July 15, 2025 • 39 mins
Is your team checked out, avoiding accountability, or silently resisting your leadership?
You're not alone—and you're not powerless.
In this episode of Shedding the Corporate Bitch, Bernadette Boas reveals the 5 critical functions of a high-performing team, and why trust is the foundation that everything else depends on. Whether you're a senior leader, HR executive, or rising manager, this conversation will challenge you to take an honest look at your team dynamics—and your own leadership behaviors.
You'll learn:
✅ Why dysfunction stems from more than just “difficult people”
✅ What healthy conflict really looks like—and why it leads to results
✅ How to create a culture where accountability isn’t feared
✅ A step-by-step strategy to start transforming your team (and yourself)
✅ The real reason your employees aren't listening—and how to shift that immediately
This is your wake-up call: If your team isn’t functioning, your results will never be sustainable. But with clarity, courage, and the right leadership habits, you can create a team that is loyal, aligned, and driven to win.
🛠️ Mentioned In This Episode:
- The Five Behaviors by Wiley & Sons – Research cited on trust and team dysfunction
- CoachMeBernadette.com/DiscoveryCall – Book a free strategy session with Bernadette
💬 Connect With Bernadette Boas:
- Website: https://balloffirecoaching.com
- LinkedIn: https://www.linkedin.com/in/bernadetteboas
- Instagram: @balloffirebernadette
- YouTube: Shedding the Corporate Bitch® Channel
- Discovery Call: https://coachmebernadette.com/discoverycall
📌 Timestamps (Optional for YouTube or podcast blog post):
00:00 – Why trust is the starting point for any high-functioning team
03:00 – The stats that reveal just how broken most teams are
06:30 – Commitment vs. consensus: What your team actually needs
10:00 – Accountability without conflict
14:00 – Defining the team culture you want as a leader
22:00 – Step-by-step: How to rebuild trust and performance
28:00 – The personal transformation every leader must go through
35:00 – Final call to action and next steps
🎧 Subscribe & Listen:
Never miss an episode of bold leadership advice.
🎙️ Subscribe on Apple Podcasts | Spotify | YouTube
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
On a scale of 1 to 10 , how would you rate the level
of trust your team members havein you and each other?
Are you challenged with a lackof team cohesion and focus on
the results of the businessgoals and a lack of honest and
transparent communication andaccountability with each other,
which is creating issues andstruggle amongst the team and
(00:23):
with yourself?
It's not hard to build a highlyfunctioning team if you, as the
leader, decide you want it andyou understand what it takes to
get there, and then you need tostart modeling and living those
qualities, traits and behaviors.
It's not hard, but it's noteasy, so let's discuss exactly
(00:44):
how you can go about building ateam whose foundation is
completely built on trust in oneanother and you Stay with us.
Speaker 2 (00:54):
Welcome to Shedding the Corporate Bitch, the podcast
that transforms today'smanagers into tomorrow's
powerhouse leaders.
Your host, bernadette Boas,executive coach and author,
brings you into a world wherethe corporate grind meets
personal growth and success ineach and every episode.
With more than 25 years incorporate trenches, bernadette's
own journey from beingdismissed as a tyrant boss to
(01:15):
becoming a sought-afterleadership coach and speaker
illustrates the very essence oftransformation that she now
inspires in others with her tips, strategies and stories.
So if you're ready to shed thebitches of fear and insecurity,
ditch the imposter syndrome andstep into the role of the
powerhouse leader you were bornto be, this podcast is for you.
Let's do this.
Speaker 1 (01:37):
Have you ever had an employee who didn't do what you
asked them to do or actuallysaid no to a request that you
made of them?
Maybe every meeting that youhave with team members is full
of tension, arguments or acomplete lack of focus and
attention or responses toanything that's happening in the
meeting.
Have you ever spent time toreally consider why and to
(02:01):
understand the motivationsbehind their behaviors and
attitude, openly and honestly,so you get down to the root
cause?
Well, let me share somestatistics with you from the
five behaviors by Wiley and Sons59% of people say their team
members don't take personalresponsibility to improve team
(02:22):
performance moving forward, 55%of teams leave meetings without
collective commitment to agreedupon decisions and 79% of people
that say that their teammembers don't acknowledge their
weaknesses to each other.
So we have a lack oftransparent and honest
(02:42):
communication, feedback witheach other, lack of
accountability with each other,a lack of working together to
really help each other grow andimprove and therefore build that
team cohesion.
Well, any one of those things,let alone all of those things
collectively, will create a verydysfunctional team, and so what
(03:06):
we want to discuss today isreally those five functions of a
highly successful team and theactions that you can take to
really understand and get youknow, kind of in the nitty
gritty around, what is going on,why is that happening and what
you can do about it.
(03:27):
All right, so, first off, let'sgive you an idea of what really
defines or makes up a highlyfunctioning team.
What do you think they are ifyou were to think about them and
start jotting them down?
Start jotting them down.
(03:50):
Well, everything, everythingbetween humans, everything is
built first on a foundation oftrust.
Without trust, you can't haveanything else.
Think about it that individual,that employee who didn't do what
you asked them to do, thatindividual who said no to the
request that you made, or thetension that is happening within
your meetings, maybe thearguments, maybe the lack of
(04:11):
focus, maybe the lack of caretoward what it is that you're
all working so hard to achieve.
Think about why that might be.
And if you, first thing, don'tthink about trust, think about
trust, think about what could becausing my team members to
(04:32):
potentially not trust each otherbut also not trust me as the
leader.
All right, because, again,highly successful teams first
have a foundation of trust andthat trust means that they then
feel confident and safe, to thenhave some really great, meaty,
(04:53):
healthy conflict what BreneBrown actually refers to as
rumbling where any issue thatmight exist or any disagreement
or any attention that might behappening amongst two team
members or the team as a wholeor maybe employees with you as
(05:14):
the leader.
Well, if you have trust and youhave that foundation of having
a safe environment, anenvironment where people can
speak their minds, anenvironment where there won't be
any retaliation or retributionfor disagreeing or for raising
(05:34):
up an issue, if you have thatfoundation of trust, then you're
going to be able to be open,transparent, brutally honest
with one another, one-on-one oras a team, and have those
healthy conflicts.
And once you're able to havethat trust and healthy conflicts
, then you know that whether ornot any team member agrees with
(05:59):
a solution or a decision that ismade by you or the collective
team, they'll at least commit tothe direction that they're
being asked to take.
Commitment is not consensus.
You don't need 100% ofeverybody to agree with you as a
leader on what it is thatyou're trying to do, but you
(06:19):
also don't want to because,remember, you're building trust.
Trust means that you reallyrespect and regard all of your
team members, so you don't wantto be also that person that
mandates well, I'm the boss andthis is the way it's going to be
.
Think about it.
What would be far moreproductive and effective for you
(06:40):
as a leader, if there are keynew initiatives, strategies or
decisions that are being madegood or bad, easy or hard then
to engage your employees in thatproblem resolution, in that
decision-making, in thatstrategy, because with that
(07:02):
trust and with that ability tohave healthy conflict, then
you're going to get them tocommit to it.
