What if we could identify problems early, often, and solve them so they never occur again? How do we stop small problems from becoming big ones that affect our results? How do we stomp those fires out? Find out in this week’s Warrior @ Work!
Whether we’re maintaining a cellular phone network or bringing water into impoverished areas, we each have shareholders we have to delver to. The difference is that nonprofits have learned to leverage their impact rather than their income. What keeps them alive is the difference they make. What can warriors at work in nonprofits teach that we can all use?
Many folks make decisions not based on what a team member capable of producing, but rather on the titles on their business cards or etched onto office doors. They see job titles instead of the people behind them. This massively impacts performance – and its something warriors at work have learned about the place job titles have on their teams.
In the hundreds of organizations I’ve personally studied, I’ve found there’s one thing that every junior employee wants but most are afraid to ask for. And its this very thing that frustrates senior members of the team who can’t figure out why the junior folks aren’t performing at their highest level. In this episode, we unravel the most important (but unspoken) question in organizations.
In combat zones, disaster areas, and top organizations, preparing leaders for the future wasn’t something they did in their spare time, it was what they did to keep themselves ahead of the rate of change and ahead of their competition. They knew if they didn’t prepare themselves and their upcoming leaders for what the future looked like, there wouldn’t be a future. This week, we cover the thing you have to do BEFORE training those junior leaders for success.
Whether your job is to capture high-value terrorist targets or simply sell widgets, you’re going to encounter adversity. And it’s what the best do in those situations that determines success. Surprisingly, what high performers are doing in every field to deal with adversity isn’t much different, and in this episode we dig into the process they share for leveraging adversity for better results.
What would it mean for your profit, for your results, if you knew beyond a shadow of a doubt that every week you’d get better? That you knew there would be improvement? Folks tell me that unmitigated growth isn’t possible on a planet with finite resources – and that’s only true for most because they’re not actually leveraging the resources they have in their own people. In this week’s episode, we get to the bottom of this issue.
For most companies, they take one day a year and honor their folks who are going above and beyond. That’s a problem. What you should be doing is not letting high performance be an out-of-the-ordinary event. So how do we take something like high performance and turn them into something that actually affects change?
What do we do if we’ve been struggling with issues in our teams that are holding us back from that success; deep-seated, cultural issues? Issues that go back so far folks don’t remember where they started, but they know if only they could get things done in a new or different way, performance would skyrocket. In this episode, we unravel those knots with a simple process.
Have you ever looked back on the results you and your team achieved on a big project or over a certain period of time, and wondered why things went so wrong? Or maybe you knocked it out of the park, and you knew if you could consistently produce results like that, there would be no limit on what you could accomplish? Make that a reality with this week’s Warrior @ Work!
Why should meetings be something to enjoy? And how do we make them worthwhile? Meetings aren’t going away, but so many go off the rails. Meetings can be quick, productive, and actually increase performance if they’re done the right way. So how can we make meetings productive, engaging and even fun? Find out in this week’s Warrior @ Work!
If you don’t think that executing on your plans is one of the most important skills you can have as a leader, think again. History is full of stories of organizations that had less resources, less intelligent people, were founded in terrible times in history, and they still rose above their competitors. When it comes down to it, they were better at making things happen, at turning their big strategy into small, actionable steps that could be completed and add up to big results. What’s the 5-step process teams use to make their objectives a reality?
What would happen if all your leaders’ communication was effective in your company? If your teams were all receiving up-to-date intelligence from their leaders at the same time? Would your mistakes decrease? Would your customer service spike? Would you stay ahead of your competition? Find out how to implement it in this week’s Warrior @ Work!
What if we could identify the top communication mistakes that are occurring across our organizations before they begin affecting our results? What if we could catch them while they were small and address them immediately, before they cost us time and resources? Find out in this week’s Warrior @ Work!
In the world of Business performance, it is easy to get lost when we are faced with big decisions and no map to guide us. Fortunately, there are people who deal with these types of situations all the time. Folks whose job it is to go into the wilderness, whether it is the wilderness of nature where the wilderness of business, find their way back out. What do they do to keep their cool and ensure success?
It doesn’t matter if you are dealing with people, software systems, for customers, you are going to be constantly launching new projects if you are innovating. Because this is going to be a constant in your organization, it makes sense to figure out how to get it done the right way once and for all.
When something goes ignored, it’s effects stack up. Before you know it, you have a massive problem on your hands that you never saw coming. These small errors ultimately pull down organizations’ results. What if we could find a way to identify these small errors when they are still small, before they take their toll?
