DiBona & Associates - The Top Ten Percent , Turnover

Unleashing the Power of Belief: A Leader's Guide to Supercharging Team Performance

Fri, 24 Mar 2023 14:00:57 +0000

It is important for leaders to have strong beliefs in their teams for several reasons:

Fosters Confidence: When a leader believes in their team, it instills confidence in team members. It creates a positive environment where team members feel valued and empowered to take on challenges. This confidence helps to build trust between the leader and team members, creating a more productive and efficient workplace.
Drives Motivation: When a leader has strong beliefs in their team, it can motivate team members to perform at a higher level. Believing in a team's potential can create a sense of purpose and pride among team members, which can translate into increased motivation to achieve goals.
Encourages Growth: When leaders believe in their team, they are more likely to invest in their development. This investment can take the form of training, mentoring, or providing opportunities for growth. When team members feel that their leader believes in them, they are more likely to take risks and pursue new challenges, leading to personal and professional growth.
Builds Resilience: When a leader has strong beliefs in their team, it can help to build resilience in the face of challenges. A strong belief in a team's ability to overcome obstacles can create a sense of camaraderie and a willingness to work together to find solutions. This resilience can help the team to navigate difficult times and emerge stronger on the other side.

Here are a few examples from a long list in business where this holds true:

Apple Inc: Steve Jobs had an unwavering belief in his vision for Apple, which was to create user-friendly technology that would change the world. His belief inspired the company's employees and led to the development of innovative products such as the iPhone.
Amazon.com: Jeff Bezos had a strong belief in the potential of e-commerce, even when the concept was new and unproven. He persevered through difficult times and built a company that is now one of the largest retailers in the world.
Ford Motor Company: Henry Ford had a deep belief in the power of mass production and the ability to build affordable automobiles for the masses. His belief led to the development of the first assembly line, which revolutionized the manufacturing industry and made cars accessible to more people.
Walt Disney Company: Walt Disney had a strong belief in the power of storytelling and the ability to create immersive experiences for his audience. His belief led to the creation of Disneyland.

In each of these examples, a strong belief in a vision or idea drove the development of innovative products, services, or business models that ultimately led to high levels of performance and success.

How successful leaders charted their paths to success.

Here are a few examples where belief enabled individuals were able to envision possibilities and chart their path to success:

Airbnb: Co-founders Brian Chesky and Joe Gebbia had a belief in the power of the sharing economy and the potential for everyday people to become hosts and rent out their spare rooms. This belief led to the development of Airbnb.
Tesla: Elon Musk had a belief in the potential of electric cars and the ability to build a sustainable transportation system. His belief led to the creation of Tesla.
IBM: Thomas J. Watson had a belief in the potential of computing technology and the ability to build machines that could process vast amounts of data. His belief led to the development of IBM.
Starbucks: Howard Schultz had a belief in the power of community and the ability to create a "third place" between work and home where people could gather and connect over coffee. His belief led to the creation of Starbucks.

In each of these examples, a strong belief in an idea or vision enabled these leaders to envision possibilities and chart their path to success. They were able to clearly see the desired outcome and the steps needed to achieve it, and this clarity of vision enabled them to overcome obstacles and achieve their goals.

Belief cultivates a strong sense of determination and resilience. It gives individuals the power to tackle any situation with exceptional perseverance, toughness, and tenacity.

The Nike story of Phil Knight in the 1960s is fascinating. Phil Knight faced significant competition when he was building Nike in the 1960s and 1970s. During this time, the athletic footwear industry was dominated by established companies such as Adidas, Puma, and Converse. These companies had already established themselves in the market, and Nike was seen as a newcomer.
Furthermore, the market was saturated with a large number of smaller companies that were also trying to gain a foothold in the industry. In addition to competition from other established brands, Nike faced the challenge of convincing retailers to carry their products and building brand recognition among consumers.
Despite these challenges, Phil Knight and his team were able to differentiate themselves from the competition by focusing on innovation. His rock-solid determination and belief allowed his team to persevere and overcome the challenges. The rest is history.

