Tag: Leadership

3 Questions to Shift Perspective on Performance Gaps
By Scott

3 Questions to Shift Perspective on Performance Gaps

Too often we see performance gaps as things that should be hidden or apologized for. Our narrative around these events contains adjectives like poor or disappointing, which only makes us want to escape them more. Then you start trying to hide what you see as the truth, which too often results in a series of moves where your ego shows up too much or too little to others. It does not take a Psychology major to spot someone who is not comfortable in their work – we just have to listen to the story they are telling.

Then you find a person or place where gaps are accepted, and more energy is put into talking about them, learning from them, and working together to close them in your business and your personal life. At the Inc 5000 conference last week, I interacted with 5 start-up leaders, and while each story contained big challenges that worried them, it also contained things like pride, resourcefulness, teamwork, hope, and perseverance. They were not trying to cover anything; they were just sharing.

It never ceases to amaze me what energy comes from choosing a more hope-filled narrative. If you are a leader, you can shape this with the questions you ask.

Three I love are:

  • What is energizing you right now?
  • What is frustrating you right now?
  • What are you learning today?

People need a place to vent. We also need to create equal amounts of space to dream and reflect so we can learn and plan. We can use words like failure, and when they are used with words like learning and growth our story is fundamentally changed. People-centered leaders create this space and invite people in – and those that value that involvement #ownit.

To learn more about my philosophy on Performance Gaps – take a look at my new whitepaper.

 

 

By Scott

Micro-manager or Micro-supporter? One tip for starting the change.

Are you a micro-manager or micro-supporter?

A leader recently admitted that she did not stay close enough to a new leader and let them make decisions that were harmful to the business.  Her thought was that she needed to direct the next person more in the beginning. Expensive lesson, and one that will make her a more effective leader.

Micro-managers . . .

  • Direct the work even if the person has (or should have) the capacity to do it.
  • Sometimes say (and always think) “If I want it done right, I need do it myself.”
  • Consistently lose the people who want to lead and keep the people who want to be told what to do.
  • Are either over-involved or not involved – they have no self-control for meddling.

Micro-supporters . . .

  • Ask for the details of the plan because they either, a) Are building confidence in someone’s decision or, b) Want to see the details so they know how they can help.
  • Frequently meet with their people to brainstorm, problem solve, and delegate.
  • Know when to say “I need to take this,” and don’t do it often.
  • More often say – “Let’s work close on this one because it will be good learning for you and me, and it is important enough that two brains should be working on it.”
  • Have teams of loyal, hard-working, energized people that know they have a great leader and don’t want to leave.

If you are not sure which one you are, just look at your teams and the significance of the problems that get solved when you are not there.

The good news is, you can change.  Pick someone who gets their job, wants their job, and has the capacity to do it and do more.  Tell them what your intent is (support vs do their job) and ask for help.  Then start practicing.

If you don’t get what it looks like, read the New One-Minute Manager by Ken Blanchard.  Then start practicing.

Powerful Questions
By Scott

Powerful Questions

Great conversations start with a question.  This is one of my core beliefs.

I spent four days this past month delivering a customized leadership development program to twenty-five leaders – in their final checkout one-third of the leaders shared a commitment to asking more powerful questions.  As leaders, they realized they had limits to what they could accomplish without help.  After being challenged to get their teams more aligned and engaged in the goals for their group, it became clear that asking questions is a critical first step.  It was great to see them own it.

The difference between a question and a powerful question is in what it produces.  Powerful questions produce thinking, feeling, and ultimately sharing that makes the conversation meaningful and helpful to both people who are engaged in it.  Powerful questions reframe our perspective on an event so we see it in a more significant way.  Here are some examples:

  • Question: How was your day?  Powerful question:  What was the best part of your day?
  • Question:  What are you working on right now?   Powerful question:  What are your top 2 priorities to complete this week?
  • Question:  How would you like to spend our time today?    Powerful question:  What 2 things do you want to make sure we cover today?
  • Question:  What did you think of the book?   Powerful question:  What is one thing you plan to do differently based on what you read?
  • Question:  What went wrong?   Powerful question:  What was your role in the outcome?

To achieve mastery at asking powerful questions, it is important to create scripts that help ensure they get asked in the time you devote to your people.  Let’s face it, we get weary sometimes and when we do our conversations become shorter and shallower.  We miss opportunities to really listen as leaders, so scripting helps create more moments where powerful questions get asked.  Here are four that I put into my one-on-one template:

  1. Recent successes and failures (to celebrate)?
  2. What is energizing you right now?
  3. What is frustrating you right now?
  4. What do you want to make sure we cover in our time today?

