Glenn Marvin

No doubt there will be a lot of waffle on KPIs and KRAs in responses here. All those measurable things are important but those are the basics anyone should know If you really want to make an impact cover those metrics but dig into communication effectiveness, values alignment, cultural impact on the team. Look at the next tier up as far and ask them to highlight what they are doing in their current role that is already a step up and showcasing their ability over and above min expectations. What are they doing that demands attention not just justifies their job. High achievers strive to work at least a tier above their peers and min expectations and if you can focus more on the gains people make than the gap to metrics you are onto a winner.

Remember that old saying, "You are the sum of those you surround yourself with". Building your network is critical to improving your decision-making. Not just any network but leveling up your network to include those around you that are at the top of their game in this area. Cutting those that are holding you back and embracing those that will propel you forward is a critical approach to everything you need to do to level up as a leader full stop.

Let's call BS on the old saying "Treat others how you would like to be treated" Recognise that different people in our teams communicate and behave differently. To get the best out of our people, we need to recognise what they need to be at their best and incorporate these things into how we communicate and treat them. Using the DISC model, I am a High D & very motivated by outcomes. Get to the point, give me what I need to make a decision, get on your way. I will make a quick decision & not afraid to be wrong as that will be a learning moment. If you had the same conversation with a High C person, the better approach would be to give them more information, talk through the options and let them review and respond at their pace.

Let's be real here... I am sure there will be plenty of the stock standard "You can't manage what you don't measure" responses and a focus on SMART metrics. These are great and should be the minimum standard! The reality is, to overcome common challenges a team faces we need to understand the individuals better and the challenges they face. When we can help create an environment where they can overcome individual challenges, the team challenges diminish. Many of those challenges stem from different behavioural and communication styles, so don't just set goals and tell people what they are. Ensure those goals are communicated in a way that resonates with them and the right type of information is shared in the way they relate.

Two critical factors that must be in place for you to be able to successfully empower your team to challenge leadership assumptions. 1. Continuously build trust. Without trust first, there will be a lack of proactive involvement in debate or willingness to challenge leadership, as team members will be fearful of the fallout. 2. Use your own personal examples of failure/mistakes to encourage input. Using your own failures and mistakes not only builds trust but also shows your team you are fallible and want diversity of thought, as their ideas will be considered viable options when you can show how others' ideas have been better than yours in the past and how you collaborated on better outcomes.

Contrary to what others may say here I do not advocate bringing up market rates and what people get paid at a competing company in salary negotiations. First of all, you are worth what someone is prepared to pay you, and that is based on the perceived and actual value you bring to them and the organization. Your top priority should be having a deep understanding of the impact you are having or can have on the company goals. Knowing the company goals, the KPIs that lead to them and the priorities of the company, then proving the impact your performance has towards achieving those is far more impactful. I would even say if someone leads with "I can get more somewhere else", I would encourage them to go there as their motives are not aligned.