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Employee Meeting

The Top 3 Leadership Challenges for 2023—and How to Conquer Them

Posted by Melissa Michaels on
 November 8, 2022
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A time traveler from 2019 would scarcely recognize the world today, and the workplace is no exception. Nearly three years of pandemic protocols have transformed our daily experiences, introducing novel challenges for managers that will only continue to escalate in 2023.

The hybrid work environment has become the dominant model as many employees transitioned to a combination of remote work from home and on-site activities, and that trend is expected to continue into the future.

A September 2022 Zippia article reported that 74 percent of US companies were either practicing or planning to start using a permanent hybrid workplace.

According to Pew Research, within the first year of the pandemic alone, the percentage of employees working at home jumped from 20 to 71 percent—and 54 percent said they would want to continue working from home permanently.

While the transition to working at home has been easy for most, a third report feeling a lack of motivation, with younger workers experiencing impediments to productivity.


Fifty percent of parents—30 percent more than nonparents—find working without interruptions challenging, and four in ten working mothers admit achieving life-work balance is even more difficult than prior to working at home.


By November 2021, 63 percent of high-growth companies had implemented hybrid frameworks, with 83 percent of employers saying the approach has been productive and the same percentage of employees saying they preferred it in an Accenture survey of 9,000 workers.

Work relationships and cohesiveness can suffer, however, with 24 percent of remote employees saying they feel disconnected from their colleagues and employers’ greatest concern being maintaining culture.

Surprisingly, younger generations have the strongest preference for face-to-face interactions—74 percent of Gen Z respondents versus 66 percent of Gen Xers and 68 percent of Baby Boomers according to the Accenture survey.

While the hybrid structure has its pluses and minuses, there is little doubt it is here to stay, and managers will need to figure out how to contend with issues like burnout and overwork.

A recent trend survey of 700 leaders and organizational development professionals conducted by The Ken Blanchard Companies® uncovered their top three concerns for 2023:

  • Hiring
  • Retention
  • Employee experience

The survey, Enhancing the Employee Experience in a Hybrid World, revealed “76% of respondents believe hiring will be more difficult in 2023” and “79% of respondents report that employee retention will be even more of a challenge.”

Employee experience is viewed as key to maintaining and strengthening engagement, particularly in light of the variables introduced by the hybrid model.

Longtime readers of the Capiche blog will know hiring, retention, employee experience, and engagement are topics we have covered extensively over the years, and our services fostering happiness at work and cultivating a productive, inspiring culture are key to surmounting these and other challenges anticipated for 2023.

To counteract the feelings of disconnection and dissolving culture associated with working at home, why not bring everyone together for some fun, team-building organizational development exercises as well as learning and development opportunities?

The Blanchard survey also illuminated the importance of “setting clear performance expectations,” which can help boost the productivity and focus of remote workers.

Acknowledging the value of development initiatives for addressing their top concerns, survey respondents favored 10–30-percent budget increases in this area.

Survey participants identified the following skills as key to success over the next three to five years:

  • engaging and developing talent
  • leading and supporting change
  • establishing goals and priorities
  • building employee resilience
  • creating a sense of inclusion and belonging

Fortunately, Capiche can help with fulfilling all of these goals and more! Complete our Contact form, email chris@capiche.us, or call 541.601.0114 to find out how we can help you position your organization for success over the next decade.

If you would like to learn more about Blanchard’s 2023 HR/L&D Trends Survey, sign up for their free webinar, 2023 L&D Survey: Enhancing the Employee Experience in a Hybrid World, scheduled for November 16, 2022. The webinar will cover:

  • top challenges L&D professionals say they’re facing heading into the new year
  • key focus areas for creating an engaging employee experience
  • training modalities L&D professionals expect to use most often
  • top skills leaders need for managing a high expectation workforce

As 2022 draws to a close, now is the time to begin proactively planning for the challenges ahead. Don’t wait for the new year to start on your resolutions—reach out to Capiche to get started today!

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Focused Athlete Being Coached to Greatness

Executive Coaching: Why Bother? Why Now?

