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

Balanced Decisions

As you start to read this article, just quickly think about how many other bits of paper, articles, emails, spreadsheets you have seen or been thrust at you today? Given the position that you are in, probably hundreds if not thousands. As a leader and someone in a senior position, you are likely to have to digest literally thousands of bits of data and information every day, in order to disseminate and make decisions; some of which may be critical to your business, job or life, or even someone’s else’s.

So – given the importance of some of this information, how do you ensure that it is accurate, or high quality and/or even useful for your purpose? In short, how do you sort the ‘wheat from the chaff’ in terms of information?

Due to the way our brain handles information, we can glean very different results from the same information – quite scary really! Let me give you an example. Many years ago, I used to work with a delightful but ruthlessly straight-talking Australian. When something ‘displeased’ her, however, rather than use her usual plain speaking she would generally say something like ‘oh how wonderful’ or ‘that’s fantastic’ with not a trace of sarcasm! Therefore the odd situation that she found herself in would be confused to say the least - especially as we were also seconded abroad at the time! Now, although some of the individuals she conversed with were given the same information – the opinions and decisions that people were making were literally poles apart! Often, we really don’t know whether or not we have been given complete, sufficient or indeed accurate information! But just like at work, we can choose to make a decision without the complete facts in front of us; in fact that is one of your great assets, as a Leader in all probability. We all use our values, experience, intuition and assumptions about people, about situations, about the countries we are seconded to and anything else we may deem relevant, to cast an opinion. In your working situation, it would be highly unusual to say that you have never made a decision, without the full facts in front of you, wouldn’t it? However, we all do it – sometimes successfully and sometimes not so. Be that as it may, the important lesson is to be AWARE of that judgement call. Ensure that you are fully cogniscent of how you arrived at your decision.

There are several pointers that can help;

Ask for the right information in the first place
Sounds very obvious, but as CEO or similar you are often the one that creates the need for information. This may be to back up some initiative, find out about new products, suppliers or competition, information about internal processes, systems or people etc. and often something to support a change somewhere. However, more often than not, your request will be taken literally as you are the boss. So, ask yourself – “have I asked for some balanced and open information, or data that will support my hunch/argument?”. As we know in politics seen in the daily papers, any amount of information can be produced to support a point of view! However, there are times when we genuinely want to understand different view points or information, so ensure that the question that you ask is sufficiently open enough to be valuable to your decision making.
Trust – how much do you trust the information source?
This is not meant to sound dark and sinister! However, it is likely that whoever you have asked to produce some information will have a certain viewpoint. It is extremely hard for them not to be biased towards their point of view when producing information. For example, asking both the Marketing Director and the Finance Director, what percentage increase will be needed next year in the Marketing Budget, will provide you with significantly different ‘data’ I would suggest! For balanced information, maybe pick them both.
Presentation of data and information
When you are given information to look at or listen to – really do tune in your senses in doing so. What I mean by that is look beyond the words, the information, to understand it further, as this is also where some clues are hidden. There are some phrases that you can spot that identify the difference between facts and viewpoints. Phrases such as ‘I believe’, and ‘it is obvious’, or ‘I think’ are all indications that you are getting more than just straight data. To practise, listen or watch the news today and see how much information you are given is straight fact in comparison to points of view – you may be surprised! Body language will also indicate their emotional involvement in their presentation, so watch and listen for these clues also.

Your own thinking process
As we have discussed before, your subconscious brain does a great job at filtering information in a way that it thinks it is going to be useful for you. Before you know it consciously, masses on information is deleted, distorted or generalised before you make a conscious note of it. However, as this is your brain, it is possible to ‘tee-up’ your subconscious and check that your filters are doing a good job! For example, you may well be presented with the monthly revenue figures on a regular basis and you will skim to the data that is of most interest to you. Your brain will be noting this and spot a trend – a path of least resistance to make it easier for you next time. However, this may mean you miss something very obvious! So – practise looking somewhere different each month to keep you attuned and able to notice anomalies more easily.

In summary, just like any mechanical part, our brain’s filtering system can always do with a service! There may not be a need to change anything, but taking it apart, giving it a shake up and oiling it so that it is fully operable can only help it be more effective and efficient. It also may also last longer too, which can only be a good thing!

Until next week


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

2 small questions, 1 BIG difference ...

Two simple words can lead to a wealth of information about your leadership style and those around you. Two little questions that you are asked as a leader, on a daily basis – probably hundreds of times. By simply noticing who within your organisation answers these questions, will enrich you with some very useful information.

Let’s start with WHAT?

‘What direction are we going?’ ‘What is the key aim of the organisation?’ ‘What is the most important priority?’ Using the WHAT word, is a cry for clarity and direction. Those that answer the WHAT questions will be tend to be the one(s) driving the direction, clarifying the position of the organisation, communicating the goals and priorities of the organisation – the leader(s), in simple terms. The answers will come from people who have clearly got the picture, who know what is to happen, to be expected and have thought through the purpose of the organisation. The more clarity and consistency that there is in the answer to this question, the greater the vision will be in the minds of those around you.

As an graphic example, Let me remind you of the beginning of the Epic Film, Gladiator, in which General Maximus shouts ‘Unleash Hell’ (there is the WHAT) – there is no question as to what is to happen next, and who is taking command and leading!

So within your organisation, who answers most of the WHAT questions in the top team? Is it you? Is it a combination of people? How does this analysis compare with their responsibilities – ie: who is leading the organisation?

Second question – HOW?

‘How do we get there?’ ‘How do we do this?’ ‘How long will it take?’ ‘How can we tell them?’ Here lies a completely different style of question, and different knowledge base in answering it. In answering the HOW question, people start to think through the challenge, to own it, and take on some personal involvement.

It is quite normal to expect considerable debate around HOW, as there are often several ways of doing things to get to the same point. As they say, there are several ways to skin a cat. The more debate – the more ownership, in its simplest form. Conversely, if this question is answered for them, people will simply ‘do the task’, and not feel the need to take responsibility for it. It can disable creativity and the drive to accomplish, if they have simply been given the answer to HOW.

So – as a leader, how often do you answer the HOW? And how often do you leave it to your team? Being passionate about a goal makes it extraordinarily difficult not to answer the HOW questions, but is it really your role as a leader to do so? Are you giving the teams the opportunity to tackle, own and enjoy a challenge – to ensure success of the ‘WHAT’, or are you supplying too much of the HOW?

Many Senior Leaders of the British Armed Forces have recently been through an education process to move away from ‘Command and Control’ style of leadership, as they recognised that often the troops on the ground had a much great idea of ‘HOW’ to do something. It was more important as Leaders to ensure that they had painted a clear vision of ‘WHAT’ was to be achieved, rather than answer ‘HOW’. Easier said than done for many, as that element of losing control was deemed a risk. But it was richly rewarded in innovation and personal ownership – ie the job got done quickly and more successfully in many cases.

Set yourself a goal at the next opportunity, to actively seek out when you answered HOW? and WHAT? Is this a normal pattern, is this appropriate in terms of your role, and aspiration of you and your teams? What about the other members of the team? What would happen if you did not supply an answer to either one? – try it out and see who takes on the gauntlet!

Until next week

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