brightsand

How Can A Leader Give Positive Criticism To His Teammates?

Giving and receiving criticism is one of the most challenging activities in the workplace.

Many don’t take criticism well and this can always lead to arising conflicts at the workplace.

Giving criticism, therefore, is one of the most essential skills a leader needs to learn.

By learning how to give criticism, a leader lets the team member know that that criticism was necessary so that certain improvements can be made.

So, how can a leader give positive criticism to his teammates?

Use The Feedback Sandwich

This is one of the most effective ways of giving criticism to employees.

A feedback sandwich involves starting with positive feedback, a negative one, and ending with a positive one.

For example, when giving feedback, a leader can say, “What you did with A is very good” then follow it up with, “But you should improve with B”.  The feedback sandwich then concludes with. “Finally, C was very good as well”.

By using a feedback sandwich, the criticism received does not feel that everything they did is being criticized.

They feel that some things were done right although there is a place that they need to improve.

This sandwich helps them not feel attacked and be open to receiving criticism and work on improving in areas where they went wrong.

Focus On The Situation, Not The Person

When giving criticism, it is essential to focus on the situation and not the person.

This helps the person receiving criticism not feel attacked.

For example, it is important to say, “Your presentation lacked a few elements and maybe next time you can improve on this?”  This kind of statement focuses on the presentation, not the person.

However, when you say, “You always give presentations that are not well researched,” you are focusing on the person and this makes them feel attacked as an individual.

Focusing on the situation makes the criticism less personal and the person being criticized is likely to listen and be open to change when they don’t feel attacked as a person.

Be Specific

When giving criticism, be specific on what areas are under criticism.

When you generalize information, an individual might not understand what is being criticized and therefore don’t know where to improve.

For example, instead of saying, “your presentation was not well done”, be specific and say “Your presentation was too short and I felt you did not research your references well”.

This kind of specific feedback will help the person being criticized understand what area is being criticized and work on improving on this specific area.

Such criticism is likely to yield more positive results than generalized criticism.

Give Recommendations On The Way Forward

The whole reason a leader gives positive criticism to a teammate is so that they can improve.

To help this person improve, therefore, it is important that you give them recommendations on the way forward.

This way, you can help this person work on how they can do better in the future.

For example, make suggestions such as “In the future, consider researching for your presentation and getting more accurate sources.

If you have a problem with this, you can come to me and I can guide you through it”.

This way, you have played the role of a leader well by letting the team member know that they can come to you to help them perform better in the future.

Not only have you given positive criticism, but you have also offered a valid and viable solution for their future.

Don’t Make Assumptions

It is your role as a leader to try to understand why this person behaved the way they did or why they fell short in their performance.

As a leader, don’t assume that they simply do not care about their results or their performance.

Don’t assume that they did not meet the goal because they are not good at what they do.

When offering feedback, therefore, ensure you ask questions about why there was a failure in performance so that you can understand and try to help them through.

Consider The Right Timing

Giving and receiving criticism is a sensitive issue especially to the receiver.

It is therefore important to ensure that the timing is right when you are giving feedback.

For example, if a person just made a presentation, it may not always be a good idea to criticize them in front of their colleagues.

At this time, they may be too concerned about not looking bad in front of others that they pay little or no heed to the information you are giving them.

However, you can find a time when they are alone or when they are feeling more confident and call them aside and give them feedback about their work.

The right kind of timing will ensure that the person does not feel attacked and they will listen and take advice on how they can improve in their work.

The Destiny Team

by brightsand

Only Innovation can Save the Business World in the New Normal

The Covid-19 pandemic has taught us that even the most comfortable organizations can be shaken to the core.  Every organization has been affected in one way or another.  Despite the negatives brought about by the pandemic, smart organizations are already taking lessons taught by the situation and running with them.  Smart organizations have learned that they could always improve how they get things done by tweaking a few things within.

While we cannot prevent things beyond our control in the new normal, we can prepare our organizations to survive through such events.  One such way is through innovation.  The more we innovate on products, services, customers' experiences, and such, the more organizations can withstand adversity.