Posted by Melissa Michaels on
 November 20, 2020
  ·  No Comments

COVID-19 is spiking, Oregon’s Governor Brown just declared a two-week freeze, and businesses are scrambling to determine what the 2021 landscape will look like. Some predict the virus’s spread will worsen and further shutdowns will be necessary, while others anticipate a return to quasi-normality following the introduction of a vaccine. In any case, uncertainty is the name of the game.

As a leader, you need to be prepared for not just the present, not just what’s around the corner, but what lies beyond the foreseeable future. Instead of lamenting potential revenue losses during these fragile times, begin to think of this pause as an opportunity to deepen your and your team’s knowledge, skills, and vision so your company is resilient enough to withstand and even triumph during times of crisis.

To give your organization the best chance of surviving—and thriving—you need to focus on your own growth, sanding down the rough edges while equipping yourself with a toolkit for success.

Co-Active Coaching

Executive coaching can take you there … but not just any type of executive coaching. Capiche leans on co-active coaching techniques like those taught at the Co-Active Training Institute, which emphasize clarity of communication, conversation, awareness-raising, and concrete actions.

A co-active leadership coach partners with you to reveal your strengths and push you toward greatness. Together, you will identify problem areas and strategies for addressing those weaknesses. Be prepared to be inspired—and held accountable.

Are You Ready?

Before you dive in, ask yourself, Are You Ready to Be Coached? Don’t fool yourself—the co-active coaching process is hard work. But that hard work yields exceptional results.

Growth can be painful. It may require you to examine aspects of yourself you’d rather leave hidden. Exposing those vulnerabilities, however, can divest them of their power over you and enable you to rise above them.

Co-active coaching is a creative, experimental process. You need to enter it with an open, willing mind to fully benefit from the experience.

You also need to let go of perfectionism—waiting for the perfect moment to start, the perfect moment to pursue a new idea, the perfect moment to resolve issues that have been festering underneath the surface. The perfect moment is NOW.

What Do You Get Out of Co-Active Coaching?

Honing your emotional intelligence (EI), strengthening your willpower muscle, developing true grit, deepening your humility, heightening your sense of responsibility—all of these occur as part of the co-active coaching process and ultimately result in your becoming the finest leader you possibly can be.

Perhaps the best-known executive coach in the world, Marshall Goldsmith has conducted extensive research on what drives leadership success. As discussed in this Capiche blog post, the level of employee engagement is not the responsibility of the employees but rather their managers. It is when leaders accept that responsibility that their team begins to mirror that behavior back. You need to model the type of person you would like your team members to be.

Is it worth the effort? If you care about your company, your team, and yourself, then the answer is an emphatic “Yes!”

In this Forbes article, business thinker and author Erika Andersen outlines the following benefits of executive coaching:

  1. It helps you see yourself more clearly.
  2. It helps you see others more clearly.
  3. It teaches you new ways to respond.
  4. It illuminates how to leverage your existing strengths.
  5. It enables you to build more productive relationships.
  6. It gives you the tools to achieve what you want.

It’s Time

So you’re convinced. You realize it’s time to stop procrastinating and to commit to co-active coaching. How do you find the right fit for your personality, needs, and goals? Read this blog post for starters. Then contact Chris Cook at chris@capiche.us or 541.601.0114 to schedule a complimentary phone or video consultation so you can discover if she is the right co-active leadership coach for you.

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SWOT Analysis Diagram

Business Not As Usual: The Most Important Thing to Do Now to Prepare for an Uncertain Future

Posted by Chris Cook on
 April 18, 2020
  ·  No Comments

Now’s the time to plan for the new normal when we’re back in business. Things are different now and will be different then. Expectations are different. And your modus operandi had better be different if you want to retain, recapture, and attract customers.

Do it now. Create—or update—your strategic plan.

Now’s the time to look around and get in touch with the new competitive landscape. So much has changed and is still changing. Especially customer expectations. Like it or not, it’s true—a privilege once granted becomes a right that’s expected.

Even if you have a strategic plan in place, there’s no doubt it will need a massive re-imagination as the competitive landscape has experienced an earthquake with numerous aftershocks (many still to come) resulting from the COVID-19 pandemic.

