Crack The Behavior Code


How to Lead and Empower Your Team Through a Crisis

Season 3, Ep. 15
How to Lead and Empower Your Team Through a CrisisOur ability to navigate change is directly correlated to the meaning that we make about what happens to us.The power that we have is in choice. What meaning would you like to make?According to Harvard Business Review’s Management Tip Of The Day: A leader sets the emotional tone and the example both in good times and, perhaps more importantly, in bad.I agree.As a leader, how do you help your team deal with and move through a time of crisis? Before we go any further, let’s reframe the word crisis to change. That one step will help de-escalate the negative power of the word “crisis”.Here are fivetips to help people navigate change scenarios:1. Be Present. Let people express their emotions – make it safe for them to say what’s really going on for them. Their voice matters.2. Be Connected. State that you’re here for them, you’re in this together, you’ll move through it together, everyone belongs together.3. Explain Meaning Making. Once everyone understands the stories they make about their experiences, they can choose new ones.4. Choose A Positive Future. Talk about how everyone would like to feel once the grieving is over, the pain is lessened.5. Forge A Path Together. Then we’ll know how to get where we want to go.Our ability to navigate change is directly correlated to the meaning that we make about what happens to us. And the way that we make meaning is based on the stories that we tell ourselves about what happens to us. Now the meaning that we make will determine whether our experience is positive or negative, empowering or devastating.Example: Lots of things are changing, lots of short notice client requests and deadlines.Meaning making option #1: OMG! This is so stressful! I am emotionally exhausted by this, it’s all too much!Result of this meaning: missed deadlines, incomplete work, stress for self and those that have to deal with the missed deadlines or incomplete or low quality work, no fun for anyone and certainly no ease-grace-joy.Alternatively, Meaning making option #2: Yippee! Change means movement and growth and a chance to really shine and pace myself. I will show up fully to serve our awesome tribe. How great that I get to tap my awesome brain to become even more clear, find even more solutions as I focus on the outcomes I want to create.Result of this meaning: empowerment, choice of how to respond vs compulsively react, ease-grace-joy, support of self and others, shine my light, honor our company values, choose my reality.Whatever is happening outside or inside of us is still going to happen. The power that we have is in choice. What meaning would you like to make?Making “Good” MeaningWhat helps us to make positive and empowering meaning?In addition to our internal choice, external tools can come in handy. Check out the Four Factors of Sustainable SmartTribes.Let’s dive into each of the factors.BehaviorOur behavior depends primarily on beliefs and our sense of safety, belonging, and mattering plays a big part too. Behavior is also affected by whether we’re in our Critter State or our Smart State and governed by our beliefs, identity, resources and all of the other goodies on our Map of the world. It’s important to note the nature of behavior. More and more, we’re realizing that behavior is quite predictable. We need to constantly distinguish what is driving our behavior out of alignment and how to shift back into alignment.Leadership EffectivenessDesire is the first step towards leadership effectiveness. That fantastic intangible drive and passion for excellence, for being all that you can be is what makes a remarkable leader.There are fivefactors, that I call SmartTribe Accelerators, which will help you assess your leadership effectiveness when you interact with others. These help you channel your drive and passion toward results:1. Focus: The single most important practice in ensuring you are leading effectively is focus.2. Clarity: Being truly clear means we need to take the time to discover what we need, to articulate it clearly, and to be sure the other party understood our communication.3. Accountability: Accountability starts at the top, and this is where many companies struggle.4. Influence: Real influence is about empowering others.5. Sustainable Results: Sustainability is about creating win-win agreements with ourselves and others.Organizational EffectivenessFirst of all, if an organization is to be truly effective, it must at heart be a learning organization, a term that was coined by Peter Senge. A learning organization is a company that facilitates the ongoing education and development of its members and continuously transforms itself.A learning organization has five main features:1. Systems thinking: An understanding that all parts affect the whole and changes in any one part will likewise affect the whole. The best way to solve problems is to understand each problem in relation to the overall ecosystem and whole of the company.2. Personal mastery: The commitment by the