Aaron Ballew, PhD’s Post

I got a client question recently that said: "How do I hold people accountable, when they know I won't fire them?" Here is what I told him: "If fear of getting fired, is the only kind of accountability you have in your business - you're already in trouble. And if an employee has to be threated with termination to do things your way, then they're probably not right for the job to begin with." Here's why I said that: For way too many people "Accountability" means "Fear and compliance" But accountability actually means keeping your word, following through. Most people want to keep their word, and they want to do things that help themselves. If you're struggling to get employees to follow through, it might be because they don't understand why their work is important. Or they don't understand their priorities well enough to do the most important work first. Maybe they don't see the connection between their work and the goals they have for themselves in the company. If you have to resort to threats of firing people to get your team on board, things are already broken. Either you haven't set the right expectations inside the business. Or the hiring and employee training systems are not working. (Likely both) Regardless, you have to work on those foundational pieces first. Clear expectations, priorities, and accountability are critical to getting results through your team. Now, if you have those things, and you're still having trouble with certain people... At the end of the day, losing poor employees isn't really a loss. It may sting in the short-term, but it's an opportunity to find new people, and another chance to lay the right foundation. You get to define what accountability means in your business. And I hope it means more than "do what I say or get fired!" What does accountability mean to you?

When a new leader is hired from outside the organization, it can unintentionally make existing team members feel like failures and the new hire like a saviour. Here's how to address this issue.

Hey folks, here comes another chapter of the "Operations: Skill game" series. This time we will delve into the details of building a team. Happy to hear your thoughts in the comments section 📝 ------------------------ Building teams is undoubtedly one of the most challenging yet rewarding experiences in Operations. I have had the opportunity to build teams from scratch several times, and while it may take time initially, everything falls into place naturally with practice. The first step may seem trivial, but it is crucial: defining the roles we need. It is paramount to establish clear responsibilities for all team members to ensure accountability. Failure to do so may result in gaps in task execution, communication issues, or even redundancies. When it comes to hiring the team, this responsibility typically falls on the Talent Acquisition (TA) department, but they require your input. Construct an informed roster with input from those who will interact with the new team. Gather as much relevant information as possible; TA can filter as needed. Overlooking meaningful information during the hiring process can lead to oversights. Lastly, it is essential to double-check all positions that could be filled internally. Neglecting internal talent for promotions or desired positions can lead to team frustration. Empowering team members is another crucial aspect. I often tell new team members reporting to me (borrowing a sentiment from another source): "There is nothing you can break that I cannot fix." This simple statement allows for experimentation while maintaining accountability. The ultimate goal is to foster independence so team members can learn from their mistakes and grow. While there are countless pieces of advice for building teams, I believe leading by example is paramount. As Albert Einstein once said, "Setting an example is not the main means of influencing others; it is the only means." While I may not have been flawless in this regard initially, I have learned its importance over the years. #operations #teambuilding #employeeempowerment #strategy #gamingoperations

Middle Managers: Masters of Mayhem (but Everyone’s Favorite Scapegoat) It’s a tough time to be a #middlemanager. Caught between the C-suite's big visions and the team's day-to-day grind, you're expected to “#innovate,” “#transform,” and “#leadwithempathy” – all while navigating layoffs, budget cuts, and hybrid work chaos. Oh, and don’t forget those unrealistic deadlines. So, how do you thrive instead of just survive? Here are 5 tips for middle managers to reclaim their power: 1️⃣ Set #boundaries: It's OK to push back on unrealistic expectations. Advocate for your team and your sanity! 2️⃣ #Communicate fearlessly: Be the bridge between your team and leadership. Transparency earns trust on both sides. 3️⃣ Sharpen your skills: #Upskill in areas like emotional intelligence, tech, or strategy to future-proof your career. 4️⃣ #Beanally: Build relationships across teams. It's harder to let go of a middle manager with allies. 5️⃣ Celebrate wins: #Moralematters. Spotlight your team’s victories (and maybe your own too). #Middlemanagers: You’re balancing leadership dreams above and team realities below, all while dodging curveballs from every direction. Got #survivalhacks? War stories? Would love to hear yours. Let’s swap secrets, vent a little, and keep thriving in the chaos. Drop your wisdom below! 👇 #MiddleManagementMagic #LeadershipLife #SurvivalGuide #WorkplaceChaos #ShareTheKnowledge #MiddleManagement #LeadershipTips #WorkplaceStrategy #CareerDevelopment #TeamLeadership https://lnkd.in/e5zPsQv9

#CorporateDrama #LeadershipChanges #WorkplaceCulture Wow, have you heard about what just went down at our workplace? 😲 Our new COO finally decided to make some big moves that have left everyone stunned! Until recently, he was this elusive figure, holed up in his office, avoiding meetings with anyone. But last week, he summoned about ten of our long-term managers and supervisors to a meeting, and the outcome was shocking. He publicly deemed them all incompetent and just like that, fired them—no warnings, no notices, and certainly no severance pay! These were key players in our team, people who knew the ins and outs of the company. They had a wealth of technical skills and experience that is hard to replace. 😔 Imagine the chaos this has caused: 💼 **Project Disruptions:** These managers were knee-deep in important projects. Who will take over those responsibilities now? 📅 **Missed Meetings:** They had numerous meetings lined up with clients and staff. Now, the teams left b... Why Were Ten Long-Term Managers Fired Without Warning? Answers: https://lnkd.in/guwiBUmV