In a nutshell, strategic planning identifies the purpose of an organization (vision and mission), what it will do, how it will perform (goals and measurable objectives), and under what terms it will operate (values).

It specifies baseline capabilities as well as real or potential constraints that may exist or be placed on an organization, delivering a set of goals and requirements to achieve desired outcomes. A strategic plan enables an organization to establish direction and priorities while focusing on the critical actions necessary to implement and achieve the mission. A strategic plan improves resource utilization, reduces redundancy, and allows an organization to both create stability and seek opportunity.

What are your competitors offering? What are consumers expecting? For grocery stores, delivery and curbside pickup are the new normal. For wineries, free shipping is the new normal. How will you stand out from the competition and stay true to your brand?

Start with SWOT

Revisit that SWOT analysis you did or create one now. What are your Strengths, Weaknesses, Opportunities, and Threats in this new business landscape? Are there strengths in your customer base, market position, products, sales channels, or profitability? Are there weaknesses in your financial resources, staffing, or competitive vulnerability? Are there opportunities to enter new markets, form alliances, pursue M&As, and launch new products? And how are the threats surrounding the economy, lack of financial resources, loss of key staff, and more aggressive competition affecting you?

With this information at hand, you can answer these four key questions.

1) Why does this organization exist?

This can be answered in the refinement of the organizational vision, mission, and values, which define the purpose and function of the organization.

2) What should be the major work of the organization?

This is answered in the development of strategic goals, which are based on the critical issues and needs facing the organization.

3) How will the work of the organization be completed?

Here’s where we drill down to department-level objectives. Your strategies and tactics will be developed with specific details of implementation written in an action-planning format with SMART goals (specific, measurable, achievable, results-focused, and timebound).

4) What are your staffing, budget, and financing needs?

With all the departmental needs defined and quantified, we round them up to a centralized plan with an organizational structure and budget. If your financing is not at the required level, there are two solutions: either decrease the plan to a level you can afford or raise the capital required to achieve the full plan.

Together Yet Apart

You may be thinking, “But we can’t all get together to do this, and I can’t imagine a daylong ‘meeting’ online.” Well, true. Capiche is working with a model that uses the Zoom platform in shorter sessions—I’ll outline below.

Using breakout ‘rooms’ and collaboration tools, this format has the potential for even better outcomes than a daylong marathon session.

For example, at the first session, you can complete the SWOT analysis and set the stage for what’s to come. Each of the following sessions could focus on answering one of the four questions outlined above.

These shorter sessions are easier for your team to schedule since they can participate from their own home. You’ll find that you can keep things moving, interesting, and completely interactive with skillful use of the many online communication tools available. I’ve found a comprehensive review of these items in a recent blog post by Lucid, and I selectively use these tools to enhance processes and outcomes. They include:

  • collaborative document editors
  • simple sticky-note applications
  • dedicated group brainstorming and decision-support software
  • virtual design spaces and visual management tools

These tools make the process easy and FUN! Actually, it’s way better than spending a day or two cooped up together in a room slogging through the typical process.

For each of the Zoom planning sessions, I like to use this format—and it works both in-person and online:

  1. Discuss topic context and background.
  2. Engaging in individual brainstorming during which each person writes their ideas on separate notes.
  3. Share ideas with the whole group—posting to the group space.
  4. Group or cluster underlying concepts.
  5. Enable voting on priorities.
  6. Create a working draft.
  7. Determine next steps.

Get Started Today

Capiche is currently working with organizations remotely with great success, and we can do the same for you. Let’s get started on your organization’s new strategies for success as we all find our way toward the future. Call 541.601.0114, email, or use our contact form today.
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Manager Checking Inventory on Factory Floor

Management and Intuition

Posted by Chris Cook on
 January 12, 2020
  ·  No Comments

How will you manage in 2020? Is it time to shift your usual protocols? Here are some thoughts you may find useful. Thank you to my friend and colleague John Lamy for this post.

Why Intuition in the Age of Management Science?