individuals at the company to the process of ongoing learning and development.3. Mental models: Willingness to challenge internal theories, norms, behaviors, and values.4. Shared vision: A shared vision motivates the team to learn, as it creates a common identity that creates focus and energy for learning. The most successful visions build on the individual visions of the team members overall.5. Team learning: Teams that share their learning processes openly see the problem-solving capacity of the organization improve greatly. Open, communicative cultures will help ongoing dialogue and discussion grow faster.A SmartTribe can exist only in a flexible culture where learning and communication are consistent.Mission, VisionandValuesToo often we walk into a company and find wordy mission statements moldering on the wall.When themission, vision and values are stale, or notaligned, or not communicated in an enticing way, it not only does not activate the reward network, it activates the pain network. People feel a lack of belonging, they feel low social status in comparison with others who work for organizations that are alive and aligned, they may feel betrayed if there is a conflict between what they signed up for and what is happening or between a stated value and reality.Flat or misalignedmission, vision and valuesdon’t just fail to inspire. They hurt. This becomes extremely apparent when there is a crisis. If the individuals aren’t compelled and vested in the mission of the company, when a crisis occurs, they won’t feel compelled to push through.It’s essential that our team lives our company’s mission, vision, and values, which means leadership must model them and reinforce them constantly. If the behaviors of an organization’s leaders are not aligned with its values, you’ll often first see anger and resentment, and then apathy in team members.We find some people may not be able to become profoundly aligned with other people, but they can and will become profoundly aligned with a potent mission, vision, and values.Crises aren’t always inevitable. Leaders must empower our teams to push through each crisis and this empowerment is based on trust. If the team trusts you as their leader, have been provided the tools, and they trust themselves to push through, the crisis that may not have been avoidable won’t be crippling.How are you empowering your team to move through times of crisis?Show Notes:1.Harvard Business Review: Help Your Team Through Times of Crisis: Your Tribe graphic – How Humans Experience the World and Make Meaning3.SmartTribes graphic: Four Factors of Sustainable SmartTribes4.SmartTribes graphic: The Five SmartTribe Accelerators5.Peter Senge, Learning Organization Wikipedia: our SmartTribes Leadership Assessment

Resistance is Necessary for Optimal Organizations

Season 3, Ep. 14
Resistance is Necessary for Optimal OrganizationsYou may be familiar with the Chinese finger trap. It’s a toy that traps the victim’s fingers (often the index fingers) in both ends of a small cylinder woven from bamboo. The initial reaction of the victim is to pull their fingers outward, but this only tightens the trap.Resisting our experience has the same effect. We resist things, situations and people we perceive as hurtful, painful, or threatening to our safety, belonging, or mattering. Without these three key emotional experiences, we can’t shift to our Smart State and we can’t navigate our constantly changing landscape to reach self-actualization. Also, we are wired to resist what we believe will create a worse feeling for us.Resistance is the First Step Towards ChangeThe origin and etymology of resist (Late Middle English) is from the Latin resistere: re- (expressing opposition) + sistere (to stand). Aha! So resistance really means to stand in opposition. What are you taking a stand against?Let’s also take a look at the word reject, which is what we’re doing when we are resisting our Present State. The origin and etymology of reject (Late Middle English) is from the Latin verb rejacere: re- (meaning back) + jacere (to throw). Reject means to throw back or throw against. This stance isn’t just in opposition, it is opposing by attack. Yikes, this is even worse than resisting.Resistance isn’t necessarily bad. It’s often simply the first step of navigating change. The goal is to move forward rather than get stuck resisting. Resistance shows that someone is engaged to a degree, which is much better than being disengaged. Don’t be surprised if resistance turns to mockery, as some people express their upset that way. As leaders, it’s essential to move your team through this stage by asking what they are resisting.To help them identify what’s being resisted, ask them to contemplate what’s:Annoying about the particular change or initiativeDumb about the particular change or initiativeUnreasonable about the particular change or initiativeThen we address what we can, with the agreement that they’ll try the new initiative or plan. Ultimately, they’ll find some aspect of it to be useful. Over time this process will become habitual and eventually a new standard is