What meeting do you have in the next 24 hours that needs some powerful questions to be asked?

Remember – Great conversations start with a question . . . . think of how much greater it could be if it started with a powerful question.

If you want to explore some other ways to work questions into your conversations with your people many of my templates have questions included. Here is the link to some free talent management templates.

trUTips
By Scott

trUTips

trUTips are published 9-10 times per year. Do you want to receive trUTips automatically? Sign up here.

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  • trUTips #41—20 Powerful Questions™ People-Centered Leaders Ask

    Asking people questions has the same effect as giving them food and money. People-centered leaders ask powerful questions, here are 20 questions that will help you master the 5 moments that are critical to getting the best performance from you and your team. Entrepreneurial Operating System™ Leaders – please read! Read trUTips #41.

  • trUTips #40—The Cornerstone of Engagement – Empathy: 2 Tips to Show It

    What is the importance of showing empathy as a leader? As a coach, I can speak to the impact of not showing it, and it is people coming to work thinking “My leader does not care about me as a person.” Do you really think they are bringing their best if that is how they feel about the relationship with their leader? Here is a lesson an emerging leader taught me and 2 tips for practicing(and building) empathy as a leader. Read trUTips #40.

  • trUTips #39—3 Tips for Creating a Safe Culture for Truth to be Shared

    How can I create an environment and culture in which my people feel safe sharing and dialoguing in an open and honest manner? People-centered leaders recognize the need for safety, and it show up as trust that alllows the truth to be spoken, sometimes in very difficult situations.  Here are 4 tips to see if it is present and 3 tips to creating it. Read trUTips #39.

  • trUTips #38—3 Tips for Successfully Delegating

    Delegating is critical for leaders, and it is not easy to do for many reasons.  Here are the 3 barriers to delegating and how to overcome them with action. Hidden truth – it is almost impossible to make this shift for a leader without help. It has become the top development areas for my coaching practice.  Read trUTips #38.

  • trUTips #37—7 Books for a Leadership Book Study Group

    Here are my 7 favorite books for a leadership book study group. All these topics are relevant for leaders, and as a bonus I include tips for make the study be about my core value – Learning + Doing  = Growth.  Read trUTips #37.

  • trUTips #36—FREE articles to help you grow as a leader

    Don’t Avoid Gaps, Lead Through Them

    Demystifying Strategic Planning: How to Create One and Effectively Lead Through The Gap

    Own It! 5 Tips for Managing Your Career and Performance

  • trUTips #35—How do I increase accountability in my organization?

    In seven years of working with leaders and leadership teams, no one has ever started a conversation this way. Here are four ways the conversation starts and actions leaders can take tomorrow to increase accountability.  Read trUTips #35.

  • trUTips #34—Your People Want A Career Plan: How to do it

    The often overlooked key to retention?  Helping your people clearly see a career path for themselves AND understand the work they need to be doing to prepare for it.  Here are tips for leader to guide the process to ensure it is clear and owned by the individual.  Read trUTips #34.

  • trUTips #33—Right People in the Right Seats: How to do it

    Organizations cannot grow effectively if they do not have the right people in the right seats. Getting to that point is hard work, and the most important work that a CEO/Leadership Team can do to start the process of healthy growth for their organization. Here are some tips about how to work through the process of Right People in the Right Seats.  Read trUTips #33.

  • trUTips #32—8 Great Leadership Books for a Summer Vacation

    It is important to reset as a leader, and summer vacation is a time to do that.  Part of resetting for me is reading, and based on your attention span and time, here are 8 books I recommend.  I also created a special page to get some expanded descriptions of each book and an easy link if you want to order them.  Read trUTips #32.

  • trUTips #31—trUMoments™:  Someone needs something from you

    It is easy to get lost in concepts like Servant Leader.  New leaders are especially challenged because the important part of their job is the do, and too often they are buried with books and catchy phrases like “Right people/right seats” or “It’s your ship!”  My goal of truMoments™  is to focus on recognizing when you are in a place that is important and doing something significant.  Someone needs something from you is one of those trUMoments™  that happens all the time, and more important than listening for it is to create time to hear it so you can respond effectively.  Here are some tips and questions to do that.  Read trUTips #31.

