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Leaders and their teams face a multifaceted crisis in the ever-evolving landscape of business and organizational dynamics. This leadership crisis comprises various components that together contribute to an environment fraught with uncertainty, stress, and inefficiency. Among these, a conspicuous issue is the alarming lack of accountability. This problem has far-reaching consequences that hinder growth, create burnout, and ultimately undermine the potential of leaders and organizations. 

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The Leadership Crisis Unveiled 

The contemporary leadership landscape is a dynamic and multifaceted arena characterized by a series of complex challenges 

that leaders and

organizations must navigate. In recent years, these challenges have converged into what can aptly be described as a leadership crisis. This crisis comprises several interrelated components that, when combined, create an environment fraught with uncertainty, stress, and inefficiency. Among these components, the distinct lack of accountability stands out as particularly alarming. 

Promotion and Retirement: 

Leadership in the 21st century faces numerous hurdles. Leaders today are often propelled into their roles at a pace never before witnessed. With the rapidly changing business landscape and the incessant demand for innovation, leaders find themselves ascending the ranks at astonishing speeds. This acceleration often comes at the expense of comprehensive training and mentorship. Leaders, especially those rising through the ranks, have less time to acquire the skills and knowledge required to navigate the intricate world of modern leadership. Consequently, they are left to grapple with their responsibilities without a solid foundation. 

Adding to this challenge is the Baby Boomer generation's retirement, a significant demographic shift that has left a leadership void within organizations. The accumulated wisdom and experience of these seasoned leaders, acquired over decades of dedicated service, are being lost. This exodus creates a knowledge gap that often proves challenging to fill, further compounding the leadership crisis. As the newer generation takes the reins, they bring different work philosophies and expectations regarding work-life balance. While these new expectations are not misplaced or unreasonable, they require a drastic shift in the current North American work culture, which is not taking place fast enough to keep these new recruits happy and fulfilled in their positions.  

This mass movement of Boomer retirement, which leads to accelerated promotion of young leaders, is a double-edged sword. The boomer population is a large mass of the current population, meaning there are not enough young leaders to take their place. While AI and automation help bridge these gaps, organizations must start looking ahead to restructure to use their talent better while not causing burnout to these young leaders, which we are unfortunately witnessing today. Rather than relocating resources and talent and investing in development and mentorship, many organizations are choosing to stack additional responsibilities onto their already overwhelmed leaders, creating mountains of additional work, much of which is unnecessary to the organization. 

Leadership Generational Differences:  

The generational differences in work philosophies have become increasingly apparent in today's diverse workforce. New leaders, often representing the millennial and Generation Z demographics, have introduced a notable shift in how they approach work. Many of them embrace a strict 9-5 mentality, which delineates work hours from personal time, and they are often more hesitant to engage in tasks beyond their regular work hours. This approach is rooted in a belief that personal life and work should remain separate, and their work should be confined within the boundaries of the traditional workday. Unlike previous generations, these leaders may not prioritize organizational loyalty as much and may not consider themselves "team players" in the traditional sense, as they often find it challenging to see direct personal impact from company wins and losses. 

While these new leadership styles are not inherently detrimental, they starkly contrast past generations' expectations and practices. These differences necessitate a significant reevaluation of work environments and company cultures.

Organizations must reconsider their company goals and the pathways to achieving these goals if they wish to achieve them, as older methods will not be as successful.  

To bridge this generational gap and adapt to the evolving leadership landscape, companies should focus on flexible work arrangements that accommodate different work philosophies, where it makes sense and doesn't negatively impact organizational culture and customer values.  Embracing technology to facilitate remote work and flexible hours can help accommodate leaders who prefer a more balanced approach to work-life integration. At the same time, organizations must find new ways to instill a sense of purpose and personal impact within young leaders, aligning their contributions with broader company objectives. Often, this team mentality comes from working together in the office. When working from home constantly, it can be easy to become disengaged and disconnected from the company and team goals. In both office and online environments, encouraging open dialogue and collaboration can help create a sense of teamwork, even in a diverse generational workforce, fostering a space where accountability remains a core value. This shift towards adaptability and a more inclusive approach to leadership can lead to a harmonious coexistence of various leadership styles and ultimately contribute to organizational success. 

The Accountability Abyss:  

This is just the tip of the iceberg that could potentially sink our leadership if the course is not changed. The leadership crisis is an intricate and interwoven tangle of related issues. One thread that has recently been brought to our attention is the struggle with accountability from both leaders and teams. This issue manifests itself in multiple ways, contributing to an environment where trust is eroded, motivation wanes, and progress stagnates. 

Leaders, for their part, often find it challenging to rely on their teams to meet their commitments. When team members fail to deliver as promised, it leads to incomplete projects and undermines the confidence leaders have in their teams. This lack of trust can lead to micromanagement, which, in turn, further hampers team performance and exacerbates the crisis. 

On the flip side, teams often grapple with a sense of uncertainty regarding the promises made by their leaders. When leaders fail to follow through on their commitments or provide vague directives, team members are left confused and frustrated. This breakdown in communication and accountability creates a culture of uncertainty that impacts morale and productivity. The result is a vicious cycle of mistrust, frustration, and inefficiency that permeates the entire organization. 