established. Voilà! Enjoy the afterglow, until the next change comes along.Embrace Change and Gain EnergyThe trouble with resistance is that it takes a tremendous amount of energy in the form of pushing back and rejecting. When we direct energy toward what we don’t want, it actually helps draw it toward us. For example, the more you try to pull your fingers out of the Chinese finger trap, the tighter it becomes.You’ve likely heard the expression “what we resist persists.” Look at what you’ve resisted. Did they stick around in your life longer than you would’ve liked?Resistance merely stabilizes your Present State. Whatever we focus on, we fuel. When we resist the emotion, we make it stronger.Let’s consider the resistance vs consent path...Once we consent to resistance, we are ready to transform resistance.Show Notes:1.Image of Resistance vs Consent path2.Infographic: Safety, Belonging, Mattering3.SmartTribes graphic – Critter State, Smart State

Why Your Team Doesn't Care

Season 3, Ep. 13
Why Your Team Doesn’t Care: The 4 Ways You’re Crushing Your CultureAre your team members highly accountable?Do they have a “Thank God It’s Monday” attitude?Do they take tons of initiative?If not, you’ve likely gotCrushed Culture.It’s a disease. And it’s going to become an epidemic if we don’t do something about it. Evidence: three companies I used to love now haveCrushed Culture: Lenscrafters, Hilton hotels, and evenat times(gasp) JetBlue.It’s spreading.According to the recent Gallup poll on employee engagement:“Seventy-one percent of American workers are ‘not engaged’ or ‘actively disengaged’ in their work, meaning they are emotionally disconnected from their workplaces and are less likely to be productive. This trend remained relatively stable throughout 2011.”What?This trend has remained relatively stable.Wow.Does this concern you?A lot?And don’t thinkCrushed Culturesymptoms are in the rank and file alone.“Our team is full of order takers.”“Why do we have so little accountability around here?”“We’re going through a lot of change. Why don’t our people embrace it?”These are but a few of the most common complaints and concerns I often hear from the C Suite. And I’ve been listening for a long time—almost 30 years. Employee disengagement, orCrushed Culture, has spread to the C Suite too.Four Steps to CureCrushed Culture:Step1: Emotional Equityis greater thanFinancial Equity.We all know what financial equity is—money—stock, comp packages, golden handcuffs. All the things we think will make people loyal to a company and keep them engaged. But this no longer works, as Gallup proves, and especially with Millennials. Nope, they, like the rest of us, want to feel like we’re part of something bigger, like we’re on a glorious mission, like our work matters, like we’ll leave the world just a little better than we found it, and we want to achieve that (in part) during our work hours.Here’s the formula:Put energy into someone by explaining why your company is doing what it is doing, what your mission,vision, andvaluesreallymean, mentor them, talk challenges out with them, pay attention to them and you’ll start to build emotional equity. That equity will now give you access to their heart, mind, Rolodex, idle thought cycles. Now they’re thinking about how to help the company innovate better, solve a specific problem, etc. as they shower and commute and whatever. That access to a person’s additional resources will enable you to influence outcomes more effectively. Now you have a shared cause, you’re on the same team, you’re safe and you belong together.It’s emotional.Step2:StopTheWhining.The C suite, management, staff, everyone needs to get off what I call the Tension Triangle. This is where people bounce from victim to rescuer to persecutor. Stephen Karpman, MD, first created this as theDreaded Drama Triangleor DDT. The DDT is comprised of three roles: Victim (the role where someone is “doing” something to them),Rescuer (who tries to remove the Victim’s suffering, often without being asked), and Persecutor (which the Victim blames for their suffering, yet the Persecutor is often feeling victimized too).David Emeraldhas extended this triangle, and I have extended it further. The net-net is Victims are complaining because they want something—so we help them shift to be an Outcome Creator. The Rescuer is just trying to end the suffering, so we help them become an Insight Creator by asking the right questions so the Victim can get what they need by themselves. The Persecutor is usually frustrated by trying to make things happen, so we help them become an Action Creator. Once everyone is trained in shifting their most prevalent role to a healthy alternative,the whining ends. Nowthat’s empowerment.Victim becomes Outcome CreatorRescuer becomes Insight CreatorPersecutor becomes Action CreatorStep3: Invest ONLY for ROI.Training your team is expensive. So only do what matters. Every person in your company needs to be trained in Problem to Outcome(to stop the Whining),LeadershipEffectiveness (so they become leaders in their own right), Influencing Outcomes and Others, Accountability,Communication, andExecution. Allthesebe neuroscience-based to get far more bang for your buck.This training willcost you about$750-1,000 per person. If your people aren’t worth that amount, then embraceCrushed Culture. Because that’s the risk we’re talking about.Step 4: Career Path—or Exit Strategy.Dave Peacock, President ofAnheuser-Buschrecently shared their refreshing approach to team member reviews. Each team member knows exactly where they stand based on the numberplusletterthey receive through their on-going review process. If you’re a 4A,you are such a corporate asset that your boss is obligated to promote you in a year. 4Bs must be promoted within 2 years. 