In working with our clients, we have noticed that leaders in the categories listed below will only succeed if they have a strong sense of belief in their organization’s ability to effectively cope and rebound from challenging situations.

In other words, only certain people are wired to effectively deal with these situations.

Startups: Starting a new business venture is never easy, and entrepreneurs face many challenges along the way. However, those who have a strong belief in their vision and their ability to overcome obstacles are more likely to persevere and eventually succeed.
Change management: Companies that are going through significant changes, such as mergers, acquisitions, or restructuring, need leaders who believe in the organization's ability to adapt and thrive. A positive attitude and belief in the company's ability to navigate change can help employees stay motivated and committed to the company's goals.
Sales: Salespeople who believe in their product and its value are more likely to bounce back from rejection or setbacks in the sales process. They are also more likely to persist in the face of difficult sales environments, such as economic downturns or increased competition.
Crisis management: When unexpected crises occur, such as a natural disaster or a cyberattack, companies need leaders who can stay calm and focused under pressure. Leaders who believe in their ability to navigate the crisis and communicate effectively with their team are more likely to lead their organization through the challenge successfully.

A few final thoughts to consider

Not everyone is cutout to be a leader, however, we can all improve our ability to more effectively visualize our success and chart a path to make our goals come true. At the very least believing in oneself is critical for personal and professional growth. People who have confidence in their own abilities and potential are more likely to take on challenges and learn new skills.
We all have unique talents and abilities, a strong self-belief will allow you to tap into these, which will lead to your success and fulfillment.
Overall, belief kindles and energizes potential, and it can help individuals and organizations achieve their goals. When people believe in themselves and their abilities, they can accomplish amazing things.
If you would like to learn more about how we can help ignite the true potential of your team, please visit www.consultdibona.com or schedule a complimentary, no obligation, 30-minute team improvement plan.

It's Time to Bulletproof Your Job!

Thu, 06 Oct 2022 15:00:00 +0000

You’ve undoubtedly been hearing all the talk about the possibilities of a recession and over the last couple of months, economists are now predicting there is a significant chance of that happening over the next year. There are some things that we should do in preparation.

But first, to get into the proper mindset, there are a few facts to help us see the “silver lining” in this troubling economic forecast. And, if it doesn’t happen, you still will be far better off if you begin working on the recommendations presented in this week’s newsletter.

Some Interesting Historical Data

Fact #1: 17% of the 4,700 public companies presented in a 2010 HBR article “Roaring Out of Recession” went bankrupt, went private, or were acquired. But just as striking, 9% of the companies outperformed competitors by at least 10% in sales and profits growth.

Fact #2: Bain & Company in a similar analysis, found that the top 10% of companies saw their earnings climb steadily throughout a period of recession and continued to rise afterward.

Fact #3: A third study by McKinsey found similar results.

The difference maker in the successful companies was their preparation. The not-so-good companies switched into a survival mode when recession hit, making deep cuts, and reacting in a defensive manner.

It’s Time to Reframe Our Attitudes and Mindset

Think of recessions as a high-pressure exercise in change management. This means to navigate one successfully, a company needs to be flexible and ready to adjust. For many companies that are deeply rooted in process and precision, or are highly competitive and results driven, a shift in mindset needs to happen to see opportunity in a down market.

There are some inherent vulnerabilities that leaders have to manage against when companies are faced with high-pressure change management situations during a recession:

Department leaders compete for resources and budget.
Department leaders do not regularly collaborate with one another.
Teams across organizations fail to pursue goals together.
Organizations lack clear goals, which makes recognizing progress difficult.
Company cultures tend to restrict frequent collaboration.

Operating in this environment requires strong conviction to you and your team’s true purpose and the ability to navigate some difficult and uncertain situations.

Does Your Boss Like You?

The cold hard truth is that it really matters what your boss thinks of you. It’s time to figure out how to maximize your value to your boss.

