Glowbar’s Post

Granby Super 6 leadership team put their trust in each other ready for 2024! The Granby Leadership Team embarked on an exciting Away Day this week, where they came together to plan for the year ahead, tackle challenging tasks and strengthen existing bonds. The whole team contributed, Joanne Kimber , Andrew Gregson , Caroline Noblett, Dave Saunders, Paul Dunleavy, and Victoria Pittman. The first part of the day focused on strategic planning for 2024 before the team got into their outdoor gear. Just as at Granby HQ, the camaraderie among the members was clear from the start, creating a positive and supportive atmosphere, really important attributes as they focused on three core elements - collaboration, communication, and trust-building exercises. But talking the talk is one thing, walking the walk, or in this case, climbing the climbs is another! Caroline Noblett was particularly pleased with the team's exceptional communication skills. “Of course, we expected to be able to communicate well, after all, it’s what we do each and every day. But what was a real eye – opener for me was just how well we were able to communicate whilst under a deal of physical and mental pressure. Yes, we deal with pressure each and every day, but this was way outside my comfort zone, and I was not alone.” The lead instructor also commended the team, stating, "This was a great team: they are clearly very comfortable with each other, which meant they worked great together, communicated really well, and clearly trust one another." We hope the experience will undoubtedly have a positive and lasting impact on the team – even if one or two are still nursing aching limbs.   #team #awayday #collaboration #trust 

Teams. They're the lifeblood of any organization. When they're firing on all cylinders, there's no limit to what they can achieve. But building and leading a high-performing team isn't easy. It takes: 1. Vision: A clear idea of what the team is working towards. 2. Communication: The ability to share that vision and get buy-in from everyone involved. 3. Empowerment: Trusting your team to do their best work and giving them the autonomy to make decisions. 4. Resilience: Bouncing back from setbacks and keeping the team focused on the end goal. 5. Celebration: Recognizing and rewarding success along the way. As a leader, it's your job to foster these things and create an environment where your team can thrive. You won't always get it right, and that's okay. But if you focus on these five elements, you'll be well on your way to building a team that can take on any challenge.

In my many years of leadership, I've noticed that there is a working/repetitive formula that always yields results within my team: Motivate your team members to be their best-> Let them Grow into their role-> Acknowledge their achievements-> Provide Education that will enhance their abilities-> Create opportunities that show their ability to handle new Responsibility -> 🗣️Reward their hard work (Promote, Pay Bonuses, Create new positions)

Leadership can be scary when it’s your first go-round. I don’t know about you, but I was a little on edge when I realized I would be in charge of people’s growth. It’s exciting, but it’s also easy to mess up. One of the first things I did was book calls with each person on my team. Here are the questions I asked that helped the most: → What do you do outside of work? → What is your average work day like? → What do you really like about the team? → What are your favorite things to work on? → Are there any goals you’re trying to reach? → Anything you would want to change about the team? → What do you wish was communicated to you more often? → Anything fun/exciting coming up at work (or outside of work)? These answers vastly changed the way I handled my first month on the job. Leadership doesn’t just mean a fancy new title — it's on you to create an environment where everyone thrives and can reach their goals. You absolutely can (and should) be prepared for this!

"So you’ve got there, the position you’ve been working towards all your career – that position on the Executive Board, the ‘Chief XXX’ title and all of the status, power and responsibility that comes with it. You might feel proud, elated, excited, anxious, confident, out of your comfort zone or all of these at once and more. What is expected of me? How do I behave? Am going to get found out? What’s my vision? Have I got the right team? You’ll be asking yourself any number of questions but perhaps the most important questions you could ask yourself are: What does the organisation and the world need from me in this new role? What is the brand that I want to project and how do I make this authentic? What does this mean in terms of my behaviours if I am to be a success?" In this blog, Andy Jones looks at the first 90 days of transitioning into a new senior leadership role........... You can read the full article here https://lnkd.in/eyZQMFF8

I'm a passionate Boston Celtics fan and watching them play this year has me FIRED UP and really learning a lot about team work. Not only do I love watching my team dominate, I love understanding why they're dominating. Of course, they have talented players, but it's not just about individual skills. It's about how they work together. Boston are now 3-0 in the finals series against the Dallas Mavericks, with 1 win away from the championship. Dallas have two all-star players who consistently score more than 50% of the team's points, in every game. In contrast, the Celtics have two all-star players as well, but have seven different players who could lead the scoring on any given night. They adapt to their opponents, and if one player is having an off night, they focus on rebounding and assisting, allowing others to step up. Building amazing business teams works the same way. It's not just about finding the most skilled new hire to plug in and profit from. It's about hiring the right fit, so the entire team excels. It's about understanding the culture you have, the strengths already present in your team, identifying gaps that need filling, and knowing how each team member will interact and work together. We all want elite business teams, but many struggle to understand what that actually means and how to do it. Your hiring approach must focus on understanding the full picture of each candidate and how they will contribute to the team's success. Stop hiring "the best" and start hiring "the best fit". That's how you build a championship-worthy team, whether it's in basketball or business.

If you've been promoted, make sure to leave a clean slate. - Address all performance issues - Deal with employee conflict - Complete overdue reviews - Closeout known issues And be open and honest with your successor about any challenges that may exist. This principle is no different from when you're preparing to sell your house. You wouldn't put your house on the market with visible defects. You'll: - Touch-up paint. - Organize cluttered closets. - Hire a handyman to fix issues. - Stage spaces to be visually appealing. And you'll disclose any known defects to potential buyers. The same applies when you're leveling up to the next role. Face the challenges head-on. Leadership isn’t just about moving up. It's about leaving a legacy of transparency and accountability.

A favourite activity I love to run is “the Marshmallow Challenge”. It’s a fantastic activity to spark team innovation and creativity and a segway into these discussions. Every time I run it there are different results and outcomes. In 18mins participants are asked to create a tower with a marshmallow on top using 20 spaghetti sticks, one metre of masking tape and one marshmallow. The team with a marshmallow on top and the highest standing tower wins. Often it’s the youngest team that win. I use this activity for discussions around teamwork, innovation and creativity. It’s so simple yet effective.

So, you are the new leader of a team that was assembled by someone else on your behalf. They haven't worked together very long. Where do you start? Similar to the intact team, you want to take a little time to observe how these folks work together. You won't need too much time in this phase because they haven't set established patterns yet. What you are looking.out for are the strengths each person brings to the job. You are seeking to establish a solid working relationship with each person. Not everyone works like you. Not everyone is motivated by the same drivers. Getting to know how your people work and what matters to them most will be invaluable in your position. Team members need to feel heard and shown that what they bring to their roll is valued. This is a lot easier to do genuinely when you have taken the time to bet to know your team. https://lnkd.in/eFiSznrr

Being part of a high-performing team and creating one are two entirely different challenges. I've had the privilege of being on two high-performing teams in my life and have also had the experience of creating one. The difference between a high-performing team and one that is not can be boiled down to one key factor: high performance. I know this sounds overly simplistic, but let me explain. During a meeting in California, my leader's leader told me, "The difference is that they are high performing." Initially, this seemed like a basic, almost third-grade level explanation. It didn't truly resonate with me until I was in a leadership role and responsible for building a high-performing team myself. It's only then that I fully understood the depth of this statement and the complexities involved in fostering a team that consistently performs at a high level. Creating a high-performing team requires setting a solid foundation. Over the next few days I will share the SIX pillars I follow to achieve this.