Starry Night by Vincent van GoghTwo reasons: First, intuition is a prerequisite for real insight, meaning a fresh understanding of the situation, seeing a reality that you hadn’t noticed before. “Wow, our company is overlooking a major market!” Insights like that are pure gold.

Second, intuition is the primary ingredient of creativity. If you want your organization to truly thrive, you need a continuous stream of innovation in your products, marketing, operations, hiring, and on and on. Otherwise, you’ll be lumped with the lackluster has-beens on the closeout rack.

What Is Intuition?

Intuition usually starts as a subtle feeling in your body, followed by a preverbal stirring, and then you notice a very quiet voice in your head. The whole process is ethereal, way below the radar.

Example: You finish your cup of coffee, and your mind feels quietly present. You stroll out onto the factory floor. You see the latest run of product—50 instruments lined up and ready for packaging and shipping. Then, you feel a little quiver in your gut … you notice that quiver … hmmm. Suddenly: “We could promote our product in the industrial refrigerant industry! It’s huge, we’ve never played there, and we would help reduce climate change!” For you and your company, that’s an intuitive breakthrough! Now go check it out.

How Can You Develop Intuition?

Employee Working with Gantt ChartRational thought is not the enemy of intuition. They are actually vital allies. In fact, intuition’s mortal enemy is our prevailing compulsion to fill every moment with physical or mental activity. We often do that under the banner of efficiency and productivity.

To cultivate your intuition, begin by setting aside a few moments, several times a day, to do nothing at all! Truly feel your body, drop your preoccupations, and let your thoughts go. Open a welcoming space for that quiet little voice to speak up; and when it speaks, listen gratefully. And … just know that intuitive insights aren’t always sweetness and light!

Three caveats here: first and foremost, learn to distinguish your biases and old hurts and angers from something authentically new. Just let the old stuff go, without judgment or feeling bad about it. Second, after your intuitive leap, go back to your old friend rational thought. Is this insight really right? Doable? Risky? Think about it.… Third, studies consistently show that real intuition works best when you have solid knowledge of the underlying field. Even though it can feel good, don’t just opinionate in a vacuum and attribute it to intuition.

All this takes a while. Don’t expect instant results. Enjoy the ride!

Note: This post was originally published at our sister site, Capiche.wine.
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Businessman Chasing Goals

The 3 Dimensions of “The Big Goal”

Posted by Chris Cook on
 November 10, 2019
  ·  No Comments

Below is the next in a series of guest articles by Capiche friend and colleague John Lamy.

The research is conclusive: teams perform better when they’re shooting for a Big Goal. Jim Collins (of Built to Last fame) called it the BHAG for Big Hairy Audacious Goal!

But then what? Here’s a handy way of thinking about goals for your group. Consider three interlocking scales:

  1. Push the Envelope or Hold the Fort. You’ll want one big goal that will carry your organization to a new place: “Introduce the new gigulator to the market by October 1.” Excellent. But in the meantime, you’ll also need a few goals just to keep the lights on. “Meet Production Commitment of 750 current model units shipped by the end of the year.” You’ll want to track that Hold the Fort goal as well. The idea is to balance the two kinds.
  2. Stretch Goals. I personally don’t like them. The definition is that we’re only 70% likely to achieve them. I think stretch goals can burn people out and be demoralizing when the team falls short. But the research finds that organizations perform at a higher level with stretch goals than with easier goals that everyone is 100% committed to. Go figure. I still vote for Committed rather than Stretch.
  3. Distributed throughout the Organization or Focused on just one or two departments. In my Silicon Valley experience, I found goals shared by the whole company were much more fun and effective. In the mid-80s, Hewlett-Packard focused the entire international company on improving the reliability of our electronic instruments by a factor of 10. Yes! A big, big goal. But we did it, and it truly brought out the best in the whole corporation.

I think setting out a Big Goal is one of the best, most energizing things you can do to move your company forward. If you decide to do it, keep these three dimensions in mind. That will be one more factor that will help you succeed.

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Big Project Board

The Transformative Power of “The Big Goal”

Posted by Chris Cook on
 October 11, 2019
  ·  2 Comments

Below is a guest article by John Lamy, a friend and colleague who will be writing a series of guest blogs for Capiche in the coming months.

