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Executive Insights – Episode 3

🎬 Executive Insights with Chris Pether – Episode 3: Financial Pillar

Join our CEO and Founder, Chris Pether in this enlightening episode of #ExecutiveInsights as she explores the crucial Financial Pillar.

Gain insights into financial principles essential for effective leadership and business management.

🔍 Discover actionable strategies to ensure your team is well-informed about the financials of your business and learn how to enhance communication about financial matters within your organization.

🤔 **Questions for Reflection:**

1. What recent actions have you taken to keep your team informed about the financials of the business?

2. How have you been communicating financial principles to your team in recent weeks?

3. What steps can you take to improve communication about financial matters within your team?

4. How can you further develop your team’s understanding of financial principles?

🌐 Stay tuned for more invaluable insights and wisdom! Stay well, and see you soon for the next episode of #ExecutiveInsights! 🌟

Executive Insights – Episode 2

🌟 Episode 2 of Executive Insights 🌟

In this episode, Chris Pether delves deep into one of PeopleSmartSAS’ Four Growth Pillars: Clients.

🏛️ From having a crystal-clear understanding of expectations to deciphering the intricacies of human behavior and aspirations, Chris unveils the importance of empathy in client relations.

💡 Exploring the Trust Equation and its role in building lasting partnerships, she leaves us with invaluable insights to ponder upon.

Don’t forget to tune in to our podcast, “Leadership Luminaries,” with our host Michael Banks, available on all platforms! 🎧 https://peoplesmart.fr/podcasts/

Reflecting on Chris’ wisdom, ask yourself:
1️⃣ How are you actively cultivating trust with your clients?
2️⃣ What steps are you taking to foster trust within your team?
3️⃣ Which strategies are you employing to fortify trust with key stakeholders to meet your commitments?

Remember, trust is the cornerstone of success! 💼

Stay tuned, stay well, and see you soon for more enlightening discussions! 🌟

 

#PeopleSmartSAS #ExecutiveInsights #LearningAndDevelopment #Leadership

What Some Leaders Get Wrong: An Experienced Consultant’s Inside View

When you shake a snow globe, snow falls onto an idyllic scene. No matter how hard you shake the globe, the scene remains unchanged. To change the scene, you’d have to dismantle the snow globe, change it, then reassemble the snow globe. Or you would start from scratch, creating a new snow globe. Sometimes leaders don’t have the courage to dismantle the snow globe or create a new one…

Clients hire me to address their people issues, either proactively or reactively. The proactive situations, for instance, to further engage employees, train managers, or improve communication, are generally straight-forward, and take fewer resources to implement than reactive situations.

When the situation is reactive, which is more often the case, then I start by assessing a painful situation, recommend solutions, and generally assist in implementing the recommendations. There are several scenarios that I often find:

  • After assessing a situation, I find that there is a toxic leader or manager who should be terminated.
  • Teams who have lost trust with each other need careful training, coaching, time and continual attention, if they are to rebuild trust and become a high performing team.
  • When brought into coach an executive on a specific development area, leaders need to be ready for several possible outcomes, but all of them should improve the situation.

In each of the scenario’s, there are points where leaders can get it wrong and end up not resolving the issue, which leads to more employee frustration and expense over a longer period of time. Or they can make courageous decisions and take committed action to address the issues head on with the resources required to solve it. These decisions and actions are definitely not without controversy and/or questions.

Terminating an executive

I find that many leaders are not willing to terminate someone in a key position, even when faced with the data that supports it. This can be for many reasons, some of which are:

Reason 1: The leader likes the executive and gets respect and attention from the executive. Perhaps that executive is a “yes” person.

  • Problem with keeping the executive for this reason: If the leader surrounds themselves with yes people, they are unlikely to be open to different perspectives and send a message that people should not challenge them.

Reason 2: The leader knows that the decision will be unpopular with other executives and some employees. Many times, these others are whispering in their ear.

  • Problem with keeping the executive for this reason: The decision to terminate the executive would likely garner a positive reaction from many other executives and employees. When you let go of a toxic or non-performing employee, the highly engaged and high performing employees will likely be more engaged and loyal.

