Improve Your Team Culture with this 15-minute routine.

Improving team culture is a challenge that is universal to all leaders. At their roots, teams work best with a shared purpose, good communication, and collaboration. Like a rowing team, everyone must have a cadence for working together and rowing in the same direction. One of the primary roles of a leader is to bring talented people together, create an operational cadence, provide guidance, and help them to achieve more together than they could apart. Adding Recognition, Obstacle, and Win (ROW) to meetings can help leaders achieve these goals. ROW segments in meetings improve communication, encourage recognition, and bring visibility to obstacles in a time-efficient and effective way.

ROW meetings are about developing a cadence for communicating the good and bad things happening in a business. These meeting segments are typically 15 to 20 minutes long. Each participant comes to the meeting prepared with a 2-minute recap of their week. The summary should include recognizing one person for doing a great job, identifying one obstacle they needed help with, and stating one team win they wanted to celebrate. Since each participant only has 2 minutes, it forces them to be brief and only focus on the highlights. These recaps should mirror the trailer for a movie. The goal is to provide enough information for people to know what is happening, but not so much that people lose interest. If anyone attending the meeting is interested in learning more, they can follow up after the meeting with questions or suggestions.

Employee Recognition

One of the hallmarks of a good culture is recognition. Adam Grant and Francesca Gino's research has shown that expressions of gratitude can help build employees' self-efficacy and social worth, motivating them to engage in prosocial behavior. Thanking employees for a job well done is one of the best ways to improve a team's culture. Employees go to work every day, doing their job, and many never hear a thank you from their peers or boss. Organizational culture improves when leaders maintain a process for slowing down, considering the contributions made by those around them, and expressing gratitude.

A supplemental benefit of this routine is how it helps people get to know each other. During group meetings, there is a tendency for some extroverts to dominate conversations and for everyone else to listen. The communication imbalance can create group thinking and blind spots within a team. The two-minute communication requirement for each participant ensures that everyone has an equal opportunity to communicate. More value is generated during the meeting because there is a greater diversity of thought and inclusion of everyone's ideas.

Sharing of Obstacles

Each participant will share one obstacle they needed help solving. Initially, leaders might be uncomfortable voicing obstacles because of a fear of looking weak or unqualified. It is common for employees to be private about the barriers preventing their success until they have done everything possible to solve the issue independently. The hesitation to share challenges creates unneeded pressure within organizations and can slow down the removal of obstacles. By individuals being vulnerable in the group setting, other participants who have prior experience with similar obstacles can assist the person in need. In addition, when there is a commonality in challenges, participants can partner together to find solutions.

Obstacles are like weeds that prevent organizations from reaching their full potential. Employees within organizations do their best to pull weeds. Often, the process is long and complex because employees need more tools, resources, and power to address complex issues. Managers are essential in getting employees the tools they need to overcome barriers. The ROW meeting segments provided a cadence for managers to check in with employees and surface problems they may need assistance with. As they inquire about challenges, they can provide tips and guidance for addressing opportunities. If they cannot solve the problem at their level, the manager can bring it to the meeting and seek advice and support from the team.

Celebrating Wins

The final segment of the recap is a review of wins for the week. Celebrating successes is essential for locking in learning. In Whitney Johnson's book Smart Growth, she evangelizes the role of celebrations in cementing learning and strengthening relationships. Leaders work hard to drive results. Time must be allocated for them to feel the joy of their team's accomplishment. Sharing of wins provides examples of excellence for the broader group. It also creates opportunities for individuals to be more aware of success outside their direct business, which can both motivate and inspire others to greatness.

Talking about team wins during group meetings helps the team focus on the big picture. Most organizations operate in silos. For information to be shared, it has to flow up one silo to the leader and then back down another silo. The multiple communication points can be slow and weaken the benefit of the message. Often this results in team members focusing too much on their silo and not dedicating time or energy to thinking cross-functionally. Great leaders encourage 360-degree communication because they know removing bottlenecks accelerates organizational performance.

