During one of my CEO Peer Group workshops over the past few weeks, I ran into a CEO (let's call him Peter) who told me that the pandemic that forced people to work from home was causing countless businesses of their B players liberated. I asked, "What do you mean by that?"
Peter replied, "The B players left during this crisis to become A players or reacted badly, only to reveal themselves as C players." In his mind, the crisis helped him identify the A team that will lead his company in the future. Assuming Peter's assessment is correct and that he is removing the C players from his company, how will he intend to lead his new A-Team and inspire them in the future?
This question can be answered by looking at two previous articles I wrote. for CEOWORLD: When in Doubt, Do the Opposite and How Accountability Peer Innovation Can Serve Your Company . Here's a summary of what these articles will tell you about what Peter might consider doing.
When in Doubt, Do the Opposite speaks of a leader's natural tendency to take control, believing that there are more accountability measures the more control you have over day-to-day performance, especially in a remote work environment. We know this is a false construction. The reality is, the more control you try to exercise, the less likely your team will reach its potential. We falsely participate in the control construct because we believe that information is power, when sometimes it is just information. Of course, no one has any idea how much productivity is lost, because it is invisible (at least in the short term). No one measures lost productivity based on the time it takes to absorb increased reporting, nor the amount of energy consumed by human activities when employees feel they cannot be trusted.
Imagine Peter tells his new A-Team that they did. to be responsible for even more metrics more often – or whether dashboard meetings take place twice a week instead of once a week. In addition to having to spend more time preparing and reporting and less time producing (or just working more hours), chances are you're sending them a message you don't trust – A-Team or not.
Soon the A-Team starts to feel like the C-Team, especially since you treat them that way. You on one side of the table (or Zoomcall), with them on the other, with employees defending more often and more intensely than during the height of the crisis. It doesn't have to be. Am I suggesting that accountability is unnecessary? Of course not. It's crucial. But harnessing accountability as a force for good is all in how you structure it.
How Accountability Peer Innovation Can Serve Your Company implicitly asks the question: What would happen if your employees felt that everyone was the team leader, were all on the same team? Collaborate. Win and lose together. A team whose members accept the personal responsibility of bringing their A-games to the outputs responsible for producing the high results that everyone wants for themselves, the team and the company. And have a CEO / team leader who is publicly accountable to the team rather than someone who judges others.
Doing this requires a shift in leadership mindset. Too many CEOs consider themselves separate from the team, not part of it. This is a mistake made by CEO & # 39; s, leaders and coaches. They see themselves as separate from the team, mainly because this is the only model they know and a dynamic they believe is necessary because of their role as a leader. Time and again, this has turned out to be another false assumption that yields the opposite of the intended result, leading us back to the advice of the first article.
Takeaways: As an avid golfer, I've seen countless players pay $ 500 for a new driver, only to hold him with a deadly grip that prevents technological advancements from being of much use. A CEO who wants to show the same "control mindset" to people will fare no better. That said, do the opposite. It would be best if you became one with the driver to unleash your true potential. Use this time of adversity as an opportunity to hit the reset button of your accountability culture where you are all on the same side – where no one is playing defense and where you can make your A players feel like you are the A team doing that. are they.
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