions. Please contact us here.

 

Dec 02
28

Underwood Executive becomes only South Australian member of exclusive global executive search body AESC

By | Executive Search, Leadership

Underwood Executive has just been accepted into the Association of Executive Search and Leadership Consultants (AESC) – a global industry profession that sets the highest quality standards in executive search and leadership consulting worldwide. There are currently no other recruitment firms in Adelaide who have been accredited by the AESC.

To be included amongst these elite members is a significant achievement for Underwood Executive, who commenced operations in 2011. Only a small percentage of firms that apply to the AESC meet the rigorous requirements of AESC membership. Membership is selective and conducted by a global team to ensure due diligence standards are met. This included Underwood Executive sharing their unique methodology, various research and reporting techniques as well as undergoing an extensive evaluation of their processes, including client references and ethical standards.

As the only firm in South Australia qualified as an AESC member, it further reinforces Underwood Executive’s commitment to providing the highest quality standards in executive search right here in Adelaide.

Patrick Rooney, Managing Director at the AESC for APAC & Middle East said “when you choose a search firm who is a member of the AESC, you know you are getting a seal of quality. Underwood have joined an elite group of professionals who share best practice and knowledge in the industry, which helps guide the ethics and standards across the globe”

Nicole Underwood, Founder and Managing Director said “attracting global talent to Adelaide and selling the value to those wanting to return home is a real advantage when our search practice is based here. We know the selling points of the Adelaide lifestyle, the top employers and what executive opportunities exist here”. Underwood is certainly challenging the status quo and setting the standard in doing things differently.

She continued, “we are thrilled to be part of this global profession that shares best practice, knowledge and networks. It reinforces our commitment to providing the highest quality standards in executive search here in Adelaide, as the only South Australian firm with AESC membership. I am looking forward to the conference in New York in 2020 to meet with like-minded business owners and search consultants”

Underwood Executive has also recently won “Executive Recruiter of the Year” 2019 with Human Resources Director Magazine (HRD) this year, as well as being named as one of LinkedIn’s Most Socially Engaged Firms. Both accolades were in competition with Australia’s biggest recruitment firms and again, Underwood was the only South Australian winner.

The AESC has over 16,000 members ranging in size from large global firms to boutique firms, spanning over 70 countries. Members place more than 100,000 executives each year in board and C-level positions for the world’s leading organisations of all types and sizes.

Underwood Executive is an exclusive executive search and talent management consultancy based in Adelaide specialising in sourcing C-suite, leadership and hard to fill positions.

Press Release | Underwood Executive Becomes AESC Member | Dec 2019

20191205 AESC Welcomes Underwood Executive into Membership

Nov 03
10

How to have leadership impact in under a minute

By | Leadership, Retention

 

I am in the process of coaching an emerging leader in a large service based organisation and this week he had a break through.  Leading a team of people, he has been met with the typical frustrations and challenges of motivating staff, keeping them engaged and reducing their stress levels with workloads at their peak.

One staff member in particular has been noticeably stressed and difficult to manage in terms of keeping her engaged and focused on the big picture – stuck in the detail and showing signs of stress through facial expressions, shortness in communication and working longer hours. Through our coaching we have been discussing the different ways he can tackle this and the one technique that has delivered the biggest result was the easiest to execute. Instead of focusing on everything that was wrong, could be improved or fixed, he put on his “positive glasses” and focused on those things that she was doing well and he wanted her to continue doing.

Giving people praise is the easiest way to let people know they are appreciated.

In my experience, leaders can be very good at saying thank you for a job well done. However, this is not enough to ensure that people stay engaged and continue to produce the same high-level results. For feedback to be effective and to ensure the same effective behaviour continues, it requires a little more than a simple thank you and well done.

In this case, the leader decided to ensure it was on his daily to do list to be giving specific praise and recognition. For example, he observed an overflowing inbox that was cleared and congratulated his team member for being organised and getting on top of this backlog. He explained how it made a difference to the management team to get their deadlines met and they didn’t have to chase the status of the projects. He then asked how she achieved this and reinforced her system in place and thanked her again for a great result.

