Marcia's Leadership Q and As: Quickly Assess: Are My Managers A Team?

Q. As a new company president of a struggling company with 500 employees, the Board’s first recommendation is to assess all of my managers and evaluate if they are capable of working a turn-around. What should I look for in my team?

A. Assessing and understanding the whole organization is step number one. Talk individually to all of your senior managers and then as a team. Second, listen to as many employees as you can, in small groups and in a few Town Hall meetings. As you create your direction and vision for the company, circle back to your individual executives.

As you explore their thinking, you will hear some talk about the past and problems and barriers. Others will talk about opportunities, customers, possible new markets and products/services, and the future. Some may be stuck in the past; others are craving to create a new future. Your job is to inspire them to move forward together toward a new Aim. What is the purpose they have together? Articulate it. Do they see how they contribute toward it and lead others toward it?

Since this is a turn-around situation, you need your team to move fast. Mutual trust is essential. If you can trust and develop them quickly, move forward. If any will hold you back, express your concerns to him/her and what you need from them immediately. If they cannot deliver, it’s best to either find them a coach to help them transform, or respectfully remove them from the company.

There are leaders who can take action quickly and get the job done, often referred to as sprinters. They are visionary, full of creative ideas and anxious to implement them. For a turn-around you need sprinters (as well as in start-ups.) But to sustain and develop systems and processes that will continually be improved with data-driven decision-making in context, you need teams of people committed for the long term. These are marathoners. At different times, in different industries and organizations, you may need more of one group than another.

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Q. I’ve been promoted to my first management position with very supportive team members. My observation is that we work well together, but make decisions too slowly. How can we accelerate?

A. There are questions to consider when making decisions, especially rapidly. You want to make effective decisions, not reactive ones. Let’s consider the essential dots that go into making wise decisions. First, the Aim: what are you trying to accomplish or solve? Who are you serving with this decision? What do you currently know about the issue/process? Often decisions are made by opinions, off the cuff, with any qualitative or quantitative data. Look at data you have (or gather it) and look for stability, variation, or trends Over Time. What do you learn? What is the timeline or deadline for making a decision? Plan what you’re going to do and who will do what, make your decision based on the data in context, implement the decision, and then follow through. Study what worked, what didn’t. Learn together, adjust, fine tune, and modify. Decision-making is a process. Some can be continually improved. Think of all of the medical and technological research and breakthroughs. Others decisions are made immediately with the best information and thinking at the moment. These decisions are responses during a crisis situation. Determine how to quickly make good decisions and continually improve the steps. Practice helps.

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Send your leadership questions to Marcia Daszko at md@mdaszko.com. She works with Boards, C-suite leaders and teams to pivot, innovate, accelerate and achieve bold results never before imagined. A provocative keynote & virtual speaker, strategic Deming advisor/consultant for 25+ years, and executive retreat facilitator, she is the bestselling author of the book “Pivot Disrupt Transform.” www.mdaszko.com Call for her help today!

Marcia's Leadership Q and As: Quality—The Key Differentiator of Success

Q. Our senior managers are disconnected from what’s going on in our business. We have many complaints from customers, and nothing improves.

A. Great leaders and their organizations are connected to both their customers and employees and understand their needs. Successful organizations have leaders who create systems and communication channels to hear the voice of the employees and the customers.

Quality is defined by the customers; if product, service, or communication quality is poor and declining, the company is on its way out of business. Leaders need to transform its thinking and turn around. This only happens when leaders pivot and focus on what’s important: quality and service. Where is quality created? It comes from the vision of the Board of Directors and a leadership team working together.

When customers complain or disappear and they choose your competitors, it’s a reflection of poor leadership, strategies, or decisions. Often, it’s easy to see the decline and failure of billion-dollar corporations to small companies. An easy question to ask is: Are the leaders connected to the needs of their customers? Or is there so much complexity in the organization that customers who try to voice their complaints or concerns are not heard? It’s a priority for the management team to understand and address the system of customer feedback. Great leaders often spend more than 50% to 80% in conversation with their constituencies. How much time do you spend?

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Q. Where should executives and managers focus the most? On profits?

A. If leaders spend most of their focus on profits, they will lead a rapid journey to their demise. It’s a common belief to focus on making money and the bottom line. Unfortunately, that doesn’t deliver success or satisfaction. I often ask executives, “Is your company in business to make money? Is that your purpose?” A purpose for being in business is energizing, and it drives a team to deliver and serve customers. If leaders develop deep and meaningful relationships, loyal customers who can depend on an organization will repeatedly return. Think about your favorite vendors.

