Communication Conduits

As I mentioned in last week’s article – communication is hard. Unclear communication obviously leads to misunderstandings. Unfortunately, it can also lead to hurt feelings, confusion, mistrust, and a loss of productivity. 

Two major communication pitfalls include: 

  1. The barriers to effective communication. 
  2. The components that make up an effective communication system. 

Last week I dove into the many ways that communication can break down due to internal and external barriers. You can think of this as the quality of the conversations that are happening. In this article we’ll look at structures that can be put into place to improve communication. This can be thought of as the quantity of communication occurring.

On a weekly basis I hear leaders and employees complain about the lack of communication in their company. This is almost always referring to internal communications between staff. Often this is not because of a lack of commitment to quality, intentional conversations. Rather, it’s because everyone is so busy, making it difficult to remember, or take the time to have those conversations. Once you are in a place where quality conversations are taking place, it’s equally important to establish conduits for regular and effective communication. 

Each business needs to decide who needs to know what information. That will be different for every single company based on the size, sensitivity of the information, culture, and more. This article couldn’t possibly explore all of the different scenarios for communication systems. Instead, I’m going to share some best practices that apply to most organizations. 

  • Direct Report Meetings

    On a regular basis, every staff person in a company should have conversations with the person they report to. This should be dedicated time where the supervisor listens, coaches, gives instruction, provides direction, and develops the relationship. 

Frequency varies based on the employee’s role, their experience, and their personal need for support. This is not a one-size-fits-all. I have had staff in similar positions, but very different meeting frequency. Some staff have a high need to process ideas or receive positive affirmations. Others like to be given marching orders and check-in when they come to a challenge. 

  • Regular, Effective Staff Meetings

    Most people hate staff meetings. This is usually because they are ineffective and a waste of time. Yet, this can be such an efficient tool for communication and driving work. If your staff meetings are a source of dread and frustration (or if you just want to make them the best use of time possible), check out this article. 

I want to be clear, a staff meeting should NOT be a time where everyone sits around and tells what they are working on. That isn’t what I mean by communication. Rather, all staff meetings should include a well structured agenda with components designed to provide appropriate communication.

  • Cascading Message

    Including this component in all meetings ensures that important messages and decisions are shared with the appropriate people. This practice can save a great deal of staff time. By using it consistently, you may reduce the number of people who need to attend each meeting. 

Dedicate a few minutes at the end of each meeting to determine what needs to be shared beyond the meeting attendees and who will deliver those messages. If necessary you can create a follow-up on those action steps in the next week’s agenda.  

  • State of the Company

    On a regular basis, company leaders should communicate to the whole organization about how business is going. A minimum of once a year is acceptable, quarterly is better. The entire staff team should know the current priorities and the progress being made. This is also a great opportunity to celebrate, recognize, educate, and build relationships.

  • A Two Way Street

    Quality communication includes gathering feedback from employees. While this can be built into Direct Report meetings and Staff Meetings, it’s a good practice to collect anonymous input as well. This is the best way to learn what staff are really thinking. Hopefully it goes without saying, feedback should not be collected if leadership is not going to address any concerns revealed. Collecting input and ignoring it is worse than not collecting it at all. 

Again, the above practices might not all apply to your company. But when it comes to communication, I always recommend implementing more, rather than less. You can always eliminate practices that are not effective or change things up down the road. 

While I’m on the subject of communication, I want to share a few practices for controlling email communication. Anyone who has email knows that it can completely consume your time and mental energy if you let it. The average employee spends just over 3 hours a day on email, and about two thirds of them are irrelevant! Multiply that by the number of employees in a business, and most leaders will be pretty motivated to make sure that the time spent on email is effective and efficient. 

  • Email Rules

    Critical conversations should not take place over email. Nor should sensitive information or important messages. Email is best for relaying facts, setting-up logistics, or sending out mass communications, like newsletters. A rule might be something like “Any email over 3 sentences needs to be switched to a live conversation.”

Leadership is responsible for creating an expectation for how email is used throughout a company. Telling people how to use email might seem petty. However, without established expectations, people will create their own norms. 

  • Email Coding

    Consider using a coding system for all internal emails. For example, the subject line might start with URGENT, THIS WEEK, FYI, or NO RUSH – letting the reader know how quickly they need to review the materials. With everyone using a similar system staff are better able to prioritize their time. 

  • Email Best Practices

    Here are a few more ideas on how to corral the email beast:

    • Train staff to be very selective when using cc:, bcc:, and reply all.
    • Discourage the drive towards a zero-inbox.
    • Provide staff with training on the lesser-known tools your email system provides. Things like automations, templates, folders, tags, etc. can save time and reduce busy work. 

Once communications systems are put in place, it’s important to monitor them. Otherwise, well thought out systems can deteriorate into annoying tasks. The intentionality of the structures put in place needs to be held high and team members need to be reminded of the purpose behind the process. 

Any business with more than a few people can improve their operations by focusing on communication. Quality communication involves clearly relaying messages back and forth. Creating systems for the appropriate quantity of conversations ensures the necessary communication has a platform. I believe any company that focuses on communication quality and quantity, will go far. 

Need help with creating a communication structure that works for your company? Email me at kim@athena-coco.com to schedule a free 30-minute discovery call to find opportunities for growth through improving communications. 

Kim Stewart

Kim is a mom, wife, lover of being active and the outdoors,
and helper of small businesses and nonprofits.
kim@athena-coco.com

 

Starting a Workplace Wellness Program

National Employee Wellness Month

June is National Employee Wellness Month. Why should you care? Workplace Wellness improves on-the-job time utilization, decision making and productivity. It improves employee morale. Reduces turnover. Improves disease management and prevention, and creates a healthier workforce in general, both of which contribute to lower health care costs.

So, in other words – supporting the well-being of your employees is not just a nice thing to do. It’s great for business in so many ways! Imagine the difference in the service provided between a staff who feels good, versus one that is struggling with their health.

Usually employers think first or only of physical activity when they consider an employee wellness initiative. Sometimes they throw in nutrition too. I’ve seen Employee Wellness Day celebrated by having a walk and replacing the usual cookies in the break room with fruit cups. While these are nice gestures, they do nothing to support behavior change or impact the health of their employees. 

There are 8 dimensions that make up our well-being. They include:

  • Physical
  • Emotional
  • Financial
  • Social 
  • Occupational
  • Purpose
  • Intellectual
  • Environmental

This, combined with the fact that a one day event cannot effect change, is why I’m happy that National Employee Wellness has shifted from one day to a whole month. Companies who care about their employees take it to the next level by giving workplace wellness attention throughout the whole year. 

Creating a Workplace Wellness Program 

With eight dimensions to choose from, there are literally thousands of things you can do to support the well-being of your team members. Most people want to jump to the fun part – the programming. Providing meaningful programming that meets the needs of your staff is obviously super important. However, in order to be successful it’s smart to take these steps first:

  1. Make it a Priority. Before anything else happens, the leader or leaders need to decide that employee wellness is important. This isn’t just a matter of “getting buy-in”. It’s really caring about the well-being of your entire team. If it connects in some way to your company values, even better! Without this foundation, any program implemented will become a flavor-of-the-month and will go away as soon as the next trend pops up. 
  2. Establish a United Front. If one or two leaders are the passion behind this initiative, then the next step is to get the entire leadership team on board. There are tons of statistics out there on why employee wellness makes great business sense. In addition, done well, this is one of the best ways to show your employees that you genuinely care about them as human beings. So whether you appeal to their business sense or their compassion, make the case and move forward as a united front. 
  3. Talk Before Action. Once you’ve made the decision to create a workplace wellness initiative, start talking about it with your teams. Don’t come out of the gate with a big launch before you have engaged your people. Talk about your ideas and gather input. Consider forming an input team to learn about the challenges staff are facing and the kinds of programs they would like to see. This can be a great way to engage employees who are looking for a challenge and want to be more involved. 
  4. Try different stuff. See what works. Doing some pilots to find out what kind of a response you would get might make sense for your company. Experiment with different formats, times, delivery methods, and levels of engagement. Continue to gather input to determine where to start with programming. 