Innovating on products will help reach out to wider customer segments and contribute to organizations’ growth.  Innovating on services will place the organizations in better positions when it comes to efficiency and relationships with customers.  Overall, innovation will always improve the business and put the organization in a better competing position.

With this in mind, as many ask how they could put their organizations in better positions during and after the Covid-19 era, let us look at how you can generate innovative ideas.

How can your organization get innovative ideas?

Empowering employees

When employees are empowered to speak up, express ideas and opinions, creative minds are created.  Employees in any organization come face to face with customers and experience firsthand the challenges faced by customers.  They, therefore, have practical solutions on how things can be done differently at their individual levels.  By allowing them a sense of freedom to speak up or innovate at their level, the organization gets wonderful innovative ideas that can improve processes and services.   On the other hand, stifling employees and not allowing them a sense of freedom only turns them into robot-like people who only do as told and don't make any efforts to improve their situations.

Adjust your communication channels

When employees are taught communication only travels down the hierarchy, they learn to only receive orders and do as told.  By adjusting the communication channels within the organization, you allow everyone to be a team player.  You make everyone feel heard and encourage ideas.

Adjust your leadership style

Lead your people in such a way that employees are not afraid of being penalized for making mistakes.  Give them a chance to fail and not to be afraid of creating and innovating.  Develop an accommodating leadership style in which you are not the only one with answers, but you nurture others to help you in developing ideas.  Be a leader that doesn't hire people who follow your every order but people who complement your strengths and are good in areas you don't excel in.  Participative leadership will make innovation not only a leader's initiative but everyone's role.

Invest in the education and creative nourishment of your employees

Demonstrate to your employees that you appreciate their innovativeness.  Telling your employees that they are free to come up with new ideas is one thing, demonstrating to them is another.  Take time to invest in their education so that they become empowered.  Enroll them in courses that can improve their thinking and perspective.  Enroll them in coaching programs to help them learn how they can always learn to improve their place of work by coming up with great ideas.

Conclusively, a large part of innovation lies in the hands of employees.  By empowering them, giving them the right education and coaching, and allowing them the freedom to create, you are supporting innovation and growth within your firm.  Innovativeness lies not only in the hands of the leaders but in the hands of everyone within the firm who can improve their area of operations and therefore the whole organization.

The Destiny Team

by brightsand

Blind Spots Are Our Blessing If We Know How To Make Use Of Them

Where there is sunlight, there is shadow.

It is our survival practice to get close to the light and refuse to the darkness.

When we understand things in the world, we should explore and discover from multiple angles and aspects.

Darkness itself contains a lot of information that we can use as a reference and reminder, such as our frustrating experience, competitors, enemies, abandoned beliefs, and values.

Yes, we know that they are our fears, pains, and scars.

Over the years, we try hard to escape from our fears, pains, scars and they block the way we see the world, and they gradually become our blind spots.

We are living an incomplete life because we unconsciously ignore other sides of our cognition.

Think about it, is it an ideal way to be that? What is the impact on us?

In order to make you better understand the strengths of our shadows and blind spots, Destiny created a special MICRO-FILM about a story of the second-generation successor of a Hong Kong family business.

It tells us that If we use some thinking techniques to break through our shadows and blind spots, we can be able to overcome negative circumstances and reach a win-win situation.

We wish the story will enlighten you with some new insights.

Click HERE to watch it.

The Destiny Team

*****************************************
Experience our 30 mins FREE coaching session to aware and remove your thinking blind spots, click HERE

by brightsand

New Business Strategies for Leaders and Business Owners after the Post-Covid-19 Era

“The historic challenge for leaders is to manage the crisis while building the future.” - Henry Kissinger

It’s is a given fact that many businesses will have to change their way of doing things post-Covid-19 era.  The Covid-19 pandemic has been one of the most unanticipated disruptions in the business world.  It has rewritten the rules by which businesses are run.

It’s possible that some businesses will require less working space and adopt more virtual operations.  It is also possible that some services will become obsolete while others gain higher importance.  New partnerships and collaborations will arise to gain support to businesses in different areas of expertise.