Be present

Sounds simple, but many mid-level leaders take a backseat when confronted with problems and rely on others to fix the issue. There are many ways for leaders at all levels to expand their sphere of influence and become a stronger asset to the boss. Here is what Top Ten Percent Leaders do:

Create a perception that they are always present, never late, never too busy to engage when a problem arises. Remote employees are especially at risk because they are missing opportunities to engage in-person; their geographical separation creates a bigger obstacle for them, so they naturally have to work harder to create this ever-present perception.
Be thorough and efficient. Your team needs to deliver the goods. Some studies have shown that as many as 45% of leaders don’t fully understand all of the deliverables their direct reports are responsible for. That means that 45% of leaders do not have an efficient management operating system. How can you manage your team if you don’t know how your teammates spend their time? These leaders cannot effectively, forecast, plan, or assign work properly. There are some simple ways to evaluate your management operating system and bear in mind that your management operating system will evolve as the company navigates inevitable changes during a recession.
Practice Effective Communication – active listening; ask the right open-ended questions; steer those you are communicating with toward a solution and action. Communication done correctly, is the leader’s superpower.
Volunteer to Lead. Do you have an appetite to task risk and the capacity to learn new skills? When you search for opportunities to lead and expand your sphere of influence, you will increase your visibility in the organization. You will gain more trust with your boss as you complete these new initiatives and bring value to the organization. Leaders that don’t speak up and remain on the sideline are simply not seen as adding value to the organization. Get in the game!
Be upbeat and encouraging. Work alongside your team and keep your team focused on making progress on the most important priorities. When your teammates feel you have the situation under control, your boss will notice.
Seize opportunities to talk with the boss. Take responsibility to find ways to interact with your boss in ways that are helpful to the both of you. This allows you to develop a relationship, an emotional connection that leaves him with a better understanding of who you are.
Take the opportunity to check in with each of your teammates, at least once every two weeks. Leaders that have frequent 1:1's with their teammates improve employee engagement and achieve greater alignment between the organization’s objectives and individual goals. Well-structured and consistent 1:1’s can have a powerful impact on your team.

Monday Morning Actions

After you reflect on some of these recommendations you will want to take action and begin your journey in preparation for the next cycle. Our economy, your industry, your company, and your job will experience as change is a constant in all businesses. Regardless of 2023 being a year when the economy goes into recession, these recommendations will serve you well no matter what happens.

Take charge and bulletproof your job!

DiBona & Associates helps businesses enhance the productive output of key personnel, teams, and organizations. We are a productivity improvement services provider acting as advisors, consultants, trainers, and implementers.

Why Teams Struggle and How to Better Manage Your Team

Thu, 07 Jul 2022 15:00:00 +0000

We work in a world of teams.

The importance of teams in business today is undeniable. We rely on teams more than ever before. Think about your day-to-day communications – meetings, phone calls, emails, and instant messaging. We are in continuous communication with our teammates all day.

Teams have caused more complications as they have become more complex, span geographies, and are more remote. Navigating relationships between teams and within teams is more difficult today. The lack of critical interpersonal skills is more evident than ever in today’s workplace.

How many types of teams do you work with in your current position? Think about departmental teams, project teams, cross-functional teams, management teams, global teams, and matrix teams. Teams are everywhere!

The reality of teamwork in 2022.

A recent Wiley Study based on insights from over 20,000 employees highlights the following grim statistics:

No trust with team members: Nearly 4 in 5 people reports that their team members are typically not willing to acknowledge their weaknesses to one another, which highlights the pervasive lack of vulnerability-based trust throughout the workplace.
No commitment to decisions: More than half of teams usually leave meetings without everyone committing to agreed-upon decisions. That means employees will likely struggle to find meaning or motivation in their work, and the team’s results will suffer.
No accountability for poor results: When a team fails to achieve its collective goals, roughly 3 in 5 people report that their team members often refuse to take personal responsibility to improve their team’s performance in the future. An unwillingness to examine errs and the opportunity for improvement—or, worse, blaming coworkers for problems—is a recipe for mediocre team performance.

The “people tax” leaders pay, and its financial impact is astonishing.

Poor productivity and toxic work culture abounds in many organizations. This is the “people tax” leaders pay in terms of poor productivity and excessive turnover.