After you have built a solid foundation, you can begin thinking about the fun stuff – programming and launch events. As stated above, there are thousands of things you can do to promote wellness at work. A simple google search will give you more ideas than you know what to do with. Below I have listed some of the categories that programming can fall into. You may want to go down one path to start out with, or choose to implement ideas from several categories. 

Programming Categories:

  • Policies and Practices – As you get started, a review of your policies is a good place to begin. You may find that you have policies in place that make unhealthy choices the easy option. Some simple changes can have a big impact. Think about some of your commonly accepted practices. Are there opportunities to shake things up? Consider changing short meetings to “walk & talk” meetings. Or changing doughnut Friday to a once a month event rather than a weekly one.
  • Awareness/Education – This can be anything from posters showing the benefits of taking the stairs to classes on financial management. Most doctors, chiropractors, eye doctors, and other clinicians love to educate. If you give them a platform, they will come out and speak. Often they will provide snacks, lunch or prizes. 
  • Classes – These can be on-going or single events. Draw from the talents and passions of your people. Have someone who teaches yoga? See if he would do 20-minute mini-classes for the staff. Know of someone who loves vision boards? Find out if she wants to lead a session for employees. 
  • Challenges – Everyone loves a challenge. These are usually on the honor system, but you can get as complex as you would like. Challenges can be around whatever you (and your employees) see as important. Tracking steps, glasses of water, gratitude, saving, and book reading are just a few ideas. 
  • Incentives – Providing a prize can be a good way to build excitement. Drawings for wearable trackers or gym membership can tie back to your overall program goals. Cash incentives are obviously very motivating, as are reductions in health insurance premiums for those meeting certain goals. 

Last, but not least, you may want to plan a launch. One day events can be good for kicking off an initiative, making your commitment clear, and rallying support and excitement. You just need to be sure that the event is not your whole program.

Again, there are tons of ideas on how best to launch your initiative. The best option for your company is one that will be relevant to your people and get them excited about the investment you are committing to. Ensure that the focus is on helping people make positive and healthy changes that will produce long lasting results. 

Don’t despair if you didn’t start an employee wellness initiative at the beginning of June! Your staff won’t care that you missed the first week or two (or the whole month all together). What they will care about is your commitment to supporting them on their healthy living journey. 

Need help putting the pieces in place to support the well-being of your staff. Email me at kim@athena-coco.com to schedule a free 30-minute discovery call to discuss how I can help you create a culture that will grow your business and increase your impact! 

Workplace Wellness

Kim is a mom, wife, lover of being active and the outdoors,
and helper of nonprofits and small businesses.
kim@athena-coco.com 

Wanna Grow Your Business? Grow Your Staff

Staff Success

Unless your business is completely run by robots or other automatons, you likely rely heavily on staff. Employees are probably the ones creating your product, communicating with your customers, delivering your services, and managing your processes. Your staff are your direct connection between you and your customers. They are responsible for executing your vision for how your business serves your customers or your community. 

In many businesses staff salaries are by far the largest line item in the budget. Yet, oftentimes things like equipment, inventory, and facilities end up getting much more attention and financial resources than the staff. Think of the time, energy and money that goes into maintaining a company vehicle. This important resource likely receives regular oil changes, preventative maintenance, and routine TLC cleaning. Imagine if the same amount of planning, time, energy and financial investment went into our people! 

When a company hits a wall in terms of growth, or a nonprofit organization becomes stagnant in the impact they are providing, it almost always comes down to culture. A stagnant business can be traced back to a dysfunctional, negative, toxic culture. Changes to other facets of the business may deliver short-term improvements. However, in order to make real progress for lasting growth and impact, the culture must be fixed. 

Healthy cultures boil down to two things: 

    1. How a company treats their people 
    2. A commitment to clear and honest communication

A business that masters these two components is well on their way to success. Obviously, attention needs to be given to financial management, quality processes, strategic planning and more. But without a healthy culture, those other things will only take you so far. 

Benefits of Nurturing Your Staff

There are hundreds of benefits a company can reap from lifting-up, valuing and honoring their employees. This article will not list hundreds of benefits. Rather, it will focus on a few key benefits that will help your business grow or your agency impact to expand. 

  • Staff who feel valued become loyal team members. Nothing beats a loyal staff member! Loyal employees do more for the PR and brand of your company than any marketing campaign ever will. When someone loves their job, they tell everyone. They attract customers, potential employees, and prospective donors for nonprofit organizations. That kind of messaging is genuine and captivating. Thus appealing to people who otherwise may have never given your business a second thought. 
  • Another benefit of loyal team members is that they work harder, are solution oriented, and care about the quality of work they do for you. These folk have a vested interest in the success of the business. They embrace the direction you are taking your company or the impact your agency is striving for in your community. Loyal employees do their best and work with the company’s interest top of mind. 
  • Supporting your staff looks good on you. Companies that invest in their employees, foster their growth, and help them pursue their career goals are companies that people want to work for. Recruiting, hiring, and training staff can be extremely expensive. Imagine if prospective employees came to you because they want to be part of how you grow your staff! Additionally, the level to which you respect your staff comes right back around. Want to be respected at work, be the leader in demonstrating what that looks like. 
  • Valuing your staff creates a positive culture. As stated above, how a company treats their staff is foundational to creating a healthy culture. And nothing fosters growth and increased impact like a healthy and positive culture. If growth and increased impact isn’t motivational enough, great cultures are fun to be part of and to lead. Since most people spend at least half of their waking hours at work, a positive company culture will improve the collective and individual mental health of the entire staff team. 

As there are hundreds of benefits to nurturing your staff, there are just as many ways to lift-up your staff. The best way to do this is to use your unique personality and leadership skills to genuinely value your staff. Still not sure how to get started? Here are some tips to get the ball rolling. 

Getting Started

  1. Listen. Take the time to listen to your staff. Fully listen. Approach conversions with a listening mind-set. There is no greater gift you can give someone than to listen to them with an intent to understand. You can read more about this topic here and here and here. 
  2. Build real relationships. Just like “Employees don’t leave jobs, they leave bosses”, staff also stay with bosses they like, enjoy being around, and respect. Listening is a great way to start down this path. Couple it with asking really good questions and you’ve got this one made! 
  3. Give them what they need. There are the basics. Workstation. Computer. Stapler. These are the obvious things – you give them whatever equipment they need to do their job. Beyond that – training and a safe environment to learn is also expected. What about those employees who need a lot of positive reinforcement? Or the ones who need to chat with you for a few minutes each day? And what about those who need to check-in regularly to make sure they are on track? Do you give them what they need? Giving employees these things (essentially your time and acknowledgement) may be challenging when you’re busy. However, when you think about the value of a loyal employee, it seems less like an interruption to your day and more like a crucial part of leading people.  
  4. The Golden Rule. It turns out that your company’s human resources are made up of HUMANS! Who would have thought? And do you know what humans like to be treated like? You guessed it – humans. This one is very simple. When interacting with an employee, think about how you would like to be treated in that interaction. This usually includes values like respect, dignity, caring, trusting, and maybe fun. If team member interactions can be tied back to company values, it’s even better. 

