Like the video that goes viral, fast growth can lead to some unintended consequences, both good and bad.

 

How your team reacts in moments of upheaval and change is entirely a reflection of the leadership. Fast growth can reveal tremendous opportunities and also major flaws. You and your team need to be ready for all eventualities, good and bad.

 

What does growth look like for your organization and your team?

 

The more you can plan for growth, even unexpected, overwhelming and unbelievable growth, the better you’ll be positioned to cope with it. Moreover, you will be in a far better position to help your team through it.

 

Part of that planning is about the collective vision for the team and the company. The organizational value system is the bottom line for any team: without a shared understanding of and belief in these core values, it’s difficult for a team to stay on the same page, in times of upheaval.

 

Another part of the planning is having an understanding of what the end game looks like and sharing that vision with the entire team. It’s not about random growth but rather having a target and finding the best way to achieve it, without throwing your team into chaos. That’s not to say that you will achieve your target, but if you assume you will, if you work towards it as if that is the planned end goal, you and your team will be better prepared.

 

Establish mission-critical processes

 

In the midst of change, it’s tempting to drop certain processes and cut corners, in the name of expediency. Just like the crew of Apollo 13, who had to ‘fire up the L.E.M.’ (lunar module) a lot faster than the checklist allowed for, your team might need to change directions mid-course. If they do, it helps if everyone has a strong understanding of what processes MUST be maintained and which can be pushed off or ignored, for the time being.

 

This is also a good time to focus on your core business and not get too distracted by thinking that adding more is better. In growth mode, more is already a given. Splitting your resources to go in new directions isn’t helpful at this stage.

 

Clarify potential issues

 

Understanding potential issues in provisioning your product/service, including customer relations and other supply chain processes, will help you and your team in dealing with them. In other words, expect the unexpected.

 

Coping with issues that could occur if you succeed in achieving fast growth only works if you can clearly communicate with your team what those issues might be. You also need to be able to communicate what your expectations are in dealing with the issues. Use ‘what if’ scenarios ahead of time and work through a problem, rather than attacking it without thought.

 

Put key staff in the right roles

 

This means reorganizing existing staff so that they can be most effective and also hiring staff based on future needs, not present status. The last thing you want to do when you get where you are going is having to replace staff who aren’t up to the task.

 

You’re looking for critical thinkers in all leadership roles, whether that’s sub-team or even sub-group levels. The ideal staff in key roles will be people who can be accountable to themselves and work independently.

 

Take care of your team

 

If you want your team to take care of your end customer, you need to take care of your team. Unplanned growth can lead to a lot of stress, overtime and people taking on more tasks than they ever expected. Loyalty isn’t automatic: it’s earned. Assuming people will ‘suck it up’ because they want to keep their jobs is the fast track to an empty team room!

 

Instead, make sure that your team has the tools and support that they need. This means looking at your key individuals from a professional and a personal point of view. Your team leader is going to burn out fast if they never make it home for dinner for weeks on end and their 4 year old starts calling the nanny ‘Mom’. Take stock, assess the workload accurately and recognize the efforts being made.

 

Ultimately, unplanned, explosive growth can be a gift, but mismanage it and it will become a drain. Set yourself and your team on the right path, with the end goal in mind, and you’ll be ready for when growth comes calling!

You’ve been working for days on a presentation for the C-Suite, or the shareholders. Or perhaps you’ve been honing the text of a speech you hope will result in a standing ovation.

 

Keep these words in mind, however: “The human brain is a wonderful organ. It starts to work as soon as you are born and doesn’t stop until you get up to deliver a speech.” ~ George Jessel, English Jurist.

 

No matter the audience, you can kill all the benefits of a good presentation in no time at all. How? By making one of these 5 mistakes:

 

1—Jargon, acronyms and filler words

 

Unless you know every single person in your audience and you know what they know, skip the jargon. What’s jargon? In your business domain, there might be terminology that is germane to what you’re trying to communicate. If there is, you should use it. But then there is ‘jargon’, which is meant to make you look smart but can have the opposite effect. For one thing, some of your audience might not understand what you mean. They might also have a different understanding of the words you’re using. Worse still is when you misuse or overuse jargon.

 

Acronyms are another great way to lose an audience. If there is a long string of a title that you’re going to repeat often in your speech, an acronym is a good idea. But dropping them in throughout your speech again assumes that the audience understands them. If they don’t, by the time they’ve worked it out, they’ve missed the rest of your message.

 

Pause words like ‘um’ and ‘uh’, if they can even be termed words, are distracting and don’t make you sound like you know your topic or even understand it. Practice your speech on a video: it’s the best way to nail down your pause words/sounds so you can consciously avoid them.