  • trUTips #30—What Kind of Leader Do I Want to Be?  Introducing trUMoments™

    Leadership has been called a job, a skill, a calling, and many other words that elevate it to a place in our minds where we often get lost in the theory of what it takes to be a leader.  I call leadership a choice, and share some thoughts on what key moments leaders need to learn to be present for.  These are trUMoments™.  Read trUTips #30.

  • trUTips #29—Tools to Develop as a Leader: Listening and the Johari Window

It is critical to have One-on-One conversations with your people.  When we do have these conversations how do we make the most of that time together so we listen well and they feel comfortable and hear what they need to hear?  The Johari Window is a tool that can help leaders see their time with others differently and learn tips to build great relationships using that time.  This includes two videos and an exercise to use the videos to learn with your teams.  Read trUTips #29.

  • trUTips #28—A Case For Face to Face Leadership – The One-on-One

Why should I take the time to do one-on-ones with my team?  It is a great question, and by answering it a conversation emerges that will change you.  At the core of this question is an equally important question – What kind of leader do I want to be?  This trUTips makes a case for the one-on-one and why it is the most important time a leader has with his/her team.  Read trUTips #28.

  • trUTips #27—Mentoring

Too often people go searching for learning in a classroom or a book, when the more effective answer is ‘find a mentor’.  Here is some advice for both individuals and leaders about how to make mentoring work for them.  Read trUTips #27.

  • trUTips #26—5 Steps to Make Personal Change Stick

After making a key note on time management this summer, I had some conversations that made me realize people had lots of questions about how to define the changes they want and make those changes.  Here are 5 Steps for making those changes.  Read trUTips #26  Here is a link to the key note presentation if you are interested.

  • trUTips #25—Time. Have enough?

Talent management is about great conversations. I find myself this summer having 3 different conversations that all have a common theme. How should I be spending my time? Here are three tips for being more effective with your time. Read trUTips #25

  • trUTips #24—Problems finding the right people?  Here are some tips that will help

Are you struggling to find the right talent?  There is a talent shortage and it will probably get worse as the economy recovers.  Finding the right people when your business needs them requires a more proactive approach.  Here are tips to help you find the right people regardless of the economy .  Read trUTips  #24

  • trUTips #23—You tired?

Talent management is about great conversations.  Sometimes the things we see and feel need to first be understood.  Then we need to find a compelling reason to change.  Learn how to deal with leader burn-out or a tired team.  Learn how coaching can help.  Learn how to have the right conversations to direct your efforts as a leader to raise the energy and engagement of your team.  Read trUTips  #23

  • trUTips #22—Making One-on-Ones Cherished and Invaluable

Talent management is about great conversations.  The One-on-One should be the most valuable time for you as a leader and the most cherished time for your people to get what they need to be their best.  Here are simple tips to make cherished and invaluable a reality.  Read trUTips  #22

  • trUTips #21—Building A Leadership Development Program From Scratch

When we think of leadership development, we often think of world class organizations like the Center for Creative Leadership or some executive MBA from a top school like Harvard, Northwestern, or Michigan.  There is a way to do great leadership development no matter what size your organization.  It will cost one very valuable thing – your time. Read trUTips  #21

  • trUTips #20—Book Review:  Great On The Job / Interview with Author Jodi Glickman

There are lots of things we do not know.  How do we handle those situations where we are asked something but do not know the answer?  This situation and several others are addressed in this great book for people who are starting a new role or career and want to be successful.  The central theme in this book is creating forward momentum with all of your communication.  This book should be a key resource for all talent management professionals, leaders who are mentoring high potentials, or anyone looking to move their career forward.  I am also giving away some free books. Read trUTips  #20

  • trUTips #19—Succession Planning:  What It Is and How To Do It

There are many reasons not to do succession planning, which is why only 35% of organizations have one for their CEO.  The reasons are also similar behind the fact that only 45% of Americans have a will when they die.  Here is some practical advice about how you can do succession planning and what some logical first steps might look like.  I also included a document with some questions any leader should answer before starting the process.  Read trUTips  #19 Any leader should first answer these questions before they start succession planning.

  • trUTips #18—Choosing the Right Assessment For Developing Your Teams and People (ie: Talent Management)

Assessments can have great value for organizations.  Birkman Method, DiSC, Myers Briggs – there are lots of choices.  However, the complaints and frustrations I hear from organizations are always the same.  Here are some key questions that leaders can use to make the right choice for their people and their ROI.  Included is a table where I compare 9 assessment tools that I have used in my own career.  Whether it is leadership development, career development, or some other area of talent management – this will help you make a great buy.  Read trUTips  #18

  • trUTips #17—A Talent Management Calendar:  Here is a talent management map for a leader and how how the pieces fit.

