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As an executive/leadership coach, I hear clients devote an extraordinary amount of time sharing their experiences with low-performing team members. It makes sense. These people are responsible for considerable headaches to leaders. Today, I’m going to suggest leaders devote more time to the high-performers by embracing a few common components of high-performing organizations:

• High Accountability
• Proper Resource Allocation
• High Trust
• Constantly Improving High-Performing Culture

Be well. Do good. Grow great!

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High performers tend to take on more and more…because they have a high degree of willingness, they want more responsibility and we know they’ll get it done. Leaders must be mindful of over-burdening star players simply because we know they’ll “get it done.” Great leaders are highly aware of what their team members are going through and are committed to providing the necessary resources to help them achieve more. 

Be well. Do good. Grow great!

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Connect With Lisa On Linkedin •  Connect With Randy On Linkedin

We encourage you to contact us. Feedback, suggestions, criticisms, insights, and experiences are welcomed. Thank you for watching and listening!

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Legacy. What will yours be?

Every great leader quickly recognizes people who make a difference in their lives. Maybe it was a school teacher. Or a sports coach. It may have been a parent or grandparent. Each of us is standing on the shoulders of somebody who came before us. Who will stand on your shoulders?

Be well. Do good. Grow great!

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Author Brad Meltzer said…

“Everyone you meet is fighting a battle you know nothing about. Be kind. Always.”

Today, we’re pulling back the curtain to demonstrate Meltzer’s quote is correct. The point? Compassion. “A focus on others.”

Be well. Do good. Grow great!

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You’ll either find a way…or an excuse.

Lisa and I were discussing understanding. Mostly, we were considering this quote from an unknown author…

If only we fought just as hard to understand as we do to disagree.

It morphed into a conversation about the difference between high and low performers. Not that there’s only one difference, but we were considering the one difference we most notice today in our work. We landed on something we’re both seeing – and one we’ve always seen. Making excuses. Blaming something or somebody else. 

Great city government leadership leans heavily on a culture where excuses are unacceptable. As Harold Geneen said, “Managers must manage.” Translation: we have to find a way. 

Be well. Do good. Grow great!

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From childhood until this present moment…I suffer from high empathy. When recently describing my empathy I reiterated how the depth of my empathy wasn’t some universal brush used to paint everybody or every situation. I’m discriminating. Selective. Because I know I’m a finite resource with only so much to give, only so much time to serve, and only so much ability to make a difference. I also know not everybody wants or deserves my empathy, but I can offer high value to those who do. High-performing players dominate high-performing organizations. Low performers don’t exist on high-performing teams. So I limit or restrict my empathy for those who serve the organization best. It’s not equal, but it is fair. 

What do you want?
What kind of team/group/organization do you want?
What is your tolerance for poor performance or behavior? 
How do you want to spend your days?
Who do you want those days with?

We can ask ourselves many great questions as we work to figure it out. High performance doesn’t just happen. We have to make up our mind that we will pursue and do whatever is required to achieve it. Today, we discuss one requirement – directing our empathy appropriately to foster high performance! 

Be well. Do good. Grow great!

Check out the Hosts page for our profiles.
Connect With Lisa On Linkedin •  Connect With Randy On Linkedin

We encourage you to contact us. Feedback, suggestions, criticisms, insights, and experiences are welcomed. Thank you for watching and listening!