On average, employees spend two full months each year cleaning up the messes created by ineffective teamwork. Productivity nosedives.

This translates to more stress and the culture becomes more toxic leading to more turnover. In fact, the Wiley Study has shown that 42% of employees leave their jobs due to bad team experiences.

How do we reverse the tide of dysfunctional teams?

The work performed in any business is defined by the Management Operating System and the Human System. One without the other leads to poor business performance. A thriving business requires both.

And teams are the foundation of the Human System. Unfortunately, leaders invest inordinate amounts of time on the process and technology to support a viable Management Operating System while commonly overlooking the Human System. Hence, leaders pay a stiff penalty in “people tax.”

We can reverse the tide of dysfunctional teams by addressing the lack of trust, commitment, and accountability.

Our solution to eliminate dysfunction and build highly performing teams.

Step #1: Believe in yourself as a leader and lead the necessary change. All too often, leaders resign themselves to untenable situations caused by toxic culture, bickering teammates, a sense of doom. Leader’s lead, they recognize the issues at hand and act. Ignoring the problem exists or failure to act once recognized is a leader’s biggest challenge.

Step #2: Define the case for change in financial terms for your area of responsibility. Frequently we find the “people tax” from team dysfunction is a six- or seven-digit financial impact. Think about the impact to your bottom line.

Step #3: Get professional help. You need to use tools and methods that are designed to fix team dysfunction. You can read all the latest books, go to the latest seminars, but until you determine exactly where the gaps are and how to address them, you are just wasting precious time. Face it, you wouldn’t have this problem in the first place if you already had all the answers. Unfortunately, we know this to be true because the vast majority of our clients come to us after their problems have become unbearable. Don’t wait!

Step #4: Rally your team. Have a sit down with your team and explain your concerns. Open up the dialogue and begin to instill greater levels of accountability. Remember, they want their leader to lead. Often times, teams will embrace a leader’s case for change. It is a good opportunity to get their thoughts and a chance for them to be part of the solution. This will help you gain allies and more momentum.

How to Manage Short-Staffed Teams - 6 steps to get more done

Thu, 09 Jun 2022 15:00:00 +0000

The problem – too much to do and too little time.

Are you feeling overwhelmed? Do you have too much to do and too little time? Are you constantly fighting fires? Maybe it’s not perfect for you, but you’re keeping your head above water.

Either way, being overworked is not a healthy way to live. According to a 2019 report published by the People’s Project, the average American works more hours than the average worker in any peer nation. And if you are working 55 or more hours a week, you are dramatically increasing your risk for physical and mental health issues.

Chances are you’re working hard because your organization has experienced the loss of some key staff over the last few months. Or maybe your organization is experiencing a dramatic increase in workload due to current market conditions. New initiatives? New technologies? Can’t find the right people to hire? Whatever the case may be.

If you are in a similar situation, a few things will help you gain additional productive capacity with your team.

The good news is that most teams are working well below their potential at only 50-65% efficiency.

Would it help to have an extra couple of team members to get more done? If so, read on.

The Solution

1. First things first – evaluate your team. You need to ask some basic questions about your team without bias. How many people on your team do more than their share of the work? Do you have any slackers? Is the team communicating well, or do they only interact with each other when there is a problem? Is everyone clear on what their job is? Is there a concise list of core tasks, or is everyone just doing bunches of functions?

2. Have everyone log their time for two to four weeks. You will learn a lot about your team when you see the data. You will know if you have anyone on the team that isn’t sure about their role, broken processes, or obstacles getting in the way of completing work. This data will provide you with opportunities to get the team more productive. An excellent way to log time is to segment the following:

Core work activities – this is what the team is responsible for.
Time in meetings
Time answering email
Time as a result of interruptions

3. Evaluate who is the best at each of the core activities and how you might assign work from now on. Develop a roster using the attributes of each team member. Implement a buddy system of pairing up teammates. When someone is out sick or on vacation, their buddy is their backup.