Monitoring Team Fitness

Weekly meetings can be an excellent way for a leader to monitor a team's fitness. Meetings will be super positive, high energy, and upbeat when things are going well. The meeting will feel completely different when obstacles grow or stress rises. There will be more negativity. People will struggle more with finding and discussing wins, and the group will spend more time discussing obstacles. When this occurs, it is a sign of illness within your team. Just as you try to diagnose a problem when you are not feeling well and take steps to heal, when your team is not fit, you must take action to improve team dynamics. Implementing ROW meeting segments and paying attention to how your employees communicate during meetings will help you catch potential illness before it spreads and begins negatively impacting team culture.

Putting it into Action

The ROW meeting approach can effectively establish a culture of recognition, positivity, and accountability within the team. In addition, it will ensure that every team member speaks during each meeting. It encouraged them to spend 66% of their time talking about positive events in the last week and only 33% of the time on obstacles. It challenges them to prioritize, summarize, and communicate directly. Speakers must practice bottom-lining and creating space for others during meetings.

Adding ROW segments to meetings improves engagement because multiple voices will be heard, and the conversation will focus on the remarkable things happening in the business. Team members will find it refreshing to get obstacles brought to the table, and the group will feel a greater sense of cohesion as they discuss ways to solve problems after the calls. Implementing this 15-minute-a-week routine can do a lot to improve the culture of an organization. The practices leaders establish say a lot about who they are and what is essential. Leaders who build routines around recognizing team members, capturing obstacles, and celebrating wins build a strong foundation of trust within their organization. Trust is needed to create a strong team culture.

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Dorian Cunion is an Executive Business Coach with Your Path Coaching and Consulting. He specializes in coaching services for managers, executives, and small business owners.

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• Phone: 804-220-5771

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5 Ways for Executives and Managers to Combat Feeling Overwhelmed

During recent discussions with clients and former colleagues, the topic of feeling overwhelmed has frequently emerged. It seems that everyone is feeling the pressure of trying to put 10 pounds of work into an 8-pound bag. It makes sense for you to be overwhelmed. Economic uncertainty is driving many employers to pressure employees to be more productive. Companies are reducing staffing levels but demanding higher levels of service and revenue growth. If you want to combat feeling overwhelmed, you need a plan. This article will provide 5 steps you can take this week to reduce your stress and anxiety around your current workload.

Five tips for overcoming the feeling of being overwhelmed?

1. Embrace Change

2. Align on Expectations

3. Consult Peers

4. Develop a Methodology for Prioritizing

5. Going Beyond Urgent and Important

Are your feeling overwhelmed at work?

• Yes
• No
• Occasionally

Embrace Change

The first thing to do is accept that companies constantly seek ways to improve their productivity. You should be nervous if you have been doing the same thing at your job for the last three years, with very little change. Companies must change to stay competitive, and those that fail to change put themselves at risk of going out of business. Companies like Radio Shack, Blockbusters, Toys R Us, Palm, and Compaq could not change as quickly as their competition, resulting in once-strong companies virtually disappearing. Alan Deutschman famously wrote the book Change or Die, and changing has been the choice many companies made over the last 12 months. Your ability to embrace change will help you to find solutions to bandwidth challenges. Test out new technologies, and experiment with new processes. New hacks are developed daily to help you prioritize, simplify, and be more productive.

Align on Expectations

The second thing you need to do to manage your workload is align with your supervisor on expectations. Your manager likely does not understand everything you do. Even if they know all of the tasks you complete, they likely do not understand the time and energy required to do them. As your manager assign a new task, they probably assume you have the capacity to complete it, along with any other previously assigned tasks. You know this is when you are given a new task without being told to stop doing a different task. You are responsible for providing visibility to what you do, how much time it takes, and your ability to take on a new assignment. If you feel overwhelmed by your current workload, you should ask your supervisor to help you understand how to accomplish everything. During that conversation, you and your supervisor might be able to identify tasks you currently do that no longer need to be completed. Or the leader might be able to teach you quicker ways of doing existing work. Fear of being vulnerable may prevent you from having these types of conversations. This fear is likely rooted in previous experiences or stories you have heard. But it is important to remember that your performance is evaluated based on your leader's expectations. It is better to have a difficult discussion at the beginning of a project than to suffer in silence, only to have a difficult conversation later when you cannot perform to expectations or become burnout because you were working beyond what was reasonable.

