CJ Fitzsimons’ Post

Stephen M. R. Covey - “The wast majority of people in most organizations face enormous and growing expectations to produce substantially more for less in an increasingly complex world. Yet they are simply not able, or even allowed, to use a significant portion of their talents and abilities to do so”. Covey's book Trust & Inspire discusses what leadership looks like in a world that is "over managed and under led". That when it comes to people "slow is fast and fast is slow". He shares research highlighting that "people are fourteen times more engaged when they can trust their leader. Inspired employees are 56% more productive than engaged colleagues and 126% more productive than those who are merely satisfied". He compares command & control environments to inspire & trust environments, Where in the former differences often create suspicion and divisiveness, while in the latter it is the source of creativity, synergy and innovation. Covey summarizes his thesis with three overlapping circles in a Venn-diagram representing 3-dimensional leadership: Model - your behavior to demonstrate who you are as a leader Trust - each other and the entire team Inspire - by connecting with what matters https://lnkd.in/d4a-x3iy

“How can we get the results we want and make an impact on others at the same time?” A more difficult question would be, “How can we NOT do both at the same time?” Believe. I believe that our most significant and sustained positive results are a lagging measure of the belief that we show in others. We believe in others by coaching, challenging, and encouraging them until they become all they can be. In this way we grow our capacity to lead. Show your belief. Jeff Henderson defines leadership capacity as such: “When a team member starts to rise to the level that you believe in them.” They can only share our belief if it's made known to them. As our team begins to share the belief that we SHOW in them, the results that we desire will follow. It’s a Win-Win. Do it continually. To achieve anything worth achieving, we have to SHOW our belief in our people all the time. It’s not enough to simply. It has to be a part of what we do on a daily basis. A practical and moving way to begin showing belief in your people is to write handwritten notes to them. The sentiment will stick with them for a long time. Does your team see your belief in them?

Paradigms can be described in many ways but are simply mindsets, beliefs, managerial frameworks, conventional wisdom or assumptions. Unchallenged they instruct what is possible and what is not possible in the business, often at the subconscious level. Possibilities won’t even be considered if they are in conflict with an existing paradigm. You might not even know what opportunities you are missing out on. Paradigms lead to paralysis. Or possibly a better way to view their impact is that they can lock you onto train tracks where your path is fixed and pre-determined. Not all paradigms are bad, but all paradigms should be subject to review and questioning. A quote from the Richard Shrapnel’s ‘Leadership Performance’ journal. https://lnkd.in/gSSdS6y

How do you create great teams? There's a 60:30:10 rule of thumb you need to know about. In her book, Senior Leadership Teams: What Makes Them Great, Ruth Wageman (PhD., Organizational Behavior, Harvard University) shares her thoughts on where leaders can put their efforts to create strong high-performing teams, based on an evidence base formed through decades of research on effective teams. Place 60% of your time in identifying and designing the team member's interdependent tasks aligned to a compelling purpose, and reinforced through team norms and work practices that help them to succeed. Place 30% of your time in launching or resetting your team. According to Ruth, "When team members first come together, they need to get oriented, to collectively engage with the group purpose, to formulate understanding about how members will work together, what each has to offer". Place the remaining 10% of your time in coaching the team and encouraging peer coaching amongst members. If you'd like to learn more visit the website below or book a call with me directly. www.6teamconditions.com

How do you create great teams? There's a 60:30:10 rule of thumb you need to know about. In her book, Senior Leadership Teams: What Makes Them Great, Ruth Wageman (PhD., Organizational Behavior, Harvard University) shares her thoughts on where leaders can put their efforts to create strong high-performing teams, based on an evidence base formed through decades of research on effective teams. Place 60% of your time in identifying and designing the team member's interdependent tasks aligned to a compelling purpose, and reinforced through team norms and work practices that help them to succeed. Place 30% of your time in launching or resetting your team. According to Ruth, "When team members first come together, they need to get oriented, to collectively engage with the group purpose, to formulate understanding about how members will work together, what each has to offer". Place the remaining 10% of your time in coaching the team and encouraging peer coaching amongst members. If you'd like to learn more visit the website below or book a call with me directly. www.6teamconditions.com

Struggling to switch off after work? New research reveals that constant work-related thoughts might actually be hindering your leadership performance. Check out this article in the Journal of Applied Psychology to discover why disconnecting from work in the evening can lead to more effective leadership. https://bit.ly/47o6cro

Struggling to switch off after work? New research reveals that constant work-related thoughts might actually be hindering your leadership performance. Check out this article in the Journal of Applied Psychology to discover why disconnecting from work in the evening can lead to more effective leadership. https://bit.ly/47o6cro

Struggling to switch off after work? New research reveals that constant work-related thoughts might actually be hindering your leadership performance. Check out this article in the Journal of Applied Psychology to discover why disconnecting from work in the evening can lead to more effective leadership. https://bit.ly/47o6cro

Struggling to switch off after work? New research reveals that constant work-related thoughts might actually be hindering your leadership performance. Check out this article in the Journal of Applied Psychology to discover why disconnecting from work in the evening can lead to more effective leadership. https://bit.ly/47o6cro

Struggling to switch off after work? New research reveals that constant work-related thoughts might actually be hindering your leadership performance. Check out this article in the Journal of Applied Psychology to discover why disconnecting from work in the evening can lead to more effective leadership. https://bit.ly/47o6cro