Do You Know How to Conduct Effective Leadership Team Meetings?
While most work meetings are considered a waste of valuable time and energy, your ability to conduct effective leadership team meetings is essential to moving a team forward and carving out time for strategic, complex, systemic, and cross-team issues.
The Cost of Ineffective Leadership Team Meetings
The cost of wasted leadership time together is high. In addition to the obvious frustrations associated with wasteful meetings, an unaligned leadership team creates distorted assumptions, shallow and silo thinking, misinformed decisions, and disengagement. And more importantly, ineffective leadership meetings create an insidious downward spiral of cancelled or unattended meetings that decrease the amount of time that leadership teams collectively discuss issues and solve problems.
An Example Agenda
One recent high tech client used the following agenda sections to improve their ability to conduct leadership meetings so they could move their strategic priorities forward and create greater levels of team alignment throughout the organization. Make sure that you create a leadership meeting agenda and cadence that works for your unique situation.
The Bottom Line
How leaders spend their time with their teams is one of a company’s most precious and influential resources. Get your leadership meetings right to ensure that every leadership team focuses on what matters most and that they stay on the same page. You will know you are headed in the right direction when your leadership team meetings are worth the time and you are making better decisions faster.
To learn more about how to create greater levels of leadership team alignment, download How Leaders Break Down Silos and Resolve Cross-Unit Conflicts
Employee Exit Interview Flaws – Not Getting The Full Story
Employee exit interview flaws are standard protocol in most corporate workplaces. Though the reasoning for them is sound, most organizations’ attempts at employee exit interviews are pretty worthless. Organizations are leaving valuable information on the table about how to improve the workplace and better retain employees.
Don’t Waste the Opportunity to Listen and Learn
Here are five employee exit interview flaws – things you’re not likely to learn from your exit interviews – and then five tips on how to fully leverage these processes so you can gain valuable insights from outgoing employees for future exit interviews.
5 Things You’re Not Learning From Your Exit Interviews
5 Ideas to Improve Your Exit Interview Strategy
The Bottom Line
Gathering exit feedback should be an integral part of your talent management strategy to attract, engage, develop, and retain the top talent you need to be successful. Just make sure you have a plan and process to use the data to make things better for your people and your business.
To learn more about how to engage and retain top talent, download 2 Steps for Every CHRO to Retain Top Performers
Impact of Managers on the Transfer of Training
What is the true impact of managers on the transfer of training? While we have always believed that managers have a big impact on the transfer of training from the classroom to the job, our recent study of 121 professionals and their managers at a major North American financial services firm amplifies the impact of managers on the transfer of training.
1. 20% Higher Skill Adoption
Manager coaching is directly linked to skill application on-the-job. We compared 61 participants average proficiency score across 38 skills who received individual coaching to 47 control group participants who did NOT get individual coaching. The Coached Group scores were nearly 20% higher than those who did not receive coaching from their manager.
Are your managers providing reinforcement coaching for your critical initiatives? It could make a 20% difference.
2. 2x Greater Performance
Manager coaching is also directly linked to on-the-job performance. Each participant was asked for one example of how “coaching conversations with your manager have made a significant difference in a sales situation.” These were verified to include the situation, specific coaching, and results over the last three months.
Our training measurement found that the Coached Group created 2x more new revenue over the same time period as the Control Group. Are your sales managers coaching their direct reports to help meet revenue targets? It could double your revenue.
3. 72% Difference
How do those being coached feel? We asked, “What difference did the coaching conversations with your manager make in your success? The rating scale ranged from 100% “made all the difference” to 0% “made no difference” (your manager did not have any impact or played no role in your success).
Participants in the coached group said their manager “made a significant difference” (72%) compared to “a little difference” (33%) for the non-coached group. it worth a manager’s time to coach? Just ask those who benefit most.
The Bottom Line
Coaching and reinforcement form managers has a significant impact on skill adoption and performance. If you want employees to use new skills and improve their performance, make sure you involve your managers before, during and after your workshops in a way that makes sense. Otherwise, your training investment is most likely nothing more than wishful thinking.
To learn more about how to measure and improve the impact of your training initiatives, download Training Measurement Best Practices – 5 Practical Steps to Make it Happen
How to Climb the Corporate Ladder as a New Manager
If you are like most new managers, you welcome your management position as the first of many rungs on the corporate ladder. Your hope is to prove your abilities in this role so that you are promoted to the next more responsible position and so on up the leadership ladder. What are the smart ways for new managers to climb the corporate ladder of success?
