SparkWorks Leadership and Coaching

Organizations face huge pressure to attract, engage and retain the best talent and managers are best positioned to help do that. Gallup reports that an employee’s experience with their manager impacts their engagement by up to 70%! However, in a survey conducted by McKinsey, middle managers report that they only spend 27% of their time on talent and people management. In today’s world of work, this is not enough. What is getting in the way? One of the biggest barriers is a lack of time. This, and the other factors identified by managers, point to a systemic issue in organizations. Simply put, we’re not setting them up to be successful. Even the most well-intended manager will be challenged because the “system” will be pushing them in the opposite direction. It’s not all on managers’ shoulders to figure it out. When we design an eco-system around them that reflects their value, and supports their success, we can expect organization performance to improve. One place to start to rethink and redesign their roles is to shift from being a bureaucrat to a coach. This changes their mandate and frees up time for them to focus on what their teams need. Managers and teams need it. The future of work requires it. #employeeengagement #managereffectiveness #leadershipdevelopment

One of the workplace dynamics that gets in the way of middle managers being effective is the way most of us tend think about the role of a manager. The role of the manager emerged in the Industrial Revolution because of the need to coordinate work among large groups of people. So much has changed since then but the way we think about the role of the manager unfortunately has not. What is possible if we looked at this position through a different lens? What would we do differently if we question the beliefs we hold about this role and adopt new ways to look it instead? What beliefs about middle managers do you think should be reconsidered? #middlemanagement #leadershipdevelopment #effectiveteams #effectivemanagers

One of the behaviors of a high performing team is healthy conflict. This is the ability to engage in unfiltered and productive debate. How well does your team engage in conflict? Join us at our upcoming webinar on May 15, Transforming Workplace Conflict, when we will talk about strategies to help you and your team build these skills. To learn more or register, DM me or go to https://lnkd.in/gR7uyMSQ

How well does your team handle conflict? Take a quick test to find out by scoring your team on a scale of 1 (low) – 5 (high) on each of these statements below. -      Team members share their opinions even if it creates disagreement. -      Team members solicit each other’s opinions during meetings.   -      When disagreement happens, the team deals with the issue before moving on. -      During team meetings, the most important issues are discussed, even if they are difficult. How did you do? How do you think your team would answer these questions? One sign of a healthy team is how productively they engage in conflict. These questions can help you recognize what your team does well in responding to conflict. When you observe these behaviors, its important to reinforce them. Moreover, when you see gaps in these behaviors, it shows where the team needs more guidance. #leadershipdevelopment #effectiveteams #engagedemployees #productiveconflict

Which of these approaches best describes how you typically respond to conflict? -      You are quick to speak up and address issues head on. -      It is important to you to express your feelings about the situation. -      You tend to stay calm and listen to what others have to say. -      Focusing on logic and sticking to the facts is important to you. While there are many other nuances to one’s response to conflict, these four statements generally reflect how the 4 different DiSC workstyles show up when things get tense. Understanding our own, and others’ approaches to conflict, can be incredibly helpful when working through something challenging with our colleagues. We invite you to join us on May 15 at 11am ET to learn more about your own conflict style during our webinar Transforming Workplace Conflict. For more information or to register, send me a DM or go to https://lnkd.in/gR7uyMSQ

Is your team really a team or it is a group of people who happen to work together? This definition of a team will give you a good answer.

One of the things I enjoy most about using the DiSC framework with clients is when someone says, with surprise and delight, "How did you know this about me?". It happens almost every time! I've concluded that one reason why people say this is because DiSC puts what we know to be true about how we like to work into simple, clear language that helps us feel understood. DiSC is a framework that deepens an individual's understanding of their preferred workstyle, the workstyles of others, and how these preferences impact the way we interact with each other at work. With these insights, people find quick, practical, and relevant ways to adjust their communications, becoming more effective collaborators and more productive team members. If you've never heard of DiSC, and would like to learn more, send me a DM. If you already know of DiSC, send me a DM anyways because we'd love to tell you about the new platform called Catalyst. This platform puts DiSC on steroids and helps clients integrate DiSC into their day to day interactions even more! #everythingdisc #effectiveteams #leadershipdevelopment

In high performing teams, team members are candid with one another, even when something is hard to say.   I’ve struggled with this myself. Sometimes, I refrained from being direct for fear of offending another person or making them upset. However, when I held back, I also robbed the other person of feedback that could have been helpful to them. In those situations, I unknowingly was focused on how I felt instead of the benefits to them. Fortunately, I’ve become better at being respectfully candid however it’s still not easy.   I’ve also observed colleagues who dished out feedback with little regard for the other person’s level of receptivity or esteem. That kind of feedback wasn’t helpful either and it usually affected the working relationship negatively.   I’ve learned that feedback that is impactful is respectful, honest, and considerate. At the heart of it are the best interests of the other person, or the team. When it’s delivered this way, the odds of it being well received, even when it’s negative, increase significantly. Moreover, it often strengthens the relationship as candor builds trust.   What has helped you deliver difficult feedback effectively?   #effectivefeedback #fivebehaviors #cohesiveteams #engagedemployees #leadershipdevelopment  

Last week I worked with a team who met for one purpose – to take stock of how well they are working together.   Why would a team take time to do this? Because they recognize that their ability to work cohesively has a significant impact on their results.   Last year, they met to assess how well they:   🔺     Trust each other 🔺    Speak candidly 🔺     Commit to decisions 🔺     Embrace accountability 🔺     Achieve results   This year, they reviewed their progress in these areas.   This isn’t easy work. It takes courage for team members to admit how they’re getting derailed or to point out where they can do better.  However, teams who do this find they are energized by the outcomes and more confident they can achieve their goals.   If your team seems disconnected or complacent, Patrick Lencioni’s Five Behaviors of Cohesive Teams can be your guide. DM me if you’d like more information on this model.  

Work has changed. The role of the manager needs to change too. In our most recent issue of The SparkPlug, we outline the reasons why we think it’s time to revisit the role of the manager. You’ll also learn what the future of work needs from manager as well as pointers on what it takes to be a great leader. Read more here https://conta.cc/3PeaF9W