His technique was this:

  1. Observe a job well done (something effective)
  2. Praise the team member specifically (what did they do)
  3. Explain the impact to the business (how it helps the business)
  4. Reinforce / thank you (keep doing it)

This technique could be executive in less than 1 minute and the impact to the team member, to him and the overall business has been significant. In 3 weeks, he has gone from feeling frustrated to feeling inspiring. The team member has gone from feeling stressed to feeling empowered. The power of this technique is in the specific delivery of what the team member has done and how it impacts and helps the greater business goals and others in the team. If people understand what they do and why they do it, it will help them think for themselves and continue doing these things because they understand the ‘why’.

Want to be a more inspiring leader? Look for a job well done and take 1 minute a day to tell your team how what they do makes a difference. It’s easy, effective and will have everyone more engaged, empowered and energised.

 

Aug 27
11

How to reduce staff turnover and to ensure top talent stays

By | Leadership, Recruitment, Retention

12 years ago, I was asked by my business coach to write down a list of all my frustrations in business and in life. I wrote a solid two pages of whinges. It was the permission I needed to have my own little pity parade with on orchestra of violins. It was effective. It gave me several views – an opportunity to offload, an opportunity to get clear, an opportunity to look at patterns and the light bulb moment I needed …….. it was all within my control to change.

There were no concerns about market conditions, the economy, my competitors or external impacts – everything on that list was about people, culture or leadership. There was staff turnover, there were problems attracting talent and issues with keeping people engaged, motivated and performing. The impact on me as the leader was overwhelming. I felt helpless, burnt out, tired, emotional and frustrated.

Here’s what I did to turn it around:

  1. Ask for feedback

When things are not going the way you want, be brave and ask for feedback. Give your team permission to tell you what they love and loathe, without fear of retribution. If that is too scary or you don’t feel you will get the honesty you need, engage a Consultant or do a 360 degree survey. I discovered that our culture was one of high expectations and high pressure, where the client was king and the team didn’t feel they could achieve a healthy work life blend. This was the number one factor why they were leaving – it was impacting their relationships, health and personal time.

  1. Analyse real reasons for leaving

We all know that when people resign that don’t always tell you the real reason they are leaving. They start with the polite reason such as career development or it’s time for a change. I did an analysis on the past 3 years of all the reasons why people had left – not the reason they necessarily told me – but what I knew deep down was the real reason. That was a game changer. All reasons, apart from a handful of genuine interstate transfers and family reasons, there was a consistent theme related to leadership and culture.

  1. Leaders look in the mirror

Retaining talent and reducing staff turnover is not necessarily about more money or perks such as days off or free yoga classes. Although nice and staff will appreciate it, it isn’t what gets them out of bed in the morning, excited to go to work and to stay long-term. It’s about you, your leadership style and your ability to engage, inspire and create an environment that is motivating where they can contribute and feel valued. I found out that I was inspiring about 30% of the time and the other 70% I was pushing my high expectations, which resulted in feelings of pressure and an inability to please me. This doesn’t make anyone feel good and inspired does it? Looking in the mirror and seeing the impact this leadership style was having on my team was the wake up call I needed to reduce staff turnover and increase retention rates.

  1. Culture review

Leadership is culture. Culture is leadership. A leader sets the tone and culture is caught, not taught. Write a list of the type of people you want to attract into your business – what qualities and competencies do they have, what do they want out of an employment relationship and what will make them stay? This is your clue about what you may need to change, adapt, develop or build into your culture. It was for me. I created an environment where flexibility was introduced, people were empowered to make their own decisions and own the consequences, there were ongoing learning opportunities and success was celebrated and recognised.

  1. Action delivers results

There is no point doing all this pre-work, if you aren’t prepared to take action. Losing your people headaches, reducing frustration and ultimately getting your life back involves taking different action – implementing and trying new things. Don’t look at it like you are losing control (yes you control freaks out there), I know it will feel foreign and little uncomfortable – that’s good. You need to feel this to get a different result. For me this was the hardest step. We stopped having meetings at 8am, people left early to go to gym or to pick up kids, we hired part-timers, we set different expectations and had to let go of what others would think (we weren’t slackers or losing our drive or ambition!). It took time, but the change was just what we all needed. The results spoke for themselves – retention rates skyrocketed to an average length of service of 6 years, we didn’t advertise our vacancies – people knocked on our door to work for us and as for the impact on our financial results, they doubled.

