Culture – Page 5 – mardihumphreys.com

Mindset over Matters

I was watching American Ninja Warrior when one of the ninjas fell off the Las Vegas course. She had gotten really far and it was a heartbreaker. As the ninja pulled herself out of the pool of water that broke her fall, the show’s interviewer approached and asked her how she felt. The ninja said she intended to use this setback as a push forward. Mind. Blown.

We’ve talked about how setbacks are inevitable, and how we should embrace failing fast, forward, and frequently. We’ve discussed how data gathered from perceived failure is crucial to the learning process. But we have not championed the mindset of framing setbacks as pushes forward. When you substitute the words “push forward” for the word “setback” you normalize the occurrence. You remove the shame surrounding it. Relabeling the undesired outcome helps you quickly pivot from crisis mode to troubleshooting. To further illustrate, here are a couple of quotes that crossed my path this week.

“I have learned to always push forward following a setback. As I tell my team (and my kids), ‘There is always a way forward’ even when things do not seem to be going our way. There are always lessons to be learned from mistakes. But at some point, it becomes unproductive and unhelpful to dwell on mistakes for too long — backward-looking thinking must quickly give way to forward-looking action. I have adopted one of the sayings from Peraton’s CEO Stu Shea: ‘Surround the problem.’ When my team hits a setback, we work together to stabilize the situation, understand what occurred, and then identify and mobilize the right people and resources to ‘surround the problem’ and move us forward.”
Jim Winner, Executive Chief Legal Officer and General Counsel at Peraton.

“I was rehearsing a play when I was a very young actor. There was an improvised scene between a husband and wife going on inside. They got carried away and they started throwing things and he threw a chair and it lodged in the doorway and I went to open the door and I’d just got my head round and I said, ‘I’m sorry, sir, I can’t get in.’ He said, ‘What do you mean?’ I said, ‘There’s a chair there.’ He said to me, ‘Use the difficulty.’ I said, ‘What do you mean?’ He said, ‘Well, if it’s a comedy, fall over it. If it’s a drama, pick it up and smash it. Use the difficulty.’ Now, I took that into my own life. You ask my children. Directly anything bad happens, they go, ‘Gotta use the difficulty. What can we get out of this?’ Use the difficulty. There’s never anything so bad that you cannot use that difficulty. If you can use it a quarter of one percent to your advantage, you’re ahead. You didn’t let it get you down. That’s my philosophy. Use the difficulty. Also, added philosophy, avoid them if you can at all costs.”
Sir Michael Caine CBE

The next time you are at work and about to say out loud, “We’ve hit a setback,” stop and think. If you substitute the words “push forward” for the word “setback,” how would it motivate your team to surround the problem and use the difficulty? Please share in the comments.

Philosophy 101

A couple of years ago, a family friend shared his philosophy of leadership with me:

Show up on Time
Be Nice
Be Prepared
Start with Conviction
Stay Calm
Stay the Course

We were not talking about workforce at the time, but since then, I found it applicable in multiple work situations. Can you relate to the following examples?

Show up on Time – Leaders aren’t late. The rule of thumb is: If you aren’t 10 minutes early, you’re late. Last week, I walked into a local coffee shop at 2:52pm for a 3:00pm meeting with two people. I immediately saw both of them seated at a table, and they already had their drinks. Showing up on time is a show of respect.

Be Nice – Kindness counts. It’s especially appreciated at networking events. Everyone gets nervous walking into a venue, looking for someone you know, and trying to look cool. Be the person who starts the awkward conversation. Introduce yourself, ask them where they work and what their role is, offer to go to the food table with them. This last kindness offers both of you an out when you need to mingle.

Be Prepared – Margin matters. Let’s say you receive a calendar invitation for a virtual meeting. Schedule an extra 15 minutes prior to prepare. A week before the meeting go over the agenda. If you have not yet received an agenda, request one. If there is no agenda available, is this meeting actually an email? Ask the organizer why this meeting needs your voice. If it doesn’t, then you don’t need to be in the meeting. Ask the organizer to send you the minutes from the meeting. This request should prompt the organizer to either put an agenda together, cancel the meeting, or excuse you from it.

Start with Conviction – Know your why. You feel strongly that your plan to move a project forward is best, but can you put that feeling into words that will convince your manager? When you can present your strategy in words, both written and spoken, explaining not only what needs to be done, but also why it should be done, the positive energy you create influences your team to believe the same way you do.

