In our most recent issue we addressed number two of the three aspects of growing leaders from within:

1) Reflect and articulate the critical success factors on which the company is built,  

2) Communicate and operationalize these critical success factors, 

3) Provide continuous feedback and input for those who are not consistently ‘walking the talk’. 

In this issue I want to address number 3. 

Lastly, and this is where most of us get into trouble, we must continuously and consistently provide feedback and input for those who are not consistently "walking the talk."

 If a leader wants to develop his people, but doesn’t invest the time to involve them, then he is saying one thing and doing another. Quantum Leap results only occur when we don’t step over these individual instances but instead give the gift of feedback consistently. As soon as possible the situation must be addressed with the individual.

In talking with the individual, you, the leader must take personal responsibility for their miss-step.  Perhaps you were not clear in explaining your expectations. Maybe you did not give a deadline for the project. Were the necessary resources available? When  you own part of the responsibility for the breakdown,  you create the space for them  also to own the role they played in this situation.  

This becomes a coaching moment where you, as the leader, get to re-affirm the organization’s values, success factors and your expectations.  With these kinds of consistent conversations, the other party often gets clarity in a very short time frame as to whether they want to step up or self-select out of the organization. Over time new leaders will emerge. Others will self select out of the  organization. You have provided the groundwork that creates a win-win-win-win situation for everyone involved.  

I have briefly summarized above a part of the process called the Halpin Step-Up or Step-Out Program which was originally inspired by Herman Orcutt, founder of The Orcutt|Winslow Partnership. O|WP is the largest locally owned architectural firm in Phoenix that has utilized these same success factors for over the past 35 years.

Conflict in the workplace is the greatest single cause of stress, lost productivity, and diminished profits in the world today.  When conflict is not addressed, relationships deteriorate, visions are forgotten, and execution of goals and plans becomes an afterthought.  Much of this conflict comes from the failure of leaders to fully communicate and negotiate their expectations.

For leaders to create a productive work environment where people are encouraged, empowered, and truly engaged, all expectations must be communicated and fully negotiated in a simple, timely manner.