DiBona & Associates - The Top Ten Percent , Team CultureDiBona & Associates - The Top Ten Percent , Team Culturehttps://www.consultdibona.com/blogs/team-cultureFri, 06 Mar 2026 11:58:50 -0800http://zoho.com/sites/<![CDATA[Unlocking Sustainable Growth: The Power of Organizational Health]]>https://www.consultdibona.com/blogs/post/unlocking-sustainable-growthExplore how organizational health and smart planning boost business growth. Learn actionable strategies for success through teamwork, efficient management, and innovation for lasting impact.]]>
Construction Crew

In the fast-paced world of business, the relentless pursuit of quick profits can often overshadow the foundational elements that drive long-term growth and success. Extensive research underscores the importance of fostering a healthy organization, characterized by effective communication, aligned goals, operational efficiency, and continuous innovation. It's clear that companies prioritizing organizational health consistently outperform their less health-focused counterparts.

Why Being Healthy and Organized Matters

Our approach centers on two critical areas to enhance business performance: effective work management and fostering a collaborative work environment. This strategy extends beyond merely increasing profitability; it strengthens companies, making them more adaptable and resilient. Studies, including those from McKinsey, have demonstrated that companies in top health standings significantly increase their financial returns, underscoring the comprehensive benefits of organizational well-being.

Quick Wins and Lasting Success

Evidence suggests that concentrating on organizational health can lead to immediate performance improvements, observable within three to six months across various industries. This highlights the dual importance of nurturing both interpersonal collaboration and efficient work management practices.

Building a Stronger Company

Achieving a state of organizational health involves more than ensuring employee satisfaction; it necessitates a holistic approach to enhancing how the entire company operates and innovates. Here’s our methodology:
  • Making Plans Clear: Aligning leadership on the company’s objectives is crucial for cohesive effort and goal achievement.
  • Creating the Right Culture: Cultivating a culture of excellence, continuous improvement, and innovation is essential. We leverage training and tools like the Predictive Index and Leadership 360 to enhance leadership communication and development skills.
  • Working Smarter: Identifying the most effective work organization methods, uncovering areas for improvement, and optimizing resource allocation are fundamental. Tools like the Predictive Index are employed to maximize team synergy.
  • Changing How People Think: Transforming employee perspectives to align their actions with company goals involves deep dives into their beliefs and values, facilitated by tools designed to foster openness to change.

Seeing Real Results

Adopting these strategies not only improves organizational health metrics but also translates into tangible financial gains, particularly for businesses initially struggling, indicating vast potential for improvement across the board.

The E3 Productivity Model

Advancing towards superior organizational health through effective management and teamwork is crucial and can profoundly transform your company. Taking this commitment seriously allows companies to surge ahead, positioning themselves as industry leaders. The imperative for leaders is not whether to focus on organizational health, but how swiftly and effectively they can embark on this transformative journey.
Let's initiate this path towards a brighter, more successful future for your business today.
]]>Fri, 16 Feb 2024 13:00:00 +0000<![CDATA[Navigating the Storm: Strategies for Dealing with a Challenging Boss]]>https://www.consultdibona.com/blogs/post/navigating-the-stormMid-level managers in tech and engineering: navigating a tough boss requires understanding their view and adjusting communication. Building support helps you face challenges. Mastering tough relationships boosts careers. Stay strategic, professional, and overcome adversity.]]>
Hiker at very top of mountain peek overlooking the valley

As mid-career and mid-level managers in the engineering, construction, and tech industries, dealing with a difficult boss can present unique challenges. By understanding their perspective, adapting your communication style, managing expectations, and building a support network you can navigate this situation with greater confidence and effectiveness. Remember, the ability to manage difficult relationships is a valuable skill that can propel your career forward, regardless of the challenges you encounter along the way. With a proactive mindset and strategic approach, you can maintain your professionalism, excel in your role, and thrive in the face of adversity.

Understand Their Perspective:

To effectively manage a difficult boss, it is crucial to gain a deeper understanding of their perspective. Consider the following approaches:

Put yourself in their shoes: Take a moment to empathize with your boss's position. Consider their responsibilities, goals, and the pressures they may face from higher-ups or company expectations. By understanding their viewpoint, you can develop empathy and approach the relationship with a more open mind. This leaves the door open to see if you can help your boss and be someone he can count on. We don’t want to totally dismiss his poor behavior, but after all, he is better connected to company leadership, and can easily undermine your efforts if you turn into a complainer, or if he sees you as a threat.


There are some effective communication techniques that will help you communicate more openly and effectively with your difficult boss. We offer comprehensive training that provides techniques on when and how to effectively explain, listen, question, and obtain a going forward action plan in a way that diffuses conflict. Discover more on our neuropsychological approach.


In general, communicate openly and frequently initiate conversations with your boss to clarify expectations and gain insight into their management style. Be proactive in asking questions and seeking feedback. Actively listen to their responses, as it will help you understand their priorities and preferences. In addition, there are several tools that can help you better understand your boss’ leadership style that will give you more insight into working with him and reducing friction.

Adapt Your Communication Style:

Effective communication is essential in any professional relationship, especially when dealing with a challenging boss. Here are some tips for adapting your communication style.