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Send your leadership questions to Marcia Daszko at md@mdaszko.com. She works with Boards, C-suite leaders and teams to pivot, innovate, accelerate and achieve bold results never before imagined. A provocative keynote & virtual speaker, strategic Deming advisor/consultant for 25+ years, and executive retreat facilitator, she is the bestselling author of the book “Pivot Disrupt Transform.” www.mdaszko.com Call for her help today!

Marcia's Leadership Q&As: What do you Anticipate & Plan?

Q. My company is doing well! How do I best make use of the good times? Should we save for the lean years, innovate, or try to keep the business stable?

A. My crystal ball for 2022 asks . . . what can you anticipate for your business in the next years? Strategic thinking, “what if we develop new markets, products, and services to meet future needs of people and society?” can lead to new possibilities and opportunities. On that journey you may navigate crises whether it’s responses to a pandemic, the economy, or an industry downturn. 

Your options are plentiful if you are future focused. Having some stable investments is good business and savings to weather some challenging times gives you some flexible time to plan and pivot during hard times. But you always need to invest in the business, too. Invest in your people, resources, technology—the foundation of your business. There will always be variation in the business, ups and downs. Plan for those so you don’t make excuses for poor decisions, lay off people, or hunker down. Fixed, fear-driven thinking can harm your business. Even in difficult times, there are booming businesses because innovative leaders get creative, assess what their customers or new markets need and then make it happen.

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Send your leadership questions to Marcia Daszko at md@mdaszko.com. She works with Boards, C-suite leaders and teams to pivot, innovate, accelerate and achieve bold results never before imagined. A provocative keynote & virtual speaker, strategic Deming advisor/consultant for 25+ years, and executive retreat facilitator, she is the bestselling author of the book “Pivot Disrupt Transform.” www.mdaszko.com Call for her help today!

Marcia's Leadership Q&As: Tips to Lead with the Resignation Trend

Q. In the past year, a large number of employees have resigned, and I read that it’s common. What’s causing this, and what can we do?

A. There is a resignation trend that we have not seen before. There are multiple reasons: some people have chosen to retire. Others are fearful for their health in the workplace. Others have chosen or need to focus on family and are taking a break from their careers. Some employees  have found a remote position that allows them more flexibility and pays more. It is now an employees’ market, and they will make changes to work in a place that suits them better.

According to recent research and surveys, the most important values people are searching for in their work environment are appreciation, flexibility, challenging work in a collaborative environment, and they want their employers to invest in their development. As an employer, you can ask, “How are we delivering on those traits?” Also talk to your staff and ask them what they need and what’s important to them? Work with them to create a culture that serves the business, their needs, and the customers. Recruit and hire to address meeting both the business needs and the employees’ needs. Be articulate about the expectations. Communicating openly and frequently will help everyone be on the same page and feel that they are contributing.

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Q. What’s the best way to handle rivalries and competition between workers? Shall I let them work through their issues or should I intervene?

A. Creative tension is part of every organization if ideas are flowing and diverse ways to do the work are being considered. The foundation is that people will discuss issues with a common aim and with respect. Appreciating each other, recognizing that diverse views, and supporting each other is the commitment team members need to make to collaborate effectively. Some cultures are extremely professional. Others are reactive and emotionally charged.

Leaders need to create an environment, communicate, and teach what values and behaviors will be practiced in the workplace. For small disagreements, people can often work out their differences. If personalities flare and people are dysfunctional, addressing competitive rivals quickly helps re-focus people and maintain a healthy workplace. First meet with each person one-to-one to listen and understand the issue; then bring them together and facilitate a discussion to achieve a healthy outcome.

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Send your leadership questions to Marcia Daszko at md@mdaszko.com. She works with Boards, C-suite leaders and teams to pivot, innovate, accelerate and achieve bold results never before imagined. A provocative keynote & virtual speaker, strategic Deming advisor/consultant for 25+ years, and executive retreat facilitator, she is the bestselling author of the book “Pivot Disrupt Transform.” www.mdaszko.com Call for her help today!

Marcia's Leadership Q&As: New Leaders, What Are Your 1st Actions?

Q. As a new leader entering a company, what should my first action items be?

A. Number one: don’t make any changes! If the company is doing well, let it roll. If it is in dire straits, let it roll. To go in and immediately make changes will be first, instilling fear.

People don’t know you and cannot trust you, especially if you start changing how they work. Second, you’ll be guessing at what the improvements could be because you will not deeply understand the culture and the informal system (the way things really work.)  Your first action is to take no decisive action for abrupt changes.

Instead, your first action is to move across your entire organization (inside and outside) and listen! In the first few weeks (depending on size of your business), schedule meetings (1-1, face to face, small groups, and Town Halls) with your senior managers, supervisors, front line workers. Then meet with customers. Then meet with vendors. Listen, listen, listen until you deeply understand what their experiences are working in or with the company. Your workers will tell you. Your vendors and especially your customers will tell you what they love and what they hate. They will tell you when you’re stellar and when they are ready to leave and go to a competitor.