In the HRExaminer v10.13, When is Termination a Good Thing?, Employment Lawyer, Heather Bussing writes, “By allowing that employee to stay, you make your company a difficult place to work for everybody who has to deal with that person, fix his screw-ups, and pick up the slack.  By getting rid of him, you will be decreasing everybody else’s workload and increasing morale.”

When I am working with a client and the leader does not act on my recommendation to terminate someone, often they continue paying me to improve the situation. Unfortunately, some of that investment is wasted because a toxic employee continues to affect the other employees and situation. The snow globe analogy works here – continuing to shake the snow globe, doesn’t change it.

This happened when I was brought into a financial company a few years ago to train their managers and assess their current communication practices. When we started, the HR Director was not on the project team. I insisted that he be involved, so he joined. Later, I realized why they had not invited him. He was defensive from the start and didn’t like that I was trying to change the way things had always been done. He was stuck in the old ways and didn’t appreciate being challenged. Not only that, but as I talked with managers and held focus groups with employees, I heard many complaints about the lack of support from HR and the way he controlled what should have been manager decisions. I recommended that he be let go. While leadership made a few adjustments, the HR Director had been there for over 20 years and the Leadership team members were his buddies. He stayed where he was. Needless to say, the project continually took 3 steps forward, 2 steps back.

Rebuilding team trust

From Harvard Business Review’s, The Neuroscience of Trust, “We know that teams with high levels of trust experience a range of benefits, including 74% less stress, 50% higher productivity, 76% more engagement, 29% more satisfaction with their lives, and 40% less burnout.

Leaders generally recognize when trust has been lost in a team. They will invest short term in solutions to rebuild trust in a team that has lost it. These solutions may take many forms. However, after a team building session, many times they want to check the box and declare victory.

Some old-school leaders also have the attitude that the team leader just needs to get the team to do what is expected. The more successful attitude is to do the hard work. For teams with behavioral and trust issues, share the vision, listen to and address employees’ concerns, communicate more, train more, be transparent, and empower the team to find solutions. Lasting change will take more attention and expense than many leaders are willing to invest.

Coaching

When I talk about coaching here, it is for coaching someone who has a specific performance or behavioral issue that must be addressed. Many times, coaching is proactive and for those being promoted or improving performance of an already high performing executive. This is not about that proactive situation.

Investing in coaching an executive will generally lead to better performance and behavior. On rare occasions, it may need to lead to demotion, lateral movement, or termination. If someone does not own that they have an issue, even when being provided 360º data regarding it, and after effective coaching to take responsibility, then they are probably not coachable.
In a Forbes article “How to Coach an ‘Uncoachable’ Employee”, Jenn Lofgren writes, “To be uncoachable means that someone’s mind is set and they are unwilling to change. I can’t coach someone to run a marathon if they don’t want to run. I first have to coach them to find their motivation on why they want to run. If we can’t find that, we’re done.”

When someone does not own their issue, it can be disappointing to leaders who have engaged a coach. But important, key information was discovered. When embarking on coaching for a specific issue, there are several possible outcomes. Leaders need to be prepared for improvement (the best result!), the executive quitting, or not owning the issue. If the coachee does not own their issue, the leader needs to take action such as demotion, lateral movement, or termination, depending on the issue’s impact.

This happened with a recent coaching engagement of mine. The employee was high performing, but his interpersonal skills were lacking. He rubbed people the wrong way. We worked for three months, administered a 360º feedback tool, and he would never accept that he had an issue. He pointed fingers at everyone else. He then quit. The president was upset with that outcome. However, the reason they brought me in to coach him was that the current situation was untenable. This was a solution; just not the desired solution.

Let’s help leaders make courageous decisions and take committed action to address issues head on with the resources required to solve it. Sometimes toxic executives need to be terminated to move the company forward. Time and resources over a significant period of time need to be invested to rebuild trust in a team. And coaching can have several outcomes, all of which can be better than the status quo.

