In this episode of The Transformative Leader Podcast, I’m excited to bring you a discussion with high-performance executive coach, best-selling author, and developer of “Cards Against Mundanity,“ Jason Treu. Jason helps companies develop strong internal relationships to establish a culture where people enjoy showing up to work, consequently increasing productivity and driving revenue. In his work, he recognizes the essential role that interpersonal skills and self-awareness play in successfully leading high performance organizations. A leading expert on human behavior, leadership, influence, and networking, Jason understands that the only way to create HPOs is by creating high-performing cultures, and the only way to do that is by helping leaders uncover their blind spots and replace them with extraordinary habits and skill sets that create success and fulfillment for the whole team. This was a really great conversation with a passionate guest, and listeners really can’t afford to miss this episode!
If you have ever taken on a substantive change or major transformation, you know that such pursuits always almost always invite some resistance and hesitation. If the initiative has been tried and failed before, you have even a bigger challenge on your hand. You might hear the initiative being referred to as another “program of the month,” or be told by someone in the organization that they have “tried that before and it didn’t work.” Needless to say, convincing naysayers to become enthusiastic advocates for change in situations like this can seem like an insurmountable challenge. But there are some things you can do that can help, and I’d like to suggest a few in this post.
If you have ever had someone on your team whose performance is just not up to acceptable standards, you know that it creates a drain not only in the form of the results they fail to produce but in several other less quantifiable ways. The energy and effort that it takes to try to figure out what it takes to have them turn their performance around, their negative impact on morale as others perceive them as not pulling their weight, and the organizational waste that is created by all the conversations around the issue do far more lasting damage than whatever tangible gaps exist in the individual’s results. In fact, it would be more accurate to say that their poor results are a secondary symptom of the problem, while the primary problem itself is all the cultural and interpersonal issues that precipitate their lack of performance.
Whether you are a leader with formal authority and a title, or someone who aspires to expand your influence to make a greater difference in your results or the lives of others, you’d be wise to examine your behavior and habits and be intentional about making the adjustments you need to make on the front end to be more effective. As I reflected on the many times I have guided leaders in the process of identifying the mindsets and behaviors they should own up to in themselves, I decided to publish these tips that we can all use to transform the impact we have on others.
Every crisis situation represents a priceless opportunity for leaders to serve and lead in a way that builds trust. When things go wrong and people expect the worst in us to come out, we can seize the moment to practice impeccable communication, demonstrate our emotional intelligence, and take actions that show people that we are willing to practice what we preach, even when the going gets tough. Let me give you a real world example of how would look, based on an experience I recently had in my travels.