Before closing this article, I want to be clear that I am not suggesting tolerating staff who are not a fit for your company, your culture, or the jobs you have available. I believe wholeheartedly in hiring slowly (to ensure a good fit) and firing quickly. Rip that band-aid off if that’s the right decision. Your job as the leader is to make sure you have provided everything staff need in order to be successful. If you are confident you have fulfilled your end of the bargain and it’s still not working out, decide and take action quickly. 

Need help elevating your organization’s culture? Email me at kim@athena-coco.com to schedule a free 30-minute consultation to discuss how I can help you create a culture that will grow your business and increase your impact! 

Kim is a mom, wife, lover of being active and the outdoors,
and helper of small businesses and nonprofits.
kim@athena-coco.com 

 

Developing Great Supervisors

Boss vs. Leader

Last week’s article was focused on the basic skills that quality supervisors need. I shared three foundational attributes that any supervisor needs in order to get started with the business of leading staff. Those were: 

  1. Provide training on the what, how, and why of their role
  2. Listening – really listening to staff
  3. Treat employees like human beings

None of those sound too radical, right? And they aren’t. These seem like common sense for anyone who supervises people. However, failing to equip staff with these basic tools can mean the difference between an enjoyable work environment and a toxic one. 

The thing is, while these are basic, common sense skills; there’s a lot going on that can make them difficult to deliver. New supervisors come into the game with a lot of preconceived notions. Their approach may be based on their previous experiences with leaders, or their ideas of what a boss is supposed to do. Often feel the need to “prove” themselves, and come on too strong. Some feel the need to “show them who’s boss”. Or maybe they subscribe to the sink-or-swim mentality. 

The root of challenges for new supervisors comes from one of two things. Either they lack the confidence to lead people as human beings. Or they don’t understand the company culture and how they are expected to interact with people. Fortunately, both of these are easy to rectify! By communicating your vision and culture, new supervisors will understand how to align their actions with the organizational expectations. And by training them on the skills listed above, new supervisors will be off to a solid start on becoming a team leader. 

Next Level Supervisors

So those are the basics every supervisor needs to be “good”. What about when you want to take your leaders to their next level and create truly great supervisors? I think this quote from Deryl McKissack really defines what it takes to be a great supervisor:

“Great leadership is humble.
Being humble does not mean you are weak.
It means you are so confident that you don’t mind hearing the truth about yourself,
so that you can change.”

Being a great supervisor is as much about being confident in yourself as it is about how you lead your staff. Great supervisors have the confidence to give their staff autonomy, to shine a spotlight on their staff, and to help their team members to advance. Additionally, they take the time to understand what each of their direct reports needs to feel supported and be successful. Let’s dig in. 

  • Give Staff Autonomy

No one likes to be micromanaged. Why? Because it makes them feel like they are not trusted. Part one of giving staff autonomy means building a trusting relationship with them. Supervisors need to genuinely trust their staff to do the job the way they have been trained to do it. This comes from investing time in getting to know them as a person (as stated above). The second piece of this involves just getting out of their way and letting them succeed. 

Giving autonomy does not mean leaving them on their own and never checking back. It means checking frequently when a staff member is learning something new, and giving them more space as they show their competency. Of course, a third piece of building trust as a supervisor is being available to support them if problems arise. 

  • Shine a Spotlight on Staff

This does not mean making a big deal out of everything an employee does. Or generically thanking everyone for all that they do. That will come across as fake, and frankly, insulting to the team members. Shining a spotlight is about giving credit where credit is due. Genuinely. Great supervisors notice contributions that help advance the organization and efforts that are above and beyond. This is especially true when the staff person makes the supervisor look good. It’s crucial to let others know who is helping the team advance. 

Sharing the spotlight (or not) has a lot to do with the supervisor’s level of confidence. The leader sometimes believes that when others look good, it must mean they look bad. When a new supervisor falls into this category, it’s key to work with them so they understand the culture and to foster their confidence in their skills. 

  • Help Team Members Advance

I have heard supervisors say that they don’t want to share how great an employee is because they don’t want to lose them. The truth is, with an attitude like that, they will lose them sooner or later anyway. If a supervisor isn’t actively helping their staff advance (if the staff has that goal), the organization will eventually lose out as the employee looks for a company that values them and wants to help them succeed. Not to mention the fact that it makes the supervisor look great when they are consistently producing high performing associates. 

  • DON’T Treat Everyone the Same

This one might seem counter-intuitive, or contradictory to what you’ve been taught. To be clear, I’m not suggesting supervisors should treat some staff well and others poorly, or play favorites. I’m saying that the leadership a supervisor gives a staff person should be based on the person’s needs. 

Some staff need a lot of praise. Others need to vent once in a while. Still others like to be pointed in the right direction and set free. Successful leaders pay attention to these needs of their team members and adjust their interactions accordingly. A supervisor with three direct reports may have three different structures for leading each of them. For example:

    • Staff 1 might need a lot of positive reinforcement in order to feel successful. With this person the supervisor may meet with them on a weekly basis so they can share what they are working on and give them the validation they need. 
    • Staff 2 on the other hand may be a self-starter with lots of drive. In this case the leader may have monthly meetings to make sure they are on track, then they might stop by the staff’s workstation on a more informal basis, to ensure they are moving in the right direction. 
    • Lastly, Staff 3 could be an introvert who just wants to do their job and doesn’t want a lot of attention focused on them. For this staff the best solution might be taking a short walk together every other week. This way the staff feels supported and has adequate time with the supervisor to check-in and ask questions. At the same time, this keeps it informal and from being all about the staff. 

This one ties closely to the point from last week’s article about treating staff as human beings. Unless a leader gets to know their staff and their needs, it’s going to be difficult to personalize the leadership each person needs. But by doing so, it will save time and support each individual in the manner that serves them best. 

To be clear, I’m not suggesting that everyone is cut out to be a supervisor. Some people never master the skills, or they find that they just don’t like it. And that’s fine. By working with them and providing them with the right skills, you will discover who is going to excel and who needs to find a different fit. It can be frustrating to invest time in someone only to find out they are not going to succeed as a supervisor. However, it’s so much better to work with them and help them find their natural fit, than to lose a potential leader because you didn’t give them the necessary tools to succeed.

Need help cultivating good supervisors in your business or organization? Email me at kim@athena-coco.com to schedule a free 30-minute consultation to discuss getting started. Calm the Chaos with quality supervisors, so you can find time to focus on what’s important to YOU! 

Kim is a mom, wife, lover of being active and the outdoors,
and helper of small businesses and nonprofits.
kim@athena-coco.com 

 

Improving Internal Communications

Employees are Drowning in Information but Thirsty for Clarity and Purpose

5 Strategies for Improving Internal Communications

When a business or nonprofit is having problems it usually boils down to one of two things: Culture or Communication. Often it’s both. Unless your business does not rely on people, these are two areas that should be given a high degree of intentional thought. Without attention, culture and communication evolve on their own. And it’s usually not very pretty. 

I previously shared about culture in this article and this article, so today I’m going to focus on Internal Communications. Here is a formal definition of what we’re talking about:

A group of processes or tools that are responsible for effective information flow
and collaboration among participants within an organization.

I like to think of Internal Communications in more basic terms: 

It’s how people know what’s going on and what to do. 