Now, some people don't like touse the term buy-in.
You know buy-in meaning thatyou know.
Well, they agree, but theydon't necessarily agree Overall.
People like to say consensus.
(07:23):
Consensus doesn't mean that100% of everybody agrees, it
just means that they areconsensual to what it is that
you are either deciding on orthe solution that you found,
whatever the case might be, andtherefore, as a result of trust
and the ability to be open andhonest with each other, sharing
the differences, sharing theviews, sharing the beliefs, so
(07:45):
forth, and sharing the ideas,you get to a point where you
need to make that final decisionor find that final solution or
get to that final idea andtherefore you take a pull, so to
speak, and gain everyone'ssupport or consensus or
commitment to whatever thatfinal output is.
(08:10):
So you only get that as aresult of being able to have
those open communications,because the fact that everyone
trusts one another.
And then there is the abilitythat, once you have that trust,
you have the ability to havethat rumbling, have that healthy
conflict and come to a point ofcommitment.
(08:32):
Well, everyone's then working onthe same path and on board with
the vision that you have.
That might be passed down fromhigher above, but they're all
kind of on the same trajectoryof the vision that you have, the
(08:53):
goals that you might have set,the expectations you might have
defined, you know themeasurements and the outcomes
that you have for yourself andfor the team collectively, and
even individuals on the team,and therefore now you're
building an environment wherethey can remind each other or
(09:14):
hold each other accountable towhat it is that they consented
to or committed to.
So let me kind of dissect thatjust a little bit.
And that being is have you everexperienced where you know
you're working with, you knowyour team members, maybe your
employees, but also your peers?
(09:34):
Someone's just not pullingtheir weight, someone's just not
doing what they should be doing.
They're not doing their job andyet other team members are
jumping in to cover for them.
Maybe you're even picking up theslack, because the ultimate end
goal would be you don't makeyour business goals, you don't
(09:55):
make the numbers, you don't makeaddressing that, which means
you know again, the dysfunctionwould be a lack of trust, an
inability to have conflict,inability to gain consensus, and
(10:15):
therefore there's no wayanyone's going to hold each
other accountable.
And the reason why they do that?
Well, they don't like conflict,they don't like confrontation,
they don't know how to handle itor they don't want to upset
somebody else.
You allow, in a safeenvironment, very open, honest,
(10:35):
brutally transparentconversations rumbling and
therefore everybody can get onboard, even if they disagree.
(10:56):
Well then, they are comfortable, they do feel safe and they
know that nothing bad is goingto happen by holding each other
accountable, by saying hey, joe,you're not pulling your weight
here.
And the other team members.
It's not fair to them to haveto pick up the slack the moment
you have all of those otherfoundational elements, you have
a team who aren't afraid ofcalling each other out, of
(11:22):
reminding each other that heylook, we all committed to this
goal, did we not?
Yeah, we did.
Well then, is it fair?
If Joe and Mary aren't doingtheir part, therefore, the rest
of the team have to make up forthat, and it might not even be
employee peer groups, it couldbe the senior managers aren't
(11:47):
even holding each otheraccountable, but highly
successful teams ensure thatthey remind each other, as
opposed to getting in your headthat accountability is
confrontation or conflict.
All accountability is isreminding each other of what it
is that you all agree to,including that individual, and
(12:08):
therefore you're looking forthem to keep their commitment.
Okay, so, trust, healthyconflict, commitment,
accountability, which thenensures that everyone is going
down that same path toward thosesame goals and outcomes and
business results.
And therefore, the peak of ahighly successful team would be
(12:33):
that everyone is very clear andis very targeted on the business
results that have been outlinedand committed to and
communicated and passed down andare now being acted upon.
So again, the five functions ofa highly successful team is to
have trust that allows healthyconflict that leads to
(12:56):
commitment, accountability thatultimately ensures that everyone
is driving and is focused onthe business results.
All right, but let's go back tothe initial examples that I laid
out around that individual whodoesn't do what you ask them to
do or says no to you, or youhave a meeting that's full of
(13:19):
tension and arguments anddisagreements.
Well, something's broken, andonce one of those five, as I
mentioned earlier, are broken,then everything falls apart and
you don't have a highlysuccessful or high functioning
(13:42):
team, and so what you, as theleader, need to do is you need
to dig in and try to figure outwhy that is, and therefore
you're responsible to kind ofset it up, and what I mean by
that is, first, I would alwayscoach and recommend that a
leader kind of goes away, youknow, kind of uses a
(14:04):
brainstorming strategy,whiteboarding session of their
own, or they can engage peers ifthey want to, or a professional
facilitator, and they reallykind of define for themselves
what do I want in my team, whatdo I want the culture to look
like, what do I expect teammembers in their behaviors and
(14:29):
their attitudes and how theyshow up?
At the same time, what do Iexpect of myself and what is
actually in it for all of us asa result of building a team that
is, you know, built on X, y andZ that you've defined and
hopefully, when you go off andyou really, you know, put some
(14:53):
consideration into the type ofteam and the type of leader you
want to be.
You're thinking about, and ifyou don't have the five, you
know the five functions thatI've outlined you now do but say
somebody doesn't.
Well, just think about what arethose things that you know make
(15:15):
you work at your peak andtherefore would make other
people work at their peak, andyou're probably going to find
the fact that, well, you want toknow that everybody has your
back on your team and that eachother you know everyone on the
team has each other's back.
That's trust, right.
And then you also want to beable to call each other out and
(15:37):
make sure that you're being, youknow, open and honest about
their highs and their lows,their successes and where they
misstepped.
But you want to be able to goin and have a heart-to-heart,
honest, you know, conversationwith team members and or your
boss, and vice versa.
(15:58):
And then you continue to go onsaying, well, and you would hope
that everybody is, you know,looking toward and working
toward the same goals, someone'snot kind of splintering off, as
just thinking about themselvesand what it is that they want to
achieve, not only in their rolebut in their career.
And you know we don't wantpeople splintering off.
(16:19):
Yes, individuals can have theirown individual, personal and
career goals.
At the same time, we needeverybody to be cohesive and we
need everybody to understandthat we're all working to the
same drum.
You can go back to those fivefunctions, write them down and
use that as a starting point tobuild the type of leader you
(16:41):
want to be and the type of teamyou want to build.
All right, so you have a reallygood, solid understanding.
Now you might not know all theanswers to how do I do that.
We're going to get to that in aminute but you might not have
those answers initially.
However, this is when you canalso start engaging your team.
So you figure out for yourselfwhat it is that you want from
(17:05):
yourself and your team and thenyou ask them, and it could be in
a group setting or it could beone-on-one.
Now, of course, group settingswith the boss tend to, you know,
keep the quiet ones quiet andthe loud ones loud.
So you might choose to have aconversation one-on-one with
(17:28):
individuals, and I'm not talking.
You even have to book a halfhour.
You can book 10, 15 minutes andpull all of your individuals
aside, all your team membersaside on the phone, in person,
whatever the case might be andyou just simply ask them what do
you want from me as a leader?
