We have reached the time of year when wondering where 2022 went is on everyone’s mind. As we approach the holidays, it certainly becomes a very busy time for all of us, both professionally and personally.  I hope that you will join me in pausing for a few moments to reflect on all that is going on in the world today, as well as your own personal life.  I’ll share a couple of points that, hopefully, will make the days go by smoother and be more rewarding.

As I take a moment to reflect, I am very fortunate to be able to find ways to be grateful for my health, my family, and my friends.  As we continue to live at an accelerated pace, experiencing post-Covid lockdowns, I want to provide a few resources that have helped me over the years, as I’ve faced the “rush to the end of the year” without losing my sanity.  I find with the year-end to-do list growing, along with it, our stress grows, and our patience shrinks.

I read a great book several years ago, “Nickel and Dimed: On (Not) Getting by in America” by Barbara Ehrenreich, in which she describes an experience of working and living on minimum wage, and the challenges it brings to those that work in so many places where we interact.  She calls out the importance of simple communication techniques equating to demonstrating respect and appreciation, along with thankfulness.  The next time you are in a restaurant, be sure to make eye contact with your waiter.  You’ll be surprised at the level of service you will receive.  Being respectful and grateful is certainly something we all should take a moment to focus a little more time on, especially during the holidays. It is a great habit to develop and will return wonderful dividends.

We hear a lot of talk about kindness and gratefulness in our world today and the need for more of this behavior.  During the holidays, we have the opportunity to gather with friends and family, to practice being kind & grateful. What about the rest of the year?

In the book, A Simple Act of Gratitude: How Learning to Say Thank You Changed My Life, by John Kralik, the author explains how an attorney, who was in the greatest storm of his life, both personally & professionally, found a way to be more positive by saying thank you for even the smallest of gestures.  On some days, he really had to stop and about how he could find the silver lining to an otherwise bad experience.  He committed to finding various ways to say thank you. He spent the year writing thank you notes to those that impacted his life with large and small actions.  As a result, not only did he positively impact those receiving the notes, they in turn reciprocated and shared kindness with him and others.  After accomplishing his goals, his mental health improved greatly; and was noticed by his family, friends, and co-workers, so much they would often call out the noticeable change.

Our mental health can drive some of the most important aspects of our life, most importantly, our physical well-being.  As you move through the remainder of 2022, and look forward to an even better 2023, my challenge to you will be to remember everyone is facing something, some greater than others.

To experience a better 2023, keep these three simple points in mind:

• Be Relevant. Each time you interact with those you work with, or those in your family, focus on being present and relevant.  There is no more important factor than our time, so be sure you stay relevant to the needs at hand.  How can you prepare to be supportive of your team or your family as they move into a new, challenging year?
• Be Distinct. How can you stand out in this environment of so many competing priorities?  You must find a way to be distinct.  In our busy lives, being grateful and appreciative could be what sets you apart from others.
• Be Memorable. It is amazing how easy it is to be memorable.  Think about the amazing memories of those people in your life that made an impact on you.  What did they do to leave you with a memorable feeling?

While 2022 comes to a close, I’m most thankful for the things I focus my time on; my family, my friends, and my co-workers.  I’m blessed to have wonderful people in my professional & personal network. I hope you can find ways to develop an even stronger network of success in the coming year!

Regina Bailey

Sr. Director of Retail Strategy – Menasha Packaging

*Title and company of the author reflect their position at the time article was written.

The opinions expressed here by guest bloggers are their own, not necessarily those of Stout Executive Search.

In looking back on my career as I transitioned from an independent contributor to a people leader role, I wish I knew then what I’ve come to learn in the nearly 10 years since that time. I, like many others, fell into the typical traps of being a new people leader and thinking I had to be perfect or my way was the right way or leading by fear was effective. While I cannot undo the past, I can continue to learn and evolve as both a person and a leader. As Maya Angelou said, “Do the best you can until you know better. Then when you know better, do better.”

The traditional approach in most industries is those who perform well in their role are promoted to managerial or leadership roles. While strong performance in a functional role is helpful as people become leaders, simply being a high performer does not translate to being a quality people leader. New people leaders face many pitfalls, and they are entitled to patience as they learn how to lead people in the midst of learning a new role, their team, and possibly a new company or new manager, as well.

As I’ve grown and developed as a people leader throughout my career, I’ve found the below areas of focus to be the most valuable in fostering a collaborative team environment built on trust and mutual respect. While perhaps not groundbreaking areas of focus, they have proven effective in helping me evolve as a leader of people.

Commit Time to Your Team

Whether a new people leader or seasoned leader, we are all busy and it is easy to get pulled in many directions. There are demands of the day-to-day job and leading people can feel like an entire second job at times. It is important to remember giving five minutes of your undivided attention can be incredibly meaningful to an employee and help them feel heard, seen, or more confident in their abilities. With a consistent commitment over time, they’ll feel safe enough to think differently or test out new ideas resulting in more innovative problem solving. It may not seem like much to you, but it could mean a great deal to that employee.

Setting aside this time can be difficult despite best intentions. Leaders, especially new leaders, are also focused on performing well in their role and developing their own careers. Even when committing to this focused time is an important initiative for a manager, it is so easy to postpone, cut short, or cancel these meetings due to pressures and time constraints that we all face. If possible, it is helpful to create a system that will make keeping these one-on-one meetings as easy as possible. One potential solution would be to schedule these as coffee meetings or over lunch. For any Ted Lasso fans, think biscuits with the boss.

Be Relentless on Issues and Soft on People

This principal can be challenging as we are all human and emotion is natural. I first learned this principal as part of an extensive negotiation training. This was reserved for negotiations where two parties were committed to a long-term relationship, and it was important to preserve the relationship. In thinking about the concept, it made so much sense to deploy in all aspects of life, not just negotiations.