Stay Calm – Fear often presents as anger. The more you disagree with a coworker who is emotionally invested in controlling a project, the more frustrated they get and the less they can constructively receive your push back. If you counter their frustration with curiosity, then you pour water on that fire instead of gasoline. You can ask, “You seem very passionate about your plan for this project. Please say more about why.”

Stay the Course – Don’t give up too soon. If the process you used to solve your challenge did not return the outcome you expected, then analyze how you received the result. Identify tweaks you can make. Seek feedback from teammates involved in the process. Iterate the process and try again. Failure only happens when you stop trying. Everything else is data gathering.

Many thanks to John Orr for sharing his philosophy. John is the Lead Pastor of The Stone Church. In the photo above, he’s the man in the Georgia Bulldogs T-Shirt.

Do you use some of his principles at work? Please share your experience in the comments.

Bad Reputation

When you think of Sales, does it conjure up a vision of a used car lot and an overexcited man in an ugly plaid jacket? No? Just me? Okay. As a profession, Sales has a bad reputation. Sales people are stereotypically portrayed as fast talking deceivers.

But, everyone in the workforce is a salesperson even if the word Sales is not in your job title. People associate you with your organization. You have the power to help and hurt your employer. If you enjoy working for your organization, then you will speak highly of it to others. If you don’t, you won’t, and people notice both. For example, let’s say you are a hygienist for a family-owned small dental practice. The next time your friend from the gym has a toothache, will they call your office because you speak so highly of it? Or will they avoid it because you complain?

For this conversation, let’s pretend you are the hygienist mentioned above. You like your job well enough to speak favorably about it and you are not in a sales role. Your success not only depends on your performance, but also on a steady stream of patients. How can you help the business grow even though you are not responsible for attracting patients?

Relationships

Sales skills are communication and caring skills. In our hygienist scenario, you do not have sales goals to meet. This gives you the luxury of being able to take as much time as you want getting to know people and when they need dental services, they will call you. So, when you have face time with friends and family, listen intently and actively. Put your phone upside down on the table and look them in the eye. Do not interrupt their story. When they pause for your response, wait a second to indicate you really heard them, then ask an insightful follow up question to prove it. Great questions lead to great answers. Even just a, “Say more, please,” demonstrates your interest and empathy. When people feel listened to, they feel understood and validated. When they feel understood and validated, they like you. When they like you, they trust you and business moves at the speed of trust.

Experience

When it’s your turn to talk about yourself, it’s natural to talk about your work. In our hygienist example, you may have an anecdote about a one-year-old child’s first trip to the dentist and how you made them feel so at ease they did not want to leave. Then ask your friend what is going on at their workplace. This prompts them to share a success story too. The positive conversation makes you both want to have future interaction, so be sure to follow up. Strive to make people feel comfortable and respected. Show you care about them as a person. Take opportunities to tell stories of how people feel safe with you and how your organization makes their lives both better and easier.

Honesty

Being honest is integral to building relationships and establishing it takes time. Think about a potential client. If you were in their shoes, how would you want to get to know your product or service? What would make you feel respected during the customer journey? In our hygienist example, if you are having coffee with a friend and they mention they are embarrassed by their coffee-stained teeth, do you have a story about a happy customer who had whitening done? Can you suggest an over-the-counter solution they can try first? You aren’t selling your services, you are solving their problem. Steering someone away from your service actually makes it more attractive. You are proving that you value their relationship more than their money.

How do you feel about attracting people to your organization? Please share in the comments.

Unpleasantly Surprised

Have you ever felt like you’re riding a roller coaster without a seatbelt, blindfolded? That’s the sensation the modern work environment often induces, and there’s a term that sums it up perfectly: VUCA. It is an acronym for Volatile, Uncertain, Complex, and Ambiguous. Understanding and embracing the concept of VUCA can be the key to surviving in the constantly evolving workplace. Let’s breakdown what a VUCA work environment feels like and how to cope with it.

What it Feels Like

Volatile: Imagine waking up every morning not knowing whether the coffee maker will brew a perfect cup or explode. That’s the essence of volatility in the workplace. When change happens faster than you can say “meeting agenda,” then flexibility becomes a core capability.

