When the going gets tough.........

A well functioning team can be a powerful force for your company's success. A team in disarray, on the other hand, can be a distraction, causing missed opportunities and creating liabilities for the organisation.

‘When the going gets tough; the tough get going’ – as those of us, of a certain age, will remember Billy Ocean singing out. It was a favourite of my first real business mentor, a senior exec at M&S, at the annual bash…….it’s stayed with me!

Never more so than in a challenging market is ‘the tough getting going’ important. But what does tough actually mean - for us as individuals, as teams, as boards? Tough can have negative connotations such as insensitivity or even aggression however to have mental rigour and be tough in action can surely only be a good thing?

In my role as an executive coach in the current climate, the attitude to risk, perhaps ‘fear of’ is a common theme in conversations. Making ‘tough’ decisions that impact on both business and the people within can have some difficult consequences. Not insurmountable but certainly requires some mental ‘toughness’.

Lately, I’ve been observing various teams and boards behaviour - working with some who are operating very effectively and successfully together and others, shall we say, on the journey towards. The teams that have found their level, have animated, heated debates and discussion and I observe many things going on around the board table that could be described as ‘tough’, amongst many other descriptors! However, where it works is when there is a sort of unwritten code of conduct/ ethics if you will, which is all about ‘how we behave towards each other’; respect, trust, candour to name a few and it doesn’t get personal. Thereby keeping the agenda for the board or team (and company) on track and therefore being much more likely to succeed.

At the end of last year, one of my clients recently said to me’ I’ve sanctioned something that maybe I shouldn’t have - it instinctively feels right and I believe in my team but I think I may have burnt my bridges with the board’. This was my clients’, first board appointment. ‘What have you sanctioned?’ I asked, intrigued…..

‘One of my team has proposed a new product that she thinks will enhance the company's sales and profitability. It’s really interesting, doesn’t appear to be anything quite like it out there on the market and she’s great at what she does. If she says she can do it, I believe her. However, the first reaction I got from the board was quite dismissive. The CEO told me that not only would it never work but would also take four years of man-hours to even bring it to the testing stage. Then, it most likely won’t pass that phase.’

‘Not the most positive or open-minded response then.’ I replied.

‘Undeterred, I pleaded with the board to give us six months to prove the point. The board reluctantly went along and allowed me to give her a leave of absence from her regular job and devote her time solely to this new idea.’

Now fast forward a few months. The upshot of all of this is that he came back to the board within four months with a software project that was unique, exciting and eminently doable.

This lady on his team had succeeded well beyond the board's expectations. The product is now being sold - and sold profitably. Additionally, it has made quite a positive difference in the company's bottom line.

There’s a mental toughness! This guy risked losing his credibility and senior position (not to mention first board appointment) within the company; he got out of his comfort zone and intentionally put himself at risk; but most importantly, he thought differently, dared to be different, utterly believed in a member of his team and took a risk despite the consequences ‘if’ it failed.

Equally, the board, as a group, demonstrated some toughness, took a risk, backed him and the software developer and supported the decision. A tough call for those who weren’t sure and indeed those that were!

All boards and teams need at least one member who is some sort of a maverick. He or she should be an independent thinker and be willing to risk derision when introducing new ideas to the board. A person of this type is indispensable during these extremely competitive and trying times.

Strategic thinking, trust and collectively agreeing to something is not always an easy task. I know for sure that two members of the board patently disagreed with supporting this new idea however they collectively agreed and therefore as a board, they supported and encouraged the decision (outwardly anyway!). When the going gets tough for boards and teams, fresh thinking is essential. A team usually has nothing to lose when adding a new ‘mind’ to their members. The addition of a fresh vitality and robustness is rarely a bad thing.

For thought:-

Are you agreeing collectively and then standing by that decision even if you personally don’t agree?

What are your behaviours displaying to the rest of the organization? Do you collaborate, trust and commit as a group?

Do you trust your instincts?

Do you build consensus - finding the balance between active listening and active participation.

Can you cut to the core issue and identify how to move forward, how to bring discussions back to action?

Do you actively pursue outside relationships with board or team members?

Have you a mentor?

