Whether working in an entrepreneurial business, or leading one, or driving an innovative new initiative or finishing your MBA, operating in teams to reach goals has become very commonplace. So, why do so many leaders still struggle to build and manage productive teams? In this conversation we look at how managers and leaders can construct and lead great teams that are built on natural strengths. Why do teams with the ‘best and the brightest” still fail? Why what type of team you actually have should drive how often you collaborate? What role individuals' instincts play in building a sustainable team?

Does your company have a formalized Annual Performance Review process? If so, has it proven itself to be an effective way to improve employee performance? How about employee engagement? Do your employees look forward to receiving these reviews and does their morale and performance actually improve? How about the leaders and managers in your organization? Are they effectively conducting performance reviews? If you’re being completely honest with yourself, you’d have to say “no”. Sadly, most performance reviews are focused on discussing past performance with little time spent creating clear expectations and development plans for the future. In “How to Be a Great Boss” I wrote with Gino Wickman, we present a straightforward, practical approach for bosses at all levels of an organization get the most from their people. We share time-tested tools that have worked for more than 30,000 bosses in every industry, including how to turn annual reviews into a performance and morale booster.

Many leaders learn to lead by trial and error, reactively responding to problems with the latest technique learned from a colleague or at workshop. Their leadership development is random and often ineffective. We, Tim and Rip, have spent years working with leaders of companies across the country helping them change that. Our passion is to help leaders begin a purposeful journey that enables them to lead at a high level, consistently and effectively. Today we will focus on three key skills that truly great leaders must develop and continue to strengthen throughout their careers. (1) Giving feedback that works and gets the results you are looking for, (2) Resolving workplace conflicts in a way that leads to healthier teams, and (3) Leading change with energy and passion, so that your team stays focused and aligned.

It takes more than a great product, a great strategy, and great people to grow a company. You’re driving a machine, your organization, and if you’re limping along on 3 cylinders, you won’t achieve your aspirations. Organizational design guru, Dean Meyer, explains how to structure your company into a high-performance machine that focuses precious talent, builds great teamwork, and aligns everybody with enterprise strategies. He shows you how to structure your company for growth.

As a small business owner and elite athlete, I can draw a number of parallels between the business and sporting worlds. Highly-functional teams, be they in the boardroom or on the water, are comprised of individuals working toward a common goal or outcome. In both worlds, competition is fierce, margins can be tight, and hard work is paramount. It is crucial for all teammates to know the desired outcome, goals, and measurables before they ever set foot in the office or in the boat; I strive to ensure that my teams at Gentle Giant are all rowing in the same direction.

One of the greatest challenges of being a leader is understanding just how different we are when compared to our employees. If they thought like us, they would be our competition…not our employees. Since they aren't like us, wouldn't it be helpful to understand what motivates their behavior and drive. How do we determine the behavioral requirements of a job? How do we measure them against an applicant or incumbent, and better predict business behavior? In other words, how do handle that side of our business that is the most difficult of all to understand and get right…THE PEOPLE SIDE.

Culture is among the most important drivers of long-term scalability and sustainability of a business. Yet culture does not appear and especially sustain spontaneously. I’ve seen too many businesses, especially entrepreneurial the ones in the lower-middle market we focus on, crumble under the weight of a culture that is counter-productive, even toxic at times. Why? What does it mean? And what do business owners and leaders have to do to fix it?

I’ve been running this family business as its CEO for over 16 years, but that doesn't mean I haven't organized some of the worst and most ineffective meetings of all time. I hate wasting people’s time. It took me almost 15 years to find a formula for meetings that makes them effective, efficient and something everyone looks forward to, instead of dreading them.

You can do this too. It’s not hard. It just takes a little science, a little humility and a bit of discipline. This is a much better way to achieve accountability, resolve issues and have some fun.