In the world we live in today, technology has torn down all borders, people have more choices than I ever did before, and the organizations that are going to survive are the ones that can stand out in a crowd. History has shown us the organizations that stand above and apart from their peers are doing something internally, and that is what is driving them.
What are the very best doing to stand out in their marketplace?
It may be obvious why preparation is key to inspiring action with your communication, but if it is so obvious then why do so few people do it? Most folks are concerned with what they get in front of their audience, but for high performers, that is actually the last thing on their mind. How do high performers and warriors set the stage for effective communication?
Why is it important to know how to reach your goal even when your leader has set you off and The wrong direction? As a performer, you are likely client-facing, or you are on the production floor, and you are seeing changes as they occur. Your leaders don’t always have that up-to-date information, so the objectives they send you to achieve Will sometimes be out of date, or flat out wrong. What do warriors do then?
It is not about millennial’s, generation Xers, or baby boomers. Those are generational excuses that leaders use to cover up the fact their organizations aren’t built to handle high performers. High performers come from all generations. No matter what generation your talent pool comes from, it is more about your organization than it is about the people you are trying to hire or retain. How do you create that kind of an organization?
One of the best parts of being a leader is not getting the job done yourself, it is setting the stage for your people to get the work done on their own. That means applying your experience to set them on the right path, making the tough decisions, and empowering your people to execute their plans. How do the best use meetings to accomplish all of that?
What would it mean if your people could perform at a high level and also keep their eyes open for the unknown changes that inevitably enter the picture? If your folks could take a hard look at what happened even when they failed? Most importantly, how can we make sure that whatever happens it translates it into successful results down the road? This week’s episode has the answer!
What would it mean for your organization if you never made the same mistake twice? If you knew your folks were working every day to make sure the same mistake never occurred again. A major thing I noticed when I studied high-performing organizations was that they didn’t run away from their mistakes or sweep them under the rug. They were more interested in fixing the problem and not the blame.
When I sat down with a billion-dollar CEO, I only had one question for him: With so many leaders struggling to make their businesses profitable, how do you take in organization past the billion-dollar mark? For the advice he said he’d offer someone just starting on the path, check out this week’s episode!
Hitting moving targets isn’t actually that complicated, but it does mean you have to step up as a leader and do some things you may not be used to doing with your people. In a world that changes this quickly, how do I, as a leader, make sure my people can pivot when change occurs? Tune in the find out!
It’s a fact that no one, not even you, is going to be with your organization forever. You have to prepare yourself and your team for what to do when people do cycle out, because warriors at work are not only interested in improving themselves, they want their organizations to continue to be successful long after they leave. That means thinking about turnover now, rather than later.
Innovation isn’t always about that breakthrough product or service that revolutionizes the marketplace. Mostly, innovation is about continuously improving the way you do business so you can capitalize on changes in your environment. Do that enough times and to an outsider, it looks like you’ve accomplished something magical.
Most business leaders ask me how to turn around performance, and I have to reach across the table and grab them by the shirt collar and say ‘You’re asking the wrong question! The question you should be asking is ‘How did you let performance slip to these levels in the first place? How did you allow it to become part of your culture?’ Turning around underperformance begins with digging out the weed from the roots.
Warriors don’t just define objectives that are precise and profitable but also line up the resources their folks will need ahead of time, setting them up for success. Your experienced people may know where everything they need is but your junior folks don’t, and the minute you ask those experiences folks to stretch further than they ever have there’s a big chance of failure. If people don’t drive performance, then what does?
In my work studying high performing organizations, the Department Of Defense sent me out to study combat units, and these folks had massive to-do lists. If they went out on a patrol and just worked from a checklist, they’d never be able to pivot when change occurred. Before they went out on every patrol, their leaders let them know what their priorities were and what success looked like so if they needed to change their route they’d know where they were supposed to finish. Wouldn’t it be valuable for your teams to be able to respond to last-minute changes and still get you the result you need on time and at a high quality?
James Mattis, the secretary of defense, (Or when I knew him, General Mattis) said that leaders should plan by understanding the situation their unit is in, where it’s been and where it’s going. Teams that do that are successful 98%-100% of the time. Imagine what that would do for your organization – to know that your strategy would be successful between 98 and 100 percent of the time?
When I was studying how United States Marines performed at a high level, I noticed that every patrol had a little ritual. No matter how beat up, tired or bloody they were, they would gather around in a circle and ask some simple questions ? did we achieve our objective? What went right, what went wrong, what can we all do better, and when will it happen? Marines had less than anybody else out there, and they knew they had to constantly look for new and better ways of getting the job done. What would change in your organization if people were continuously improving?