Tag Archive for: conflict resolution

Creating a Healthy and Consistent Company Culture

October 19, 2024/0 Comments/in Leadership/by Angela MacCabe

Hi, and a warm welcome to The Human Side of Business Podcast. I’m your host Ange MacCabe. I have the pleasure of introducing you to Gabriel Cowan, Chief Executive Officer at Audio Design Desk.

Audio Design Desk, won 2022 NAB Product of the Year, CES Innovator and Fast Company’s “Next Big Thing In Tech” with its AI-assisted software suite that reinvents the process of creating audio for video. Used on Netflix, HBOMax, Amazon Prime, and others, ADD gives creatives the ability to perform sound design, sound effects, and music in real-time, turning hours of tedious work into minutes of immersive fun.

In this episode Gabriel and I dive into workplace culture and discuss the strategies behind maintaining a consistent and healthy work environment.

Developing Workplace Culture

Gabriel Cowan: So I think in terms of creating a positive culture, there will always be conflict, there will always be issues. If you can remove the assumptions, remove the gossip, the minute that you start hearing people chattering and go and step into whatever the issue is and leader through curiosity – my experience is that there’s a real reason for whatever the issue is, and the person on the other side of that issue is struggling with it, and they need resources. These are the three resources we have. We have time, money and creativity. And we don’t have any more time or any more money. So we have to get creative about solving this problem. And that’s where this trust can really help.

Open Communication in Leadership

Gabriel Cowan: I think what has been positive about our culture, even though it’s on Zoom, is just keeping really open with everybody. So in these morning meetings, I really share exactly what’s going on with a fundraising thing or with a business thing, or with our business, the good and the bad. But to have people share in the challenges as well as the opportunity really does create that environment where we’ve all experienced challenges. And somebody like, literally, sometimes an intern will have a voice in one of the challenges that I’m presenting in the morning, and that’ll be the spark of an idea that solves that challenge. Not to mention that just having a community to commiserate with makes you feel better.

Utilizing Employee Skill Sets

Gabriel Cowan: You’re always going to get 200% out of somebody when they’re doing something that they like. And so as much as I possibly, I find out where people are, what they like to do, and then try to lead them towards that. My partner in this business is a guy named Ryan Francesconi, he said a job is three things: It’s how much you learn, how much you make, and how much shit you take. That’s it. Ryan is a programmer, he could be making, like, ridiculous money. He’s like, I’m not making as much, but I take zero shit and I’m learning a ton. And it is true that not taking crap, that’s a huge pressure valve that can be released. So we try to lead with empathy and we try to make sure that they’re all learning.

Defining Expectations

Ange MacCabe: Right, so my definition of good performance from a consulting perspective is that people are industrious, they can have high levels of autonomy. There’s candor and transparency, and they’re huge problem solvers. And in the consulting world, problem solving is not as commonsensical as one would think it would be. So one of my jobs in creating Intuity Performance was to really kind of check my own expectations at the door, and I guess figure out what’s my 75%, versus me having the expectation that a consultant is going to be able to step in and meet my expectations out of the gate without me saying anything? So I guess my question has multiple parts in the sense of how are people showing up in your organization if they’re not meeting your expectations?

If you’re interested in learning more from our Spotlight Leaders check out Laura Meyer’s Leadership Spotlight on: Leading with Intention.

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5 Questions To Ask Yourself To Become A Better Leader

October 17, 2024/0 Comments/in Leadership/by Angela MacCabe

When stepping into a new leadership (team) role, there’s often a lot to take in. You are now responsible for your team’s productivity in addition to the myriad of other responsibilities your new role requires of you.

While you may not be brand new to the workforce, learning how to lead and manage people can be daunting. Pulling from our experience working with growing start-ups, we’ve compiled the top 5 questions emerging leaders want to know.

1. How Do I Motivate My Team?

There are a lot of moving parts when it comes to motivated teams, but there are some key ingredients to success.

First, what are the goals of the organization? Think about the company’s vision and what it’s looking to achieve. Clear expectations help people to feel invested by letting them know what they are working towards. This encourages teams to work collaboratively.

In addition, if you can follow the vision piece with clear and measurable goals it will allow your team to track their progress in a measurable way.

Next, consider how each member of your team fits into this equation. Is there something in particular that makes each person excited about the work they do? If so, how can you use those interests in alignment with desired outcomes? When we look at the work we do from the human side we can better understand why 2 people with the same training/skills perform differently within a role.

2. How Much Work Should I Delegate vs. Execute Myself?

Delegating effectively means assigning work to people that align with the desired outcome of the task/project – by evaluating synergies you can then capitalize on your team’s skills while simultaneously motivating them as we previously touched on.

Delegation also means giving people the autonomy and the trust to make decisions and overcome obstacles.

Some leaders are reluctant to delegate out of fear of being “out of the loop”. Others have difficulty relinquishing control over work historically they were responsible for.

But delegation isn’t about letting go of control; it’s about gaining perspective and providing your team with the tools and a safe-to-fail environment in order for them to grow and succeed.

3. How do I Have Difficult Conversations With my Team Members?

It may sound obvious, but it’s important to be honest about your concerns and expectations before you start a conversation with a team member. If you’re not being clear about what’s going on, then it’s harder for them to respond appropriately.