When leading, it is inevitable, difficult discussions will be needed. Leaders owe it to their teams to coach them through their mistakes. Focusing on the issues versus the person can help your employee better absorb the coaching while maintaining a positive rapport with your employee. Too many times, a manager reacts emotionally which only serves to raise the temperature of the conversation. By staying focused on the issue and remaining compassionate towards people, it improves the likelihood of having a fruitful discussion that truly helps to develop people and help them learn from their mistakes.

Authentically Share Your Own Mistakes

Perhaps one of the most challenging things to do as a new people leader is admit you have flaws. When put into this new role, it is natural to want to be viewed as the authority and the one with all the ideas and answers. As a result, it is natural to want to hide any imperfections from your team so as to appear as an authority or expert.

This insight clicked with me when I had a leader share example of his past mistakes with me. As I reflected back on that conversation, it became clear that I had been more open to absorbing the coaching than at other times in my career because I had made a similar mistake as someone in a position of power. As my manager showed himself to be human and flawed, it created a vulnerability in me and a sense of calm knowing it was acceptable to not be perfect.

It is easy as a leader to perceive vulnerability as weakness, but I’ve found vulnerability to be a source a strength 100% of the time. It allows people to connect on a deeper level and share much more if they feel safe. Think about a time someone opened up to you about something and it made it easier for you to share more deeply as a result. That’s the power of vulnerability. Practicing vulnerability on a regular basis will eventually improve the level of psychological safety among your team. It is not easy to do, but worth the effort. A team that feels comfortable sharing authentically or asking questions without fear of being judged will be likely have a deeper dialogue around issues and increase the chances of identifying unique solutions to problems.

As mentioned above, these ideas are not necessarily new, but they have helped me grow and develop as a leader, especially in the past five years. I’m still learning every day and fall short many of those days but hope this will spark an introspective look at the way people lead their teams.

Stephen Sisti

VP of Sales, Food and Consumables – Infinity Worlds

*Title and company of the author reflect their position at the time article was written.

The opinions expressed here by guest bloggers are their own, not necessarily those of Stout Executive Search.

Community involvement brings positive and measurable change to the communities in which we operate and to our businesses.  What makes a community? There is no one answer. For some, a community is a closely connected group of people working towards a common goal. For others, it’s the people you enjoy spending time with.  Regardless of your definition of community, there is always one common thread: people.

People make up our offices and the community around us. Our team members are inescapably linked to the groups, and communities around them.  As leaders, we can embrace community involvement and help foster a positive, thriving environment at work.

Four reasons why community involvement makes better employees and strengthens your team:

Builds Loyalty

Employees enjoy it when companies incorporate community involvement into the workday. Integration into the community boosts morale and helps create a positive working atmosphere. Teams who frequently participate in workplace volunteer activities are more likely to be proud, loyal, and happy employees.  People want to be a part of an organization that gives back. When people work for a company that values their community, you will see impressive loyalty.

Helps Build People Skills

Much like going to a happy hour with colleagues after work, everyone’s guard drops. There is no more talk about projects and reports.  Instead, it is people chatting, and it feels good. Whenever you interact with fellow colleagues outside of the constraints of work, you experience them in a brand-new way. In addition, community involvement and volunteering align people around a common cause. Whether you are at a Habitat for Humanity build or a soup kitchen, working together with colleagues in a new environment helps build people skills and kinship at work.

Promotes Leadership

Good leaders are consistently giving their team opportunities to excel. As leaders, our role is to push our team, and if they rise to the challenge, keep giving them opportunities to go further.  Stepping outside of our day job and into a volunteer project offers the chance to learn new professional skills while sharpening others. Some of the highly transferable skills that can be strengthened or developed include presentations, public speaking, managing teams, and projects, creating budgets, coordinating events, working with sponsors, fundraising, and mentoring. Chairing a committee can hone leadership skills.  Community involvement and volunteering allow for opportunities to test the waters of leadership. If our people can lead efforts in our community, chances are they can excel beyond their current capacity at work, too.

Attracts New Hires

The one employee perk millennials value the most isn’t about getting—it’s about giving. Community involvement helps attract and retain employees in a whole new way.  A company’s support for social causes is an important factor in accepting a job offer. The appeal comes not only from the desire to contribute to causes but from the sense that a company that’s involved in doing social good is likely to be a better place to work.

Builds Passion

Everyone has a passion. Your team may be interested in pets, sports, families, or something else. Giving people the opportunity to dig into that passion while in a philanthropic way turns passion into an engagement. When people are given the opportunity to be involved in their passion—whatever it might be—as a volunteer opportunity at work, they are more passionate about their company and their team.

Having an element of community involvement included in your office culture is an important consideration for your team.  Community involvement examples can include in-kind along with financial donations, employee volunteer days, long-term nonprofit partnerships, and more.

Tina Winham

*Walmart Leader – Conair HBA

*Title and company of the author reflect their position at the time article was written.

The opinions expressed here by guest bloggers are their own, not necessarily those of Stout Executive Search.

One of the things we talk about all the time at L’Oréal is the power of connection and collaboration and how important they are in sparking innovation and creativity. But connection and collaboration don’t just happen. They require you to build relationships and establish trust, and that requires empathetic leadership.

Empathetic leadership can be defined in many ways, but at its core, it’s about focusing on others and understanding their point of view, as opposed to just focusing on yourself and your career, or the business and the bottom line.

In the spirit of collaboration, all four of us wanted to share more about what we think empathetic leadership means and how others can become a more empathetic leader to help build stronger, more inclusive teams.

What is Empathetic Leadership?

For us, empathetic leadership is having the ability to recognize and understand the needs (big or small) of others, and accepting all team members for their individuality and their differences. It also means using that knowledge to help position your team members for success and allow them to be the best version of themselves. Empathetic leadership involves listening to people, giving them spaces to share feedback and concerns, and knowing a person well enough to ensure they have what they need to succeed.

In the past couple of years, this has become even more important considering the pandemic, social unrest, and how much the way we work has changed. Real leaders know it’s our responsibility to help our teams navigate these changes, which is why empathetic leadership is so important.

