No More Leadership BS No BS Productions

"OH! In a couples ice dancing surprise, the judges scored a 9 for skills, but a 3 for presentation."

Have you worked with that colleague who got the work done, did it well, and no one liked to work with them? Conversely, have you ever heard this about a colleague, "Yeah, they're not the best at their job, but everyone loves them."

Asking whether annual performance reviews should examine behavior OR results is similar to asking if you should evaluate your vehicle based on braking or steering. Most drivers are going to want both features.

But, this is one of the kinds of things leaders face. How to engage a meaningful performance review process that is standardized for consistency, but applied to all different types of people. Here are some considerations:

Behavior vs. Results - It's not just about the numbers. Understand and evaluate how goals are achieved, considering both the quantitative and qualitative aspects of performance.

Performance Reviews Should Never Be a Surprise - Regular feedback is essential. Ensure that your team members know where they stand throughout the year to avoid surprises during annual reviews.

Leadership Responsibility - Underperformance often reflects leadership issues. Regularly check in with your team, provide clarity, and support their development to foster a culture of continuous improvement.

"Everything should be made as simple as possible, but no simpler." - Albert Einstein

Any leadership responsibility, including annual performance reviews, is typically complex. That doesn't mean that most things cannot be simplified. And, complex things should not be over-simplified to the point of losing meaning or purpose.

The No More Leadership BS team has seen how performance evaluations are over-simplified to the point of losing importance. Example, if the scale is 0-5, but no one can earn a 5, what does the scale even mean? The Team has also experienced the ebb and flow of assessing HOW a person does their job and WHAT they accomplish.

The debate and discussion provides insight to the complexity as well as the clarity that can be deployed to fully consider a fair and effective evaluation process. How can you ensure your role in annual performance reviews is more robust and less regimented?

Generational issues are much richer than "OK, Boomer" and "entitled Millennials."

People who are in the same generation arguably have some societal experiences that formed how they see the world and how they see themselves in the world.

When it's boiled down, most people want a lot of the same outcomes from work, but their means to get there might be very different. Someone might value 'put your head down and work' while another may value 'pie in the sky' thinking. Not better or worse... just different.

So what can we do with that? Assess with a broader band than one's own point of view and respond accordingly. For example:

- The COVID-19 pandemic has drastically affected employee mental health, creating ongoing challenges for leaders. Recognizing and addressing mental health in the workplace is pivotal for maintaining a productive, supportive environment.

- The “Great Resignation” is real—employees have more choices and are seeking fulfillment beyond mere job stability. Innovative practices such as upskilling and reskilling employees are crucial for retention. Leaders need to provide growth opportunities within the company to keep their workforce engaged.

- Employees are prioritizing work-life balance more than ever. As leaders, redesigning work policies to offer flexibility and promoting wellness programs can significantly improve employee satisfaction and retention. It's essential to create a supportive environment where employees feel valued and understood.

Any "people just want" assertions, including those of the No More Leadership BS team, will undoubtedly leave people out. If that assertion is based more on one individual's point of view, it has a higher probability of leaving more people out of the calculation. As leaders move forward, it will be in their best interest to take in information from many different points of view before determining a course of action.

What does that mean? Policy and practice based on what the newest employees want is as misguided as decisions based on only what those closer to retirement are seeking. Effective leaders will employ the types of policy, practice, and engagement that will help all employees find more purpose in their work and have an enjoyable workplace experience.

Wisdom, questions, and thoughts forthcoming! Please let us know about your observations and how you can affect positive change on your team.

"Whistle! WHISTLE!"

Imagine a coach. What do they look like? What are they doing?

Often, people imagine a coach in an athletic space screeching instructions at athletes. Not all coaches are like this, some are softspoken and absolutely hold the confidence to not resort to calling athletes names or throwing chairs.

There are so few coaches in athletic spaces who utilize leadership coaching techniques, that it looks weird to the outside observer. (Google: Steve Kerr gives up on coaching video).

There are certainly reasons why "life coaches" have a poor reputation. In pop culture they are utilized by the flaky and often referred when the protagonist say, "My life coach told me I need to stand up for myself more." Here's why that's problematic:
1. Individuals who are very effective at making decisions still utilize the help of others in the decision-making process.
2. If "my coach told me to" is an accurate phrase, the coach is doing it wrong.
3. If a person is too busy for a coach because they've got too much to do to catch their breath, they will never catch their breath.

For the first time, we decided to articulate some of what coaching is and how it works. Here are some highlights:

🔹 High-level performance in any field often involves having a coach or mentor to guide you towards success. Successful individuals recognize the value of seeking help to fill skill gaps and reach their full potential.

🔹 Coaching plays a crucial role in communication, leadership effectiveness, change management, and mindset shifts. Whether in sports, business, or personal life, having a coach can lead to breakthrough moments and growth.

🔹 When choosing a coach, consider their experience, coaching style, references, chemistry with you, and ability to customize a program to your needs. Remember, coaches are not therapists and should empower you to reach your goals rather than fix you.

Utilizing athletics as an example, at one point, Serena Williams had 7 coaches. For tennis. It seems straightforward to the outside observer, but it is arguable that Champion Williams would mess around with the expense of time and funds if 7 coaches didn't each bring their own unique and helpful point of view to help her continuously improve.

Serena is a great example and there is no expectation that anyone besides her reaches Serena-level expertise. Everyone on the podcast engages with coaches. You don't have to be bad to get better and that's what coaches do. Coaches are typically not fixers, but coaches help people make sense of their options and decide based on their values more than their emotions, for example.