3As need to be tested in a different role before they’re moved up. 3B means you’re in the right job at the right time. 2s are new in a position—it’s too early to judge. 1As are put on a recovery plan, 1Bs need to exit the company. We recommend to our clients that a team member should know their next 2 potential promotions, and what exactly they need to do to earn them. Are they loyal and engaged?Oh yes.Sothe harsh reality is that we, the leaders, createdCrushed Culture. Now we need to fix it.Here iswhat I’ll do to help:Number1) I’ll lay out the neuroscience processes you need to do to help cure yourCrushed Culturein record time.Keep listening to this podcastso you don’t miss any.Number2) I’ll give a30-minute strategy session (gratis, of course) to 3 of you. We’ll work on curing yourCrushed Culture.Go to my website,www.smarttribesinstitute.comto request a session.Together we'll cureCrushed Culture... one company at a time.Show NotesDDT (Dreaded Drama Triangle): to Empowerment chart SmartTribesInstitute Strategy Session Request Form:

Why Change Initiatives Fail and How to Fix Them

Season 3, Ep. 11
Why do so many change initiatives fail?In my coaching practice, Iconstantlyhelp clients navigate change. And to navigate change successfully, we needto understand all the levels in which changes occur in humans. Otherwise, your change efforts will eitherfail, orbe superficial—and you’ll miss the awesome transformative experience you were aiming for.The 6 Levels Where Change HappensInHumansLet’s start byexploringthe different levels where change happensand how you can maximize your change success and agility.This will help youunderstand what’s really at stakein change scenarios,and why you may not begettingchangeas fast as you’d like.The first outside level isEnvironment; thephysical space,theemotional environment. Environment changes can be permanent: you can change offices, move offices or temporary chnages:you cantake a walk, change rooms, turn the lights on or off.Haveyouever experienced a bigchange: new home, new office, new organization chart…but it didn’t change anything?For many years,one of my friendskept moving. He’dwake up in a new city, with a new job andyeteverything would still be the same,becausehedidn’t changehimself, howhewas being in life. Inmy leadership and culture coaching work,I often am brought in afterre-organizationsthat didn’t fundamentallychangeanything… because the organization only changed at one level.Environment is the easiest level of change—that’s why it’s so tempting--but it doesn’t complete the story. If you are not conscious of the other levels, environmental change is not going to give you the organizationorthe team of your dreams.The next level isBehavior– maybe as a New Year’s resolution you decide to go to the gym. How long does that last? Maybe you stop eating dessert for a few weeks. That’s a behavior change. Then… a few weeks later, that tiramisu or cheesecake looksreally good…. And there you go.Let’s sayyou want meetings to be run differently, or workflow to happen differently, and you make a big push, and send out a bunch of emails…andpeople temporarily adopt a new approach. Within a short time, though, theystart slipping back to the old way of doing things because it’s safer, more familiar,that way.Sowe need to godeeperintothe levels of change.The next level isCapability– groups of behaviors. Standing is one behavior, speaking is one behavior, standing and speaking in front ofaroomfull of peopleis public speaking,which is a capability.Weoften train our team to acquire new capabilities, but without attention to the next two levels, these changes don’t stick, or they don’t help us to change the culture,the way we are being together.We must go deeper still.The next level isBelief– Rules, rights and wrongs, shoulds andshouldn’ts, goods andbads, cans andcan’tsabout the world or other people.For an organization,this means our standards, the things we hold as normal. Is it normal in your company to gossip, to complain, to engage in any kind of negativity? When webelievethat our safety depends on connecting with people in these kinds of negative ways,thenno matter how many communication classes we go to, no matter how many different org charts or desk configurations we try out,ultimatelywe’re still going to spiral into negativity.Which leads us to…The next level, which isIdentity– For a person these are just like beliefs—except they areabout oneself. “I AM _blank_” (a good person, hard-working….). For an organization, these are the values that really exist…which may or may not be thevalues postedon the wall.Andfinally,we reach the Core--This is the nucleus of change. The heart and soul level of what you exist to accomplish, your purpose, itstems from your mission and your values but it’sreally abouthow people engage together on that mission.HowToSucceed At OrganizationalChangeOne of our clients had struggled with accountability in their culture. With a little digging, it became clear their past initiatives in this area had been incomplete—they hadn’t touched allsixlevels. Here’s what we did that worked.At the Core level: First we coached the CEOto communicate how accountability was key to help the organization fulfill its massive transformative purpose.Beliefs: He talked about how this is who we are here, together we are making a huge positive difference in the world.Identity:Andeachindividualwas key to fulfill this awesome purpose. We needed everyone to be a part of this, because each person contributed something unique and essential.Behavior:Sowe’ll be using some new structures to clarify, track and report on our work status to boost clarity of communication and to ensure all dependencies and contingencies were clear.Capability:We’d also have accountability partners to support, navigate and celebrate our wins with in this cool initiative. Along with the tools and short check-in meetings, we’d make it happen.Everyone was trained in the new approaches.Environment:We posted fun thematic tracking charts (racing to the finish line with a number ofpitstops for check ins and laps completed for each milestone)around the various office locations so all could havevisual, kinesthetic,auditory anchors.The result? Accountability is now considered, fun, collaborative and key to fulfilling the organization’s awesome purpose!TheNet-Net:Change happenson 6 levels—be sure to tap all of them to ensure change initiatives succeed!Beliefs about the world around us, and beliefs about ourselves (our identity) must be boosted or expanded to support change.Any change initiative must have a powerful positive emotional component to engage others in lasting behavioral change.Show Notes/Resources:The Logical Levels of Change - download the infographicTake our free Emotional Resilience Mini-Course

How to Stop Workplace Bullies in Their Tracks

Season 3, Ep. 8
How to Stop Workplace Bullies in Their TracksThe VP of Finance constantly interrupts and actively prevents others from speaking in meetings. He scoffs when they share ideas or make suggestions.A Managing Director at a financial services firm publicly trashes another Director’s new strategy, tearing it apart, without having the domain expertise to truly understand what she is saying.The lead software engineer makes snide remarks about the product development process during team meetings. He publicly denounces the marketing team too.What do these three have in common? They’re bullies.Bullies are scary, shocking, embarrassing and far too often tolerated in the workplace. Why? Because we don’t want to have to deal with them, we don’t want the attack, the conflict, the discomfort. So we either pretend they aren’t wreaking havoc, or we grit our teeth and tolerate them.It’s time to stop.How We Let Bullies Thrive"Paul," the COO ofa consumer-packaged goods company manages the VP of Finance bully I mentioned earlier. During coaching, Paul realized how he tolerates, and even allows, this unacceptable behavior.Here’s how Paul is enabling the bully:He lets inappropriate conduct occur in meetings – when Paul could stop the bully from constantly interrupting and preventing others from speaking. Paul must clarify what appropriate meeting etiquette specifically is, and ensure it is honored.He acts as a go-between when the bully refuses to interact with people he thinks are “stupid”– when Paul could make it clear to both parties that they need to work things out together.He holds his anger in and compromises his integrity – when Paul could just deal with this issue directly, modeling leadership for his team and showing them a safe, respectful, collaborative work environment is required at the company.He lets others vent to him about the bully — instead of creating an opportunity to let disgruntled parties communicate their grievances directly and interface with HR.We all avoid uncomfortable human relations issues sometimes… but what is the cost? Exorbitant--as we daily give our power away, compromise our integrity, and inadvertently teach our team that bullying is acceptable.The Surprising Truth About What Bullies WantI have talked before about how we all crave safety, belonging and mattering. Often one of these is exactly what the bully wants – he or she is just trying to get it in an ineffective and inappropriate way. Take a guess at what each of the following bullies wants:Person X puts others down, makes them feel small, condescends… because inside they don’t feel they …what?Person Y spreads fear, rumors, negative gossip… because inside they don’t feel …what?Person Z talks about