Teams with relationships based on trust absolutely rock! I know because I’ve had the privilege of working with a team like this. We out-performed all our competition, we punched well above our weight, we featured in Deloitte’s Top 50 fastest growing companies for 5 straight years and at the same time we had a total bucket load of fun.
If you want to understand what’s going on, as a leader you have to find a non-verbal method of keeping informed that works for both you and those keeping you updated.
You never know when the next nag is coming, but whenever it does come, you are compelled to respond, even if you have nothing to say. Every time you say "nope, I haven't done it yet" you feel that little less worthwhile and your self-confidence takes a bit of a knock. If they feel the need to nag, I must be letting them down….
There are countless opportunities to go above and beyond every day. Many of these instances carry a significant degree of risk. It might reflect badly on you if you fail, some of your relationships may be tested, or it might just turn out to be a waste of time. You can find a thousand reasons to decide that this extra responsibility isn't for you...but what if you just did it.
The mother of assumption is laziness. It is so easy to use fluffy corporate speak that doesn't really mean anything and can be deciphered in so many ways that you can squirm out of many sticky situations. "I said soon, but I didn't mean this soon."
We've learnt some serious lessons over the last 4 months of our startup journey where we've been single mindedly focused on growing our website traffic:
- There is no such thing as SEO
- Google AdWords have traps to steal your money
- Everyone else's growth hacks don't work
- Don't confuse research with moving forward
We don't become emotionally indestructible robots the moment that we walk into the office every morning. We all "bring our problems to work" one way or another. The question is whether we're able to discuss them with our colleagues and leaders.
It's easy to see how people can take on so much that they find it impossible to decide on anything. A decision-making paralysis can set in and before you know it you are staring out of the window for minutes on end, hoping for these endless questions to disappear from your life for a while.
Our users have come up with all sorts of great ways to use Crewmojo, we thought we'd dedicate this blog to building a growing list of inspiration and use cases. Let us know if we're missing any!
If you need to "tick a box" in your employee engagement policy, regular appraisals can feel more like a corporate chore. If you care more about making a difference to your colleagues (and this doesn't necessarily need to be a manager-employee relationship), then a "tick the box" approach to feedback is the last thing that would be on your mind. Fostering a culture of "micro-feedback" is essential if an organisation is going to grow.
You wouldn't get into a car as a passenger and tell someone which gear they should select or which lane they should be in. When assigning tasks to others, managers must leave their ego at the door and accept that not every task will be done "their way." Everyone has their own success formula, and the moment that you dictate how something should be done, you are likely to cause frustration for the "driver".
It is our firm belief that mojo is something that is floating under the surface in any given team. Given the right set of behaviours, the right management culture and a commitment to each other, any team's mojo can erupt into a glorious fountain of positivity.
If you let your people off the leash to express their talents, what you lose in control you gain in engagement. When you trust someone implicitly to do a job for you as they see fit, you gain a unique type of loyalty. They don’t want to let you down. It is one thing letting other people hold the cards, but another thing entirely to trust them to play the hands their way.
A key reason for even the best strategic plans gathering dust is a lack of accountability to go with the plan. Couple that with day to day distractions that quickly divert attention onto short term wins and it's easy to see why execution can be hard. Remember, when most people walk out of a strategy session they do have the best intention of doing what was agreed.
I think we've got our messaging wrong. Our wording could be interpreted to mean many things. I'm not sure who we are messaging, it feels like we're talking to everybody but not connecting with anyone.
These are the thoughts I recently found myself discussing with my co-founders.
Recently I learnt about a decision process my 8 year old son has been taught to use by his school. When making decisions, he asks himself three questions that all have to be answered with a yes in order to proceed:
- Is it safe?
- Is it fair?
- Would an adult ask you to do it?
It stopped me in my tracks, has the corporate world been getting it wrong all these years?
Corporate norms that are set in stone are likely shaping our everyday behaviours for the worse without us even realising. The concept of an organisational hierarchy was widely adopted during the industrial revolution. Factory workers at the bottom of the tree held aspirations of promotion through the ranks into managerial positions. Managers would view workers as resources and workers would respect managers based purely on their title and position.
We believe the current process was destined for failure from the get go, it was never going to work for one simple reason, because it's an annual or 6 monthly process. If we're honest with ourselves, most of us would describe the performance review process as a waste of time check the box exercise that we do because everyone else does.
There's an issue with employee engagement surveys. In many cases the survey is carefully designed and executed; data is gathered and actionable insights are presented to management. If these insights are not actioned, perhaps due to resource requirements, the engagement exercise may actually cause further disengagement as employees lose faith in the feedback process.
Is accountability a stinky turd that should be avoided at all costs? When speaking with people about improving accountability there are often two distinct reactions. For those in leadership positions, they are usually all for it, but those in front line positions often see accountability as a real negative.
We all want a happier workplace for our teams, but employee perks could be construed as insulting if basic satisfaction requirements are not met first. There's a new way of working that's coming and it's all about the team - bring it on.