Whether you’re leading a small group or an entire company, there are some concrete and conceptual keys to being not just good at improving the bottom line, but elevating the psyche of an entire group of human beings. When we can identify the foundational challenges facing us in any setting, and address those as opportunities for massive growth, we take our destiny into our own hands. The “bottom line” is by default improved, when we are able to address areas of authentic need on our teams. This is true of any kind of team.
CONCEPTUAL & CONCRETE
Here are three C&C’s (concepts and concrete actions) you, as a leader, need to be aware of so you can successfully dive into elevating your team.
- Quality and Quantity
Most adults love to measure success, measure our waist, measure the amount of garlic needed for a great marinara sauce, and on and on we go. We sometimes measure because we are in a hurry, and because we are so time conscious, we think the most efficient way to succeed is to measure any aspect of what we perceive as success. However, what if we aren’t even measuring what matters most?
Take more time to measure the quality, rather than the quantity of anything you’re interested in exploring and improving.
For example, at any workplace, have you ever measured how often your employees are smiling on a Monday or Tuesday? I’m not suggesting you tell them you’re going to measure that, but I am suggesting you somehow measure how often your employees smile. Then ask yourself questions like:
When they smile, are there any kinds of positive by products related to workflow, efficiency and teamwork? I dare you in the most loving of ways…. measure THAT and see what happens. Once you retrieve that information, another relevant question would include, but not be limited to “What can we do to increase the number of times our employees smile?”
- Value and Time
Time is relative. Time is very relative. Time spent doing anything, while relevant, is overrated. What is underrated is the value we place on whatever it is we are doing. When we value something in an extraordinary manner, we are more likely to give an extraordinary effort.
For example, when we create management systems which spit out how much time we need to allocate to a certain project, is this information the MOST relevant to our bottom line? Is there another piece of information that would be more helpful? What if we asked a question such as, “What does our team value the most related to what we are creating and sharing with the world?”
When we begin to ask these kinds of questions, relevance increases and where time should be spent is by default revealed.
- Collaboration and Control
With good intentions, we make plans, we execute said plans, we reflect, and then make more plans. We even make plans with many of our co-workers. We come up with plans, and then we share these plans with our teams, and we ask for some level of feedback. This is the essence of control, and it’s not always a bad thing, but it is rarely something which ignites greatness, inspired action, and long term change.
For example, when we want to achieve something with a group of people including your own family, have you ever asked a question like:
- What should be important?
- Where should our focus of attention be?
- How should we collaborate to ignite a sense of inspired effort AND be more efficient?
The most effective leaders have never been the ones who come to the table with a plan already intact. The most effective ones come to the table with questions and enough humility to know that they are a guide, and their role is to ignite curiosity.
Go light a flame somewhere…
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