Today I’m writing to share an opportunity through our strategic partner, Wisdom Works, to become certified in the Be Well Lead Well Pulse®. This strategic framework and pioneering assessment system addressing how leaders make thriving a game-changer in teams and organizations, starting with themselves. The Be Well Lead Well Pulse® is the first-ever assessment to look holistically at 19 science-backed factors linked to human thriving and resilience. Leaders, teams and organizations who use it gain personalized insights about thriving in a feedback report, along with strategies for cultivating fulfillment, leadership effectiveness and a culture of flourishing at work. Given the disengagement and stress rampant in our world today, we see Be Well Lead Well Pulse® as part of the much-needed antidote.
Well Lead Well Pulse® was developed by Renee Moorefield, PhD
and her husband David
Moorefield, PhD. Recognized as a global
thought leader in wellbeing leadership, Renee has coached thousands of executives and
teams to operate from an inspired purpose and vision, wellbeing and
internal balance, plus the leadership capabilities required evolve and uplift
workplaces, families and communities, and our planet. Nike, Hyatt, The
Coca-Cola Company, Sainsbury, Cox Automotive, Merck & Company, Booz Allen
Hamilton, Centura Health, and Western Union are among her list of
The program being offered in Atlanta on April
22-24, certifies leaders, executive coaches,
strategists, trainers and other human development and wellness practitioners to
administer Be Well Lead Well Pulse®, framework and assessment. The Be Well Lead Well Pulse® program
is accredited through the International Coach Federation for Continuing Coach
Education (CCE). Practitioners who complete the certification program in its
entirety receive 21.75 CCE units (11 in Core Competencies and 10.75 in Resource
This Atlanta-based certification program will be hosted by one of Wisdom
Works’ client partners, Cox Automotive. You’ll find details about the
certification program here, along with registration information here (with an early
bird discount of 10% for those people who register by February 1st.) Should you decide to register, please let them
know I sent you!
Giving back is an integral part of the Be Well Lead Well®
engine. As such, 1% of the gross revenues from the Be Well Lead Well®
brand will be committed to Capital Sisters, a unique nonprofit supporting
microloans exclusively to enterprising women in developing nations who are
denied access to traditional financial services.
I will be there and hope you will join us. Would you be interested in participating in
this certification, and possibly, spread this opportunity to others?
Wishing you the very best in your own journey to be well and lead well!
A well-defined Strategic Plan sets you on a focused course to demonstrate and increase value. An effective strategic planning process results in a thorough understanding of the organization, the value it brings to the constituents it serves and what leaders most need to focus on.
Does your Strategic Planning Process have all these factors?
1. Utilizes your organization’s Vision, Mission and Values as its foundation.
Doing so helps you to stay true to what’s most important for your organization today and into the future. This may require reviewing, revising or even establishing your organization’s Vision, Mission or Values.
2. Provides focused direction while also being nimble.
Your Strategic Plan must be focused on what’s most important in order to align resources and avoid distraction from the noise. At the same time, you must keep your finger on the pulse and remain nimble enough to shift course if needed.
3. Articulates a strong value proposition.
A value proposition is simply what your organization does better or differently than others and how you will grow and measure this value. What makes you unique? Why should customers come to you? Going through this activity can wake up leaders to the need to up their game or just to be able to get the word out.
4. Ensures alignment of all leaders.
Do you really know what your leaders think are the most important goals or are they giving you lip service in meetings while working on their own side projects? Find out where there is agreement or disagreement early on before friction slows or stops your progress.
5. Has the confidence of leaders and teams.
Understand early on where your leaders have little faith that a particular initiative will succeed. Have them talk to their teams and really listen to the views of those closest to the work. Avoid the desire to simply quiet the naysayers or they may arise later in destructive ways. Raise concerns and address them. They may help you to mitigate risk or identify what needs to be in your change leadership strategy. (Yes, you need one of these.)
6. Builds on leadership and organizational strengths and fills the gaps.
There are instruments that can help you easily assess where your leadership team capabilities match the type of work that needs to be done in your strategic priorities. Find out where the strengths are and where you can stretch people. Rather than force-fitting leaders into roles where they will fail, figure out alternative ways to fill the gaps. Perhaps a next level leader can step up and have a development opportunity. You may need to hire for specific roles such as leading the Data and Analytics initiatives. Or you may need short-term external support or expertise to get started.
7. Teaches you throughout the process.
A strong strategic planning process builds the experience, knowledge and capabilities of the leadership team and Board as they participate in the process. Every strategic planning process I facilitate serves as a learning experience for the leaders of the organization. They face tough questions, question the status quo, interview their clients and engage their people. They end up with a strong Strategic Plan and stronger leaders.
8. Provides positive results while still in the planning process.
A well-designed planning process includes interviewing key customers and influencers to learn about their needs, views of your organization and what’s happening in the external environment. Engaging your people influences your culture, brings you new ideas and starts to bring them on board for change. Leaders will often take action to strengthen a customer relationship, solve a problem or shift people while the plan is still being inked.
