smann.admin, Author at Sarah Mann | Executive and Leadership Coach

How to Team Build

Raise your hand if you’ve ever been part of an amazing team that was cohesive, collaborative, productive, and drama-free. 🙌 Now raise your hand if you’ve ever been part of a team that was siloed, disjointed, draining, and had more drama than a Broadway show. If you’ve been working for any length of time, you’ve likely experienced both at some juncture. While teams underperform or become dysfunctional for countless reasons, the root often lies in something simple: we all think, communicate, process information, handle conflict, and find motivation in different ways. You might be thinking, “Well, duh, Sarah!” And you’d be right. We know this in theory. But here’s the thing—how often do we really stop in the chaos of back-to-back meetings and looming deadlines to actually consider how another person might see the world differently? To ask ourselves how their preferences, needs, or approaches might be affecting how we interact with them? If I had to guess, I’d say not often enough. In our race to “get it all done,” we rarely pause to reflect on who’s right in front of us. Instead, we operate under the unconscious (and very human) assumption that everyone works the same way we do—and then act surprised when they don’t. Knowing what makes team members tick and how to work more seamlessly together is invaluable. Here are some common-sense, often overlooked strategies to consider, whether you’re part of the team or leading it: If you find yourself feeling that you need a more powerful way to build a high-performing team, the Prism Portrait can be a game changer. We’ve all experienced the frustration of mismatched communication styles, missed cues, and assumptions that lead to conflict or disengagement. But what if you could take the guesswork out of it and get a blueprint for each team member’s unique way of thinking and working? The Prism Portrait is a validated self-assessment that provides: It’s not just about filling out another personality assessment—it’s about gaining actionable insights that you can use to create a more cohesive, aligned, and effective team. Following a recent team session with a client, the C-level sponsor said: “In the weeks following the group session, I’ve noticed significant changes in our team dynamics. People have developed greater self-awareness, are actively listening to one another in new ways, and the assessment’s concepts are naturally surfacing in conversations, giving us a shared language to work from. Beyond the team benefits, it was powerful for each team member to have the opportunity to reflect on and refine their personal leadership style, helping them step up and grow as leaders.” Want to see how the Prism Portrait can transform your team? Click here to schedule a discovery call.

3 Ways to Navigate the “Messy Middle”

There are two types of people in the world (OK, there are way more than two types, but for this allegory, there are two.) I used to be the former, but I’ve (mostly and slowly) become the latter. It’s not that I’ve ever been afraid of hard work, I just don’t enjoy the “Messy Middle.” Being in the Messy Middle usually means going through a state of conscious incompetence, which is uncomfortable. Seriously, who wants to knowingly suck at something? It’s why I stop/start activities like learning graphic facilitation, or speaking Spanish. The challenge is (obviously) that if we don’t stick with something long enough, we’re never going to make progress and become proficient. We will forever be stagnant and standing still. Also not in my DNA. At an earlier point in my life, I envied people achieving things I wanted to achieve, but I didn’t know how to do them and couldn’t fathom how to get myself from point A to point B. How were these people getting it done? What I wasn’t seeing was their Messy Middle. The times when they were awkward, uncomfortable, frustrated, less than fully competent, and climbing their way to conscious competence. Should you find yourself in a similar situation, here are a few ideas to help you navigate the Messy Middle and be on your way to conscious competence (or even unconscious competence!) This week I’ll be focusing on #2 as I continue my way through a 6-week workout program and will celebrate my discomfort and awkwardness. Because I’m not going to get any stronger just sitting and watching someone else workout.

The Myth of Perfection

I’m coming to you with a PSA: Perfection is unattainable. Stop trying so hard. If I had a dollar for every client or colleague who has said “I’m a perfectionist.” I would be a VERY wealthy woman today. To say, “I’m a perfectionist,” implies that we want to get things done flawlessly. While producing high caliber work, whether it’s for a job or a hobby, is a noble pursuit, it can be like trying to bathe a cat → hard to achieve! Somehow, society has groomed most of us to think that there is value and worth in perfection. And that anything less will somehow relegate us to a place of eternal damnation with no friends or chocolate ice cream. (I’ve got ice cream on the brain…) The reality is that in the human realm, perfection is a myth. In his commencement address at Dartmouth College, tennis legend Roger Federer said, “Perfection is impossible.” He then continues to break down his tennis stats to illustrate the example and says, “… even top ranked tennis players win barely half the points they play.” In business, it’s hard to imagine being successful on barely half of the projects or tasks we work on. And it’s also difficult to fathom the stress, hours, mental energy, and everything else that goes into trying to be “perfect.” So what if instead of trying to be perfect, you simply aimed to be better than you are today? Maybe even just 1% better? I know, 1% sounds so minuscule it would be easy to think it’s not worth aiming for. The compound effect over time however, is actually quite significant. Not sure about you, but if I am going to invest the time and energy to improve myself, I’m more inclined to go for small gains because I have seen first hand for both myself and clients, how they add up over time and yield big results. That sounds more productive than going after perfection, which we now know, is unattainable. You can see the clip of Roger talking about perfection here. (1:12 minute clip)Now go out there and be imperfectly human and imperfectly you!