With all of this information and looking at the key company data over time (trends, sales, profits, critical success factors--like how long is a customer on hold), you are ready to have the deep, yet rapid discussions with your leadership team.  Your strategy session (which great leaders have monthly) includes: direction, aim, strategic initiatives, communication/engagement plans, focus, and implementation plan with deadlines and budget guidance. At this point together you can make new decisions and involve your teams with effective communication (share what aim you want them to accomplish.)

Very important: share with everyone what you learned through your deep dive into the company. People want to know if you “got it.” The most powerful tool you have is your ability to communicate in multiple channels: in person, via Zoom, video messages, email, Intranet—whatever is at your disposal. Use it all. Continually make time to have conversations with people all over the company, not just the same senior team.  And also, great leaders are in touch with their customers. They intimately understand the experiences they are having—good and bad.

Marcia's Leadership Q&As: Do You Embrace Diversity in Your Organization?

Q. Our executives have said that diversity is an issue we need to embrace, but our culture is still not diverse after years of saying diversity is important. What does diversity really mean, and why is it important?

A. Diversity is easily defined, but for some, it’s challenging to implement. Let’s understand that simply, it is about the quality we practice in including and involving people who are like us and not like us. In more recent years, the focus on diversity has been primarily on these traits: social; ethnic and cultural; gender; and sexual orientation. But if we think of the larger picture and globally, there are endless traits around diversity. There are those who have local views and others who have world views; people who think analytically and others strategically; early risers and night owls; introverts and extroverts; atheists and evangelists; generational diversity; abled and disabled people. The list can go on and on.

Whether a country, a city, a community, or a company, some cultures are homogeneous and others are heterogenous. Some relish in diverse cultures, perspectives, foods, and customs while others reject differences. For some people, being similar feels safe and there’s certainty. Inviting in diversity means welcoming the unknown, committing to learning and understanding and having more tolerance for differences. 

Diversity and inclusion will takes years and generations to achieve. But what is the issue? If we think about diversity, every person is unique and different.  Each person wants respect and to be understood. In that, people are seeking equality. Some parts of society welcome diversity while other parts resist it. It’s a learned behavior—from very young. The question is, will people open up their perspectives and learn more about each other? Travel at young ages often helps expand perspectives. Always, the more we commit to different and deeper learning, the more opportunities we discover.

Marcia's Leadership Q&As: 3 Essential Skills That Connect Your Customers to Your Bottom Line

Q. What are the most important skills my managers should teach our new hires?

A. New hires are generally eager to learn, contribute, and make a difference. In the onboarding process, make sure you ask questions about what makes a difference for them and what do they want to contribute; what are they passionate about? The leadership team should be involved in the onboarding education.  It may be talking to new hires for an hour welcome and share the values you want to see and expect. It may be a day of education given by the CEO/President. The messages are important and relevant if delivered from the leaders.

A few essential skills that will help an organization rise above the noise and chaos of uncertainty in current work environments are: the focus on quality, being adaptable in supporting each other and serving customers, and continual improvement and innovation (two different processes.)

First, the focus on quality was paramount 20 to 30 years ago with the Quality movement. Sadly, that focus has waned, yet when leaders focus their organization on delivering quality in work, quality in communication, and quality in information, people can work together better to deliver what matters!  Second, in today’s environment, the more people can adapt and pivot and remove barriers to serve each other and customers, the better the impact of relationships—and the bottom line! Third, working together to continually improve (this means meeting and discussing, what can be better from the customers’ perspective?) and innovate with better and different response times, services, products is imperative.

My question to you: How are you doing? If you draw a direct line from what you do and what the customer experiences, do you have your resources focused in the right place? For example, if you have a service (phone service or airlines), how long is your customer on hold to get a question answered or to buy from you? Do calls get dropped? Are customers on hold for 2 minutes or 20 minutes, or two hours? If you are a leader (organization or team), what are you doing to directly allow your customer to connect and buy from you? Or do you have so many barriers you drive them away, in a limousine to your nearest competitor?

Marcia's Leadership Q&As: The Future of Leadership

Q. What does the future of leadership look like?

A. For decades and generations, leadership styles have been emerging. As society faces new challenges, people learn, work, and improve together differently. Concerns, values, and technologies evolve as people experience more disruptions in their family and professional lives. The pandemic has impacted people from multiple perspectives (physically, emotionally, spiritually, and intellectually) in a short period of time. For those who thrive in predictable, structured environments, this can be very stressful as they struggle to gain more control and certainty. In the past there was a deep commitment to “work at any cost” as a priority.