      • Be concise and organized. When presenting ideas or updates to your boss, focus on being clear and concise. Organize your thoughts and present information in a logical manner. By doing so, you will help your boss understand your points more effectively.
      • Anticipate their preferences. Every boss has their preferred mode of communication. Some may prefer face-to-face meetings, while others may prefer written reports or email correspondence. Take note of their communication style and adapt your approach to match their preferences. This will enhance effective communication and ensure your messages resonate with them.
      • Seek clarification. If instructions or feedback from your boss are unclear, don't hesitate to seek further clarification. It's better to ask for additional guidance than to proceed with a misunderstanding. By seeking clarity, you demonstrate a commitment to understanding their expectations and can avoid unnecessary mistakes or misinterpretations.

Manage Expectations:

Setting and managing expectations is crucial when dealing with a difficult boss. Consider the following strategies:

      • Establish clear goals. Work with your boss to define measurable objectives that align with their expectations. This provides a shared understanding of priorities and outcomes. Clearly outlining the desired outcomes from the start helps ensure everyone is on the same page and working towards a common goal.
      • Regularly communicate progress. Keep your boss informed about the progress of your projects or assignments. Provide updates on achievements, milestones reached, and any potential challenges you may be facing. By maintaining open and transparent communication, you build trust and confidence with your boss.
      • Negotiate priorities. In situations where you have conflicting tasks or deadlines, engage in a respectful conversation with your boss to negotiate priorities. By discussing the competing demands and seeking their guidance, you can jointly determine the most effective approach. This collaborative approach shows your boss that you are proactive in problem-solving and committed to finding mutually beneficial solutions.

Build a Support Network

Having a support network is invaluable when dealing with a challenging boss. Consider the following steps:

      • Seek guidance from mentors. Connect with experienced professionals who can provide advice and share their own experiences in managing difficult bosses. Mentors can offer valuable insights, strategies, and support as you navigate through challenging situations.
      • Cultivate relationships with colleagues. Build strong relationships with your peers and colleagues. These individuals can offer support, guidance, and different perspectives on how to manage difficult boss dynamics. Collaborating and sharing experiences with like-minded professionals can provide a sense of camaraderie and alleviate the stress of dealing with a challenging boss.
      • Leverage external resources. Engage in professional networking events or join relevant industry groups to expand your network and access additional resources. These external resources can provide a wealth of knowledge and support, as well as opportunities to learn from others who have faced similar challenges. By tapping into these resources, you can gain fresh perspectives and gather strategies for effectively managing a difficult boss.

Take Action

As mid-career and mid-level managers in the engineering, construction, and tech industries, dealing with a difficult boss can present unique challenges. By understanding their perspective, adapting your communication style, managing expectations, and building a support network you can navigate this situation with greater confidence and effectiveness. Remember, the ability to manage difficult relationships is a valuable skill that can propel your career forward, regardless of the challenges you encounter along the way. With a proactive mindset and strategic approach, you can maintain your professionalism, excel in your role, and thrive in the face of adversity.
]]>Thu, 01 Jun 2023 13:00:00 +0000<![CDATA[Unlocking Your Organization's Potential: Pushing the Boundaries of What's Possible]]>https://www.consultdibona.com/blogs/post/pushing-the-boundariesEmployee feedback is one of your most powerful tools that will immeasurably help you unlock the true potential of your team. If you seek to uncover objective employee feedback and properly use that feedback, you will vastly improve the success of your team.]]>
Potential - Loading...

You, as a leader, know your number one resource is your people and you depend on them.

It’s not technology, it’s not your work systems that define your success. It ultimately comes down to the decisions and actions of those that work for you.
​

Employee feedback is one of your most powerful tools that will immeasurably help you unlock the true potential of your team. If you seek to uncover objective employee feedback and properly use that feedback, you will vastly improve the success of your team.

What are the best ways to gather accurate and objective employee feedback?

Do any of these situations sound familiar in your current or previous organization?

- Unwilling or unable to consider alternative perspectives or adapt to changing circumstances in today's fast-moving world of business.
- Facing tough competition, and you are seeing how fear in the company is getting in the way of unlocking the true potential of the organization.

-​ Strong track record of accomplishments for many years and are now seeing your organization become complacent.

- ​Falling prey to groupthink, where everyone is thinking the same way and there is little diversity of thought or perspective.

Whatever the case may be, we’ll show you how to break through that noise and empower your teams to push the boundaries of what is possible.

Why is it so important for leaders to gather accurate and objective employee feedback?

      • Stay ahead of the competition. By seeking to go beyond what's currently possible, businesses can create new products, services, and solutions that are innovative and different from anything currently on the market.
      • Pivot into new markets and revenue streams. This is particularly important in today's fast-paced, rapidly changing business environment, where standing still can quickly lead to falling behind.
      • When employees are encouraged to push the boundaries of what's possible, they are more likely to feel motivated and engaged in their work. That means more job satisfaction, productivity, and innovation.
      • Businesses will better meet the needs and desires of their customers, leading to higher levels of customer satisfaction and loyalty.
      • ·Greater social impact by addressing social, environmental, and economic challenges in new ways.

    It's about your people, not technology, not systems.

    Here are the top 10 reasons why employee feedback is such a powerful tool:

    1. Enhance employee performance.
    2. Increase employee engagement as it shows their work is important and recognized by the organization.
    3. Employees feel heard when their feedback is acted upon and are more likely to stay with the organization, reducing turnover of highly valued employees.
    4. Help employees develop skills necessary for the job, allowing them to take on new challenges and responsibilities.
    5. Encourage collaboration between employees and helps to build a culture of open communication, which improves team cohesion.
    6. Boost employee morale, leading to a more positive work environment, and increased productivity.
    7. Improve customer satisfaction rates.
    8. Identify strength and weakness, leading to better decision-making.
    9. Align individual, team, and company goals, ensuring everyone is pulling in the same direction.
    10. Identify areas of improvement, set goals, and develop professional development plans.

