A leader asks how to keep teams performing under extreme pressure and tight deadlines. The answer: actively manage staff, develop people, hold regular priority conversations, and nurture culture. These practices create structure in chaos and keep performance high even after the leader leaves.
What do you advise them in order to sustain high performance, especially when it comes to being under extreme pressure and urgent timelines and uncertainty?
From the sustainability piece to it is, if you are following these pillars, if you are Managing the staff, if you are building your team, if you're helping them with constantly having conversations about priorities, are these the right priorities? This is what I need you to do this week. No, put that priority aside. So if all those things are happening on a regular basis, then you're just going to get there no matter what the uncertainty or what the change is. Because you're almost adding that structure to chaos. If you're doing all those effective behaviors and managing your culture and, and growing your people and doing it all the way down, you know, I know how happy the people are who are the individual contributors that report maybe 4 layers down from me. But I still know what they aspire to and what they do well, because I care about that, because I I may be gone someday. And if I want it to be sustainable way after I leave, then if I build this correctly, then it will be sustainable. And I can leave with integrity that says, I built a strong team. It's okay. Or if I leave and take a different position within the organization, you feel really great because your team is still high-performing because you've done that job as a leader.
Yes. Not because you've done all the work yourself and you've done all the deliverables yourself and you've done all the strategic planning yourself.