The absence of accountability has profound and far-reaching consequences. One of the most pronounced is the prevalence of overwork and burnout. When commitments are not met, and expectations are unclear, leaders and their teams often stretch themselves thin. The absence of clear priorities compounds this issue. In such an environment, everyone is left firefighting, dealing with immediate issues, and managing crises that seem to materialize out of thin air. Long-term goals and strategies become elusive as leaders and teams struggle to find the time and resources to address them. 

Additionally, a lack of accountability leads to inefficient resource allocation. When commitments are not met, human and financial resources are often allocated haphazardly. Projects that were promised but remain incomplete tie up valuable resources which could have been better invested elsewhere. The result is a waste of time, money, and energy on initiatives that again feed back into the loop of frustration and further demotivation. 

In essence, a lack of accountability pushes organizations into a perpetual state of crisis management rather than strategy development and execution. Without clear priorities and a commitment to forward planning, leaders and their teams continually react to crises rather than proactively addressing challenges and opportunities. This reactive stance impedes innovation, stunts growth, and leaves organizations vulnerable to unexpected disruptions. 

Accountability is the cornerstone of effective leadership and teamwork. Without it, leaders cannot confidently delegate responsibilities, and teams cannot trust their contributions will lead to success. The consequences of a lack of accountability are far-reaching, as we have already seen manifesting in: 

Overwork and Burnout: Without clear accountability, leaders and their teams are stretched thin, leading to overwork and burnout. The absence of clear priorities compounds this issue, as everyone ends up firefighting, making it challenging to address long-term goals and strategy. 

Inefficient Resource Allocation: When commitments are not met, resources are often allocated haphazardly. This results in wasted time, money, and energy on initiatives that may not contribute to the organization's success. 

Chronic Fire Fighting: A lack of forward planning and prioritization keeps leaders and teams constantly reacting to crises rather than proactively addressing issues. This reactive stance impedes innovation and growth. 
 

Fostering a Culture of Accountability: While the leadership crisis may appear daunting, there are ways to mitigate the problem and restore a culture of accountability and efficiency within organizations. Here are some essential steps: 

Holding Yourself to the Same Standards 

Leaders must set an example by demonstrating their commitment to accountability. When they hold themselves to high standards, it encourages their teams to do the same. 

In any organization, leadership accountability isn't just a desirable trait; it's the cornerstone upon which a productive, efficient, and cohesive team stands. Leaders' actions and behaviour, especially in positions of authority and influence, set the precedence for the entire team. When leaders lack accountability, it sends ripples throughout the organization, affecting their own performance and having significant consequences for the entire team. 

Leaders who lack personal accountability often fail to meet their commitments, make excuses for their actions or inactions and are quick to deflect blame onto others. This behaviour undermines trust, creates a culture of finger-pointing, and fosters a sense of unfairness among team members. These negative consequences ripple through the organization, creating an atmosphere of chaos and mistrust. 
 

As a leader, the implications can be profound when you're confronted with team members who lack personal accountability. Firstly, it places additional pressure and expectations on you to pick up the slack. You may find yourself constantly monitoring their work, following up on unmet commitments, and expending extra effort to ensure that projects are completed on time. This extra workload not only increases your stress and workload but also diverts your focus from strategic leadership tasks and long-term planning. 
 

Furthermore, your team members' lack of personal accountability erodes your ability to delegate effectively. Delegation is fundamental to leadership, allowing you to distribute responsibilities and empower your team. When accountability is absent, you may feel compelled to take on more tasks yourself, leading to burnout and a lack of balance in your work-life equation. 

The consequences of a leader's lack of accountability extend beyond the immediate impact on the individual. It influences the entire team, as team members may perceive a lack of fairness and equity. When they observe a leader avoiding responsibility or not being held accountable for their actions, it sends a disheartening message about the organization's values and commitment to fairness and integrity. 

No one likes to work with or for a hypocrite. It's important to work on your own accountability before you start working on resolving your team's lack of accountability.  

Open Communication 

One way to improve your and your team's accountability is to have open lines of communication. Leaders and teams should feel comfortable discussing challenges, setting expectations, and sharing feedback. This creates a collaborative atmosphere that promotes accountability. 

Demonstrate to your team when you are being held accountable and the impact that has on both you and the team. Now, this is not a finger-pointing party but rather an honest and open dialogue about sharing your successes and failures as both a leader and a team. Your team may struggle with accountability as they don't perceive any urgency in the tasks given to them. 

Open communication is not merely a valuable organizational asset but a fundamental building block for cultivating a culture of accountability. In any leadership role, fostering an environment where team members feel comfortable expressing their thoughts, concerns, and ideas is essential. When lines of communication remain clear and unobstructed, it becomes significantly easier to uphold accountability and address tasks in a timely manner. The impact of this open dialogue within an organization cannot be overstated, as it has far-reaching implications for the team's efficiency and the potential consequences of failing to meet expectations. 

Open communication is a conduit for clarifying expectations and aligning team members with their responsibilities. When leaders engage in transparent conversations with their teams, they can set clear goals, assign tasks, and provide essential context for understanding the importance of those tasks. Team members, in turn, can ask questions, seek clarification, and provide feedback on potential challenges they may face in completing their assignments. This exchange ensures that everyone is on the same page and fully comprehends the significance of their contributions. 

Certain tasks and deadlines within an organization are important not only for achieving short-term goals but also for maintaining the overall momentum of the team. Timely completion of tasks is critical for workflow continuity, project success, and client satisfaction. These tasks can have significant ramifications when they are not accomplished on schedule. 

