This is the last episode of a series of three, where I have shared tips that will help you, as a manager, significantly increase your employees’ engagement, especially now that most or all of them are working remotely from home and may likely be experiencing a level of isolation.
Today I want to share three more tips that will help you, as a manager, significantly increase your employees’ engagement, especially now that most or all of them are working remotely from home and may likely be experiencing a level of isolation.
Today I want to share three tips that will help you, as a manager, significantly increase your employees’ engagement, especially now that most or all of them are working remotely from home and may likely be experiencing a level of isolation.
Today you will hear three more suggestions on how to improve a virtual team’s effectiveness. These tips are tied to Patrick Lencioni’s model for “The Five Dysfunctions of a Team,” which I explained in the previous episode.
Today you will hear three suggestions on how to improve a virtual team’s effectiveness. This is especially timely given that many teams have transitioned to working remotely during the COVID-19 pandemic. My tips will build on what I have learned from the various companies and executives I’ve been interacting with since the lockdowns started in March. I will also leverage several elements from Patrick Lencioni’s book, “The Five Dysfunctions of a Team”, a model I have successfully used with more than a dozen teams.
Today you will hear several insights from Jorge Montoya, who spent 33 years in Procter & Gamble and retired as President of P&G Latin America and President for P&G’s Global Snacks and Beverages categories.
As a leader today, you can’t ignore the unprecedented coronavirus-related factors that are affecting businesses and people around the world. However, as recently discussed with a senior executive, you do have a choice about how to lead during this uncertain period, especially if you are considering implementing changes in your business.
With six months into the crisis and an indefinite duration ahead of us, I invite you to ask yourself four questions:
Are you being proactive versus reactive?
Have you moved from emergency to growth mode?
Are you challenging the status quo or operating as usual?
Can you evolve from a business leader to a human leader?
If you are looking for a way to accelerate change, consider one or more of the elements outlined in Patrick Lencioni’s book The Advantage:
Build a Cohesive Leadership Team (LT): I have covered this topic in previous articles. Now that most people are working remotely, do your team members show vulnerability-based trust among themselves and with their respective team members? Can the LT members debate tough topics and commit to the final agreement, even if they initially disagreed with it? Can they hold each other accountable? Do they have a common goal?
Create Clarity: Is the LT clear, committed and aligned on the changes you are trying to implement?
Over-communicate clarity: Are the change-related messages being cascaded properly throughout the organization? Are the managers role-modeling the desired changes? You may have seen more than one leader driving a message that they expect the rest of the organization to embrace, only to turn around and behave in a manner opposite to it.
Reinforce Clarity: Do your human resources processes, policies, programs, and activities clearly reflect the desired changes? Take the performance review process: Are you holding every individual in the organization, starting with your LT members, accountable for the desired results and behaviors?
Take advantage of the COVID-19 crisis period to identify and implement one or more business-building changes. Stay close to the organization as you implement them, as these times require special attention to the human component within your company.
Now that Covid-19 has precluded traditional face-to-face meetings, do you find harder to network? Today, I will provide four tips that can significantly improve the quality and quantity of your networking results. I will build on my own experience, augmented by insights from expert networkers.
Today you will hear how I managed a difficult situation in my corporate career. I will share the lessons I learned both from what I had done right, and what I should have done better. I invite you to be proactive and consider applying one or more of these lessons before you experience a potentially similar moment in your corporate career.