Very simply, if you are not being intentional about informing your team members about what is going on and what they should be doing to help reach company goals, it’s going make reaching your goals difficult. Most small businesses and nonprofit organizations do not have the financial resources to invest in a Communications staff person. Therefore, this article is going to go over 5 tactics for ensuring quality internal communications. Before we get to that let’s dig deeper into why it’s important. 

  • First and foremost, leaders need to communicate their vision or the organization’s mission. Every time they are in front of their team they should be articulating their vision. As Yogi Berra said: “If you don’t know where you’re going, you might not get there.” If you do not communicate the direction you are taking the company, there will be confusion – at best. At worst, your people may be actively driving your business in a different direction than you, simply because they don’t know where you’re going. I go into more detail on the importance of vision and vision sharing in this article.  
  • Staff training is a component of internal communications. This is important so that staff (or volunteers) know, not just what to do, but also how and why leadership wants the job done a certain way. Many companies succeed in training a staff person on what to do. Failing to explain how and why is similar to not sharing your vision. In those cases staff will come up with their own way of doing things.

My daughter just started her first “real” job. She’s helping set up for events and weddings. In training her, if they had just told her to set up chairs (what to do), she may have had them all facing the wrong direction. Or she may have put them way too close together. Or put them in socially distanced clusters. By clarifying the vision of how the event should look and the experience they want for the attendees, she was able to do her new job successfully.

  • Communication reinforces culture. Employees can smell a “flavor of the month” leadership initiative a mile away. If you want something to stick, you need to repeat it. Over and over and over again. This is how your values become a deep seeded, integral part of your company’s identity. They become your culture. 

If you are committed to vision (or mission); well trained staff; and creating a strong culture, read on for some simple techniques. 

If you read many of my articles, you will notice that several of the strategies I suggest starts with your mindset. This one is no different. As the leader you need to be committed – 100% – to creating a culture that is built on relationships, trust, and growth. If that’s not where you’re at, you are wasting your time reading my articles. 

Alright, it looks like you’re still reading, so let’s dig into some techniques you can implement, right away, to improve effective internal communications. Since I work mostly with small businesses and nonprofits, it’s important to me to share strategies that can be implemented without a great deal of expense or dedicated staff time. I understand very well that budgets are tight and everyone already has a very full plate. 

1. Staff Meeting structure
No one likes to meet, just to have a meeting. That’s a waste of time and only increases frustration for busy people. We will get to ensuring your meetings are purposeful in strategy #2. Before that, let’s look at the value of a staff meeting structure. If your meetings are regularly scheduled, have an intentional agenda, and start and end on time, these can be the single most effective communications tool in your toolbox.

A strong staff meeting structure gives staff the support of knowing when they will be informed about important company information. It allows leadership to hear from other team members. It provides a team building, problem solving, and education platform. If the words – staff meeting – elicit fear or dread in your company, they are not being used as effectively as they should be.

Every company will have a different structure for their meetings based on size, number of departments, geographic locations, and more. You need to decide what is right for your teams. At a minimum, I suggest the following:

    • Weekly 90-minute leadership team meetings
    • Weekly meetings for next level/department leaders
    • Monthly meetings for part-time or front-line staff
    • Quarterly all staff meetings
    • Regular one-on-one meetings between supervisors and their direct reports

Based on your needs you may add in additional layers or configurations. An annual meeting might be right for you and your business. If volunteers are part of your operations, they should be included in you meeting structure.

2. Plan for outcomes
Building on the staff meeting plan, it’s not enough to have a structure in place. It’s what you do with it that counts. I’m sure many businesses have regular staff meetings, but communication is still lacking. 

Here is where the mindset piece comes in. Meetings are dreaded when there is no agenda, no expected outcome and no plan. So much time is wasted because people are brought together for staff meetings where everyone just goes around and shares what they are working on. Sometimes this is valuable, usually it creates a slippery slope of disengaged employees. 

When planning your staff meeting structure, think about the purpose for meeting and bake that into the agenda. ALWAYS have an agenda. If building relationships between team members is important, include time for that. Is communicating project status important, put it on the agenda. Have problems to solve and issues to resolve, designate plenty of time for that. Again, every team is going to have different needs. Here are my suggestions for agenda items:

    • Transition (from pre-meeting work to meeting mode) – this could be a “good news” sharing, opening thought, or other openers
    • Announcements
    • Review “to do” list from previous week/project updates
    • Company updates – what are we hearing from customers or staff?
    • Issues – identify and solve problems
    • Create and review “to do” list for next week
    • Cascading messages – what needs to be shared with other teams or staff?

As I stated before, effective staff meetings are your most powerful communication tool in your toolbox. It just requires structure and planning. 

3. Staff training system
When training your staff, pretend that the new person is starting their first job ever. This is not because you’re assuming that they are stupid. It’s so that you make sure you consider all the things that will help them to be successful. When you have worked for a company for a while – all the things – become second nature. Those things might not seem like something you need to explain to people. That’s because you live it every day. 

Take the time to consider the what, how and why of each position. Include that in the training. Assuming you are not the person training every single team member, make sure you put the same thought into preparing those staff who will be training others. Ensure that they know and are committed to training the what, how and why as well. 

In addition to training new staff as they come on board, regular on-going training will help reinforce expectations and culture. Your Quarterly Staff Meetings can be very effective in delivering mini-trainings and keeping everyone’s skills and understanding sharp. 

4.  Consistency and reinforcement
Stating things over and over can be annoying. Some leaders feel like saying something once should be enough. However, we have all heard the marketing adage: It takes hearing a message seven times before consumers are aware of it. The same goes with internal communications. This is why leaders should share their vision/mission and values every single time they are in front of their team. Quarterly Staff Meetings are a great conduit for leadership messaging. 

In addition to verbal communications, consider reinforcing messages with visuals or social media. Posters, flyers or social groups can be used to amplify the importance of strategies, reinforce processes and systems, and to communicate initiatives or changes.  

5.  Ramp it up during change or crisis
Anyone who was part of any organization when the pandemic hit in spring of 2020 knows the importance of internal communication. Were staff kept informed of how the global changes were impacting the company? Was everyone clear on changes that were being made and why? Did all team members have the information and resources to feel competent and supported in their role? Crisis tends to shine a very bright light on the quality of internal communications. 

During a crisis, having a staff meeting structure in place isn’t enough. Consider adding weekly or even daily calls to bring everyone together. Even if there are no new updates, your people need to hear from you and connect with each other. Increase your one-to-one conversations with your direct reports (and expect it from everyone else). Even a 5-minute conversation will do wonders to help your staff to feel connected, included, and valued. Send out weekly communications with status updates and talking points. Your staff will be asked questions. Make sure they are well prepared to give good answers. 

“We don’t grow when things are easy, we grow when we face challenges.” ~ Joyce Meyer 

These same principles apply when you are driving a change process in your organization. If you’re implementing a change: plan it intentionally; repeat yourself on the what, how and why; and ramp up your communication throughout the process.  

Bonus!

I have two last “bonus” points that I want to make. First, while this article is largely about leaders communicating to the rest of the team, internal communications are about both speaking and listening. Opportunities to gather feedback both formally and informally is equally important to a healthy internal communications system. Truly listening, then processing the thoughts, ideas and concerns of your staff will create a culture where they want to do the same for you. 