For instance, a missed deadline for a crucial project can lead to delays in product launches, reduced revenue, and potential damage to the organization's reputation. Clients or stakeholders who were counting on timely deliverables may become dissatisfied, potentially leading to financial losses and a strained professional relationship. In essence, the repercussions of failing to meet deadlines or complete vital tasks within the specified timeframe can be detrimental to an organization's success. 

In a culture of accountability and open communication, consequences for failing to meet expectations are not just idle threats but a necessary and constructive part of the process. Leaders must hold themselves accountable to the same standards they set for their team. When they are unable to meet their commitments, it's crucial that they acknowledge their shortcomings and work to address them. 

Mastering Time Blocking: A Strategy for Effective Crisis Management 
 

While the above strategies for working on accountability are more immediate, this next session offers a vital proactive approach to accountability that will have a lasting impact on both leaders and teams. This tip is from our 4-Steps to TIME Shifting program, which specializes in helping leaders maximize their productivity so that they can get back to the things in their lives that really matter.
 

Working with various leaders and organizations, we at HPL constantly hear complaints that leaders are always firefighting to the point they can never get anything else done. One innovative approach to ensuring that you're not just reacting to crises all day is the concept of time blocking, which can be a game-changer for achieving productivity and crisis management. Let's explore how time blocking and strategic scheduling can help leaders deal with recurring issues and create pockets of productivity in their busy schedules. 
 

Setting the Stage with Time Blocking: 

Time blocking involves allocating specific time slots for various tasks and activities in your calendar. It's a proactive strategy that helps you prioritize essential work and prevents reactive, last-minute firefighting. By structuring your day, you can create dedicated spaces in your schedule to systematically address recurring issues and crises. 

Creating Dedicated Crisis Management Time: 

One key element of time blocking is designing specific time slots for dealing with crises. This practice acknowledges that crises can and will happen, but rather than letting them derail your entire day, you address them in a structured manner. By blocking out both morning and afternoon 20-minute meetings in your calendar labelled as "Crisis Management," you create a routine for managing unexpected challenges. At HPL, we recommend a standard 9:30am and 3:30pm Crisis Management Meeting. These meetings should include just about everyone on your team. When the crisis is identified, only meet with the team members who are directly impacted and cancel the meeting for anyone who isn't or doesn't need to be involved.

This effectively ensures a few things:  

1. Your whole team has these meetings regularly blocked in their day, meaning it won't derail anyone's schedule.  
2. Only directly affected/responsible parties are at the meeting to ensure the meeting is efficient. 
3. Those not needed at the meeting just gained an extra 20 minutes to get other items done. 
4. Your day stays on track. 
5. The best part is, if there is no crisis, both meetings are cancelled, and now you and your team have a bonus of 40 minutes in their day to catch up on other work items. 

Morning Crisis Management Meeting: 

In the morning, schedule a crisis management meeting to take place at the same time each day, say, 9:30 AM. This meeting is critical for several reasons. First, it allows you to assess the nature and severity of the crisis, which can vary greatly. It's also an opportunity to determine if the crisis is something that needs immediate attention or if it can wait until the crisis management meeting time.  

Importantly, this meeting should involve your entire team, and it should be on their calendars as well. This approach ensures that no one is caught off guard by an urgent meeting and allows for effective team collaboration. As you gather more information about the crisis, you can choose to cancel the meeting for those team members who won't contribute meaningfully to the discussion (not within their job description or outside their scope), allowing them to focus on their own tasks. 

Keep these meetings concise, lasting no longer than 20 minutes. The purpose is to allocate tasks and responsibilities to address the crisis and ensure everyone is on the same page. 

Afternoon Crisis Management Meeting: 

The afternoon meeting, held close to the end of the day, serves as a follow-up session for the crisis management tasks assigned in the morning. This meeting provides an opportunity to review progress, determine what's left to be done to overcome the crisis and ensure that the issue is effectively resolved. 

These crises can vary in duration, spanning from a single day to several weeks, depending on their nature. The crucial aspect is that, by dedicating time to dealing with these crises, you free up your schedule to be productive in other areas rather than being consumed by firefighting all day.  In essence, time blocking for crisis management is a strategic approach that allows leaders to allocate time to deal with unexpected issues, maintain productivity in other areas, and foster efficient team collaboration. By implementing this structured system, leaders can be better prepared to tackle crises, making them a manageable aspect of their daily routines rather than a disruptive force that throws the entire day into chaos every day! Time blocking is a powerful tool for any leader looking to balance proactive leadership and effective crisis management. 

Quick Read 

In a nutshell, the article delves into the current leadership crisis, where accountability is sorely lacking. This crisis stems from factors like rapid promotions, the retirement of experienced Baby Boomers, and generational differences in work attitudes. The consequences are burnout, inefficient resource use, and a perpetual cycle of firefighting. 

To address this crisis, the article suggests several key steps: 

Leadership Accountability: Leaders should set an example by demonstrating personal accountability, as their behaviour significantly impacts the entire team and organization. When leaders lack accountability, it creates a culture of finger-pointing and mistrust. 

Open Communication: Encouraging open dialogue and transparent communication between leaders and teams can help clarify expectations and responsibilities, fostering a culture of accountability. 