4. Establish a more robust process to forecast, plan, and assign work weekly. You can establish a meeting cadence of weekly kickoff meetings on Monday, informal check-ins on Wednesday, and a wrap-up meeting on Friday to identify the biggest obstacle to success. As the team gains more productive capacity, you can use the time to attack some of the barriers and further increase the team’s productive capacity.

5. Restrict meetings to thirty to forty-five minutes. Have a block of time each day, not allowing any meetings.

6. Get the fun back into work. Make a group lunch or after-work group activity every three months. If your team is hybrid, get the remote team members into the office regularly.

Some ideas to consider

You may think this all sounds good, but how can I do this?

Implementing sound operations management practices in your team is a layered process. Start small. Get out a spreadsheet, list the core work activities, and then go from there. Depending on the level of leadership, many team leaders have a limited view of what their teams do on a day-to-day basis. In many of the overworked teams we deal with, there are significant opportunities to improve the productive output of the group. That is good news.

Think about your leadership role. Are you willing to look deeper and commit to becoming a Top Ten Percent Leader? Some leaders are content with the status quo, hovering above the train wrecks their team deals with while leaving them to figure out the messy details. If you’ve read this far, I doubt you’re one of those leaders.

Go for it! Your team will be revitalized. Everyone will be happier, and you’ll be recognized for your efforts.

How to Reduce Turnover: Three ways managers can take immediate action

Tue, 03 May 2022 15:00:00 +0000

Challenge #1: As a manager, do your direct reports see you as approachable, or do you unknowingly evoke a sense of avoidance?

But wait, before you answer that question, you should also know that 95% of leaders think they have accurate perceptions about how they’re perceived, but only 10-15% of these leaders have an accurate perception, according to Tasha Eurich, Ph.D., an organizational psychologist, and New York Times bestselling author.

Since it is highly likely your perceptions are not 100% accurate, let’s focus on how leaders can improve how others perceive them and create an environment where direct reports want to engage their leader.

Solution: We have provided a wide range of clients an opportunity to enhance how their direct reports view them. Our work is based on SCARF, A brain-based model for collaborating with and influencing others, first published in the NeuroLeadership Journal in 2008.

Let’s keep this simple. There are five ways you can make an immediate impact to reduce turnover:

Please demonstrate that you recognize the importance of your direct reports and their impact on the organization.
Create a sense of certainty in your team. Uncertainty breeds fear and will cripple your team.
Don’t be an overbearing boss. Give your direct reports more space, so they perceive they have a greater sense of control in their jobs.
Create an inclusive environment to foster a sense of relatedness between all team members.
Create a sense of fairness by increasing transparency, communication, and involvement in business issues.

Challenge #2: Be aware of quick-acting triggers that can result in someone abruptly leaving the organization in a short matter of days.

Here are the two most common turnover triggers that we see in our daily work with clients:

Not receiving an expected promotion.
Lack of flexibility for hybrid and remote work options.

Solution: Managers involved with their teammates should anticipate these issues and discuss with their employee ways of counteracting the problem. Typically, this is best done when the manager can be transparent about what has happened and plan a future course of action that gives the employee some hope for a better situation.

Challenge #3: Managers that can tailor the employee experience for each direct report will result in their team having a much higher level of job satisfaction. These employees are being given the flexibility to perform their job functions to satisfy their behavioral needs. When this happens, these highly engaged and satisfied employees become psychologically committed to the organization's success.

Solution:Seek commitment from your team, not their compliance. People that merely comply are at work to draw a paycheck. Those that are deeply committed will go beyond the call of duty. Committed employees boost the productive output of the team excellently.

We utilize The Predictive Index Management Strategy Guide, which provides a tailored list of strategies based on the employee’s behavioral preferences, as depicted above. This list of strategies is used to help provide the employee with a job environment that favors their preferences. The underlying philosophy is to meet the needs of each employee. It is pretty simple once you have a system to administer this process.

There are some simple ways to help your employees understand that you have a sincere interest in their development and job satisfaction. Your willingness to demonstrate this in your leadership and management of your team will help you and your team attain a higher level of satisfaction and productive output.

Are you willing to commit to improving your leadership and become a Top Ten Percent Leader?