How You Can Become a More Empathetic Leader

Empathetic leadership doesn’t come naturally to everyone, especially those of us who came up through the ranks during a time when a different type of leadership was prioritized. But the good news is everyone can become a more empathetic leader. Here are some ways:

• Be humble. Empathy means focusing on others, and empathetic leaders always think about the larger team first and themselves second.
• Connect one-on-one. If you lead a large team, it can be hard to make time for this, but carving out space for smaller individual connections with team members will help them feel seen – and will help you get valuable feedback and insights you might not get in a large group.
• Be vulnerable. Showing you team how you react during good times and bad, in addition to sharing where you succeed, and struggle helps build trust. This sense of vulnerability encourages your team to come to you when they are struggling.
• It may seem simple but asking how someone is and taking the time to hear what they say can lead to big insights as to what makes a person tick. Listening to an employee shows you value them, and it helps you understand what they need to succeed or be their best self at work.
• Ask for input. Just because you are a leader doesn’t mean you have all the answers! Empathetic leadership is all about two-way communication.
• Stick together. All organizations – and individuals – go through ups and downs. Helping your team through those times makes for stronger teams going forward. Check in with your teams to see how they’re doing and where you can help lighten their load during hard times.
• Celebrate the wins. It can be easy to quickly move on to the next thing after a project is wrapped, but taking the time to show people how you valued their contribution is key to empathetic leadership. This can be done broadly at town halls or all-hands meetings, or more personally, by sending notes of congratulations or taking someone out to coffee or lunch.

While many of us spent our early careers more focused on ourselves, our work and our paths, we have learned that connection and collaboration are some of the real keys to success in business – and empathetic leadership is crucial to make that happen.

Our hope is you’re able to use some of these tips and insights to become a more empathetic leader yourself. Because when you help your team feel trusted, respected, and valued, it creates a more inclusive and fulfilling work environment which ultimately helps unlock more creative ideas, more innovative thinking, and stronger work.

Isaac Jamison, Jackie Madsen, John Ozgopoyan, Jason Wood

*Sr Vice Presidents of Sales, Consumer Products Division – L’Oréal USA

*Title and company of the author reflect their position at the time article was written.

The opinions expressed here by guest bloggers are their own, not necessarily those of Stout Executive Search.

Is there an actual or perceived dichotomy between intent and outcome within our recent history? The past several years has provided much in the way of new data to process, while the next few years require applied learnings on the roads back to normalcy.

I have recently been considering what new components we should incorporate into our new roles in the re-emerging market. Depending on your perspective, changes allow for or force a redefinition of the role we each play. Now more than ever, our ability to communicate from a platform of unity over the division is paramount. How we define connectivity through learned experiences will set the course of what we can achieve collectively going forward.

Workspace Connectivity

As offices determine return of either flex, hybrid, or mandated attendance, many employees will evaluate these against lifestyle choices created in the past few years. Will employers consider dramatic outcomes to personal freedoms that have expanded for employees? Will employees view the company’s intent to remain competitive for growth and leverage in-person connectivity for culture and creativity synergies?

The U.S. 2021 Bureau of Labor Statistics data leads to a Harvard Business Review study citing mid-career employees leading the exits. Therefore, both employers and associates must dedicate thoughtful assessment towards incentive, acceptance, and expectation while owning the goal of alignment.

Incorporate the role components of alignment ambassador.

Solution Connectivity

Solving problems is never an easy task, and today supply chain, labor, inflation, and general uncertainty implications are exacerbating desired outcomes. The frustration and tensions mount as opportunity outcomes are missed due to unintended circumstances beyond previously normal controls. We need to get back to yesterday’s expectations while still dealing with today’s realities. This juxtaposition left unaddressed can lead to deterioration in relationships and the development of mistrust, where absolute trust is required.

Incorporate the role components of solutions-minded ambassador.

Creative Connectivity

Historical controls may not be enough to ensure today’s outcome. Being intentional about finding new ways to solve old problems will lead to more significant results faster. Creativity will differentiate and determine future success more quickly than ever before.

Stealing from Plato, “A need or problem encourages creative efforts to solve the problem.” Asking questions is a terrific way to dig deep and explore alternative paths to desired outcomes.

Incorporate the role components of investigative curiosity ambassador.

Communication Connectivity

It has always been true that “when” we say is as important as “what” we say. In many cases outcome is hindered because of specified uncontrollable dynamics. In other instances, unspecified controllable dynamics are the real cause for failed outcomes. Communicating towards building trust in this area is critical in the re-emerging markets.

Therefore, the obstacles limiting historical output must be micro-managed, overly controlled, and communicated frequently. As we gain line of sight to relief or continued constraints, it is more important than ever to communicate honestly so that each party can pivot plans as needed.

Incorporate the role components of communication ambassador.

People Connectivity

Being mindful that human interaction conditioning is needed as we exit virtual for in-person connection. Previously practiced social skills might require a tune-up as we have adopted a more inward perspective during the past several years. It is unlikely that the obstacles in this newly defined market will diminish just because people are getting out and about more frequently.

Failure to produce desired outcomes beyond individual controls will continue to strain us. Balancing in-person interaction while getting our people skills back in tip-top shape will require seeing the best intention in others.

Incorporate the role components of best intention ambassador.

Conclusion

Throughout human history, people have always pulled together and tackled tremendous obstacles and hardships and generally applied learnings that improved societal and individual outcomes. In considering the new components, I am suddenly aware that the principles we were operating on before will be the same principles needed to continue. What was needed then, and even more in demand now, is that we have patience, understanding, and compassion associated with seeing the good intentions in others.

As we answer the question of what components we can bring to our new roles, we must incorporate the role components of connecting good intentions to great outcomes.

Jeff Hendrix

*Vice President Customer Teams, Walmart / Sam’s Club – Bimbo Bakeries USA

*Title and company of the author reflect their position at the time article was written.

The opinions expressed here by guest bloggers are their own, not necessarily those of Stout Executive Search.