Each business has struggled to operate during the pandemic in its own way.  However, one thing that all leaders can agree on is that they would need to come up with new strategies to handle their businesses after the pandemic is over.

Here are some insights for leaders and business owners after the Covid-19 era:

1. Building resilience and versatility

For businesses that have managed to maneuver through these difficult times, resilience has been a crucial ingredient.  Businesses that have built versatility and agility within their workforce have handled the challenges faced without breaking down from all the strains.  Leaders ought to realize the need to build resilience within their workforce.  They have to make resilience not a destination but a way of being.  Leaders have to encourage building attitudes, beliefs, versatility, and structures within the culture of the organization so that it can be prepared for unexpected changes.

2. There has to be a shift in mindsets

Leaders will be forced to shift their mindsets and envision scenarios that would not have occurred to them before.  If a business was stuck on some norm of ‘this is how we do things’, the pandemic has shown that even the strongest business structures can be shaken.  Changing mindsets will help leaders look at different ways they can grow their organizations and prepare for tough times hence help them developing resilience.

3. Embracing digital transformation

Businesses have realized the importance of digital transformation and how much it can come in handy in times of crisis.  Companies with better digital innovation have coped better in the months following the pandemic.  Some were still lagging behind since they had not perfected their digital operations such that things could be run virtually.  Introducing employees to virtual meetings for example, and embracing substituting some operations with digital solutions will prepare the workforce to use technology more often and not feel inconvenienced.

4. Changing customer expectations

The pandemic has changed everyone’s experiences, especially the customers.  The businesses will have to rethink the way they design, communicate, and approach their customers.  They also have to rethink convenience and prioritize digital solutions.  For example, the pandemic has taught customers that there is so much that they can achieve virtually such as shopping, and are likely to carry these habits into the post-Covid-19 era.

5. Taking a closer look at employee wellbeing

Every organization’s workforce has felt some form of challenge.  First, working from home has been a whole new experience for some.  For others, it was really stressful changing the normal such that some employees experienced depression from the isolation.  This has called to the attention of leaders to take a closer look at the mental health of employees.  Employees that work virtually would need more support to cope with loneliness.  This creates a need to look at establishing a human-centered, systems-minded approach to support employees and take their well-being into better consideration.

6. Over-invest in communication

You can never communicate too much.  As organizations shift from face to face and encourage virtual operations, communication strategies will change.  As a leader, heed your communication styles.  Develop a style that is deliberate and open and ready to have tough conversations.  Make communication at the right tempo and frequency so as to keep everyone on the same page.  Open communication will make employees feel supported and encourage them to bring up issues of concern as they work virtually.

7. Crisis management

Leaders have to take a closer look at their abilities to manage crises.  Some crises, such as the one that has befallen most businesses recently, have no formula and no one really knows how to navigate such situations.  Leaders have had to find their way around the crisis.  Some successfully, some through imitation, and some are still struggling.  In the post-Covid-19 era, leaders will need better crisis handling skills and envision worst-case scenarios and how to handle them.

8. Less reactive and more proactive

What was your reaction to the pandemic as a leader?  While you could have reacted and cried woe unto me, some were being proactive and taking this as an opportunity to reinvent themselves.  Leaders have to learn to take moments of adversity as an opportunity to picture a successful future, energize their teams, and mold them in such a way that they can withstand most forms of adversities.  A good number of leaders have realized that their businesses will never be the same again and have come up with solutions to create a new and better reality for their workforce.

9. Seek support from other leaders and experts

No one has the magic formula on how to navigate a pandemic.  However, by seeking support from others and experts, leaders will stand in better positions to handle challenges that are thrown their way.  There are some programs being offered to help leaders navigate the workplace post-Covid-19 era.  Seeking such programs and gaining insight from experts can help leaders place their businesses in a better position to manage challenges in the future.

Conclusion

Conclusively, it is likely that the business environment will not be the same as before the post-Covid-19 era.  The sooner leaders and business owners realize this, the sooner they can prep their organizations for an alternative future.

The Destiny Team

by brightsand

How To Uncover Our Blind Spots: Unconscious Bias In Leadership

As humans, we have some blind spots in our behaviors that we sometimes are unaware of.

