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Playing the game and coaching the game are two very different things yet we see far too many companies promote their highest performers into leadership positions only to see them fail.
What framework have you created inside of your team to enable all players to engage in open and honest dialogue as a means to challenge each other and achieve better business results?
One way to enable your A-players to become great leaders is to implement a leadership development plan.
A common response from today's leaders when they speak of their younger generation is "I just don't seem to speak their language". That's because they are not.
The performance of your team directly correlates to the strength of the relationships. Strength of relationships are built upon the depth of the conversations.
For decisions to flow quickly, productivity to be high, collaboration to be fluent, dialogue to flow powerfully, there has to be alignment and trust.
The faster any team can work their way through a challenge, the faster they can jump onto the next one.
As companies begin to scale and adopt more efficient working styles, an organisational concept that is gaining greater significance is the importance of cross functional relationships across departments.
This week we discuss how some people think high performance is when a player/team member is delivering really good results. It is, but when its to the detriment of the team then its not.
You are defined as a leader by the behaviours you consistently display. Leaders take action. When they see something positive, they reward it. When they see something negative, they challenge it (and often, the best way to do this is by asking a question).
One of the most popular components of the PBD System is that of the personality profiling. You are not just one personality type, you are made up of all four and can move dependent on what the situation calls for.
In our workshops with teams, we often refer to speed through adversity as being one of the top 3 determinants to corporate success.