To Be a Better Leader Think Like a Marketer

I’ve been coaching leaders for the last 10 years and supporting leaders in-house for many years before that. In that time, I’ve noticed that many have a “one size fits all” method when it comes to managing a team – a singular approach for how they offer feedback, recognize people, or motivate direct reports. This may not be conscious and is likely a result of leading the way they like to be led or the way they’ve seen others lead. While it’s not bad, it may not be the most effective way to engage people. To expand your managerial skills, think like a marketer – view your direct reports as consumers. Marketers segment consumers based on their persona and buying habits. They create targeted messages to appeal to their consumer’s psychographic profile and identify unique selling propositions based on it. All with the hopes of enticing consumers to give up what’s known as “share of wallet.” For example, pretend you work for Nike as the Category Manager for Tennis. If you’re marketing the new tennis shoe, you might speak to its “stickiness” on a court, its ankle support, or its low profile. You pay Serena Williams to endorse the product because she is aspirational for tennis players. Knowing what makes your target consumer “tick” is essential to selling more shoes and generating more profit. Thus, sponsoring Mick Jagger for Tennis sends the wrong message about who the product is for (though I heard he recently put on a killer show with his signature moves, and presumably he could benefit from the ankle support… 🙂) If, however, you’re the Category Manager for Lifestyle, your target audience is likely more interested in the vintage, iconic vibe of the Nike Dunk Low (which is making a resurgence…) so they can look sharp about town, vs. a lightweight, low profile shoe the tennis aficionado is looking for. Dua Lipa may be a better brand ambassador here than Serena. So how does this translate to management? Forgive me if I’m stating the obvious… each person on your team is different. They possess different skills, require varying levels of support or direction, and are likely not motivated in the same ways. You don’t know this however, if you aren’t talking to your team, understanding how they work best, and what their core needs and values are. When you are clear about how you can individually support each employee, you’re creating a customized environment for them. And, according to Debbie Lovich, a Managing Partner at Boston Consulting Group, employees are 49% less likely to consider another role if they enjoy their jobs. If you’re not sure where to start, here are a few “market research” questions to consider: Does doing the market research take a little more time? Yep. And in the long run, will save you time.

You’re Networking All Wrong

Not sure if it’s the time of year, the economy, or something else all together, but I am getting a lot of requests from people to “keep them in mind” if I hear about open roles. If you’ve read my notes for any length of time, you know I love networking. I think networking is a critical life skill. I love connecting people who can mutually benefit from knowing each other. And, when I was last looking for a job (2005) people were so generous with their time and introductions, I always want to pay it forward. I routinely receive emails to the effect of: Hey Sarah – How’s it going? It’s been a while since we last spoke, and I’d love to reconnect. I’m looking for a job and I was hoping you could keep your eyes and ears open for me for any [type of job] you hear about. I’d also appreciate introductions to people that you think would be good for me to connect with.” Thanks, Name There are three challenges with this: Here’s where we pull a lesson from Jerry McGuire: Make it easy for people to help you and support your search efforts! If you’re looking for a job and asking people to support you, minimally, offer them the following information: Alternatively, you can download a blank Networking Profile form here. Use this in conjunction with, or in lieu of your resume (depending on the networking situation.) What’s the difference between the two? Your resume is past tense. It speaks to the experience that’s behind you. Helpful. To a point. The Networking Profile is future-focused. It tells people what you’re looking for in a new role, supported with a few bullets of relevant experience, and lists companies you’re targeting. Most importantly… It gives people a call to action! Because you have listed 40 companies of interest* you can then say to someone: “These are the companies I’m targeting for my networking. I’d welcome an introduction if you have colleagues in any of these organizations.” *Yes, you can and should list that many companies or more. Minimally, go for 20. You don’t need to want to work at all of them. You are networking. The goal is to meet as many people as possible and gather data about companies and industries as you do. Before you end any networking conversation, ask how you can help the person you’ve been speaking with. It’s literally as easy as: “I really appreciate your time today. Is there anything I could do to support you?” Finally, if during the course of your networking, you find there’s an opportunity to introduce people in your network, please use the “double opt-in.” This means you have permission from both people to go ahead with the introductions before you fire off an email. Doing so respects that not everyone has time for networking in the immediate present, and there are some instances where people will decline the invitation. My experience is that the majority of time, people say “yes” to an intro, but give them the option to do so vs. making an assumption that it’s ok to send someone their way. Finally (no, really, this is definitely my last point), when you make the intro, provide some context for both parties. I usually say how I know each person and articulate why I am making the introduction. Most of the time I will also hyperlink their LinkedIn profiles to their names in the email to make it easier for them to find each other online. And with that, my good people, I am hopping off the soapbox.