Such blind spots are some things that we do yet they are not obvious to us.  Others may see them but we are blind to them.

At work, blind spots can be quite damaging.  They may result in us doing some things that are unacceptable.

Coaching can help us uncover our blind spots and become better leaders, colleagues, employees, and simply better people.

One common blind spot in leadership is unconscious bias.

The modern workplace is full of people from multiple backgrounds.

While we might think we are open-minded people, we might find that we have unconscious bias.

We can be saying things or taking actions that are discriminative to others in terms of gender, race, or other differences and we are unaware of this kind of bias.

We can also find that we unconsciously favor some people because they are similar to us but we are not aware of this; it is one of our blind spots.

HOW COACHING CAN HELP US TO UNCOVER UNCONSCIOUS BIAS IN LEADERSHIP?

Helps Us Become Aware Of Unconscious Bias

Coaching can help us become aware of possible blind spots such as unconscious bias.

For example, as a leader, we can be hiring some kinds of people because they are similar to us.  We can be doing this unconsciously.

Before we know it, we can have hired a homogenous workforce that does not benefit from diversity since everyone is so similar.

This can limit the creative potential of the organization and limit opportunities that the organization can explore.

When we become aware of unconscious bias, we can work towards coming up with a system that can help us avoid making such biased decisions in the future.

Make Decisions Based On Principles

When we become aware of possible unconscious bias at the workplace, we can be open to changing policies and make decisions based on better positions in the future.

For example, if we find that through our unawareness of blind spots we had been promoting people that are similar to us, we can focus on using a set of policies and principles to make such decisions in the future.

We can choose to have a team make promotional decisions in the future as opposed to one person.

Further, we can create policies and guidelines to be followed when making such decisions in the future.

Training And Development

One reason we are unaware of our possible blind spots is due to lack of knowledge.

Sometimes, we need someone to point out our possible blind spots so that we become aware of them.

Through regular coaching, training, and development, we can be open to exposing our blind spots and finding a way to work with them or around them.

Regular exposure to information can help us recognize and deal with unconscious bias and find ways to treat people equally without bias.

Put in Place Policies

A set of policies can help leaders not be driven by their blind sports when making decisions.

For example, policies regarding hiring people from different backgrounds will ensure that all kinds of people are represented in the hiring process and the decision is not left to the leader.

Policies pertaining to all aspects of management such as hiring, rewarding, terminating among others should be detailed enough and as clear as possible such that they can be referred to by anyone within the organization and not just the leaders.

Seek Feedback

Another way a leader can uncover blind spots is by seeking feedback.

When you are open to feedback, other people can easily spot your blind spots and let you know areas you can improve in.

It would be misleading for a leader to think that they are always right and do not possess any blind spots.

By opening up channels of communication and encouraging feedback, they open themselves up to opportunities for self-improvement.

Conclusively, since we all have different backgrounds, we can have unconscious biases that influence our decision-making. Our blind spots can be our downfalls if we are not careful. We therefore most importantly accept that it’s possible to have blind spots such as unconscious bias. We should then seek out ways to find out what these could be and try to work around them so we can be our most impartial versions at the workplace. Through training and development, coaching, seeking feedback, following written policies, and most importantly becoming aware of our possible shortcomings, we can bring our best self to work and serve our organizations in the best possible way.

The Destiny Team

by brightsand

Is Meritocracy Better Than a Blood Relationship for Family Succession Planning?

Transitioning of family businesses from one generation to another is a common challenge.  However, as family businesses continue to blossom, many are recognizing the need for succession planning.  Often, when the lone-founder of the business leaves, many family businesses tend to crumble.

Research has shown that many Chinese family businesses don’t last the past three generations.  This is because first, most family businesses lack a sustainable business model.  They depend on trial-and-error strategies for competitive advantage.  Secondly, Chinese family traditions whereby male descendants get equal inheritance can dilute the ownership of the business.  Thirdly, often, birth order or seniority is used to select successors other than meritocracy.  These businesses depend on family factors rather than merit in choosing successors.