Time Blocking for Crisis Management: Implementing time blocking by scheduling specific time slots for addressing crises allows leaders to manage unexpected challenges proactively. This structured approach helps prevent reactive firefighting and ensures productive team collaboration. 

The article emphasizes that accountability is essential for effective leadership and teamwork and should be a cornerstone of organizational culture to achieve long-term success. 

Working with various clients and in a number of coaching calls, we've found that many High Performing Leaders struggle holding their team accountable.  

While accountability is an uncomfortable topic for many leaders, it is essential in any organization. It is the foundation of trust and integrity, which are crucial in building a successful team and high performance cultures.  

When it comes to leadership accountability, it is even more important as leaders set the tone for the organization's culture and its performance. Leaders who hold their team members accountable not only drive their organizations towards success but also create a culture of excellence and mutual trust.  

Here we will discuss the importance of leadership accountability, the consequences of poor accountability, the reasons for leaders' fear of accountability, why team members are afraid of accountability, and how leaders can hold their team members accountable. 

The Importance of Team Member Accountability 

Leaders who hold their team members accountable set the standard for the organization. They demonstrate the importance of deadlines, quality, and expectations. When team members are held accountable, they are more likely to take their work seriously, leading to better performance and productivity. In addition, accountability creates a culture of responsibility and ownership. Team members are more likely to take ownership of their work and the success of the organization. 

Holding team members accountable helps leaders identify areas where improvements are needed. Leaders can identify gaps in skills, training, and communication, which can then be addressed. This leads to a continuous improvement cycle, which can result in higher quality work and better outcomes. 

talk about concrete ways to enforce it. After all, accountability cannot happen if there is no consequence for unaccountability or inactive behaviour.  While not all transgressions warrant such drastic results as termination or formal warnings, several proactive approaches remain to "turning up the heat" and holding team members accountable.  

 

1) More Frequent Status Reviews and Check-Ins: Regular status reviews and check-ins provide valuable opportunities for team members to share progress updates and discuss any challenges they are facing. By increasing the frequency of these interactions, leaders can foster accountability and keep a close eye on project advancement. Frequent check-ins also enable timely feedback and corrective actions, allowing the team to address issues before they escalate. 

 

2) Breaking Down Larger Deliverables: Sometimes, complex or lengthy deliverables can lack transparency and accountability. Breaking them down into smaller, more manageable tasks allows for better tracking of progress and provides more frequent opportunities to assess performance. Regularly reviewing these smaller milestones helps identify potential bottlenecks or areas where additional support may be required. This is a great way to provide support while maintaining accountability. 

 

 

3) Scheduling Reviews at Less "Popular" Times: Leaders can ensure that team members remain attentive and engaged by scheduling status reviews and meetings at less convenient times, such as early mornings or late afternoons. This approach prompts individuals to take accountability for their time management, encouraging punctuality and focused participation. It also demonstrates the team leader's commitment to fostering accountability throughout the organization. 

 

 

4) Temporarily Reassigning "Liked" Responsibilities: To address accountability issues, team leaders may consider temporarily reassigning tasks or responsibilities that struggling team members particularly enjoy. This approach can be a powerful motivator for improved performance as individuals realize the consequences of their actions and strive to regain the projects they had previously enjoyed. It also encourages a more balanced distribution of workload and prevents complacency. 

 

 

 

5) Removing Perceived Perks until Performance Improves: If team members are consistently underperforming, leaders might temporarily withdraw certain perceived perks, such as the option to work remotely or flexible scheduling. Leaders encourage accountability and a strong work ethic by aligning these privileges with consistent, high-quality performance. However, it is important to communicate clearly the conditions for reinstating these benefits, ensuring that team members understand the expectations and goals they need to meet. 

 

 

Holding team members accountable is crucial for achieving project success and maintaining a high-performance culture. By implementing strategies such as more frequent status reviews, breaking down deliverables, scheduling reviews at less convenient times, temporarily reassigning responsibilities, and adjusting perceived perks, leaders can effectively turn up the heat and foster a culture of accountability within their teams. These approaches promote individual responsibility and contribute to overall team productivity and success. 

 

 

Summary/Quick Read  

 

Accountability is crucial for effective leadership and business success, but many leaders face various reservations and challenges that hinder them from maintaining it. These include conflict avoidance, communication skills, fear of losing talent, and anxiety about offending team members. Overcoming these concerns requires leaders to approach accountability with empathy, active listening, and a focus on problem-solving rather than blame. Leaders can also invest in communication training and coaching to improve their communication skills, provide regular feedback and coaching to their team members, and create a culture of accountability that promotes individual and organizational growth. Ultimately, having consequences in business is essential to maintain accountability and promote a high performance culture of responsibility and ownership. Leaders must take action when team members fail to meet expectations or violate policies to maintain accountability and ensure the success of the business. 

What is high performance leadership?

High performance leadership is a leadership style that is characterized by a focus on achieving exceptional results through effective team building, strategic planning, and strong communication skills. It is a type of leadership that inspires and motivates individuals and teams to work towards common goals and achieve excellence.

High performance leadership is not just about managing a team or getting tasks done. It’s about inspiring people to work together towards a common shared purpose. To create and achieve a high performance team, it’s important to create a common shared purpose for the team that is aligned with the overall organization’s vision and strategy. This common shared purpose should be specific enough that each team member knows how their team contributes to the organization’s vision and their explicit role within the team. When teams understand their purpose and see how their contributions are important, they are more motivated and engaged, resulting in better outcomes and overall success for the organization. 

