Andrew Block, SHRM-SCP, ACC

Step one is ensuring that the CEO has a clear understanding of the value EI can bring to her and the direct impact it can have on her business results and key stakeholders relationships. Once the CEO is bought into the value of EI and is committed to developing her’s, I would have her complete an EI assessment. This would provide a baseline understanding of her EI and introduce a EI framework to be used in ongoing coaching to develop her EI and increasing her decision making ability.

The ultimate role of a team is to work together to achieve the their shared goals and meet shareholders objectives. Harmony itself isn’t the goal. In fact, healthy conflict can be beneficial to the team in that it surfaces a diverse set of prospective and can foster innovation, so long as the interactions and communication is respectful. To set the team on a path to success, it likely makes sense as first steps to ensure everyone understands the context in which the team working, what their team’s purpose is, and the goals they are trying to accomplish together. Once this is understood and agreed to then establishing and committing to team norms and operating rhythms are important next steps.

Setting boundaries is key to a successful coaching relationship. I make it clear from the start by setting expectations regarding roles, communication and availability. It is also important to outline the specifics in the coaching agreement. This way, all parties stay on the same page, and the relationship remains strong and respectful. Healthy boundaries build trust and keep the coach/client relationship professional and respectful.

Three foundational elements have to be in place for trust to be built. 1) The belief that you have the capability and competence to deliver for the team, 2) The belief that you will put the team's interests ahead of your own, and 3) the belief that you will execute and follow through on the commitments you make to the team. Trust builds over time as you (and all team members) consistently uphold and deliver against these core elements.

It is important when building your network to include people with a wide variety of backgrounds, functional expertise and experiences to truly crate a valuable network that can provide you with advice and prospectives. You also need to give your network permission to be honest and push back when necessary and not just provide encouragement and validation.

I think embracing the opportunity to learn from failure is crucial for fostering a culture of continuous improvement and innovation. By allowing your team to view setbacks as learning experiences rather than end points, you empower them to take calculated risks and develop resilience. With that being said, it is also important to learn from the failure and make the necessary changes as to not repeat the failures.