What do you need to besuccessful?
(17:48):
What do you need from yourpeers as a you know, as you know
a cohesive, collective team?
What does that look like to bea highly successful,
high-functioning team and gathertheir input to all of it?
All right, so you ask yourself,so you have a clear
understanding of the type ofleader and the type of team you
(18:10):
want.
But then don't go.
And the first thing you could doto break trust is then go and
just use all of your great ideasand not ask your team members
for their input to it.
All right, so ask yourself andthen ask your team members Now,
(18:34):
what can you do once you haveall of that?
What can you do to actuallystart acting on?
You know, building this highlysuccessful team?
And again, it's not going to beovernight.
You're going to need time,you're going to need patience
and persistence.
But if you did the work whenyou asked yourself and you
(18:57):
really laid out and defined thetype of leader and the type of
team that you want.
Then you can start chippingaway and maybe your team gave
you inputs on priorities, so ofthe trust and healthy conflict
and commitment andaccountability and results
focused.
A great question to them iswhich is the most important for
us as a team to work on?
(19:19):
You might go on to say okay,give me the top three, we're not
going to worry about the.
You know the ocean of all five.
Give me the top three.
Okay, give me the top three,we're not going to worry about
the.
You know the ocean of all five.
Give me the top three.
But then give me your top one.
And what do you?
You know what ideas do you have?
What do you suggest we startworking on over the next 30, 60
days and then we can build onfrom there.
(19:41):
All right, and so don't do it ina vacuum.
Ensure that you are then actingas a leader to be open-minded
to the fact that your teammembers could have great ideas
as to what it is they need,because they all talk.
You know, unless you're talkingto them on a regular basis and
(20:09):
have the trust, then you knowone.
It wouldn't be an issue, right,but most likely, unfortunately,
the majority of teams oftenlack and there's a gap in not
complete trust, but there's agap in really the manager and
the employees having those veryopen, transparent, honest
discussions about what's workingand what's not working.
(20:30):
So have them, make sure thatthey're part, because that's
where you're going to gain thecommitment.
Okay, so you went and askedyourself, you went and asked
your team, you kind of pulled itall together now into what you
are defining and mapping outBecause, again, you're never
(20:53):
going to gain 100% agreement toeverything.
So you could work with yourteam to have everyone's input to
it, but there'll be some strays, there'll be some stragglers of
things that don't necessarilymesh into what you're trying to
accomplish and, as the leader,you ultimately are responsible
(21:13):
to defining that culture,defining the vision, defining
the goals and the direction theteam's going to take.
So you get to that point andyou have already, through this
process, tested the trust, thehealthy conflict, the commitment
, the accountability and thefocus on the results.
But now you're formulating yourvision, your charter, your
(21:37):
mission for the team and you'recommunicating it to them.
All right, and one of the numberone things that employees want
for their managers is just veryopen and detailed, thorough
communication.
Now, that doesn't mean you knowyou have to share everything
with them.
(21:57):
They don't expect that.
However, when it comes to whatyou expect and the direction
you're taking and the visionthat you have for the team and
the business, they need to knowthat.
And it kills me.
Kills me when I work with myclients, who are predominantly
high-level corporate executives,it kills me how few have
(22:22):
defined their vision, theircharter, their goals and
expectations and communicatedthose to their people the five
functions of a highly successfulteam that I want you focused on
building that trust as a result, having healthy conflict,
rumbling with each other on thegood, the bad, the hard, the
(22:45):
easy, the disagreements, theagreements, everything.
Just building and working onthat ability to have healthy
conflict, which will easily leadto everyone getting on board
and committing to the plans thatyou have for the team and for
the business, which will thenlead to everybody reminding each
other.
Accountability is reminding.
(23:07):
It's not conflict, it's notconfrontation.
It's simply reminding everyoneand each other of what it is
they made a commitment to, whichthen makes sure everyone's
working on the same page, goingin the same direction, toward
the same goals.
Okay, toward the same goals,okay.
(23:30):
So what can you do,step-by-step, to make this
happen, to kind of take whatmight be a fragmented,
dysfunctional team and chip awayover time don't have too grand
of expectation that this isgoing to happen in the immediate
, short term or overnight forall of my A personalities out
there and what can you do towhere you can start transforming
(23:53):
you and your team over time,which does beg me to mention one
thing before I share that is,doing this and working toward
this means you even have totransform yourself and go
(24:14):
against some things, that orsome mode of operations that
you've done all along.
And what I mean by that is that, real quickly, is this Many
individuals, many, you know,professionals, I know, you know
whether it's corporate or ontheir own, entrepreneurially
small companies or large.
Some of them have come from verydictatorial type of
(24:37):
environments very non-highfunctioning, highly successful
teams, more very I don't like touse and say very corporate
organizations, because that'snot fair to those that are very
successful in buildinghigh-functioning teams, but just
(24:58):
very non-inclusive, moremandate, more dictatorial type
of environments.
So then they move to adifferent type of company and a
different type of culture andenvironment and sometimes they
deal with a great deal ofchallenge and struggle in trying
(25:22):
to adapt and adjust to that newenvironment.
So if you've ever heard anyonesay, well, business is about the
results, about the metrics, andnot the people, those are some
of the types that I'm talkingabout, because business is
people and that we can go off ona tangent, and I'm really going
(25:45):
to try hard not to do that, butwhat this is this discussion is
showing and is hopefullyillustrating, is that to have a
strong business, you need tohave strong relationships,
engagement and connection withyour people, and you can only do
(26:06):
that through these fivefunctions.
Would you agree with that?
And so it will take time foryou to transform a team that you
might find to be broken.
The leader themselves mighthave some breaks in the way that
they're accustomed to leadingand operating as well, and so
(26:30):
everyone around each other needsto be patient and have a lot of
grace on themselves as theleader and the team members who
are also adjusting to the new,to the new mode of operation.
All right, so that was a littlediversion there, but I needed to
(26:51):
say that, because people willultimately assume that the
leader's perfect and now they'rejust trying to get their team
perfect, and that's notnecessarily always the case.
All right, so what can you do?
So first, decide the type ofleader that you want to be.
We talked about that, and youknow.
Decide the type of leader thatyou want to be, share that with
(27:11):
your team, and this is, you know, one area of communication that
doesn't happen a lot betweenmanagers and the teams.
They don't talk about the typeof team that they're trying to
build, the type of culture thatthey're trying to build, the
type of culture that they'relooking to build.
Yes, they share this is what Iexpect of you but it's more
around you know, getting the jobdone on time, maybe on budget,
(27:35):
so forth and so on.
Not necessarily.
I'm really looking for all of usto mutually respect each other,
to be very well connected andunderstand and know each other
to the point where X, y and Z.
So you want to share what it isyou want for yourself and the
team and the culture that you'reworking to build, and you need
(28:00):
to be totally open and honestwith them.
You need to be just verybrutally frank.
We're broken.
Here are some observations notonly from myself, but from other
members outside of us, plus,you know, in my discussions with
all of you.