The three high performance leadership essentials for high performance teams

1. Common Shared Purpose
2. Proven Competency
3. Accountability

Why is a common shared purpose important?

A common shared purpose is crucial for any high performance team, as it helps align everyone toward the same goal. A team without a common shared purpose is like a ship without a destination. It may have a crew, but without a clear direction, it will drift aimlessly. When everyone understands the purpose and direction of the team, they can work together more efficiently and effectively. A common shared purpose brings the team together, and each member feels part of something bigger than themselves.

“Feels part of something bigger than themselves”

A common shared purpose creates a sense of belonging and commitment to the team. When people feel like they are part of a team working towards a common shared purpose and goal, they are more likely to be engaged and committed to their work. It also helps team members see how their contributions are valuable, and this leads to a greater sense of accomplishment and satisfaction in their work. When individuals see how their work contributes to the greater good, they are more motivated to do their best.

Creating a common shared purpose aligned with the organization’s vision

A common shared purpose must be aligned with the organization’s vision and strategy. The vision is the long-term goal or destination that the organization aims to achieve, while the strategy outlines the approach and actions required to reach that goal. The common shared purpose of the team must fit into this broader vision and strategy, and each team member should understand how their team’s work contributes to achieving this vision.

A common shared purpose should also be specific and measurable. Vague goals such as “improve customer satisfaction” or “increase revenue” are not enough. Instead, the team’s common shared purpose should be more specific, such as “reduce customer complaints by 50%” or “increase revenue by 10% in the next quarter”. Specific goals give the team a clear target to aim for, and it’s easier to measure progress and success.

When creating a common shared purpose, involving the team in the process is important. By involving team members, you can gain their input and feedback, and this creates a greater sense of ownership and commitment to the purpose. When people feel like they have contributed to creating a common shared purpose, they are more likely to be invested in it and work towards achieving it.

How a common shared purpose leads to success and accountability

A common shared purpose provides focus and direction for a high performance team. When everyone knows what they are working towards, it’s easier to prioritize tasks and make decisions that align with the purpose. This helps the team avoid distractions and focus on the important work contributing to the organization’s vision and strategy.

In high performance teams, a common shared purpose creates a sense of accountability. When everyone understands the purpose and their role in achieving it, they are more likely to take ownership of their work and be accountable for their actions. This creates a culture of responsibility and accountability, where everyone is committed to doing their best to achieve the common shared purpose.

A common shared purpose also promotes collaboration and teamwork. When everyone understands their role and how it contributes to the greater goal, there will be more collaboration to achieve success. This creates a culture of teamwork and cooperation, where everyone is working towards the same goal rather than focusing solely on their individual tasks.

How a common shared purpose creates proven competency

A common shared purpose is a powerful driver of proven competency among team members. When everyone on the team is aligned around a common shared purpose, they understand what competencies are necessary to accomplish that goal. This shared understanding and proven competency with each other create a sense of accountability and responsibility among team members, motivating them to develop and improve the skills required to achieve their objectives.

Collaboration is essential in ensuring the team has the proven competencies to become a high performance team. Cross-training is an effective way to develop and improve the proven competencies of team members. When team members work together to share knowledge and skills, they learn from each other's experiences and become more capable of working towards a common shared purpose. Additionally, cross-training helps to build trust among team members, which is essential for effective collaboration. By sharing expertise and supporting each other, team members can work together more efficiently and effectively, creating a positive feedback loop that leads to higher performance and greater success. Ultimately, a common shared purpose and a collaborative approach to building proven competencies are critical components of a high performance team.

A common shared purpose helps create a positive work culture when people feel like they are part of something bigger than themselves.

Formula One example of common shared purpose, proven competency, and accountability

An example of high performance leadership and the resulting high performance team that we often reference in our leadership development programs is that of a Formula One racing team.  In Formula One racing, every member of the team plays a vital role in achieving the ultimate goal of winning the race or achieving a points goal for the season. One of the most critical teams is the pit crew, who provide the necessary services to the car during pit stops in the fastest time possible.

The pit crew's common shared purpose is to work together seamlessly and efficiently to service the car and get it back on the track as quickly as possible. The pit crew comprises several highly skilled individuals, each with a specific role to play. Some team members are responsible for changing the tires, while others refuel the car, and some adjust the aerodynamics of the car.

In a race where every second counts, the pit crew's ability to provide fast and efficient services is crucial. The time spent in the pits can make the difference between winning and losing the race. As a result, the pit crew must have the proven competency to work with precision and focus on ensuring that the car is serviced correctly and efficiently.

The pit crew's contribution to the team's vision of winning the race cannot be overstated. By providing the necessary services in the shortest time possible, they help minimize the time the car spends in the pits, allowing the driver to get back on the track quickly and maintain a competitive position.

The pit crew's efforts and accountability to each other and the greater team also help improve the driver's confidence and motivation, knowing they have a reliable and efficient team behind them. This can be critical in a race where the slightest mistake can result in a significant setback. 