Second “bonus” point: internal communications improves external communications. When your staff feel informed, valued and respected, the positive external communications they will spearhead are public-relations gold. Organic positive conversations about your business are priceless and cannot be manufactured or bought. Committing to a strong internal communications game will elevate your external communications without you having to lift a finger. Additionally, handling internal communications well during a crisis, will amplify trust both within your team and in the larger community. 

Need help creating an internal communications plan that is right for you and your team? Email me at kim@athena-coco.com to schedule a free 30-minute consultation to discuss getting started. Calm the Chaos and improve internal communications so you can find time to focus on what’s important to YOU! 

Kim is a mom, wife, lover of being active and the outdoors,
and helper of small businesses and nonprofits.
kim@athena-coco.com

Diversity, Equity, Inclusion: Three Simple Steps to Get Started

Diversity, Equity, Inclusion

There are many voices out there on this topic. Many are going to be more qualified than me to speak in-depth on Diversity, Equity and Inclusion. In this article I will be sharing my perspective along with some thoughts on how to start these conversations in your workplace, or even in your family or friend group.

I had the honor of serving my community through the YMCA for several decades. The work I lead and was involved with was important and impactful. One initiative from the YMCA of the USA that I have been very impressed with, and have carried with me throughout the years, involves their work on Dimensions of Diversity. This work has resonated with me because it goes far beyond gender, skin color, and age. Those are big and often obvious categories, which over-generalize who people really are. Generalizations are necessary for studying trends, creating non-discrimination policy, and supporting marginalized groups; however they create problems when we use them to lump all people together. 

While working with a client recently, she shared her story of being a young black woman who excelled in the violin. For a long time she felt like an outcast. “Black people don’t play in the orchestra” was something she heard and felt on a regular basis. In discussing her experience she used this phrase:

Black is Not a Monolith 

Having only heard the word “Monolith” recently in relation to the one discovered in Utah last summer, I did a bit of research. Apparently it’s a phrase that’s been around for a while, and has resurfaced with the release of Lena Waithe’s Queen & Slim. While I have not seen this movie, it sounds like the phrase is used to express the fact that all black people are not necessarily from the ghetto. Essentially, black people come from all kinds of communities and backgrounds. When you think about it, that doesn’t seem like something that needs to be stated. However, it’s human nature to try to categorize and simplify things we don’t understand. 

 In talking further with this client, she shared with me that she was from a small town. She told me her town “only had four high schools.” This is when the complexities of diversity really struck me. My town had exactly one high school. In fact it had exactly one school of any kind, Kindergarten through 12th grade. In the years since I graduated they have added a preschool. Still one school. As a member of the tiny little Generation X, my graduating class had 26 people in it. 

This started me thinking about other personal experiences where the diversity in our backgrounds was very striking. When I worked in Chicago one of my staff, a woman in her 40s, had never had a drivers license. Or a car. She taught me how to use the bus and the L – explaining routes, lines and transfers – from memory. Growing up on a farm I wouldn’t have been able to participate in afterschool activities, have a social life, or a job without a license and a car. It was unimaginable to never have a car or a license. Growing up the way she did, she couldn’t believe I’d never used public transportation. 

These experiences and reflections keep bringing me back to the Y-USAs Dimensions of Diversity. Looking at one dimension of a person and defining them by it is part of our society’s problem with embracing diversity. It leads to limiting beliefs and stereotypes. All black people are fill in the blank. LGBTQ+ people never fill in the blank. People living in poverty are all fill in the blank. Women just aren’t meant to fill in the blank. None of us should be defined by one aspect of our identity. Least of all marginalized groups. 

Today, many companies and organizations are in the position of knowing they need to “do better” with diversity, equity, and inclusion; but they might not know where to start. This is understandable; it’s a huge, complex and often controversial topic. I’d like to offer you three simple steps to get you started. These can be implemented with no cost, no additional staff or resources, and very little change to your operations.

  • Mindset – leadership commitment

First and foremost, the leadership of the business or organization needs to be genuinely committed to shifting the culture. The top leader especially, but also the leadership team needs to believe in the importance of celebrating diversity, valuing equity, and driving inclusion.

In order to ensure that you are ready for this, it will likely require some challenging conversations as a team. The discussion must go beyond: “Is everyone good with this?” Each and every leader needs to be committed to driving change, supporting difficult conversations and situations, and being an agency-champion for this transformation. If every single person isn’t 100% on board, the leader has a decision to make. Does she/he postpone this initiative until the timing is better or do they make the changes needed to create the leadership team that will move the company needle on DEI. 

  • Commitment to understanding

As you begin your initiative around Diversity, Inclusion and Equity, one of the first tenements to establish is the commitment to understanding where people are coming from. Impressing upon staff the importance of listening and being open to understanding the journey their co-workers are traveling is key to building your foundation.

It doesn’t matter what other people think about Meghan Markles’ skin color. If she identifies as black, that’s a dimension of who she is. Self-identification is up to the individual and it doesn’t matter if other people agree with it or not. Supporting DEI means accepting others as they identify, and striving to understand.

The leadership sets this expectation and supports staff as they work to learn and grow. They also watch for those team members who are resistant to this change and take action with anyone who is not a match for the culture they are trying to create.

  • A little bit of time in each and every staff meeting

The first two steps are really about mindset, setting the tone, and creating a culture. This one provides action items you can take and use right away.

The most valuable communication tool that leaders possess is the staff meeting. If your staff meetings are not important, engaging, effective, and driving communication and culture, consider reading this. Incorporating mini-activities into your team meeting (and every other staff meeting in your company) can start the exploration of diversity, equity, and inclusion with the broad base of your business.

Hopefully your staff meeting includes some sort of a transition or opening. This aspect of your meeting is meant to help team members shift from whatever-they-were-doing-before-the-meeting to full-on-meeting-mode. Good things to include in this phase of the meeting are things like:

  • An opening thought
  • Check-in
  • Company headlines
  • Celebrations

In order to get everyone thinking about the diversity of their team, consider adding a “backstory question.” This tool can be fun, but at the same time it helps everyone to start to understand more about their teammates. If time is tight this activity can take as little as 2-minutes by doing it “whip style.” Or if you want, you can add a reflection component to dig deeper.

Here’s an example:

  1. Have everyone go around and share what their first job was and something they learned from that job that they still utilize today. If you have 10 people in the meeting, this will probably take 5-minutes at the most.
  2. Those wanting to dig deeper can pair people up (preferably connecting those with the most differing first jobs, like walking beans with interning at a magazine).
  3. Have one person spend 2-minutes asking the other person questions about their first job.
  4. After their time is up they switch roles.
  5. You can close with a group reflection on what they learned about other people that may have surprised them.
  6. Doing the full activity will take a maximum of 15-minutes.

Here’s a list of ideas of backstory questions you can use to get started:

  • What was your first job? What did you learn that you still use today?
  • How did you get to school when you were little? How was that the same or different from other kids at your school?
  • What’s the first team you remember being part of? How did that experience shape you?
  • How many kids were in your family? Where are you in the birth order? What does that say about you? 
  • What was your favorite subject in school? How have you carried that with you? 
  • Share about the kind of home you grew up in? 
  • How did you decide what you wanted to do for a living? 

As time goes on your questions can progress towards being more probing. Another idea is to have volunteers come up with questions for the next meeting or create a sub-group of volunteers to work on questions and activities.

As you and your team become more comfortable exploring diversity there are many more activities you can incorporate and initiatives you can drive. Sometimes getting started is the hardest part. Hopefully these simple steps can spark the beginning of your journey. 

