Latest news with #LeadershipIQ
Forbes
a day ago
- Business
- Forbes
4 Mistakes To Avoid When Starting A New Job
4 Mistakes To Avoid When Starting A New Job Starting a new job is an exciting and rewarding journey. You meet new people, adapt to a new environment, face new challenges, and explore new opportunities for growth. However, that excitement comes with the fear of making mistakes or leaving a bad impression. The truth is, you need not know everything right away. Having the right mindset and behavior matters more. In fact, a study by Leadership IQ revealed that 89% of hiring failures are due to poor attitudes, not lack of skills. To help you start strong, here are four mistakes to avoid for a smoother transition into your new role. One common mindset when starting a new role is, 'It's too early to demand or negotiate. I should just follow along for now.' But that's a big, costly mistake. Yes, you've worked really hard acing every interview, and now that you've finally landed a new job, you might not want to risk anything. However, by delaying things, you're missing out on a lot of money and the opportunity to build credibility early on. So, don't be afraid to bring up salary, bonuses, performance reviews, and other things to negotiate. For example, if you didn't get your desired salary, you can ask for additional paid time off or a more flexible schedule. Talk about training opportunities, or suggest a more reasonable timeline for performance reviews. You might not always get what you ask for, but you will gain respect for speaking up. It also reflects your confidence, strong communication skills, and commitment to your role. When we say onboarding, we often think it's the job of HR or the team to help us learn the ropes. Sure, they will conduct orientations, walk us through tools and programs, and train us on different parts of the job, but it doesn't stop there. A successful onboarding process requires new hires' active participation. Being a newbie doesn't mean you should just keep quiet and wait to be told what to do. Instead, ask questions, especially when you're unfamiliar or still confused about certain processes. For example, if you're having difficulty using a project management tool, approach any team member. Ask for tips and best practices to help you get the hang of things faster. By being honest and proactive, you save time for everyone. It also shows your eagerness to learn and contribute to the team. So stay curious and engaged! While there's a lot to look forward to in a new job, don't forget the less exciting but equally important matters. Take time to understand taxes. Ask about Form W-4 and other documents you need to accomplish. Review your employment contract thoroughly, including the probationary period, termination and notice provisions, confidentiality clauses, and non-compete agreements, if applicable. These may sound boring and technical, but you should know what you're getting yourself into and your respective rights and responsibilities. Ask HR for any clarifications regarding leave requests, work hours, health insurance, and other benefits. Staying informed helps prevent unnecessary conflicts and allows you to focus on excelling in your new role. The first few weeks or months are crucial in making a positive impression at your new job. Your responsibilities will grow, and regular evaluations will show your progress — or the lack of it. So spend your time wisely, and connect with the right people. For instance, instead of reading all available resources or finding the perfect design for a presentation, talk to your manager and the people you'll be working with. Get involved early on by asking these questions: What are the team's biggest problems right now? What areas do you need help with? How can I contribute to the team's goals? Keeping your efforts aligned with the team's mission and vision helps position yourself as a dependable team member. Finding a new job is already a big win. But you don't want to waste that opportunity on mistakes that are easily avoidable. So, be more proactive, understand the boring but important aspects of the job, and channel your energy into contributing to the team while growing professionally. Rooting for you!
Forbes
28-05-2025
- Business
- Forbes
Why Only One-Third Of Your Team Is Delivering Great Work, And How To Change That
Why Only One-Third Of Your Team Is Delivering Great Work A new study reveals that managers across 484 companies believe only 35.7% of their employees are delivering great work. This isn't just a performance problem—it's the biggest untapped opportunity in corporate America. Leadership IQ's new research surveyed 7,225 managers with one simple question: "What percent of your employees do you think are delivering great work right now?" The results should alarm and inspire every leader. Nearly two-thirds of managers (62%) believe that fewer than half of their employees are performing at their potential. For most executives, this finding lands somewhere between devastating and puzzling. After all, these aren't problem employees being discussed; these are the solid performers, the ones who show up, complete assignments, and keep operations running. Yet managers see them as capable of so much more. Study: Only One-Third Of Your Team Is Delivering Great Work The conventional wisdom suggests that great performance requires superhuman talent—the Michael Jordan or Serena Williams of the corporate world. This belief creates a dangerous blind spot: it assumes great work is reserved for the naturally gifted few, leaving organizations to accept mediocrity from everyone else. The reality is far more encouraging. In nearly every organization studied, the difference between good work and great work isn't supernatural ability—it's a set of simple behavioral choices that anyone can make. Consider this real example: A CEO struggling with technology adoption noticed two distinct groups during the rollout of a new ERP system. The "good work" employees supported the change, saying things like "Okay, I'll give it a try" or "I'm excited to learn this new skill." The "great work" employees did something subtly different. When they heard negativity from colleagues, they actively encouraged others, redirecting conversations toward the positive and helping teammates focus on what they could control. The difference required no additional training, no special talent, and virtually no extra