    ​​Employee Surveys

    Surveys are an efficient and effective way to gather feedback from a large number of employees. You can ask specific questions related to the areas you want feedback on, such as job satisfaction, work-life balance, or communication within the company. Anonymous surveys can also encourage employees to provide honest feedback without fear of retaliation or judgment. Employee surveys are best suited for:

        • Hierarchical organizations, where employees may be hesitant to share feedback with their direct supervisors.
        • Organizations where there is a lack of trust or transparency, as anonymous surveys can encourage employees to provide honest feedback without fear of retaliation.
        • Cultures that value data-driven decision-making and where specific metrics related to communication, collaboration, honesty, and fairness can be tracked and analyzed.

    ​​One-on-One Meetings with Employees

    Personal conversations with employees can help build trust and rapport, allowing for more candid and detailed feedback. Encourage open-ended questions and active listening during these meetings. It's important to create a safe and comfortable space for employees to share their thoughts, opinions, and concerns. One-on-one meetings are particularly important for:

        • Situations where there are specific concerns or conflicts between employees that need to be addressed.
        • Organizations that value personal relationships and trust-building, as one-on-one meetings provide a space for employees to build rapport with their supervisors or managers.
        • Companies that have a flat organizational structure, as one-on-one meetings can be an efficient way to gather feedback from a relatively small number of employees.
        • Cultures that prioritize open communication and transparency, as one-on-one meetings provide an opportunity for active listening and dialogue.
        • Organizations that need to build trust and rapport with their employees or those with a company culture that values interpersonal relationships.

    ​​Focus Groups

    Focus groups allow for deeper insights into specific areas of concern. By bringing together a small group of employees, you can facilitate a discussion around a particular topic, allowing participants to build off each other's ideas and share their own experiences. This can help identify trends and patterns that might not be apparent through other feedback channels. Focus groups are particularly helpful when:

        • Businesses are seeking in-depth insights on a specific topic or area of concern, such as employee retention or productivity.
        • Organizations are wanting to encourage dialogue and collaboration among employees, or those with a culture that values team building and consensus-building.
        • Situations where a diverse range of perspectives is valuable, such as when exploring issues related to diversity and inclusion.
        • Companies that want to increase collaboration and teamwork, as focus groups provide an opportunity for employees to build off each other's ideas and perspectives.
        • Organizations where there are complex or nuanced issues related to communication, collaboration, honesty, and fairness that require in-depth exploration.
        • Cultures that value inclusion and diversity as focus groups can ensure that a wide range of perspectives and experiences are represented.

    The best approach depends on the specific goals, culture, and organizational structure of the business that seeks to use these tools. It's important to consider the specific needs and preferences of employees, as well as the organization's communication and feedback culture, when selecting the most appropriate method.

    ]]>    Thu, 27 Apr 2023 15:05:17 +0000    <![CDATA[Setting the Bar High: Six Practical Steps for C-Suite Executives to Establish Clear Goals & Expectations]]>https://www.consultdibona.com/blogs/post/setting-the-bar-highWhen setting goals, it's important to be as specific and measurable as possible. This means defining your goals in a way that is clear and precise, an ]]>
    Construction industry working at high productivity

    Setting clear goals and expectations for your team is wildly important and unfortunately often overlooked.

    There are six key areas that leaders at all levels must focus on!

    When leaders focus on these six key areas their teams greatly benefit:

    - ​Improved alignment with company objectives
    - Enhanced communication

    -​ Increase in collaboration

    - ​Improved productivity

    1. ​Be specific and measurable

    When setting goals, it's important to be as specific and measurable as possible. This means defining your goals in a way that is clear and precise, and can be quantified or measured in some way. Vague or general goals can lead to confusion and misunderstanding, and can make it difficult to track progress or evaluate success.


    To make your goals more specific, consider using the SMART framework. SMART stands for Specific, Measurable, Achievable, Relevant, and Time-bound. Your goal should be:

        • Specific: Your goal should be clear and precise, and define exactly what you want to achieve.
        • Measurable: Your goal should be quantifiable or measurable in some way, so you can track progress and evaluate success.
        • Achievable: Your goal should be realistic and achievable, given the resources and time available.
        • Relevant: Your goal should be relevant to the overall objectives of your team or organization, and align with your values and priorities.
        • Time-bound: Your goal should have a specific deadline or timeframe for completion, to help you stay focused and on track.


    Using the SMART framework can help you set clear, specific, and measurable goals that are easy to understand and track.


    For example:
    Vague goal -    "improve customer satisfaction."
    SMART goal -  "increase customer satisfaction ratings by 10% within the next six months, as measured by our quarterly customer satisfaction survey."

      2. ​Align goals with company objectives

      To align your team's goals with the company's overall objectives, it's important to have a clear understanding of the company's vision, mission, and strategic priorities. This will help you to set specific and relevant goals that contribute to the organization's success.


      To align your team's goals with company objectives, consider the following:

          • Review the company's mission statement, vision, and strategic priorities.
          • Identify key performance indicators (KPIs) that reflect the company's goals and priorities.
          • Set goals that are relevant to your team's area of responsibility and that contribute to the company's success.
          • Ensure that your team's goals are aligned with the organization's values and culture.


