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A big part of leadership is inspiring teams to meet performance goals. But what determines whether they respond? Often, the answer hinges on the leader’s ability to instill or erode trust within their teams.
Building trust and inspiring your teams to meet performance goals—while fostering professional growth, productivity, and commitment—are all part of creating a culture that thrives.
Download and read this guide, which shares some best practices from FranklinCovey to build trust and share it with leaders throughout your organization.
Everyone has a natural genius. Unlocking it is the secret to accessing more of each team member’s energy and ideas. To help your leaders get the most from their teams, share our guide, 5 Ways to Multiply Your Team’s Natural Genius, based on research by bestselling author Liz Wiseman.
In the research for her bestselling book, Multipliers: How the Best Leaders Make Everyone Smarter, Liz Wiseman identified the nine most common Accidental Diminisher tendencies. These behaviors are often associated with being a strong individual performer or even a strong leader, but when overused or misapplied, they can shut down a team’s intelligence and contributions.
The best leaders are curious. But they don’t just ask a lot of questions. They ask the right questions — the kind that focus their team’s brainpower on the right problems.
Read our guide, How Effective Leaders Get Results: 7 Ways to be More Proactive, to learn how taking initiative in small, specific ways can help you reach your goals—for your team, your career, and your life.
A six-step guide for first-level-leaders. If your mentality toward work hasn’t changed significantly since you became a first-level leader, it’s likely you’re not actually leading. LEADING PEOPLE IS VASTLY DIFFERENT from working as an individual contributor.
In a perfect world, your team magically shows up to work fully committed to the organization’s Wildly Important Goals® (WIGs®) – ready and willing to win as a team. But since that’s not typical behavior in the real world, try these eight team commitment-boosting strategies.
When you execute a strategy that requires a lasting change in the behavior of other people, you are facing one of the greatest leadership challenges you will ever meet. With The 4 Disciplines of Execution®, you are not experimenting with an interesting theory; you are implementing a set of proven practices that meet that challenge successfully every time.
If you’re like most hard-working professionals, you probably spend too much time putting out fires and not enough time pursuing your long-term goals.In times of uncertainty and stress, it’s even more important to be intentional about how you use your time, so you can respond to unforeseen events in effective ways.
Credible leaders know how to build the trust necessary to propel their organization — and the people in it — forward.
To help leaders in your organization develop this critical skill, share our tool, 7 Ways to Build Trust Between You and Your Team—A Toolkit for Leaders at All Levels.
Building a culture of trust starts with a shared vocabulary of simple, yet powerful phrases that leaders use to express gratitude, offer compassion, and provide support.
Leaders who engage team members with compassion and gratitude encourage them to trust one another and rally around each other and their leader to achieve desired outcomes.
First-level leaders are the PERFORMANCE LINCHPIN OF ORGANIZATIONS, but they’re often thrown into leadership without resources or support. These insights and exercises will make the biggest TRANSITION of your career and DEVELOP YOUR PEOPLE into a high-performing team.
A common mindset is that leaders hold 1-on-1 meetings to monitor people’s progress. By only monitoring progress, your leaders miss an opportunity to uncover other issues. When done properly, 1-on-1s can be one of your most powerful tools to engage your people. Download 100+ questions that your leaders can ask their direct reports to engage people.
Bias is a natural part of the human condition—of how the brain works. It affects how we make decisions, engage with others, and respond to various situations and circumstances (often limiting potential). Understanding bias helps leaders notice and adjust for it, cultivate meaningful connections, and choose courage to make real change and unleash their own and others’ potential.
It takes courage to stand up to bias and advocate for a welcoming and fair culture in your organization. But courage alone won’t ensure that you actually make a difference. We each have a part to play in making progress, and the strategies in this guide can help you make an impact.
Too many leaders set vague goals like “improve customer retention,” leaving their teams unsure of how well they’re doing or even exactly what they’re working toward. FranklinCovey has developed a simple but powerful formula to identify where you are today, where you want to go, and the deadline for reaching that goal.
Download our tool 4 Steps to Refine and Execute Your Team Goals and learn how to talk about goals in more specific and measurable ways.
To learn how to keep every team member engaged—from anywhere—read our guide Help Your Team Thrive in the Age of Remote Work: 8 Tips to Boost Engagement, Collaboration, and Morale.
Whenever you have variability in performance, you have variability in results. The key to creating great results is institutionalizing high-performance behaviors at scale. By applying some basic truths about human motivation, you can turn average employees into high performers and typical teams into powerhouses. Moving your middle has dramatic results on your organization’s overall performance.
The most powerful principles of human motivation are timeless, and they apply in all settings: in-person, remote, or hybrid. As the best leaders know, highly-engaged employees are playing a game that matters, and they’re winning.
The best communicators aren’t just good talkers; they’re also great listeners. When you listen well in person or over video meetings, you can connect more deeply with your team members, colleagues, and customers. You will learn more from others and they learn more from you.
Every organization has pockets of great performance—think of all the teams in your organization that aren’t performing like the great ones. The best organizations know where their pockets of greatness reside and they are better than the rest at scaling greatness across the organization, institutionalizing their own best practices, getting everyone’s behavior to change, making their performance curve ”righter and tighter.”
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