There are many different tools out there that service high-performing leaders, such as HBDI, HPET, and DISC. Of course, purchasing them can be an expensive process, so I have put together a list of 6 strategies that you could try first that are extremely effective and could save you both time and money.
I have found high-performing leaders often leverage tools and strategies to achieve more in less time. Most effective leaders would credit particular frameworks and methods for achieving a high-performance work culture, filled with motivated and productive team members.
As a professional coach I’ve worked with many senior leaders in the past decade, and the common characteristics that high-performing leaders share is resourcefulness. They all have the ability to identify and leverage tools that help them perform their role to a greater level.
Here are 6 strategies and tools that high-performing leaders are using right now to achieve amazing results in the workplace.
1. Coaching Frameworks
There are a number of different coaching frameworks out there to choose from. The one you adopt will come down to your personal preference and leadership style. A suitable coaching framework should detail how coaching can be set-up, provided, assessed and measured.
The purpose of a coaching framework is to provide your teams with objective support, development and motivation that helps your people become better. A cohesive team is a much more effective team and is more likely to perform better in the workplace. One of your main roles as a leader is to guide your team to success, and a coaching framework is a great way to offer support and development.
Coaching can also help you become a better team leader. Many leaders struggle to get out of their holding pattern and see the opportunities in front of them. Coaching can help you become aware of your strengths, weaknesses, and opportunities that you can leverage to become a great leader.
I find the GROW model is the best model for coaching leaders. GROW is an acronym for Goal, Reality, Options, and Will. I always train leaders to modify the GROW model and start with the R first then G (RGOW). I do this because people often know what is going wrong or not working more than what their goal is.
I have sat in on many leaders and they struggle to get a goal because they haven’t really worked through in their mind what the problem is, how it can be changed and what they need to do. Start with reality first…
2. Eisenhower Matrix
The Eisenhower Matrix is a simple tool that enables you to look at the long-term outcomes of your daily work. Also referred to as the Urgent-Important Matrix, it gives you the ability to prioritise and organise tasks. Using the Eisenhower Matrix also allows you to oversee all work assignments and delegate them appropriately to team members.
The Eisenhower Matrix encourage you to assign tasks into one of four quadrants:
- Do first: tasks that need to be done that day.
- Schedule: important tasks that need to be scheduled.
- Delegate: urgent work, but not as important and can be delegated to others.
- Don’t do: Not important or urgent, don’t do at all.
Organisational and time management skills are important qualities of a good leader, and this is a great tool to optimise your time and work flow.
3. Leadership Capability
There are four key capabilities of strategic leaders: intellectual honesty, accountability, talent magnet and self-awareness. High-performing leaders have the ability to recognise where they fall in these key capabilities and where they could use some improvement.
Being in a position of leadership means you need to continuously improve your skills and keep your team members motivated. It is both extremely demanding and just as rewarding, but you really do get out as much as you put in.Taking the time to develop your leadership skills is an important commitment that all great leaders recognise. Those who keep learning will rise in life.
4. Developing Emotional Intelligence in Leadership
Emotional intelligence is the capacity to be aware of, control, and express one’s emotions. It also allows you to handle interpersonal relationships carefully and empathetically. Influential Harvard theorist Dr. Howard Gardner, defines emotional intelligence as, “The level of your ability to understand other people, what motivates them and how to work cooperatively with them”.
Emotional intelligence is an essential characteristic of high-performing leaders. Research has shown since the 1990s that it is far more important than IQ when it comes to future success.
Take a look at it from a sales perspective: if we understood our clients better, knew what motivated them and then worked with them, would they want to do business with us? Of course! Now take a look at it from a management position: if we understood our team members, their goals and aspirations and their strengths and weaknesses, could we build a stronger and more cohesive team? Absolutely!
It’s important to be able to recognise how we are feeling, without letting it affect our behaviour. The more you can check in with yourself, the more self-aware you will become. Practice this with clients and team members. Consider how they are feeling and notice their body language. This builds social awareness and helps you manage these social relationships so you can become a better leader.
5. EAP Programs
One of the most important things you can do as a leader is ensure your team has the tools they need to deal with any situation. An Employee Assistance Program (EAP), promotes the health of your employees and gives them the tools to de-stress and thrive within the workplace.
As I work in the corporate space all of them have an EAP program but many don’t promote it or share it often enough with their staff. An EAP program can prevent your employee’s work and personal problems from affecting their ability to perform their role and taking time out of your day as a leader to deal with these issues. These issues can range from relationships, health and trauma, to financial problems, depression and anxiety. An EAP program addresses their emotional, mental and psychological well being and ensures that team members are supported.
One of leaders’ many challenges are people issues, the more you promote this, get staff to use this the easier your job will be and the more productive your staff can be.
6. Start-Stop-Continue Drill
In the workplace, teams are often jumping from task to task in a busy environment, which is where the Start/Stop/Continue drill is highly effective.
Here’s how it works:
- Start: get teams working on the next activity in the cycle.
- Stop: take a moment to look back at the previous cycle and identify what worked, what didn’t and what should stop.
- Continue: identify what worked in the last cycle that needs to become part of the team’s core activities.
This exercise has many rewarding benefits. It allows you to review how your team is performing and make changes throughout the process. You will gain insightful information through this method, enabling you to make positive workplace changes on a continual basis. Your team will become much more effective and productive along the way.
These 6 strategies are cost-effective, easy to implement tools that many high-performing leaders are using right now. Any or all of these methods will have a positive impact on your team’s morale and productivity. They will also improve your skills and enable you to become a stronger leader.
80 percent of the workforce who have experienced coaching say it positively impacts their work performance, productivity, communication skills, and well-being, while 65 percent of those in a coaching culture are highly engaged.
At Performance Advisory Group we are experts in working with established financial service companies to lead higher performing sales teams to get great results… but importantly make a difference to their valued clients.
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To overcome our challenges, all that is required is the courage to ask for help. Call us today on 0409 129 723 for a confidential and obligation-free chat about how we can help you improve your leadership and achieve more success.