The Big Goal

Here’s a common situation:

  • The management team puts in 10-hour days, running around like crazy, fixing mistakes, putting out fires;
  • most of the non-management folks are less than fully engaged, seem a little lackadaisical, and don’t really understand the operation’s strategy or goals; and
  • you have the gut feeling that the organization is underperforming. Everyone could be doing much better!

You can fix that! It’s not insurmountable, but it takes real focus and effort to get it right.

One proven approach is to establish a robust process for setting and achieving a Big Goal. I call that process the Execution Framework. This involves three steps.

The Big Goal Diagram

The Goal

Start with your:

  • Core Values
  • Strategy
  • Current Issues

Then concoct a single Big Goal that aligns with these three key drivers and spans throughout the organization. Creating and articulating that Big Goal is not easy. It’s as much art as science. In fact, I think it actually requires a little bit of magic!

The Tactics

Step Two can be a little tedious. Figure out the specific set of Tactics (or tasks) that must be executed to realize the Big Goal—department by department, person by person. Write them down; assign them to people; and put measures, targets, and due dates on each Tactic.

The Tracking

Step Three: Meet with your entire team on a cadence (maybe once a month) to make sure you’re on track. What are the problems? Who can help whom? Do you need to pivot? Let team members speak, especially the more junior ones—this is a great opportunity for their personal development.

If you set up your Execution Framework correctly, three amazing things will happen:

  • You’ll hit your Big Goal, and your financial performance will show it.
  • You’ll build a culture that hits your Big Goals, year after year.
  • Your folks will love it, word will spread, and it’ll be easier to hire outstanding people.

The process works. You really can achieve awesome results. Give it a try!

If you are interested in learning more about John, please contact him—and let him know I sent you! If it’s marketing consulting you are interested in, please reach out to me, Chris Cook. I would love to talk with you about your ideas!

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Woman Relaxing and Playing in a Rain Shower

Eureka! Why Relaxation May Be the Key to Optimal Performance, Creativity, and Flow

Posted by Melissa Michaels on
 June 16, 2019
  ·  No Comments

There’s a reason Eureka moments tend to strike in the shower—or in the case of Archimedes, the bath. Performing mindless activities gives our brain an opportunity to relax, kicking the prefrontal cortex (a.k.a. the brain’s command center) into autopilot mode. That daydreamy state is when creativity emerges.

In this Business Insider article on why 72% of people get their best ideas in the shower, Psychologist Scott Barry Kaufman explains, “The relaxing, solitary, and non-judgmental shower environment may afford creative thinking by allowing the mind to wander freely and causing people to be more open to their inner stream of consciousness and daydreams.”

Whether we’re scrubbing dishes or practicing meditation, letting our brain idle increases alpha brain wave activity, known to boost creativity and reduce depression.

How does this translate to the workplace? No, we’re not saying you should install showers or offer transcendental meditation classes (although that may not be such a bad idea). Rather, you may wish to cultivate an organizational culture that encourages play, humor, quiet, and relaxation—all ingredients to heightened productivity and creative flow, most famously studied by Mihaly Csikszentmihalyi.

No number of hacky sacks and hammocks will counteract the toxic miasma of a stressful, high-anxiety workplace, however, and that cortisol-spiking atmosphere often starts at the top.

If an organization’s leaders exhibit stress, fear, rigidity, and panic under pressure, those emotions quickly spread to the employees.

How many times have you entered a meeting in a good mood only to leave feeling anxious and tense? This article by Psychologist Daniel Goleman discusses a study that revealed the contagious nature of moods in work groups and calls on leaders to practice the emotional intelligence necessary to prevent their own stress from infecting the group.

It’s no surprise that people want calm, assertive leaders as this Psychology Today piece explains. If you are wheeled into the hospital for emergency surgery, do you want the head surgeon to fly into hysterics, or do you want her to calmly assess the situation, lay out a clear plan of action, and set to work?

How people respond to crises reveals a lot about them, and demonstrating resilience, resourcefulness, and ingenuity in the face of obstacles instills employees with confidence and trust in their leadership.