Treat team and board meetings as seriously as your job in terms of preparation, participation, and follow-through: do your homework, show up and contribute. The team meeting and/ or boardroom is the place for collaboration, not competition.

Competitive skills may very well have enabled you to get to your position of leadership, they’re less helpful when bringing a team or board together to achieve great things.

Are you getting going?

Have a great summer.

Kate Tojeiro works with boards and teams across a variety of businesses from FTSE 250 and Fortune 500 to small venture backed businesses. She is an Executive Coach and MD of X fusion.

Do you boost your team into the New Year with renewed vigour!

Will you really celebrate the end of the year with your team to propel them ahead into 2008? And will it truly reflect your values?


During the festive season, even if you don’t have a specific religion, ‘’goodwill towards man’’ is, I think, a fine sentiment in its own right. And after all it is the end of the year, the calendar one at any rate. Therefore if that gives us an opportunity for a little review – what did you do well, what did your team do well, what did you do in spite of the odds rather than because of them– then let’s use it! Let’s spread a little goodwill - there’s a new year ahead!

In your business, is the festive season a time for celebration - the successes of the year, the highlights, the lowlights ………. or just an excuse for a good knees up and a drink or six and the potential opportunity to give some-one a quick peck on the cheek that you couldn’t possibly do at any other time of the year!! Whatever it is, it could be that if you apply a little thought and application – you may get as much as you give.

Last week, I worked with a fabulous team and in the afternoon of day one of the workshop - we did an exercise on alignment. What I mean by that is that we worked out how well the team was on plan, on target and more importantly, as a group were their beliefs, values and vision in sync. Despite all of us having got up very early and been rowing (great team-building exercise!) in temperatures of c4degrees – the exercise revealed some business actions that needed to be acted upon immediately and more importantly issues that could make a difference to the bottom line PDQ! This was a high performing team performing well and for them we discovered how they can be even better. For teams that are less cohesive the results of this sort of intervention can be revolutionary - galvanising them into much, much greater achievements or changes that make the difference! One of the most common reasons for difficulty in organisations and within teams is that values and beliefs are different and therefore having and sharing a vision or mission becomes almost impossible.

At this time of year, for whatever reason, there is a nice warmth and positivity hanging about the place and therefore why not use this perfect opportunity to not only thank your teams and employees for this year’s efforts but more importantly get a little clarity to get them focused on the right things for next year – which reflect your values - as leader, manager or CEO.

Despite the financial wobbles that are occurring on the other side of the pond and despite the continued - how to put? - incidents that our new government seem hell bent on producing each and every week - keeping your team and company focused and not put off by economic fluctuations, competition, or anything else that may distract them...... would very possibly be a great thing to do this side of 2008.

So,

When did you last thank your team - and specific individuals within it - not just a wee comment by the water-cooler or an after presentation comment, a short note of thanks in a card or email if you really must. It goes an awful long way to motivating people and is free to boot ( apart from a little of your time perhaps)!

When did you last gather as a team, group or company to discuss your company vision, your values & beliefs - what is it that makes you tick as a team, as a company - what do you collectively believe in and therefore what do you need to achieve it (I hear echoes of ‘what is she talking about’ – this sort of discussion - even for the most cynical of you out there - could make the difference to you hitting target or not!).

When will you sit down with your team to discuss the learning and outcomes of 2007 and what that means for 2008?

What went less well and have you learned not to do it again?

What went well and how can you repeat that performance?

What should you start doing?

And finally, those same questions for you, the leader, what are your values, what did you do well, what did you do less well and what shall you not do again, continue to do and start doing?

Tis the season to be jolly and as I sit here at my desk, there seems to be more than the odd bit of festive clutter gathering. Christmas is but a pantomime and an organic turkey away, so with all that flurry of anticipation – thank your teams, establish what your values really are - ensure that everyone is in alignment and start the New Year with a flourish!

Goodwill towards all men and have a highly successful 2008!

Kate Tojeiro is an Executive Performance Coach & MD of X fusion; www.the-x-fusion.co.uk

'And the difference is ? '

A lawyer friend of mine was invited on a ‘jolly’ as he described it, in Cambridge, a marquee on the riverbank, champagne on tap, canapés, strawberries and cream on a balmy afternoon. That was the perception or expectation in my friend’s head at any rate!

