The Sticky Topics of Senior Management Team Chemistry & Performance

Graphic displaying terms relevant to high performance managementThis series at Management Excellence is intended to prompt ideas and promote healthy discussion around the big topic of strengthening the development and performance of senior management teams.

The use of the word “team” to reference the collection of a firm’s senior leaders is generous at best and fallacious in many cases. Senior managers don’t necessarily gel as a team and perhaps a more accurate description of them in the context of a group might be that they are a collection of intelligent, successful functional leaders who occasionally come together and tolerate each other for a few hours of collegial discussion.

While my view may sound slightly or very cynical, I’m comfortable that it is closer to reality than the view that these groups naturally function as effective teams. Sad, but true for a variety of reasons, and this lack of cohesion and lack of commitment to working and functioning as a team leaves performance and potential on the table and CEOs everywhere wondering what to do to get more from the people they depend upon to run their businesses.

The list of reasons for the failure of most senior leadership groups to gel as a high performance team is long and many sounding and acting a great deal like Lencioni’s 5 Dysfunctions. In Part 1 and Part 2 of this series, I focused on a variety of these failure to gel causes, with emphasis on the critical lack of meeting the fundamental conditions of a team and a related lack of identity and purpose as a group.

There’s a certain not surprising reality that collections of highly successful, intelligent individuals who have long careers as functional leaders and experts won’t easily or immediately walk in a room and let down their guards and trust their peers or CEO enough to perform as a team. The operative words here are “easily” or “immediately.”

It’s difficult, but doable to help these groups develop as teams. However, it takes hard, deliberate work on the part of the CEO and it requires an eyes-wide-open view to a variety of issues, including the important and somewhat squishy topic of the chemistry between the team members.

The chemistry of any group of individuals is a compound comprised of a number of ingredients. From my frequently referenced compelling purpose to the ever-present issue of trust to different personality types and working/communicating/decision styles to the biases of each individual’s values and experiences, the senior group chemistry is less a recipe than a bubbling cauldron of issues and differences. The differences between team members make it challenging to align yet those differences are ultimately strengths that can make the group more effective as a team. At least two key areas that critically impact team chemistry, include team membership and the presence of toxicity.

Who’s On the Team?

Too often, CEOs err on the side of broadening inclusion in an attempt to stimulate performance at the senior leadership level, while ignoring the real team-forming issues of purpose, shared accountability and a limited agenda of actions (direction, strategy and strategy execution coordination). The broader inclusion seems like a good tool to develop new leaders and to stimulate communication and working activities, however, it masks the reality that the team does not have a clear reason for being. Instead of a team emerging, a bigger committee emerges with all of the attendant complexities of larger and unwieldy groups.

One approach is to consider the opposite of expansion and shrink the team to the core people accountable for strategy definition and execution coordination. Another is to split senior leaders into two different groups…an executive committee armed with a crystal clear charter with visible accountability for a limited set of issues around guiding and governing and a senior leadership group responsible for managing and monitoring and ensuring the operating cadence and daily health of the organization. This latter group also requires a crystal clear charter and a visible list of items they are accountable for delivering.

And Then There’s Toxicity:

We all know toxicity when we see it in action. From blatant political plays (turf protection, bigger budgets without purpose, deflecting responsibility) to the more subtle passive-aggressive behavior that has some individuals nodding their head in agreement in a group setting and ignoring or even countermanding the “agreed upon” direction in private, the presence of toxicity is a serious problem for the CEO and senior management group. And 100% of the time, the presence of toxicity indicates that the CEO has dropped the ball on a critical issue around team development and coaching that only they can own in the senior leadership setting. It’s up to the CEO to neutralize or extract the toxicity.

5 Ideas to Help Get the Toxicity Out and Performance Up:

1. Clarifying what it means to be a member of the team helps underscore expectations for performance and accountability as individuals and as a group.  Membership on the senior management team is an earned privilege not an inalienable right of someone with a title. Make the criteria clear and spell out the expectations for shared and individual  responsibilities.