Consult Peers

If others have a similar role as you, chat with them to see how they manage their workload. Often, your peers will devise innovative ways to simplify tasks or do things quicker. There might be a new app or other technology that you can employ to be better organized or execute tasks faster. Identifying best practices for improving efficiency is a great way to handle an increased workload better. They might also be able to guide you on managing expectations with your boss. Through your conversations, you can also identify tasks others have stopped doing. Divesting low-value activities can be another way to free up bandwidth.

Develop a Methodology for Prioritizing

There are a lot of best practices around prioritizing your time. One of the best is Franklin Covey's version of the Eisenhower Matrix, taught in their time management workshops. Another is Sally McGhee's approach to using Microsoft tools to plan and track work which is discussed in her book Take Back Your Life. Below is a system combining those two methods.

1. Do a brain dump: get out a sheet of paper or use an electronic device and begin to write down all the tasks that need to complete

2. Calendar Review: review the calendar, look at what needs to accomplish over the next 90 days, and add any incremental task to your list

3. Email review: review inbox messages, and identify if there are any tasks from critical stakeholders that are not already listed; if so, add them

4. Assign importance rank: give each task a value between 1 and 4. One meaning this task is of great importance, four meaning the task is insignificant

5. Assign urgency rank: give each task a value between 1 and 4. One means it needs to get this done today; four meaning is not necessary when this task gets done

6. Define tentative priorities: add the two numbers together and rank priorities with the slowest numbers at the top of the things-to-do list

7. Bucket things to do list: put the task into four buckets

   1. Do it now

   2. Plan to do it

   3. Delegate or Outsource

   4. Delete

8. Calendarize: begin to calendarize tasks so there is clarity as to when tasks will be completed. Make sure to include who will be responsible for completing the task.

This approach works because it lets you see everything that needs to be done. By slowing down to evaluate how important each task is, along with how urgently the task needs to be completed, you can determine which task needs to be completed first.

Going Beyond Urgent and Important

You will likely have items that carry the same prioritization score. When this happens, you must go a step further in deciding which task you will complete first. As a rule of thumb, go after low-hanging fruit first. Low-hanging fruit is a task that can be completed quickly and will give a good return. As you evaluate which tasks to tackle first, you should pick the ones from the "do it now" box that will take the smallest amount of time to complete. This will ensure that you deliver the most value possible quickly.

Another tactic for determining importance is considering the stakeholder that completing a task will impact. You should complete the tasks that best support the culture you want to build within your organization. Others look to you to help them define priorities. The functions you prioritize should send a message to others about what is most important. Review your company's mission, vision, and strategy to determine which task will provide the most long-term benefit to your company.

Summary

Being overwhelmed at work is becoming the new norm, but it does not have to be. In a recent HBR article, Executive Coach Rebecca Zucker shared these five tips for How to Deal with Constantly Feeling Overwhelmed

1. Pinpoint the primary source

2. Set Boundaries on your time and workload

3. Challenge your perfectionism

4. Outsource or delegate

5. Challenge your assumptions

Being less overwhelmed requires you to slow down, analyze your things-to-do list, prioritize, and take action. Company expectations are not going to change anytime soon. To succeed, you must continue to adapt, prioritize, build new skills, and seek ways to do more with less.

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Thank you for reading this blog

Dorian Cunion is an Executive Coach and Business Consultant with Your Path Coaching and Consulting. He is a former retail executive with over 20 years of experience in the retail industry. He is a Co-Active coach who focuses on helping professionals and small business owners overcome insecurities, knowledge gaps, and lack of direction. He does this by assisting clients to tap into their values, recognize their strengths, and develop actionable strategies for growth.

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Why work with an Executive Coach?

When I tell people that I am an executive coach, one of the first questions I hear is, what does an executive coach do? If you break down the words, executive means administrative or managing responsibilities, and coach means instructing or tutoring. At its most basic level, an executive coach helps individuals learn how to be better administrators and managers. But they really do so much more. An executive coach is an important partner that can help leaders reach their full potential by helping them to understand better who they are and who they want to be. Professional tennis players like Serena Williams who are looking to perform at their highest level work with a tennis coach. The same is true of top-tier singers like Beyonce, who frequently work with vocal coaches to help them expand their range, sing with more strength, and perform at a consistently high level. Professional athletes, vocal performers, and other professionals who work with specialized coaches know that no matter how good an individual is, there is an opportunity to be better and more consistent by working with a knowledgeable coach. Executive coaches can do for executives and managers what sports coaches do for athletes. Coaches help people to pause, reflect, learn, and continuously improve. One of the best-kept secrets of top-performing business executives and owners is that they work with executive coaches. Executive coaches are not discussed much but are essential to how talented executives and business owners reach their full potential.

