Tag Archives: Leadership

What would Claudio do?

Written by Adrian Oliver, Engagement Leader, Lauras International

iStock_000010821364_Large“Leicester City have just won the Premier League!” Go on say it again, “Leicester City have just won the Premier League!” The league table does not lie, the best team always wins in the long run. They are the best team with the best results. What an amazing achievement of sustained effort over the season, 36 games.

With 2 games left the players and management team are able to now relax and have a well-earned rest. A bit of downtime during the summer before they get ready for next Season…

Did you watch their 37th game against Everton? That was not the display of a team taking it easy. They ran their opponents into the ground, had 30 shots versus their opponents 9 and won the game 3:1. Claudio Ranieri, the Leicester City Manager, prior to the game has been credited with motivating his team to perform well, celebrating winning the league but then focussing his team on getting ready for the next season and proving to the world that they are worthy champions: the best.

Like Claudio, we need our teams to be performing at their best each time they enter the competitive arena, be that the football field, sales negotiation, or manufacturing line. Here are six simple steps for motivating our teams to perform at their best every time…

Six Simple Steps to Motivating Teams

Finding the right type of motivation for our teams and then applying it is a critical tool for any leader to have in their toolkit. Get this right and we can deliver truly exceptional results. Get it wrong and things can go the other way. The time we spend with our teams is our most valuable time as a leader as it enables us to influence performance.

But how good at this are we? And do we practice these things in our daily roles, every day…?

  1. Do we hear ‘continual whinging’ about a problem – or do we truly listen to what our people are telling us?
  2. Is it easier to develop the solution for the team and then get them to ‘select the colour’ – or do we get them involved with the problem-solving?
  3. Do we demand answers when things go wrong – or praise them for a job well done?
  4. When the Boss calls, what’s the first thing that drops off our list? Do we ring-fence time in our diary each day for our team?
  5. Does that report that needs to be done before going home for the day preoccupy us when talking to our teams – or are we fully focussed on them as people?
  6. If we’re feeling frustrated, do we head to the shopfloor to catch someone doing something wrong – or do we walk the shopfloor at regular times so that people know when they can share a fantastic idea with us?

From Line Managers to CEO’s we should secure time to be with and motivate our teams. To fully converse and engage with them. Listen to what they have to say and provide effective feedback. This is the gift that only we as Leaders can give, and it might surprise you to see what you get back in return.

Something to think about isn’t it?

If you find yourself pausing to contemplate how well you and your team of managers do this then maybe it is time to re-sharpen your Leadership tools. What would Claudio do? How do you become Champions?

Advertisements

Feedback Ratio – 5.6:1

Written by Erica Bassford

The best performing teams give each other feedback in a ratio of 5.6 positive to 1 negative (source Institute of Leadership & Management). Poor performing teams give far less positive feedback to each other… why is this?

Could it be that poor performing teams have very little that’s positive to talk about, or is it that teams make more improvement, and hence become the best performers, when they have a good mix of positive and negative feedback? We believe in the latter.

Feedback is an opportunity for the manager to let each team member know how they are doing, both positive and negative, and to enlighten them to their Blind Area, as described by the Johari Window Model. We are all human; focussing on the negative can be demoralising but a balance can be motivational. Building on strengths and developing weaknesses by agreeing targets, along with a way for each individual to measure their own performance, establishes an improvement culture.

Check out the Weetabix Case Study to see what was achieved when the company focussed on improving employee engagement by using a range of tools and techniques, including the optimum feedback ratio.

If you’re looking to establish a culture of improvement in your organisation, then why not get in touch to see how we could help.