2. Narrowing the agenda will focus energy and increase accountability. The lack of clear and compelling purpose for senior leaders as a team is a huge detractor to performance and an invitation to all forms of aberrant behaviors. The best senior leadership teams operate with a laser focus on setting direction, identifying core strategies and coordinating strategy execution. Beware of going much further than those key issues at this level.

3. Strengthening accountability for outcomes takes away the opportunity for the political animals or passive-aggressive types to hide in plain sight. Too often senior management gatherings are debating societies where issues are talked about but accountable actions nowhere to be found. There must be accountability for forward progress on the key issues from meeting to meeting. A simple follow-up list indicating the issue, ownership and timing can work wonders here.

4. Shared activities strengthen relationships and further reduce the opportunity for destructive behaviors. The meeting is simply a prelude to the value creating work of solving, fixing or innovating that must take place between meetings. Find natural groupings of senior leaders to attack key issues together and make their work visible.

5. Exorcising toxic or unproductive team members allows the healthy team to flourish. Again, membership is an earned privilege and not a right. When the CEO upholds this principle and removes unproductive or destructive participants, she is reinforcing the spirit of accountability so critical to team performance. In every instance where I’ve observed toxic member(s) being booted off the island, team dynamics and performance improved almost immediately. Everyone knows the toxicity is there, but only the CEO can excise it.

The Bottom-Line for Now:

Humans are challenging creatures and those who have climbed high in their professions are particularly resistant to being herded, even if the one doing the herding is the CEO. When it comes to promoting performance of senior professionals in a team setting, there’s no substitute for a crystal clear charter with a laser focus on the right issues. Beyond the clear reason for being and clear identification of tasks, it’s all about getting the right people in the seats and the wrong people out of the room and maybe out of the business. The laser focus on a limited set of tasks and clear, shared accountability for the right outcomes go a long way towards promoting good team chemistry and supporting the emergence of high performance.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

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Leadership Caffeine—Is that Employee Not Right or Not Ready?

image of a foam coffee cup with brown outer sleeveThe Leadership Caffeine series is over 200 installments strong and is dedicated to every aspiring or experienced leader and manager seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

One of the recurring warnings in my writing for leaders is the very sobering encouragement to beware spending too much time with the wrong people. While the notion of giving up on someone sounds very un-leader like, this trap is one that I see well-intended professionals, from CEOs to front-line supervisors fall victim to with alarming regularity. The performance and environmental costs from this mistake are high to their teams and firms, and this message bears repeating.

We all know that getting the right people in the right seats is a prerequisite for success. The challenge comes when we find ourselves dealing with someone who isn’t quite right or isn’t quite ready and they’re occupying a critical seat.

Good leaders will do the right thing with those who aren’t quite ready. A combination of training, coaching and developmental assignments laced with ample feedback is often the right recipe to help someone gain experience and context for a bigger role. And when it works, it feels great for all parties involved.

The problem comes in assessing whether the individual is Not Ready or Not Right for the role. This happens frequently when a leader inherits a new team and lacks context to effectively assess each individual. Lacking specific evidence to support the Not Right conclusion, the leader opts for the same Not Ready treatment described above. It’s only after the passage of time and ample opportunity to observe that the dilemma becomes visible. This is where the trap opens wide and swallows the time, energy and treasure of too many otherwise well-intended leaders.

At Least 4 Reasons Why We Don’t Recognize the Not Right Employees:

1. We’re invested with time and treasure. We’ve given our time, treasure and trust and it is easier to keep investing than it is to cut our losses. This is the classic sunk-cost problem of decision-making, where we fail to realize that prior investments are sunk…they’re gone and that they should have no bearing on our decision to invest moving forward. Instead, we engage in our own game of, “With a bit more time and money… .”

2. We don’t love to admit mistakes. Giving up on someone is an admission that we were wrong. This fear of admitting a mistake feeds the sunk cost effect described above and is a reason why so many leaders just keep going with individuals who are less than ideal for the role. It’s easier to keep up the facade of progress than it is to admit to the boss that we screwed up and this person we’ve advocated for isn’t right for this role.