That’s one reason this Harvard Business Review article encourages first-time leaders to relax. Employees sense insecurity and anxiety in their leaders, and that lack of confidence derails productivity.

As the Tao Te Ching states:

“When your body is not aligned,
The inner power will not come.
When you are not tranquil within,
Your mind will not be well ordered.
Align your body, assist the inner power,
Then it will gradually come on its own.”

If you want your employees to achieve the optimal performance, relaxed alertness, and creativity possible in a serene, inspiring environment, you need to cultivate your own inner balance, emotional intelligence, and mental well-being.

To get expert guidance from an empathetic yet challenging co-active coach, contact Chris Cook about her leadership coaching services. If your organizational culture could use an injection of positivity and transformative authenticity, Capiche can help with that, too.

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Toxic Workplace with Team Conflict

Got Toxins? Get Good at Conflict.

Posted by Chris Cook on
 March 12, 2019
  ·  2 Comments

Isn’t it invigorating when things are clicking along at your company—when your team is all on the same page and working together to get important work done?

Or are you reading this saying, “I wish it was like that!”

If it’s not like that, what’s going on? Is performance tanking? Is communication falling apart? Is turnover high? Is absenteeism skyrocketing?

If you’re nodding your head, then here’s a question: What “team toxins” are causing conflict—and how are you handling them?

You know every organization (every relationship for that matter) experiences conflict. But did you know there’s such a thing as good conflict? Yep. When there’s constructive conflict, your team develops greater trust and becomes stronger.

However, when team toxins creep into day-to-day operations and conflict is not handled well, your team begins a downward spiral that may be impossible to arrest.

According to positive psychologist John Gottman (The Relationship Cure), these team toxins are criticism, defensiveness, stonewalling, and contempt. Gottman refers to these toxins as the Four Horsemen of the Apocalypse. It’s vital that your team understands these toxins and strives to keep them at bay. Letting them creep into your organization is the quickest way to undermine performance.

Take a close look at these toxins, learn how to recognize them, and review the “antidotes” so you can handle conflict successfully through positive communication.

1) Personal Criticism

Aggressive attack, bullying, chronic blaming, domination

Learn to understand the difference between complaining and criticizing—and turn the complaint into a request when possible.

Criticism: “You’re always late! You never think about anyone but yourself!”

Complaint: “When you are late, it throws the entire team off schedule.”

Request: “When you are late, I have to reschedule the entire team. Please let us know if something unexpected comes up that will detain you.”

Also, remember that criticizing the person is hurtful. Your intention is most likely to criticize the idea or action, not the person. The antidote? Talk about your feelings using “I” statements and express a positive need.

2) Defensiveness

Deflection, unopen to influence

When we feel unjustly accused, our natural response is to look for excuses to justify our actions.

Question: “Did you let production know that our prototype is not going to be ready as we promised?”

Defensive response: “You know how busy I am. Why didn’t you just do it?”

Better response: “Wow, I was so busy today, I forgot. I apologize. Let me call them now and let them know.”

The best antidote is to accept your teammate’s perspective, take responsibility, and offer an apology for any wrongdoing.

3) Stonewalling

Disengagement, passivity, yes men, avoidance, unopen to influence

This usually happens as a response to chronic contempt. The listener shuts down and simply stops responding—or they resort to other behavior such as turning away or tuning out.

It takes time for most people to reach the stage of stonewalling/shutting down; the best antidote is to take a break and spend time doing something soothing before regrouping and openly discussing the situation.

4) Contempt

Demeaning, disrespect, undermining, hostile

This may be the most destructive horseman. Contempt goes far beyond criticism, attacks the person’s moral character, and insinuates superiority over them. It’s destructive both mentally and physically. Research shows that people in contemptuous relationships are more likely to suffer from an infectious illness like the flu or a cold! In a marriage, it is the single greatest predictor of divorce. It must be eliminated in all relationships—personal and professional. As an antidote, remind yourself of the person’s positive qualities and build a culture of appreciation.