Uncertain: Imagine a surprise party that never ends. That’s the essence of uncertainty in the workplace. Will your project get a green light? Will your team be reshuffled? Will the strategy you’ve been working on suddenly take a hard left turn? To thrive in this environment, you’ve got to be the MacGyver of adaptability, ready to craft a solution out of a paperclip and a piece of gum.

Complex: Imagine assembling a toddler’s toy with more parts than a Swiss watch. That’s the essence of complexity in the workplace. Departments intertwine like spaghetti, and understanding the big picture is like deciphering hieroglyphs. To conquer complexity, you’ve got to be Velma Dinkley, seeking out clues and patterns while keeping an eye out for the red herrings that can throw you off track.

Ambiguous: Imagine reading a book with pages missing. That’s the essence of ambiguity in the workplace. Ambiguity requires deciphering meaning from bits and bytes of information gathered from multiple channels. You have to piece together what your team is supposed to accomplish from various sources.

How to Cope

Develop a resilient attitude. As Rocky Balboa says, “…it ain’t about how hard you hit. It’s about how hard you can get hit and keep moving forward;” You will get mentally knocked down. Train your brain to get up again and again and again.

Embrace continuous learning. In a VUCA world, what you know today will be obsolete tomorrow. You have to learn a skill (for example a computer language), use it, unlearn it, learn the next iteration, rinse and repeat. Acquire new knowledge as circumstances shift.

Foster collaboration. Your team is in the same VUCA environment as you are. Collaborate with your colleagues, share insights, and lean on each other’s strengths to create solutions together. Iron sharpens iron. Diverse perspectives cultivate unconventional approaches to problem solving. This is how breakthroughs happen.

Practice self-care. Amidst the chaos, carve out moments of peace and quiet. Celebrate every incremental step toward your goal. You need to refresh to reduce harmful stress and recharge to make accurate decisions.

Embracing the challenges that a VUCA workplace presents can help you become antifragile. Something that is antifragile not only survives but also thrives from coping with adversity.

How do you navigate working in a VUCA environment? Please share in the comments.

Site Inspection

Last week, we looked at some ways employers can begin to solve the working remotely challenge. This week, let’s discuss your role. As an employee, you have a few questions to contemplate. Does your organization consider working remotely a privilege or a right? Are you willing to take a pay cut to work remotely? What message are you sending to your managers? Is it clear, kind, and collaborative?

Both employers and employees require communication, empathy, and flexibility to effectively negotiate. This week, let’s think about what constructive steps employees can take to help build a bridge across the working remotely gap.

Communication

Build your case for working remotely. You can include why it is best for you, but put more emphasis on why it benefits both your manager and your organization. For example, working remotely reduces your commute time. This is good for you because it saves you money. It’s good for your manager and your organization because you can spend that time working instead of commuting.
Provide data that supports your case for remote work. Pull up your Atta Baby file. Do you have any documentation of your increased productivity, successful project outcomes, and positive feedback from colleagues and/or clients from March 2020 to the present?
After gathering your evidence, schedule a meeting with your manager. Clearly and calmly present your case. Give brief illustrations of how remote work has positively impacted your work quality, efficiency, and overall well-being. Then actively listen to your manager’s perspective. Understand their reasons for wanting you in the office full-time. This can help you find common ground and empathize with their concerns.

Empathy

If your manager has specific doubts about you working remotely, address them directly. For example, if they’re worried about collaboration, share how you plan to stay connected with colleagues and contribute to team projects while off site.
Highlight how you’ll maintain accountability and meet your metrics. Describe to your manager how you’ll be available, responsive, and productive. For example, someone who emails you with a simple request on a Wednesday at 8:00am can expect a reply from you within thirty minutes.
Be receptive to your manager’s feedback and open to adjusting your proposal based on their input.

Flexibility

Suggest compromises that address both your needs and your manager’s misgivings. How about a hybrid schedule where you’re in the office for certain days or specific team meetings?
Suggest a trial period for this arrangement and ways to both evaluate its effectiveness and make adjustments as needed.
If the conflict remains unresolved, consider involving Human Resources to mediate. They can provide guidance on the interpretation of your organization’s policies.
If you and your manager come to an agreement, document the details in writing to avoid any misunderstandings later.
If you do not reach an agreement, that gives you valuable data. It shows you what your employer expects. It also reveals the conditions under which you are willing to work. You can use this information to make decisions regarding your future with this organization.

The goal is to find a solution that benefits both you and your employer, and meets the needs of your team and your organization. Effective communication and a willingness to compromise are essential for reaching a resolution that everyone can support.