Need help creating a plan that is right for you and your team? Want an outside resource to facilitate crucial conversations around DEI? Email me at kim@athena-coco.com to schedule a free 30-minute consultation to discuss ideas that will help you get started. Calm the Chaos and create a great culture so you can find time to focus on what’s important to YOU! 

 

Kim is a mom, wife, lover of being active and the outdoors,
and helper of small businesses and nonprofits.
kim@athena-coco.com

Solve Problems, Don’t Just Talk About Them

Raise your hand if you find yourself talking about the same problems over and over, but never coming to solutions. Whoa, that’s a lot of hands! This is a very common challenge for business leaders, but it doesn’t have to be this way. Let me share a fairly simple process for solving problems, so you can move on and focus on what’s important to you.

Make Time to Focus

The first step is creating a system for addressing issues. I recommend spending the majority (about ⅔) of your weekly leadership team meeting focused on solving problems. After all, as the leadership team, isn’t this the most valuable way you can spend your time together? By solving problems so the business can operate more smoothly or you can remove barriers to efficiency, productivity, and work satisfaction. Plan your regular meetings so that everything else gets addressed efficiently and you can get to the work of solving problems.

List Them Out

Create a list of all the issues that need to be addressed. This list can be collected throughout the week and added to at the weekly team meeting. It may be a long list at first, but don’t let that scare you. Include everything, so that you don’t lose a key issue. If possible, it’s good to have all of the issues listed out on a flip chart or dry erase board so everyone can see them all. If that’s not an option, a printed list for each team member will work.

Prioritize

Looking at your list of issues, determine – as a group – which three are the most important ones and should be addressed first. Rank them 1, 2, and 3 in order of priority. Do not spend a lot of time on this task, keep it to about a minute. Team meetings that are 90-minutes long will give you 60-minutes to work on your issues. Starting with three will give you about 20-minutes per topic. If you are able to solve these first three issues in your allotted time, determine which one should be addressed next and start on it. Proceed this way until your time has expired.

Process

Once you have the issues you will be addressing, there are three steps to efficiently solving them:

  1. Present & Analyze – The person who proposed the issue in the first place will present it.. They will concisely share what they see as the problem. Then the group analyzes and drills down to get to the root of the problem.

    • For example: the issue may be initially presented as something like: “Sales are down 25% on blue widgets.” While this is true, and certainly an issue, drilling down may reveal a different issue. Just looking at the issue as presented, it likely seems like a problem with the blue widget sales team. However, a drill-down may reveal that production is down, so the inventory of blue widgets might not be meeting demand. Or maybe there have been quality problems with the blue widgets, scaring away potential sales. Or maybe there’s an industry-wide backlash on blue widgets. Whatever it is, the group needs to agree to the real problem surrounding the issue. Again, this should be a fairly quick part of the process.

  2. Discuss – Once the real issue is decided on, the group has a discussion. Solutions are presented. Pros and cons are debated. The meeting moderator needs to make sure all voices are heard (not just the loudest ones). Each person states their case only once.

  3. Decide – When all the stars align beautifully, a solution presents itself during the discussion and everyone is happy. In the real world, that usually doesn’t happen. In the real world, someone usually has to make the decision. The decision maker is often the top leader on the team; however, sometimes it’s another leader who will ultimately have the responsibility of rolling out the decision. Whoever it is, the decision maker takes all of the input they have gathered during the discussion, they evaluate all sides of the issue, and they make a decision. Boom – problem solved.

Next Steps

Once the decision is made, you need to think through next steps.

  • Does the decision need to be communicated out to others in the company?

  • Are there action steps to roll out the decision?

  • Is there a plan that needs to be created?

  • Who will be accountable for the next steps?

As part of the problem solving, determine what comes next and the system for following up.

To-Do List

Another component of a great team meeting is a To-Do list. This is a good place to capture the action steps and ensure there is follow-through on the decisions made. Gather all of the action steps from all the decisions made. List them in the To-Do section for the following week’s agenda. At next week’s meeting you quickly go down the list reviewing each action item. If an item has been completed you cross it off. If it’s not completed you quickly determine if it is an issue or not. If it is an issue, guess where it goes? That’s right – you add it to the Issues List.

Initially you may have so many issues that it seems overwhelming to tackle them three at a time. As you’re getting started, you may want to set aside half a day to power through your list of issues. Stick to the process above and shoot for about 20-minutes per issue. Finally getting decisions made will feel great. It will help you move things forward. And solving problems will benefit everyone in the company.

This proven process will help you solve your issues quickly. Happy problem solving!

An outside facilitator can help your team learn this process and become a problem-solving machine! Email me at kim@athena-coco.com to schedule a free 30-minute consultation. Calm the Chaos and find time to focus on what’s important to YOU.

Self-Care – Yes, Business Leaders Need It!

leaders know quote

Happy Valentine’s Day! It’s probably not actually Valentine’s Day when you’re reading this, but that’s when I’m writing. And that’s also why I wanted to spend a little time talking about self-care (aka: self-love) for business leaders. You might be thinking: “I don’t have time for that!” If so, I’m hoping I can change your mind with this article.

I found two great definitions of Self-Care, and this seems like a great place to start.

Definition #1:

The practice of taking action to preserve or improve one’s own health.

This one is a pretty broad definition and can include things you’re (hopefully) going to do regularly, like sleeping and brushing your teeth. It also encompasses regular check-ups, exercise, wearing your seat belt, healthy eating, and much, much more. These are all important habits, and I hope you have established great routines for them. Plus flossing, also very important. However, while there’s some crossover, these aren’t the practices this article is about. Which brings us to the second definition.

Definition #2:

The practice of taking an active role in protecting one’s own well-being and happiness, in particular during periods of stress.

Now we’re talking! The key word here is stress. If there’s anyone who has their fair share of stress, it’s business-owners and business-leaders, amirite? You have an entire business or nonprofit relying on you to make the right decisions, create a great culture, deliver the best services or products, and support your staff. That’s a lot on your shoulders! And those are the reasons that self-care is so important for leaders.

In working with leaders for quite some time now, I know that there are many who hear the words self-care and think one of three things:

  1. It’s for the weak. Tough leaders don’t need that new-agey crap.

  2. I’m too important for that kind of indulgence.

  3. It would be great, but who has the time!

If you fell into one of these categories when you first started reading, consider this. You know when you fly (or used to fly, pre-pandemic) and the flight attendant tells you to put your own mask on first, before helping others? As I’m sure you know, the reason for this is because you cannot help anyone else if you’re incapacitated. The same thing goes for leading your business. You’re going to be no good to the company, clients/customers, or staff if you’re too stressed out or exhausted to lead effectively.

The arguments listed above are rooted in the assumptions that leaders shouldn’t be vulnerable, important people don’t need to manage their stress, and leaders can’t take time for themselves. The reality is that self-care is an investment in your personal productivity and effectiveness. It can improve decision making and mental clarity. It most definitely improves mood, which can benefit relationships both inside and outside your company. With self-care you’re able to focus better, have more energy, be more productive, and find more creative solutions. These are just a few of the many benefits that come from “taking an active role in protecting one’s own well-being and happiness, in particular during periods of stress”.

The self-care industry has boomed from $10 million in 2014 to over $450 million in 2020. There are millions of products and services out there and everyone thinks their solution is the best. All of that can make self-care seem confusing and overwhelming. I am not here to promote any product or service. In fact, I believe the best options are free and simple. I also believe that self-care is as individual as fingerprints. You need to find what is right for you. My recommendation is to start out with things that are free or super low cost, then add or change as you find what works best for you.