These are the areas where we'rebroken, but these are the areas
where we're really strong andwe really need to lean on and
(28:23):
leverage, because we're notnecessarily getting the credit
as a team for our strengths,because some of these breaks and
dysfunctions in our behaviorand our attitudes and our mode
of operations are pretty whackedact.
(28:49):
So you want to be totally youknow open and honest and
thorough in your communicationswith your team and you want to
say to them what are yoursuggestions, what are your ideas
.
So ask them for their solutions, ask them for their ideas, ask
them for their insights andtheir inputs and their beliefs
as to you know what the teamcould be and what it might look
like six months, 18 months fromnow, and then what is going to
(29:12):
be key is that you startmodeling and behaving in the way
you want your team members,individually and as a team, to
operate.
So let's break that down a bit.
So first you, individually,within yourself to them, need to
(29:32):
demonstrate a model, the typeof individuals, the type of
workers, the type of leaders youwant and you expect to engage
with.
So if you want trust, you needto trust, you need to respect,
you need to engage andcollaborate and communicate.
If you want healthy conflict,you need to model and behave in
(29:56):
the way that's appropriate.
So you need to even getcoaching yourself as to how do I
deal with difficultconversations, how do I give
hard news, how do I praisesomeone without kind of
diminishing somebody else.
But you need to first take thelead in behaving and modeling
(30:18):
the type of behavior andattitudes, qualities and traits
and values that you want in thisnew team that you're forming.
You want to ensure thatremember, we said you can engage
your team to pick what thepriorities are.
So once you have the prioritiesof the areas of the team
(30:42):
building that you want to focuson, you then want to make sure
that you put a plan to them.
Too often I hear, yeah, yeah,you know, we had this
brainstorming session, we wereasked for our input and then
nothing came of it, like nothinghappened.
Well, what you're modeling?
There is definitely a completelack of trust, because if they
(31:05):
can't trust that you're actuallygoing to do something as a
result of this you know thisactivity, this, you know
initiative that you've takenwell, there's the trust right
out the window.
And once you don't have thetrust, what don't you have?
Or let's say, what do you have?
If you don't have the trust,then you're going to have people
(31:27):
that can never be open andhonest with each other and
they're not going to hold eachother accountable and they're
not ever going to commit.
They're going to tell you inyour face that they agree and
they're going to walk away andnot do anything.
Remember those examples at thebeginning when you give
direction to someone, they don'tdo something or they actually
say no to you.
If you were to say to yourselfwhy are they behaving that way?
(31:49):
You don't automatically blamethem, because it could be you.
It could be that you haven'testablished trust in them and
therefore they don't listen toyou, they don't respect what you
are asking them to do, allright.
So you have to be the one tomodel and behave, the one to
(32:14):
model and behave.
And then you have to ensurethat you're putting plans or
actions in place for yourselfand for all of them to then
follow.
So if you establish what it isyou want the team to look like
quality-wise, trait-wise,behavior-wise you need to ensure
that you're, you know, ensuringeveryone is taking action on
those things.
And when individuals are notand they continue to say no or
(32:36):
they continue to not to listen,or they continue to kind of have
an attitude, you need to makesure that you're holding them
accountable.
But each other are holding eachother accountable.
So, team meetings, team membersobserve other team members.
Maybe they're even texting eachother, you know, and you need
(32:57):
your team members, not just you,the head guy or girl at the end
of the table, but you need eachother to go.
Hey, hey, you know, put thoseaway and pay attention, you know
, type of thing.
All right.
And then the last key would bethat you need to ensure, just
like any action plan or any goal, that you have measurements
(33:20):
which you're tracking, you'reassessing progress or issues or
risks and then you're makingadjustments to them.
Because, again, you can kind ofcome up with this great plan,
come up with these actions youwant everybody to take, and if
you're not actually measuringthem and tracking them and
assessing them, then again fornot, and you're going to be back
(33:42):
in the same mode that you werein before, that were giving you
headaches and frustrations andchallenges.
So the things you could bedoing is decide the type of
leader you wanna be and come upwith also the type of team that
you're looking to build and putthat structure, put that plan,
that vision, that charter, thoseexpectations in place and share
(34:07):
it with them very brutally,openly and honestly.
Ask them for ideas, theirinputs, the insights, solutions,
because you would have alreadyasked them the priorities of
where should we focus on first,second, third, and then you
start modeling and behaving theway you want everyone else to
(34:27):
and they'll start eventuallymodeling and behaving the way
that you are, and you'll have ateam that is then taking action
on the plans that you put intoplace to make these shifts and,
as, when you're tracking andmeasuring and assessing and
making adjustments to them,they're all on board and they're
(34:49):
making those adjustments aswell.
They might even be, you know,raising their hand and saying,
hey, wait a minute, we need toadjust here.
Something's not working.
Something is really, you know,working well, we need to, you
know, expand on that.
But they're then naturallyengaged, naturally committed,
naturally supporting each other,holding each other accountable.
(35:11):
Naturally, you know dealingwith the highs and the lows.
And the next thing, you know,you turn around and you're like
I have a very high, trustingteam.
Now, before I close out thisconversation, it was really
fabulous for me to come acrosstwo different teams, me to come
(35:38):
across two different teams.
I had spent a lot of last yeargoing around to 10, 11
individual businesses around thecountry and again it was all
around manager effectiveness,employee engagement and
ultimately leading to whether ornot they were highly
functioning or poorlyfunctioning teams, and after you
(36:00):
hear time and time again, allthe issues, all the struggles,
all the stresses, all thefrustrations, all the angst from
employees, and then you all ofa sudden come across one or two
that start speaking to the factthat we have our challenges, but
we are open and honest witheach other.
I don't have a care in theworld about saying anything to
(36:23):
anybody within this business andI absolutely don't fear
retaliation or retribution oranything coming back to me,
because we all trust each otherand therefore healthy conflict,
holding each other accountable,giving constructive feedback,
being committed to the business,ultimately leading to a very
(36:44):
successful business.
So it is absolutely possible tohave it, though many of the
leaders that I work withstruggle, in kind, of seeing
that and realizing that becauseof the dysfunction that they
might not have addressed yetwithin their own team.
And so if that is the case foryou and at any point in time,
(37:09):
you're looking to get a strategydown or a plan down or a next
steps as to how to handle theidentifying what the dysfunction
is and identifying the gaps andareas of opportunity and the
strengths, and working througheverything that we've talked
about so you have a highlyfunctioning team, then be sure
(37:32):
to book a call with me.
Go to coachmebernadettecomforward slash discovery call and
let's talk.
It's something I mean.
I do it in my sleep informulating these strategies and
these plans for my clients andtheir teams, and I work with
them and their teams at times,and at times I don't.
But at the same time, you don'tneed to be sitting there
(37:54):
wanting to be the powerhouseleader.
You're meant to be having ateam that's also highly
functioning, highly successful,a powerhouse, and yet you just
don't know how to get them there.
Don't struggle alone.
Let's talk, and trust me when Isay in 20, 30 minutes, I can
give you an action plan for youto start acting on that will
(38:17):
start building that confidenceand that clarity and that focus
for you to really feel goodabout what you're gonna be able
to accomplish All right.