time. It was simply a choice to take one step beyond personal compliance toward helping others succeed. An engineering firm focused on accuracy provides another telling example. Good performers who found mistakes would report them to supervisors and propose solutions; solid, responsible behavior. Great performers did all of that, then took one additional step: they shared their mistakes with the entire team, creating learning opportunities that prevented others from making the same errors. Again, the distinction wasn't about technical skill or intelligence. It was about choosing to elevate the performance of others, not just completing individual tasks. These patterns repeat across industries and roles. Good work means accepting assignments; great work means volunteering for them. Good work means supporting changes; great work means championing them and bringing others along. Good work means completing tasks; great work means helping teammates succeed. The mathematical implications are staggering. Organizations currently operating with roughly one-third of their workforce performing at peak levels are leaving massive value on the table. Consider the potential impact if that percentage moved from 36% to 60% (that's a 67% increase in great performers). The research suggests this isn't wishful thinking. In many cases, employees already possess the skills and knowledge needed for great work. They simply lack clarity about what great work looks like in their specific context, or they operate within systems that inadvertently discourage the initiative and collaboration that characterize peak performance. The most successful organizations in the study had leaders who could clearly articulate the difference between good and great work using what researchers call "word pictures,' (i.e., specific, observable behaviors that distinguish performance levels). These leaders didn't rely on vague concepts like "exceeding expectations" or "going above and beyond." Instead, they painted clear mental snapshots of what great work looked like in action. When a new software system required adoption, they could describe exactly how a great performer would respond differently than a good performer. This clarity serves two crucial purposes: it gives employees a concrete target to aim for, and it helps managers recognize and reinforce great work when they see it. The research reveals that most performance gaps aren't about ability, they're about environment. Organizations with higher percentages of great performers share several characteristics: They define great work behaviorally, not just by outcomes. Rather than focusing solely on numbers and deliverables, they identify the specific actions that create impact beyond individual tasks. They connect daily work to organizational impact. Employees understand how their contributions matter and how great work in their role drives broader success. They remove barriers to great work. Many well-intentioned policies and procedures inadvertently discourage the initiative, risk-taking, and collaboration that characterize peak performance. They provide frequent coaching, not just annual reviews. Great work develops through ongoing guidance and real-time feedback, not periodic formal evaluations. The study's findings suggest that hidden within most organizations is a reservoir of untapped potential. The question isn't whether employees can do great work—it's whether leaders are creating the conditions for it to flourish. This represents a fundamental shift in how executives think about performance management. Instead of assuming that great work is rare and difficult to achieve, leaders can recognize it as an accessible choice that becomes more likely when people understand what it looks like and feel supported in pursuing it. The companies that figure this out first will gain an enormous competitive advantage. While their competitors accept that only one-third of employees can deliver great work, these organizations will systematically move that number higher by making the invisible visible and clearly defining the small but powerful behaviors that separate good from great. The 36% problem isn't really a problem at all. It's an opportunity disguised as a challenge, waiting for leaders bold enough to unlock the potential that's been there all along.
Forbes
21-05-2025
- Business
- Forbes
Why Employees Aren't Committing To Your Company's Strategy
Most leaders assume that employees resist the company's strategy out of apathy or stubbornness. But the reality is far more concerning: they don't commit because they don't understand it. And if they don't understand it, they can't believe in it, let alone execute it with passion. A Leadership IQ study found that only 15% of employees fully grasp the rationale behind their organization's strategy. That means 85% of your workforce is operating under a cloud of confusion, likely resorting to compliance rather than true commitment. And as we know from countless studies, compliance is a fragile foundation for performance. When employees don't understand strategy, it's not necessarily because they're uninformed or disengaged. More often, it's because leadership hasn't communicated it in a way that resonates. It's easy for executives to assume that a well-crafted PowerPoint or an all-hands meeting suffices, but real understanding requires more than just broadcasting information; it demands engagement, explanation, and dialogue. For example, if you ask employees, 'Do you understand why our strategy is what it is?' and you get blank stares or vague responses, you've got a problem. Understanding the 'what' of a strategy is different from understanding the 'why.' And without the why, there's no real belief, no real commitment, and ultimately, no real execution. Here are three critical fixes to create greater strategy buy-in. Employees need to know how the strategy was chosen, what alternatives were considered, and why certain options were rejected. Too often, leaders skip straight to execution without explaining the thought process behind the decision. But if people don't see the logic behind a strategic shift, they'll struggle to invest in it emotionally and intellectually. Say this: 'We considered three potential directions for growth. Here's why we ruled out X and Y and ultimately landed on Z.' Don't say this: 'We're pivoting to a new approach—just trust us.' When employees understand the reasoning, they're more likely to trust the decision-making process, even if they don't personally agree with every detail. Middle managers are the interpreters of your strategy. If they don't fully grasp it, they can't communicate it effectively to their teams. And worse, they might subtly—or overtly—resist it themselves. A common pitfall is assuming that managers will automatically translate high-level strategic directives into meaningful, motivational language for their teams. But unless they've been given the tools, context, and confidence to do so, they'll struggle. This is why middle management alignment is a make-or-break moment for strategy adoption. Before rolling out a new strategy company-wide, hold focused sessions with managers. Ask them, 'If an employee on your team asked you to explain this strategy in plain terms, could you do it?' If the answer is no, you've got more work to do. Employees don't just want to hear the rosy side of a strategy. They want to know what challenges might arise, what trade-offs have been considered, and where the real risks lie. When leaders only present an overly optimistic view, employees become skeptical. Real trust is built through honesty. Say this: 'This strategy isn't without risks. Here are the top challenges we foresee, and here's how we plan to mitigate them.' Don't say this: 'This is the perfect solution. No downsides.' When employees see that a strategy is a deliberate, well-considered choice—rather than a top-down decree—they're far more likely to buy in. Effective communication plays a crucial role in ensuring strategy adoption. Based on more than one million takers of the test 'What's Your Communication Style?', we know that there are four fundamental communication styles: Analytical, Functional, Intuitive, and Personal. Leaders who understand these styles can tailor their messaging to resonate with different audiences. By adjusting your communication approach to match your audience's style, you increase the likelihood of real engagement and comprehension. Once you've implemented these fixes, don't assume your work is done. Test whether your employees actually understand and believe in the strategy by asking them directly: If employees hesitate or respond with uncertainty, it's a sign that your messaging needs refining. True strategy commitment doesn't come from blind compliance—it comes from informed belief. And when employees understand and believe in a strategy, execution follows naturally.
Forbes
31-03-2025
- Business
- Forbes
SMART Goals Can Drive Mediocrity, But There's A Better Way
SMART goals aren't making your employees better—they're making them mediocre. SMART goals aren't making your employees better—they're making them mediocre. At first glance, SMART goals seem like a practical approach to performance management. They're Specific, Measurable, Achievable, Realistic, and Time-bound—designed to keep people on track and focused. But there's a problem: greatness isn't 'achievable and realistic.' And when organizations lean too heavily on SMART goals, they often stifle ambition and reinforce the status quo. A Leadership IQ study of 16,000 people found that employees who set difficult, audacious goals are 34% more likely to love their jobs. And top executives? They're 64% more likely to set bold goals. Yet, despite overwhelming evidence that ambitious goal-setting drives engagement and success, many leaders still default to achievable and realistic targets. When leaders prioritize 'achievable and realistic' over 'bold and transformative,' they send a subtle but powerful message: play it safe. This is particularly harmful in today's rapidly evolving workplace, where innovation and adaptability are key differentiators. Consider the data: A Leadership IQ study found that only 14% of employees feel their annual goals will help them achieve great things. That means 86% of employees are going through the motions, setting and completing goals that do little to challenge or inspire them. Worse, many people have fallen into the habit of copying and pasting goals from year to year, turning the entire exercise into a box-checking ritual rather than a driver of real performance. If you think back to your biggest accomplishments, were they easy? Or did they push you beyond your comfort zone, force you to learn, and demand real courage? The reality is, high performers thrive on stretch goals. And when they're deprived of them, engagement plummets. In fact, in 42% of organizations, high performers are less engaged than low performers—often because they're not being challenged enough. In an era where disengagement and burnout are rampant, leaders must rethink how they motivate their teams. And that starts with re-examining goal-setting frameworks. SMART goals are safe, but they rarely lead to breakthrough innovation. Steve Jobs didn't set a SMART goal to invent the iPhone. He didn't aim for 'a 10% improvement in mobile communication.' He set out to fundamentally change the way people interact with technology. And that required setting goals that were bold, risky, and yes, sometimes terrifyingly unrealistic. The best leaders push their employees beyond their comfort zones. But that doesn't mean setting impossible, demoralizing goals. It means crafting goals that inspire people to grow, learn, and stretch their capabilities. The research backs this up: Employees who set difficult goals are significantly more engaged, more resilient, and more likely to achieve outstanding results. Instead of SMART goals, consider HARD goals: Unlike SMART goals, HARD goals tap into intrinsic motivation. They force people to envision success, emotionally commit, and develop new skills in the process. To shift from mediocrity to greatness, leaders need to set goals that are just beyond current capability; if employees feel 100% confident they can hit their target, it's too easy. Make the goal emotionally compelling by linking goals to a deeper purpose or impact. Encourage continuous learning so that employees gain new skills and perspectives in pursuit of their goals. Create a culture of resilience by normalizing setbacks as part of growth, not as failures. Imagine if your organization embraced the kind of goal-setting that led to the iPhone, SpaceX, or Amazon. Imagine if instead of hitting 'achievable' goals, your employees were pushing the boundaries of what's possible. If your goals aren't challenging, neither is your company.