Now values are changing as more uncertainty has shifted values and mindsets. Values were shifting in the workplaces with new generations of workers. But the pandemic disrupted and accelerated new leadership thinking. More employees now seek being connected to a purpose and will follow leaders who are authentic and who they trust will care about them and invest in their development. They want their managers to respect their flexibility. Traditional leaders need to adapt their styles, and it can be quite challenging for managers who have focused on goals and the bottom line to pivot and care about their people. Future leaders will develop a new level: to love learning, serving and caring about their employees and their customers.

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Q. Our president has adopted paying people to make and report the mistakes they’re making. Is this a good approach?

A. This is a well-meaning approach that will be useless and short-lived. Do you pay a child $5 every time they fall off of their bike when they are learning to steer, balance, and brake? Failing is an essential step in the learning process. The most creative and innovative leaders and organizations will make thousands of “mistakes” as they experiment, learn, and improve. How far have we come with automobiles, computers, phones, baking, and building smart homes? The pandemic has helped expedite telemedicine, virtual learning, and delivery services. But no system begins with perfection. When the focus is on learning together and creating learning organizations (from the classroom to the manufacturing or assembly floor to distribution), leaders are developed. Mistakes, failures, blame are all concepts that need to be ousted—at home and work.

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Send your leadership questions to Marcia Daszko at md@mdaszko.com. She works with Boards, C-suite leaders and teams to pivot, innovate, accelerate and achieve bold results never before imagined. A provocative keynote & virtual speaker, strategic Deming advisor/consultant for 25+ years, and executive retreat facilitator, she is the bestselling author of the book “Pivot Disrupt Transform.” www.mdaszko.com Call for her help today!

Marcia's Leadership Q&As

Q. What are some of things you most see missing in leaders today? What do they need?

A. This question inspired me to create a poll on LinkedIn a few weeks ago. The respondents shared some insights about what they need but don’t receive from their leaders/managers. The number one answer was lack of team support (62%.) And almost 20% said there’s a lack of clarity in the company purpose; they don’t understand what they are supposed to be working toward and focusing on together! These are a couple of the most essential responsibilities that leaders have: 1.) Define and communicate the Aim and compelling purpose of the organization; 2.) Gather, inspire, and develop a collaborative team to accomplish the aim. How they achieve the aim is the work they do! They don’t need to be told how to do it, but they may need resources (training or tools) to achieve the goals and serve the customers. Tap in on your resources—your people. With education and guidance, they will take you to new levels.

If your organization is short-staffed, gather your people to ask for ideas about how to recruit, hire, onboard effectively. Ask for creative ideas. Also look at the work. Ask your teams, “How can we be more efficient, cut out waste, provide more service?” Then listen and try new ways to work.

Too few executives have a leadership team that is clear about their purpose (they often think it’s to make money—wrong focus! That’s an outcome of achieving the aim.) That is step number one. If the leadership team (or any team) is not clear about the aim, it will struggle and perhaps fail. There will be a tremendous amount of waste and complexity. Communicate with the staff your aim with clarity so they understand how they can contribute. If you are not clear about your business aim and you move forward, you will have to re-address it over and over because you won’t realize the results you need and want.

As the poll revealed, leaders need to communicate clearly and create the workplace where people can learn, work, improve together. If you’re not achieving the results you want, assess what’s missing. Then pull your executive team together and go through a strategic process to prepare you for your future.

Marcia's Leadership Q&As: Leading a non-profit?

Q. Leading a non-profit, I feel a commitment to both my constituents who we serve, but also my staff who serves them. At the end of the day, there’s little money left to invest in developing my staff. How can I do this on a shoestring budget?

A. There are multiple ways to invest in your staff and your volunteers. Let’s explore some options. Leading your organization does mean investing in your staff, so make it a priority in your annual budget to set aside money to do this. Make it an aim that is essential to operating a healthy organization. Then ask, “By what method/how can we make this happen?” And you probably want to both invest in developing the natural leadership of your staff and their knowledge and skills, and commit to ways to appreciate your staff.

Here are a few ideas: look for Sponsors who can contribute (corporate Community relations departments often look for partners they can support); Your local Community Foundation may supply resources; family foundations look for non-profits to support; state agencies have budgets and deliver funds for development and training; and, Board members and angel investors often contribute to the causes they want to support. Often if you have a concrete plan and need, you can approach an organization or an individual donor and ask them for a contribution for a specific amount for a specific purpose or project.

Also tap in on the ideas of your staff and volunteers. Ask them what they want/need to learn and what resources they believe could be available to them.  It may include on-line learning, a facilitated workshop; and an Appreciation & Education Day retreat. You will find that your resources will be varied and abundant. Make your list and your plan to begin approaching the resources who can support you. There are organizations who have the money who want to serve and support others on their journey.

