Video discussion with John Dale, Global Energy Practice Lead and Alycia Diggs-Chavis, Executive and Team Coach
If you checked out the first two posts in our series on leading decarbonization/net-zero work, then you’ve been ramping up your own influence skills and verifying how to assess change in your organization. Still, you know it will take a constellation of effort across teams to make and keep progress steady.
To maximize the value of moments spent with other leaders and colleagues, dedicate some time to planning out how you’ll approach them as stakeholders and prepare them to talk about, implement, and support change consistently. When you put objectives and challenges in your own words, and help others to do so too, everyone stays on the same page – especially when it’s time to problem-solve quickly.
This is a Video discussion with John Dale, Global Energy Practice Lead and Krystyna Riley, Strategic Accounts Leader
If you’re leading a decarbonization/net-zero initiative, then you’re utilizing influence skills all the time. So, how can you confirm whether your efforts are paying off? When an overall transformation is both unprecedented and long-term, and the teams involved are variable, it’s hard to know where to look for a sign that everyone’s on board.
Video discussion with John Dale, Global Energy Practice Lead and Kacie Linegar, Business Transformation Expert
When leading an organization through the interconnected changes that are crucial to decarbonization/net-zero, it’s common to face resistance, confusion, or distraction from your workforce. Still, you need to sustain a sense of urgency and high performance.
To keep your teams on track, here’s something you can do immediately and professionally: influence your key stakeholders. Moreover, make a habit of influencing them in subtle, convincing, and genuine ways – ones that are authentically yours.
Imagine this scene: Fade into a senior leadership team meeting, in progress:
"Wait, wait, wait! Didn't we already decide that we were moving forward with the design?" asked Heather.
Stefano jumped in, "I thought we agreed on what we were going to do, but we still need to talk through how we're going to do it."
"I remember having a conversation about it but not making a decision," replied Nanda.
"What are you talking about?" quipped Millie.
Sadly, this type of exchange happens too often within leadership teams*.
Recently ALULA's own Danielle Hochstein (Geissler), Ph.D., participated in a leadership roundtable at the American Biomanufacturing Summit in San Francisco, CA. The discussion focused on how to elevate female leaders, especially in male-dominated industries.
There comes a moment in every person’s career when you know it’s time to begin crafting the next chapter of your life. My time has come, mostly because I knew I would be hitting a milestone birthday that many, myself included, equate with retirement.
(Note to readers: We received a lot of valuable feedback on this post! People requested more detail on how to observe remote workers, so we expanded our previous post. Thank you for reading, and we hope the additions are helpful! — Ken)
How do I know people are doing the right things in the right way when they are working remotely?
I’m hearing this question a lot as remote and hybrid working have become the “new normal.” Operating virtually creates a genuine barrier, and we all know it. But it’s a barrier that skillful leaders can leap over.
“Leaders don’t force people to follow, they invite them on a journey” – Charles S. Lauer
This article is co-authored by Dee Conway and Bridget Russell, Ed.D.
There’s been a great deal of dialogue on the return to office (or RTO). From business need, to timing, to individual impacts, the discussion has been… robust, to put it lightly.
But what if you as a leader are considering whether it’s time for your team to return. There are a ton of angles to this issue, so before you make a decision and present your people with a potentially shocking ultimatum, take some time to consider the individual factors, and then TIE it all together into a more presentable package.
Part 1: Tie down your reasoning—Challenge your mindset and leader behaviors
The first question to ask is “why now?” Take a pause and reflect on why you are asking your people to return to the office. The reasons may seem obvious to you—perhaps even to your team—but those feelings aren’t always so easily communicated to all levels of the organization.
Perhaps it isn’t obvious. If that’s the case, then it’s time to start asking some more serious questions about RTO or Hybrid:
- Why now? What is happening that makes the proposed timing ideal?
- Who benefits from having everyone back in the office? Are these benefits tangible, business-critical, and backed by data… or are they more anecdotal?
There are no right or wrong answers to the questions above. They simply help leaders in examining the business case for RTO, then challenging old ways of thinking that may interfere with an unbiased view of what is business-critical.
Part 2: Tie your teams together to create one unified culture.
A great many businesses tout “culture” as one of their highest values, yet don’t stop to consider some of the most critical aspects in shaping a culture. A company’s culture isn’t defined by holiday get-togethers or annual ice cream socials; it’s defined by the daily behavior of its people.
Additionally, a company’s culture absolutely cannot be split between remote workers and those returning to the office. That kind of duality only breeds resentment and will not last long-term. Leaders can’t properly inspire others or make lasting change without tying remote and hybrid working cultures together as one. Start with a T.I.E.: Trust, Inclusion, and Empowerment.
Establish and role model trust with your team by
Challenge yourself as a leader to engage in daily acts of inclusion. Whether your team is remote, in the office, or hybrid, what can you do to get to know them better?
Meet with your team and align on where they are empowered to complete a series of tasks or make decisions
Bringing people back into the office, continuing to work from anywhere, or any combination of the two requires behaviors to be shaped over a long period of time. There is no one-size-fits-all solution to make every employee happy with the RTO or hybrid circumstances, but fostering an environment of trust, inclusion, and empowerment can spark Discretionary PerformanceSM.
Discretionary Performance occurs when people don’t just have to do work, they want to. Striving for that kind of employee engagement is understandable, but getting there is difficult, and may require some assistance… Tying together any amount of people and forming a unified, engaged culture is no easy task. Who will TIE your organization together as one team?
Are you ready to take your employees on the journey back to the office?