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When leaders are asked, "What talent concern frequently keeps you up at night?" one of the most common responses is the fear of losing their superstar. No one wants their key performer to leave, but simply hoping they stay or showering them with benefits won't ease this anxiety. Every critical position should have a succession plan. An effective plan brings peace of mind to both the leader and the incumbent. Leaders can relax knowing that if their superstar departs for any reason, they have a strategy to fill the role. This also applies to positions with underperformers, making leaders feel less trapped. Direct reports also benefit, knowing the organization has a plan if they decide to move on. This allows them to seek growth opportunities within the organization. Conversely, feeling trapped by hearing "You are so invaluable; we could never replace you" essentially signals the end of their career progression. An effective succession plan should include: Sources for filling the position, Job accountabilities, Job function documentation. Empowered superstars with a succession plan in place experience greater success. #themetissgroup

In today’s rapidly evolving business landscape, effective leadership is crucial for organizational success. But how do you know if your company needs leadership development? Here are key indicators that suggest it might be time to invest in enhancing your leadership capabilities. 1. High Employee Turnover: Frequent employee departures can signal inadequate leadership. Leaders who fail to engage and motivate their teams often contribute to a negative work environment, prompting employees to seek better opportunities elsewhere. Turnover that happens after 90 days of employment is usually due to poor leadership. If your company struggles with retaining talent, leadership development could be the solution. 2. Low Employee Engagement: Disengaged employees are less productive and contribute minimally to the company’s goals. If your employee engagement surveys show low scores, it might indicate that leaders are not effectively communicating, inspiring, or fostering a positive workplace culture. 3. Lack of Innovation: A company that lacks innovative ideas and is stagnant in its approach may be suffering from poor leadership. Effective leaders encourage creativity and innovation, driving the company forward. If your organization is not keeping up with industry trends, leadership development might be necessary. 4. Poor Financial Performance: Financial struggles often reflect deeper issues within the organization, including leadership. Leaders are responsible for strategic decision-making and guiding the company towards profitability. Consistent poor financial performance could indicate a need for stronger leadership skills. 5. Ineffective Communication: Miscommunication or lack of clear communication from leadership can lead to confusion and inefficiency. If your teams frequently encounter misunderstandings or unclear directives, investing in leadership development to enhance communication skills is essential. 6. Leadership Complaints: Regular complaints about managers and leaders from employees suggest dissatisfaction with leadership. These complaints might include issues such as lack of support, poor conflict resolution, or micromanagement. Addressing these through targeted development programs can improve leadership effectiveness. 7. Succession Planning: If your company lacks a clear plan for future leadership or if current leaders are nearing retirement, leadership development is crucial. Preparing the next generation of leaders ensures continuity and stability within the organization. Conclusion: Investing in leadership development is essential for maintaining a healthy, productive, and innovative organization. By addressing the signs of weak leadership early, you can foster a more engaged, motivated, and high-performing workforce, ultimately driving your company towards long-term success. Recognizing these indicators and taking proactive steps to develop your leaders can make a significant difference in your company’s overall performance and growth trajectory. #TheMetissGroup

Investing in leadership training is essential for organizational success. However, many companies find that their investments in leadership development don't yield the expected returns. The primary reason? Leaders often fail to retain and apply what they've learned. Enter the 70/20/10 approach to leadership training, a proven method designed to create "sticky" learning—learning that stays with leaders forever and translates into improved performance and organizational growth. What is Sticky Learning? Sticky learning refers to knowledge and skills that are not only retained but are also effectively applied in real-world situations. Unlike traditional training methods that often result in fleeting knowledge, sticky learning ensures that what leaders learn becomes a permanent part of their skill set. This approach is critical because it ensures that the time and money spent on training lead to tangible improvements in leadership capabilities. The 70/20/10 Model: The Best Approach to Sticky Learning The 70/20/10 model is renowned for its effectiveness in creating sticky learning. This model divides the learning process into three components: ● 70% Application ● 20% Feedback ● 10% Formal Learning This division is based on the amount of time spent in each learning activity, with a recommended total of 10 hours per month dedicated to leadership training. The Six-Month Sticky Learning Plan For the 70/20/10 approach to be truly effective, it should be implemented over a period of six months. This duration allows for sustained learning, application, and feedback, ensuring that new skills and knowledge are fully integrated into the leader's daily routine. 10% Formal Learning Formal learning accounts for 10% of the training process and typically includes workshops, classes, instructional videos, and seminars. These structured learning environments provide leaders with the foundational knowledge and theoretical understanding necessary to develop new skills. Over six months, leaders might attend various sessions covering topics such as strategic thinking, emotional intelligence, and effective communication. 70% Application The majority of the learning—70%—comes from actually applying new skills in real-world situations. This hands-on approach is crucial for sticky learning, as it allows leaders to practice and refine their abilities in the context of their everyday work. Leaders are encouraged to implement techniques and strategies learned during formal sessions, observe the outcomes, and adjust their approaches as needed. 20% Feedback The remaining 20% of the learning process involves receiving feedback. This is an essential component, as it helps leaders understand what is working and what needs improvement. Feedback can come from various sources, including one-on-one sessions with a coach, discussions with peers, and input from direct reports and managers. Regular feedback sessions ensure that leaders remain on track and continue to develop their skills effectively. Cost and Investment Implementing a sticky 70/20/10 leadership training program typically costs between $3,000 and $7,500 per leader for a six-month period. This investment covers the costs of formal learning sessions, coaching, and other resources necessary for effective application and feedback. While the cost may seem substantial, the return on investment in terms of improved leadership performance and organizational success is invaluable. In addition to the out-of-pocket costs, one must consider the leader’s time as part of the investment which typically dwarfs the monetary investment. Conclusion The 70/20/10 approach to leadership training is a highly effective method for creating sticky learning. By dividing the learning process into 70% application, 20% feedback, and 10% formal learning, and spreading this over six months, organizations can ensure that their leaders not only retain but also effectively apply new skills. Investing in this model may require an upfront financial commitment, but the long-term benefits of having skilled, knowledgeable, and adaptable leaders are well worth the cost. Organizations that adopt the 70/20/10 approach can look forward to a future where their leadership training dollars are well spent, leading to lasting improvements in leadership quality and organizational success. Want to learn more about Leadership Acceleration? Click Here To Download Our Brochure.