It transpired to be a few people crammed onto a punt - no champagne – a few beers and several punnets of warm strawberries which my rather dapper, affable friend was left holding, squeezed in between two giggly young girls. Nothing against the giggly young girls - just not perhaps the Henley-esque experience that he was expecting or maybe hoping for!

Perception, misperception is a common occurrence and where coaching is concerned it happens often. So, may I offer you some clarification?

I reflect on three meetings;

The first was a client, a very capable CEO. He joined the organisation less than 18 months ago and it was significantly loss making, he took this ailing company to becoming very saleable organisation and a deal concluded early this week (a multi-million pound deal, I will add). Did I see a confident, ballsy, excited individual, proud of his recent achievement? I did not! Admittedly, as many of you will testify taking a company through an exit is no mean feat - exhausting, exhilarating, frustrating, exciting, tedious and any other descriptive you care to mention (some of which are best left unwritten!) however the exit and perhaps the anticlimax hailed the start of a new era.

Do you ever have that feeling when you have heaps to do or even one specific thing to do and hard as you try you can’t seem to make the first step to tackling it, head-on or even from the sidelines in stealth mode? This is where we started.

The session enabled the client to articulate the real issues that were going on and therefore reveal the path ahead. Some-one else really probing, asking challenging questions and making one accountable for ones actions - that makes a huge difference to how one moves ahead and progresses. More importantly having an impartial and unbiased supporter that will be metaphorically speaking ‘on your side’ through the ups and downs, and also providing a softer cushion of support when it’s required.

An email later arrived from the client saying ’I've come back determined, energized and focused on my great achievement and on the positives, and to milk both for all they are worth!‘

That was coaching. My client shall remain nameless and I was the coach.

Meeting number two, is with a highly regarded entrepreneur, hugely successful businessman, published author, public speaker and generally great bloke.

The two meet at a disceet location in London, they discuss business, aspirations future strategy, global poverty…..

This man is charismatic, steely sharp and incredibly generous with his time and advice. He asks the most incisive of questions and really gets to the heart of an issue – evoking one to really explore all avenues and most importantly really hone in and focus on where one is headed.

From a position of great experience and knowledge, the entrepreneur imparts advice, encouragement and methodologies as to how the other might significantly grow their business in a supportive yet challenging way.

Specific, measurable suggestions that not only enable but also inspire! Topics covered are wide and varied; people, motivation, target market, USPs, finance, legal, marketing and the myriad of other issues facing companies and executives today.

I walked out onto the Strand positively bouncing with excitement and renewed vigour and drive (I still am in fact!).

That was mentoring and I was the privileged mentee and it was a gift.

Meeting number three;

An individual that I know well has been hugely successful in business (and continues to be) and has great friends and family.

Some 20 years ago, my friend grew up with alcoholic parents and lost his mother when he was eighteen in a tragic accident (doubtless caused by the alcohol abuse). At certain times in life this causes him to not only find a given situation very challenging but also he finds it extremely difficult in knowing how to handle it.

He sees a psychotherapist regularly and is slowly overcoming and being able put aside some of the pain.

This is counselling (or therapy), the friend shall remain nameless and the psychotherapist is a member of the British Association of Psychotherapists. Occasionally coaching will stray into areas of our psyche that require the services of a specialist counsellor or therapist – a good coach would always point out that they were not best placed to assist and refer on in such situations.

There is often some confusion defining coaching, mentoring and counselling. There is a time and place for each and the results and outcomes from each intervention can be extraordinary and potentially life-changing. However, they are each very different and it is essential that the boundaries of each aren’t blurred as this is when the wrong intervention can cause entirely the wrong outcome!

My lawyer friend was subsequently invited to the British Grand Prix by a generous corporate organisation; this reality super-ceded his expectation! Use coaching, mentoring or counselling at the right time in the right place and you will find that your expectations are more than likely surpassed too.

Kate Tojeiro is an Executive Performance Coach. Contact her at www.the-x-fusion.co.uk