Leadership takes time, and there is always too much to do.  Talent management activities like one-on-ones, performance conversations, and development discussions often get sacrificed because other things are more urgent.  There is lots of research that says if basic needs are met it will have a positive impact on the business.  Here is a map to those activities that will have the biggest impact on the business.  Read trUTips  #17

  • trUTips #16—One on Ones: Making the most of limited time with your people PLUS a template to help

Are you a leader with limited time that wants to make sure people are getting what they need to be successful AND you are hearing about things before they become issues? (and helping your people learn to solve most of their key problems. . . )  The bonus here is I provide a template to help you get started.  Read trUTips #16

  • trUTips #15—Development Plans: Why they are critical and How to do them

I was shocked when a group of HR leaders told me 80% of their executive teams had at least one person on it without a development plan.  This is one of the most critical pieces of talent management and probably the least used based on my research.  Here is the WHY they are important and HOW to do them.  I include links to some templates that anyone can use to start and complete these conversations with their people.  I also introduce an on-line version of the Talent Scorecard so  leaders can do a self check on how healthy their habits are around talent management.
Read trUTips #15

  • trUTips #14—Resilience

Hope > fear + anger + despair + frustration + worry + hunger + mistrust + ___________ (fill in the blank)
In a slow recovery, growing the resilience of your organization is more important than cash.  This trUTips is about what leaders can do to grow the resilience in their organization.
Read trUTips #14 and watch the video extra.

  • trUTips #13—Making Evaluations More Effective

Frustrated with your evaluation?  Maybe it is the time it takes or the value it creates.  Looking to start or restart a process at your organization.  It does not have to be complicate, but it has to be a conversation.  Learn some simple tips that will make it much easier and more impactful.
Read trUTip #13

  • trUTips #12—Followership

Lots of focus is put on leadership?  What about the people they lead?  With constantly shifting jobs and leaders, becoming a great follower is a critical skill.  The funny thing about followership, when it is done really well it looks a lot like leadership.
Read trUTips #12 and watch the video extra.

  • trUTips #11—Talent Scorecard

How well are you managing the talent in your organization? Here is a tool for a CEO, board member, or leader at any level to do a quick assessment of how an individual or organization is performing.Read trUTips #11 and watch the video extra.

  • trUTips #10—The Virtual Leader as the New Servant Leader

Do we need leaders when teams can get work done virtually? Yes and No.
Read trUTips #10.

  • trUTips #9—Why There Has to be an “I” in Team

There is no “I” in team. Popular slogan, but it is wrong. Bringing individual stars together to form a team is a challenge. Here is some practical advice on how to do it.
Read trUTips #9 and watch the video extra.

  • trUTips #8—What to Do With Your B-Players?

Those steady performers, priceless and frustrating at the same time. Here are three strategies to increase the engagement and productivity of this group.
Read trUTips #8 and watch the video extra.

  • trUTips #7—Dealing With Low Performers

Some call them C-players, but whatever you call them they drain your personal energy and hurt the performance of your team and business. Here are some tips for dealing with people that are not performing well on your team.
Read trUTips #7 and watch the video extra.

  • trUTips #6—Leadership Lessons from Greg Mortenson

He wrote a book called “Three Cups of Tea” to stress the importance of education in ending much of the violence we see in the world. In the process, he had some great things to say about leadership. Here are some tips that will help you handle your next merger, promotion, or key change project.
Read trUTips #6.

  • trUTips #5—Leadership Can Be Lonely

Leadership is, ultimately, about making decisions and keeping a team moving toward a goal. In the end, the leader has full responsibility for failure, and most of the time gets some credit for the success of the team. But it can be a lonely role. Here are strategies to keep your health and sanity as a leader.
Read trUTips #5.

  • trUTips #4—What Motivates People and How a Leader Can Help

When people are not performing or are not clear on what their job is, it is easy to stand back and blame them. Leaders need to step back, remember what motivates people, and do a couple of things to get them refocused. Executing these habits regularly will keep most people on track.
Read trUTips #4.

  • trUTips #3—Want to Increase Your Training ROI?

Focus on the why. Often times, 70% of people that go to training do not know why they are there when they walk in. That is a big problem, but an easy one to fix. Here are some simple tips to increase the return on your training investment.
Read trUTips #3.

  • trUTips #2—Connecting Your Best People With Your Biggest Problem

What motivates your high performers and high-potential employees? It is not money. Learn more about what they need and how their needs can help your business. You want these people engaged!Read trUTips #2.