The No More Leadership BS team have been leaders in multiple capacities. This gives us the unique opportunity to coach others, not because we know what to do, but because we've got an earned history of questions to ask to unlock potential in others. We look forward to receiving your questions and comments on this episode!

Being thrown a curveball might be surprising if you're used to getting fastballs all day. But if you're at bat and ready for the next pitch and you're thrown a dodgeball, what's the plan now, Captain Smartypants?

The silly point is that just by living life, we have the opportunity to continually respond to things we haven't precisely seen before. As we grow and mature, there are still firsts that we may be aware of in the abstract, but they become more real when they become part of our experience.

As leaders, our odd situations tend to live within a range of expectations. In the execution of their primary responsibilities, the sergeant in the field won't be asked how to respond to underperforming stocks for a Fortune 100 company. Similarly, most folks in the c-suite will not be consulted on the detailed approach to addressing the electrical shortage in one of the 348 buildings the company manages.

In short, leaders will be required to respond to odd things and rarely are they 100% brand new to a seasoned leader. Therefore, there are some concepts and methods when forging into the unknown:

1. Focus on Excellence in Key Areas - mastering a few things perfectly rather than spreading yourself too thin.

2. Embrace Resilience Over Victimhood - use the power of resilience and stepping back to see the big picture before diving in. It's about asking "Can I do this?" instead of "Why is this happening to me?"

3. Mindset Matters - when faced with unexpected icebergs (literally and metaphorically), our mindset and perspective guide how we adapt and persist that defines our success

4. Team Collaboration - a leader is responsible for keeping the mission and vision front and center while involving the team in navigating bumps in the road

5. Resilience vs. Perseverance - Resilience is about how you respond to setbacks, while perseverance is about sustained effort over time. Both are crucial for enduring the rollercoaster of leadership and business.

When responding to unknown circumstances, perfection is typically not possible. And, it is rare that a completely new approach is required to be built from zero to finished product. In most cases, unexpected situations can be resolved within existing structures. The change that is typically needed is in the frame of mind of the leader and their team.

As you think about how you respond to unexpected events, consider both the emotion of the situation as well as the foundational knowledge you hold to respond to the circumstances. The No More Leadership BS team has been involved in many changes, transitions, and surprises over the years. As one example, in this very episode, Dr. Sam steps all over Geoff's plan... and Geoff just rolls with it.

So not all things unexpected are huge, but they all require our attention. What is one approach you can utilize when it comes to unexpected situations?

In the work world, if you're not busy, stressed, frantic, or otherwise frazzled, it's seen as a slight or even a weakness. Ever tell someone you're NOT busy? "Must be nice!" "I've got some work you can do!"

Didn't say I was disengaged, had free time, or was bored... just not crazy stressfully busy.

And who we are when we're stressed isn't always the person we want to be. Imagine being that person in crisis mode all the time!

As you think about your stressors and how you respond to them, also consider how you might respond even more successfully.

Empowerment Through Self-Recognition - Recognize your stress triggers and personality shifts to manage reactions effectively. Self-awareness in stressful moments can dramatically improve your decision-making and interpersonal relationships.

Strategic Stress Management - Implement proactive strategies like preparation and environmental changes. Getting ahead of potential stressors and altering your surroundings can significantly lower stress levels and improve overall performance.

Cultivate Constructive Outlets - Find healthy ways to release stress without impacting your team negatively. Techniques such as stepping outside, deep breathing, and even momentarily redirecting your focus can help dissipate stress and reset your emotional state.

If you happen to be thinking, "Yeah, but, you don't have MY boss." You're absolutely right. Our experience has taught us over years that there are some techniques and methods to dealing with or even reducing stress. Since people rarely quit their job but frequently quit their boss, we know the stress is real. How you react and respond is up to you.

The No More Leadership BS team is here to serve. In fact, let us shoulder some of the burden for a minute. Relax for a little less than 20 minutes and hear how 5 other experienced leaders deal with stress. Then when you're ready to tell us your story of stress management, let us know!

No one could have seen that coming.

In retrospect, a lot of people THOUGHT they knew something was going wonky. How do we take those inklings seriously to prevent having to call the clean-up crew later?

One of the best components of leadership is spending enough time to earn the wisdom to engage in preemptive problem-solving. The downside is that it looks like prediction or premonition when it's really just prevention.

If you recall man-made disasters, there are generally two common elements:
1) people who thought no one would listen to them and didn't speak up (maybe not boldly enough)
2) people who disregard the insights and concerns of those who speak up

It doesn't have to be this way and effective leaders know of a better path. Some ways to implement prevention as a matter of practice include:

1) Proactive Crisis Management - local-level project catastrophes can be fueled by disorganization and thankfully there are strategies to anticipate and avert potential disasters.

2) Leadership Communication - empowering middle management rather than bypassing them can transform organizational functionality and morale.

3) Cultural Accountability - transform your company’s mission and values from mere posters into daily practiced mantras that align actions across all staff levels.

Whether it is preventing a significant issue for a team, or preventing your own health crisis, there is a lot we can do if we pay attention to signals, communicate, and act effectively. One of the important portions of communication is listening for meaning versus formulating one's response. the No More Leadership BS team shares examples of how they listened to attend to the problem as opposed to reacting to the person.

What is your favorite technique for preventing crises in your work?