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Send your leadership and team questions to Marcia Daszko at md@mdaszko.com.  She works with Boards, C-suite leaders and teams to pivot, innovate, accelerate and achieve bold results never before imagined. A provocative keynote & virtual speaker, strategic Deming advisor/consultant for 25+ years, she is the bestselling author of the book “Pivot Disrupt Transform.” www.mdaszko.com

Marcia's Leadership Q&AS

Q. The work ethic and follow-through in our employees in the past year has taken a nose dive. I’m concerned for our customers and the business. What do you suggest?

A. This is a concern that I’ve heard more from business owners and managers also in the past year. There are a variety of causes. I don’t like making Covid an easy excuse for everything, but it has had an impact on some people’s dedication to work, their job, their company. For other people they were never taught how to be responsible workers and follow through. They didn’t have parents who were role models, or they didn’t have excellent job training, so how could they know what’s expected of them? 

Effective onboarding, continual education/training, and two-way communication are all helpful to set the expectations about the work quality you want and the quality of service you want the customers to receive.  It’s important to train people, especially if they are new to the job market. Observe them, role play if necessary, ask them for their ideas, and ask them how they think the work can be improved. More and more communication often make a difference! 

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Q. I’ve been invited to join a cohort of executives to meet regularly and discuss our challenges in our businesses. I’m open to sharing and learning from others. We’re from different industries. Are there any downsides to joining a group besides the time commitment?

A. First, think about your purposes for joining a group of colleagues. Is it a learning group, a time to share or vent your issues and have a sympathetic ear, a social focus, or a time to deeply challenge where you are and explore how you can gather ideas for development and business growth? It may be some or all of these. But define what it really your purpose and what is important.

Second, will you first have a conversation with the other members to determine if this group is a good fit for you. Will they both challenge and support you? Some share old management fads, opinions, and “best practices” that don’t add any value to their learning; people stay in the status quo with little development. Other executive groups make a lot of progress. 

It’s important to think about what you want to accomplish and then over a few months, assess if people are just sharing opinions or substantial management concepts, tools, and relevant applications. You should feel intense learning!

Marcia's Leadership Q&As: Pivotal Leadership—the New Norm

Pivotal Leadership—the New Norm

Q. Planning for our staff returning to the office is a roller coaster ride, especially with the new Delta variant in full force. Simultaneously, employees are voicing resistance to return because they like working from home. What’s the solution?

A. Your question is relevant and timely. For any crisis or challenge, we have to think of the aim of the organization, and then answer, “what will we do to optimize our system? What are new ways to achieve our goals?” There are customers to serve, applicants to recruit, and employees and vendors to support. 

Finding the Win-Win-Win for each organization is a leadership challenge—how to optimize the whole. There are business needs that have to be met so that the company is sustainable. This is a time for pivotal leadership. More than ever, leaders need to discuss (and integrate the voices of the employees and customers) how they are going to create and manage all of the parts of their organization. Use a system diagram. Draw the organization’s interactions (not an Org. chart) and see how the work, information, and communication can flow. You’ll ask new strategic questions. 

More important, be open to new methods to accomplish your aim. The more creative you are, the more innovation you can offer. Strive for a happy, productive workplace.

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Q. Our corporation is looking at acquiring five to ten companies in the next year or two to help us scale toward our vision. What are the blind spots we should be aware of?

A. Great question!  So few corporations think through the M&A process. This leads to more than 80% of M&A transactions failing.  The sad part is, there’s such potential for success! The answer is easy; the work is harder, but essential. The issue is that often, corporations that acquire another corporation don’t do two fundamental requirements: 

1. They don’t think through the integration process fully (they focus on the financial success and capturing a skillset of workers they need); their potential success is immediately stunted. 

2. They don’t assess the leadership and cultural fit. If the two fundamentals are done, leadership (of both organizations) create an integration team. 

It’s mandatory to have an Integration Team with the knowledge to optimize the whole transaction—and then follow it through into the next year or two to ensure problems are addressed. They assess how the two organizations (and following on, more) will integrate from a leadership perspective, cultural perspective, and financial perspective. It’s like a three-legged stool. If you don’t have all three legs stable, you’ll fall and fail. But focus on optimizing all three parts, and you’ll have a great potential for long-term success. You need to become an Integration machine!