At the core of what make successful companies great are people, culture and leadership. Become a better leader, develop a great culture and only then can you attract top talent that will stay. Getting this right is the sweet spot in business. Your leadership will feel natural, your stress levels will float away and this empowerment will bring you work life blend, confidence and profit. Get great people and great stuff happens.

Nicole Underwood recently spoke at Elders Real Estate National Conference on Talent Management – How to Crack the Code. You can watch a snippet of her presentation

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Mar 30
8

X Factor – A lesson in how NOT to deliver feedback

By | Leadership

A few weeks ago I was horrified to watch the two judges on New Zealand’s X factor supposedly giving feedback to one of the contestants during a live show.

Did you see it?  If not, you can watch it here.

It was a beautiful (and horrific) example of how not to deliver feedback! It was nothing more than a personal attack that could only make the person on the receiving end feel belittled, embarrassed, unworthy and incompetent. Was he incompetent? Was he underperforming? I guess that is a personal opinion in terms of whether he gave a good performance or whether he is a talented singer  – but calling him “cheesy”, “a fraud” or “disgusting” is way out of line. Here in lies the difference of effective vs. ineffective performance feedback. The focus of the feedback was based on personal opinion that involved labeling and personal traits.  There was nothing constructive in the content of the feedback whatsoever.

How receptive do you think the contestant Joe was to this? Was he open to their feedback? I doubt it. It is more likely that he felt overwhelmed, attacked and that he was in an unfair situation – publicly too I might add!

Assessing performance and giving feedback is part of everyday in a leadership role – but if leaders behaved like these two judges, we wouldn’t be left with too many employees or a business for that matter!

So when you observe behaviour that isn’t up to standard or is inconsistent with expectations, don’t shy away from it or hope that it will go away (hope is not a strategy!) and certainly don’t rant and rave and tell someone how ‘bad’ they are. Both are completely ineffective strategies.

To ensure your feedback is heard, remember this – most people can handle feedback if it is immediate, specific and truthful.  Here is a quick checklist you can follow:

  1. Immediately when observed – give feedback as things happen, don’t hold on to things and talk about it days or weeks later. Performance issues are not to be stored up and delivered when things are at breaking point or just when you have the courage to talk about it.
  2. Be specific (behaviours) – being clear on what behaviour was or wasn’t demonstrated in the example moves the conversation away from labels, opinions and personal traits and becomes about the behaviour only – not the person.
  3. How you feel about what’s happened – what impact has the situation had and how do you feel about it? Are you frustrated, angry, concerned? This open communication is important to ensure there is a two-way dialogue about the situation and behaviour.
  4. Remind them you still value them as a person – as per a leadership classic book “The One Minute Manager”, behaviour and worth are not the same thing.
  5. Let it go – if you have been able to discuss the situation and behaviour clearly and you are back on the same page with expectations, then “shake it off”. Thrashing it out, or reminding them again in a few days time doesn’t achieve anything. Be the bigger person and leave the meeting with good intent and belief that your employee wants to perform well in their job.

Giving feedback doesn’t have to be like these so-called ‘expert’ judges on the X-Factor delivered their message. Feedback keeps people motivated and engaged, as it’s a two-fold opportunity, to give praise and to support development – don’t abuse your power, use it wisely.

 

nicoleunderwood pty ltd is a national executive search and consulting practice known for its innovative approach to identifying, engaging and developing the right people for its client base. A successful formula gives their clients a significant competitive advantage – access to the greatest available talent and then a platform to convert that talent into high performing employees in a short period of time.  Contact us here.

Oct 21
8

Starting a new leadership role? 4 ways to gain respect quickly

By | Leadership

I was talking to a leader this week about starting in a new role and how they were winning over their new team. It all sounded like it was going to plan until she explained an exercise where her team were all given a task and a deadline.   The outcome was that only 50% of the team completed the task on time and only one person completed the task successfully and on time. What did you do? I asked. “Oh I just moved the deadline and gave them some extra time to complete the task” she said.  Warning! This is dangerous ground for any leader and especially for a new leader. It speaks volumes about the teams understanding (or lack of) accountability and also could be the beginning of the end, in terms of gaining respect for their leader.

Quickly gaining the respect of a new team is critical to leadership success and very few leaders consistently achieve it through an ultimate desire to please, or reverting to management by fear, or by having unclear boundaries and expectations.