The pit crew plays a vital role in Formula One racing, and their common shared purpose is to provide the necessary services to the car in the fastest time possible. Achieving the overall team’s goal of winning the race or finishing the season with a targeted number of points isn’t entirely within their control or responsibility. However, by clearly understanding their common shared purpose, demonstrating proven competency, and having high accountability to each other and the entire racing team, they are able to expertly do their part in performing the most effective and efficient pit stops that will certainly make a difference in achieving the overall team’s goals.

High performance leadership steps for High performance teams

1. Define a clear mission: In high performance leadership requires leaders to establish a clear and concise mission statement that outlines the team's common shared purpose and objectives. This statement should be communicated effectively to every member of the team and serve as a guiding principle for all decisions and actions.

2. Foster a sense of accountability: In high performance leadership, leaders should encourage team members to take ownership of their roles and responsibilities and to be accountable to each other. They should empower them to make decisions and take actions that align with the team’s mission and common shared purpose.

3. Build a culture of collaboration: In high performance leadership, leaders should foster a culture of collaboration and teamwork. They should encourage open communication, trust, and respect among team members and create a safe no blame environment where everyone feels comfortable sharing their ideas and opinions and learning from mistakes.

4. Provide opportunities for growth: In high performance leadership, leaders should provide opportunities for team members to learn and grow. This can be achieved through training programs, mentoring, or coaching. By investing in their development, leaders show that they value their team members and are committed to their success.

5. Celebrate success: In high performance leadership, leaders should recognize and celebrate team successes. This can be done through public or private recognition, rewards, or incentives. Celebrating success reinforces the importance of the common shared purpose and motivates team members to continue working towards the organization's objectives.

6. Lead by example: High performance leaders must lead by example. They need to consistently demonstrate the behaviours and actions that they expect from their team members. By modelling the values and principles of the organization, leaders can create a culture that reinforces the shared common purpose and inspires everyone to work towards achieving it.

The start of the new year is a temporal landmark. Temporal landmarks allow us to reset and have a fresh start.  This is an excellent time to establish goals for yourself.

A big part of the success of achieving goals is our level of personal motivation.    There are two types of goals: ‘want to’ – goals that we deem are important to us and ‘have to’ – a goal someone else requires or expects.   The level of motivation is much higher for ‘want to’ goals as it fits into our values and identity and is essential to us.   With a ‘want to’ goal, you will be more conscious of the obstacles to achieving the goal and stay away from them.    

Many consider training a ‘have to’ goal as they feel the company mandates it.  For example, you may have received training on Leader Standardized Work (LSW).  A tactic for providing a better focus on ‘have to’ goals is trying to reframe the training, so it better fits your values and identity. For example, maybe one of your values is being a conscientious leader.  Executing the elements on your LSW may help you support this value.  Another strategy is to pair it with something more enjoyable, such as setting out an LSW task to engage more with your team members.  Finally, replace the goal of implementing LSW with something more meaningful for yourself that may accomplish the same. For example, you still follow the LSW format but use one of your LSW tasks to support a personal goal.   

Please let me know what you think.

One of the things leaders and organizations often overlook when implementing organizational change and transformation is that the change occurs at the speed of the slowest person to traverse the change curve. 
 
Change is external to the team member and is situational.  However, the transition is internal, unique and psychological for each team member, which causes them to traverse the emotional states on the change curve differently.
 
Leaders are in the business of making changes within their teams and organizations.  To do so effectively, they must lead the transition intentionally.  Leadership can't force their team members through the change curve, but they can lead them through the transition by creating a well-thought-out change plan to communicate and engage them throughout the entire process.

Learn more about our Advanced Leadership Transformation leadership development program.
 

What about those that resist change?  Well, resistance is pretty much guaranteed.  However, understanding why people resist change is necessary for leading your team along the change curve.  Preparation for resistance starts in the initial planning phase of any change initiative.  A leader must consider why someone may resist the change and then develop actions to mitigate these resistance causes.  Ignoring or not properly planning for them is a common failure mode of change! 

Although planning for resistance is necessary to reduce the magnitude and depth of any resistance, the leader must always proactively seek out those who resist the change throughout all the phases.  Having the skills to recognize the underlying reason they are resisting allows the leader to face any resistance with confidence and realistic expectations.

Learn more about our Advanced Leadership Transformation leadership development program.

Regular and consistent communication is another important aspect of leading a team through change.  Regardless if the change is good, bad, or indifferent, people want to be and stay informed.  Without effective communication from the leader, the rumour mill will definitely take over.  The problem with rumour mills is that the leader is often unaware of what is being communicated until a crisis!  At that point, clarifying and calming everyone down can be very challenging.  Proactively creating a two-way communication plan is important to have right from the first announcement of the change until well after the change has been implemented.  Determining what message needs to be sent a different times throughout the change, to what stakeholders, by whom, and using which media is critical!  However, establishing feedback loops so that the leader receives timely information from the team is also necessary.

If you're a leader, you lead change!  Remember, though, change occurs at the speed of the slowest person to traverse the change curve!  You can't force people through change, but you can lead them through it!

Learn more about our Advanced Leadership Transformation leadership development program.

An essential skill for leaders is to learn to "see."  Seeing beyond what most people see or at least seeing a different perspective of the same image.  Teaching your eyes to see is a learned skill that, once mastered, opens your eyes to many new things.