My experience working with a coach

I worked with an executive coach when I was first promoted to Vice President of Operations. It was indeed a life-changing experience for me. The coach I worked with helped me to

• Clarify my professional goals

• Reflect on who I was a leader

• Define who I want to be

• Take on new perspectives

• Build new skills

• Be more strategic

The clarity I gained from working with a coach helped me feel more confident as I transitioned into a role that carried significantly more scope and responsibilities than any of my previous roles.

Clarify my professional goals

One aspect the coach helped me with was clarifying my professional goals. For most of my career, I focused on climbing to the next rung on the ladder. This served me in my career because it drove me to identify how I could excel in my current role. I knew I must first demonstrate mastery in my current role to advance. I would also take time to understand what skills, knowledge, and network were necessary to be successful in the next role, and I would spend time building toward those future needs. I felt like I had made it to the mountaintop for the first time in my career. I landed my ideal job of being an operations leader in geography close to my extended family. I could build an organizational culture, influence strategy, and run a multi-state business. With no next role to work towards, I had to re-evaluate how I would define success. My

coach helped me to explore my values, define my priorities and put words to what I wanted to accomplish going forward. For me, the goal was improving the quality of my employees' and Franchisees' lives. I knew that we had opportunities within our culture. Employees felt overworked and undervalued. Franchisees felt under-supported and unheard. I made it my mission to listen more than I spoke and to work on behalf of the employees and Franchisees within my zone to simplify operations, streamline priorities, and refocus our attention on serving customers and driving profitable growth.

Reflect on who I was as a leader.

After we explored what I wanted to do, we spent time researching how I would do it. As you move into higher levels of management, your role shifts from being

• an individual contributor responsible for managing yourself.

• to a manager of managers responsible for managing others

• to a functional manager accountable for segments of a business

• to a business manager responsible for the overall business

• to a group manager responsible for multiple businesses

• to an enterprise manager accountable for all operations

Each of these shifts requires developing new skills and changing how you spend your time. As you move up the ladder, you spend less time doing and more time leading. For example, one of the things that I greatly enjoy doing is building spreadsheets and analyzing data. This skill helped me stand out from my peers early in my career. I allocated hours weekly to building and analyzing data which enabled me to build my business acumen, improve my judgment and anticipate emerging trends. Now that I was in a senior executive role, spending time putting spreadsheets together was no longer the best use of my time. Every time that I built a spreadsheet myself, I was

• robbing someone junior to me the opportunity to build their data analysis skills

• reducing the amount of time, I had for other leadership activities

• not leveraging the skills and knowledge of others

My coach helped me understand that what got me into this role was not what would help me thrive. That I was more than a data analyst. I was a strategic thinker, a communicator, a developer of talent, and an inspirational leader. For me to excel as a Vice President, I would need to be comfortable wearing many different hats and be purposeful in not wearing the hat that I wanted to wear but the one that was required at any given moment.

Define who I want to be

With a sound foundation for who I was, we were able to begin to craft who I wanted to be. This was one of the most enlightening parts of my working with the executive coach. I defined my leadership philosophy while pursuing my MBA and during other leadership development training. I felt grounded in my leadership approach and felt like it served me well, especially since it afforded me three promotions in the prior four years. As I began working with my coach, it became clear I was the leader that others wanted me to be and not the leader I wanted to be. To get ahead, I developed masks I would wear when dealing with Senior Leaders because I thought being myself would not be accepted. I need to be an "executive," which I had interpreted as being reserved, stoic, agreeable when dealing with senior leaders, resolute, never wrong, and willing to do anything to get ahead.