How is working remotely affecting your work life integration? Please share in the comments.

Build a Bridge

The struggle is still real out here in the workforce. For example, the on-going post-pandemic pushback from workers being pressured to return to the office as well as employers being pressured by city governments worried about losing tax incentives. When there is a gap in employment expectations between managers and workforce, is it possible to communicate messages back and forth across that gap both clearly and kindly?

If you are an employer, you have many questions to consider. What message are you sending to your team? To your recruits? Is your message intentional? Are you in control of the narrative? Do you know what your reputation is in the community? Is it the reputation you want to have?

Both employers and employees require communication, empathy, and flexibility to effectively negotiate. Next week we’ll discuss the employee’s role. This week, let’s look at how employers can begin building a bridge across the working remotely gap.

Communication

Initiate a respectful and open conversation with your employee to understand their perspective and concerns. Create an environment where your direct report can freely express themselves without fear of reprisal. Actively listen to their reasons for wanting to work remotely. Do they have family responsibilities, health concerns, or transportation issues that working remotely would alleviate? Clearly articulate why you need them in the office. Are they a member of a spontaneously collaborative team? Is in-person communication the key to maintaining a cohesive company culture? If you reach a resolution, then document the agreed-upon terms and conditions and give the employee a copy to ensure you are both clear on the arrangement.

Empathy

Address any specific concerns the employee has regarding the office environment. For example, are pandemic-induced safety measures in place? Have they experienced microaggressions in the office? Are the resources they need to do their job available exclusively on site? Involve the employee in the decision-making process to give them a sense of ownership and an opportunity to demonstrate cooperation. Are there advantages to returning to the office for them? For example, do you offer a mentoring program and is it more meaningful in person? If they are on site, will they be more visible to the C-Suite? If you can’t reach an agreement, would they be comfortable with you bringing in someone from HR to help facilitate the discussion and find a compromise?

Flexibility

Consider an arrangement that allows a mix of working remotely and in-office work. For example, could the employee work flexible hours? What about days of the week? Would you be willing to designate specific days for in-person collaboration and meetings? Would you authorize a trial period during which you closely monitor the employee’s productivity, customer service, and well-being? This experiment can help both you and them evaluate the impact of the change and make an informed decision together. You can schedule regular check-ins to review how the new arrangement is working for you, your employee, and your company. Be open to making adjustments based on feedback and fluctuating circumstances.

How is working remotely affecting your organization? Please share in the comments.

Ritual Respite

It’s back-to-school season! One of my friends adjusted her entire family’s bedtimes by fifteen-minute increments to prepare everyone for getting the kids to school on time. She understands the vital role rest plays in productivity. It seems counterintuitive in a society that values busyness. Let’s talk about how rest helps you do more.

Recovery: Rest allows your mind and body to recover from fatigue. Prolonged work without breaks leads to mental exhaustion, reduced concentration, and diminished problem-solving abilities. Rest replenishes your energy levels to improve your mental clarity, focus, and creativity. It also promotes physical recovery, reducing the risk of injuries. Extended rest periods, such as sleep, enable your brain to consolidate and integrate information. This improves your memory retention and decision making. Grabbing a fifteen-minute nap during your daily 3:00pm slump will recharge you more effectively than grabbing coffee, cola, or chocolate. Getting adequate rest regulates your mood, promotes emotional stability, and supports the higher-level cognitive processes you need to be productive.

Performance: Working for extended periods without rest produces diminishing returns. Taking regular short breaks during work helps combat your decline in attention and focus. You can’t work on a project for hours, then collapse at the end of the day to make up for the skipped rest periods. You can’t work at full capacity for weeks on end, then make up the missed rest with a week’s vacation. (Don’t get me started on all the paid vacation time workers have at their disposal and do not take.) Regular rest periods during your work day help you recharge, reboot, and retain high-level performance.

Innovation: Rest encourages your mind to wander, fostering creative problem solving and innovative thinking. Moments of relaxation can generate unexpected insights, connections, and out-of-the-box solutions. When you don’t make time to stop and think, you make mistakes you could have avoided. Stepping away from work and engaging in different activities stimulates new perspectives and brainstorms, ultimately boosting productivity. For example, how many times have new ideas come to you while taking a walk?