To earn respect and create clear accountability a leader needs to:

  1. Communicate clearly – how have you communicated your requests? Verbally, via email, in a group meeting or one on one? Have you been clear about what the task is, what the outcome looks like and the timeframe you expect? Often employees miss deadlines not because they disrespect their manager, but because the manager has not been clear in communicating the task upfront. A good technique here is to “check back” with your staff – ‘what is your understanding of this request?’. Always walk away being clear that you have the same understanding and agreement about the what, why and when.  This way there can be no excuses or misunderstandings when deadlines aren’t met.
  1. Stick to the original plan – like the new leader I mentioned, how many times have you diverted from an original deadline with your team because it’s just easier to do so? You can’t be bothered having the conversation and hearing the excuses about why they haven’t done what they said they would do. Easier right? Wrong! You are actually making it harder for yourself and creating future problems as you are essentially saying ‘don’t worry, ignore my deadlines as I will just give you an extension and it will be okay”. This response will guarantee that your team won’t ever take your deadlines seriously as they know you won’t hold them to account and are ok for things to slide.
  1. Consequences – are your team clear what happens if they do miss a deadline you have set? What are the consequences? Are there any? You are in very dangerous territory in terms of gaining respect and developing accountability if there isn’t any. Do they need to stay back late, do they miss out on the opportunity to be involved, do you lock the door once a meeting starts? I had a client last month who needed a 1 page contribution from every team member for a presentation. She continued to chase, nag and demand from the one team member who missed the deadline and finally got it the night before, which meant she had to stay up late and collate and modify the presentation to ensure it was included. I challenged her – why did you do this? Why didn’t you just leave his contribution out? She stared at me shocked – I couldn’t do that she said. Why not? Then he would be left out – exactly! A consequence! How would that make him feel I asked? She considered this – embarrassed and left out. Sometimes, people need to feel the consequences and cost of their behavior to change and you as the leader need to be strong enough to enforce it.
  1. Coaching – my preference is to coach people ‘up’ to gain the desired behaviour rather than the big stick approach of when something goes wrong. This means taking the time as a leader to address the situation and behaviour i.e.: deadlines being missed or ignored. Sit down with your employee and really explore, with good intent, the HOW they missed the deadline. This can be a very interesting conversation where you will learn where their system of meeting deadlines is actually ineffective. Did they not understand the original request (a communication check for you)? Did they not know what to do? Did they not have the skills or knowledge to complete the request ie: is it a training issue? Or was it that they aren’t using a to do list to prioritise their workload? In my experience, people don’t miss deadlines on purpose. Ultimately people want to perform and do a good job, so it is an opportunity for you as a leader to help improve their performance and lift the bar of their success. A powerful conversation where you both benefit – they gain a new system to help improve their performance and you are the inspiring leader who is assisting them to get there (added benefit for you is no more nagging!).

There is no easy road to gaining respect – you can’t demand it, and you can’t ask for it.  You can only create it through clear communication, discipline and holding people to account.  This does not make you a nag, nor does it mean you are demanding  – you are simply being clear in your expectations and being consistent with what you say  – a true leader. Don’t miss such a valuable opportunity as when you are starting a new role with a new team – get it right from day one and you will create a team of high achieving and engaged employees who know where they stand.

“Leaders get the team they deserve”

Jul 22
11

Stop talking! 4 ways to reduce your communication intensity

By | Communication, Leadership

We are all aware that openness and transparency is on the desirable list for a leader and that employees generally demand even greater communication and honesty in today’s leader.

However………..Are you an over-sharer? Do you talk as you think? Have you got so many thoughts running through your head, that you assume your team must know everything that is going on?

Sometimes there is such a thing as too much when it comes to communication and this of course can be confusing when leaders are constantly told to communicate more often, with greater transparency and in a variety of ways.  Use of social media, targeted emails, company wide communications, tele-conferences, sending a group text, use of company newsletter etc. Aren’t we communicating enough?

I recently conducted some coaching with a leader on the back of some feedback he had received relating to his communication effectiveness.  It turned out he was an over-communicator. Examples included sending emails and demanding action during meetings – where his directive would continue to change through-out the meeting as the emails were ‘pinging’ into inboxes all around the office.  His behaviour would also involve significant verbal communication in the hallway and informal designated ‘catch up’s’ rather than sticking to official one on one meetings.

So what? He likes to communicate – better than no information and a closed-door right?