Marcia's Leadership Q&As: Imperative Actions for Leaders

Imperative Actions for Leaders

Q. How do we prepare for people coming back to the office? Some people are excited, and some are very anxious.

A. It’s great to acknowledge that there will be a variety of emotions when people return to work, either part-time or full-time. People may be casual about returning, get to the door and freeze. Anxiety pops up in interesting ways, sometimes suddenly. Others who have been vaccinated for months and carrying on life back to “normal” may be very comfortable. Start with conversations early and on Zoom. Invite the staff to share what their concerns are, how they feel, and together brainstorm how to create a work environment where safety and respect is felt by all. The more people can contribute their ideas and can trust that they will be implemented, the more productive interaction will emerge.

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Q. What do you anticipate when it comes to customer service in upcoming months?

A. We are experiencing reduced customer service across industries and across the nation. As soon as the “Open for Business” go-ahead was given in states and counties, especially service-oriented businesses such as restaurants, hotels, and airlines scrambled to simultaneously hire and train staff to serve customers. The challenge arose when there were fewer applicants who were interested in working. Some retired through the pandemic; others changed their value system and decided not to work or to work part-time (25% of women left the workforce and many don’t plan to return anytime soon), and others are collecting unemployment and are in no hurry to return to the workplace for various reasons (family needs, health, etc.). 

Now more than ever managers need to inspire, listen, and communicate effectively.  Flexibility is going to be one of the most sought-after traits that employees are seeking in their work culture. Will leaders adapt? Will teams be resilient? Systems and processes will need to be efficient and effective since there will be fewer workers available. The more a team can learn and work together, support each other and accomplish their goals together, the deeper that bonds will grow. New ideas, methods and adaptability will be welcome in a healthy workplace of the future.

Marcia's Leadership Q&As

Q. As our meetings, conferences, and events open up for our sales teams, all employee town halls, our vendors and our customers, what new changes should we prepare for?

A. Having just spoken at a conference for event and meeting planners, the issues and questions they are raising and preparing for are fresh in my mind. The organizations that will likely survive in the long term will be the ones that are seriously communicating with their vendors across their supply chain. They are true partners, sharing every detail with transparency as soon as they are aware of changes—both the good and bad news. All of the parties need to be as flexible, collaborative, and supportive of each other as possible—in action, not just words.  

Contracts will also get more specific. How will quality service be defined in a still-Covid world where the number one concern for 60% of meeting planners is the safety of their attendees? Contracts will spell it out. For example, if the peak time for attendees will arrive for registration, specify how many staff members will be needed at the desk (we’ve all seen long lines after a tiring flight, and one person is working the desk.) Specify the training requirements you need to serve your attendees.  

Resort destinations are pricey and will eventually come down, but it may take a year. There’s a lot of pent-up demand for people to meet—safely. This is a time to listen to each other and help everyone continue to successfully work out of the pandemic. Those who try to take advantage of others by being inflexible will be remembered in the future. Find the win-win in your interactions to optimize the results for all.

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Q. There has been a lot of loss of varying kinds for people over the past year. How do we support each other?

A. Grieving is not generally a huge topic in the workplace, but the past and next years are exceptions. People have experienced a tremendous variety of many kinds of loss. Loss of a loved one or colleague is most devastating. Loss of a relationship, a job, a business, financial stability, the way things were, connections with friends or colleagues are experiences that need to be healed. Everyone grieves in different ways.  

There are no right or wrong ways. To heal, people need to feel. Being there for someone just to listen, share stories, share the pain is an important part of the healing process for many. Some people heal quickly and others may take years. 

Be patient with each other. Check in with how people to see how they are. Do small things to be supportive. If you ask how you can help, it can put more pressure on the person grieving. Instead, don’t ask; do something! There is a focus on creating mental wellness programs in more schools and organizations to support those who are struggling. Connect people with resources (books, videos, articles, a support group.) Most importantly, don’t brush the grief away. It is the reality and the healing process takes time.

Marcia's Leadership Q&As: What are your leadership questions?

Q. I’ve run teams and my business for years. People recommend I get a coach. How do I know if I need one?

A. You’ve “run teams and a business.” Essentially, you’ve been a leader, facilitator or coach. But how good have you been? How did you keep improving your leading and coaching? Getting a fresh outside perspective on how you do what you do and how you can be more effective is important in life and work.  

I spoke once to a successful entrepreneur; in a short chat, he discovered new ideas and ways to look at his business. At the end of the conversation he said, “Oh, I thought I had a successful business, but now I wonder, how much more successful could I have been?” It’s a powerful question. Even if you think you’re doing well, how much better could you be?  

Leadership is more than getting a coach or adopting a checklist of leadership traits. 

The articles that headline: “Six Tips of a Leader” or Three Things CEOs Do Daily” are so superficial. Leadership takes knowledge about how to optimize systems and develop people.  And it takes courage with that knowledge. Being a great leader means committing to continually learning and listening. Leaders can make changes (change management—another fad.)  