3 Smart Ways for New Managers to Climb the Corporate Ladder
Follow the tried and true advice of new manager training experts:
1. Know Thyself
Be sure that your personal strengths and weaknesses are consistent with what it takes to be a great manager and leader. Check in with colleagues, utilize a leadership 360 or conduct your own self-assessment by asking questions like: Do I typically…
We know the list is long. Welcome to managing others! “Yes” answers indicate that you have the basic qualities necessary and the motivation to become an effective manager. “No” answer highlight areas for improvement if you want new managers to climb the corporate ladder of success.
2. Be Eager to Learn and Develop Your Talents
The best managers are always open to new and challenging experiences that they can learn from. Seek out the advice of others on how you can improve and then act upon it. Experience will be your teacher…learn by doing, by observing and by working with others.
Give yourself the opportunity to reflect on inevitable missteps—what went wrong and how you could handle it better the next time. Be willing to work on yourself and hone your skills. The self-satisfied new manager will never advance very far.
3. Welcome New Leadership Challenges
Be ready to volunteer for tough jobs but be smart about which ones you choose to take on. You want to foster a reputation for someone who is confident (and able) to take on difficult assignments. You can learn much from stretch goals but beware of the risks.
Assess carefully what development opportunities the new position has to offer and how good a fit it is with who you are and what you want. Take on a job where your strengths are really needed but where your weaknesses will not create problems. In general, if you cannot show positive results within 6 months, the new job will not be one that moves you up the ladder. Look for another challenge that suits you and the organization better.
The Bottom Line
While there are some nuanced differences between being a manager and a leader, there are significant differences between being an individual contributor and a new manager of people. Individual contributors are responsible for their own success and development while managers are responsible for the collective success of others. If you want to move up the ladder of success, know your strengths and weaknesses, be eager to learn, and proactively take on new challenges.
To learn more about how to be a successful new manager, download 5 Unnecessary Misperceptions that Slip Up Too Many New Managers
Why Measure Training?
Are corporate training metrics simply an exercise in futility that pleases training experts and HR but otherwise has no meaningful value to the business? Yes! If you are only measuring training satisfaction, hours, costs, participants, programs etc.
The Value of Training Measurement
Successful companies have learned that corporate training metrics have tremendous value in three areas:
A Golf Analogy
Take the game of golf. It used to be that putting was the more valued skill in terms of what it could earn a golfer. Nowadays, driving is the more lucrative skill. What happened? PGA courses have been changed. Fairways are longer and grass in the rough is being cut shorter.
A study cited in the Harvard Business Review by Baugher and Day of Western Illinois University and Burford Jr. of Junior’s Shaft Shack in Forest, Virginia state that “a 1-standard-deviation increase in driving distance would have boosted a player’s earnings by an average of $671,779.15 in 2013, whereas the same relative increase in putting skills would have raised his earnings by just $510,195.91.”
In other words, on average a golfer who improves driving skills stands to earn more than one who improves putting skills. The environment changed and the golfer who could understand how it changed and who could adjust to the changes emerged with the advantage.
The same is true in the corporate environment. Without an understanding of what skills matter most in your workplace, how do you know where your training efforts should focus?
For instance, let’s say you train your sales force on improving their pre-call planning skills but what actually determines sales success in your business and industry is, instead, better business acumen and executive level presentation skills. Your training did not target the skills that would give your team the competitive advantage.
To make a difference, you need to know what competencies are most critical for your team to succeed both now and in the future. And then you have to build or buy them to remain competitive. This requires effective training measurement of:
And again, back to the golf analogy, without consistently measuring the marketplace and your customers, how will you know what adjustments to make in the skills and knowledge of your workforce to meet new and evolving challenges? The savvy golfer shifted with the course changes and worked more on driving than putting. Savvy companies keep a close eye on the changes that could affect their business and realign their training priorities to meet the shifting environment.
The Bottom Line
Learn from consistent measurement whether, as a professional golfer, you should focus on driving or putting. And learn from measurement, as a business manager, exactly what critical few competencies matter most for your team to succeed.
To learn more about corporate training metrics, download 5 Steps to Smarter Training Measurement
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