Here’s the problem. When you over-communicate and overload people with your verbal diarrohea and a barrage of emails, what happens? Your team can feel distracted, micro-managed, overwhelmed, unsure of the direction you want them to take, confused and that you are being authoritarian in your approach. Ultimately, your message is lost – no matter how good your intent.

Here are 4 ways you can positively reduce your communication intensity:

  1. Stop and reflect before you speak – what is it that you want to communicate? Start with your intent or what you want to happen/achieve.  Never leave this to the end of your communication. People will be actively listening when they know what is expected of them upfront and the context of your message.
  1. Delivery – what is the best mode of delivery for this message? Is it verbal? Email? Face to face? Group? If you are giving someone feedback or any piece of communication that could be construed negatively or where the meaning could be misinterpreted, face to face is best. Email is good for instructions or re-confirming deadlines or verbal agreements.
  1. Impact – before you blurt out what is on your mind, consider the other person.  What impact is your message going to have? Consider your delivery – how you are going to say it? You can communicate the same message and meaning without being so direct and blunt that you catch the other person off guard and put them on the defensive.
  1. Pause power – actually pausing, allowing you to take a breath, before you open your mouth, is a real opportunity to get clarity. Maria Shriver said “Sometimes when you pause, you will realise you’re going to have to hold yourself back from acting out on your ego and first impulse”.

I agree that we need honesty in communication – the more transparent we can be, the more we keep things simple and we can learn a lot from ourselves and each other by having these honest conversations.  It’s when our communication is rushed, too frequent and full of loaded emotion that it can become distracting and overwhelming for those around us, especially those who look to us for leadership and direction.

So for the over-communicators out there, I will leave you with this: Consider your message, pause, use delivery with good intent and consider a shorter version in our time-poor lives, as succinctness is the key to more effective communication.

Apr 04
11

Fear, Lies & Leadership….How to have honest conversations

By | Communication, Leadership

Wouldn’t leadership be easy if you could just have a frank conversation? Just say what you think and not worry too much about the delivery or consequences? Here it is – this is what I think – take it or leave it.

I met with a new business owner this week who reflected on a culture he had created in the early 90’s where candid conversations were the norm – none of this skirting around the issues and constant worry about upsetting people or legal consequences.  He reflected on the types of conversations that he’d had, “James, it’s just not working out. Not for you. Not for me. We can go through performance plans and recording these conversations or we can just agree it isn’t a fit for either of us”. He saw this as refreshing, effortless and talking straight.

This frankness and boldness is not the norm in what I observe in most organisations today.  I see many leaders through our coaching programs avoiding difficult conversations, making them harder than they need to be or avoiding the real issues, so  team members walk away feeling more confused and unsure about what they need to do to keep the boss happy.  The answer? Leaders need to let go of the lies and embrace the fear of having an honest and direct conversation.

I did this today, as I had to tell a candidate they were unsuccessful for a Chief Executive role. I could have said the other candidate had more experience, that you performed well, but you were just pipped at the post. I could have softened the blow to make them feel better and avoid upsetting their feelings. But in this case, it wouldn’t have been honest or direct. And it certainly wouldn’t have helped that person move forward and achieve their career goals. Instead, I told the candidate where they performed well and was straight in explaining it was his limited examples demonstrating strategic thinking and developing teams, which let him down in the process. Yes he was disappointed, but he was thankful for the feedback to improve his interview performance for next time.

In my experience, when leaders think they are being clear, often the team member hears a completely different message. Why? Because the manager is trying to ‘soften’ the blow, rather than being straight. I’m sure you have seen it, tried it or been on the receiving end of it.

If you really care about your people and want them to perform, succeed and grow, you owe it to them to deliver feedback (no matter how difficult) in a straight manner. Most people can handle constructive criticism as long as it is honest, delivered straight and comes from a place of good intent.

Tackling tough conversations is one of the most feared things to deal with by many leaders. At a recent CEO panel interview, we asked a candidate to discuss one of the most difficult negotiations he had been involved in. We didn’t hear about a contract negotiation, a legal dispute or a financial matter – it was the ‘people stuff’ that he admitted to still getting ‘butterflies’ in his stomach when addressing difficult situations. It’s not easy, but these conversations are critical to ensure that you are on the same page and communication is clear and direct.

