Kellie Mills – Coach, Trainer and Speaker

Creating Change…one conversation at a time

10 Essentials of High Performing Leadership Teams

Five friends uniting their hands to make a star

Kellie Mills (CAHRI)

TeamWhisperer, Cultural Change Facilitator, Speaker, Coach

High Performing Leadership Teams

by Kellie Mills

The success of any organisation is driven by its leaders.

A Dysfunctional Leadership team leads to poor outcomes throughout all levels of the company. A Performing Leadership team can produce good results, however a High Performing Leadership Team can produce exceptional results, and is better placed to grow the organisation and deal with the various challenges along the way.

The following are, from my 21 years experience as a ‘Team Whisperer’ and Leadership Trainer, the key elements of a High Performing Leadership team:

1.    There is genuine TRUST within the team and the team members have each other’s back.

2.    All team members demonstrate RESPECT for each other’s roles and responsibilities.

3.    The leadership team members collectively demonstrate the company VALUES in their behaviour, decision making and communication. They sing from the same song book.

4.    The managers don’t work in SILOS, they are not territorial and do not undermine each other.

5.    They are willing to SHARE KNOWLEDGE and focus on the success of the business over their own personal ambition.

6.    They are mature enough to be able to engage in CONSTRUCTIVE CONFLICT that leads to positive outcomes. They don’t avoid the difficult conversations and they don’t take personal pot shots.

7.    They are CONSISTENT in the messaging they deliver through the organisation. They can disagree in the boardroom, but then show support for the decisions made when they are out talking to the troops.

8.    They value the DIVERSITY within the team and acknowledge each other’s STRENGTHS. They are not threatened by the abilities of their colleagues.

9.    They utilise POSSIBILITY thinking. They turn problems into learning opportunities and don’t look to blame.

10. They PROBLEM SOLVE together and CELEBRATE their wins.

If you are wanting to take your performing team and turn it into a high performing team, contact Kellie Mills to discuss how. www.millseaton.com.au

 

How to work in a multi-generational workplace

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Finding the balance when working with multi-generational colleagues can be a difficult task. Each generation has their own unique work ethic, culture and way of communicating.  These differences can impact the way staff work together and the quality of the finished product. Here is a breakdown of each generation:

o       Builders/Silents- aged between 67 – 96

o       Baby Boomers- aged between 48 – 66

o       Gen X- aged between 32 – 47

o       Gen Y- aged between 18 – 31

o       Gen Z- aged between 3 – 17

In order to understand the barriers we must look at these differences as cultural rather than age-related. The three main generations (Baby Boomers, Gen X and Gen Y), must be explored further in order to understand how their views were shaped according to influences from the world around them.

Baby Boomers

·         Were raised to be ‘seen and not heard’ when around adults or people of authority

·         Strong set of ideals & traditions, Very family oriented

·         Believed hard work & education got you most things in life

·         Life had stability and safety with mothers at home when growing up

·         Forever young – still young and funky!

·         Value experience over education

Generation X

·         Live in the present

·         Like to experiment but look for immediate results – impatient

·         Self-reliant & question authority

·         Like options & to set own priorities

·         Developed independence

·         Ambitious and hard working but value a work/life balance

Generation Y

·         Accepting of diversity

·         Question tradition

·         Have been taught skills rather than discovered skills, often over supervised

·         Rapid adapters to change

·         Want to be entertained, quick to change interests – Multi-taskers

·         Appear Extremely confident and abundance of self esteem

·         Very concerned with self image & product brands

·         Focus on personal priorities

·         Smart, creative, optimistic and tech savvy

By delving into a generation’s history we can gather some important points which lead us to how each generation behaves in a workplace environment. For example Baby Boomers often prefer face-to-face conversations over emails. Gen X generally opt to working alone rather than in teams. Whereas, Gen Y expect equality and willingness to break tradition.

However, it is important to note that everyone is an individual and they should not be stereotyped by their generation. For a workplace to cater to the needs of a multigenerational workforce it is important to keep an open mind and understand the different perspectives.

Mills-Eaton Training delivers In-House training for medium-large organisations. They specialise in Team Development (with expertise in dysfunctional teams), Leadership, Communication and other practical programs.

Contact Kellie Mills on blogresponse@millseaton.com.au

Where do you hang your values?

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I often find myself sitting in a room with a group of senior managers and I ask the question: “Tell me about your company values and how are they applied?”

The response varies; sometimes it will be shifting eyes from co-worker to co-worker in the hope that someone else will answer. Other times someone will say, “I think there’s five of them? Or is it seven?.Is one of them Integrity?…umm or Honesty?”.

What is the use of values if they are not implemented and understood?

Many organisations spend time and resources on creating their core values.  They then put them on their website, email signature and in a nice frame on the wall in reception. Unfortunately that’s often where they stay.

Let me tell you – truly successful organisations do much, much more than that. They have the values absorbed into the culture and they are applied in all they do.

How an organisation demonstrates their values can vary and there is no right or wrong. The important thing is that every member of staff is on the same page. Understanding what the organisation’s values are and how to demonstrate them in the workplace will make the business stronger as a whole.

Take this company for example –  NewGold Peak Gold Mine, in Cobar, NSW.

Their 5 core values are:

·         Develop Our Employees

·         Commitment

·         Integrity

·         Teamwork

·         Creativity

They believe “our values are what guide our behaviour in achieving our vision and mission”. This is obvious in the conversation, from the behaviour and the decision making of the CEO right through to the Supervisors on-site. They don’t just have their values ‘hanging on the wall’, instead they are embedded into their culture.

Personal values can be categorised into ethical/moral, ideological/cultural, social, and aesthetic. While workplace values are typically things such as: conduct, dedication, honesty, integrity, accountability, and collaboration.

It is important to keep in mind that personal values differ from individual to individual, whereas workplace values are a set of values upheld by a team or a group of people.

Conflicting values can occur when entering the workplace. With your own set of personal values, it may be difficult adapting to a new set of team-based values. For example, you may over-hear two colleagues having a heated discussion about another colleague and the quality of their work. This type of behavior may be embedded in their personal values and how they deal with conflict, but the organisations values state that there should be no bad mouthing or secrecy in the office. You are then put in a difficult position of making a decision as to whether you will tell your manager about the breach of the organisations values.

Team building days, workshops and weekly staff newsletters, are all good places to rehash on the organisations values. Often giving staff members hypothetical, value-based dilemmas is a good way of instilling what you would like to see happen when conflicts occur. It also sets a benchmark for future reference.

A values driven organisation is a powerful one. Not only does it strengthen staff members sense of team but also makes the workplace a happier community. Ask yourself what your organisations values are and see if you know the answer.

Mills-Eaton Training delivers In-House training for medium-large organisations. They specialise in Team Development (with expertise in dysfunctional teams), Leadership, Communication and other practical programs.

Contact Kellie Mills on blogresponse@millseaton.com.au