How can someone deliver peak performance while batting their inner demons?  The two feel like complete opposites, nevertheless, I want to share my battle strategies on how I have approached the challenge.  For most of my life my inner demons have been depression and anxiety.

Battle Helmet: Temet Nosce (Know Thyself)

For the Fantasy & Sci-Fi nerds out there (I’m a big one), I am referencing the sign above the Oracle’s door in The Matrix. One great way to get to know and understand yourself is to take a personality test. Myers Briggs and Enneagram are two tests I have found insightful and powerful.

I learned that I am an extreme extrovert; on my bad days, being alone significantly amplifies negative thoughts. I’m conscious of needing consistent social interaction to fill up my emotional bucket. A core challenge of mine is the belief that vulnerability equals weakness.  When stressed, this led me to control my environment through assertive and aggressive behaviors, which rub people the wrong way. Understanding my personality has allowed me to jointly plan for emotionally fulfilling experiences while softening as a person.  The results have only been encouraging as I have more constructive and collaborative relationships with my co-workers and loved ones.

Begin building your battle strategy by getting to know yourself and protecting your mind – much like a battle helmet protects your brain.

Body Armor: Find Your Personal Code and Live It

My personal code has been shaped by, among other ideologies, Stoicism, which has been around for about 2,000 years. It is “a philosophy designed to make us more resilient, happier, more vitreous and wiser and as a result, better people, better parents, and better professionals.”[1] I have high confidence that all of us want that!  Living my Stoic code involves three actions.

First, manage your perceptions

Stoic Philosopher Seneca wrote “we suffer more often in imagination than in reality”.[2] Applying the principle in a business setting: how many times have you dreaded going to a meeting because you assumed it wasn’t going to go well?  We all anticipate a scenario, tell ourselves a story that hasn’t happened, and may find ourselves in a high-anxiety state.  How many times did your prediction come to fruition?  Not always, right? Think how much suffering could have been avoided by simply managing your perceptions.  Expand this notion across your life and I’m confident you avoid a lot of needless suffering. Being conscious of your perceptions and the impact they have on you is a massive first step in building up your body armor.

Next, act only on what you can control

While removing unnecessary suffering is a fantastic first step in quelling your anxiety, it does not mean we should not prepare ourselves for potential outcomes.  It’s imperative that we are laser-focused on self-control to ensure the best possible response to any situation.

One Stoic tool that’s been tremendously helpful to me when I’m feeling at my absolute worst is completing a premeditatio malorum. Translated, a premeditation of evils.  Sounds sinister, but simply put, it means writing down what could go wrong in the scenario giving you anxiety and then determining your responses if that situation happens (e.g., if that person cuts me off mid-sentence again, this is how I will respond).  The goal is to control yourself, so you are responding, not reacting.

Finally, accept what you cannot control

The last step is both the hardest and most rewarding.  While controlling ourselves and perceptions are within our control, everything else is not. Reinhold Niebuhr’s Serenity Prayer captures this notion well:

“God grant me the serenity to accept the things I cannot change, courage to change the things I can, and the wisdom to know the difference.”

The hard truth is we do not know or control our fate. However, I want to encourage you to “not merely bear what is necessary…but love it.”^[3]  The Stoics call this Amor Fati. Translated: love your fate.  Surrender to the things we cannot control and learn to not only bear but love our unexpected life challenges.  As I implemented an Amor Fati mindset, what surprised me most was my reaction to the unexpected shift from an anxious “oh crap!” to “good, this will sharpen me.”  Now, an Amor Fati coin sits on my desk as a daily reminder to live my code.

If knowing thyself is your helmet, and establishing and living your code is your body armor, then you will need a weapon when heading into battle with your demons.  For me, this weapon is movement…

Battle Sword: Movement

It’s difficult for me to pinpoint when I became aware of my depression and anxiety, however, I do recall the first-time depression became a major life disruptor, and it directly correlates to the involuntary loss of movement.

I was 17. I played many sports growing up, but I loved football the most. During a game, in an attempt to tackle me, one of my opponents’ full body weight landed directly on the back of my knee. I was in instant pain, but adrenaline carried me through the rest of the game (everyone plays hurt when you play football). The injury required surgery, which meant a complete loss of my safe haven, movement.  Over time, I began to distance myself from family, friends, and responsibilities. All I really looked forward to everyday was sleep.  I wasn’t in (emotional and physical) pain when I was sleeping. I began to consider if it would be better if I was not around anymore, at least the pain would be gone.  This is a scary internal dialogue that’s admittedly even difficult for me to write.

At this massive inflection point, my father, who had previously battled depression, recognized the unhealthy patterns in my behavior and intervened.  My knee surgery was a success and a return to my training regimen in addition to some professional counseling placed me on a completely different life trajectory.  It was slow, but my overall outlook on life began to improve. While my knee hasn’t been the same since, I was still able to play football for three more years and was fortunate enough to make a nationally ranked D3 college football team.

I could easily reference numerous studies indicating the powerful connection between exercise and the release of endorphins triggering a positive feeling in the body.  Instead, I want to ask one question: have you ever felt bad after exercising? I bet you felt phenomenal, especially when you didn’t want to do it.  Consider adding more movement to your regime, especially on your toughest days. Even a quick walk outdoors can be a game-changer.  For me, movement is an inflexible part of my battle strategy – it’s my weapon.

Final thoughts and a call to action

You can absolutely achieve peak personal performance while simultaneously battling your demons.  Fortify your mind with a helmet by knowing yourself, protecting yourself with body armor while living your code, and attacking those demons head-on with your movement sword.

In closing, to that one person out there that feels alone and hopeless, I’ve been there. If you need someone to listen, I can help.  Please direct message me via LinkedIn https://www.linkedin.com/in/kyle-williams-16226228/ or directly contact the Go4Graham Foundation https://www.go4graham.org/ , a mental health foundation I ambassador, that can offer you many resources including a free guidance consultation.

Amor Fati,

Kyle Williams

*Sales Team Lead, Walmart – Wells Enterprises

*Title and company of the author reflect their position at the time article was written.