Now that you know what the Four Horsemen are and how to counteract them with proven antidotes, you’ve got the essential tools to create constructive conflict, develop more organizational trust, and create a more positive work environment. As soon as you see criticism or contempt galloping in, remember their antidotes. Be vigilant. The more you can keep the Four Horsemen at bay, the more likely you are to have a positive and productive workplace.

If you’re looking to create a more positive culture in your work environment, call 541.601.0114 or email Chris for an initial conversation. Let’s tap into your organization’s positivity and unleash its potential.

An enthusiastic shout-out to Faith Fuller and Marita Frijhon, CRR Global, for introducing me to this concept as part of Organizational & Relationship Systems Coach Training.
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Employees Engaged in Brainstorming

The Success Secret Every Company Knows but Few Achieve

Posted by Melissa Michaels on
 April 22, 2018
  ·  2 Comments

Adobe understands it. And Google, Apple, Microsoft. Airbnb does, too. LinkedIn, KPMG, Accenture, the San Diego Zoo—they all get it. Zappos, certainly. And these companies are paragons of it, according to Entrepreneur.

Companies who know this success secret tend to have quadruple the average profit and double the average revenue—even while being a quarter smaller than other organizations Jacob Morgan analyzed in this article for the Harvard Business Review.

If you’re a longtime reader of this blog, you’ve probably already guessed what this elusive alchemy is since we’ve written about it a lot before. That’s right—employee engagement.

But why is it so hard for companies to get right—even while pouring millions into trying to obtain it?

For starters, most companies are slapping a band-aid on a broken leg and calling it good. That’s not going to do it.

Many of the problems at organizations with poor engagement are systemic, and it takes a deep cultural shift to address the underlying causes of disengagement and build a more authentic, inspiring workplace.

For Morgan, this means creating an experiential organization with desirable cultural, technological, and physical environments.

Out of the 250+ organizations he studied, only 6% were intensely focused on all three—and they had the performance upswings to show it. He also found a correlation between investment in these areas and inclusion on “best of” lists. Further, these companies saw substantial gains in stock value.

On the flip side, a fifth of the companies analyzed scored very low on all three fronts, and employees ranked over 50% of the organizations poorly in one or more of these areas. This shows how far most companies have to go.

But where to begin? Andrew Sumitani of TINYpulse wrote The Ultimate Guide to Employee Engagement to help managers take those crucial steps toward organizational transformation.

Sumitani starts by sharing this TED talk on employee motivation by Behavioral Economist Dan Ariely:

He documents the significant financial advantages enjoyed by companies with higher employee engagement—including as much as 18% higher revenue per employee. Combine greater profits with the enormous savings yielded from employee retention and less absenteeism, and you start to understand why experiential companies are raking in the bucks.

Sumitani outlines two strategies for boosting engagement:

  1. Create recognition programs that honor contributions. Don’t hand out token achievement awards for simply reaching milestones like working a certain number of years. Most will move on before reaching that five-year anniversary if you don’t have an appealing workplace. Instead, acknowledge employees for substantive accomplishments, innovative ideas, and other extraordinary behavior. This recognition should be highly personalized and spontaneous rather than generic and perfunctory. Lastly, establish peer recognition programs that give employees opportunities to honor co-workers, whose accomplishments may otherwise go under the radar of high-flying managers.
  2. Survey, survey, survey. If you want to know what matters to your employees, ask them. Don’t burden them with bloated surveys every year or so. Rather, short and frequent is the way to go here. Bolster trust and open communication by transparently sharing the data. Then do something with those results. Formulate an action plan to show you are not only listening but genuinely committed to responding to concerns.

Capiche Can Help

Are you ready to propel your company to the next level of engagement, productivity, and profit? We can help you conduct the organizational analysis, collect the data and implement the strategies that can turn your organization into the next paragon of employee engagement. Email chris@capiche.us or call 541.601.0114 today.

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Intelligent Team at Work

Develop Intelligent Teams for Optimal Performance in an Ever-Changing Landscape

Posted by Chris Cook on
 October 3, 2017
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An intelligent team—sounds good, huh? But what is it and how do you get it? These are the questions I am preparing to answer on Wednesday when I lead a workshop at Southern Oregon University for members of a high-tech company, timber products company and municipality. And while these seem like disparate organizations, the concepts and steps needed to create intelligent teams are the same for all.