Start Here

As a business leader, you certainly don’t want to add something to your day that is going to make life more stressful. While a day at the spa would be fabulous, it’s probably not realistic (at least not on a regular basis). So here are some ideas of things to start with, that won’t break the time-bank.

Breath Exercises

You’re going to breathe anyway, right? Take one-minute, two or three times a day to focus on breathing. There are several different techniques you can use. If this is something that appeals to you, a quick google search will give you lots of options. Here’s one you can try right now:

  • Sit in a relaxed position and close or downcast your eyes.

  • Take a deep (belly) breath in for a count of four.

  • Hold for a count of four.

  • Let out for a count of four.

  • Hold for a count of four.

  • Repeat for four breath cycles.

Breath is life. Focusing on your breath can lower your pulse, lower your stress, help you relax, and refocus your attention.

Journal

Journaling can seem intimidating. What will you write? Why will it matter? What’s the point? If this is something you would like to try, but don’t know how, here’s an easy way to get started. Just finish these three statement every day:

  • I will let go of . . .

  • I am grateful for . . .

  • I will focus on . . .

This is a really great way to start the day. If possible, do it first thing in the morning. Consider making it the first thing you see when you open your computer.

Connect

Set a goal to have one 5-minute, non-work conversation with a different team member every day. Human interaction does wonders for reducing stress. Mercy Medical Center says that social interactions are good for brain health. It can improve mood, lower the risk for dementia, and promotes a sense of safety, belonging and security. And the really great thing is that by incorporating this practice, you’re not the only one to experience these benefits.

Get Out!

Go outside and mindfully take in what you see. Check out the breeze. Listen for sounds. Observe the colors and movements around you. Again, as little as 5-minutes can reap so many benefits. Exposure to nature is known to reduce anger, fear, and stress; as well as reducing blood pressure, heart rate, and muscle tension. This is so easy to incorporate into your day. Park at the far end of your parking lot and spend the walk being mindful of your surroundings. Walk for lunch or just take a walk around the building. This has the added benefit of physical activity, a little vitamin D, and setting a great example for your team!

Mindfulness

This goes right along with the previous practice, but can be done while doing literally anything. Practicing mindfulness for as little as two-minutes a day has been proven to reduce stress, anxiety, and mental reactivity. This can be done while you brush your teeth (one of the self-care activities from the top of the article). While brushing, think about the tiny circles you make with the brush. Think about how the floor feels under your feet. Think about your posture. Think about how you’re feeling. Notice everything about the process. Then guess what? When you’re done you have at least one-minute of mindfulness practice under your belt for the day! Spend a full minute focusing on what you’re eating at lunch. Examine the taste, texture, temperature, and how the food is making you feel. Chew twice as long as you normally would. Think about that process. And when you’re done – Boom! You’ve got your two-minutes of mindfulness in for the day!

Those are just a few ideas to get you started, all of which require very little time and no cost. Here are some other suggestions if you want to dive a little deeper into practicing self-care:

  • Physical exercise – yoga, walking, biking, strength training. Whatever you pick, start small. Commit to less than you think you will do, like 5-minutes a day. When that is a regular part of your day, consider expanding.

  • Healthy eating – you are what you eat, so consider what you put in your body. Shoot to make one small change. Be it smaller portions, mindful eating, reducing processed foods, healthy snacks, etc. Change one small thing, and see how it goes for you.

  • Routines – creating a routine or ritual is great for stress reduction. Wake-up routines, bedtime routines, get-to-work routines, end-your-day routines – routines reduce stress and can provide you with more time.

  • Quality sleep – everyone knows the benefits of a good night sleep. Coincidentally, the biggest deterrent to quality sleep is stress. As adults, stress can really wreak havoc on our sleep. Many of the self-care options in this article can help you improve sleep.

Still, there are many more ways to manage stress and take care of yourself. These are some good ones to start with, but you can also do your own research. Try different things. There is no right or wrong (despite what “experts” might say) that works for everyone. Find what works for you, then tweak it as you go along. And every once in a while, feel free to treat yourself to a spa day.

Need help managing stress? Email me at kim@athena-coco.com to schedule a free 30-minute consultation to see how we can help you Calm the Chaos and find time to focus on what’s important to YOU.

11 Traits of Exceptional Leaders

good leader diagram

Last week I talked about what I believe is the biggest mistake that leaders make. You can check it out here if you would like to make sure you’re not falling into that trap. Today I want to explore the things leaders do that make them truly exceptional. I prefer to focus on the positive, so this seems like a good follow-up to last week’s negativity.

The list I’m going to share with you comes from Glenn Leibowitz. Glenn is head of communications at a global management consulting firm and he writes about personal and professional development, media trends, and writing well. I like what he has to say about exceptional leaders and wanted to expand upon his thoughts. In full disclosure, Glenn had 13 traits on his list. One felt repetitive and another I didn’t really agree with, so I’m giving you 11 of his 13.

The ironic thing is that this list was shared with me by someone who could really learn a lot from the points Glenn makes. At least half of them are traits this person didn’t possess, or just didn’t understand. That made me think that maybe each point could use some more explanation. So, without further ado, here are 11 Inspiring Traits of Exceptional Leaders:

  1. They trust you to do the job you’ve been hired to do

  2. They seek your advice and input

  3. They find opportunities to let you shine

  4. They recognize your contributions

  5. They have your back during tough times

  6. They challenge you to do bigger and better things

  7. They express appreciation

  8. They are responsive

  9. They know when to apologize

  10. They treat others with dignity and respect

  11. They care

Let’s break these down.

They Trust You to do the Job You’ve Been Hired to Do 

To be clear, this doesn’t mean that they hire you and set you loose. They hire you, orient and train you, ensure you’re a good fit for the company and culture, and then they trust you to do the job you were hired to do. They are also available if you have questions or need to talk through your ideas. There is no micromanaging or nitpicking. After making sure you have received the tools and resources needed to do your job well, an exceptional leader sets the vision and direction, then supports you as you thrive.

They Seek Your Advice and Input

I love this one! Strong leaders know that multiple perspectives strengthen decision making. They come to you to understand your perspective and how you think about issues or projects. It’s important to realize that the leader is likely gathering advice and input from other team members as well. In the end they may make a decision that is contradictory to what you believe is best. As a leader, that is their job, to consider all angles and to make the best decision for the company.

They Find Opportunities to Let You Shine

Good leaders help identify your strengths. Then they align projects and work so you can use your talents. Exceptional leaders want you to excel because they know it will be good for you and good for the company. Then, when you have done a great job, they . . .

Recognize Your Contributions

They go beyond “giving credit where credit is due” by making it a point to share your hard work and the impact that it’s having on the business. And, they do it in a way that is genuine and appropriate.

They Have Your Back During Tough Times

Nobody’s perfect, we all make mistakes, and we all go through tough times. Strong leaders recognize the difference between a rough patch and a need for corrective behavior. It takes a confident leader to back up their team members when they mess up, but it’s imperative to maintaining a trusting relationship.

They Challenge You to Do Bigger and Better Things

I once had a boss who was great at this. Every time I started to feel like I had everything under control, he would give me more responsibility or a new project. I learned and grew so much in the five-years I worked with him. Those new projects pushed me outside of my comfort zone. I will note that I was also promoted and compensated for the additional work I took on. Raises weren’t given every time I did something extra, but it was enough that rather than feeling taken advantage of, I felt appreciated. An exceptional leader will challenge you appropriately, take care of you along the way, and give you the skills to reach your next level.