Wearing these masks was fatiguing. I

• am not a stoic person

• enjoy speaking my mind

• admit when I am wrong

• do not believe in winning at all costs

• enjoy a good debate

• care deeply about people

• am playful

• am a big believer in the health debate.

These are all aspects of myself that I readily showed to my direct reports but cautiously shared with company leadership. I am at my best in an environment that encourages creativity, the exploration of new ideas, openness to failure, comfort with conflict, and two-way communication. For the most part, this is the culture I had built underneath me. Through discussions with my coach, he encouraged me to define better the leader I wanted to be and try to help influence cultural change at the organization. He helped me believe that I could help be the change I wanted to see within the organization. It just required me to be myself, post great results, and communicate to others how leading differently could lead to better results.

Take on new perspectives

One of the skills that supported me in removing my mask was the time we spent exploring the different perspectives. He helped me to understand that I did not need different masks when dealing with people but different intentionality. When I interacted with Senior Leaders, they did not want me to be a yes-man that went along with everything they said. Being a yes man would lead us to make bad decisions because there was information that I had that Senior Leaders needed to lead the organization effectively. They did not want me to undermine their authority by challenging them during inappropriate times. If I was concerned about a policy or direction, they wanted me to address it at the proper time and place. In general, they preferred that I voice my concerns before making a decision. If a decision had been made and there was a need for a course correction, Senior Leadership's preference was for me to bring it to them privately and then to bring it up in group meetings. By slowing down and better understanding my leader's perspective, I was able to influence better and be more effective. My coach would encourage me to observe my actions from different vantage points.

• How would my peers look at what I was doing?

• How would my supervisor look at what I was doing?

• How would my direct reports look at what I was doing?

• How would my indirect reports look at what I was doing?

A leader's responsibilities were not to anyone stakeholder. Leaders have various stakeholders that are all looking to them for leadership. A leader can only perform at their highest level once they consider all of these perspectives and make the best decision based on the information they have. Leaders also need to be willing to learn and course correct when mistakes are made. Learning how to take different perspectives will help leaders to make fewer mistakes.

Be more strategic

One of the most significant changes you must make as you move up the corporate ladder is improving your strategic thinking. At higher levels of an organization, leaders must learn how to deal with scale, leverage, and resource constraints. The first and most important word that a leader must know is no. Learning to say no is essential because saying no, enables your organization to focus on the most critical priorities. When I took over the VP role, the biggest complaint of the team was

• priorities changed too frequently

• it was not clear what was important

• that we were asking people to do too much

Too many priorities, lack of clarity, and inconsistent vision are common challenges for businesses. The world is pregnant with possibilities, but you only have so much time and resources. As a leader, you must set the direction and define what is important. Keeping the team focused on what is important puts your organization in the best position to generate sustainable results.

Build New Skill

As mentioned earlier, moving to higher organizational levels requires you to develop new skills. An executive coach will help you identify your strengths and weaknesses through the coaching process. Then they will assist you in developing plans for building upon your strengths and mitigating your weaknesses. One important skill for me to develop was scanning for opportunities. When I found them, I needed to do a deep dive into problems, communicating a need for action to the person responsible for the issue and then giving them room to work without my interference. Everyone within an organization has a role and a responsibility. The role of a business manager is to provide guidance and direction to their employees. It is up to the employees to determine the best way to address the opportunity. To excel as a leader, you must be comfortable delegating, trust others, ask tough questions, and allow employees to take action without micromanaging. Employees need the opportunity to try, learn, fail, and succeed on their terms. This is the only way that they reach their full potential. This requires leaders to better evaluate risk, define objectives, establish trust, and create open lines of communication. Employees need to understand their leader is there to support them in accomplishing their goals.

Summary

Working with an executive coach can help you perform at a higher level regardless of your professional development phase. A trained executive coach is taught to

• Listen to their client and help them with self-discovery

• Challenge their client to identify limiting thoughts

• Engage their clients in thinking more deeply and from different perspectives

• Understand the role that emotions play in interactions with others

• Recognize stress and the impact that it has on decision making

• Develop strategies to help facilitate personal growth

• Identify values and the role they play in motivation

Business leaders seek out coaches because coaches can help them grow. This growth can be related to a new job, a performance challenge, or any other growth opportunity. If you are looking to grow as a professional, you should work with a coach.