3. We like the person…we’re emotionally invested. Unless the individual has any particularly odious characteristics, we tend to like those we work around and those we invest in, and once you cross the chasm to viewing these people as friends, a decision to quit investing becomes significantly more difficult.

4. We misapply the “develop others” mantra in our values. It’s actually quite common for me to see someone in a leadership role perceiving that their job in support of their firm’s values is to not give up. Ever. This misinterpretation of an otherwise fine value tends to perpetuate situations where the leaders go so far beyond the call of reasonable that they become part of the problem.

5 Suggestions to Help with the Not Ready or Not Right Dilemma:

I’m an unabashed fan of erring on the side of the individual, particularly, if we perceive they have the basic character and intellect to be productive members of our team. However, the biggest mistakes of my career have been my own misapplication of this noble thinking by spending too much time with people who in the end were never going to be right for the role.

1. Move Quickly to Support Development. If you’ve inherited a new team and find yourself facing a Not Ready dilemma, opt in favor of the individual and offer developmental support early. From skills (training) to behaviors (coaching), your assessment and your quick support are essential to resolving this dilemma.

2. Truly Pay Attention to Performance. Too many leaders assume the training or coaching has taken care of the developmental issues and they fail to pay attention to the individual’s performance and behaviors in the workplace. You must look for evidence of development and you must offer feedback if you are or are not seeing it in the individual’s daily efforts.

3. Talk Often and Mostly Ask Questions. Questions are one of the leaders most powerful teaching tools and the right questions will allow you to gauge an individual’s developmental progress. Are they thinking through problems and solutions holistically? Are they framing decisions with multiple views? Are they applying critical thinking to the challenges they encounter on a daily basis? Your active questioning (and listening) promotes learning and helps you assess an individual’s readiness for the role.

4. Observe How Others Engage with this Individual. While a 360-degree assessment can be a powerful tool, the ad hoc approach is to observe this individual in many circumstances and watch how people react to and engage with him/her. The body language and behaviors of others around and towards the individual speak volumes.

5. Set Your Own Deadline, Study and Then Trust Your Gut. You’re in the leadership role because others trust your ability to make effective, timely decisions that help support goal achievement. The decisions you make on people are truly mission critical, and the longer you go without the right people in the right roles, the more you jeopardize your team’s and your firm’s success. Set a reasonable deadline on a decision and stick to it. If after a fair evaluation conducted by observing and engaging with the individual, you still have doubts about the individual’s ability to operate at the current or a higher level, trust your gut and make a change. You’ve done your part.

The Bottom-Line for Now:

Fresh off my re-reading (and teaching) of the outstanding book, Management Lessons from the Mayo Clinic (applicable to leaders and managers in all industries), the authors offered two pertinent reminders on the people factor in this institution’s 100-plus year run of excellence: the people remain the conclusive explanatory variable, and, attracting great people is the first rule of execution.  They’re right. In all cases. If you fight this formula, you’ll be hurting yourself, your team and your firm. Don’t confuse Not Right with Not Ready.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

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An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

Art of Managing—Moving Beyond A Failure to Execute

Graphic with the words of Art of Managing and other management termsThe Art of Managing series is dedicated to exploring the critical issues we face in guiding our firms and teams to success in today’s volatile world.

Ram Charan writing in his article, Conquering a Culture of Indecision (found in the HBR 10 Must Reads on Making Smart Decisions collection), offers, The single greatest cause of corporate under-performance is the failure to execute.”

While there’s a Thanks, Captain Obvious, feeling inherent in Charan’s statement, it’s his explanation that should give most corporate managers a cause to pause and even squirm just a bit.

I paraphrase: Such failures (to execute) usually result from misfires in personal interactions…and it’s these poor personal interactions that perpetuate a culture of indecisiveness.

Charan goes on in this very useful article to focus on the issue of building a culture to promote the right type of honest, robust dialog that leads to decisions.