50% of employees leave because of bad managers. That means half of employee turnover comes down to poor leadership. Bad management does not happen on purpose. Yet, there are so many bad managers out there. Good management requires consistent effort. There are a lot of spinning plates you have to balance. Take this quick quiz to see if you're doing a good job: 1. Have I built an environment where my team feels safe to speak openly? 2. Have I clearly communicated our long-term goals and how their work contributes? 3. When a deadline was missed, did I address it with the team and discuss ways to improve next time? 4. Have I encouraged creative thinking and new approaches to solving problems? 5. When a significant change occurred, did I communicate openly with my team about the impact? 6. Have I invested time in mentoring and guiding my team’s personal growth? 7. When two team members had a disagreement, did I facilitate a resolution that was fair and productive for both parties? 8. Have I shown respect for different opinions, experiences, and backgrounds in my team? 9. Have I empowered my team to take ownership of their work and decisions? 10. After noticing an employee working late consistently, did I check in with them about their workload and encourage them to take time off? If you answered ‘NO’ to six or more of these questions, you have a lot of work to do… If you answered ‘YES’ to six or more of them, you’re on the right track. Know a leader who might benefit from this?

It's easy to say that only bad managers cause fear in their teams. Reality? Some don't even know they're doing it. When a company I worked for had layoffs, everyone was on edge for months afterwards. And managers contributed. Not intentionally, but people were afraid regardless. It created a toxic culture and had impact on the business and people's health. What to avoid as a manager: ❌ Being vague when it's not necessary: ↳ Avoid booking short notice meetings without explanation ❌ Creating continuous pressure: ↳ Avoid the line "ASAP" as much as possible ❌ Giving critical feedback casually: ↳ Don't drop feedback when you don't have time to discuss further ❌ Make large pivots without explanation: ↳ Stop creating an environment with overwhelming uncertainty What to do as a manager: ✅ Create clarity and stability in meetings: ↳ Send a note to your team about topics for last minute meetings or add an agenda ✅ Create concrete targets and goals: ↳ Support your team by giving them what they need to make informed decisions about capacity and priority ✅ Support their growth continuously: ↳ Give and ask for feedback consistently, and identify progress made. ✅ Protect your roadmap and your team: ↳ Push back when necessary on large changes, and explain the benefits and situation if you have to make them. The best managers know that supporting your team well, supports your company. Your role is to be a path protector. You make sure that the path to success for your team is as clear as it can be. No-one is perfect. But when you choose to be the manager that goes the extra mile... Your team will remember.

Last week, I discussed accountability for founders and CEOs. This week, I wanted to discuss something I have experienced many times over in several organizations I have been a part of. What's more important than hiring new staff? Removing those that are not working. How often have you encountered an individual you work with who is failing to perform their job duties? 🤦♀️ It's a drag to work with someone like this, but what makes it worse is when nothing is done about it. Especially when you raised it with a manager and nothing is still done. The individual failing to do their job is clearly not fit for the role. Meaning, it's the person who hired them that is accountable and responsible. They are accountable for the hire and also responsible for removing that person so they can go and find a job that works for them. Do you agree? Let me know in the comments below 👇

Leadership and trust There are countless ways in which organizations can undermine the trust of their employees, some of which are more apparent than others. (Mass layoffs? Yes. False promises from leadership? Check. Excessive micromanagement with no autonomy? Absolutely.) However, there is at least one way you may be unintentionally eroding the trust of your troops that can be easily avoided. What’s more, even well-intentioned leaders make this error all the time. You will hardly meet a CEO who doesn’t consider their people important. The issue lies in where they prioritize their people within the hierarchy. There are countless corporate presentations where CEOs outline their ‘priorities. Usually, number one is growth, number two is shareholder value, number three is the customer, and number four is ‘our employees.' Even if the priorities are not explicitly ranked in such a way, the emphasis on “our employees” is almost invariably mentioned last. While this may seem well-intentioned, it immediately undermines the value of your employees. You can claim to care about your people because they’re listed at number four. However, the issue lies in the hierarchy of that list, which raises the question: Are you willing to sacrifice your people to achieve a target? That’s what the list implies, and that’s the message it conveys to those working within the organization. It’s simply a fact that if employees do not feel valued, cared for, or prioritized by the company, it becomes unrealistic to expect them to reciprocate those sentiments towards the company. This lack of trust hinders the cultivation of a positive work environment, employee satisfaction, and the attainment of optimal performance. In organizations that consistently outperform their competitors, the well-being of their people takes precedence. They prioritize protecting their employees over short-term gains.

It's just not adding up Let's assume your middle managers cost you $200k per person. We know that 30% of their time is spent on individual contributor work - which you could be paying $120k for. And we know that 20% of their time is spent on administrative work - which you could be paying less than $100k for. We know they're unhappy and burning out. We know Executives aren't happy and need more from them. They're not happy, you're not happy, and the maths ain't happy either. It's just not adding up. Time to reshape their role. Thoughts?