So again, go tocoachmebernadettecom forward
slash discovery call and let'stalk.
I'd be honored to be able tohelp you.
I am honored that you are herefor this conversation and I'll
(38:37):
look forward to having you rightback here for our next episode
of Shedding the Corporate Bitch.
Speaker 2 (38:42):
Thank you for tuning into today's episode of Shedding
the Corporate Bitch.
Every journey taken together isanother step towards unleashing
the powerhouse leader withinyou.
Don't miss any of our weeklyepisodes.
Subscribe to our podcast onApple Podcasts, spotify or
wherever you love to listen.
And, for those who thrive onvisual content, catch us on our
Shedding the Bitch YouTubechannel.
Want to dive deeper withBernadette on becoming a
(39:08):
powerhouse leader?
Visit balloffirecoachingcom tolearn more about how she helps
professionals, hr executives andteam leaders elevate overall
team performance.
You've been listening toShedding the Corporate Bitch
with Bernadette Boas.
Until next time, keep shedding,keep growing and keep leading.
On a scale of 1 to 10 , how would you rate the level
of trust your team members havein you and each other?
Are you challenged with a lackof team cohesion and focus on
the results of the businessgoals and a lack of honest and
transparent communication andaccountability with each other,
which is creating issues andstruggle amongst the team and
(00:23):
with yourself?
It's not hard to build a highlyfunctioning team if you, as the
leader, decide you want it andyou understand what it takes to
get there, and then you need tostart modeling and living those
qualities, traits and behaviors.
It's not hard, but it's noteasy, so let's discuss exactly
(00:44):
how you can go about building ateam whose foundation is
completely built on trust in oneanother and you Stay with us.
Speaker 2 (00:54):
Welcome to Shedding the Corporate Bitch, the podcast
that transforms today'smanagers into tomorrow's
powerhouse leaders.
Your host, bernadette Boas,executive coach and author,
brings you into a world wherethe corporate grind meets
personal growth and success ineach and every episode.
With more than 25 years incorporate trenches, bernadette's
own journey from beingdismissed as a tyrant boss to
(01:15):
becoming a sought-afterleadership coach and speaker
illustrates the very essence oftransformation that she now
inspires in others with her tips, strategies and stories.
So if you're ready to shed thebitches of fear and insecurity,
ditch the imposter syndrome andstep into the role of the
powerhouse leader you were bornto be, this podcast is for you.
Let's do this.
Speaker 1 (01:37):
Have you ever had an employee who didn't do what you
asked them to do or actuallysaid no to a request that you
made of them?
Maybe every meeting that youhave with team members is full
of tension, arguments or acomplete lack of focus and
attention or responses toanything that's happening in the
meeting.
Have you ever spent time toreally consider why and to
(02:01):
understand the motivationsbehind their behaviors and
attitude, openly and honestly,so you get down to the root
cause?
Well, let me share somestatistics with you from the
five behaviors by Wiley and Sons59% of people say their team
members don't take personalresponsibility to improve team
(02:22):
performance moving forward, 55%of teams leave meetings without
collective commitment to agreedupon decisions and 79% of people
that say that their teammembers don't acknowledge their
weaknesses to each other.
So we have a lack oftransparent and honest
(02:42):
communication, feedback witheach other, lack of
accountability with each other,a lack of working together to
really help each other grow andimprove and therefore build that
team cohesion.
Well, any one of those things,let alone all of those things
collectively, will create a verydysfunctional team, and so what
(03:06):
we want to discuss today isreally those five functions of a
highly successful team and theactions that you can take to
really understand and get youknow, kind of in the nitty
gritty around, what is going on,why is that happening and what
you can do about it.
(03:27):
All right, so, first off, let'sgive you an idea of what really
defines or makes up a highlyfunctioning team.
What do you think they are ifyou were to think about them and
start jotting them down?
Start jotting them down.
(03:50):
Well, everything, everythingbetween humans, everything is
built first on a foundation oftrust.
Without trust, you can't haveanything else.
Think about it that individual,that employee who didn't do what
you asked them to do, thatindividual who said no to the
request that you made, or thetension that is happening within
your meetings, maybe thearguments, maybe the lack of
(04:11):
focus, maybe the lack of caretoward what it is that you're
all working so hard to achieve.
Think about why that might be.
And if you, first thing, don'tthink about trust, think about
trust, think about what could becausing my team members to
(04:32):
potentially not trust each otherbut also not trust me as the
leader.
All right, because, again,highly successful teams first
have a foundation of trust andthat trust means that they then
feel confident and safe, to thenhave some really great, meaty,
(04:53):
healthy conflict what BreneBrown actually refers to as
rumbling where any issue thatmight exist or any disagreement
or any attention that might behappening amongst two team
members or the team as a wholeor maybe employees with you as
(05:14):
the leader.
Well, if you have trust and youhave that foundation of having
a safe environment, anenvironment where people can
speak their minds, anenvironment where there won't be
any retaliation or retributionfor disagreeing or for raising
(05:34):
up an issue, if you have thatfoundation of trust, then you're
going to be able to be open,transparent, brutally honest
with one another, one-on-one oras a team, and have those
healthy conflicts.
And once you're able to havethat trust and healthy conflicts
, then you know that whether ornot any team member agrees with
(05:59):
a solution or a decision that ismade by you or the collective
team, they'll at least commit tothe direction that they're
being asked to take.
Commitment is not consensus.
You don't need 100% ofeverybody to agree with you as a
leader on what it is thatyou're trying to do, but you
(06:19):
also don't want to because,remember, you're building trust.
Trust means that you reallyrespect and regard all of your
team members, so you don't wantto be also that person that
mandates well, I'm the boss andthis is the way it's going to be
.
Think about it.
What would be far moreproductive and effective for you
(06:40):
as a leader, if there are keynew initiatives, strategies or
decisions that are being madegood or bad, easy or hard then
to engage your employees in thatproblem resolution, in that
decision-making, in thatstrategy, because with that
(07:02):
trust and with that ability tohave healthy conflict, then
you're going to get them tocommit to it.
Now, some people don't like touse the term buy-in.
You know buy-in meaning thatyou know.
Well, they agree, but theydon't necessarily agree Overall.
People like to say consensus.
(07:23):
Consensus doesn't mean that100% of everybody agrees, it
just means that they areconsensual to what it is that
you are either deciding on orthe solution that you found,
whatever the case might be, andtherefore, as a result of trust
and the ability to be open andhonest with each other, sharing
the differences, sharing theviews, sharing the beliefs, so
(07:45):
forth, and sharing the ideas,you get to a point where you
need to make that final decisionor find that final solution or
get to that final idea andtherefore you take a pull, so to
speak, and gain everyone'ssupport or consensus or
commitment to whatever thatfinal output is.
(08:10):
So you only get that as aresult of being able to have
those open communications,because the fact that everyone
trusts one another.
And then there is the abilitythat, once you have that trust,
you have the ability to havethat rumbling, have that healthy
conflict and come to a point ofcommitment.
(08:32):
Well, everyone's then working onthe same path and on board with
the vision that you have.
