Are you a manager or a leader, and are you getting the best out of your team?
Justin Tamsett explores the fascinating topic of employee management and motivation
When you Google ‘managing staff’, over 290,000,000 options pop up. Head to YouTube and there are 120,000 videos you can watch. The end result is information overload.
How you manage your team is your unique skill. It’s what your team will love and respect about you. And there isn’t a wrong way to do it – just different and perhaps enhanced ways. This article offers suggestions that you can morph into your own personality, allowing you to become the unique leader – not just a manager – of your team.
Management versus leadership Regardless of your experience, when working with a team you will get better performance from leading them rather than managing them. But what exactly is the difference?
Managers have a tendency to tell their team what to do, and perhaps even when to do it, while a leader works with the team to design a plan. A manager might jump in and take over because that’s the easier option, while a leader will coach his troops to do the task. A manager will get frustrated or angry at mistakes; a leader accepts mistakes on the journey to peak performance.
In his book Leaders Eat Last, Simon Sinek explains that, in the US Marine Corp, the first people to eat at chow time are the lowest ranked. What’s symbolic in the chow hall is deadly serious on the battlefield: great leaders sacrifice their own comfort – even their own survival – for the good of those in their care.
This principle has been true since the earliest tribes of hunters and gatherers. It’s not a management theory – it’s biology. Our brains and bodies evolved to help us find food, shelter, mates and especially safety. We’ve always lived in a dangerous world, facing predators and enemies at every turn. We thrived only when we felt safe among our group.
Our biology hasn’t changed in 50,000 years, but our environment has. Today’s workplaces tend to be full of cynicism, paranoia and self-interest – the modern-world dangers. The best organisations foster trust and co-operation because their leaders build what Sinek calls a ‘circle of safety’ that separates the security inside the team from the challenges outside. The circle of safety leads to stable, adaptive, confident teams, where everyone feels they belong and all energies are devoted to facing the common enemy and seizing big opportunities.
As the leader of your team, your challenge is to build your own circle of safety by developing deep trust.
Building a team In his book, Five Dysfunctions of a Team, Patrick Lencioni outlines – not surprisingly given the title – the five dysfunctions of any team (see Figure 1).
Similar to Sinek, Lencioni believes the most important way to build a team and drive maximum performance from them is to develop trust. Once trust is there, it’s possible to have open and honest discussions – around performance, for example – without your team fearing such ‘conflict’. They know these are constructive conversations that have no hidden agenda and thus shouldn’t be taken personally.
To help build trust among your team, you might consider introducing the concept of ‘rankings’ into team meetings. Have your team rank their work life, family life and personal life out of 10 and explain why they gave these scores. This will help each team member learn more about the others, and perhaps even understand what makes them tick.
Other tools include ‘Share Your Strength’, whereby team members share with the group, in two or three minutes, what they think their strengths are. You then go around the room and have each member of the team tell that same person what they think their strengths are.
Then there’s ‘Speed Dating’ – dividing your teams into two groups, with one group staying still while the other group moves on one place each time the bell rings. Propose one question for them to answer at each ‘date’. Questions may be work-orientated, scenario-based or personal. No more than 60 seconds on each date and go through the whole group.
Each team meeting should begin with this sort of trust-building exercise. The key is to be consistent with the exercises happening at every meeting. Trust needs to be part of your organisation’s DNA.
Meetings create momentum Many teams criticise their managers for a lack of communication, so the easy solution is to create a meeting schedule to ensure there’s transparent communication, as well as opportunities for feedback and time for learning.
A suggested meeting schedule might include daily meetings. These must be short – perhaps a stand-up, five-minute daily huddle (two may be needed depending on shifts) – and they should adopt the same structure every day. It’s an agenda that’s actually just three items long:
- What’s up: Each attendee shares ‘what’s up’ for the next 24 hours. This lets people immediately sense conflicts, crossed agendas and missed opportunities. The key is for everyone to highlight specifics without simply reading out a ‘to do’ list.
- Daily measures: Next, review whatever daily measurements your company uses to track its progress, highlighting any unusual trends.
- Where are you stuck: You’re looking for bottlenecks. There’s something powerful in having your team members verbalise – for the whole group to hear – their fear, their struggle, their concern. It’s the first step to solving the problem, so scrutinise the person who reports “everything is fine!” or “no stucks today”.