Quick reminders to deliver honest conversations effectively:

  1. Good intent – you are doing the right thing by an individual to share constructive feedback that will assist them to improve, grow and perform.
  2. Direct communication – be straight and don’t ‘soften’ or confuse your message with more words and dialogue than is necessary. Deliver your message and then stop. Don’t be afraid of the pause.
  3. Avoid personalisation and emotion – this is not about someone’s personality or traits, this is about behaviours.
  4. Be specific – use real and immediate observations, not what you’ve heard second-hand on the grapevine.
  5. Action – what is the behaviour you want to see, or a system put in place, to ensure the desired behaviour is implemented going forward?

One of the greatest things I have learnt as a leader and as a coach is to have open, straight, frank and often difficult conversations face to face. It is never easy when dealing with people and their emotions – but you can really change someone’s experience and perspective in a positive way when you deliver your message succinctly and with good intent.

Be tough on performance, never on the person and don’t hang on to things – openness and honesty is the basis for long-term leadership success.

 

nicoleunderwood pty ltd is an executive search and consulting firm with a holistic approach to talent management. We deliver executive coaching programs where we work one on one with leaders and leadership teams to further improve leadership and communication skills. You can find out more here.

 

Nov 26
10

Are you ignoring staff issues? 4 ways to get your head out of the sand

By | Communication, Leadership, Performance

This week a friend of mine told me he quit his job after being head hunted for a new opportunity (closer to home, more money, leading a bigger team and better long-term career prospects). I was pleased for him and wondered why he didn’t seem that excited.  “What’s wrong?” I asked. “My current boss hasn’t spoken to me for over a week since I resigned”. Sorry? Your boss is ignoring you? Yep. Pretty much since the meeting where he resigned, his boss has been so ‘disappointed’ that he has decided to give him the “silent treatment”.  Not exactly your classic successful leadership technique!

It appears this “bury your head in the sand” technique is not isolated to just this leader either.

In another example, a client was telling me about a problem employee who despite ongoing feedback, remained unreceptive to improving his performance. Interestingly, he had not yet responded to a meeting request from this employee from a week ago, telling me he couldn’t be bothered and that he was over investing any more time and energy in the situation.

Now, I get it. I do. As a leader you can often spend hours coaching, supporting and providing advice to help develop your team members and there are days it can feel like a thankless job.  However, I challenge you to look at your own behaviour. Are you setting the tone? Are you leading by example? Are you perpetuating the undesired behaviour inadvertently?

4 ways to turn it around:

1.    Don’t bury your head in the stand

Like my client, there are many days where as a leader you probably feel like mimicking my 4-year-old by putting your fingers in your ears saying “I can’t hear you …. La la la”. But ignoring something or pretending that a situation with your staff member is going to improve, disappear or fix itself is just plain stupid.

Ignoring what’s happening will never make a situation better. A real leader will address the situation head on, openly discuss the problem (without blame or emotion) and together encourage a solution.

2.    Make a decision – imagine the perfect scenario

When I was frustrated with employee issues it always became worse or the problem was enhanced when I thought about it, talked about it with others, analysed it, worried about it – but things only ever changed or improved when I actually made a decision.

A great way to obtain clarity is to imagine in 3 months time that the person has improved and the performance problem is solved – how does it make you feel? Positive? Then you can commit to moving things in the right direction. Can’t image that situation or it still feels ‘off’? Chances are you have a cultural mis-alignment and even if the performance improves, this person is not the right match for you and your team.

3.    Manage the performance up or out  

Once you have committed to addressing the problem head on, it’s time for the conversation where you discuss where the employee’s current level of performance is and where you would like it to be.  This discussion should highlight several areas as to where the employee needs to improve and the action steps they are going to take to develop. Ultimately, this should result in someone stepping up or off – either way; it’s a better result than the current situation of non-performance.

4.    Communicate with good intent

To give the employee (and you) the best chance of success, you need to operate and speak with good intent. You can’t fake this. Be authentic. Demonstrate  that you want to see this person succeed in their role and that you are here to support them in reaching the desired behaviours/objectives.  This means showing strong belief and using positive language in your conversations.

Don’t forget as the leader, you are always on show and every interaction – positive, negative or otherwise is being observed and often recreated somewhere else in the business. If you are not feeling “in the zone” or you can’t project the vibe you want to create – best to take some time out, close the door or reschedule that team meeting – people can spot a fake a mile away! Whether you like it or not – the leader sets the tone.