That might be passed down fromhigher above, but they're all
kind of on the same trajectoryof the vision that you have, the
(08:53):
goals that you might have set,the expectations you might have
defined, you know themeasurements and the outcomes
that you have for yourself andfor the team collectively, and
even individuals on the team,and therefore now you're
building an environment wherethey can remind each other or
(09:14):
hold each other accountable towhat it is that they consented
to or committed to.
So let me kind of dissect thatjust a little bit.
And that being is have you everexperienced where you know
you're working with, you knowyour team members, maybe your
employees, but also your peers?
(09:34):
Someone's just not pullingtheir weight, someone's just not
doing what they should be doing.
They're not doing their job andyet other team members are
jumping in to cover for them.
Maybe you're even picking up theslack, because the ultimate end
goal would be you don't makeyour business goals, you don't
(09:55):
make the numbers, you don't makeaddressing that, which means
you know again, the dysfunctionwould be a lack of trust, an
inability to have conflict,inability to gain consensus, and
(10:15):
therefore there's no wayanyone's going to hold each
other accountable.
And the reason why they do that?
Well, they don't like conflict,they don't like confrontation,
they don't know how to handle itor they don't want to upset
somebody else.
You allow, in a safeenvironment, very open, honest,
(10:35):
brutally transparentconversations rumbling and
therefore everybody can get onboard, even if they disagree.
(10:56):
Well then, they are comfortable, they do feel safe and they
know that nothing bad is goingto happen by holding each other
accountable, by saying hey, joe,you're not pulling your weight
here.
And the other team members.
It's not fair to them to haveto pick up the slack the moment
you have all of those otherfoundational elements, you have
a team who aren't afraid ofcalling each other out, of
(11:22):
reminding each other that heylook, we all committed to this
goal, did we not?
Yeah, we did.
Well then, is it fair?
If Joe and Mary aren't doingtheir part, therefore, the rest
of the team have to make up forthat, and it might not even be
employee peer groups, it couldbe the senior managers aren't
(11:47):
even holding each otheraccountable, but highly
successful teams ensure thatthey remind each other, as
opposed to getting in your headthat accountability is
confrontation or conflict.
All accountability is isreminding each other of what it
is that you all agree to,including that individual, and
(12:08):
therefore you're looking forthem to keep their commitment.
Okay, so, trust, healthyconflict, commitment,
accountability, which thenensures that everyone is going
down that same path toward thosesame goals and outcomes and
business results.
And therefore, the peak of ahighly successful team would be
(12:33):
that everyone is very clear andis very targeted on the business
results that have been outlinedand committed to and
communicated and passed down andare now being acted upon.
So again, the five functions ofa highly successful team is to
have trust that allows healthyconflict that leads to
(12:56):
commitment, accountability thatultimately ensures that everyone
is driving and is focused onthe business results.
All right, but let's go back tothe initial examples that I laid
out around that individual whodoesn't do what you ask them to
do or says no to you, or youhave a meeting that's full of
(13:19):
tension and arguments anddisagreements.
Well, something's broken, andonce one of those five, as I
mentioned earlier, are broken,then everything falls apart and
you don't have a highlysuccessful or high functioning
(13:42):
team, and so what you, as theleader, need to do is you need
to dig in and try to figure outwhy that is, and therefore
you're responsible to kind ofset it up, and what I mean by
that is, first, I would alwayscoach and recommend that a
leader kind of goes away, youknow, kind of uses a
(14:04):
brainstorming strategy,whiteboarding session of their
own, or they can engage peers ifthey want to, or a professional
facilitator, and they reallykind of define for themselves
what do I want in my team, whatdo I want the culture to look
like, what do I expect teammembers in their behaviors and
(14:29):
their attitudes and how theyshow up?
At the same time, what do Iexpect of myself and what is
actually in it for all of us asa result of building a team that
is, you know, built on X, y andZ that you've defined and
hopefully, when you go off andyou really, you know, put some
(14:53):
consideration into the type ofteam and the type of leader you
want to be.
You're thinking about, and ifyou don't have the five, you
know the five functions thatI've outlined you now do but say
somebody doesn't.
Well, just think about what arethose things that you know make
(15:15):
you work at your peak andtherefore would make other
people work at their peak, andyou're probably going to find
the fact that, well, you want toknow that everybody has your
back on your team and that eachother you know everyone on the
team has each other's back.
That's trust, right.
And then you also want to beable to call each other out and
(15:37):
make sure that you're being, youknow, open and honest about
their highs and their lows,their successes and where they
misstepped.
But you want to be able to goin and have a heart-to-heart,
honest, you know, conversationwith team members and or your
boss, and vice versa.
(15:58):
And then you continue to go onsaying, well, and you would hope
that everybody is, you know,looking toward and working
toward the same goals, someone'snot kind of splintering off, as
just thinking about themselvesand what it is that they want to
achieve, not only in their rolebut in their career.
And you know we don't wantpeople splintering off.
(16:19):
Yes, individuals can have theirown individual, personal and
career goals.
At the same time, we needeverybody to be cohesive and we
need everybody to understandthat we're all working to the
same drum.
You can go back to those fivefunctions, write them down and
use that as a starting point tobuild the type of leader you
(16:41):
want to be and the type of teamyou want to build.
All right, so you have a reallygood, solid understanding.
Now you might not know all theanswers to how do I do that.
We're going to get to that in aminute but you might not have
those answers initially.
However, this is when you canalso start engaging your team.
So you figure out for yourselfwhat it is that you want from
(17:05):
yourself and your team and thenyou ask them, and it could be in
a group setting or it could beone-on-one.
Now, of course, group settingswith the boss tend to, you know,
keep the quiet ones quiet andthe loud ones loud.
So you might choose to have aconversation one-on-one with
(17:28):
individuals, and I'm not talking.
You even have to book a halfhour.
You can book 10, 15 minutes andpull all of your individuals
aside, all your team membersaside on the phone, in person,
whatever the case might be andyou just simply ask them what do
you want from me as a leader?
What do you need to besuccessful?
(17:48):
What do you need from yourpeers as a you know, as you know
a cohesive, collective team?
What does that look like to bea highly successful,
high-functioning team and gathertheir input to all of it?
All right, so you ask yourself,so you have a clear
understanding of the type ofleader and the type of team you
(18:10):
want.
But then don't go.
And the first thing you could doto break trust is then go and
just use all of your great ideasand not ask your team members
for their input to it.
All right, so ask yourself andthen ask your team members Now,
(18:34):
what can you do once you haveall of that?
What can you do to actuallystart acting on?
You know, building this highlysuccessful team?
And again, it's not going to beovernight.
You're going to need time,you're going to need patience
and persistence.
But if you did the work whenyou asked yourself and you
(18:57):
really laid out and defined thetype of leader and the type of
team that you want.
Then you can start chippingaway and maybe your team gave
you inputs on priorities, so ofthe trust and healthy conflict
and commitment andaccountability and results
focused.
A great question to them iswhich is the most important for
us as a team to work on?