Communicate in person. It’s always better to talk face-to-face, but that’s not always possible — especially if you and your team work remotely. Emailing or messaging back and forth can create misunderstandings, which could make reaching a resolution difficult. Having a flexible goal in mind will give the conversation direction – the solution to a problem isn’t always immediately clear but if you discuss and can openly brainstorm a resolution it will go a long way in building trust with your team members/team.

4. How do I Build Trust and Accountability Among my Team?

Show up as your best self; as a leader, you set the tone for organizational culture and performance, so if you are perpetually late, push deadlines, or don’t acknowledge your own mistakes your team will see this as an acceptable way to conduct themselves.

In addition, teams need feedback; if behaviors or outcomes surface that don’t align with organizational objectives, there is a good chance there is a lack of clarity around expectations. Communicate with your team to try and identify where you can help close the communication gap to realign your team.

And, most recently…

5. How Can I Get The Most Out of A Remote/Hybrid Team?

Working remotely has presented new workplace challenges for leaders. Still, with some flexibility and the utilization of some great networking and organization platforms, leaders can find themselves successfully leading dynamic and organized teams from the comfort of their living rooms.

By adopting a flexible mindset, leaders can benefit from shifting focus from hours to outcomes. A stellar Q1 report remains stellar regardless of when it was sent/received.

Flexibility filters into team interactions as well. No longer are we meeting at the copier or popping into an office for a quick chat; setting up weekly team meetings and one-on-ones helps keep your team on the same page and allows the human side of your remote team to stay in focus.

In many cases, new leaders jump into the role and react to the challenges they face, learn from (hopefully) good managers and evolve their leadership skills with time. But what if there was a way to practice PROACTIVE LEADERSHIP?

Proactive leadership aims to eliminate or reduce the impact problems have on your team by implementing measures based on identified risks.

Want to know more? Using a coach-approach Intuity Performance can be your bridge from knowledge to actions so that YOU can become an effective human-centric leader.

The Difficult Conversation: 5 Tips For Leaders

October 17, 2024/0 Comments/in Communication, Human Skills, Leadership/by Angela MacCabe

Have you ever been in a situation where you needed to have a difficult conversation with a team member? Of course you have – we all have. But what do you do when that happens? What steps should you take before and during the conversation to make it go as smoothly as possible?

Difficult conversations aren’t fun. But leaders must take the time to hone this skill.

Creating a safe environment for all team members means finding a middle ground in the interactions you initiate with each member. A leader has a delicate balance between being friendly and approachable and keeping professional boundaries.

Having a game plan before beginning a difficult conversation is essential. If you’re going to have a meaningful and challenging talk with someone in your company, here are five tips that will help keep the exchange professional and productive.

Establish a clear purpose for the conversation

Leaders need to be clear about why they are having the difficult conversation and what precisely they are looking to achieve. Is an employee doing something wrong? Does an employee require clarification on their role or responsibilities? People will be more engaged if they know the purpose behind the challenging conversation and that it will lead to change or improvement.

By establishing purpose, the tone is set and gives the team member something concrete to focus on instead of feeling blindsided or confused by what’s happening.

Consider the situation from their standpoint

Before entering a difficult conversation, it’s essential to consider the team member’s perspectives. What is it that they are struggling with? What is keeping them up at night? How can you support them in addressing these issues? Asking yourself these questions and approaching the conversation with empathy will help you understand where they are coming from and help you better frame the conversation so that it addresses the primary concerns directly.

Be attentive

During a difficult conversation, it is vital that leaders remain present and actively listen while the team member is speaking – remember, this is about understanding where another person is coming from so that you can better address concerns and work towards a resolution together.

If we are thinking about what we want to say next or interrupt before they can express themselves, we are telling them in simple terms that we do not hear them. Through active listening, we can guide the conversation by asking probing questions like “Where do your challenges lie” or “Tell me more about that” to understand their perspective truly.

By remaining present, you may learn something about them that you didn’t know or see the situation from a different angle. If they see that you’re switched on and engaged with them, they’re more likely to do the same for you.

Determine what will happen next

Regardless of how the conversation went, leaders should always send a follow-up email summarizing the discussion and listing any action items for agreed-upon next steps.

Reiterating what was discussed while it’s still fresh in your and the employee’s mind provides the following:

Documentation of what was said and a reference point that can be revisited in future
Confirmation that both parties were heard – if the summary is sent and the employee sees something that doesn’t align with their takeaways, they have the opportunity for clarification.
Guideline for expected outcomes

Don’t limit your conversations to corrective ones

Emotionally intelligent leaders use their EQ to stay in tune with their employees’ feelings and needs. They understand what motivates them and how they can be most productive. The more you talk to your team, the better you’ll know what they need to succeed.

With an established rapport, leaders can identify areas of struggle before they become performance issues. In addition, when delivering corrective feedback, a positive connection between leader and employee will likely guide feedback to be more positively received.

Why Master Difficult Conversations?

Leaders have to have difficult conversations from time to time, but successful leaders make them a priority. Difficult conversations are never easy, but they’re necessary given the complex environments leaders are immersed in.

Being effective at having difficult conversations isn’t learned overnight. Still, difficult conversation skills can be leveraged by creating a balance of power where both parties feel represented.

Outstanding leadership is all about communication; the better leaders can communicate with their team, the stronger the team will be.

To explore your leadership style further and empower yourself as a leader, check out our Whole Person Leadership Cohort.

Stay Curious!