For your family business to survive from the founder to the second generation, there is a need to make a smooth transition and this is solved by successful planning.  When well-governed, family firms can outperform non-family businesses.  Some of the most popular global businesses started as family businesses such as Walmart and Volkswagen.  If family businesses are well managed, they can last through generations.

Stakeholders involved in succession planning 

All family businesses do involve outsiders as part of their management teams.  In any family business, there are commonly three stakeholders involved in succession planning.  These are owner/founder, professional managers, successors.

The founders find a challenge in succession planning since they view leaving their position as dying a little.  Most vow they will never retire and when they leave the business they feel as if they experience a personal loss of identity.  They also fear that they will lose all the years of significant work they have put into the business.  They lack confidence in the abilities of the successor and are often conflicted about choosing a suitable successor.  Sometimes their decision is interfered with by underlying family issues of jealousy and rivalry.

The successors on the other hand view that they can bring new insight into the business and often dislike the founder’s way of running businesses.  They refuse to obey authority and yet they want to be given responsibility and authority.  Successors may also have rivalry among themselves.  For example, sons debate who the father will pick as a successor.

The professional managers may have the interests of the organization at heart but often refrain from challenging the members of the family.  They commonly have more loyalty to some members than others; such as having loyalty and a personal relationship with the founder.  On the other hand, they are often more qualified to run the business since they are hired on the basis of merit.

Knowing this, one cannot help but ask, is meritocracy better than blood relationships for family succession planning?  Or differently phrased, is it easier to plan for succession of the family business when outsiders are involved as opposed to when blood relatives are involved?

Before we jump to conclusions, let’s first look at the benefits and pitfalls of meritocracy and blood relationships in running family businesses.

Benefits of meritocracy

1. Hiring the best outsiders to manage the business put the interests of the organization first.  These are professionals and are often better qualified than family members.
2. There is no emotional attachment and non-performing managers can easily be let go as opposed to if they were family members.
3. Salaries and benefits are allocated according to a person’s merit and contribution to the organization.

Downsides of meritocracy

1. Outsiders often don’t have the core values rooted in the family that often contribute to developing a grounded organizational culture.  Without family, these values can fade and hurt the organizational culture.

Benefits of blood relationships in family businesses 

1. Family members understand each other better and are often driven by similar values.
2. Blood relations have a commitment to the business as they are committed to family.
3. Years of growing up in the business give them valuable informal training.

Disadvantages of blood relationships 

1. Sometimes there is no accountability for poor performance.  Individuals can let their values come ahead of that of their organization and not be held accountable for it since they are family.
2. There is emotional involvement in management.  Decisions made are seen as emotional or influenced by underlying rivalries other than being seen as rational and professional decisions.
3. Lack of openness for fear of offending each other can lead to unaddressed issues.
4. Lack of meritocracy happens whereby the next generation may lack the ability to cultivate the necessary skills needed in the business environment.
5. Lack of clear planning of the future governance of the organization, often leading to clashes in terms of power, authority, and responsibility.

Looking at the above lists, it may seem as if the disadvantages of blood relationships outweigh those of meritocracy.  However, we must not underestimate the family values and connections involved in the case of blood relationships.  Meritocrats sometimes focus too much on profit-making and compromise the values of the organization.  On the other hand, family members are likely to do what it takes to make the business survive tough times.

This is why family businesses may need a third party to help them make rational decisions.  An executive coach brings a different perspective into the picture, balancing the needs of all stakeholders and most importantly, prioritizing the needs of the organization.

What a succession planning executive does?

1. Addresses the underlying issues relating to family involvement in the business.  A professional helps unearth the state of the family and that of the business that the family members had been refusing to address.  For example, it may be automatically assumed that the firstborn son will be the obvious successor but no one is willing to address that he is not competent and provide solid evidence why without causing any conflict.
2. Establishes a council to discuss these matters and lay down ground rules.  This is a way to involve family members and professional managers to participate in policymaking.
3. Develops a family constitution aligning family values and those of the business.
4. Develops a succession plan by laying out the role changes, a time plan, retirement plans and communicate the laid down plans to all stakeholders.