(19:19):
You might go on to say okay,give me the top three, we're not
going to worry about the.
You know the ocean of all five.
Give me the top three.
Okay, give me the top three,we're not going to worry about
the.
You know the ocean of all five.
Give me the top three.
But then give me your top one.
And what do you?
You know what ideas do you have?
What do you suggest we startworking on over the next 30, 60
days and then we can build onfrom there.
(19:41):
All right, and so don't do it ina vacuum.
Ensure that you are then actingas a leader to be open-minded
to the fact that your teammembers could have great ideas
as to what it is they need,because they all talk.
You know, unless you're talkingto them on a regular basis and
(20:09):
have the trust, then you knowone.
It wouldn't be an issue, right,but most likely, unfortunately,
the majority of teams oftenlack and there's a gap in not
complete trust, but there's agap in really the manager and
the employees having those veryopen, transparent, honest
discussions about what's workingand what's not working.
(20:30):
So have them, make sure thatthey're part, because that's
where you're going to gain thecommitment.
Okay, so you went and askedyourself, you went and asked
your team, you kind of pulled itall together now into what you
are defining and mapping outBecause, again, you're never
(20:53):
going to gain 100% agreement toeverything.
So you could work with yourteam to have everyone's input to
it, but there'll be some strays, there'll be some stragglers of
things that don't necessarilymesh into what you're trying to
accomplish and, as the leader,you ultimately are responsible
(21:13):
to defining that culture,defining the vision, defining
the goals and the direction theteam's going to take.
So you get to that point andyou have already, through this
process, tested the trust, thehealthy conflict, the commitment
, the accountability and thefocus on the results.
But now you're formulating yourvision, your charter, your
(21:37):
mission for the team and you'recommunicating it to them.
All right, and one of the numberone things that employees want
for their managers is just veryopen and detailed, thorough
communication.
Now, that doesn't mean you knowyou have to share everything
with them.
(21:57):
They don't expect that.
However, when it comes to whatyou expect and the direction
you're taking and the visionthat you have for the team and
the business, they need to knowthat.
And it kills me.
Kills me when I work with myclients, who are predominantly
high-level corporate executives,it kills me how few have
(22:22):
defined their vision, theircharter, their goals and
expectations and communicatedthose to their people the five
functions of a highly successfulteam that I want you focused on
building that trust as a result, having healthy conflict,
rumbling with each other on thegood, the bad, the hard, the
(22:45):
easy, the disagreements, theagreements, everything.
Just building and working onthat ability to have healthy
conflict, which will easily leadto everyone getting on board
and committing to the plans thatyou have for the team and for
the business, which will thenlead to everybody reminding each
other.
Accountability is reminding.
(23:07):
It's not conflict, it's notconfrontation.
It's simply reminding everyoneand each other of what it is
they made a commitment to, whichthen makes sure everyone's
working on the same page, goingin the same direction, toward
the same goals.
Okay, toward the same goals,okay.
(23:30):
So what can you do,step-by-step, to make this
happen, to kind of take whatmight be a fragmented,
dysfunctional team and chip awayover time don't have too grand
of expectation that this isgoing to happen in the immediate
, short term or overnight forall of my A personalities out
there and what can you do towhere you can start transforming
(23:53):
you and your team over time,which does beg me to mention one
thing before I share that is,doing this and working toward
this means you even have totransform yourself and go
(24:14):
against some things, that orsome mode of operations that
you've done all along.
And what I mean by that is that, real quickly, is this Many
individuals, many, you know,professionals, I know, you know
whether it's corporate or ontheir own, entrepreneurially
small companies or large.
Some of them have come from verydictatorial type of
(24:37):
environments very non-highfunctioning, highly successful
teams, more very I don't like touse and say very corporate
organizations, because that'snot fair to those that are very
successful in buildinghigh-functioning teams, but just
(24:58):
very non-inclusive, moremandate, more dictatorial type
of environments.
So then they move to adifferent type of company and a
different type of culture andenvironment and sometimes they
deal with a great deal ofchallenge and struggle in trying
(25:22):
to adapt and adjust to that newenvironment.
So if you've ever heard anyonesay, well, business is about the
results, about the metrics, andnot the people, those are some
of the types that I'm talkingabout, because business is
people and that we can go off ona tangent, and I'm really going
(25:45):
to try hard not to do that, butwhat this is this discussion is
showing and is hopefullyillustrating, is that to have a
strong business, you need tohave strong relationships,
engagement and connection withyour people, and you can only do
(26:06):
that through these fivefunctions.
Would you agree with that?
And so it will take time foryou to transform a team that you
might find to be broken.
The leader themselves mighthave some breaks in the way that
they're accustomed to leadingand operating as well, and so
(26:30):
everyone around each other needsto be patient and have a lot of
grace on themselves as theleader and the team members who
are also adjusting to the new,to the new mode of operation.
All right, so that was a littlediversion there, but I needed to
(26:51):
say that, because people willultimately assume that the
leader's perfect and now they'rejust trying to get their team
perfect, and that's notnecessarily always the case.
All right, so what can you do?
So first, decide the type ofleader that you want to be.
We talked about that, and youknow.
Decide the type of leader thatyou want to be, share that with
(27:11):
your team, and this is, you know, one area of communication that
doesn't happen a lot betweenmanagers and the teams.
They don't talk about the typeof team that they're trying to
build, the type of culture thatthey're trying to build, the
type of culture that they'relooking to build.
Yes, they share this is what Iexpect of you but it's more
around you know, getting the jobdone on time, maybe on budget,
(27:35):
so forth and so on.
Not necessarily.
I'm really looking for all of usto mutually respect each other,
to be very well connected andunderstand and know each other
to the point where X, y and Z.
So you want to share what it isyou want for yourself and the
team and the culture that you'reworking to build, and you need
(28:00):
to be totally open and honestwith them.
You need to be just verybrutally frank.
We're broken.
Here are some observations notonly from myself, but from other
members outside of us, plus,you know, in my discussions with
all of you.
These are the areas where we'rebroken, but these are the areas
where we're really strong andwe really need to lean on and
(28:23):
leverage, because we're notnecessarily getting the credit
as a team for our strengths,because some of these breaks and
dysfunctions in our behaviorand our attitudes and our mode
of operations are pretty whackedact.
(28:49):
So you want to be totally youknow open and honest and
thorough in your communicationswith your team and you want to
say to them what are yoursuggestions, what are your ideas
.
So ask them for their solutions, ask them for their ideas, ask
them for their insights andtheir inputs and their beliefs
as to you know what the teamcould be and what it might look
like six months, 18 months fromnow, and then what is going to
(29:12):
be key is that you startmodeling and behaving in the way
you want your team members,individually and as a team, to
operate.
So let's break that down a bit.
So first you, individually,within yourself to them, need to
(29:32):
demonstrate a model, the typeof individuals, the type of
workers, the type of leaders youwant and you expect to engage
with.
So if you want trust, you needto trust, you need to respect,
you need to engage andcollaborate and communicate.
If you want healthy conflict,you need to model and behave in
(29:56):
the way that's appropriate.
So you need to even getcoaching yourself as to how do I
deal with difficultconversations, how do I give
hard news, how do I praisesomeone without kind of
diminishing somebody else.
But you need to first take thelead in behaving and modeling
(30:18):
the type of behavior andattitudes, qualities and traits
and values that you want in thisnew team that you're forming.
You want to ensure thatremember, we said you can engage
your team to pick what thepriorities are.
So once you have the prioritiesof the areas of the team
(30:42):
building that you want to focuson, you then want to make sure
that you put a plan to them.
Too often I hear, yeah, yeah,you know, we had this
brainstorming session, we wereasked for our input and then
nothing came of it, like nothinghappened.
Well, what you're modeling?
There is definitely a completelack of trust, because if they
(31:05):
can't trust that you're actuallygoing to do something as a
result of this you know thisactivity, this, you know
initiative that you've takenwell, there's the trust right
out the window.
And once you don't have thetrust, what don't you have?
Or let's say, what do you have?
If you don't have the trust,then you're going to have people
(31:27):
that can never be open andhonest with each other and
they're not going to hold eachother accountable and they're
not ever going to commit.
They're going to tell you inyour face that they agree and
they're going to walk away andnot do anything.
Remember those examples at thebeginning when you give
direction to someone, they don'tdo something or they actually
say no to you.
If you were to say to yourselfwhy are they behaving that way?
(31:49):
You don't automatically blamethem, because it could be you.
It could be that you haven'testablished trust in them and
therefore they don't listen toyou, they don't respect what you
are asking them to do, allright.
So you have to be the one tomodel and behave, the one to
(32:14):
model and behave.
And then you have to ensurethat you're putting plans or
actions in place for yourselfand for all of them to then
follow.
So if you establish what it isyou want the team to look like
quality-wise, trait-wise,behavior-wise you need to ensure
that you're, you know, ensuringeveryone is taking action on
those things.
And when individuals are notand they continue to say no or
(32:36):
they continue to not to listen,or they continue to kind of have
an attitude, you need to makesure that you're holding them
accountable.
But each other are holding eachother accountable.
So, team meetings, team membersobserve other team members.
Maybe they're even texting eachother, you know, and you need
(32:57):
your team members, not just you,the head guy or girl at the end
of the table, but you need eachother to go.
Hey, hey, you know, put thoseaway and pay attention, you know
, type of thing.
All right.
And then the last key would bethat you need to ensure, just
like any action plan or any goal, that you have measurements
(33:20):
which you're tracking, you'reassessing progress or issues or
risks and then you're makingadjustments to them.
Because, again, you can kind ofcome up with this great plan,
come up with these actions youwant everybody to take, and if
you're not actually measuringthem and tracking them and
assessing them, then again fornot, and you're going to be back
(33:42):
in the same mode that you werein before, that were giving you
headaches and frustrations andchallenges.
So the things you could bedoing is decide the type of
leader you wanna be and come upwith also the type of team that
you're looking to build and putthat structure, put that plan,
that vision, that charter, thoseexpectations in place and share
(34:07):
it with them very brutally,openly and honestly.
Ask them for ideas, theirinputs, the insights, solutions,
because you would have alreadyasked them the priorities of
where should we focus on first,second, third, and then you
start modeling and behaving theway you want everyone else to
(34:27):
and they'll start eventuallymodeling and behaving the way
that you are, and you'll have ateam that is then taking action
on the plans that you put intoplace to make these shifts and,
as, when you're tracking andmeasuring and assessing and
making adjustments to them,they're all on board and they're
(34:49):
making those adjustments aswell.
They might even be, you know,raising their hand and saying,
hey, wait a minute, we need toadjust here.
Something's not working.
Something is really, you know,working well, we need to, you
know, expand on that.
But they're then naturallyengaged, naturally committed,
naturally supporting each other,holding each other accountable.
(35:11):
Naturally, you know dealingwith the highs and the lows.
And the next thing, you know,you turn around and you're like
I have a very high, trustingteam.
Now, before I close out thisconversation, it was really
fabulous for me to come acrosstwo different teams, me to come
(35:38):
across two different teams.
I had spent a lot of last yeargoing around to 10, 11
individual businesses around thecountry and again it was all
around manager effectiveness,employee engagement and
ultimately leading to whether ornot they were highly
functioning or poorlyfunctioning teams, and after you
(36:00):
hear time and time again, allthe issues, all the struggles,
all the stresses, all thefrustrations, all the angst from
employees, and then you all ofa sudden come across one or two
that start speaking to the factthat we have our challenges, but
we are open and honest witheach other.
I don't have a care in theworld about saying anything to
(36:23):
anybody within this business andI absolutely don't fear
retaliation or retribution oranything coming back to me,
because we all trust each otherand therefore healthy conflict,
holding each other accountable,giving constructive feedback,
being committed to the business,ultimately leading to a very
(36:44):
successful business.
So it is absolutely possible tohave it, though many of the
leaders that I work withstruggle, in kind, of seeing
that and realizing that becauseof the dysfunction that they
might not have addressed yetwithin their own team.
And so if that is the case foryou and at any point in time,
(37:09):
you're looking to get a strategydown or a plan down or a next
steps as to how to handle theidentifying what the dysfunction
is and identifying the gaps andareas of opportunity and the
strengths, and working througheverything that we've talked
about so you have a highlyfunctioning team, then be sure
(37:32):
to book a call with me.
Go to coachmebernadettecomforward slash discovery call and
let's talk.
It's something I mean.
I do it in my sleep informulating these strategies and
these plans for my clients andtheir teams, and I work with
them and their teams at times,and at times I don't.
But at the same time, you don'tneed to be sitting there
(37:54):
wanting to be the powerhouseleader.
You're meant to be having ateam that's also highly
functioning, highly successful,a powerhouse, and yet you just
don't know how to get them there.
Don't struggle alone.
Let's talk, and trust me when Isay in 20, 30 minutes, I can
give you an action plan for youto start acting on that will
(38:17):
start building that confidenceand that clarity and that focus
for you to really feel goodabout what you're gonna be able
to accomplish All right.
So again, go tocoachmebernadettecom forward
slash discovery call and let'stalk.
I'd be honored to be able tohelp you.
I am honored that you are herefor this conversation and I'll
(38:37):
look forward to having you rightback here for our next episode
of Shedding the Corporate Bitch.
Speaker 2 (38:42):
Thank you for tuning into today's episode of Shedding
the Corporate Bitch.
Every journey taken together isanother step towards unleashing
the powerhouse leader withinyou.
Don't miss any of our weeklyepisodes.
Subscribe to our podcast onApple Podcasts, spotify or
wherever you love to listen.
And, for those who thrive onvisual content, catch us on our
Shedding the Bitch YouTubechannel.
Want to dive deeper withBernadette on becoming a
(39:08):
powerhouse leader?
Visit balloffirecoachingcom tolearn more about how she helps
professionals, hr executives andteam leaders elevate overall
team performance.
You've been listening toShedding the Corporate Bitch
with Bernadette Boas.
Until next time, keep shedding,keep growing and keep leading.
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