The opinions expressed here by guest bloggers are their own, not necessarily those of Stout Executive Search.

[1] www.dailystoic.com
[2] Seneca, Letters from a Stoic, Letter XIII
[3] Nietzsche, Ecce Homo

With my military background, I had the pleasure of being a part of some very dynamic teams and nowhere else does teamwork and more importantly, trust, matter more.  In the military, almost every mission requires an enormous amount of teamwork and many times decisions have dire consequences.  Success routinely depended on trusting your own training, and also trusting that of your teammates and their decision making capacity.  We consistently performed drills and exercises that honed our skills, but I truly believe the ultimate objective was to solidify the trust between team members.  In other words, our mission success depended on a lot of factors, but I believe none were as important as how much we trusted each other and the team as a whole.  As I transitioned into the corporate world, it was readily apparent that cohesive teams are just as critical to company success, but I struggled with how little attention was given to building trust on a team.  I don’t know why this is the case, but I suspect perhaps the connection between the level of trust on a team and the resulting performance has not been made or simply attributed to something else.  Or perhaps, in the corporate world, performance is significantly easier to measure than trust and therefore it’s simply not a part of the consideration set.  In every role now, I try to remind myself of the importance that trust plays in building a team that routinely performs at a high level and consistently overcomes obstacles, exceeds expectations and all members are reaching their full potential.

Unfortunately, I think we all have been a part of a team with very little trust.  We have seen how dysfunctional this is, toxic even.  The chemistry is simply awful.  What results is a team where no one trusts anyone and each individual team member is only looking out for number one.  There is little collaboration and training and support definitely do not come naturally.  Every initiative is a struggle as team members don’t want to utilize the team or simply do not trust the outcome.  This certainly doesn’t preclude the team from being successful, but if the goal is sustained high performance and consistently exceeding expectations, this type of team atmosphere certainly doesn’t lead to this.  Instead, there is usually significant turnover and individuals not performing up to their potential.

What about the opposite?  Have you been fortunate enough to be a part of a team where there is unconditional trust between members?  It’s simply an amazing spectacle when teammates whole heartedly trust their teammates.  No longer do the individuals think about their individual accomplishments, but instead begin to seek out opportunities to help and develop the team as a whole.  No one is pointing fingers, or seeking recognition.  The team is focused on a singular goal and perfectly aligned on how to accomplish it.  When you trust a teammate, you are willing to confide knowing that confidence is safe.  This deepens relationships and team chemistry.  When a lower performing teammate is struggling, you don’t choose isolation or seek a replacement because that teammate may be struggling.  Instead, you try to figure out how to help with performance.  When you are 100% certain of the support and trust of your fellow team members, you are much more likely to take calculated risks.  You don’t fear failure because you trust your team to have your back and this is what leads to real breakthroughs and the ability to not only meet expectations but exceed them.

Building trust can be extremely challenging and usually takes some time, but fortunately there are some ways to start the process and through consistent application, trust will inevitably develop.

Here are four ways to start building more trust on the team.

1. Leading by Example – This is by far the most critical and important piece of building team trust. The leader or manager must demonstrate trust in each and every team member on a regular basis.  This can be as simple as having candid conversations, being vulnerable to team members.  The willingness of the leader to trust team members with information and thought processes goes a long way in building trust. Also, providing recognition when appropriate and to the appropriate levels is critical.  Finally, the level of support the leader provides in times of failure almost always determines whether or not the team has truly arrived at the level of trust high performing teams require.

2. Communication – More specifically, open communication. A leader must work extremely hard at creating an environment where all team members feel comfortable in sharing.  Team members must be free to openly communicate both good news and bad without any fear of retribution.  Team members must trust conversations with teammates and feel confident in sharing.  Openly communicating success stories is important, but the willingness to discuss failures and how to correct is significantly more important.  A team built on trust is much more comfortable doing this.

3. Team Engagement – There is no better place to help build trust than outside of the workplace. This certainly does not need to be a specific trust building event and those sometimes have the opposite effect.  Instead, it’s simply getting away from the day to day environment giving members a chance to know teammates on a much more personal level.  Getting to a level or even better, two levels deeper, allows the team to better understand each individual member and how they fit into the overall team dynamic.  It’s much easier to have a trusting relationship with a team member you know personally, not just professionally.

4. Provide Challenging Opportunities – Do not be afraid to challenge team members to take on initiatives outside of their comfort zone and assign them. It’s vital you provide an adequate support system, but this provides a unique opportunity for the team member to deepen relationships and more importantly demonstrate trustworthiness to the broader team.  Inevitably, the individual will have to lean on other team members to be successful.

This is by no means an exhaustive list and there are certainly many other ways to build trust on a team.  The important part is that you absolutely make it a priority and continuously take an active role in its development.  It is a process and there will undoubtedly be hiccups along the way, but I personally struggle to find anything more important when building a consistently high performing team than building trust.  It is not easy. It takes a dedicated effort from the entire team, but the rewards are worth it.  Not only will the results start to speak for themselves, but the team will be more engaged and every member will realize their full potential.

Todd Rupp

*Director of Category Leadership – The Clorox Company

*Title and company of the author reflect their position at the time article was written.

The opinions expressed here by guest bloggers are their own, not necessarily those of Stout Executive Search.

There’s only 11,316 women in the U.S. that hold Private Pilot certificates. Nearly a decade ago, I decided I was brave (crazy) enough to be one of those women. I tend to seek out challenges – the big scary things that force me to grow much more than is comfortable. Speaking to prospective pilots today serves as a stark reminder of how far I’ve progressed. On Day 1, I struggled to get my speed just right on final approach with zero crosswind. It was painstakingly difficult the first time my flight instructor gave me control of the aircraft. Pitch, power, aileron, rudder – it’s a lot to remember as you’re falling closer to the ground in a big steel contraption. Common sense tells you gravity is going to win. This year, it seems second nature to land at an unfamiliar airport, with a 12-knot crosswind, a crying baby in the backseat, at night with a landing light burning out on 5-mile final approach.