There’s little doubt in my mind that decisions are the fuel that creates locomotive power in organizations and that high quality dialog leads to better decision-processes. The absence of timely and unified decisions on direction and priorities, not only sustains the status quo, it creates a corporate trap where people act like their feet are encased in cement blocks. Movement slows and when it occurs, it’s disjointed and short-lived.

The lack of healthy dialog manifests itself in a variety of symptoms in an organization, however, there are three key contributors to a failure to execute that jump out at me over and over again in my travels:

1. A wholesale failure of senior leadership…from providing clarity on direction and strategy to actively working on building and reinforcing an environment that promotes accountability for execution, learning and continuous improvement.

2. The absence of an empowered and unified middle-layer of management. While senior leadership is again at fault here, the layer of mangers in the middle controls the work that gets done in a firm and often has more power than it understands or uses in pursuit of execution.

3. The lack of creative or productive tension or dissatisfaction on the part of the entire workforce that good isn’t good enough, AND the belief that they are charged with the task of doing something about it.

While it’s easy and appropriate to indict senior management for all three of these contributors to poor performance, the issues tend to be more sins of omission than commission.

Most senior leaders care about their firms, their teams and their results and spend their time working hard in the business. And most middle managers work extraordinarily hard to keep things moving, often while coping with being under-staffed and operating in a state of uncertainty over the bigger picture of the firm and its strategies.

Resolving the failure to execute problem is much more like a long-term fitness program than a quick weight-loss diet. It involves changing the thinking about what’s most important for organizational health and success and doing the hard work of developing new habits that support continuous improvement.

It’s the hardest work senior leaders and managers will ever do.

7 New Habits to Help You Move Beyond a Failure to Execute:

1. Start and sustain a company-wide dialog over direction. Everyone who walks through the door in the morning must know where the firm is headed and why. The lack of context for direction and specifically for how team and functional priorities connect to corporate priorities is a guarantee of poor execution. Fixing this starts with the right, regular conversations.

2. Work hard to link functional and individual goals to the corporate goals. While this sounds like some advice from our friend, Captain Obvious, it’s more the norm that I find firms where corporate goals are vague and there’s little cohesion between individual and functional goals and corporate direction. The failure to align here guarantees failure.

3. Move faster and smarter. Redefine the operating cadence to reinforce communication on performance and to encourage learning and improvement. Consider applying Agile approaches to your operations meetings, where reinforcement and focus on priorities occurs constantly and the emphasis is on identifying and solving problems. Frequency, speed and focused built upon a foundation of accountability…priceless. End the debating society culture that pervades most operating meetings and focus on talking about what it takes for the firm to win…one decision at a time.

4. If you are the CEO, rethink your role. Seriously. If you signed on for the job…all of this is on you. You control the corporate agenda, you are a major contributor to forming and framing the working environment and you own bringing clarity and direction to confusion. If you’re not the CEO help him/her succeed with these important tasks.

5. Give the customer a chair in every meeting. Literally. A nameplate at the table, a stuffed animal or a cardboard cutout…I don’t care how you remind yourself that the customer is present, just do it. If the focus is on new markets and future strategies, these new…even blank-faced customers must be present as a reminder that no strategy works and no execution plan is worthwhile unless it aims to do something for someone who can pay you for it.

6. Invigorate mid-level management. Help them recognize their critical role in execution success and ensure that senior leaders, give them support to improve instead of giving them hell when things don’t go right. If this layer of talent is weak, top-grade the talent to build strong management here. These are your future senior leaders.

7. Get the whole company involved in the wins and the lessons learned. Build the excitement and creative tension to improve by celebrating and sharing the small and big victories. The workforce at large has to buy into the idea that execution and continuous improvement are their responsibility. Management must bring this to life by ensuring that the heroic efforts, great victories and even challenging lessons are made visible as part of the daily culture of the firm.

