A colleague of mine told me about a recent Zoom meeting. This Zoom was with the CFO of a successful distribution company, calling from his mobile line instead of joining via video.
She asked him, “What do you worry about?”
The CFO talked about the slowness of his team to adapt to changing market conditions, and that he was disappointed.
‘Curious response from a senior business leader’ I thought.
After a few other follow-up questions, my colleague then asked “What are you looking forward to?” The CFO responded, “I can’t wait until we are back together again in the office so we can get some real work done.”
My curiosity began shifting to queasiness.
“How has the team responded when you’re talking with them face to face on Zoom?” her final question.
“Well, my set-up doesn’t have a camera, so we have frequent one-on-one calls.”
My queasiness shifted to full blown discomfort!
I’m sure you’re following this, but let me summarize anyway.
This CFO is unhappy with the performance of his team, but has not invested $100 in a camera to upgrade his technology so that he can more effectively lead his team.
I’m reminded of advice that my Stryker mentor, Jeff Paulsen, gave me:
“The speed of the leader equals the speed of the team.”
Jeff is a very, very smart person who provided lots of good advice. But this phrase I have repeated more than any other.
When my team isn’t getting the urgency of the situation. I look in the mirror. My sense of urgency (or lack) must be setting the pace for the team.
When my team isn’t adopting new processes or technology. I look in the mirror.
When my team isn’t finding problems, instead, hoping everything is ok. I look in the mirror.
How am I showing my team that all of this poor performance is ok? What example am I setting?
When I figure out how I am challenged in a specific area, and change my approach, the team usually follows.
Now, that doesn’t mean that I always know HOW to change my approach. That’s where colleagues, coaching, mentors and experts come in.
In order to make an effective change, I must know where I’m heading – what “great” looks like.
And then I start with “good”.
Because I also believe that “great” can sometimes be the enemy of “good”.
I’ve seldom gone from no experience in a particular skill, to “great” immediately. So I shouldn’t expect my team to get there instantaneously either.
Let’s go back to that CFO leading a virtual team. If he were interested in creating a great virtual team, he would purchase a good video camera, and he would reach out to thought leaders.
We happen to have a great thought leader here in South Florida – Nina Segura from Super Virtual Teams.
Nina has taught me literally everything I know about creating and leading virtual teams. It’s not something that I have been naturally inclined to do. When working in an office environment, I’m voted most likely to walk over and knock on a door before even calling.
So, virtual teams were initially a big stretch for me. Now my consulting business depends on them.
I wasn’t much different than the CFO we met earlier. Except, I was willing to seek out experts and learn, so that I could move faster.
Speed of the leader equals the speed of the team.
- How are your business reopening plans progressing?
- How are your teams moving to capitalize on market opportunities?
- What’s your speed making these critical changes?
- Are you actively demolishing roadblocks that stand in their way, or are YOU the roadblock?
You and I can be both the problem and the solution. We’ve created roadblocks, and we also get to clear them.
Please share your speed with me. I look forward to hearing from you!
Jeff@COOForYou.com
888-588-0357