There were things that were painstakingly difficult at the beginning of my professional career that are now second nature. With hopefully many more decades in front of me, I often wonder what is difficult today that will be simple at the end of my career.

When we seek to keep learning, we find things much easier “down the road.” You probably know this concept as adopting a “growth mindset.”

A decade ago, Omnichannel was rarely part of our business conversations, yet today it’s rare to NOT incorporate it. Sometimes growth is forced upon us, but we ultimately have the choice of how fast, how often, and how much we’ll grow.

I once heard a saying, “the moment you stop growing, is the moment you start dying.” I suppose they call it over the hill for a reason. I ask myself often if I have reached the peak of my growth hill, or if I should keep climbing. Occasionally, there are areas or topics I choose not to devote my time to, but most often the answer is, keep climbing, keep learning.

I strive to learn from the experience and expertise of those a generation older. They’ve been through situations I haven’t. They have perspective that I don’t. I strive to learn from those a generation younger than me. Every semester I teach a Retail Link class to students at the University of Arkansas. There’s always one student who will answer one of my retail analytic questions with fresh new perspective I haven’t yet thought of or heard about.

I spent 16 years living in sub-Saharan Africa. I strive to learn from dear friends in Africa who face abject poverty with unexplainable joy. I learn from the homeless at the Salvation Army, who taught me how difficult it is to get a job without a cell phone number to list on job applications. I try to read books from all types of authors (although I admit I don’t like all of the content). One of the greatest benefits of diversifying your workplace/community/circle of influence is that we are all better when we can collect thoughts and ideas from people with all backgrounds and walks of life.

Every year, I ask my team to keep me accountable to one personal goal. The people I work with every day are the ones who are most likely to help influence growth in my life. If they’re comfortable, I do the same for them. January is notorious for goal setting. I say notorious, because resolution-setting is typically met with a dismissive eye roll. For me, it’s just another opportunity to reflect on who I’d like to grow up to be in the next decade, and continue my life-long pursuit of learning and growing.

In piloting, we make small corrections. If you’re off course, make a slight 2-degree shift, let it settle, then adjust again if needed. Most strategies in business don’t need major overhauls. Rather, we need small 2-degree adjustments. Most goals – relationships, career, health, financial, spiritual – could be met with small 2-degree adjustments. Those 2-degree adjustments would yield massive course corrections over the next decade.

Here are a few questions to ask as you consider a lifelong pursuit of learning and growing: 

What have you accomplished in the last decade that was once difficult? 

Do you have a goal that seems painstakingly difficult for the next decade? 

Do you have a diverse set of influencers around you?

Are you dismissing a source of growth because you don’t think you can learn from it? 

Jillian Cavness

*Director of Sales, Club and Mass – The Topps Company

*Title and company of the author reflect their position at the time article was written.

The opinions expressed here by guest bloggers are their own, not necessarily those of Stout Executive Search.

One of the reasons that I enjoy sports (particularly college football) is because I enjoy watching others achieve joy within their craft. Sure, the excessive self-aggrandizing behavior gets nauseating at times, but by and large I join in with them as they celebrate their successes on the field. I have never met an athlete who plays against their will or hates what they do. They generally play because they love the game! Should celebration, passion, excitement, and joy be words that are relegated only to those who perform on a field in front of a crowd? Shouldn’t we find an abundance of joy in the work that we do? Too often I encounter colleagues, friends and acquaintances who are stressed out and frustrated in their roles or careers. In the same way that I encourage my children to love what they do, I refuse to stay stuck in a role or workstream that I cannot find joy within. We should enjoy what we do. Enjoying a role or task does not mean that it must be easy or without great resistance or challenges. Quite the contrary. Some of the greatest joys of my life and career have come through extreme adversity, pain, and struggle both professionally and personally. I find joy by doing it to the best of my ability by either leveraging my greatest strengths or partnering with others to learn and grow in an undeveloped area to accomplish a goal or task. Consequently, I wrote this to challenge us all to find joy in the journey.

HAVE FUN

One of my first managers in CPG, the late Barry Burgert was adamant in his coaching to our sales team that the fundamentals of the business should indeed be FUN. It was painful to hear it at the time because we were busy trying to grind out sales increases and manage our teams to success. At times it seemed anything but fun, however I must admit that he was right. When approached with the right respect and discipline no matter the challenges, the fundamentals of business and management can indeed be fun. It’s often when we neglect the fundamentals that we find ourselves having anything but fun.

I recall a time several years ago when my family and I drove out onto some property to evaluate whether we were interested in buying it. It was a dry day and in the middle of the summer, so driving on a flat open grass covered field seemed non-threatening. Unbeknownst to me, the field was previously used to grow some specialty crops and the enriched solid beneath the turf was very soft. To make a long story short, my family van was stuck in the middle of a field way out in the country and evening was fast approaching. For hours we tried to reach a tow truck, but none were willing to come out. I wish I could tell you that I made the most of that time, but instead became quiet and concerned which my family knew was out of character. Finally, around midnight, a tow truck showed up and within minutes had us pulled out of the tire ruts and on our way. As we drove home, we all laughed and sighed deeply in relief. The problem is that I missed that opportunity to teach my kids how to have fun in the face of adversity. After all, it was a large open field in the middle of beautiful countryside and offered endless opportunities to enjoy while we waited. Think about it for a moment… Over the last 2 years, where have the greatest challenges been in your business? Pricing? Supply? Personnel? Communication? Have you found yourself feeling like you were spinning your wheels in the middle of nowhere? No matter what the challenge, the best way to enjoy our careers and overcome challenging times is to manage the fundamentals closely and do it well, even if some of the variables are outside of your control.

Are you mastering the fundamentals of your business? Where are the areas of improvement that you can focus on right now to eliminate frustrations that are controllable?

KEEP THE MAIN THING, THE MAIN THING

I always appreciate the challenge to keep the main thing the main thing. It’s been said that the main things are the plain things while the plain things are the main. Unfortunately, the main things (fundamentals) are often not exciting, but they are the most critical basis for any future growth. I was recently walking a store in NW Arkansas with a colleague and discussing some of the trends in CPG / retail. We each traded banter over the latest “innovation” trend going on in CPG and how it relates to our businesses. During this platitude, it struck me as quite ironic that we were simultaneously staring at a shelf that had only about 70% in stocks for that specific category (thankfully not my own product). I turned and stated that, in my opinion the greatest opportunity is still on-shelf availability. After all, OSA has been an area of opportunity and focus since the inception of retail and yet very few retailers or companies have it mastered. It’s been said in basketball that games are won and lost at the free throw line. Growing up, I once hated free throws. Three pointers were so much more exciting. Over time, however I grew to appreciate the free throw line. In a world infatuated with innovation, remember fundamentals are still the key to success.

Where are the areas you or your team have lost sight of the main things in favor of the shiny new ones? Do you have consistent routines set that help keep checks on the main things?

LEAD WITH PATIENCE, COMPASSION, EMPATHY, AND KINDNESS

I avoid working for managers (let alone companies) that have split personalities. All too often we experience how managers with low EQ’s can act a completely different way in front of their manager or a customer than they do in front of their direct reports. This is especially exemplified in strong individual contributors who were never trained on how to properly manage people prior to taking on a people manager role. All too often we see ill prepared managers trying to reconcile the demands of the business with the need to coach and develop team members. The result can often lead to managing with split personalities and inconsistent behavior. Our moods as leaders should never be a guessing game for those with whom we work. Those who we lead should be able to count on us to be consistent no matter what challenges we are facing or who is watching. If we possess integrity, we will be consistent and reliable leaders.

Kindness is a critical characteristic of a seasoned leader. Though often viewed as a soft skill or even a weakness, being kind is a trait that exists in only the strongest of leaders; leaders who are confident and don’t allow the circumstances of life or career to determine how they treat others. The root of the word kindness comes from the Old English word ‘kyndnes’ meaning ‘nation’, ‘produce, or increase’ and has roots in the word ‘kin’, as in one’s family or community. The very essence of kindness is synonymous with increased productivity and common unity. November 13^th has been designated World Kindness Day, an international day of recognition highlighting good deeds, positivity and the common thread of kindness that binds all people around the globe. While a designated day of recognition is certainly a good start, a lifestyle of daily kindness would revolutionize our workplace (not to mention our world) and contribute immensely to business growth and a positive work culture.

By the way, this also means applying kindness to ourselves. As individuals we are not the sum of our professional achievements. We are so much more than that. We can often hold ourselves to such a high standard that we carry failures with us rather than learning from them and moving on. Being kind to ourselves allows us to recover from past mistakes so that we can be more experienced and influential leaders who operate with patience, compassion, empathy, and kindness.

Do you recall a recent time as a professional leader that you acted impatiently, lacked compassion and empathy, or dealt unkindly to someone? Make an effort today to infuse a kind approach with that person.

INTENTIONALLY SUPPORT OTHERS

Since so many achievements in our businesses depend on our personal contributions, we can unintentionally focus on ourselves more than others. In our high-performance cultures, we can often lose sight of the privilege we have to lead others to a better place. We must be intentional about supporting others around us. We can find so much joy in the journey when we surround ourselves with people that are genuine and have a mutual care for one another, our families, and our success. We are blessed so that we can in turn be a blessing to others. Most of us stand on the shoulders of giants and owe our successes to those who saw something in us and were willing to intentionally support us. We should always be looking for ways to lift others. Be maniacal about surrounding yourself with good people who intentionally support the growth of others. If you find yourself in an environment that is detrimental to your health and wellness, take action to change that.

Like so many of life’s lessons, I observed this in action at home just the other day. It was an epic showdown… one for the ages most certainly. Four of my young boys had donned their favorite superhero costumes – some of which were clearly ready for retirement after being worn so much that they were falling apart irreparably, though that didn’t stop them. There was an epic battle ensuing and there was simply no time to scrutinize wardrobes beforehand. Then my 1-year-old showed up. He was wielding an insignificant toy that would have otherwise gotten him laughed out of the room had he attempted this among villains. Not this time though. I watched with subtle pride as my other kids allowed him to join in their superhero tactics by engaging with him as he wielded his otherwise ineffective skills. He walked up and tapped them each, one by one as they fell onto the ground indicating that he was now a part of the prestigious superhero gang.  Ok, so the professional environment requires much more. I get it. Bottom line: Remember where you started and intentionally support others.

Can you quickly identify those who you are intentionally supporting? If not, what is stopping you from doing it today?

BE YOU. NO ONE ELSE CAN

I was virtually interviewing a candidate recently when his young daughter busted into the room and yelled for her daddy. He responded by calmly asking me for a moment, kindly picked up his daughter and walked her out of the room to get her settled. His poise during the disruption and subsequent reaction solidified that he would be a great fit for the role. He did not apologize for the disruption, nor should he have. It gave me a glimpse into the type of manager he would be professionally based on real life observance of him in action.

Over the last 2 years I have greatly enjoyed virtually meeting people’s families both intentionally and accidentally. I am so thankful that the once divided paradigm of professional and personal identities has been upended. I often think about how challenging it must have been for my mother to have raised my brother and me as a single mom with the pressure to not allow her personal life to influence her professional career. She did a great job managing both, however she was never able to let down her guard lest she be perceived as unable to handle the challenges of being a professional and parent at the same time. Nevertheless, she was able to be an advocate for those whom she managed, some of whom were also single mothers with the same challenges. We often disguise our identities or personal lives so that we don’t appear weak or vulnerable. Due to our new virtual working environments, we now have a greater awareness of each other’s personal lives than ever. I believe that has also unlocked people’s individual awareness of where their greatest strengths lie as well as liberated them to be who they are. As a husband and father, I make no apologies for the way that I care for my family as my number one priority. Certainly, this has set me back from achieving promotions within some organizations, but I am more than grateful to accept that. After all, it is part of who I am personally, and it makes me a better leader professionally. Bring your whole self to work. Your team needs you to and so do you.

Have you felt the pressure to hide your personal life so you can proceed professionally? Do you agree your personal life is foundational for making you a better leader professionally?

With the holidays upon us, it’s certainly apropos to give thanks and embrace joy. My plea and challenge to each of us is we go beyond a short-term seasonal experience, and instead find joy in the everyday journey.

Sky Borgerding

*Team Lead, Walmart & Sam’s Club – Community Coffee

*Title and company of the author reflect their position at the time article was written

The opinions expressed here by guest bloggers are their own, not necessarily those of Stout Executive Search

A rewarding, fulfilling career path: this simple concept is something that most working individuals desire but many never achieve. Why is that? It might be that defining success is unique to the individual. What satisfies one may dissatisfy another. However, in the CPG/retailer industry, success has traditionally been defined as “climbing the ladder” and “making it” to the top of your field. But this one size fits all approach is devoid of individuality, and I am personally thrilled to see that the industry is beginning to shift to more customizable career pathing. As this shift happens, consider how impactful it could be if leaders knew how to ensure they were helping to maximize their teammates to their fullest potential. In my personal experience as an employee, I have found that I was able to elevate my performance and be more fulfilled in my role when others invested in me. In turn, I have also found a strong passion in helping unlock potential in others.

Here are a few concepts I try to focus on to achieve this goal:

• Get to know your teammates – I mean actually get to know them. If you are in sales, you know we are trained to do this for our customers and clients. Why wouldn’t we invest at least that much time in the people on our teams? Find out what motivates and inspires them. What is their best way to learn? What type of work do they enjoy or hate? What type of work do they want to be doing in the next five to ten years? Try to get them focused on the work they want to do, not the title they want to have.

• Invest in their future – After you have learned what makes them tick and what they aspire to do, now you need to help them get there (the fun part!). What are their areas of strength, and are there creative ways that you can help them to maximize those? Where do they have gaps that will need to be filled in order to reach their career aspirations? Could those gaps be solved with mentoring, training, and project work, or will they need a different career pathing plan? Find meaningful projects that they can work on that fit with their desires and strengths, but don’t ignore ways that stretch them in their opportunity areas. For example, if you have someone who desires to be in a direct selling role but hates negotiating or presenting in groups, that doesn’t mean that they can’t acquire those skills over time with your assistance. It is your opportunity to help them find ways that they can develop those skills. This takes time and intentionality, but remember, you can also enlist others to help you support them along the way.

• Give them the power to fail—in small ways – If you are managing this person, you must give them enough space to learn and grow, which means sometimes you have to get out of the way (no micromanaging!). There is a thin line between letting someone fail and not setting someone up for success. The trick is to allow them enough space on the right type of work that doesn’t require as much oversight and isn’t as high risk or high profile. An example might be having them focus on an internal project to hone a skill before working on a more complex or externally facing project. People who are good at this can scope out and see the future potential of a teammate. They are investing in the long-term success of that teammate, not just the short-term value that the individual can provide in the role.

• Give and ask for feedback – This step is critical. It is always easier to choose not to give the tough feedback. It’s just as easy not to remember to give positive feedback along the way. As Brené Brown says in her book Dare to Lead, “Clear is kind. Unclear is unkind.” Pretty simple but it’s true. Feedback is a critical component of unlocking potential. Without it, the person you are investing in will have a blind spot that can cause them bigger issues later. At Harvest Group, we have a strong feedback culture. We give lots of praise, but we also openly talk about our mistakes and how we can get better, as individuals and as an organization. This only works if everyone trusts each other and is “for” each other. If you work in an organization where you can’t do that, at least offer feedback and trust with your teammates, and hopefully it will start to grow a strong culture within your area of the company. 

• People development before business management – If you read that sentence and cringed, then this part is for you. If you are a senior leader with a large team, it is easy to get focused on hitting the number, meeting your KPIs, etc. Sometimes we can drop the ball as leaders by focusing primarily on business management and letting people development take a backseat. The short-term gains may feel like it is paying out, but the long-term ROI can hurt your company, your people, and leave you unfulfilled. I’ve worked for four companies over my career, and at some point, each of them said, “People are our biggest and most important asset.” It’s an aspirational thing to say, but few companies actually come through on that promise because it’s a difficult thing to do. At Harvest Group, we strive to fulfill that promise as it is part of our Mission Statement and is truly the lifeblood of the company. That doesn’t mean that we get it right every time, but we try to always keep our people as our highest priority. If you focus on developing your people first, the business growth will follow. Time is our most precious resource as leaders, so make your deposits meaningful. Find ways to develop and invest in others in large or small group settings and enlist others inside and outside your organization to help as well.

• Catch and release – Releasing a strong employee into a new role can be one of the hardest and most satisfying parts of a leader’s job. It requires humility, strength and wisdom. What is so great is few experiences are more satisfying than watching someone you invested in meet and exceed their personal and career goals. And you got to help them along the way! I always tell people that once they have worked for me, I’m invested. It’s true! I keep in touch with many people from my past companies and I still want to help them succeed. I also have colleagues and mentors still investing in me (thank goodness!). Don’t hold people back from achieving their goals, even if it means that it may be harder on you or your team in the short-term.

Everyone’s career journey can and should look very different. I am thankful for the people who have invested in me personally and professionally and are still challenging me daily to unlock and maximize my potential. My challenge to you is this: pay it forward. Invest in others the way someone invested in you, or the way you wish someone had. And if you’re just starting out but desire to invest more intentionally in others, consider choosing one person and one item from the list above to focus on in Q4.

Kathryn Allison

*Executive Vice President, Walmart & Sam’s Club Team – Harvest Group

*Title and company of the author reflect their position at the time article was written

The opinions expressed here by guest bloggers are their own, not necessarily those of Stout Executive Search