I have just released a new book, The Perfect Leadership Triad: How Top Executives Maximize Productivity through People, Coaching, and Performance. In the book, I share the three principles that top executives use to increase revenue, employee retention, and engagement. I want to see you succeed as an executive leader. I believe my new book can help you achieve your leadership goals.
Please tap the button to the left and I will send the first chapter of the book to you with no obligation.
Coaching is the most important thing that you can do as a leader to increase productivity and performance. Do you have employees that do not respond as well as you would like to your coaching? Have you ever asked your direct reports how they want to be coached?
Understanding each individual’s coaching needs is vital to ensure you are an effective coach. The best way to find out how they want to be coached is to ask!
This document is full of questions that you can ask your direct reports to find out how you can be a more effective coach.
Most leaders recognize that you cannot motivate people. But you can inspire them based on their individual motivators. And guess what? Money is not a top motivator!
As I said in my book, The Perfect Leadership Triad, you must know what motivates people in order to inspire them. When leaders understand what motivates their direct reports, they can effectively influence, coach, and inspire them.
This document will help you understand your employees better so you can have a greater impact on them as a leader.
Do you understand why your top employees stay with your company or your team? Do you know why people leave your organization or team? The only way you can know is to ask your direct reports. It’s best to start by asking your top performers.
It is critical that you approach them with an open mind and that you listen to them. Meet with your top performers first. Take them somewhere outside of the work environment to have the discussion. Be prepared to hear things that you may or may not like.
When you ask the questions found in this document, you will better understand what your team or organization does well, and what you can do better. What you do with the answers will determine your ability to engage and retain your key employees. What you do with the information will be noticed and appreciated.
As I said in my book, The Perfect Leadership Triad, if you care about your people, you will hold them accountable for performance.
The High Performance Model begins with having a people-focused leadership approach.
Leaders only hire employees that are proven high-performers that have values that are aligned with their culture. Do not settle for candidates that don’t make you say, “Wow, I have to hire this person!”
Next, you must define what success looks like, set clear, high expectations, and hold them accountable to achieve success. Check-in with them every week to see how they think they are doing with meeting your expectations. Let them know how you think they are doing and clarify expectations.
Finally, coaching must be individualized based on the needs of each direct report. Leaders must evaluate failures and successes to learn from them. Every touchpoint with employees must recognize what they are doing well and inspire them to improve performance.
If you follow the principles in The High Performance Model, you will build and maintain a high-performing team!