Steve Lowisz

Resistance to change is a symptom, not the problem. If your whole team is pushing back, look in the mirror. Ask yourself: Have I clearly communicated the purpose behind the change? Have I shown how it benefits them? Have I given them a voice in the process? Resistance often stems from fear - fear of the unknown, failure, or losing control. Address those fears through real conversations, but make it clear that change is non-negotiable. As for performance evaluations, they’re outdated. Guiding leaders provide constant feedback and real-time coaching. Use one-on-ones to review progress, address obstacles, and hold your team accountable. Shift the focus from evaluating performance to building it - turning resistance into growth.

Before you can do anything, you need to determine WHY the new hire feels overwhelmed. What I have found is onboarding needs to be customized to the Individual. For example - if the new hire is naturally wired to be more analytical and introspective, and their onboarding is all about meeting new people around the organization who are trying to welcoming, it could be overwhelming. This is why we first need to understand WHY they are feeling overwhelmed. Is it because of the example above? Is it because they are naturally driven by consistency? People feel overwhelmed for very different reasons. Let’s not try solving a problem we don’t even have a cause for yet! Find out why they are overwhelmed first!

Here’s how I have helped a number of leaders get clarity: 1. Get it on paper – Write down everything on your plate. Don’t overthink it—just brain-dump. Seeing it all in front of you creates space in your mind. 2. Simplify ruthlessly – Ask yourself, “If I could only focus on half of these things, which ones would drive the biggest results?” Cut the rest. 3. Pick today’s priority – Start each day by choosing one thing that will have the most impact. Start there. 4. Set non-negotiable time blocks – Protect time for what’s essential-strategy, key relationships,etc. If it’s not on your calendar, it won’t happen. 5. Say no to protect your yes – Saying no isn’t shutting people out—it’s making space for what’s truly important.

Annual performance reviews are a thing of the past. They were never very effective and naturally caused anxiety and concern. If we are having regular one on ones with our team, no less than once a month, and providing and receiving regular feedback, there is never a question where the team member stands on performance. This assumes that expectations are measurable and those results are measured. Couple this with pay for performance - off cycle raises based on performance. The annual raise cycle is also a thing of the past. Just because another year went by doesn’t mean a raise is required. If you an excessive expectations why should you wait! If you aren’t, why should you be rewarded just because a year has passed?

The premise of “balance” is wrong to begin with. Balance itself assumes a 50/50 split between the two options being compared. The other challenge I have with this question is that it assumes personnel growth and job responsibilities are mutually exclusive. In my experience these two should be tied together. Anyone focused on developing themselves personally shows up better in their job. Those that do not focus on self development may have more time for job duties, but the efficiency and quality suffers. Let’s start looking at these two things as one. Let’s encourage our teams to look at self development and work responsibilities as inextricably tied together - not mutually exclusive of each other. Start there.

Think about this - “foster professional growth”. This is true but very one sided. Fostering growth requires fostering both personal AND professional growth in each member of the team. Knowing what drives each team member in specific, measurable terms, and them serving as a guide in helping each team member to achieve those things is the goal. Not by doing the work, but by coaching the team member to take action. If we only focus on the professional side and the personal side of the employee is falling apart, what’s the point? It all starts to fall apart. Each team member is more than their professional life.