9. Is reinforced and achieved through your culture.
Your new strategy may require significant change in your culture. Does it call for greater service, innovation, quality or collaboration? Aligning your culture will be one of the biggest challenges you will have in achieving your strategy. LET ME REPEAT THAT. Aligning your culture will be one of the biggest challenges you will have in achieving your strategy. Assess your cultural strengths early on and include strategies to shift and align your culture in your Strategic Plan and your Implementation plans.
Too often, the onboarding process in many organizations emphasizes learning the functional areas of one’s new role to learn processes and protocols. We advise executives to consider the onboarding period to be the first 6-12 months, not a mere 90 days. While intensity will decrease as time goes on, increasing the timeline allows for additional learning and relationship building.
Since leaders get their work done primarily through the efforts of others, we encourage prioritizing building relationships with their teams early on. An “assimilation session” can be a great way to kick this off. This typically occurs as a facilitated session with the team and the new leader ranging from several hours to a full day. To be most impactful, dialogue and relationship-building needs to continue in different ways.
A successful leadership assimilation session should include:
The session should be facilitated by someone other than the new leader or the leader’s boss. It could be an external resource (coach or consultant) or a trusted internal resource (e.g. HR). In either case, beyond experience, the facilitator should be someone who can encourage the leader and the team to be open and engaged without fear of retribution.
Preparing the Leader and the Team:
Asking the new leader to consider questions in advance will help create a thoughtful conversation. The team should also have some advanced notice of what will occur, areas they may want to discuss and the purpose for the session. Assessments or a survey, if applicable, may also need to be distributed prior to the session.
Team and Individual Assessments:
Using workplace style assessments such as Predictive Index tools will reveal a great deal about the behavioral preferences and motivating needs of the leader and each team member. They can also show what the collective team profile looks like. Do you have a group of mavericks or a team of analyzers? Where are the strengths and gaps? One software company I worked with had a highly extroverted CEO with strengths in sales and marketing who was leading a group of highly analytical introverts. Building awareness and respect for the gifts each person brings to the party helped to foster trust and agreement on how to best work together.
Set the Guidelines:
The facilitator should let everyone know what the process is and that each person is expected to contribute to the conversation. Encouraging open dialogue and questions requires agreeing on some boundaries such as respecting different opinions and keeping individual comments confidential.
The New Leader Opens:
Sharing information about what brought the leader to this role, how to describe their management style and preferred communication modes can be useful as well as revealing something personal to demonstrate vulnerability and personality. The team will also want to understand the leader’s expectations, priorities and anticipated challenges. Some of this can be shared during opening remarks, while the remainder can be covered throughout the session.
Team Discussion without the Leader Present:
After some opening remarks and establishing guidelines, the new leader leaves the room while the facilitator poses questions to the team. Larger teams may split off into small groups to ensure all have a chance to participate. The team will indicate what they want to know about the new leader, what concerns they might have, recommendations to share, and expectations they have of their new boss. They will also share anything about their history, values, culture, group norms or challenges they feel important for the new leader to know. All are encouraged to participate and assured that the information will be presented to the new leader without attribution to any particular person.
Debriefing with the New Leader:
The facilitator brings the aggregated team input back to the new leader in a private session to give the leader a chance to reflect on the comments and provide a response where appropriate.
Having the New Leader Respond:
Next the new leader and team come together and the facilitator reviews the key points or questions posed by the team for the leader to respond to or ask clarifying questions. Often this dialogue raises a variety of ideas, commitments or next steps for the team and leader to take forward or explore further.
Discussing What Comes Next:
While an assimilation session can serve as a great kickoff for open dialogue, ongoing efforts are needed to ensure the clarity, trust and commitment needed for positive team performance. Having a combination of team and individual sessions helps to build relationships, understand job roles and expectations and each person’s unique working style and motivating needs.
Agree on Expectations and Goals:
The outcome will be having agreement for mutual expectations, how the team will work together with their new leader and what the goals are for the upcoming period (3-6-9-12 months). Establishing ongoing mechanisms for communication, reporting on progress and holding one another accountable will help the leader and the team keep the momentum going.
Successfully onboarding a new leader is a process, not a discreet event. Including team assimilation efforts will allow the leader to tap into the team to get up to speed faster, assess the available talent strengths and gaps and make a collective impact while avoiding landmines.
Contact us for further ideas on successfully onboarding your new managers and leaders whether they be internal promotions or hired from the outside.
Mergers, acquisitions, re-engineering, restructuring, new leaders, new strategies, systems upgrades, process improvements, staff reductions. The one thing all these events have in common is a need to have a strategy for leading and sustaining change. Change doesn’t happen because a group of leaders came up with a brilliant idea or because the charismatic CEO gave a visionary presentation at the Town Hall Meeting. Here are ten key lessons to incorporate in your change strategy:
“60-75 percent of all restructuring failed — not because of strategy, but because of the “human dimension.”