inequality, unfairness, how others get special treatment because inside they feel they don’t …what?The answers are mattering, safety, and belonging. Once you uncover what a bully wants, you can start to give it to them, to begin reducing what Seth Godin calls the tantrum cycle. We can also then help shift the bully from tension to empowerment. More on this in a minute.The Three-Step Bully Rehab PlanThere are three steps to stop bullying:1. Identify how you are enabling it, like Paul, the COO in our example earlier.2. End the enabling systemThe bully is generally playing the persecutor role, which creates the need for a rescuer to protect the victim. Then the train has left the proverbial station and we’re zooming ahead on a ride to a place we don’t want to go. We want to shift from Problem-Focused to Outcome-Focused.We want to quickly interrupt the pattern of persecutor-victim-rescuer and step out of the system by using an Outcome Frame. Ask the bully:What would you like? (the outcome they desire that they can create and maintain)What will having that do for you? (how they’ll feel and the benefits they’ll get)How will you know when you have it? (proof or criteria that will be present)Where, when, with whom do you want this? (timing, who else, scope)What might of value you have to risk to get this? (is it ok for them to have this outcome?)What are the next steps?Ask the question “What will having that do for you” a few times, as often this is where what they really want is revealed. The Outcome Frame is a potent tool to get a person to focus on the outcome, and not the problem—it helps them get unstuck. Then you can shift to an outcome-focused pattern, where the victim/rescuer/persecutor have shifted to their positive alternative.The Third Step in the Bully Rehab Plan is to:-Set up a new system with healthy boundaries and behaviors (rich with safety, belonging, mattering and shifting from tension to empowerment.)Note that if the bully is above you on the org chart, you’ll need a mentor equal or greater in stature to the bully to do the following.Our clients love our conflict resolution process (bullies or not). Set the stage – explain why you’re meeting and the outcome you want (to form a collaborative turnaround plan)State observable data/behavior – this is where you describe specific behaviors that must change and examples so the bully can “step into” the past scenariosDescribe impact – the damage that these behaviors are doing to others/the company/the bully themselvesCheck problem acknowledgement – do they agree that there is a problem? Do they agree this problem now must end?Co-create a plan – set a time period (of 30 to 60 days) where you’ll meet weekly for 15-30 minutes to track their progress on releasing the challenging. Make the plan very specific in terms of what you need to see and when you’ll know you got the outcome you wanted (use the Outcome Frame tool to help). If the turnaround doesn’t occur, state clearly what the consequences will be (such as losing their job).Check understanding – is everything clear? Anything else we need to cover? Reiterate desire for a positive resolution so the consequences can become irrelevant.Build small agreements – launch the plan and commit to ending the conflict once and for all. Be sure to track it frequently and make sure all concerned see the behavior change too.I’m thrilled to report that the Managing Director and software engineer now play well with colleagues, and the VP of Finance is in the turnaround process with positive momentum.Try this process and let me know how it goes! Show Notes1.Safety, Belonging, Mattering infographic2.Tantrum cycle: Seth’s Blog: 3.Power Your Tribe graphic: Shifting from Problem-Focused to Outcome-Focused4.Outcome Frame infographic

Sink or Swim: A New Leader's Guide to the First 90 Days

Season 3, Ep. 7
There are about 350 new CEOs at the world’s largest public companies right now, with 102 new CEOs in North America alone.What do new or incoming CEOs need to know? Three key things.1-Secure Acceptance From The Team OverallSuccessful CEOs frequently take the pulse of their culture. When you’re just starting out, it’s crucial to establish a baseline in order to:Gain insights into how to grow the company in a healthy, optimal way supporting core company objectivesImprove and expand a unified company culture—and discover any silos or warring factionsEffectively motivate team members—what truly motivates them may surprise youIdentify the next generation of leaders—and determine who is your best investmentWhen we’re brought in to help a current or new CEO take the pulse of their culture, we’ll look at the company’s org chart. We’ll pick a sampling of 5% of the employee base or 15-20 people (whichever # is smaller) to interview across different departments, roles (up and down the org chart) and tenures with the company.We’ll then ask them a series of questions including:What is it like to work here now?What frustrates you the most?What motivates you the most?How do you feel about your role and responsibilities?If you could wave a magic wand and have the culture be any