      By aligning your team's goals with company objectives, you can help your team understand how their work contributes to the larger goals of the organization. This can increase their motivation and commitment to achieving their goals. 

        3. ​Communicate expectations clearly

        When communicating expectations, leaders MUST be clear, concise, and consistent. This will help your team understand what is expected of them and what they need to achieve.


        To communicate expectations clearly, consider the following:

            • Use clear and concise language.
            • Avoid jargon or technical terms that may be confusing.
            • Provide examples or additional information if necessary.
            • Repeat and reinforce expectations regularly.
            • Provide regular feedback and updates on your team's progress.


        Clear communication help prevent misunderstandings and increase your team's motivation and engagement.

          4. ​Involve your team in goal setting

          Increase your team members buy-in and motivation, helping them take ownership of their goals and feel more invested in achieving them.


          To involve your team in goal setting, consider the following:

              • Hold team meetings or brainstorming sessions to generate ideas and set goals collaboratively.
              • Encourage team members to share their insights and perspectives.
              • Consider each team member's strengths and weaknesses when setting goals.
              • Ensure that everyone understands the goals and their individual responsibilities.
              • By involving your team in the goal-setting process, you can increase their motivation and engagement, and promote a sense of ownership and accountability.

            5. ​Break down goals into smaller tasks

            Make goals more manageable to help your team stay focused and motivated. This can also help them track progress more easily and feel a sense of accomplishment as they complete each task.


            To break down goals into smaller tasks:

                • Identify the specific actions needed to achieve the goal.
                • Estimate the time and resources required for each task.
                • Assign tasks to specific team members.
                • Set deadlines for each task.
                • Monitor progress and provide feedback as needed.

            This process will also help leaders identify potential roadblocks or challenges and allow them to be addressed before they become major obstacles.

            6. ​Provide resources and support

            Don't leave your team to fend for themselves, leaders must be approachable and offer support to their team when needed.

                • Identify the specific resources needed to achieve the goals:

            Start by identifying the specific resources your team needs to achieve their goals. This might include access to technology or equipment, additional staff support, specialized training, or other resources. Talk to your team members to understand what they need to be successful.

                • Allocate resources based on priority and availability.

            Once you have identified the specific resources needed, you need to allocate them based on priority and availability. Determine which resources are most critical to achieving the goals and allocate them first. Consider the availability of resources and any budget constraints you may have.

                • Provide training or coaching as needed.

            Providing training or coaching is an excellent way to support your team's development and help them achieve their goals. Identify any gaps in skills or knowledge that may be hindering their progress, and provide training or coaching as needed. This can include formal training programs, one-on-one coaching, or mentorship opportunities.

                • Monitor progress and adjust resources as needed.

            As your team works towards their goals, it's important to monitor their progress and adjust resources as needed. Keep track of how well your team is performing and make adjustments to resources as necessary. If your team is struggling to meet their goals, consider providing additional resources or support to help them succeed.

            Setting clear goals and expectations is a crucial aspect of effective management.

            Follow the steps above to:

            - Create a supportive environment where your team thrives.
            - Empower your team to take ownership of their work.

            -​ Motivate and keep your team focused.

            - ​Achieve greater success.

            Now that you have the blueprint to help your team achieve greater success, how are you going to implement it?

            ]]>            Fri, 21 Apr 2023 17:07:21 +0000            <![CDATA[Is Your Team Really Aligned?]]>https://www.consultdibona.com/blogs/post/is-your-team-really-alignedMost teams believe they are aligned to their company’s business strategy, yet consistently fall short of achieving their goals. With all of the hustle ]]>
            Most teams believe they are aligned to their company’s business strategy, yet consistently fall short of achieving their goals. With all of the hustle and bustle of business, teams can easily veer off track in a sea of busyness.

            When teams veer off track, they are losing the opportunity to create impact in their organizations. And eventually, these negative perceptions toward the team end up causing good employees to leave the company.

            The company, the leader, and the team all lose.


            How do top leaders achieve alignment of their critical teams?
              • Top leaders share stories with their teams to reinforce company values. These can be stories about co-workers or customer testimonials. Sharing stories allows your teammates to pay attention to the experiences of real people and this makes them feel good about their company’s values.
              • Top leaders use a planning process that is consistent for all critical teams. Every team shares their plan across the company, so it is recognized if any of their priorities don’t support company goals. A thorough planning process ensures all critical teams are pulling in the same direction.
              • Top leaders clearly define success criteria for every priority at every level of the organization. There is no ambiguity. Using RED, YELLOW, GREEN success criteria clearly defines what is expected.
              • Top leaders find ways to help their teammates understand the relevance of their daily work. How their work enables the company to achieve its long-term strategy. Top leaders make sure their people understand how important they are to the company.
              • Top leaders collaborate with their teams each week to brainstorm solutions to problems that have surfaced. Conducting weekly problem-solving meetings provides the glue to maintain alignment and drive accountability. Provide your teammates a consistent framework so all team leaders can conduct effective weekly meetings and stay on track.
              • Top leaders are uncompromising in reinforcing the importance of their goals and the alignment to company strategy. They help their teams maintain focus on top priorities. They hold their teams accountable for results.

            How would you rate your team’s alignment? Do you spend enough time with your team to share stories? Make them feel important to the company? Do you brainstorm solutions with them to help make their jobs better?

            The challenge for most leaders is time. They don’t believe they have enough time. In reality the time invested in the above measures will result in having much greater amounts of discretionary time.

            Will you commit to become a top ten percent leader?

            You can ease into it by choosing one of the above steps as a starting point and you will be amazed at how it will impact your team.
            ]]>            Fri, 09 Dec 2022 18:34:09 +0000            <![CDATA[My Team is Opposed to Change, What Now?]]>https://www.consultdibona.com/blogs/post/my-team-is-opposed-to-change-what-nowOver the last several years businesses have been navigating continuous disruption from digital transformation, economic uncertainty, and political tensions.]]>
            Over the last several years businesses have been navigating continuous disruption from digital transformation, economic uncertainty, and political tensions.

            Employees are losing their desire to cooperate with change after years of disruption. In addition, “change fatigue” and increasing work friction are creating more employee turnover. At the very time organizations need their employees to embrace change, they not only don’t want to change, but those changes are driving them to leave the organization. This all points to a big drop in productivity and less profit for the organization and not to mention how this adversely affects individual managers. 

            Why managers are overwhelmed
            Individual managers are left with having to get their employees to embrace top-down change that fail this three-point test. Employees ask:
            What is the reason for the change?
            How does the change affect my job?
            Will I have the necessary skills to implement the change?

            On top of the manager having to implement top-down change, the hectic pace of everyday work is creating burnout in the management ranks. 

            Use this easy 3-step process to help you and your team embrace change
            Step #1 - You:
                • Gain a deeper self-awareness of your leadership strengths, potential caution areas, and areas of synergy and conflict with your team.

            Step #2 – You + Team
                • Understand the type of work your teammates are most naturally suited for.
                • Learn how different contrasting work styles create relationship strengths.
                • Understand where contrasting work styles might create friction in your team.
                • Your team’s strengths and caution areas.

            Step #3 – You + Team + Work
                • Discuss and outline the “why” behind the team’s top priorities.
                • Discuss team strengths versus gaps for work to be done.
                • Brainstorm how your team can stretch based on each team member’s natural strengths to best accomplish the team’s priorities. 

            Next Steps
            When this process is completed, the team will be in a positive mindset. They will feel important and an integral part of the team, that their ideas count, and they will be energized to take on whatever changes are necessary for the team. 

            This process begins with the manager in a 1:1 Team Analysis Session and is followed by two 2-hour team workshops to bring the entire team through this process.
            ]]>            Thu, 10 Nov 2022 16:00:00 +0000            <![CDATA[How to Create a Positive Team Culture]]>https://www.consultdibona.com/blogs/post/how-to-create-a-positive-team-cultureA positive work culture unleashes tremendous energy. A positive work culture will unite critical teams toward the attainment of shared goals. In contrast, a dysfunctional culture cripples an organization’s productive output and drives good people to quit.]]>
            A positive work culture unleashes tremendous energy. A positive work culture will unite critical teams toward the attainment of shared goals. 

            In contrast, a dysfunctional culture cripples an organization’s productive output and drives good people to quit. 

            And what leaders say and do communicates what behaviors are permitted. Over time, these behaviors establish the norm of how people interact with each other. These accepted norms translate into a shared set of values, goals, attitudes, and practices. That is the definition of culture.

            How do toxic environments impact your team?
            Employees ask:
            Is it ok to ask questions, speak up, and challenge others or will I be shamed or criticized?
            When these needs are unmet:
            Productivity dives. Employees disengage. Poor decisions are made.

            Employees ask:
            Are people being rude to me? Do my co-workers gossip? Am I treated with respect?
            When these needs are unmet:
            Good people quit. Absenteeism increases. More HR complaints. The company suffers damage to their brand.

            Employees ask:
            Why does work seem so cliquish? Am I treated with fairness?
            When these needs are unmet:
            Difficult to attract and retain the right talent. Potential litigation. Discrimination complaints. Employer’s reputation gets tarnished.

            Employees ask:
            Can I grow my career here? Does my boss coach me? Does my boss give me feedback? Am I getting the right assignments?
            When these needs are unmet:
            Failure to attract younger staff. Higher turnover.

            Step #1 – Be approachable
            Being in a leadership role makes you seem more intimidating that how you see yourself. When people feel intimidated, they tend to shut down. Of course, there are no absolutes. One thing is for sure, people are less likely to speak up or disagree with the boss. Some more than others depending on their perception of how approachable you are.

            Here are some ways to improve your approachability.
                • Check your body language. Are you coming across as being happy, frustrated, or checked out? Show people you are listening to them by giving them your undivided attention. Be present.
                • Give your teammates the opportunity to voice their opinions. 
                • Ask open-ended questions to understand others’ point of view. 
                • When people realize you may not have all the answers, you make it safe for them to answer questions. 
                • Actively invite and take the initiative to get your teammates to engage. 

            Step #2 – Don’t minimize your authority
            Some leaders want to minimize their own authority in an attempt to be more accepted by their team. This is a mistake. These leaders tend to allow people to hijack meeting agendas. They will avoid making the tough decisions. They want to be supportive and take the wrong approach of not holding their team accountable. Their feedback is often understated and the opportunity to learn from mistakes is lost.

            Here are some ways to preserve your authority and eliminate confusion on the team.
                • Provide your team with clarity about where you stand on important issues.
                • Clearly state your most important expectations – we call these the “non-negotiables.” This holds your team accountable.
                • Don’t let problems linger. Your teammate’s problems can be hellish for them, so have some compassion. Take a stand and don’t let them sink in the mud dealing with a bad situation.
                • Keep meetings on point, and productive. Don’t waste people’s time. 
                • Own your power as a leader and use it responsibly. 

            Step #3 – Get rid of rude, difficult high performers
            Toxic employees break down teams. When you allow rude, difficult high performers to spew their nastiness because they otherwise do great work, you are creating big problems for your team. The other team members will be spending their time dealing with the toxic employee, gossiping, or avoiding them. Allowing this to happen means you condone this behavior. And, in addition, this toxic employee undermines the team’s culture.

            Here are some ways to safeguard your team
                • Be visible and check-in often with your teammates; conduct regular 20-minute check-ins. Understand your team dynamic.
                • Demonstrate through your personal behavior the importance of how each other is treated. All teammates have an obligation to support the needs of the team in a positive way. Coercion, disrespect, untruthfulness is not allowed on the team.
                • Provide honest feedback to anyone that is inappropriate in their actions toward others. Make sure they understand how their behavior breaks the team.
                • If the toxic individual is too far damaged or won’t refrain from their rude and difficult behaviors, it’s time to let them go.

            Step #4 – Use anonymous pulse surveys to get an accurate understanding of how your teammates feel.
            There are six important drivers of employee engagement that we use to determine the effectiveness of an organization’s culture. When all these drivers are satisfied, you will have confirmation that your culture is on target. When they are not, you will be able to understand where the breakdown is and fix it. We like to create a baseline survey and then take another survey about every 120 days. 

            The reason these pulse surveys are so important is that you need real feedback. When the leader asks questions, they get the answers they are looking for. Leaders fall into the trap of confirming beliefs that are fundamentally wrong. Everyone is drinking the Kool-Aid.

            You need honest feedback that challenges your assumptions, beliefs, and your own perceptions. As a leader, you need this feedback to steer the ship in the right direction. 

            Here are some additional ways to obtain feedback from your team
                • Share any criticism from an individual with the entire team and let the team know your solution to the problem.
                • Coach your team how to have healthy debate. See the positive side of conflict by making it safe and productive. Create a culture of healthy disagreement where nothing is off limits.
                • In meetings, seek out the reserved opinions that are not being voiced. This is a good way to get the opposition or doubtfulness to new ideas on the table for healthy debate.

            Step #5 – Look at each day as a new beginning.
            Your daily minute-by-minute behavior is being carefully scrutinized by your teammates. What you did yesterday, doesn’t count today. The trust you gained yesterday, doesn’t mean it still exists today. Your actions and decisions are what matters most. Remember that every interaction you have with a teammate can strengthen or weaken the culture of your team. Be aware of your behaviors, words, and actions. This is what creates the culture of your team whether you know it or not. 

            Some final thoughts to consider.
            The human system is complex and difficult to understand. Many leaders put the human system side of things to the end of the to-do list or in the too-difficult-to-do category. DiBona & Associates uses a scientific approach to break down difficult people problems into actionable and manageable solutions. We provide a comprehensive roadmap to understand where the issues are and how to address them. We provide advisory, consulting, or full implementation services to individuals, teams, and organizations. We approach our work from an operations management point of view. We are not an HR advisory firm. Our methods are practical and simple to implement. Let us help you decode behavioral issues that may be holding you, your team, or your organization back from achieving The Top Ten Percent. 
            ]]>            Thu, 04 Aug 2022 15:00:00 +0000            <![CDATA[How to Build a Top Ten Percent Team]]>https://www.consultdibona.com/blogs/post/how-to-build-a-top-ten-percent-teamWhen you think about the best teams you've ever been a part of, what makes them different? Chances are that the teammates of these high-functioning teams had a strong bond of trust and accountability. They were efficient and resilient. They adapted to changes and worked smarter, not harder.]]>
            When you think about the best teams you've ever been a part of, what makes them different?

            Chances are that the teammates of these high-functioning teams had a strong bond of trust and accountability. They were efficient and resilient. They adapted to changes and worked smarter, not harder.

            These teams were so effective because the leader knew how to play to teammates' strengths and understood how to motivate them.

            #1 - How to play to the strengths of the people you have
            Most leaders make the mistake of trying to fit people into predetermined roles. They prescribe how the work must be done. The team begins experiencing problems when these mismatched teammates miss their goals. Would you put someone in a project management role if they didn't care to be organized and follow detailed schedules?

            As leaders, we want a solid understanding of what drives our teammates so we can communicate better with them and leverage their strengths.

            Some people crave order and process, while others will seek opportunities to work with others.

            Some people are open to change, while others are fearful of change.

            Some people are persistent and determined, while others will break down in the face of criticism.

            There are multitudes of differences between people, and as the manager, it is your job to figure out how to best use the strengths of your team.

            Think about your current team. Do you have too many of the same type of people on your team? Do you have any teammates that are mismatched with their roles? 

            High-functioning teams have a balance of different personality traits. When teams are balanced and self-aware, the team will anticipate issues and will stretch to get the work done while other groups would fail. These teams adapt and evolve as necessary.

            The first step in building a Top Ten Percent Team is to assess the drives and needs of you and your teammates. 

            This assessment measures individuals' natural Dominance, Extraversion, Patience, and Formality and relates it to how you believe you need to interact in the workplace. The review will identify strengths and potential caution areas by looking at those key factors and giving you self-coaching tips.

            #2 - Aligning your teammates toward common goals
            Since cohesive teams have a strong bond of trust, they assume good intent. They also understand that for their team to grow, they must sometimes disagree. That means high-functioning teams talk about problems, commit to a resolution, and hold each other accountable.

            Spend time encouraging your team members:
                • Talk about their work and ensure they understand how it relates to team and company goals.
                • Don't overlook how their work might be dependent on others, or vice-versa.
                • Evaluate where their caution areas (blind spots) lie relevant to their specific.
            Your purpose is to get your teammates to think collectively to promote teamwork and engagement. You want them to be highly engaged because you are committed to reinforcing the team values and objectives. They see it in practice, not just as lip service. Everyone on the team is on the same page, practicing what they preach.

            #3- Keeping your teammates accountable to team goals
            High-functioning teams don't just strive for accountability. These teams actually achieve accountability because of the high level of trust. If teammates trust each other, they'll engage in healthy disagreement. A trusting team understands that it must commit to moving forward.

            Here are some examples of how high-functioning teams come to a collective resolution, then follow through:
                • Action items from team meetings.
                • Status checks on time-sensitive projects.
                • Informal group updates, periodically or as needed.
            When teams have a trusting team culture, healthy disagreements are not seen as encroachments or violations of trust. Everyone understands they're held to the same standard. They're held accountable for their commitments. Cohesion is about clear goals and consistency of the team's purpose.

            They should have no issue saying so if there are blockers or holdups. No one will assume it's because they're lazy or selfish on highly-functioning teams. The team will continually get better at anticipating these snags and problems, then shift to address them.

            A few closing words
            When teams are amidst change and stress, the Top Ten Percent Teams figure out how to do more with who they have. Top Ten Percent Leaders revisit roles as needed, based on the work to be done. Everyone understands that if the goals have changed, the work must also change. Leaders should evaluate whether or not their teammates are still suited for these jobs.

            By periodically reviewing your team and strategy, you will discover the best avenues to improve productivity for your team, even as the targets move.
            ]]>            Fri, 01 Jul 2022 03:00:00 +0000            <![CDATA[Where Frontline Managers Are Falling Short]]>https://www.consultdibona.com/blogs/post/where-frontline-managers-are-falling-shortAre Your Frontline Managers On-Target? Frontline workers are leaving companies by the droves and these jobs cannot be filled by remote staff. They are the heartbeat of the organization.]]>
            Are Your Frontline Managers On-Target?

            Frontline workers are leaving companies by the droves and these jobs cannot be filled by remote staff. They are the heartbeat of the organization. Frontline workers work in hospital emergency care units, on the plant floor, or in the warehouse, for example. It is wherever businesses generate their revenue.

            These deskless jobs, as we call them, are mostly in manufacturing, transportation and warehousing, health care, hospitality, and retail. A recent Boston Consulting Group study found one of the biggest reasons frontline workers are ditching their jobs has to do with their relationship with their frontline manager.

            Frontline managers are a critical part of any business and yet they are sorely overlooked. In most companies, frontline managers make up approximately 60% of the overall management team. These managers are frequently in the early stages of their careers. They were typically recognized as being top contributors and are now having to manage frontline workers that are under lots of pressure in today’s work environment. It’s not an easy job.

            Given that frontline managers directly supervise about 80% of the workforce in most companies, they will have a huge financial impact on the overall business.

            One of the biggest issues we find with frontline managers is that they lack critical skills that results in unnecessary friction. Friction builds, first in small increments. However, over time, this friction will break down teams and workers will leave the company. Presently, there is a lot of turnover in many companies as a result of poor frontline leadership.

            There is a lot at stake when you consider the direct and indirect losses in productivity with a disengaged workforce, and the replacement cost when they finally quit. It is a tremendous burden on the company. We call this the people tax. And this people tax results in missing your team KPIs and can even compromise the company from achieving its overall strategic business goals.

            Key root causes of failing frontline managers
            After studying successful frontline managers over the course of the last 20 years, we’ve found the following differences:
                • Successful frontline managers spend upwards of 80% of their time working directly with their team and removing barriers that get in the way of the timely completion of work.
                • Successful frontline managers make their teammates feel like their opinions are important. They actively listen and use open-ended questions to guide their teammates to brainstorming practical solutions.
                • Successful frontline managers build strong teams that help one another and that rely on individual strengths as well as the collective strengths of the team. They simply get things done.
                • Successful frontline managers fix issues when they see something that isn’t right.

            The solution – Frontline Manager Bootcamp
            We equip frontline managers with the necessary skills that allow them to flourish in their supervisory role and tremendously increase the engagement of their teams.

            A four-step process:
                1. Administer The Predictive Index Behavioral Assessment. We work one-on-one with frontline managers, so they gain insight into their natural workstyle – how they approach their work. How they make decisions, solve problems, and resolve conflict. They also get an understanding of their blind spots. Every strength has a corresponding blind spot. Their newfound self-awareness allows them to have a more accurate understanding of how they’re perceived by their team. This is an essential building block to successfully lead frontline workers.
                2. Analyze the team. Allow the leader to understand the attributes of each core-team member and how communications can be improved. Just like individuals, a team exhibits a certain dynamic and we equip the frontline manager with a greater understanding of their team. We do this by characterizing the team type. Each team type has a unique set of blind spots that are just under the surface and can derail the team without realizing it. We want the frontline manager to understand their team dynamic so they can anticipate issues between people that are working closely together. We also calibrate the way in which the frontline supervisor manages each individual by getting them to understand the needs and drives of teammates, so each frontline work is given some flexibility in how they approach their work. This increases the engagement of the frontline worker because their individual drives are satisfied. Unsuccessful frontline managers overly prescribe how work gets done and this stifles the team.
                3. We provide two additional modules of training, effective communication, and resolving conflict. This training is practical hands-on learning that emphasizes intensive peer-to-peer training exercises and the application of these concepts in regularly scheduled assignments that quickly yield results in their actual jobs. The goal of this training is to create opportunities for the frontline manager to expand their sphere of influence and give them more control over their jobs. Frequently, they didn’t realize how much control they can assert of their present circumstances. More control leads to them being more fulfilled in their jobs and that also trickles down to their teammates. Each training subject consists of three 90-minute sessions spaced two weeks apart to provide enough time to complete hands-on assignments.
                4. Each frontline manager develops a leadership action plan working closely with their boss. This plan is reviewed quarterly and becomes the blueprint for getting to the next stage of leadership development.