But great leaders transform themselves and their organizations by seeing through a lens of strategic, systems and statistical thinking. That’s what a knowledgeable coach can bring you—with the questions to guide the implementation of new concepts. If a coach doesn’t understand that, you’ve met a hack with superficial ideas. As resources, excellent leadership books may not be some of the bestsellers by known names—they are selling the sizzle, not the steak.

Marcia's Leadership Q&As

Q. Who are the best people to listen to in order to get the most accurate picture of how my company is doing?

A. Just as you have multiple people to communicate to, you have multiple groups to listen to. They are all part of your system. There is not an either-or answer, and there is not an answer where you rank the people you as a leadership (team) need to listen to. As a leadership team, you are the visionaries for your organization, so you need to listen to each other and your consultant/strategist who will ask you strategic questions (not provide you with answers.)  

You need a system where you can gather the voice of the customers. It’s common to use surveys and focus groups; these are easy methods, but not necessarily relevant. Observing the customer use your product or service is much more effective. Your employees also have a voice and contribute their ideas to improving the organization. How do you listen to them: townhalls, informal conversations, e-mail connections, Zoom chats? Your vendors and industry and future trends are full of perspectives. How do you engage with them? Do you have a plan to attend meetings and conferences to stay up-to date on innovation? 

Your competitors are also part of your system; do you create a bigger pie for all to succeed, or do you only continually compete? Leaders think strategically: what can we learn to pursue new opportunities and serve our customers? The more creative you are and experiment, the greater success you may experience. (That doesn’t mean chase fifty ideas at a time; focus, prioritize, plan and proceed, or you can spread your resources too thin and fail.)

Q. How do I build stronger connections between my company and the customers we serve?

A. Trust and authenticity evolve based on the communication (in words and actions) and relationships you have. Having conversations regularly with a diverse group of customers can keep you relevant. Many of the greatest leaders spend a minimum of 50% of their time and often 70 to 80% of their time in customer focused meetings and conversations. Understanding and listening to customers helps you create future products and services for current customers and new markets. Unfortunately, too many leaders spend less than 20% of their time really understanding or connected to their customers. If you can host periodic gatherings and learning sessions with your customers, that is powerful.

Marcia’s Leadership Q&A

Q. I’ve had a company for over ten years. We weathered the pandemic, though it wasn’t easy. We’ve never had a Strategic Plan, nor has my Advisory Board. What’s the value of developing one now?

A. There are hundreds of businesses that have grown up and survived without a plan. Generally, those who have been successful have a leader or business owner who communicates directly and with an intense focus on the customer experience. However, it doesn’t mean that managing a company without a Plan is easy, but taking the time allows a team to discuss strategies for the future, not just react to current operations.  Leading with a plan can be challenging, too, but the leaders and boards who create a Strategic Plan go through the process of posing questions that need to be considered and answered; challenges and threats that need to be discussed; and opportunities that need to be defined and pursued.  

Defining the direction of the organization for the next month, year, and five years, allows everyone to be creative and share information and ideas to move forward together. The team can discuss the resources needed and what they want to accomplish together for the customers and developing future services, products, and markets. A Strategic Plan is the foundation for any organization. Without it a business can rapidly flounder, struggle, and react. When the pandemic hit, did your organization have a Pandemic Plan? Some did; most didn’t. For those that did, the team had had the freedom to discuss a crisis calmly and not under pressure or stress; they only had to review and adapt their plan. Creating a Plan together allows a leadership team to learn, work, improve, anticipate, and innovate together. Planning is powerful—if done well. There’s the traditional way of breaking down your organization into parts and silos (vision, mission statements, arbitrary numerical goals, a road map.) There’s a better way: use a Strategic Compass and look at how all of the essential parts of your business need to work together to serve your market. 

Marcia’s Leadership Q&A

Q. Our organization has grown, and now there are more people available to do the day-to-day work that managers used to have to deal with. But many managers still have a strong tendency to take on the tasks. How do we break the “I’ll take care of it” reflex?

A. Great question, and I’m smiling! One of my mentors told me over 20 years ago, “a great leader is a lazy leader.” That’s a pretty surprising yet memorable comment, isn’t it? It’s also powerful. A leader doesn’t do the tasks that can be delegated unless it’s a time when all hands need to work together to get the job done. As people move from a more detailed and sometimes analytic role (like a sales person or an engineer) into management and leadership, it means the mindset and the role of the person also must change. Leaders need to think strategically, create and work ON the systems that the people work IN, anticipate and pursue opportunities, and develop the people. They delegate the work and create the environment where people contribute ideas and are self-motivated to contribute.

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Q. It’s easy to get caught up in everyday work. How do you get off the hamster wheel to make time to plan and do something big or meaningful for the company?