Do the best producers make the best managers? Almost unanimously, when leaders are asked this question, the answer is “no.” Yet too often leaders look for candidates among their best producers and select the best worker for the manager job. They assume that because an individual was successful in their contributor role, that individual will be successful in management, too. Of course, many great producers can and do become great managers, but this is not always the case. Too often, when a superstar gets promoted to manager, one or more of the following happens: They can’t let go of their old role. They take charge of details, undermining direct reports’ motivation and confidence and weakening their respect. They manage by results only and expect everyone to produce the same results that they got, but are not good at coaching and giving people constructive feedback on how to get there. They avoid administrative responsibilities and become frustrated by the many routine but important tasks that management requires. Eventually, the direct reports stop learning and growing. They become disenchanted, disengage from their work, and may even leave the company. Before promoting the superstar, leaders should treat them like any external managerial candidate and put them through a rigorous selection process (make sure they are comfortable with the manager job accountabilities, assess their leadership skills, and seek references from others who have seen them lead).  Superstar individual contributors are often happier and better serve the organization doing what they are doing. Empowered leaders thoroughly vet a superstar before promoting them and are more successful. #themetissgroup

There are varying degrees of steadiness. Some people are focused, unyielding, and undeterred by distractions. Some are flexible, multi-tasked, and enjoy distractions. Some are a little of both. How does the ubiquity of technological distractions today impact our ability to be productive? How do the super-steady types avoid getting frustrated with all the interruptions? And how do the easily distracted types garner enough focus to finish anything? The answer is: we adapt to the situation for short periods of time. Our ability to adapt is largely a function of our cognitive abilities. We must continuously adjust our natural style and what feels comfortable; we must either block out the interruption or respond to it. Those with strong cognitive abilities are likely to be most successful in adapting to today's work environment. Leaders should encourage their direct reports to develop their cognitive abilities and screen new-hire candidates for their thinking abilities. Empowered direct reports focus on their critical thinking skills and are more successful. #themetissgroup

Everyone has their own natural behavior style.  This hard wiring is the result of personal DNA.  Ideally, performance is optimized when the job is matched with one’s natural skill set. Though leaders should strive to fit jobs and direct reports’ skill sets, rarely is there a perfect match for a person and a job.  Most people are required to adapt their natural skills to those required in the job.  However, those people with a more developed critical thinking or problem solving aptitude are better able to adapt their natural skills for short periods of time to accomplish the job at hand. When evaluating talent or considering job fit, leaders should pay particular attention to critical thinking skills and aptitude.  An increased critical thinking ability provides much more job flexibility and likelihood for success, especially when the tasks within one job set are quite diverse. Empowered leaders evaluate their direct reports’ critical thinking skills and have more successful performers.

Navy SEAL combat veteran Brent Gleeson is the co-founder and Chief Marketing Officer at Internet Marketing Inc. His leadership approach is inspired by the unrivaled Navy SEAL training and the Navy SEAL Creed.  Here are the seven habits (likely an extension of, but not a replacement for, Core Values) Navy SEALs have for success: Be loyal. Loyalty is about leading by example, providing your team unconditional support, and never throwing a team member under the bus. Put others before yourself. Get up every day and ask yourself what you will do to add value to your team, such as simply offering your assistance with a project. Be reflective. Reflecting on your mistakes ensures you never repeat them. Be obsessively organized. Some of us innately have this ability, often to a fault, and some have to work at it a bit more. Assume you don’t know enough. Any effective team member understands that training is never complete. Be detail-oriented. Attention to detail could avoid catastrophic results. Never get comfortable. Always push yourself outside of your comfort zone. It’s unlikely these would all apply to every team, but effective leaders define the habits required for success in their organization. Empowered leaders take time to define the important habits for their organization and their teams experience more success. #themetissgroup