 

 

 

 

Sep 22
12

2 years, 10 reflections….what I’ve learnt from striking out on my own

By | Business, Leadership, Results

The Light Head. Silhouette of young woman on sky background with sun in her head.

This month I reached the 2-year milestone of running my own business. The day came and went with a team lunch, congratulatory messages and thoughts of wow that went fast. Other than that, it was a normal day and business as usual.

I was made to reflect on this achievement this week when I interviewed an executive who is at a crossroad.  He is deciding between pursuing a leadership career path to CEO or to continue as a sought after expert in the management consulting space.  I made a suggestion of a third choice “you could build your own business empire” and he laughed and said “I respect people who put their own homes on the line to build a business – but that’s not for me!” It hit me in that moment; I was included in that reference. I made that decision 2 years ago to back myself with a vision of creating something great. That optimism in my DNA kicked in and I never considered that it wouldn’t be a success or the depth of risk, if it went pear-shaped. This is not egotistical. It’s encompassed belief, capitalising on opportunities and a desire to make a difference.

Before you jump and put it “all on the line”, here’s 10 things I’ve learnt from taking the leap 2 years ago:

1. It’s up to you – I find being in control and 100% accountable for direction and results thrilling and motivating, but understand that this sort of risk and accountability might scare the bejesus out of you. There is no regular monthly pay, or leave provisions, if you like being the master of your destiny; you can put a tick here.

2. Do what you love – waking up excited about what the day may hold, who I’ll met and be inspired by is a rare commodity for the majority of the population (I know through many interviews!).  You want to be sure that you are dedicating your energy to something you know you are passionate about. You can’t fake a love for what you do.

3. Conservative growth – I read an article in the first month of being on my own that said entrepreneurs should not hire any staff in the first 12 months – only when you are desperate for more hands. I was tempted many times – but only hired my first team member 6 months ago.  The benefit was getting my hands dirty in every aspect of the business, defining the business strategy, knowing the pipeline was full and having clarity about who I wanted to work with day in and day out.

4. Vision – I didn’t take the plunge of starting my own business for a long time because I could not get crystal clear on the vision of what I wanted the business to look like. Let a vision evolve, just start doing because being in action allows the cream to come to the top. Sometimes it’s okay to not know all the details (take note control freaks!).

5. Culture – in my experience, culture drives everything in a business. The type of people who work with you, the type of clients you attract, the business decisions you make and the behaviours you demonstrate.  Know your own values – do a personality profile and don’t try and be something you’re not.

6. Clients – without them, I don’t have a business.  I make developing my connections and relationships a priority. I know at the core, these relationships are everything.  If you don’t have the discipline to “walk the walk” as well as converse with people, building a business is going to be incredibly difficult. In 2 years, it gives me a buzz to be working with some exciting, innovative and generous business people who are like-minded in the quest for finding and keeping executive talent.

7. External support – I was able to identify fairly early on that I wasn’t able to do everything on my own.  Outsourcing, asking for help and paying for expertise has been a great investment.  I have learnt many business lessons from listening to others – ongoing learning is an essential success ingredient.

8. Brand – you don’t have to spend a fortune, but you do need to stand out from the crowd. I met a brand expert recently who told me that your brand could only be world-class in one of three areas – excellence, reliability or innovation. Having this focus means your brand brings something others don’t and then you have to leverage that. The past 2 years I have consistently been told our brand is authentic, relationship focused and progressive.

9. Be healthy! When you run your own business, there is no calling in sick and asking someone else to cover for you. Being top of your game and staying healthy across all aspects of life – physically, mentally, emotionally is critical to staying optimistic in the tough moments!

10. Reward & enjoyment – no point waiting for a rainy day to enjoy the business success – whether that’s an indulgent purchase, time out or just doing the things you love most.  A very clever friend of mine said “pleasure is an absolute necessity for long-term success and it is essential to do things that make you feel delighted, delicious or just plain good.” I’m slowly learning to embrace this!

Since leaving my corporate role 2 years ago, I have consistently been told “you’ll build an empire again”, “it’s who you are”, “it’s in your blood”. I wasn’t so sure, but I can say it’s been a ride and the best is yet to come. I feel like I’m only half way up the mountain and I’m keen to see the view from the top.