A. Whether an executive, a manager, or a team member, it’s important to have a tentative plan for your day and week. Then adapt as needed. If you know what to need to accomplish, you can focus and prioritize. Look at how you spend your time. If you’re in back-to-back meetings, when do you read and respond to emails ,customers’ requests, think and plan, and do your work? Planning, communicating, reflecting on lessons learned, are part of the job. Schedule time for those essential tasks, too. You might need to schedule 30 or 60 minutes at the beginning and end of the day to keep information flowing. If you don’t Plan, you will be in Do-Do-Do mode all day long, just reacting and feeling drained and stressed by the end of the day. Schedule quiet time to think, plan and focus on the priorities. Use the Plan-Do-Study-Act (PDSA) cycle, a tool to continually improve. You work short term, but think longer term to contribute doing more meaningful and innovative work in the company and for the customers.

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Q. I’m going to step down from the President position for personal reasons. I’m concerned I may miss it, regret my decision, or not agree with some of the decisions my predecessors make, though I’ve been grooming them for months. What do I do if I regret leaving?

A. It will be natural to miss the leadership you’ve had, the people you interact with, the challenges and routines, etc. Your work and position has been a big part of your life. It’s time to consider your transition. Reflect on your contributions, what you learned and the progress you made, your legacy, and the reality of the emotions (the good and the bad.) You may want to take a break for a few weeks or months before moving on to your new life or encore career. You may feel a loss of what you miss; it’s natural. Grieve what you miss, so you can move forward. Look forward to new opportunities, new routines, new experiences. An important step is to Let Go. Don’t look back or stay involved in the decisions (unless you’re called for advice.). Give the new leader space to lead, to explore, and to make mistakes, too. Most people have a transition time; take that time to adapt, and have some plans so you don’t go from working full-time to having nothing on your calendar. Give your new life space and an opportunity to be very self-satisfying. It has happened, but rarely that leaders are called back into a company to deal with a special project, to save it or turn it around (like Steve Jobs at Apple.). If that happens, assess the situation and consider giving yourself a timeline to make it a temporary time and not permanent. Think about the why before re-entering. Every situation is different, so there is not one answer, but keep in mind why you left and your life goals and stay true to those.

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Send your leadership and team questions to Marcia Daszko at md@mdaszko.com. She works with Boards, C-suite leaders and teams to pivot, innovate, accelerate and achieve bold results never before imagined. A provocative keynote & virtual speaker, strategic Deming advisor/consultant for 25+ years, she is the bestselling author of the book “Pivot Disrupt Transform.” www.mdaszko.com

Marcia's Leadership Q&A

Q. I’ve cleared my In Box and finished my calls at the end of my day. I’ve got 10 or 30 free minutes. What are the best things I can do?

A. This answer will be different for each individual. Time every day (even 10 or 30 minutes) for self-care is rejuvenating. I’ll share a few ideas, and see what resonates for you.

Over time, you might try different ideas. Be quiet, close your eyes, reflect on your days: did you accomplish what you planned; did you help someone; did you refer someone; what did you learn; what mistakes did you make; what will you improve tomorrow; what’s your plan for tomorrow?

Other options are to listen to a podcast or in Clubhouse; read an article; write a thank you card, a letter, a poem, or write in your journal. Do some physical activity, a video exercise class. Do something that you enjoy for yourself. Or do something special for someone else: send flowers and surprise someone

Think about the people who make a difference in your life, often times those closest to you and thank them and give them recognition, both children and adults.

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Q. Sometimes it feels like work is all-consuming. How can I create more distance between my work and personal life?

A. Over the past year, people have experienced such different situations. Some have had to work less hours or leave the workforce due to family obligations. Some have worked less hours but improved their efficiency and productivity. Others have gotten consumed with work and Zoom meetings.

Part of work becoming all-consuming may be the habits you’ve created. If they’re not healthy, it’s time to break the bad habits and create new ones. When you think about your Wheel of Life, what are the parts that make up your life? Family, hobbies, friends, career, fitness and sports, health, finances, spiritual, school, romance? Are you dedicating your time and energy (not just your words) to the parts of your life that are important to you?

Schedule time to dedicate to the parts important to you. Put healthy limits on the parts that are consuming you. Schedule your work hours. Set up consistent habits so you feel a division of work and home life. Create some routine at the beginning and end of your day so that you prepare for your day.

Then change your venue to begin your work day. Take breaks and get a change of scenery; take a walk or a drive for 10 or 30 minutes. Interact with different people. Then go back to work. Finish your day and shift your venue again.

Do something for yourself, with family or friends to take the mental break. Both routine and some creative outlets and variety will be refreshing and healthy. Keep trying new things and see what helps you feel better.