            This boot camp is an intensive 1-year program that begins yielding results within the first 30 days.

            If you are a frontline manager or have frontline managers reporting to you and are overcome with a disengaged frontline workforce or too much turnover, consider some form of structured training for your team.

            Top Ten Percent Leaders affirm their belief that people are the most important asset of the company through action, not just talk.
            ]]>            Thu, 23 Jun 2022 15:00:00 +0000            <![CDATA[Now Is the Perfect Time to "Amp Up" Your Team]]>https://www.consultdibona.com/blogs/post/now-is-the-perfect-time-to-amp-up-your-teamMaximize productivity during summer: practical tips to invest energy in working smarter, not harder. Improve team performance and employee experience.]]>
            Summertime is one of my favorite seasons because there is so much to do. Nice weather, longer days, lots of fun! In our business, we see that most clients try to get through the summer months handicapped by lots of vacation and distractions. Work tends to be less critical for most during the summer months. The work environment becomes a little less formal, and people tend to work fewer hours.

            However, many leaders get significantly behind on their goals without solid momentum leading up to the summer months. They panic in the early Fall, dreading closing the year on a sour note. This has a lot to do given many companies changing leadership in the Fall months to get off to a fresh start the following year.

            While your colleagues are taking a more relaxed approach to just getting through the Summer, you and your team can use this time to invest more energy in working smarter, not harder. Here are some basic steps that you can take to keep your team moving forward and not suffer the consequences of poor performance.

            Opportunity #1: Tone down the volume
            Most organizations have multiple communication channels that tend to drive more communication, and staff spends too many hours responding to emails, text messages, IMs, and the like.

            Here is a simple process to facilitate more effective communication on your team:

            Is the issue a valid problem, opportunity, or informational?
            1. If the issue is a valid problem, don't email. Instead, pick up the phone. Leave a voicemail. Follow up with a text message. Your management operating system needs attention if you've got too many problems. An easy way to determine if your systems are outdated is to determine the nature of your work environment. Which of the following best describes your current work environment?
            • Fighting fires
            • Treading water
            • Incrementally improving

            You will need to work on your management operating system if you fall into either of the first two above categories.

            2. If the issue is an opportunity for the team, send a thoughtful and well-structured email in less than 100 words. Outline the solution, the business's value, and the steps needed to implement it. Schedule a time to meet with your boss about it or another key stakeholder. 

            3. If the issue requires you to inform others, what we call informational, then keep it for your next team meeting. Surface it with your colleagues only if it has a tangible impact on improving customer or employee experience; it will help others gain more productive capacity; saves time, or improves quality.

            Opportunity #2: Spend more time together – Capitalize on a more informal and relaxed time of year
            The Summer is an excellent time to make group lunches. Buy lunch for everyone and meet over lunch to deliberate on essential topics. Some examples of lunchtime conversations are:
            • What's going well on our team, and how can we leverage the success and do more of it?
            • What's not going so well, and what can we do to improve?
            • Create more purpose. Revisit your team's mission and create more energy around your objective and its importance to the organization.
            • How can our team improve relationships with other groups?

            Teams that don't take time to discuss these issues do not meet the definition of a "team."

            Opportunity #3: Figure out where your time is being spent
            On average, less than five hours of productive work is accomplished during a typical 8-hour workday. In any given week, you're looking at 12-16 hours of wasted time per teammate! It sounds crazy, but it's true, and we have a ton of data to support this.

            To see how much efficiency can be gained through better time management, the first step is to have your team log their time. But before you begin logging time, think about categorizing your core work activities. Many teams have a plethora of tasks to accomplish. Often these tasks have evolved based on other inefficient or ineffective work policies, procedures, and processes or have developed for different reasons. An excellent exercise for the team is to take all of its work and categorize it into major work buckets. These work buckets effectively define the purpose of the team and the team's must-do deliverables, in addition to logging the time spent in the significant work buckets, log interruptions, meeting time, and time spent on emails.

            It is most effective to log for 30 days, and you will have some incredible insights to manage your time and improve your management operating systems.

            Let's get started
            The great thing about using the summertime work environment to revisit these critical aspects can be summarized by the following benefits:
                • Your team will gain more clarity.
                • Your team will feel more autonomous in producing their solutions.
                • Your team will feel more important after they understand their contribution to the organization.
                • Your team will develop better relationships with each other, more trust, and more collaboration.
                • You will have a blueprint of operational improvements that you can begin implementing at the end of the Summer.

            In short, you will have taken the summertime to improve team performance and employee experience. It is fun and is an easy decision, right?

            Top Ten Percent Leaders use the summer months to get ahead instead of fighting fires or treading water all day. Try it, and you won't be disappointed.
            ]]>            Thu, 16 Jun 2022 15:00:00 +0000