Teaching your eyes to see - Learning to see

An example of teaching your eyes to see that I experienced while on an in-depth TPS training program in Japan several years ago involved learning to see 1/10th of a second kaizens.  1/10th of a second is very difficult to see and equates to the slightest of hand motions, movements, or on equipment, tiny adjustments.  We had the task of reducing the cycle time within a production line by 30 seconds but doing so through 1/10th of a second kaizens.  Being experienced operations guys and after observing the line for several cycles, it was apparent to us what was needed.  With some changes to the layout, moving equipment closer together, adjusting the material flow, and other equipment modifications, the 30 seconds was a done deal.  As part of the training, we had to prepare a scaled drawing detailing our kaizen ideas.  Our Sensei would review the drawings, and if approved, the improvements would get implemented.  We spent several hours drafting our kaizen ideas on day one and provided the completed drawings for review and approval.  The Sensei looked at the proposals and very clearly expressed his disapproval!  We received a similar response several times over the following couple of days.  We were ready to throw in the towel, but then suddenly, like a light switch, we could see these subtle movements of waste and 1/10th of a second kaizens.

Although I don't necessarily advocate this teaching method, it emphasizes that leadership development needs to include learning to see what is or what is not happening.  It is important to see those subtle forms of waste, abnormalities, opportunities, and, I suggest, clues that then beg questions.  Good questions!

For example, one time, while on a Gemba, we came across a box of rubber gloves attached to a column of the building.  Above the box was a handwritten sign that said

"Gloves are for hazardous material spills only."

This situation was crazy on so many levels!  We didn't just see a poorly made sign and a duct-taped glove box.  We 'saw' many questions and concerns, such as:

• How often are hazardous material spills happening?
• Are spills so frequent that we think we need gloves conveniently placed?
• Are these spills actually "hazardous materials"?!?!?!
• With the gloves free for the taking, are hazardous material spills happening and not being reported?
• Does the leadership even know when the spills are happening and investigating?
• How are the gloves and wastes from the spills being disposed of?
• Assuming for a minute that it was a good practice to have the gloves available, how do they get replenished?
• Are the people cleaning up these spills properly, and are they adequately trained to do so?
• Why are spills happening in the first place?

STOP!!!  TIME OUT!

This example is pretty astounding and scary and may seem hard to believe, but yet it is true.  It is even more disturbing that many leaders walked right past this sign during the Gemba and didn't even notice it.  Even more frightful, the building leadership had walked past it many times and didn't really "see" it!

So how do you learn to see?  Practice.

Go to the floor with a specific purpose to learn to see.  For example, go with a focus on seeing one specific thing.   Such as arm overreaching, bending, twisting, outdated signs or posters, trip hazards, pinch points, sign effectiveness and meaning, opportunities to cause product damage, unnecessary motion, a specific type of waste stream, sources of floor debris, etc., etc.  The point is to dedicate an appropriate amount of time to see a particular focus.  Look for that focus and only that focus.  Ask yourself as many questions as possible on that specific item when you see it.  See beyond the obvious.  Look for deeper meaning, symptoms, evidence, and abnormalities.  Repeat often with a new or different focus.  With practice, you will soon see these things naturally and without effort.  Once you learn to see, you won't be able to turn it off.

Nope, it's not rocket science.  Seems too easy, right?  Try it.  You'll like it!

Now that you've had a great summer with the family and the kids are excited to return to school, it's finally “me time”! Time for you!
 
The coming of fall and the kid's return to school creates an excellent opportunity for leaders to reorganize themselves for the long winter ahead! I know, depressing, right? No! It doesn’t have to be! If you’re thinking of taking steps to get yourself better organized and in more control of your day, here are a few tips for you:
 
* “Prioritized Leader Actions” or PLA. A very effective old tool, with hopefully a more enticing name. PLA is a great tool to get and stay on top of your biggest priorities. Try it! Check it out here.
 
* My favourite life-saving trick is to set your scheduling app to 20 and 50-minute meetings instead of the typical 30 and 60-minutes. Doing so gives you time to deal with the small things, stay on top of emails, or grab coffee throughout your busy day. Full article here.
 
* Block multiple 1-hour time slots in your calendar across the future horizon. Due to a packed calendar in the near term, you may need to start in a month or more from the current date. These blocks are to reserve “me time” so you can focus on your top priorities. Schedule at the most likely times of the week and hours of the day, reducing the chances of being overridden by mandatory meetings. As you get closer to the dates and know exactly what you’ll use the block for, you can invite other people as necessary. Sure, some blocks may get cancelled, but not all when done with thought and consideration. As a result, you’ll have more time for your priorities than you do today. Promise!
 
I hope you find these helpful.

What do you do to make time for yourself or the things that matter to you? Leave a comment.

Humans are susceptible to status quo bias. We are more comfortable with what we know, even if the outcome is not ideal, because we understand the results. When we implement change, given a chance, humans will revert to the old way of doing things.
 
To help our humans, we should always run trials & experiments to allow our teams to engage in the change, offer input and get comfortable with the results. Then, once the trial is over and we have decided to move forward, we eliminate the old way.
 
Frequently, companies run the 'old system' in parallel as a backup when moving to a new computer system. Often, the old system is never retired, and people continue to use it. Once the new system is stable, shut the old system down so people cannot revert.
 
If we change methods on a production line and introduce new tools for a process, once the process is stable, get rid of the old tools so people cannot revert.
 
When implementing change, change it enough that you can’t go back.

This post is a revision from a previously popular post.