way you want, what would that be like?How would you describe the executive team’s leadership style?Be sure to add a number of additional questions based on what you learn from the above. When we do a Cultural Assessment, we gain tremendously valuable info that helps us:1-Reduce CEO direct reports by up to 50%2-Increase CEO and key executive strategic/high value time by 5-15 hours per week3-Increase annual profit per employee by up to 40%4-Increase gross revenue by up to 60%5-Shorten the sales cycle by up to 50%6-Increase accountability and team performance by up to 35%Whether you do it yourself or get outside help, be sure to keep your eye on this information. Simply interviewing the team won’t move the needle. Interviewing, assessing, creating and executing a plan, and generating results is key to turn the tide to your favor.One of the top new CEO team mistakes includes:Avoiding the “regular people” and only spending time with the exec team and Board. This makes them feel they aren’t safe and you don’t care. How to remedy this:1.Institute Town Hall meetings, where a brief company update is provided, a vision for the year and quarter is reinforced, team members are celebrated, and a 20-minute educational session is provided. Then, end with a Q&A session where anonymous questions may be submitted in advance… no topic is off limits. A culture of candor with kindness is key. Use social technologies to create increased communication and collaboration too.2.Remember your team needs to feel safety, belonging, mattering… continually foster this.The other top CEO team mistake is:Not having a key team member assess and enroll outside help in performing a complete Cultural Assessment and then following it with a People Plan to optimize your culture.The 2nd Key Thing a new CEO Needs to do is:-Secure Acceptance from the Executive Team (will they follow you?)Next, a new CEO (or existing leader wanting to optimize their impact) needs to gain acceptance from their executive team.How: Inquiry vs Advocacy.Ask tons of questions—focus on 5 inquiries (questions) per each tendency to advocate (give orders). You must show the executive team from the start that you don’t support a culture of order takers. You support a culture of leadership, and you create them and grow them via inquiry. Ask your executive team members individually (or get outside help if you think you’ll get more pure answers) the following questions:What frustrates you the most? Have you tried to change this? If so, what happened?What motivates you the most? What motivates your team the most?If you could wave a magic wand and have the culture be any way you want, what would that be like?What is the company’s vision? Do you feel aligned with it? Do you think the entire exec team is aligned with it and executing toward it?What are our top 3 business priorities? What should they be?Then, lay out or enhance the People Plan I mentioned above. You will win the hearts and minds of your team post haste. To summarize the People Plan, you’ll need:Individual Development PlansLeadership Development ProgramsLean TrainingAccountability Structures and Rewards/ConsequencesTop new CEO exec team mistakes include:Not getting everyone aligned and focused on the fresh new priorities asapNot setting up communication and accountability structures immediatelyNot focusing on culture immediatelyThe Third Key Thing a New CEO Needs to do is-Secure Acceptance from the BoardHow: In my Boardroom Ninja blog, I outline exactly how to manage your Board of Directors to avoid a rip tide.Here are some tips: Provide a format for Board reporting. You need to make your brand equal results immediately. Provide a90-day plan with tangible deliverables, and monitor and communicate your progress every 2 weeks. Find out who the tribal leader of the Board is and establish deep rapport---and run all potentially challenging situations past them way in advance.Top new CEO board mistakes:Not meeting with each board member one-on-one to find out what their biases are, their past challenges with the prior CEO, their past challenges with one another, their top issues with the current company performanceNot communicating to the entire board in a structured manner every 2 weeks for the first 90 days. This is the make it or break it time. Overcommunicate so the Board sees you’re on top of things. Highlight concerns so they don’t feel blindsided later.Being a new CEO, or even a CEO in a growing company can be super stressful at times. Pressure is reduced considerably when a CEO gets clear on his/her areas of strength and improvement. Every CEO must assess their degree of Focus, Directness, Accountability, Influence, Sustainability. To do so, take 5 minutes by taking the SmartTribes Leadership Assessment. Your confidential results will be emailed to you immediately.Are you a new leader? What are your top priorities?SHOW NOTES1.STI’s Culture Quick Win (see our website and link to it) or reach out to us for a Cultural Assessment2.Safety, Belonging, Mattering infographic3.IDP sample from STP 4.04.#1 CEO Mistake Blog with People Plan: Ninja Blog: Assessment: