Skip to content

UXL Blog

“Creating Successful Leaders”

September 21, 2022 The Case for Uplifting (Instead of Competing with) Your Co-Workers

The business world can be cutthroat at times. For years, I worked with sales teams at 3M, leading people whose pay and reputation relied on their sales performance. With competitions and high expectations driving them, the sales professionals felt quite a bit of pressure to outshine others.

Fortunately, I worked with congenial groups of people who did not throw others under the bus, but usually functioned as a cohesive unit. Other teams, I know, are not so fortunate. Some will do whatever it takes to gain a promotion, win a competition, or make themselves look better than their colleagues. And this isn’t just limited to sales teams—this level of competitiveness can be found in all industries, at all levels of the company. Whenever there is something to be gained by trampling others, people will, unfortunately, do it.

This type of ruthless competitiveness can create an atmosphere of tension and distrust. People are constantly watching their backs, and are hesitant to open up to co-workers or leaders. Additionally, when competitiveness reigns, there is little room for non-performance-based initiatives (improving interpersonal communication, trying out new ideas, beta-testing a new product). Competitiveness means stomping on the accelerator and not stopping to consider alternative paths or potential innovations.

Instead of competing with co-workers, I’m a proponent of collaboration and encouragement. When you remove the competitive component, you start to function as a cohesive team (and, as we all know, many heads are better than one). There is a reason workplaces are comprised of many different people with myriad responsibilities and perspectives—we’re meant to work together, brainstorm, collaborate, and make improvements.

Additionally, when workplaces move from an atmosphere of competitiveness to one of affirmation and support, people just might enjoy going to work—imagine that! An article by Harvard Business Review says that, “Employees who report having friends at work have higher levels of productivity, retention, and job satisfaction than those who don’t.”

Instead of fostering a highly competitive environment, it’s time companies shift their focus to interpersonal relationships and dynamics. As a leader, you can help build community in your workplace team in many different ways. Try throwing brief “get to know you” activities into your team meetings (your favorite food, dream vacation, any upcoming trips or events). Or enroll your people in a coaching program, such as Insights® Discovery, which is team-oriented and known to create lasting changes. Or, occasionally plan an activity, outing, or retreat for the team. You could present a few ideas and let people vote on their favorite one (so they have a voice in the planning process and are invested in the idea).

No matter how you decide to build community and amiability among team members, it’s important that it happens. While some amount of competitiveness isn’t necessarily a bad thing, it should not come at the expense of team unity and satisfaction. As a leader, you have the power to influence team cohesiveness, facilitate friendships, and encourage collaboration instead of competition.

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS® DISCOVERY (AND DEEPER DISCOVERY) LICENSED PRACTITIONER, AND FOUNDER OF UXL. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. 

HER NEW EBOOK IS CALLED A QUICK GUIDE TO COURAGE

Tags: , , , , ,

September 14, 2022 What is the Difference Between a Coach and a Trainer?

Let’s say you are a company leader who is trying to help their team work together more cohesively and improve communication. Who would you call? Would you search for a trainer? A coach? Someone else entirely?

Though they may sound similar, a coach and a trainer usually perform very different functions. Confusion sometimes arises because people often use these terms interchangeably. However, they are distinct, and a trainer can not necessarily perform the same functions as a coach (and vice versa).

What, then, is the difference between a coach and a trainer?

In most cases, a trainer will work with a team on a specific skill, program, or technique. Training usually has a specific, prescribed program which doesn’t vary much from team to team. Training could only last a few hours (a “lunch and learn,” for instance) or could be performed over several days or weeks.

Coaching, on the other hand, is usually less focused on a specific skill or program, and more focused on outcomes. Want to improve motivation? Or create a more cohesive work team? Or help your people clarify their professional paths? A coach is probably the right choice.

Coaches may be subject matter experts in a certain area (interpersonal communication, self-discovery/awareness, women work teams, etc.), but they can usually adjust their material to fit the specific needs of the group. If they discover that the group really needs to build their confidence before focusing on interpersonal communication, they might focus on that area of improvement first.