Michael Hammer, author of Reengineering the Corporation
Lesson 1 – Understand the importance of people in every change initiative.
It doesn’t matter how successful the acquiring organization is, or how great the strategy – you need people to execute the strategy and to achieve success. People must trust leadership, share the organization’s vision, and be included in planning in order buy into the change. Since every person is wired differently, the approaches to engage them must also vary. Organizations that use assessments to understand each individual’s preferred work behaviors and motivating needs can leverage this data to figure out who might jump on board as a catalyst for change and who might need more data, time to reflect or an emotional connection in order to get on the bus.
Transformation is a mental, physical and emotional process; not an
Large-scale change has a tremendous emotional
impact on all involved. Transformation
is not the same as incremental change.
It redefines what we do, how we do it and who we are as an
organization. It’s often unpredictable,
fast-paced, and sometimes defies logic.
What worked in the past may not in the future. Do not underestimate the depth and variety of
emotions that people will have, and how this impacts the success of the
transition as well as the impact on the culture. Handled correctly, people can
be helped through the change process, which may start with denial and negative
emotions and gradually move through acceptance to commitment. Leaders must encourage people to move from
one stage to the next – or risk losing talent and the success of the
Leverage the talent and potential of people.
to people what they should do differently usually prompts resistance. Involving people in creating the future of
their organization – their future – tends to evoke a spirit of cooperation and
contribution. People want opportunities
to use their gifts and talents, their creativity and their ideas. Within all people and organizations there is a
positive core – a source of positive potential that is brought to life when
recognized and stirred up. Demonstrate confidence in and commitment to
employees. Turn the traditional hierarchy around; have employees tell
management what they believe excellence looks like. Involving others and
building on the strengths of people liberates the energy, enthusiasm and
engagement throughout the organization.
Provide a forum for all to engage in designing the future.
Lesson 4: Do
an Impact Analysis: How will the change
affect each stakeholder?
Not everyone deals with change in the same way or
at the same pace. Consider all
stakeholders, the impact on each and how to deal with it. Some people are more resilient and adaptable. Find these “change agents” early on and
leverage them to help others get on board.
People who are resilient and adaptable are more satisfied at work since
they have accepted the fact that the world will change. Those who not only accept change, but are
energized by it, can be assets. These individuals generally possess qualities
such as self-confidence, coping skills, optimism, innovation, and
Communication comes from all directions and channels.
Formal communication is only a small part of the
messages received by people. Actions
speak louder than words. People will
draw conclusions based on changes in the organizational structure or processes,
actions of leaders, decisions that are being made, and behavior that is being
rewarded. The communication strategy
must be aligned with the actions of leaders and the structures and systems in
place. What people hear and what they
see will speak volumes more than the formal messages.
Lesson 6: Be
truthful and candid in communicating with others.
People will know if they are being fed information
that has been “sugar-coated” or is veiled in corporate-speak. Even if the intent is to protect others,
being less than honest will destroy trust. People today want and deserve open
and honest communication. While some people won’t be happy with the message,
you face a greater risk by being less than honest. Be up front and proactive in sharing
information about challenges, risks, mistakes, failures, opportunities and what
you don’t know yet.
Help people to understand the rationale for change.
People need to understand the reason for the change
and what the organization is trying to accomplish. Share the strategy and spell out their role
in achieving the goals of the change initiative. Educate others by providing information about
the business environment – economic, competitive, demographic and technological
factors as well as industry trends and the financial realities of the
business. This is also true on a
departmental level – explain why systems and processed need to change or why
locations are being consolidated or job descriptions are changing. And, once again, remember to involve people
in the change.
Show the link between individual efforts and the goal.
One of the most effective methods to engage people
is to show how their individual efforts and achievements help the organization
to be successful and meet its goals.
People should be involved in setting their own goals in a way that links
to those of the department and the organization. They may come up with ideas that add value to
those that might be developed by their managers alone.
Include others as much as you can – and value their input.
People feel a loss of control during change. They can also feel unimportant and
disrespected if they are not included in the change. Remember that those closest to the work and
the customers know things that management often doesn’t. Plus, including others helps them to own the changes
that will take place. If it’s their
idea, they are more likely to get on board and encourage others to do the
same. If most of the ideas come from
management or the acquiring organization, resistance will surely rear its ugly
head – even if the ideas are good ones.
Negotiate a new “compact” with employees.
Just as in any relationship, people need to
understand what is expected of them and what they can expect in exchange. The interests of both sides need to be
considered; the relationship must be built on mutual trust and respect. All parties have a responsibility toward the
success of the business, as well as a right to share in the rewards of that
success. Employees expect to be treated fairly and respectfully, compensated
appropriately and to have opportunities to develop and have meaningful,
challenging work. The organization
expects employees to be committed, to treat their customers well, to meet their
goals and to be professional in dealing with others. The best relationships come when both sides
are working toward mutual benefit and areas that are valued by all.