  • trUTips #1—How the Recession Has Impacted Your People…and How to Fix It

The recent downturn has left your people shaken, and your best people are now more ready to move than they were four years ago. Here are some strategies to make sure they stay to help your business grow in the future.
Read trUTips #1.

Wait Not – Waste Not
By Scott

Wait Not – Waste Not

I attended a leadership team meeting for a company that started 15 minutes late.   Half the team was there on time and the ninety minute meeting ended up taking two hours.  The team laughed about it, and yet during the meeting they spent a considerable amount of time talking about waste around spending and labor costs.   The leaders all scampered off talking about the meetings they were now 30 minutes late to.

In the age of lean thinking waste has become a focus.  While the focus is often financial and physical waste, the waste to our organization of waiting is often overlooked.  Think about the impact of waiting on your organization and the opportunity generate waste in the minds of the people around you.  Ever thought this?

  • John is late again, his department must still be a mess. Is he the right leader?
  • Well, if the boss does not view this as important why should I?
  • We can’t make a decision until she arrives – another example of her micromanaging style.
  • All I can think about is being late to my 2pm stand-up with my team – I would vote for any solution now so I can leave.
  • If I share my opinion it will just make this meeting longer.
  • Just another reason why we should only meet once a month.

While it might seem counter intuitive, the biggest part of an effective strategy is building the discipline to meet weekly and manage all the change that is associated with a short term (90 day) goal.  One reason the Entrepreneurial Operating System (EOS) focuses on starting and ending every meeting on time is to harness and focus the energy of everyone on the needs of the people and the business.  Think about “start and end on time” as is not as a military leadership philosophy, but the commitment to being a team that values the person next to them above all else.

No hugs needed.  Just be on time.

Simple but not Easy
By Scott

Simple but not Easy

Simple doesn’t always mean easy.

Seth Godin shared this wisdom on February 28th, 2011 and I printed the post and hand it out every time I start an EOS strategic planning for an organization.

The reality, when we face decision points as leaders Simple but not Easy means – My options are clear, and . . . .

    1. I have never done what is being asked of me and asking for help seems weak, so I will think a little more
    2. I am a leader and it is important to be right so I need to think about it some more
    3. I wish there were one where the people, the business, and our customers all won
    4. My Strengthfinder talent is analytical, so I will keep using it and then switch to reason #2
    5. I am just plain scared of what I have to do

Simple blurs the resistance that keeps us from moving forward.  Seth calls it Shipping. Simple makes us feel like ‘I just need to figure this out.’ We move by the resistance by speaking the truth and using it to gain the support that will help us ship.

I sat with a leader recently that shared a story about a difficult conversation they had just had with an employee that was not performing and it was too important of a job to allow it to continue.  The employee agreed with the non-performance, and it looks like they will probably leave in the next 30 days or be let go.  Simple.  This conversation has been evolving for 12 months.  Not Easy.

Simple doesn’t mean easy.

Choose to ship. Encourage and support others to make the same choice.

trUTip – QuickTip:  Want to explore the concept of resistance?  Check out this video by the author of Taming Your Gremlin: A Surprisingly Simple Method for Getting Out of Your Own Way by Rick Carson.  I also like the book.

By Scott

Owning Your Performance: Gremlin Training 101

The biggest thing getting in the way of performance for most of us is US.  It is why Tony Robbins is a multi-millonaire and countless other people make a living at getting us unstuck and doing our best work.

One book that I have always liked in this area is Taming the Gremlin:  A Surprisingly Simple Method for Getting Out of Your Own Way by Rick Carson.  When I read his book I quickly became aware of the stories that I am telling myself and it made a big difference in how I experienced life and others.  Recently I found a video of his where he summarizes much of what he says in his book.

Here is the link – Rick Carson – Gremlin Taming Part I

Many of you are in positions where people come to you with problems, and in many cases want an answer to fix it.  If you fix it, they will likely be back with the same question next time.  If you help THEM fix it, then the next time they come back it will probably be with a bigger problem because they have the confidence to handle the other ones.  Listen well and you will hear gremlins in their story.

Keep this video handy because it challenges us to examine our stories/assumptions that become our Gremlins.

 

By Scott

Post #300 – Two Things That Are Critical For Great Development Conversations

(quietly I am celebrating my 300th post.  Thanks to those who continue to include me in their leadership journey.)

I believe the cornerstones of improved performance are honest conversations that lead to thoughtful actions.