Let’s start with a description. Anchored in constructive collaboration, intelligent teams optimize functioning for enhanced performance, greater productivity and intense creativity. They are critical to successfully navigate the changes we face daily in today’s organizations.

An intelligent team is deeply fluent in the competencies from emotional and social intelligence—the ability to interpret and manage your own emotions to the benefit of the situation and to read and respond with empathy to the feelings of others. Add to this an understanding of social situations and a big-picture perspective. In other words, it’s moving from a frame of “I” to “you” and then “we.”

An intelligent team takes this a step further and employs Relationship Systems Intelligence—the capacity to move beyond personal concerns to a powerful, generative group identity with resilience and resources to address challenges as our world transforms. Sound amazing? Well, it is!

My knowledge of this topic comes directly from hands-on training I received over the last four years at CRR Global’s Organizational Relationship Systems Coaching workshops and from reading CRR founder Marita Fridjhon’s 2016 book, Creating Intelligent Teams. Marita coauthored the book with Anne Rød. My thanks to Marita for permission to quote/paraphrase liberally.

In this blog, I will share the five principles of Relationship Systems Intelligence (RSI) and give you a few things to consider while contemplating your organization’s intelligence. Future blog posts will delve deeper into this subject, so stay tuned!

Five Principles of Intelligent Teams

  1. Each relationship system (team) has its own unique entity.
  2. Every member of a relationship system is a Voice of the System.
  3. The team has the answers.
  4. Roles belong to the team, not the individuals.
  5. Change is constant.

What Does This Mean?

  1. Each relationship system has its own unique entity. Any time there are two or more people, they create a “system” or “team entity.” This thing is bigger than the sum of its parts. Intelligent teams are aware of the system and together act as a system—as a “we” vs. a “you” or “me.”
  2. Every member of a relationship system is a Voice of the System. (Everyone is right—partially!) A strong system is one where all members’ voices are heard, which only happens with trust and willingness to share without repercussions. Together, they can add enough information to the system to create an intelligent entity.
  3. The team has the answers. This is one of my favorites! We hold true that relationship systems are naturally intelligent, generative and creative. Kind of like the old 1+1=3 equation and underscored by mutual accountability and responsibility to speak up. Disagreement is good—it’s simply what can happen as more information (voices) is added to the system as it works toward intelligent outcomes.
  4. Roles belong to the team. Relationship systems rely on roles for their organization and execution of functions. For example, there are functional roles (boss, customer service, IT) and emotional roles (peacekeeper, visionary, truth-teller). These roles belong to the system, not the individuals who inhabit the system. If a person leaves the system, the system regenerates and fills the roles as necessary.
  5. Change is constant. Relationship systems are in a constant state of emergence, always in the process of expressing their potential. By noticing signals, team members can explore hidden opportunities and help the entity remain open to new ideas and inspirations that would not be accessible to an individual.

In my next post, I’ll explore the key competencies of an intelligent team along with pointers on how to develop those key competencies. In the meantime, take a look at your own team/organization and get a sense as to where you are now.

Here are a few things to consider (straight from the book):

  1. How would you describe the leadership in your team and organization?
  2. Who are your colleagues? How many are Millennials? Other? How are you bridging the generation gap and working together optimally?
GENERATIONS KEY
  • Gen Z, iGen or Centennials: Born 1996 and later. (<21)
  • Millennials or Gen Y: Born 1977 to 1995. (22–40)
  • Generation X: Born 1965 to 1976. (41–52)
  • Baby Boomers: Born 1946 to 1964. (53–71)
  • Traditionalists or Silent Generation: Born 1945 and before. (>72)
  1. How well do you know your colleagues’ background, talents, special skills? How often do you use their specialized knowledge?
  2. How often and in what situations do you and your colleagues work as a team system rather than independent individuals?
  3. How high do you think the level of RSI in your team is?

Questions?

Please call or email me. Let’s see what’s possible in developing the intelligence of your team.

Blog Culture Emotional Intelligence Management Tips Organizational Development
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