I’ve never understood why so few leaders use Leader Standardized Work (LSW). Talking with many leaders over the years, the explanation I hear most is that they don't have standard repeatable work or tasks. Baloney! All leaders have regular actions that they must or want to take on an ongoing basis. Examples include budget reviews, team member 1:1s, Gemba (go to the workplace), submitting your monthly business expenses, and many others. So if the "standardized work" wording is a barrier to using LSW, in HPL's new fall 'Lunch and Lead' program called "4-steps to Time Shifting - making time for the things that really matter", I've rephrased it to "Prioritized Leader Actions" or PLA. Ultimately, I think it more accurately reflects the intent relating to leadership responsibilities. Leaders are too often 'fighting fires,' and I believe a significant cause of this is that they are not proactive enough! Yes, it's only a name change, but unfortunately, I think the name LSW casts a negative perception on many to the point that they don't even consider it. So, let's talk about Prioritized Leader Actions (PLA)!

I’ve found PLA to be a great tool to help me be a more consistent and effective leader. I’ve used PLA for years. For me, it’s my little voice reminding me of the most important things I need to do or that I want to do to be successful when leading. These are my priorities. Regardless of your responsibility, there is an inevitable component of it that is repeatable; therefore, Prioritized Leader Actions are for, well, everyone! It's not just a manufacturing thing!!!

Here are some key points I found helpful when it comes to PLA:

1. Set up PLA with a designated section for daily, weekly, monthly and Mid-long term (quarterly, semi-annual) based on the frequency of completion of the task or action.

2. Place tasks in the PLA that are important to YOU that you must get done and those that you want to complete, check, or confirm because they are essential to you or your business.

3. Set your PLA up on a monthly basis, refreshing it at the beginning of each month.

4. Have a method within the PLA to indicate which days you are on vacation and identify when you are out of the office on business. Doing so will help you plan more effectively when you complete tasks, or it will provide you with the opportunity to delegate if necessary.

5. PLA should be dynamic, not static. It’s OK to add and remove items from your PLA. However, as priorities change, new systems develop, metrics improve or degrade, you may find that you need to adjust what you’re doing or what you’re checking and confirming.

6. PLA is for you, not anyone else. It’s OK to show people your PLA, but I don’t advocate posting it. It’s more effective if you carry it with you at all times to help you execute it versus showing others. As a leader, you should also check your team's PLA periodically.

7. If you’re not getting to something on your PLA, don’t beat yourself up; instead, find the root cause for not getting it done and determine what you need to do differently to achieve it. After all, the items on your PLA were put there by you because you either need to get them done as a core responsibility of your job or they are most important to you. Then, use it to improve your self-discipline, motivate you, or remind you to just do it!

8. PLA must be integral to your planning system and routine. It must integrate with your schedule, follow-up system, and to-do lists.

9. Print out your PLA for the month, update it daily as you complete tasks daily, and “pencil” in additional PLA tasks as you’re thinking of them throughout the month.

10. When you get busy, that’s when you need your PLA the most. Please don’t abandon it, then. Instead, use it to help you get the most important things done. Then, when you can’t do everything, use it to make an informed decision as to what will and will not get done.

I use an Excel spreadsheet for my PLA. To make things easier, I've added some conditional formatting for the visibility of weekends, business travel, or when out on vacation. I prepare the PLA for the month, print it out, and then use it daily by marking tasks using a pen. PLA is integral to my daily, weekly, and monthly planning system.

Check out our 'Tools' page to download a template of my PLA to use for yourself. Then, modify it as necessary to make it work for you.

I hope you found this helpful. Are there any key points I've missed or, in your experience, you feel are most important?

We (HPL) have been working with a few different clients recently where there has been a need for proof-of-concept line trials.  To me, line trials are a lot of fun!  Well, they can and should be.  Think of them as a sandbox that we can build out our creative and innovative ideas and concepts to see if they will work in the real world.  However, to be effective and result in meaningful outcomes, line trials need to follow a robust Plan, Do, Check, Act/Adjust (PDCA) process.  A common mistake when undertaking line trials is an inadequate plan!  A good rule of thumb is to spend approximately 70% of your PDCA time and effort (not including the actual trial build duration) in planning for the trial.

Given the importance of proof-of-concept line trials, HPL has created two documents to help plan and execute effective line trials, as follows:

• Proof-of-concept line trial guideline – a step-by-step guideline detailing each phase of the PDCA process.

• Proof-of-concept line trial worksheet – a template that can be used to assist with each of the 4 phases of PDCA when planning and executing line trials.

Both documents are available for free download from our HPL tools page using this link.

While recently reading “Leadership Moments from NASA, Achieving the impossible“, by Dr. Dave Williams, one of the  statements in the end of a chapters ‘Leadership Insights’ stated:

“Simulation creates an environment where failure is a safe opportunity for learning.”

Although the quote was referring to space flight training and simulation, the same is very applicable to proof-of-concept line trials.  Really, the only failure of a line trial is not to follow a proper PDCA process because something may negatively or falsely impact the trial.  Even when the trial doesn’t produce the desired result, it should not be deemed a failure when line trials are made to be a safe time and place for those involved to experiment and learn.  So even if a line trial results in a less than expected or disappointing outcome, as long as we’ve learned from it, it’s a great successful failure!

Let us know what you think of these tools or if we've missed anything!

Glenn