To begin, leaders should frame the challenge in the manner of a researcher, forge a new path through co-creation, and prioritize human impact. They can also concentrate on four practical aspects:
Talent will not be engaged and generate extraordinary results if they are instructed what to do. Leaders must change their approach from telling to asking, from controlling jobs and activities to orchestrating outcomes.
We’ve seen Multipliers Leadership methods facilitate this the best. Leaders learn to ask better questions, frame difficulties in ways that expand thinking, and debate questions when appropriate to help promote more informed decision-making. All three ways engage and broaden the team’s thinking, relieving the leader of the burden and, as a result, naturally
We need to be clearer about what we want from team members as we transition from activity-based performance management to outcomes-based performance management. The OKR (Objectives and Key Results) framework, which has been utilized for years in the fast-growing software sector, is now gaining support in other industries. It offers a logical and clear method of tracking results. MS VIVA Goals is the platform we’ve adopted to promote transparency and ownership. This type of technological platform is combined with Crucial Accountability, a highly practical framework that enables managers and leaders to set expectations and openly explain when they are and are not met. It is critical to address both the leader’s behavior and the technology that enables it to be scalable.
In organizations, the phrase “try, fail, learn” is often used, although many employees are terrified of the repercussions. People are dismissed for making mistakes, and even if these stories are exaggerated, they inhibit or stall innovation and change acceptance. Leaders must foster an environment in which errors are not feared. They must establish where it is safe to experiment and where it is not. Experiment outcomes (including success and failure) must be openly shared, investigated, celebrated, and learned from.
According to Deloitte Insights, “problem-solving is a team sport – and the best solutions are co-created.” Yet, according to their survey, 34% of leaders are not prepared to lead in a world where solutions are co-created.”
This is the greatest disparity among all the other basics. Leaders may see co-creation as a threat to their hierarchical power, or it could simply be egos getting in the way. Leaders must tap into their teams’ full capability and intelligence. They must establish relationships, comprehend the local talent, and recognize that they may obtain ideas and feedback from throughout the organization and its external network. The VIVA Insights Ways of Working report on cooperation might be a fascinating starting point for understanding the current organizational and departmental structures.
It can also be as simple as establishing relationships with people outside of your team and organization. Team Building has made a significant resurgence in the aftermath of COVID, with organizations focused on bringing teams together and boosting cooperation and team cohesiveness. How well do you know the available skills, and do you use them?