Caryn Lee
March 2024
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If you want to know more about PeopleSmart and the services we offer reach out to us for a conversation:
contact@peoplesmart.fr

Executive Insights – Episode 1

 

🎬 Episode 1: Join Chris Pether, PeopleSmart’s Founder & CEO, as she unveils our Four Growth Pillars: Clients, Financials, Technology, and People. Dive into essential insights for elevating your learning, development, and leadership journey.

Thought-provoking questions to ponder:
1. How did you cultivate your team’s enthusiasm and clarity for success yesterday?
2. What strategies do you have in place to empower your team with confidence and competence tomorrow?
3. In what ways do you equip your team to deliver success for the organisation?
4. How are you preparing your team for the challenges of the future?

Stay tuned, stay well, and see you soon for more enlightening discussions! ✨

 

‘Real Trust’ with Rodrigue Brugger (Part 2)

🎥 Part 2 is HERE!

Uncover Deeper Insights on Real Trust with Rodrigue Brugger!

🌟 Join us for the next chapter of our engaging video series, presented in partnership with BTN and featuring the esteemed Rodrigue Brugger, Head of Talent and Learning & Development at Migros Group.

In Part 2, we continue our exploration of ‘Real Trust’ and dive even deeper into the strategies that can transform your leadership and organizational success.

🚀 Don’t miss out on this opportunity to refine your understanding of trust in the workplace. Tune in now and take your leadership to the next level! 🔥

#RealTrust #LeadershipDevelopment #ProfessionalGrowth

‘Real Trust’ with Rodrigue Brugger (Part 1)

🚀 Explore the Foundations of Real Trust! Part 1 is LIVE! 🔍

Join us for the first installment of our dynamic video series in collaboration with BTN, featuring the insightful Rodrigue Brugger, Head of Talent and Learning & Development at Migros Group.

In Part 1, we delve deep into the essential concept of ‘Real Trust’ and its profound impact on organizational success.

🌟 Unlock the secrets to building genuine trust in the workplace and elevate your leadership game. Start your journey to stronger, more authentic connections today! 🌐

‘A Sense of Belonging’ with Emilie Rose (Part 3)

🎥 The Grand Finale is Here! Part 3 is LIVE!

🌟 Join us for the epic conclusion of our enlightening video series, presented in partnership with BTN and featuring the incredible Emilie Rose, Director of Service Learning & Development at MongoDB.

In Part 3, we unveil the transformative power of ‘A Sense of Belonging’ and how it can reshape the future of work.

🚀 Don’t miss this opportunity to gain fresh perspectives and actionable strategies for building a more inclusive and connected workplace culture. Tune in now to witness the culmination of this inspiring journey! 🔥

#BelongingMatters #Inclusion #LeadershipDevelopment

‘A Sense of Belonging’ with Emilie Rose (Part 2)

🚀 Keep the Momentum Going! Part 2 is LIVE! 🔥

Join us for the next chapter of our compelling video series in collaboration with @BTN, featuring the insightful @Emilie Rose, Director of Service Learning & Development at @MongoDB. In Part 2, we dive even deeper into ‘A Sense of Belonging’ and explore innovative ways to foster inclusivity and connection in the workplace.

🌟 Ready to supercharge your organizational culture? Tune in now for invaluable insights from Emilie Rose! Don’t miss out on this transformative journey. 🌐

‘A Sense of Belonging’ with Emilie Rose (Part 1)

📢 Unlock the Power of Belonging! 🔍

Join us for Part 1 of an inspiring video series in collaboration with BTN, featuring the brilliant Emilie Rose, Director of Service Learning & Development at MongoDB. In this episode, we embark on a profound exploration of ‘A Sense of Belonging’ in the workplace.

🌟 Discover the keys to fostering a more inclusive and connected organizational culture as we kickstart this enlightening conversation. Your journey towards a more empowered and engaged workforce begins here! 🚀

The Current State of Executive Career Progression

In the ever-evolving landscape of today’s corporate world, the path to executive career progression is fraught with challenges that demand attention. The dynamics of job satisfaction, networking, career confidence, growth opportunities and employee retention have a significant impact on the way executives navigate their careers. Recent statistics shed light on the prevailing hurdles and also point towards potential solutions that can pave the way for a brighter future in the realm of executive career progression.