In addition to these, weekly meetings should be focused on issues and strategy gathering, based on successful daily huddles.
The structure is simple: - Five minutes – good news stories (personal or professional) from everyone, and fun in nature. - 10 minutes – what are the numbers for the business in that week? Try to focus on three numbers that offer business insights. - 10 minutes – look at feedback from team members and gym members. What issues constantly pop up or what are people hearing? - 30 minutes – focus on just one large priority that needs to be worked on. This may not solve the priority, but will be something you chip away at.
Finally, the two-hour monthly meeting is all about learning – about you passing the culture or the DNA of the organisation to your team. You should review the income of the month, look at what is and isn’t working operationally, and develop your team through learning.
This type of schedule will create rhythm and certainty in your team – the foundation for building trust. Ultimately, if you care about your team and show your own vulnerability, they’ll trust you. When that trust is real, your team will engage and you can lead them. You may never need to manage them again.
Selecting the right team Do you know what you’re looking for in a new team member? Generally, a manager’s response will be “sure do”, followed by rattling off a list of skills they believe the person will require for the job role.
A leader will think differently. A leader won’t worry about the skills – these can be taught. A leader will be more interested in the potential recruit’s attitude, core values and what drives them. If these exactly match the values and drivers of the organisation – similar values will not suffice – then even under pressure, the bond will be strong and the applicant will be a great fit. Even if sales are down and extra effort is needed, or a class covered, or improved data entry accuracy is required, your team will all have the same values and reason to be with the company, and no challenge will be too great.
To improve your staff selection process, you must ensure you do three things. Firstly, ask your applicant for examples where, in previous employment, they have demonstrated the core values you have in your organisation.
Secondly, ask scenario-based questions during the interview – for example, “what would you do if……” – where the scenario is values-orientated. Finally, take the applicant out of the formal interview setting, as this allows you to see the real person. Consider conducting a workout interview, a lunch interview in a café or an interview over a game of golf.
Your challenge as the employer is to see the real person applying for the role, not the person who has ‘dressed’ for the role. This is a challenge for any leader, but will yield great staff selection results – and, in turn, business performance.
Personalised incentives and intrinsic motivation There’s no question that an incentive programme will engage your team: there’s plenty of research to substantiate this. Most importantly for a deep, longer-lasting engagement, the incentive must be what they want.
When a new team member starts working with you, have them complete a questionnaire where you ask personal questions about their likes, dislikes and so on. This will enable small but powerful rewards at low cost. Personalise the incentive scheme and your team will engage with the goal, be focused and achieve. In his book Drive, Daniel Pink shows a mismatch between what science has proven and what happens in business. He says an ‘if-then’ incentive scheme – “if you achieve x, you’ll receive y” – will work when there are simple rules and clear goals, but that this is often not the case in business.
But commissions are in any case not the be-all and end-all to driving your team. When you take money off the table – meaning they can’t stress about it – just watch their performance soar. Indeed, in his book Predictably Irrational, Dan Ariely found that if a task required “rudimentary cognitive skill” a larger reward “led to poorer performance”.
People actually like to do things because they matter, because they’re interesting and because it makes the individual part of something bigger. To help your team develop and perform, you must therefore appeal to their intrinsic motivation.
Pink highlights three key areas on which to focus: autonomy, urging team members to direct their own lives; mastery, helping them get better and better at something that matters; and purpose, doing what they do to help something larger than themselves.
Want to learn more?
Books we recommend: Drive by Daniel Pink Mastering The Rockefeller Habits by Verne Harnish Predictably Irrational by Dan Ariely Start with Why by Simon Sinek Leaders Eat Last by Simon Sinek Five Dysfunctions of a Team by Patrick Lencioni
Justin Tamsett is founder and MD of Active Management, a business consulting company with a goal to reduce healthcare costs across the planet by enhancing businesses. He’s a thought leader and speaker who aims to share practical ideas that can be implemented immediately, with hundreds of clubs receiving monthly education as members of Active Management. Email: [email protected] Web: www.Activemgmt.com.au Facebook: www.Facebook.com/ActiveManagement Twitter: @JTActivemgmt
Are you a manager or a leader, and are you getting the best out of your team?
