One of the toughest parts of a leader’s job, regardless of whether you’re leading a corporation, in the community or at home, is to motivate and develop the people on a team toward a common goal. gothamCulture’s Shawn Overcast talked with Moms That Lead podcast host Teri Schmidt about how it all starts with self-leadership. Shawn shares inspirational stories and practical strategies for helping those you choose to lead to excel beyond their expectations by starting with your own self-reflection. Shawn and Teri discuss the application of those strategies to leadership at work, in the community, and, perhaps most importantly, at home.
Companies invest in high potential programs with the goal of developing their star employees into future leaders. As exciting as these programs seem, poorly designed versions of them might cause more harm than good. While there is no secret recipe for a high potential program, here are three ideas to keep in mind when designing your company’s program to ensure it is effective and fair:
1. Companies that invest in high potential programs financially outperform their competitors.1
High potential programs sit in talent management, a practice that focuses on identifying and developing the ‘A players’— those who have the highest leadership potential and are of great interest to companies — with the potential to fill future leadership roles.2 This segmentation of the workforce allows companies to achieve their business objectives and motivates those labeled as high potential A players to strive and thrive. After tracking 300 organizations across 31 countries over 7 years, researchers found that investment in high potential programs correlated with better financial performance.1
These programs are not faultless, however. Regardless of intention, high potential programs can alienate the B players who make 80-85% of the workforce,3 leading to demotivation, a decrease in productivity and engagement,4 and even at times, higher turnover.5Read More…
I learn from every client. One lesson in particular that comes to mind came from a young leader with whom I recently worked.
My client was extremely curious about how others saw her. She worked hard at becoming aware of her own well-developed sides and those she discerned might be less developed. She was a veritable sponge for learning!
Her growth as a leader was amazing, as she honed skills at dealing with others who might have different styles and perspectives, recognizing her own resistance to change and then setting judgment aside, using the lens of learning and appreciation for others. She worked hard in listening and in taking the time to pause. It was a remarkable journey to watch. Read More…
In everything from soldering circuit boards to dissipating the thermal energy created by computer server farms, the technological world appreciates the value of a “heat sink.” Without heat sinks, we would have far more component hiccups or even outright failures.
Heat sinks serve a vital purpose in dissipating energy and allowing a device to function.
But what happens when the leader becomes the metaphorical “heat sink,” taking in all or most of the heat and energy that is emanated from the crisis, the organization and the people with whom he or she is dealing?
Coaching women and men these past four months, I have found myself using this heat sink metaphor often – inviting the leaders who deal with the current crisis to think about the human emotion and “heat” that has been built up on their teams and themselves. Some of the calmest and most centered individuals I know today are now struggling as never before, with the weighty issues and unknowns facing their personal and professional world. And the “heat” from that often finds its way into a ready conduit – the leader himself. Some call it stress, others call it workload. My clients readily appreciate the metaphor of “heat.” Read More…
It seems like a lifetime ago that I was sitting with another G.I., commenting about my commander in the military. The animated discussion I was engaged in was with a non-commissioned officer – a “NCO” – commiserating about actions my commander had taken and how I wish he could somehow be different.
The NCO, a U.S. Army E-8, listened intently and heard my complaints – and my venting – for long minutes. When I finally stopped, he simply smiled and asked,
“So who are the two best bosses you’ll ever have in your career?”
Non-plussed by the question, I sat there in silence, not really knowing what to say. By then I had spent enough time in the Army, though, to realize that a senior NCO draws on a lifetime of experience leading people. For those open to learning, top sergeants are always ready to provide perspectives, often in the form of parables or aphorisms. Read More…
In a recent discussion with one of my colleagues, she compared the work she is doing with teams to rebooting her computer. Every once in a while, we realize that we have opened so many files, folders, web pages, and software programs in the course of our work and life that things just aren’t operating as smoothly and quickly as we might expect. To get things back in working order, we need to carve out some time to reboot- to close everything out and to start over. To go slow in order to go fast again.
When this happens, and it happens to all of us, you have a couple of options. First, you can ignore it and muddle through, hoping to avoid the dreaded “blue screen of death”. You can shut the computer down and walk away. Or, you can take a pause, reboot, and clear the decks of all of those things that are no longer serving you well. Read More…
In this episode, Chris Cancialosi talks with gothamCulture’s Shawn Overcast about her experience realigning teams after disruptive events. Like those of us who keep way too many applications open on our computers for too long, slowing our ability to get things done, sometimes our teams can experience the same effect when grappling with mounting priorities and disruption. When that happens, it may be time to reboot.
Over the weekend I heard the story of a mom who, when asked what moments were bringing her joy as she endured the COVID-19 stay at home orders, shared a photo of her young daughter blowing the top off of a dandelion in their backyard. The mom, according to the story, found herself lost in the pure enjoyment of her child as they watched the seeds spread in the wind. And, just for a moment, she was able to put aside the impacts physical distancing and isolation have had on her and her family.
In reflecting about the experience, she recalled that only a few days before, she and her husband were marveling at their lovely, weed-free lawn. Now with her daughter spreading hundreds of dandelion seeds, she watched as the dream of a weed-free lawn drifted away and was struck by the contrast in perspectives. For her, the dandelions represented an intrusive weed but, for her child, those same weeds offered the promise of a wish. Read More…
In the past two months, I have had the opportunity to witness teams facing the most challenging situations they have ever experienced. It is an honor to be working with such remarkable leaders during these times, be they involved with companies, governmental groups, or non-profit organizations.
Daily, I learn how they regularly meet the challenges of this crisis. The teams and their leaders do it with ingenuity, caring, and a focus on problem-solving and learning. While each story is unique, there is a remarkable consistency in how the best leaders and the strongest teams approach the situations they are now facing.
The path to reopening is a subject that is both fraught with emotion and shaded with a multitude of opinions. The teams that meet the challenges seek to embrace and understand those aspects of the crisis and then bring to bear tools that serve them in any circumstance. Read More…
Organizations in every industry, across the globe, are experiencing perhaps the greatest disruption of our time, with the pandemic COVID-19. We haven’t experienced a public health or economic disruption of this scale in our lifetimes. And yet, (strike this – over the past 20 years), individuals and the organizations that we work in have been no stranger to the experience of serial disruptions. Whether that be the way (italicize to emphasize these words) we work – through advancements in technology, where we work – with the continued expansion of globalization, and with whom we work – and the growing workforce demographic to include 3-4 generations working side-by-side. Michael discusses strategies for how leaders can “meet the moment” and evolve their narrative. In this podcast, we learn practical ways to move our teams and organizations from the story of the past to the story of the future, by first recognizing and reflecting on what comes with the place of ‘no story’ – the place of in between.