One Simple Change to Radically Improve Your Work

We live in a relationship economy. Work gets done with and through other people. Full stop. “Doubling down” and working harder, “figuring it out” on your own, and burning the wick at both ends is an express lane to burn out. We are social beings. We are not meant to exist in isolation. When we engage our networks, internally and externally, we open ourselves up to innumerable possibilities and benefits. So you can see why I’ve included Connection as one of the anchors of the Leadership Fluency Framework. It’s silly to think we can “go it alone” and be successful. Here are just four ways real-world examples of how tapping into your network can support you: Increased Productivity →I used to work for a large multinational organization. My friend Sue worked for a burgeoning tech company. We routinely shared (non-proprietary) information so that we didn’t have to create programs from scratch. For example: “Hey, got any information on performance management I can share with my leadership team?” “I need to help managers understand the basics of compensation. Have you done anything like this before?” While the cultures were vastly (VASTLY!) different, this gave us each a starting point for our respective projects. Support → I’m running a women’s mastermind group. Recently a topic of discussion was “Sharing bad news with the CEO.” Participants were able to offer experience and insights to each other that helped them prepare for challenging discussions. This was also tied to increased productivity and diversity of thought, since these leaders weren’t sitting in a vacuum alone trying to figure out their best approach. They crowd-sourced information to identify the best path forward. Diversity of Thought → Since 2016, I have been partnering with NEHRA to create, deliver, and tweak the Executive HR Women’s Leadership Program. (The application window is now open for the September cohort!) Every year, we review what worked and what needs to shift based on evolutions in the HR space. To do this, NEHRA pulls in different Chief People Officers or subject matter experts to offer insight and deliver new content. In doing so, we have input from a wide range of companies and industries and are able to create a robust offering to women who aspire to the C-Suite, with information that is widely applicable. The diversity of thought is much greater than if the organization were to create something on its own. Covering Your A$$ (in a good way) → I rely heavily on Katelyn to get this note out every week. (Really, if I was doing it solo, there would be no weekly note!) Last week there was a confluence of situations that resulted in me being overtired, overwhelmed, and confused about dates, specifically for a recent note. I was equally grateful and relieved when she texted early on a Saturday morning to ask if I had made the changes I said I wanted to make to the test email. Without her, you would not have heard about 28 Ways to Support Your Wellbeing. 🙂 Need more ideas? Head on over to my blog – I have several articles on networking that can support you – here, here, here, and here. Bottom line, look for opportunities to engage with your network and watch what happens next!

How a Russian Playwright Can Improve Your Communication

In the past, we have talked about communication and that sometimes fewer words is more effective. Let’s continue with that theme, shall we? If you’re like me and have the attention span of a gnat and don’t want to read the last post, here’s the summary: When we throw too many words at our audience, we risk boring, confusing, or annoying them and diminishing our personal presence in the process. (Have I mentioned lately how much I adore alliteration? Did you see what I did there?) 🙂 If you need a brain hack to remind yourself to stick to the salient facts, look no further than Chekhov’s Gun to keep you on track. Anton Chekhov was a Russian playwright (and physician.) Chekhov’s Gun is a narrative principle he created which states that if you’re writing a story, you only include elements that contribute to the story and eliminate anything that is irrelevant. So if you’re writing a book (or play in his case), and somewhere in your book you introduce a gun, at some point in the story, the gun needs to become part of the narrative. There has to be a reason it was mentioned. While this theory was intended to help burgeoning playwrights, it can easily be adapted to the spoken word as well. Most people seem to want to provide context and details. There is absolutely a place for this. If you are introducing an org change or team restructure, you want people to understand how the decision was made and the who, what, where, when and how of the shift. In other cases, however, context is not needed or irrelevant. Let’s look at a basic example. Suppose you’re in a meeting and the executive team is asking when you can produce a deliverable. Option one: “Well, I know we have a report due on Friday and I’m on vacation next week. I need to look at my calendar because the kids are off tomorrow for teacher professional development day, and I also need to check with the team and see who has capacity to help and…” Option two: “Let me regroup with the team and I will confirm with everyone by the end of the day.” Or, let’s say you’re late to a meeting. Option one: “I’m so sorry… my computer was super slow this morning and then it decided to reinstall Teams and then I had to reboot and in the process, I spilled coffee all over my desk…” Option two: “My apologies for being late. I was having technical issues.” Storytelling is a wonderful communication tool. When the stories are memorable, they make it easier for the listener to retain the information (a picture paints 1,000 words!) “Memorable” is the operative word here. The minutiae of our day to day lives is typically not memorable, or additive to our narrative. The next time you find yourself starting to “explain”, think of Chekhov.

Author: smann.admin