The Bottom-Line for Now:

There are no silver bullets or simple solutions for business execution challenges. It’s a journey that starts with senior leadership and all of management focusing on what counts…giving clarity to direction and goals and working non-stop to support the people working hard every day who help you move closer to your goals. It’s good, old-fashioned, grind-it-out hard work. But once it starts to take root in your culture, the habits of winning take over and the work doesn’t seem so hard. Just exhilarating.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

 

Level-Up #2—Reality Check for the New Vice President

levelupThe Level-Up series at Management Excellence is dedicated to supporting the successful identification and development of new executives.

There are few more simultaneously exciting and disorienting experiences in your professional life than your initial promotion to a corporate position as vice president of something.

A Swirl of Emotions:

The promotion feels good personally, because in your mind, it validates your hard work and the sacrifices you made earlier in your career. And it is gratifying that someone or some group thought highly enough of your work and your potential to trust you at this new level. Congratulations!

It’s exciting, because you are confident that now that you have the title and authority that comes with it, and you’ll be able to push through those sweeping changes you know are needed to keep your firm at the top of the industry.

And it’s a bit disorienting, because there’s a lot of “new” involved. Your peers are new. Your routine is new…new meetings to attend, new reports to generate and new goals and assignments from your boss that are a lot fuzzier and more abstract than those you are used to tackling.  A great deal in this new role feels new, but after all, you haven’t made it this far without embracing change. And how tough can it be to succeed at this level? It’s not much different than every other promotion in your career. Or so you think.

And then reality sets in.

4 Hard Facts of Life in Your New Role as Vice President (and a few thoughts on what to do about them):

1. Don’t expect a ticker tape welcoming parade from your new peers. Title offers you admission to but not credibility in the executive ranks. Don’t expect a great deal of start-up help or even attention from the grizzled veterans sitting around the table with similar titles but eons more experience. To them, you’re furniture until proven otherwise.

A key part of early success or avoiding derailment is to prove credible to these brokers of power, influence and resources. Reach out to them individually. Strive to understand their priorities and in particular, their issues/needs vis a vis your resources and functional areas and then deliver help. If they begin to perceive you are serious about being part of the solution, the barriers will crumble and working relationships will form.

2. There is no honeymoon period. OK, I’ll give you until about mid-morning on your first day. After that, it’s, “what have you done for your firm lately?” Moral to the story: if you’re starting in your new role without an understanding of the terrain and challenges as well as the framework for a plan, you’re already behind.

Quickly focus on understanding your priorities. This includes tuning into the metrics your boss uses to evaluate you as well as learning to understand her priorities and goals. It also includes getting to know your new team members and plugging into their world with 3 simple questions: What’s working? What’s not? What do you need me to do to help you/your area with your goals? Remember to do something with the feedback. Quickly.

3. They promoted you because they trust you to make good decisions. Now make some! They might have left out the part about the issues requiring decisions being significantly more ambiguous than in prior roles and the outcomes being much more impactful. Yes, it’s important to be able to select that next market to penetrate or, to choose what products or programs to cut so that you can focus on things that hopefully will bring more value two years from now. Regardless of the ambiguity, you’re on the hook for some good decisions. Now.

It’s time to exercise those decision-making skills I’ve been writing about in at least 924 of my 1,000 plus posts here at Management Excellence. (OK slight exaggeration, but not by much.) Seriously, learn to leverage framing for fun and profit and be careful of the decision traps that bedevil so much human interaction. Learning to make good decisions or, teaching your new team to make decisions is a lot like that fitness program you’ve been thinking about. The view in the mirror doesn’t change unless you do something about it. Read, study and apply the tools of effective decision-making. Teach your teams to talk and frame and debate effectively, and liberally leverage outside perspectives to help or to sanity check. This is the hard work that will either keep you in this role, propel you to the next level or earn a one-way ticket heading in the opposite direction of the C-Suite.

4. Everyone’s waiting to figure out who you are. Seriously, your new team needs to know what you stand for and what your elevation to the lofty new title means for them. As mentioned earlier, your new peers view you as furniture or white noise until you prove yourself and the boss is excited but looking for validation of the decision to move you up. The title is great, the compensation not bad, but the stakes are high.