Conclusively, it may be easier for succession planning where meritocracy is involved, but it doesn’t necessarily mean it creates better organizations. Blood relationships may lead to complicated dynamics in the business, but they often have a commitment to the business. The family values lead to a stronger organizational culture from which the organization thrives. With the right form of succession planning guided by executive coaches, family businesses can thrive despite the number or nature of blood relationships involved.

The Destiny Team

by brightsand

Implementing a Growth Mindset in Family-Owned Companies

Family businesses start with the owner’s dream to achieve certain goals and aspirations. Our economy thrives largely due to family businesses. However, with time, founders may be reluctant to change and grow and tend to stay within the limits of the business where they are comfortable. This can create some bit of owner’s syndrome and can slow down the business or worse, lead to the fall of the business.

How can a family business embrace change and open up to growth? How can business owners and family members be educated on growth mindset and implement these lessons to their companies?

What is a growth mindset?

According to psychology researcher and scholar Dr. Carol Dweck, the author of Mindset, a growth mindset creates in a person the openness and love for learning, as well as resilience through dedication and hard work to achieve something. A growth mindset when running a business shows that a person is open to ideas, learning from others, and putting in efforts to achieve the desired goal.

Growth mindset vs. fixed mindset

Dr. Dweck goes on to show that those without a growth mindset tend to have a fixed mindset. This is whereby an individual believes that their abilities and talent are inherent and fixed. Such individuals are not open to learning under the assumption that you either have talent or ability or you don’t. In business, a fixed mindset can be detrimental since it will hinder the business’ ability to learn and grow.

For a family-owned business, it is a common belief and misconception that the owner has all the answers. Since the business is based on the owner’s dream and most likely talent, the belief carries on that the owner has all the answers applying to the business. Such a belief can hinder the growth of the business. This is because the belief does not take into consideration the changes taking place in the business environment such as technological changes and the preferences of customers.

How can we educate and implement a growth mindset in traditional family businesses?

Create self-awareness in leaders

A growth mindset comes with self-awareness. When you are self-aware, you understand that you, like every other person, have limitations. It is therefore alright to allow others to complement and supplement your skills and experiences. A self-aware business owner is conscious of the fact that even when the business is founded solely on their idea and dream, they do not possess all the answers. This kind of awareness shifts the mindset of the owner to that which is open to learning from others.

Encourage openness and desire to learn

A growth mindset fosters the desire to learn. Business owners need to recognize that there are many others differently talented and that they can learn from each other. For example, a founder who created a business a few decades ago needs to learn from others about new technology developments and how they can benefit the business. By opening up and learning from others, a business can benefit from new skill sets, adapt to changing business environments and achieve new heights of growth.

View ownership in a different light

A business owner with a growth mindset will remember that the privileges that come with ownership also bring responsibilities. It is your responsibility as a business owner to ensure that the business remains a going concern that is growing and profitable. This kind of understanding helps the business owner put aside their ego and open up to ideas that are good for the business.

Look at challenges as opportunities to grow

A fixed mindset business owner will seek challenges that make them look good. They are more concerned about showcasing their talents and abilities. They have the belief that they are as good as their success. A growth mindset on the other hand will seek challenges that are good for the business. They are little concerned about looking good but more concerned about putting in hard work in new endeavors and harvesting good results. Through constant hard work and putting in efforts on new challenges, they develop persistence, resilience, and motivation which are essential elements for welcoming change and business growth.

Foster a growth mindset within the organization

To encourage growth and success within the organizations, leaders need to foster a growth mindset in others. This means that praising people for their efforts, and not for their talent and skill encourages people to work harder. This creates a growth culture in which people will be open to change and lead to company growth.

Embrace making mistakes

When business owner is too concerned about looking back when they make mistakes, they are likely to shy away from new experiences and opportunities. A growth mindset helps one be open to making mistakes and learning from them. This encourages the spirit of learning something new and it is with this spirit that changes are brought into the business. New opportunities are not viewed as risks but opportunities to grow.

Conclusively, a growth mindset will open up the organization to new ideas, changes, and opportunities for growth. Even family businesses can achieve great heights once they embrace opportunities to learn and grow.

The Destiny Team

by brightsand