They Express Appreciation

This one is similar to #4 about recognizing your contributions. Exceptional leaders GENUINELY express appreciation for you, your work, your talent, your insights, etc. Nothing is more lame than a generic “I just want to thank my team for all their hard work” compliment. I learned through a children’s program I use to coach for that expressing appreciation has two (sometimes three) key components:

  • Specifically state the behavior or action that you appreciate

  • Share why it matters

  • If appropriate, state how it made you feel

Here’s an example: Alice, thank you so much for organizing the marketing presentations. Your contributions helped save the team a lot of time. I’m really proud of how well the team is working together on this project. You are helping accelerate our work for faster growth.

They Are Responsive

Leaders have a million things vying for their attention and a million things they could be responding to at any given moment. Regardless, exceptional leaders pay attention to the needs of their team members. They easily assess when someone needs more support vs needs to be pushed. They have their finger on the pulse of the company culture and are tuned in to any issues that jeopardize it. When something is off, exceptional leaders quickly recognize and address the issue.

They Know When to Apologize

Just like everyone else, leaders are not perfect. They make mistakes. Strong leaders recognize when they have messed up, and they own it. As with expressing appreciation, an apology must be genuine and specific. That same youth program that I coached for also taught the steps to a sincere apology:

  • State what your sorry for (specifically)

  • State why it was wrong

  • Explain what you will do differently moving forward

  • Ask for forgiveness

For example: Janet, I’m sorry that I didn’t recognize how much extra time you were putting into creating the schedule. I should have given you more training on how to make that process easier. I realize that my mistake cost you a lot of time. I am going to set up a time where we can work on this together. I’m also going to make it a point to check in with you more frequently than what I have been doing. Will you forgive my mistake?

They Treat Others with Dignity and Respect 

Personally, I don’t think you should get to call yourself a leader if you don’t have this as a baseline. Leaders are exactly-as-human as everyone who works under them. Anyone who cannot or will not value their team members shouldn’t be allowed to supervise staff.

They Care

Generally speaking, on any given weekday we spend more waking time with our co-workers than we do with our families or friends. Any leader worth their weight – cares about the lives of their staff. They care about how work is impacting their “real life” and how their “real life” is impacting their work. They care about the culture they create and how it impacts their people. I would say that this trait trumps all of the others listed above. If a leader has this one, the rest will come naturally.

Want help developing your leadership skills or addressing a challenging culture? Email me at kim@athena-coco.com to schedule a free 30-minute consultation to see how we can help you grow into an exceptional leader or “coach-up”.

Too Busy to Lead

perfection is the enemy of success

Are you running your business, or is the business running you? Do you spend your days putting out fire after fire and never getting to the tasks or projects that you want to work on? Is there so much on your plate that you barely have time to answer your staff’s questions, let alone provide valuable leadership? If your answer is an annoying little “yes” to any of these, it’s time to talk about delegating.

FACT: Running a business (or a nonprofit) is hard work. There is always more to do than what you have time for in a day. As the leader, you feel responsible for making sure everything gets done, and gets done right. And the more successful you are, the more work there is to manage.

FACT: Every successful leader in the world has had to figure out how to delegate. And they have likely all struggled to figure out what and how to delegate. Effective delegation is key to managing your business while also leading your team.

The idea of delegating might seem impossible. After all, don’t you have to have everything organized in order to delegate it to someone else? The answer to that is no, and we’ll talk more about that later. Effective delegating is one of most important skills you can learn as a leader. In order to learn the skill, it helps to have some basic structures in place to make delegating easier. These three components create a solid foundation for effective delegating:

  1. Establish the right structure

  2. Hire quality staff

  3. Understand your strengths

Structure

Finding the right structure for your business not only helps with delegation, but it sets you up for success in many other ways as well. This means establishing and communicating a clear chain of command, thoughtfully creating positions and departments, and ensuring everyone knows what they are accountable for and how their work impacts the success of the company. You can read a lot more about this topic by reading Structure – Getting it Right to Grow.

Quality Staff

Quality staff does not always mean that you pay the very best or you provide the most glamorous jobs. Quality staff are those people who you trust. Those whose values align strongly with yours and those of your company. Those who have a positive attitude about the success of your business. In order to have confidence in delegating, you need staff who are willing, able, and motivated to help advance the work.

We all know that solid staff don’t grow on trees. And I’m not suggesting that this is a simple step. However, I do have a few tips to help. In addition to creating the right structure (mentioned above) for your business, here are some proactive steps you can take to create a breeding ground for quality staff.

  1. Communicate your vision. All. The. Time. When staff do not see the bigger picture vision for your business, then all they have is a job. But when a picture is painted of the direction you are taking the company, and their role in helping to get there, then it becomes much more. They see the work they are doing as valuable. They want to help accomplish goals. And they understand better why things need to be performed a certain way.

  2. Communicate your values. All. The. Time. Use your values when you talk about the big picture of your company. Use them to make hiring decisions. And use them in performance conversations. The first step is obviously to establish your values and to ensure that they truly reflect who you are as a company. Then, the more you use them, the more closely your staff will align with the values you hold dear. Staff will either self-select out if they don’t have the same values, or they will be drawn in if your values resonate with them. Both of those consequences create a stronger team.

  3. Practice your listening skills. People want to be heard. Even if you cannot accommodate their requests, people feel better when they have been genuinely listened to. When we truly listen to someone, they feel valued and respected. What a great gift to give to someone! And don’t you think that staff who feel valued and respected will also be motivated to help you and your business? Listening is one of my very favorite topics, you can read more about developing these skills here and here and here and here. (Clearly a favorite topic.)

Your Strengths 

This part isn’t just about understanding your strengths. It’s also about understanding the things you love to focus on; as well as the things you’re not that great at or don’t like to spend time on. Here is a fairly simple exercise to help you determine what you should be delegating. Take a piece of paper and divide it into 4 quadrants. Label the boxes as follows:

  • Top left = enjoy, not great at

  • Bottom left =  don’t enjoy, not great at

  • Bottom right = don’t enjoy, great at

  • Top right = enjoy, great at

From there, insert all of the tasks, responsibilities, and relationships that are on your plate. Look back at your calendar for a few weeks to make sure you capture everything. Once everything is recorded, it should be pretty easy to see which items would be good to delegate. Additionally, by practicing your listening skills, you will hopefully have an idea about staff who would enjoy or be good at the things you don’t like or don’t excel in.

Just Do it

Back to the point at the beginning of this article. Leaders often feel like they have to have everything in place, just right, before they can give a project or task to someone else. As the quote above states, perfection is the enemy of success. Perfection is an illusion, and if you keep waiting for everything to be perfect, you will never be able to let go. By creating the right structure, nurturing quality staff, and communicating consistently you will create a culture of trust. When that exists, you can trust your staff to handle projects and ask for help when needed. Also, your staff will trust that you will support them, even when they get stuck and need additional guidance.

The last point that I want to share on this topic has to do with the fact that you cannot be an effective leader if you are running from one crisis to the next and never taking the time to “work on the business”. A good leader spends time thinking about the direction they are taking their company. They spend time strategizing on how to reach their goals. They focus on how to lead and develop their team members. All of those things take time. Time spent away from the doing and fixing and scrambling. So as you consider what and how much to delegate, make sure you are giving yourself enough time to lead.

Need help establishing the right organizational structure for your business, creating a strong culture, or figuring out how to effectively delegate? Email me at kim@athena-coco.com to schedule a free 30-minute consultation to see how we get you moving on the path to growth.