High Performance Leadership with Alex Tullio

So what do you do in a crisis? Mindset is obviously a big part of it, and we have done some great videos around whether you see a crisis as an opportunity, and how to approach it with that mindset (check out my other podcasts if you are keen to know more).

In today’s podcast though, I have been thinking more about how you zero in on the stuff that is super important when you are under pressure. Because guaranteed, no matter the situation, if there is something that is putting you under pressure, your mind will be going at 100k an hour and will be filled with noise.

I had this realisation in the last few months working with a senior leader in a big organisation.

He has fantastic energy and is always enthusiastically moving the business forward.

You can’t fault his energy or his conviction, and yet.. His vision and ideas are SO big that those around him are left thinking he is not a little crazy

You see there is no point having a vision that is so big no-one else can buy into it.

So what could he do better?

Have you considered what would happen to your business if someone (actually, when someone) you really value leaves?

When everything is going well, we tend to focus elsewhere. We lose sight of just how dependent we are on a particular person or people in the team - why? Because they are so reliable, so dependable and so fantastic, that they seamlessly integrate with our life at work and make it - well, easy! 

The trouble is that when they leave, you are left with a gaping hole in your business, with no easy way to fill it.

I talk a LOT about my passion which is how to find and apply your zone of genius.

Having the skill to not only identify, but articulate and then connect your job to your zone of genius is a serious skill. And one that pays massive dividends.

Imagine not only being completely aware of how you add exponential value through operating at your very best (and your most energised and happy), but also being able to describe that to others - clients, bosses, future leaders - those people who decide whether or not they want you on their team . Now imagine the holy grail - being able to design your role so you play completely in your zone! For most this sounds like an impossible dream. But I assure you, it isn’t.

I've focused quite a lot on how to give feedback – but it's actually just as important to seek feedback out.

One of the hallmarks of great leaders is how they constantly seek the feedback of their team, and are totally tuned into what is and isn't working.

As I often talk about, as a leader, the worst thing you can do is constantly react. That is the

fastest way to becoming a slave to your inbox. As my friend said to me, it would be easy to just

let my inbox set the agenda instead of setting my own agenda!

Feedback is one of those things that you can always use more of – yet many leaders forget to make the time for small pieces of positive feedback which seem to lose out to either the stuff that has gone wrong, or huge wins...

I've learned over the years that the smallest piece of feedback, given in the moment, and authentically, can have an incredibly positive impact on your team.

In particular, make sure you give positive feedback on the behaviours that you want to see more of!

Still not convinced about why taking the time to give positive feedback can have a great impact on your bottom line?

Think of a recurring meeting that's in your diary – that has multiple people in the room. 

Now, make a list of all the regular attendees. 

Do a guestimate on what they are paid and what their hourly rate equates to. 

Now add in an estimate of the time spent in preparation for the meeting, as well as the time 

spent in the meeting, and the time spent following up from the meeting. 

Now once you have done all that, tally up the hourly rate of the attendees. 

Finally, how frequently does this meeting occur? Is it monthly? Weekly? Multiply the number of 

hours invested in this meeting, the hourly rate of you and your colleagues, and annualise that 

figure. 

Now, I want you to try and quantify the value of the meeting – what transformational decisions 

are made? What impact does it have to your business, your clients, your people or results?

This is when you find yourself making decisions based on short term need rather than long term fit – which can compromise your decision making ability and the standards you would usually adhere to when you had the luxury of choice. Never a good place to be!

You may not need to fill a role for the next 6 months, but imagine the difference when you do, and you have a list of genuine relationships with high performers that you can call on for a serious conversation?

What do you do when team members don't get along? It can be really tricky and awkward. In these situations, you'll need to make a tough call as the leader. The team has to come first, and if poor behaviour gets in the way of performance, then you have to address it. So how should you approach it? Alex has some #toptips so tune in to her pod....