When we think of bad bosses, images from the comic strip Dilbert and the television shows The Office and Mad Men come to mind.  We imagine bad bosses as those screaming, paper throwing, sexist leaders Hollywood likes to portray.  Since most leaders don't demonstrate these behaviors, they don't consider themselves bad bosses. However, research suggests that the offensive actions associated with being a bad boss make up less than 20% of the behavior that actually defines the worst bosses. When HBR authors Jack Zenger and Joseph Folkman analyzed the behavior of 30,000 managers, as seen through the eyes of their 300,000 peers, direct reports, and bosses on 360-degree evaluations, they found that the bad bosses were guilty more of what they didn't do than what they did do. Bad bosses didn't: Give timely and productive feedback; Spend consistent, quality one-on-one time with their direct reports; Give quarterly performance reviews; Clearly define job expectations; Set goals aligned with the organization's goals; Develop their direct reports; Create succession plans. Empowered leaders ask themselves what they can do to be a better boss and are more successful.

In a poll conducted by human resources consultant Right Management of workers in a challenged industry, 60% of workers said they intended to leave their jobs when the market got better. Leaders need to constantly ask themselves what they are doing to retain their superstars.  What talent processes are in place to ensure they don’t lose 60% of their team? Based on The 7 Hidden Reasons Employees Leave by Leigh Branham, employees leave because: 1.    Job is not as expected 2.    Job doesn’t fit talents and interests 3.    Little or no feedback/coaching 4.    No hope for career growth 5.    Feel devalued and unrecognized 6.    Feel overworked and stressed out 7.    Lack of trust or confidence in leaders Talent processes improve the chances of retaining superstars as valuable contributors to the organization.  A comprehensive selection process addresses job expectations (#1), job fit (#2), and organization fit (#4).  A robust performance process addresses feedback (#3), recognition (#5), workload (#6) and trust (#7). Implementing effective selection and performance processes empower leaders to successfully hold on to their superstars. #themetissgroup

Of the 23 personal talent skills we measure, the mean ranking for personal accountability is second to last at 22nd.  Perhaps our society has simply accepted the weak behavior trait and essentially enabled it.  Leaders do not need to accept it and can actually encourage and develop their direct reports’ personal accountability. To instill greater personal accountability: 1.    Establish clear expectations and milestones with each direct report with their input. 2.    Be certain to follow-up at the designated milestones for discussions about being on-track toward the ultimate goal. 3.    If the direct report is falling off track, do not simply move the deadline without serious consideration of the behavior being reinforced. 4.    Refrain from asking how someone can be helped (that simply allows the direct report to delegate up).  Instead ask, “What obstacles do you need removed or what additional resources do you need to get yourself back on track?” With this empowering approach, leaders are communicating their confidence in direct reports who are capable of getting themselves back on track.  Allowing them to come up with plausible solutions encourages them to experience success. Leaders who empower direct reports by holding them accountable for their commitments see more personal accountability and increase the opportunities for success. #themetissgroup

The 70-20-10 Model for Learning and Development is an influential framework that many organizations worldwide use to structure employee training. Developed in the 1980s by researchers at the Center for Creative Leadership, this model suggests that optimal learning comes from three sources: 70% from on-the-job experiences, 20% from interactions with others, and 10% from formal education. Here’s a breakdown of the model: 70% On-the-Job Experiences: Employees gain most of their knowledge through real-life work situations where they tackle challenges, make decisions, and learn from mistakes, all while receiving immediate feedback. 20% Interactions with Others: This includes learning through methods like coaching, mentoring, and collaborating with peers, which provide critical encouragement and feedback. 10% Formal Education: The smallest portion comes from traditional educational settings, such as courses and seminars, which may surprise those from more academic backgrounds. Recent studies, including one by Training Industry, have revisited the model, suggesting adjustments might be necessary to better reflect the diversity of today's workforce and the rising influence of informal learning environments driven by digital advancements. Despite its age, the 70-20-10 model remains a valuable starting point for understanding how different types of learning contribute to employee development, although adapting it to contemporary needs and technologies is essential for staying relevant in today's fast-evolving workplace. #themetissgroup

In the absence of information, we make stuff up.  Our brain won’t live with a void, so it fills in the blanks.  When we do this, we believe what we made up to be true.  Because we are wired for survival, most of what we make up is negative. We see this in the workplace all the time: the closed door meetings, the popular co-worker who was terminated, the new policy change, and the unannounced job posting are all common situations where uninformed employees make up information to fill in the blanks.  Although all of these situations have perfectly reasonable explanations, employees left without clarification will behave skeptically and unproductively. Most leaders are oblivious to the ramifications of these seemingly routine actions, and when asked about them will openly explain the circumstances.  Unfortunately, leaders have no idea of the disruption caused by these perceived clandestine actions.  Leaders can do the following to minimize these impacts: Be aware of the actions that can be misinterpreted; Encourage direct reports to ask for clarifications to the mysteries (easily done through the weekly one-on-one meetings); Remember the "average" person needs to hear something 7 times to remember it  (imagine the below average person), so determine what message needs to be heard and clearly state that often. Empowered leaders appreciate how lack of information can disrupt their team, take measures to lessen the impact, and experience more success. #themetissgroup