When I’m working with work teams as a Licensed Practitioner of Insights® Discovery, I will consider the group member’s personal profiles to determine how best to work with the team. If I discover, for instance, that the group leads with a lot of “red energy,” that may mean I’m working with several strong personalities who may clash at times. If I’m working with a primarily “blue energy” group, that likely means they are data- and process-driven, and will respond well to a data-centric approach. (To learn more about what I’m talking about, please visit this blog post.)

Another example: When I’m giving a “Ten-Minute Leadership Challenge” workshop, I will run through an activity that helps identify which leadership attributes are strongest in the group, and which could use some work. I’ll then put most of my focus on the areas of improvement.

Both trainers and coaches have merit. Depending on the needs of your work team, you may need to hire one or the other. Keep in mind, individual trainers and coaches may toe the line between these two areas, taking a somewhat hybrid approach. It’s always best to do your research and, preferably, talk to past clients before making a decision about whether to hire a trainer or coach.

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS® DISCOVERY (AND DEEPER DISCOVERY) LICENSED PRACTITIONER, AND FOUNDER OF UXL. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. 

HER NEW EBOOK IS CALLED A QUICK GUIDE TO COURAGE

Tags: , , , , ,

September 7, 2022 How to Start a Mentoring Cohort

In my experience, there is no better way to support and nurture your work team than through mentoring. And mentoring is not just for new hires or people switching roles within the organization; it’s helpful for anyone who is looking to learn a new skill, change roles, or climb the ladder.

There really is no substitution for working with a mentor.

Mentors can offer:

  • Personalized guidance
  • A roadmap for obtaining a new position
  • Lived experience and real-life lessons
  • A bridge to other resources
  • A chance to expand a person’s network

I’ve written about mentoring benefits in a few past blog posts, but today I want to talk about something slightly different: starting a mentoring cohort.

What is a mentoring cohort?

Companies can approach mentoring cohorts differently, but in essence, they are groups of people who are moving through a mentoring program together. That might sound formal, but it doesn’t necessarily have to be. Typically, each mentee will be assigned a mentor, who will work with them for a certain period of time (3 months, perhaps, or 6 months).

The mentees might occasionally meet up and offer each other support, as well. This often makes sense if the mentees are new in the organization and could use the same type of support or resources. Typically, the mentors have been with the organization for at least a few years and are well-respected and knowledgeable.

How do you start a mentoring cohort?

First, it’s helpful to identify the mentees’ needs. Are they interested in learning more about the organization, in general? Do they have their sights set on leadership? Are they seeking guidance in a particular area? You might send out a survey to discover what type of help people need most.

After you’ve pinpointed needs (and have drummed up some excitement about the program!), start compiling a list of potential mentors. Do your best to match the mentees’ requirements with the mentors’ experience. Then, send a personal message to each mentor, inviting them to participate in the program.

In your email, don’t forget to mention the reason you’ve chosen this person—their expertise in X, their reputation as a top salesperson, their enthusiasm in collaborating with others. Then, be sure to specify the time commitment. Since many people are busy with their day-to-day responsibilities, it’s best to keep this at a minimum (say, 45 minutes every month or half an hour every two weeks).

Once you’ve paired your people, give some mentoring guidelines (suggested questions to ask, suggested meeting times). Then, take a step back and let the mentoring commence! You may want to check in every once in a while (at the midpoint, perhaps), but this should mostly be hands-off for you.

When the program concludes, take a survey to see how it went AND ask your mentors if they would be willing to stay active in the cohort program. Then, start the whole process over again with your next batch of people.

A mentoring cohort is a great way to connect batches of people with appropriate mentors. If you think several people in your organization could benefit from mentoring, I encourage you to initiate an in-house mentoring cohort. And the bonus? You will also gain recognition as a leader, a doer, and someone who is actively trying to improve company culture. A win all around.

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS® DISCOVERY (AND DEEPER DISCOVERY) LICENSED PRACTITIONER, AND FOUNDER OF UXL. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. 

HER NEW EBOOK IS CALLED A QUICK GUIDE TO COURAGE

Tags: , , , , ,