Accept that you’ve got to prove yourself all over again and get on with the work. The “What’s Working” discussions referenced above, are a great way to break the ice with your team. While it’s tempting to assert yourself in your first executive meetings, my council is to choose your contributions very deliberately and avoid the tendency to sound like a jackass as you share your pent up concerns about how the company is run. Seek first to understand in your new environment and find ways to prove helpful and supportive. The allies you make now will provide the treasure for revolution later on in your tenure.

The Bottom-Line for Now:

Congratulations on your new role and welcome to my reality check. You may have just earned the hardest job in the firm. Or, in any firm.

There’s a reality about the role of Vice President in most organizations that isn’t apparent until you occupy the position. You’re sandwiched between the needs and demands of the CEO and the needs and demands of those below you, and they often are at odds with each other. That and the fact that influencing change from your role may well be harder than doing it from the middle of the pack due to the power and politics swirling around the C-Suite, are sobering but real issues for anyone in this role.

Go into your new arrangement with eyes wide open and with the acceptance that the first-time Vice President’s role isn’t a linear extension of your prior role. A beginner’s mind is healthy in this circumstance, coupled with the recognition that you’re on the clock and under scrutiny from above, from the sides and from below. Seek quickly to understand and then leverage your skills for communication and action, all the while forging new alliances and serving a large number of cantankerous constituencies.

It’s simple.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

Leadership Caffeine—What Frequency are You Broadcasting On?

image of a foam coffee cup with brown outer sleeveThe Leadership Caffeine series is over 200 installments strong and is dedicated to every aspiring or experienced leader and manager seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

In a conversation with a good friend and highly respected retained search professional, the topic of a “leader’s frequency” was raised.

I like the metaphor, although my friend might describe it as much more real than metaphor. For my own interpretation however, I’ll describe the leader’s frequency as that invisible but palpable energy and unspoken message that he or she clearly broadcasts on about their work, their values, their team members and their confidence or positivity in succeeding at the mission. It’s not words…it’s that innate sense of energy and clarity for the work that we perceive when we work with these individuals.

No Static at All:

Jim Collins describes a Level 5 leader as someone whose profound humility and fierce sense of commitment enables them to pick up an organization on their shoulders and carry it through difficult times or from good to great. This leader’s frequency is particularly palpable and free from static. In my own experience, the leaders who stand out…the ones who moved the needle for teams, individuals and organizations all broadcast on a frequency that is easy for us to hear and to understand with minimal amounts of noise to distract us from the message.

Frequency isn’t about volume, it’s about clarity. Effective introverted leaders broadcast on their own, clear, powerful frequency without the noise of their extroverted colleagues. The signal-to-noise ratio is just right for easy interpretation by the rest of us.

For those leaders who are less effective, engaging with these individuals is like trying to tune your car’s AM radio around power lines or when that great song on the FM fades in and out as you move further and further away from the source. You get split seconds of clarity interrupted by static and crossover from other sources. The result is stressful and your reflex is to reach for the dial and change.

Attitude Drives Frequency and Clarity:

What you broadcast and how clearly you broadcast starts with your core attitude. And while we cannot control our DNA, I’m a firm believer that we all control our attitudes. Operate on a frequency with a message that says and shows failure or negativity, and you’ll likely encounter a good deal of both. The opposite holds true, in my opinion, when your core attitude is positive and reflects one of striving for success. The frequency is particularly perceptible when your core belief in success and in the abilities of others to achieve success is strong.

The Bottom-Line for Now:

With apologies to physicists and radio hobbyists for my abuse of the notion of frequency, I still like the metaphor. If one of the definitions frequency is, “the particular waveband at which a radio station or other system broadcasts or transmits signals,” I’m ascribing leaders to “other system.” We all broadcast on our own frequency and the clarity of what is perceived is a function of our own attitudes and of course our core beliefs in ourselves and our colleagues. Those who broadcast on a clear frequency with a message that supports building and growth are the ones who propel organizations and teams.

What are people hearing on your frequency?

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.