PAUL’S BLOG – I COULD BE WRONG, BUT I’M NOT

Paul Glover‘s weekly newsletter presents lessons for ‘No B.S.’ Leadership. Subscribe Now, so you don’t miss an issue. When asked what was his favorite musical composition? Duke Ellington replied, “The next one.” This profound statement resonates deeply with the ethos of a high-performance team, which is dedicated to achieving world-class status. It’s a powerful reminder that sustained excellence isn’t a destination marked by past achievements, but a continuous journey, defined by the relentless pursuit of the next challenge. Why “The Next One” Matters: Complacency is the Enemy: In pursuit of world-class performance, standing still is not an option. Continuous Improvement is Key: Every challenge, is a stepping stone to something greater. Forward Thinking is Essential: Always be improving, innovating, and looking ahead. “The Next One” Means: Never Resting on Past Accomplishments: “The next one” is an ongoing process, not a one-time event. The Team celebrates every success, then, to maintain momentum, quickly begins to focus on the next challenge. Embracing a Culture of Continuous Improvement: Every challenge is a learning opportunity, fueling individual and team growth and developing innovative solutions. The Strategic Advantages of “The Next One” Perspective Are: It Creates a Culture of Continuous Improvement by: Preventing teams from

Paul Glover‘s weekly newsletter presents lessons for ‘No B.S.’ Leadership. Subscribe Now, so you don’t miss an issue. “If you pit a good performer against a bad system, the system will win almost every time.” Geary Rummler’s words ring true in today’s fast-paced work environment. When looking at the inability of a team to meet expectations, organization usually start – because it’s the easiest thing to do – by focusing on the lack of the Team Member’s performance. But what if the real cause of poor team performance is the system they are forced to work in? To be clear, Rummler’s quote isn’t about absolving individuals of responsibility to meet expectations. Rather, it underscores the limitations of Team Members to perform when forced to work within a “bad system”. Even a dedicated Team Member will, eventually, become frustrated, stressed out, and disengaged when faced with systemic roadblocks like these: Inefficient Processes: Redundant steps, bottlenecks, unclear workflows. Poor Communication: Siloed departments, lack of transparency. Inadequate Resources: Insufficient tools, training, or support. Lack of Clarity: Ambiguous roles and unreasonable expectations. Entrenched Status Quo: A culture resistant to feedback and innovation. When Team Members are constantly battling these issues, they’re spending valuable time

Paul Glover‘s weekly newsletter presents lessons for ‘No B.S.’ Leadership. Subscribe Now, so you don’t miss an issue. Adaptability: The Indispensable Superpower for 21st-Century Leaders “It is not the most intellectual of the species that survives. It is not the strongest that survives. The species that survives is the one that is able best to adapt and adjust to the changing environment in which it finds itself.” – Charles Darwin In today’s volatile, uncertain, complex, and ambiguous (VUCA) world, marked by rapid technological advancements and post-pandemic shifts, adaptability isn’t just a desirable leadership trait—it’s a superpower. Leaders who flexibly shift their thinking and behavior to effectively respond to unexpected change and situations will not only survive in the post-pandemic chaotic, and constantly changing, environment, but will lead world class teams. While competence in routine situations is expected, true leadership stands out during unpredictable or stressful times. It’s the leader who is an adaptive thinker who excels in these challenging environments. Because adaptive thinking isn’t a fixed trait, but a skill that can be developed, every leader has the potential to become more adaptable by cultivating these key characteristics: Unlearning: This crucial and often challenging step involves actively questioning existing knowledge

Paul Glover‘s weekly newsletter presents lessons for ‘No B.S.’ Leadership. Subscribe Now, so you don’t miss an issue. The Power of Belief: Pygmalion vs. Golem In the workplace, a leader’s perception of their team becomes a self-fulfilling prophecy. This phenomenon, the Pygmalion effect (or Rosenthal effect), demonstrates that when a leader holds positive beliefs about their Team Members’ abilities, they perform at a higher level. Conversely, the Golem effect illustrates how a leader’s low expectations, when a leader underestimates Team Members, creates an environment where Team Members feel undervalued, unmotivated, and, ultimately, underperform. Understanding how these dynamics operate is crucial for any leader wanting to create a High Performing Work Team. Positive assumptions by Team Leaders drive the Pygmalion effect: Self-Fulfilling Prophecy: When leaders have high expectations, they treat Team Members in ways that encourage success: providing more opportunities, offering constructive feedback, and demonstrating confidence in their abilities. This positive reinforcement empowers Team Members to believe in themselves and work to meet those expectations. Motivation and Engagement: Positive expectations boost morale, increase motivation, and foster a sense of belonging. When Team Members feel valued and supported, they are more engaged in their work and committed to achieving shared goals. Feedback

Paul Glover‘s weekly newsletter presents lessons for ‘No B.S.’ Leadership. Subscribe Now, so you don’t miss an issue. In our data-rich world, “just the facts” seldom inspire action. To drive meaningful change, Team Leaders must use the art of “data-driven storytelling” – the bridge between numbers and real-world impact. Data-driven storytelling is the key to unlocking the true potential of data by connecting it to real-world situations and human experiences so it is relatable and memorable. It transforms data into a compelling narrative that resonates with the audience, igniting understanding, and, ultimately, leading them to take the required action necessary to reach the stated outcome. Here is a Step-by-Step Guide to Creating Effective Data-Based Stories: Define Your Objective and Audience: Tailoring your story to your audience is essential. Ask: Who am I trying to reach, and what is their knowledge level? What’s the purpose of this story? What do I want my audience to understand or do? Gather and Prepare Your Data: Collect relevant data from reliable sources. Then, analyze the data to uncover the trends, patterns, and insights that form the foundation of your story. Develop a Compelling Narrative: Identify a central theme and create a clear structure with

Paul Glover‘s weekly newsletter presents lessons for ‘No B.S.’ Leadership. Subscribe Now, so you don’t miss an issue. See no evil, hear no evil, speak no evil I’ve always applied a different meaning to the illustration. To me it implies if we ignore the negatives, they’ll go away.  Of course, experience has taught all of us, but especially Team Leaders, that is unadulterated B.S.! Ignoring a problem or pretending it doesn’t exist doesn’t make it go away. Instead, trying to ignore the problem simply allows it to grow and, when it is finally to big to ignore it, takes more time, energy and resources to solve it then if it had been addressed when it first became an issue. Because of this reality, and the fact there is always some type of trouble coming, every leader should always be looking for trouble rather than waiting for it to suddenly appear. If leaders aren’t looking for trouble, it surprises them. And surprises are seldom a good thing for leaders. How to Look for Trouble But because Team Members seldom have the opportunity or the degree of psychological safety necessary to give their leader bad news, how can a leader find out