Training Industry Magazine - Winter 2025 - 36

She described a once-vibrant college
freshman - her daughter - who
started battling feelings of depression
during her first year at school. The
waiting list for campus counseling was
extensive. That's when they turned
to online therapy and immediately
found help. It made all the difference in
the world.
As Caroline explained, their company
had a huge opportunity to serve this
niche market and become a lifeline for
college students. She unveiled a map
that showed all U.S. colleges, each one
with a pulsing red light that signified
students in need of counseling with
no options. As she talked about the
strategies the team would implement,
the red lights started to fade, one by
one. And by the end of her presentation,
all the lights were off - indicating that
most college students could have instant
access to the mental health support
they need.
Using this powerful approach, Caroline
not only shared a meaningful and vivid
vision, she also allowed employees
to see how their contributions were
vital to the success of delivering
meaningful services.
2. REFINING
WORKLOADS TO
RELIEVE STRESS
One of the most important metrics for
gauging a leader's effectiveness is the
ability to streamline work environments to
reduce unnecessary stress and pressure
on employees. Team members can
frequently get bogged down by excessive
reporting, redundant processes and
constant task-switching, which can lead
to burnout. Leaders who take the time to
refine workflows and reduce non-valueadded
activities can significantly improve
both team performance and morale.
For example, the leader of a group of case
managers at a nonprofit might identify
that her team members spend too much
time filling out redundant forms and
applications required by multiple funding
sources. By working with IT to develop
a smarter system that automates this
process, she could free up time for her
case managers to focus on higher-impact
activities. This adjustment can accelerate
performance, as well as demonstrate that
the leader is invested in her team members'
well-being.
3. HARNESSING
COLLECTIVE
INTELLIGENCE
We know that leaders tend to rely on
their own expertise or that of their
colleagues with shared experiences.
They instinctively draw on familiar
solutions to address problems and
guide their teams. While this might
seem efficient, it often overlooks the
creative potential of a team's diverse
perspectives. The most successful
leaders today are those who create
simple, consistent paths for harvesting
diverse
perspectives. This strategy
moves leaders from relying on individual
input to building a collective intelligence
that capitalizes on the strengths of every
team member.
One way to accomplish this is by
sending out meeting agendas and
key discussion topics in advance,
encouraging team members to submit
their thoughts or questions through
a shared platform. This approach
provides space for everyone to
contribute without the pressure
of real-time discussion, which is
critical for introverted
employees
or those who need more time to
process ideas.
You might also rotate the people
selected to lead team discussions, as
well as inviting colleagues from different
departments who could infuse fresh
perspectives into your strategies. By
regularly shaking up your thinking and
making it easy for others to contribute,
you can create an atmosphere of
ownership and collaboration that sparks
greater innovation.
4. DEMONSTRATING
SITUATIONAL FLUENCY
Situational fluency is the ability to read
the room and adapt your approach in
real time, ensuring that interactions
are productive and aligned with your
team's needs. It's a concept that
goes behind the usual discussion of
emotional intelligence.
Leaders who possess skills in situational
fluency can seamlessly change course
without being tied to their own agendas.
They can sense when their team members
are overwhelmed or disengaged. More
importantly, they can pivot on the spot
and adjust their behavior to create a
better outcome.
THIS SHIFT DEMANDS THAT LEADERS
STEP UP - NOT JUST AS MANAGERS
OF WORK, BUT AS CHAMPIONS OF
THEIR PEOPLE'S POTENTIAL.
Consider Luis, a mid-level manager
leading a meeting about a new initiative.
Halfway through his presentation, Luis
noticed that his employees seemed
distracted and confused. Instead of
pushing through, he paused and invited
feedback. He identified the source of
the confusion and got the opportunity to
explain and clarify. He was also able to
connect the new initiative to some of the
team's past successes, which instantly
increased their confidence for tackling this
new challenge. By addressing concerns in
real time, Luis was able to get his team
back on board and increase buy-in.
5. CULTIVATING GROWTH
In today's workplace, employees are
craving more than just the satisfaction of
checking off daily tasks or hitting quarterly
targets. They want growth, purpose and
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Training Industry Magazine - Winter 2025

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