Well-being: Rest prevents the chronic stress continuous work causes. Not taking breaks negatively impacts not only your productivity but also your overall health. Rest and relaxation techniques, such as meditation, box breathing, or engaging in hobbies, help reduce stress levels. By managing stress, you can maintain a positive mindset, improve overall well-being, and approach tasks with enthusiasm.

Sustainability: Rest is essential for maintaining capacity and delaying burnout. Pushing yourself to the limit without taking breaks not only exhausts you physically, it also reduces your motivation and decreases your overall productivity in the long run. Incorporating rest into your daily routine optimizes your productivity, helps you achieve your goals faster, and ensures sustainable and consistent work-life integration.

What triggers have you set to remind yourself to take breaks? Please share in the comments.

The Cure

Work standards seem to change daily. For example: Should we go fully remote? Hybrid? Every employee everywhere in the office all at once? But there is a constant; the pressure for perfection. Perfectionism is like a virus spreading through your organization. Let’s talk about how embracing curiosity can help you cure it.

Help Yourself

If you feel like you have to get work done right the first time, every time, then you don’t want to work. Turning projects down puts you on the fast track to unemployment. But adopting a curious mindset puts you on the fast track to continuous improvement. Accept the project. Ask yourself, “What is the worst that could happen?” Then plan for it. Having a plan helps you build confidence and resilience.
It’s likely that the worst will not happen, but a lesser problem will. When it does, be proactive. Demonstrate you can recognize problems, reframe them as challenges and opportunities, and brainstorm ways to move forward.
Perfection is neither necessary nor constructive. If perfection is your goal, then setbacks will emotionally devastate you and eventually lead to burnout. Curiosity, however, helps you bounce back from setbacks by focusing on the learning process rather than the result. You become more adaptable and better equipped to navigate the inevitable challenges.
Curiosity drives you to explore new areas, learn from different disciplines, and consider diverse perspectives. When curiosity is a habit, you perpetually broaden your knowledge base and develop your reputation as a skilled risk taker. Perfectionists often avoid taking risks, because they are afraid they will fail and coworkers will judge them for it.
Curiosity empowers you to step out of your comfort zone and seize opportunities for professional growth. Whether it’s pursuing a new project, volunteering for a challenging task, or taking on a leadership role. This is the type of talent every organization wants.

Help Your Team

If perfection is the standard your organization expects, then your team routinely feels like they failed. Perfectionism stifles creativity and innovation. On the other hand, curiosity sparks new possibilities. When you experiment and question the status quo, you find unique solutions to problems.
You can reframe failure as a learning tool for your team. The next time a coworker is blamed for missing the target, support them. For example, at the next team meeting say to them in front of everyone, “This is great. Thank you so much for bringing this to our attention. Since that piece did not turn out the way we wanted it to, what do you think we should keep and what do you think we should try next to get the outcome the client wants?” This turns the problem into a puzzle. It diffuses embarrassment and redirects thinking toward the next iteration.
A culture that promotes curiosity over perfection encourages open communication and collaboration. When team members are not afraid to ask questions and to seek help from colleagues, it fosters a supportive work environment where knowledge sharing and ideation thrive. In such a workplace, employees are more likely to feel engaged, valued, and motivated.

Focusing on curiosity over perfection is a powerful shift in mindset that can transform your approach to work. By embracing failure as part of the learning process, you build resilience, expand your skills, and create paths for advancement.

When a project at work does not meet expectations, how do you redirect your thinking toward curiosity? Please share in the comments.

Failure is Fuel

Have you heard phrases like fail forward, fail fast, or fail often? They are meant to redefine what we label as failure. You know setbacks are inevitable, so why do you feel like a failure when you don’t get the results you expected? This mindset makes you afraid to take risks or try anything new. Did you know the Wright brothers crashed eight planes before achieving flight? It isn’t really failure you fear; it’s the judgement of your manager and coworkers. How do you get over that?

Reframe

Instead of viewing failure as a negative outcome, regard it as valuable feedback. Think of every task as an experiment. Analyze your failed results as objectively as possible by asking: Where did the process go off track? What change needs to be made to get the desired outcome? Ask your team for their insights. Set ground rules for constructive evaluation and be open to their perspectives. Inclusion cultivates a supportive environment which is key for building the confidence necessary to take calculated risks. Growth requires stepping outside of your comfort zone. Life-long learners realize the need to reframe perceived failure as a learning tool. When you take on challenges that align with your organization’s goals you either succeed or learn. Think of either result as winning.

