Strongpoint Partners’ Post

Acknowledge the contributions of each member, for it is their unique perspectives and efforts that drive us forward. Imagine a puzzle missing a piece. Incomplete, right? Every team is a puzzle, and every member, a piece crucial to the masterpiece. From the visionary leaders to the diligent interns, each role carries weight, molding success. Consider the symphony of a well-oiled machine. Each cog, regardless of size, plays a part in the seamless operation. Similarly, in the healthcare world, the significance of every role cannot be overstated. It’s the collective effort of diverse talents and skills that propels a team toward innovation and achievement. Reflect on this: the strength of a chain lies not in a single link, but in the unity of all. In the realm of teamwork, the spotlight often shines on the leaders, yet it’s the harmonious blend of all roles that creates an unbeatable force. Let's celebrate the unsung heroes in our teams. Acknowledge the contributions of each member, for it is their unique perspectives and efforts that drive us forward. Do you recognize the value of every role in your team? Share your experiences and let's applaud the collective power of teamwork.

On the other hand, exceptional leaders understand the power of the present moment. They prioritize being fully present in their interactions, actively listening to their team members, and acknowledging their contributions. They recognize that every conversation is an opportunity to build trust, foster collaboration, and inspire greatness.

Here and everywhere else, we are continuously exposed to articles, infographics, and studies about good leadership. Here is a real-life example: this month marks my one-year anniversary in Novonesis, and in the last 12 months, a lot has happened in the company (a merger, new leadership, and new challenges, to list a few). Despite this, my senior leader took time, during the weekend, to send me this note. It is touching and inspiring for a few reasons: 1.    I am a remote worker whose whole team sits on the other side of the Atlantic Ocean. It takes more effort and creativity to feel connected from afar. This note is a testimony of the willingness to be a truly global team with an inclusive mindset. 2.    My role is new to Novonesis and is evolving quickly. Building professional credibility and trust is hard, but knowing that your leadership supports this effort makes the hard work worthwhile. 3.    I greatly value transparency in the workplace (everywhere, actually), and open dialog (not behind-the-back gossiping) with colleagues and leadership helps me become a better professional. I have found wonderful colleagues and leaders in my team who can set up a safe space to confront, share, and improve together. Cheer for these 12 months and many more to come!

"Over-relying on former colleagues is a cheap play in the chief executive’s playbook. Great leaders need to be able to get results from people they haven’t worked with previously." - Jeff Jones, CEO, H&R Block Excellent case study from #HBR on the nuances of aligning the right talent with the right roles; I find Jeff Jones' take on the pitfalls of unhealthy attachments especially insightful. Over-reliance on loyal faces is a tactic that, no matter how a leader tries to justify it, is symptomatic of inherent trust issues that may stall future innovation. If a leader brings his Old Guard wherever he goes, how will he drive change in times when the organization really needs novel ideas? If the hiring strategy is simply "us vs them", at what point will the leader stop viewing new talent as threats to himself, especially when "new threats" may actually help him achieve the organizational goals that he's been after? #Leadership #Strategy #Management #Hiring #OrgChart #Nepotism #ChangeManagement #CEO

In a world full of billions of amazing individuals, it's important to recognize that not every person is the perfect fit for every company. While the talent and accomplishments of professionals in other organizations may be impressive, it's crucial to understand that finding the right people for your company is a blend of art and science. However, this process doesn't have to be overly complex. By uncovering and embracing your organization's core values, and by adopting a structure first approach to designing your team, you can bring about a remarkable level of clarity regarding which individuals should be placed in which roles. EOS Worldwide

Such a relevant topic given current market conditions. Consider these points: - Bringing my trusted team is not an option; I must do this - Building trust with my new team is not an option; I must do this - Building a business strategy and communicating the way forward clearly with the junior-most person in the food chain is not an option; I must do this - Identifying talent gaps and collaboratively working with core leadership is not an option; I must do this. So why is this an issue? You can’t make everyone happy, but you can ensure that your actions come from being an authentic leader.

I found this case study to be an intriguing thought experiment. I’ve never been a CEO, but as I read through this, it did get me thinking about my approach to the opportunities I’ve had to lead already established teams. My approach has been similar to Michelle’s from the article. My first few months is typically dedicated to investigation to try to develop a deep understanding of not only what is going on, but how things are being done, but, most importantly, why things are being done the way they are. Without understanding why things are being done the way they are, you open yourself up to repeating past mistakes, unintended consequences, and major oversights in your go forward plan.

Years ago, I had a former boss explain her reasoning on how we got things done. She saw herself as Eisenhower, and I, well, I was Patton. While both of us shared the ability to see "the big picture," our approaches to achieving it were different. She thrived in the art of schmoozing—an innate extrovert skilled in networking and sales. I, on the other hand, was more adept at connecting the dots, managing multiple details across several concurrent campaigns, and ensuring projects stayed on course. Our strengths converged in management but in distinctly different ways. She excelled in leading teams, while I was gaining a reputation for effectively managing up. Admittedly, Eisenhower and Patton might not be the world's perfect analogy, but it served its purpose—it communicated the essence of our collaboration. I always saw it more along the lines of she was the department CEO, and I, was its Chief of Staff. Regardless of the analogy, one key lesson stands out: when building your team, seeking carbon copies of yourself isn't the goal. Instead, aim to assemble individuals with complementary skill sets, excelling where you might have gaps. Successful leaders grasp this concept, forming teams comprised of the best and brightest who collectively elevate the entire organization. #teambuilding

Years ago, I had a former boss explain her reasoning on how we got things done. She saw herself as Eisenhower, and I, well, I was Patton. While both of us shared the ability to see "the big picture," our approaches to achieving it were different. She thrived in the art of schmoozing—an innate extrovert skilled in networking and sales. I, on the other hand, was more adept at connecting the dots, managing multiple details across several concurrent campaigns, and ensuring projects stayed on course. Our strengths converged in management but in distinctly different ways. She excelled in leading teams, while I was gaining a reputation for effectively managing up. Admittedly, Eisenhower and Patton might not be the world's perfect analogy, but it served its purpose—it communicated the essence of our collaboration. I always saw it more along the lines of she was the department CEO, and I, was its Chief of Staff. Regardless of the analogy, one key lesson stands out: when building your team, seeking carbon copies of yourself isn't the goal. Instead, aim to assemble individuals with complementary skill sets, excelling where you might have gaps. Successful leaders grasp this concept, forming teams comprised of the best and brightest who collectively elevate the entire organization. #teambuilding

Leaders who actively seek and embrace diverse viewpoints create environments where innovation and creativity thrive. This inclusive approach ensures that all voices are heard, fostering a culture of mutual respect and understanding. By valuing diversity, organizations not only enrich their problem-solving capabilities but also build stronger, more cohesive teams. For more, join my newsletter! bit.ly/RWDNewsletter #organizationdevelopment #employeeengagement #organizationalculture #employeeexperience #leadershipdevelopment Image description: quote from Brene Brown that reads, "Only when diverse perspectives are included, respected, and valued can we start to get a full picture of the world."