WITH OUR EXERCISE TO ACHIEVE STRATEGIC GOALS
Let's Talk, People: Episode 14
[00:00:00] Hi, I'm Emily Frieze-Kemney, host of Let's Talk People, where leaders come to bridge humanity and profitability. Informed by a couple of decades of work as a head of talent and leadership development, I'm here to amplify leaders so they can elevate everyone and everything they touch. Are you ready? Because it's about to get real.
[00:00:28] Let's talk people.
[00:00:36] One of the top reasons managers and leaders come to us for support, coaching, and skill-building—second only to giving feedback and handling difficult conversations—is driving higher performance with their teams. Often, leaders feel they have the right strategy, a great vision, and the opportunities are there. But for some reason, something gets lost in translation between their vision, what they believe they've communicated clearly, and the results their teams deliver.
[00:01:05] That’s why we’re focusing on this topic in today’s episode. We’ve also prepared a complimentary exercise for you to use with your teams. Head to arosegroup.com/resources. That’s the resources page on the AROSE Group website, where you can grab a copy of our free resource, “Deliver Higher Performance with the SAIL Framework.” Feel free to pause here, grab that resource, and come right back so you can follow along.
[00:01:41] Let’s dive in.
You might think the logical place to start would be setting priorities or jumping right into action. But I might surprise you with where I suggest you begin. Too often, we forget it’s hard to pour from an empty cup. Instead of jumping into "doing more," leaders often unintentionally overfill their teams' cups. This leads to burnout, depletion, and even resignations.
Instead, we’re going to start by filling people back up. Then, we’ll move into strategies to drive performance with focus and attention.
[00:02:22] The first part of this exercise is about reflecting on the past—a “look back.” This reflection can cover the last few months or the entire past year; you define the scope. Start by asking each team member to identify three things they feel most proud of and why. They can do this reflection individually or during a team discussion.
This exercise does three important things:
It fills people’s buckets by helping them see what they’ve accomplished, reinforcing their belief in their capabilities.
It gives you, as a leader, insight into what they are passionate about. The things they share won’t be random; they’ll likely highlight areas of interest and energy for them.
It fills your bucket because your success as a leader is tied to the collective success of your team.
[00:03:31] Next, have your team think about and express appreciation. Ask them: Who are three people they appreciated most in the past period, and why? What impact did these individuals have? Encourage them to share this appreciation, whether it’s directed at team members or others in the organization.
This practice not only builds stronger connections but also fosters a culture where people feel seen and valued—not just by their manager but by their colleagues too. This is far more powerful than any individual recognition you could provide alone.
[00:04:40] Finally, ask your team: What are the three most important things you’ve learned? Reflection on learning reinforces the idea that every experience—whether good or bad—provides an opportunity for growth. It also nurtures a culture of continuous improvement and self-directed reflection, empowering your team members to own their development.
[00:05:22] These “look back” exercises fill people’s emotional and psychological buckets, teach the value of appreciation, and encourage a mindset of continuous learning.
[00:05:42] Now, let’s shift to looking forward. This part is about generating energy and excitement for the future. Ask your team:
What excites you most about the opportunities ahead?
What do you feel you can contribute to these opportunities?
What do you want to learn to enhance your contribution?
These questions reveal where your team’s passions and skills align with your organization’s goals. That alignment creates the magic of incremental effort and performance.
[00:07:20] Lastly, ask your team: What clarity or support do you need from me or from leadership to feel set up for success?
When team members express needs—like additional resources, budget, or less bureaucracy—it’s crucial to approach their feedback with curiosity rather than defensiveness. Ask follow-up questions to better understand their perspective and the underlying challenges they face.
[00:08:30] With these foundational exercises complete, you’re ready to activate higher performance using the SAIL framework:
Sensing: Gathering data and perspectives.
Aligning: Enlisting, enabling, and engaging stakeholders.
Implementing: Executing with clarity and purpose.
Learning: Reflecting and improving.
SAIL is not linear; it’s a continuous, iterative process.
[00:08:53] The first step in SAIL is sensing. This involves gathering input and data to inform decisions and actions. Yes, past experiences are valuable, but they can also skew our perspective if relied upon too heavily. Effective sensing requires looking at both what we already know and seeking additional insights from diverse perspectives.
Ask yourself:
What input and insight do we need to make informed decisions moving forward?
Who else do we need to engage?
This includes people on the ground who have firsthand knowledge of the work—people whose perspectives you don’t normally hear. It’s about gathering both data and human insights. Inspiration can come from anywhere: competitors, adjacent industries, or even non-work environments. Think of standing at the top of a lighthouse, looking out through multiple panels of glass. Each panel offers a different perspective. The goal is to look out through as many panels as possible.
[00:11:28] Once you’ve gathered insights, the next step is aligning. This involves bringing the right people together to take action. Just because someone works for you doesn’t mean they’re automatically on board. Think about the ecosystem of stakeholders: colleagues, customers, suppliers, leadership.
To align effectively, you need to:
Enlist: Communicate goals, needs, and expectations clearly while seeking buy-in.
Enable: Assess whether team members have the capabilities and support they need to execute. Often, performance issues stem from capability gaps rather than a lack of motivation or accountability.
Engage: Motivate others by understanding their needs and desires. Use a design-thinking approach to ask: What do they need to see, hear, feel, or say to be fully engaged?
Aligning is about more than just communication; it’s about creating shared ownership of the outcomes.
[00:13:38]Now we move to the third step: implementing. This is where action happens. However, successful implementation requires proper groundwork. Otherwise, you risk misalignment, unfocused effort, or unmet expectations.
Key elements of implementation include:
Performance Expectations: Be specific about what needs to be done, how success will be measured, and ensure alignment with broader organizational goals.
Roles and Responsibilities: Clearly define what each team member is responsible for and how their contributions fit into the bigger picture.
Support Structures: Help team members plan their day, week, and workflow to be as effective and efficient as possible.
As a leader, your role is to diagnose where support is needed and empower your team to structure their work for success.
[00:16:34] The final step in the SAIL framework is learning. This step ensures continuous improvement and growth. High-performing individuals and organizations are insatiable learners.
Key learning questions include:
What am I curious about?
What do I need to learn to stay relevant or get ahead in my role?
What did I learn from implementing, and how can I improve for the future?
By fostering curiosity and reflection, you encourage your team to not only enhance their skills but also stay motivated and energized.
[00:17:54] SAIL is an ongoing, infinite loop. The moment you stop sailing, you lose momentum. As soon as you complete the learning phase, you’re ready to sense again, align, implement, and learn. This framework can be applied to one-on-one meetings, team discussions, annual planning, and more.
[00:19:05] Let’s recap. Driving individual, team, and organizational performance starts with filling people’s buckets through reflection, appreciation, and learning. Then, it’s about aligning around shared goals, implementing with clarity and purpose, and continuously learning to improve.
[00:19:57] For this new year, we’re excited to introduce a special segment where we’ll address your toughest people management and leadership challenges. Send in your questions or situations for free coaching that will not only help you but also inspire others in our Let’s Talk People community.
You can email your questions or send an audio memo to Abigail at abigail@arosegroup.com. We’ll anonymize your submissions to ensure confidentiality.
[00:21:02] Thanks for joining today’s episode of Let’s Talk People. For more insights, visit arosegroup.com and connect with me, Emily Frieze-Kemney, on LinkedIn and Instagram.
If you’re enjoying the show, please follow, share on social, and leave a rating or review in your podcast app. It helps other listeners discover us.
That’s a wrap, friends. Until next time, when we come together to talk people.
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