Continuous improvement is obviously very popular these days. Why wouldn’t you want your team to keep improving? But there is more to team improvement than just boosting performance to make you look good.
In this episode, I look at some less obvious reasons why improving your team is something that all smart leaders should do. It can make the difference between leading an engaged, motivated team and having a team that simply stands still.
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- Article: 5 Reasons Smart Leaders Keep Chasing Team Improvement.
- Article: Motivation at Work: Moving Your People Along the Motivation Spectrum.
- Article: Risk & Reward: How to Provide Development Opportunities For Your Team.
Great episode Ben, I am all for improvements and love to being new ideas to the team. How do you deal with people who don’t like change and push back against it? Especially the vocal types who won’t even try a new idea out?
Thanks for the comment and for listening Nicole – glad you liked the episode!
You ask a good question, with lots of potential answers, depending on the situation…
Many people don’t like change, so it’s normal to see resistance. For continuous improvement to be embedded, it really needs to be championed by the leaders in the organisation otherwise it will struggle to gain traction.
A few ideas to improve the chances of getting people on board with improvements would be to:
1) Clearly explain the “Why” – why the change is important / why it matters
2) Involve people in coming up with improvements – so it’s not seen as just being done to them
3) Include improvement opportunities / initiatives into performance plans i.e. goal setting
4) Educate people to cope with the change, so they understand it – then potentially include training so they have the skills to manage afterwards
5) Remove the old ways of working. For example, if you’re implementing a new process, try to remove the old one after a set time period, so that people are forced to adopt the change
6) Get other leaders on board and have them communicate the benefits and reinforce the message.
7) If the improvements are really important, there needs to be some sort of consequence when they aren’t followed – this could be performance based, or having some direct conversations about expectations.
It’s a long list (and I’m sure there are others I’ve missed) – but there are some ideas for you!