Justin Tamsett explores the fascinating topic of employee management and motivation
When you Google ‘managing staff’, over 290,000,000 options pop up. Head to YouTube and there are 120,000 videos you can watch. The end result is information overload.
How you manage your team is your unique skill. It’s what your team will love and respect about you. And there isn’t a wrong way to do it – just different and perhaps enhanced ways. This article offers suggestions that you can morph into your own personality, allowing you to become the unique leader – not just a manager – of your team.
Management versus leadership Regardless of your experience, when working with a team you will get better performance from leading them rather than managing them. But what exactly is the difference?
Managers have a tendency to tell their team what to do, and perhaps even when to do it, while a leader works with the team to design a plan. A manager might jump in and take over because that’s the easier option, while a leader will coach his troops to do the task. A manager will get frustrated or angry at mistakes; a leader accepts mistakes on the journey to peak performance.
In his book Leaders Eat Last, Simon Sinek explains that, in the US Marine Corp, the first people to eat at chow time are the lowest ranked. What’s symbolic in the chow hall is deadly serious on the battlefield: great leaders sacrifice their own comfort – even their own survival – for the good of those in their care.
This principle has been true since the earliest tribes of hunters and gatherers. It’s not a management theory – it’s biology. Our brains and bodies evolved to help us find food, shelter, mates and especially safety. We’ve always lived in a dangerous world, facing predators and enemies at every turn. We thrived only when we felt safe among our group.
Our biology hasn’t changed in 50,000 years, but our environment has. Today’s workplaces tend to be full of cynicism, paranoia and self-interest – the modern-world dangers. The best organisations foster trust and co-operation because their leaders build what Sinek calls a ‘circle of safety’ that separates the security inside the team from the challenges outside. The circle of safety leads to stable, adaptive, confident teams, where everyone feels they belong and all energies are devoted to facing the common enemy and seizing big opportunities.
As the leader of your team, your challenge is to build your own circle of safety by developing deep trust.
Building a team In his book, Five Dysfunctions of a Team, Patrick Lencioni outlines – not surprisingly given the title – the five dysfunctions of any team (see Figure 1).
Similar to Sinek, Lencioni believes the most important way to build a team and drive maximum performance from them is to develop trust. Once trust is there, it’s possible to have open and honest discussions – around performance, for example – without your team fearing such ‘conflict’. They know these are constructive conversations that have no hidden agenda and thus shouldn’t be taken personally.
To help build trust among your team, you might consider introducing the concept of ‘rankings’ into team meetings. Have your team rank their work life, family life and personal life out of 10 and explain why they gave these scores. This will help each team member learn more about the others, and perhaps even understand what makes them tick.
Other tools include ‘Share Your Strength’, whereby team members share with the group, in two or three minutes, what they think their strengths are. You then go around the room and have each member of the team tell that same person what they think their strengths are.
Then there’s ‘Speed Dating’ – dividing your teams into two groups, with one group staying still while the other group moves on one place each time the bell rings. Propose one question for them to answer at each ‘date’. Questions may be work-orientated, scenario-based or personal. No more than 60 seconds on each date and go through the whole group.
Each team meeting should begin with this sort of trust-building exercise. The key is to be consistent with the exercises happening at every meeting. Trust needs to be part of your organisation’s DNA.
Meetings create momentum Many teams criticise their managers for a lack of communication, so the easy solution is to create a meeting schedule to ensure there’s transparent communication, as well as opportunities for feedback and time for learning.
A suggested meeting schedule might include daily meetings. These must be short – perhaps a stand-up, five-minute daily huddle (two may be needed depending on shifts) – and they should adopt the same structure every day. It’s an agenda that’s actually just three items long:
- What’s up: Each attendee shares ‘what’s up’ for the next 24 hours. This lets people immediately sense conflicts, crossed agendas and missed opportunities. The key is for everyone to highlight specifics without simply reading out a ‘to do’ list.
- Daily measures: Next, review whatever daily measurements your company uses to track its progress, highlighting any unusual trends.
- Where are you stuck: You’re looking for bottlenecks. There’s something powerful in having your team members verbalise – for the whole group to hear – their fear, their struggle, their concern. It’s the first step to solving the problem, so scrutinise the person who reports “everything is fine!” or “no stucks today”.