Reflect

You may not want to immediately ruminate on a project that spectacularly crashed and burned. So, take a beat then ask your team, what did you learn that you want to repeat? What do you want to eliminate? How can you integrate these changes into the process? Setbacks are building blocks for continuous improvement. Use this new knowledge sharing to adjust your strategies and improve your future performance. This process helps your team build resilience which is essential for bouncing back quickly from failures. Success feels good, but the lessons you learn when calculated risks fail stick with you longer.

Reconstruct

Instead of expecting something to work. Expect it not to. Build margin into your timeline for multiple tries, edits, or iterations. This takes some of the pressure off to get it right the first time. When a project doesn’t work out the way you wanted, take the opportunity to adjust your team’s mindset. It is not a reflection of anyone’s abilities or worth as a person. It is an opportunity to develop skills and perseverance. Begin by breaking the goal down into smaller tasks and tackle each one step by step. Celebrate each successfully completed step, document your progress, then move to the next. You will have a record of both your team’s achievement and history. This is a useful reminder that what you did before, you can do again.

Embracing failure as fuel for improvement is a gradual process. Be patient with yourself, stay persistent, and maintain a positive mindset. Successful people fail. A lot.

What strategy do you employ to learn from perceived failure? Please share in the comments.

I Will Follow

Every year Father’s Day reminds me of my dad’s impact on my leadership journey. Dad is my stepfather. He and Mom married when I was fourteen years old. I was happy Mom found someone to share her life with. I was not happy to add another authority figure to mine. But, Dad rarely told me what to do. His authority and effectiveness depended on his relationship with me. He was an influencer. He still is.

Being an influencer at work, even if you don’t have a formal leadership role, can significantly impact your team’s dynamics and the outcomes of your projects. Here are three ways you can become one.

Communicate

Taking a page from Dad’s playbook, accelerate your influence through active listening. For example, you notice your coworker, Rhonda, is struggling. Use 3P listening to help her.

Ponder: Ask open-ended questions that prompt Rhonda to articulate her struggle.
Posture: Make direct eye contact, uncross your arms and legs, and nod your head. These non-verbals are signals to Rhonda that you hear and understand.
Point: Repeat back to Rhonda what you heard her say. You saying it out loud helps Rhonda put her thoughts in order. Finally, ask Rhonda if you heard her correctly. She now has new options to explore and you to thank for them.

When asked to be a resource, be generous in sharing your knowledge, skills, and experiences. You influence your team through effective communication to foster understanding, collaboration, and trust.

Build Relationships

Speaking of trust, business moves at the speed of trust. Being inclusive is good for you both professionally and personally.

Recruit coworkers to your team who look, think, and act differently than you. In meetings, encourage everyone to contribute to the conversation. Recognize and appreciate them when they do. Provide teammates opportunities to showcase their abilities.
Facilitate collaboration across departments. For example, would it be useful for your team to have an ask-me-anything meeting with someone from Compliance?
When conflict arises, (notice I said when and not if) throw water on the fire instead of gasoline. For example, let’s say your team’s last three projects were precariously close to missing their deadlines. As diplomatically as possible, ask your teammates Rodney, Rhonda, Randy, and Ramona why. You discover problems like: Rhonda couldn’t create the PowerPoint for the client presentation until Rodney wrote the report. Rodney couldn’t write the report until Randy gave him the statistics. Randy couldn’t submit the statistics until Ramona pulled the data. This new information allows the team to adjust the flow so it works for everyone.

Your ability to handle adversity and maintain your composure influences your coworkers to cultivate a cooperative environment.

Change Agent

Exercise your emotional intelligence and lead by example. What behaviors do you want your coworkers to exhibit? Professionalism? Enthusiasm? Follow up? Do you exhibit those qualities? Influencers are dedicated, honest, and optimistic. If you show up and convey these qualities every day, you inspire others to follow suit. For example, at the end of each project, do you have a follow-up meeting for continuous improvement? Do you ask your team, what went well? What didn’t? What do we wish we would’ve done instead? How can we do that instead-thing next time? Offering to streamline processes, suggesting innovative ideas, or encouraging low-risk experiments influence your team to confidently present their ideas to the group.

Leadership is not exclusive to designated positions within your organization. If you influence people, they will follow you. If people follow you, you are a leader regardless of your title.

What do you do to positively influence your work team? Please share in the comments.