Two things to help prime these conversations for leaders and individuals who desire to continue the journey to mastery.

Key Thought #1:  When people are not successful in their roles because of poor performance, what are the reasons?

  1. Lack of knowledge – 6% of the time
  2. Lack of skill – 13% of the time
  3. Lake of motivation – 10% of the time
  4. Lack of a supporting situation (ie. resources and leadership) – 71% of the time

This is the main reason that the first reaction by a leader to poor performance should be to assume #4 and work first to meet their needs by addressing gaps in knowledge, skill, or resources.  Then it is on the individual to work to close the gap.  (See my Own It!  5 Tips for Managing Your Career and Performance whitepaper)

Key Thought #2:  A quote to remind us about the importance of our actions and/or behaviors.

To know and not do is to not yet know ~ Kurt Lewin

Remember, at the core of a great relationship is TRUST and TRUTH.  With those as the foundation, we can have honest conversations that lead to thoughtful actions and improved performance.  It is Monday, which is a good day to start.

Lead well . . . . . .

By Scott

#peoplecentered #leadership – A Hashtag Does Not Make It So

Last month I was able to spend 90 minutes with a group of leaders from across the country to walk through my book and help them to experience the content.  I did this through polling them and equipping them with two tools they could take back and start using the next day.  I asked them the following questions:

  • How effective are your business leaders in building strong relationships with new people during the on-boarding process?
  • In your organization – What do you see most often from your leaders – Love or Fear?
  • What part of the RESISTANCE does your leader manage MOST effectively?
  • What part of the RESISTANCE does your leader manage LEAST effectively?
  • How would I score my EGO? (1=not enough, 5=just enough, 10=too much)
  • How often are performance conversations (1 on 1) happening in your organization?

A few observations from me:

  • It is nice to see more LOVE than FEAR in the workplace.  I still wonder what those were experiencing that answered 4.  I am thinking there is still too much FEAR.
  • The one part of OBN leadership that is being managed most effectively is They think they are . . .   Self-awareness is so important in leadership, and being able to actively manage it is critical.  I am glad to see that is #1.
  • Stress induced tunnel vision is being managed least effectively.  Hmmm . . . . .
  • How would I score my ego?  Way too many 10’s!
  • Leaders are not being effective often enough at building strong relationships with new people.  This concerns me, unless I am recruiting and trying to steal talent from someone else, then I am glad because people are making it easy.

Here are the results – so take a look.

If you are looking for a speaker let me know.  My favorite score is the 81% engagement of the people that were there.

By Scott

How to win the Talent War – part 2

Nature abhors a vacuum.  When something is left empty of a critical piece for life something will fill it.

Take performance conversations with your people as an example:

  1. When we tell them nothing – they assume they are doing great.
  2. When we don’t explain why a leadership change happened – the  small talk around the office will create a reason.  It will become the truth, and everyone except the person involved in the change will likely hear it.
  3. When you wait two weeks to talk to someone about unproductive behavior it becomes more difficult because that action has already been filed away as ‘successful’ because the work is done and no feedback indicated it was not perfect.

A gift of leadership is creating a vacuum so something positive can happen:

  1. You share your biggest issue with your team and you create a vacuum by saying I do not know how to fix this, What do you think?
  2. You share a vision with your team that outlines dividing up Sales and Marketing when your growth exceeds $xM in sales in 12-18 months.  People begin to lay the foundation for processes that need to be in place to support that change and the current leader will start thinking about which role they will want to stay in.  People then will start to tell you who they think should be elevated to a leadership role.
  3. Monthly financials are shared, and in it you point out that a $100K gap exists in profitability that needs to be closed.  Anyone have any ideas?  Your top people will bring all the ideas you need.

In my book, People-Centered Performance, I hit this several different ways, and one is my observation that OBN leaders are afraid if they tell the truth, others will leave.  If you make a change. telling the person who received the role Why? is only part of the issue.  Telling the people who did not get the role Why Not? (which creates a vacuum – gap in performance) helps them understand what they need to work on to close the gap.  The right people will appreciate the honesty and work to get better or to shift to an area where they can be more successful and impactful.

Sometimes those conversations are hard, which is why many of your competitors (the other leaders wanting your talent) don’t do them well.  You position yourself to win the war by telling the truth in a way that creates a vacuum for people, and you follow-up to support those who want to fill it.

What vacuums are you creating today?

(for some examples of creating vacuums through performance conversations here are some templates for some of the most critical conversations leaders have with their people)