In addition to these, weekly meetings should be focused on issues and strategy gathering, based on successful daily huddles.
The structure is simple: - Five minutes – good news stories (personal or professional) from everyone, and fun in nature. - 10 minutes – what are the numbers for the business in that week? Try to focus on three numbers that offer business insights. - 10 minutes – look at feedback from team members and gym members. What issues constantly pop up or what are people hearing? - 30 minutes – focus on just one large priority that needs to be worked on. This may not solve the priority, but will be something you chip away at.
Finally, the two-hour monthly meeting is all about learning – about you passing the culture or the DNA of the organisation to your team. You should review the income of the month, look at what is and isn’t working operationally, and develop your team through learning.
This type of schedule will create rhythm and certainty in your team – the foundation for building trust. Ultimately, if you care about your team and show your own vulnerability, they’ll trust you. When that trust is real, your team will engage and you can lead them. You may never need to manage them again.
Selecting the right team Do you know what you’re looking for in a new team member? Generally, a manager’s response will be “sure do”, followed by rattling off a list of skills they believe the person will require for the job role.
A leader will think differently. A leader won’t worry about the skills – these can be taught. A leader will be more interested in the potential recruit’s attitude, core values and what drives them. If these exactly match the values and drivers of the organisation – similar values will not suffice – then even under pressure, the bond will be strong and the applicant will be a great fit. Even if sales are down and extra effort is needed, or a class covered, or improved data entry accuracy is required, your team will all have the same values and reason to be with the company, and no challenge will be too great.
To improve your staff selection process, you must ensure you do three things. Firstly, ask your applicant for examples where, in previous employment, they have demonstrated the core values you have in your organisation.
Secondly, ask scenario-based questions during the interview – for example, “what would you do if……” – where the scenario is values-orientated. Finally, take the applicant out of the formal interview setting, as this allows you to see the real person. Consider conducting a workout interview, a lunch interview in a café or an interview over a game of golf.
Your challenge as the employer is to see the real person applying for the role, not the person who has ‘dressed’ for the role. This is a challenge for any leader, but will yield great staff selection results – and, in turn, business performance.
Personalised incentives and intrinsic motivation There’s no question that an incentive programme will engage your team: there’s plenty of research to substantiate this. Most importantly for a deep, longer-lasting engagement, the incentive must be what they want.
When a new team member starts working with you, have them complete a questionnaire where you ask personal questions about their likes, dislikes and so on. This will enable small but powerful rewards at low cost. Personalise the incentive scheme and your team will engage with the goal, be focused and achieve. In his book Drive, Daniel Pink shows a mismatch between what science has proven and what happens in business. He says an ‘if-then’ incentive scheme – “if you achieve x, you’ll receive y” – will work when there are simple rules and clear goals, but that this is often not the case in business.
But commissions are in any case not the be-all and end-all to driving your team. When you take money off the table – meaning they can’t stress about it – just watch their performance soar. Indeed, in his book Predictably Irrational, Dan Ariely found that if a task required “rudimentary cognitive skill” a larger reward “led to poorer performance”.
People actually like to do things because they matter, because they’re interesting and because it makes the individual part of something bigger. To help your team develop and perform, you must therefore appeal to their intrinsic motivation.
Pink highlights three key areas on which to focus: autonomy, urging team members to direct their own lives; mastery, helping them get better and better at something that matters; and purpose, doing what they do to help something larger than themselves.
Want to learn more?
Books we recommend: Drive by Daniel Pink Mastering The Rockefeller Habits by Verne Harnish Predictably Irrational by Dan Ariely Start with Why by Simon Sinek Leaders Eat Last by Simon Sinek Five Dysfunctions of a Team by Patrick Lencioni
Justin Tamsett is founder and MD of Active Management, a business consulting company with a goal to reduce healthcare costs across the planet by enhancing businesses. He’s a thought leader and speaker who aims to share practical ideas that can be implemented immediately, with hundreds of clubs receiving monthly education as members of Active Management. Email: [email protected] Web: www.Activemgmt.com.au Facebook: www.Facebook.com/ActiveManagement Twitter: @JTActivemgmt
Originally published in Health Club Management 2014 issue 7