 

2—Hard to figure or pointless visual aids

 

If your visual aids, charts, or diagrams need their own chart to decipher them? They’re too complicated. You don’t want your audience spending all of their time working out what your picture is saying and not hearing any of your words.

 

Worse still, if they’re not coordinated with your speaking notes, they will prove to be a distraction. If you have to jump ahead or backward in your slides, you will look unprepared. Run through your presentation or speech WITH your visual aids, to be sure that it all works together.

 

Any visual aid has to enhance the presentation. Bad stock images or irrelevant graphs that just ‘look nice’ are a waste of time.

 

3—Reading your speech

 

There’s nothing more snore-inducing than a presenter who reads their notes, or worse, reads their slides. In the first case, they’re not engaging with the audience. In the second, the audience will be put off. They can likely read for themselves: they don’t need you to do it for them!

 

4—Too Much Information (or TMI, if you prefer acronyms!)

 

Personalizing your speech is a good thing. Making yourself relatable to your audience is a great idea. Sharing an anecdote about your kid’s diaper blow out over the weekend, all over the leather upholstery in your BMW? Not so much. In a business or academic setting, too much personal information is just too much.

 

Bad jokes are also a no-no. How do you know if your joke is bad? You don’t. But a C-Suite meeting is one of those times when it’s best to assume that any joke is a bad joke.

 

Another way you can lose your audience with TMI is by giving them irrelevant background information, either your own or the project’s. Even most professional adults have a limit on their attention spans. Don’t lose them from the get-go by giving them what they already know.

 

Yet another way to lose them is by giving them too much information. If your speech is meant to encourage the use of a new IT system, for example, the audience doesn’t need to know how it was developed, using what methodology and by whom.

 

5—No call to action or follow up information

 

If you promised handouts, have them ready at the end of your presentation. If you want your audience to do something when they get back to their desks, tell them. The best presentation in the world can fall flat if the audience doesn’t know what you expect of them in the days and weeks that follow it. If you don’t expect anything, well, that’s easy. But if you are hoping to motivate them to some sort of action, be clear on what it is that you expect.

 

Speaking of a call to action, this is a good time to remind you that Bridge Between can facilitate a workshop on presentation skills for any level of management or leadership. You can own the room: you just have to know how!

Workplace happiness has a valuable ROI

 

Asking your team to look for gratitude in their every day can feel a little forced at first, but encourage them to persist! You, and they, will find that it makes a difference! We all want to be helpful at work but sometimes it takes a conscious act to make us aware of how we can be and do more. The end result is a positive ROI for everyone.

 

Like what? Your return on investment in creating happiness with your team can lead to a generally happier environment, better employee retention, more engagement from your team, higher productivity and less absenteeism due to stress/healthcare issues.

 

Display the behavior you want your team to show too

 

If you want your staff/team to be happy and share their gratitude with others, you have to step up to the plate and show some yourself. Before your day gets bogged down with meetings, tasks and details, send out a message to a couple of team members, telling them that you appreciate their efforts. Point to specific examples that you’ve noticed.

 

In addition to showing your appreciation, you need to make sure that the work environment you are creating in is one in which mistakes are forgiven. If a team member feels like they won’t be thrown under the bus for an error, they’re more likely to be engaged and proactively take chances. That’s not to say that errors should be ignored, but if employees feel relatively safe, like you have their backs, they’ll be more productive.

 

Encourage gratitude behavior in your team

 

Not only does the leader need to be displaying the behavior they expect to see, but ALL team members should as well. At first, that could be something as simple as asking your team to add something they are grateful for on an online team forum, every single day. At first, you will encounter resistance to this idea. A lot of people are wary of showing any kind of vulnerability at work and personal feelings of gratitude are just that. Still others will resent what they see as yet another task in an already busy day.

 

Persist! Push them along a little, at first. As they get into the habit of focusing in on what was good about a day, rather than what went wrong, there is a downstream effect of positivity. Over time, your team will learn to distinguish between real issues in their day and things that simply don’t matter as much.

 

Make positivity part of the corporate culture

 

At the very highest levels of an organization, taking the time to make gratitude and positivity part of the company’s value statement sets the tone for everyone else to engage and support these ideas. Not in ‘all talk, no results’ kind of ways, but in real, concrete actions that bring gratitude and happiness to the forefront.

 

Even if all you do every day is express one piece of gratitude you will see a positive benefit.

 

Get a gratitude journal and start today. Write one thing down that you accomplished, that someone else accomplished or that you are grateful for. Even if that accomplishment seems mundane, you’ll be surprised how it can help you focus in on the positive.

 

 

 

 

If you’d like another resource for a happier workplace, here’s a great article with 37 effective ways to be happier at work. https://www.cleverism.com/37-ways-to-be-happier-at-work-asap/