1. Engagement woes: Unveiling the dissatisfaction

A startling revelation from Gallup’s global poll is the disheartening fact that only 15% of the world’s full-time workers are genuinely engaged in their work. This leaves a staggering 85% feeling unsatisfied in their jobs. This lack of engagement not only hampers individual growth but also stifles organisational progress. Executives, often at the forefront of companies, must find ways to rekindle this engagement to drive success on both personal and organisational fronts.

2. The power of networking: Navigating the executive landscape

Recent research underscores the pivotal role that networking plays in executive career progression. A striking 60-70% of executive roles are filled through networking. This statistic underscores the significance of building and maintaining professional relationships. Networking not only opens doors to new opportunities but also provides insights, mentorship, and exposure to diverse perspectives, all of which are vital for climbing the executive ladder.

3. Fragile career confidence: Fostering self-assurance

Gartner HR research reveals a surprising lack of confidence among employees when it comes to their careers within their current organisations. Only 25% of employees are confident about their career trajectory within the company. This lack of confidence can impede growth and innovation, as employees might be hesitant to take risks or suggest novel ideas. Addressing this issue requires a concerted effort to bolster the confidence of employees through meaningful recognition, skill development and opportunities for showcasing their abilities.

4. Thirst for growth: Nurturing career opportunities

It’s no surprise that a significant 76% of employees desire more opportunities for career growth. Executives, being no exception, thrive on continuous advancement and challenges. Providing avenues for growth not only satisfies this hunger but also retains valuable talent within the organisation. Clear pathways to higher roles, skill development programs, and lateral moves that encourage holistic development can satiate this thirst for advancement.

5. The spectre of departure: Battling employee attrition

A staggering 73% of employees are contemplating leaving their current jobs. This alarming statistic signifies a potential mass exodus that could impact companies at all levels. Executives play a crucial role in reducing employee attrition by fostering a culture of transparency, empathy, and growth. Investing in the well-being of employees, providing regular feedback, and aligning their aspirations with organisational goals can go a long way in mitigating this challenge.

Mitigating challenges through strategic professional development, coaching, mentoring and advising

The roadblocks highlighted above can seem daunting, but they’re not insurmountable. Here are ways to address these challenges using continuing professional development (CPD), executive coaching, mentoring, and advising:

1. CPD: Nurturing engagement and confidence

Continuing Professional Development (CPD) programs offer executives the chance to enhance their skills, stay updated with industry trends, and foster engagement. These initiatives boost employee confidence and can rekindle a sense of purpose in their roles.

2. Executive coaching: Guiding the way

Executive coaching provides personalised guidance, helping executives navigate challenges, refine their leadership skills, and work through career-related dilemmas. Coaches offer a neutral perspective and actionable insights, aiding in decision-making and self-assessment.

3. Mentoring: Sharing experiences

Mentoring programs connect experienced executives with aspiring ones. These relationships facilitate knowledge sharing, offer guidance, and provide a safe space for discussing career concerns. Mentors can help mentees identify growth opportunities and navigate organisational politics.

4. Advising: Strategic career navigation

Advisors, often seasoned professionals or experts in the field, can provide strategic advice for career progression. Their external perspective can be invaluable in identifying blind spots, assessing potential career moves, and aligning individual goals with organisational needs.

In conclusion, the statistics regarding executive career progression challenges underscore the need for proactive strategies. Engaging employees, fostering confidence, offering growth opportunities, and reducing attrition all require a holistic approach that integrates CPD, executive coaching, mentoring and advising. By addressing these challenges head-on, organisations can create an environment where executives not only thrive but also become the driving force behind sustainable success.

Simon Bergenroth

November 2023

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If you want to know more about PeopleSmart and the services we offer reach out to us for a conversation: contact@peoplesmart.fr