Improving Organizational Performance With Dr. Margie Oleson

In the world of improving organizational performance through leadership and development, one name that stands out is Dr. Margie Oleson. With an impressive background working with notable brands like Target, Cargill, and Lockheed Martin, Dr. Oleson has dedicated her career to designing, delivering, and facilitating learning and development programs to improve team and organizational performance. 

In this blog, we engage in a Q&A with Dr. Oleson to uncover her insights into the ever-evolving landscape of leadership, the impact of the pandemic, and strategies for fostering high-performing teams.

Improving Organizational Performance With Dr. Margie Oleson

• What changes has the COVID-19 pandemic brought to the workplace, and how different is the current environment from the pre-pandemic period?

The COVID-19 pandemic significantly reshaped the workplace, triggering long-lasting effects. It introduced the “great resignation” and a notable shift toward remote work, although some organizations now embrace in-person and hybrid work models.

Before the pandemic, it was evident that virtual teams could perform as effectively as in-person teams with the right approach to virtual meetings. The pandemic expedited this transition, making virtual collaboration more prevalent. Success stories include organizations proactively addressing virtual work challenges, often surpassing in-person teams in performance.

Over the last two decades, the corporate world has faced disruptions like those in 2001 and the 2008 financial crisis, continually reshaping the business landscape. Presently, more corporations are demanding a return to office, citing a need for greater human connections to improve work effectiveness.

However, demanding in-person work without clear explanations can lead to employee dissatisfaction and potential talent loss. To address these challenges, leadership teams must prioritize trust, collaboration, and cohesive teamwork. This ensures all teams align and work together toward common goals, reducing firefighting and fostering creative problem-solving.

• What does “go after it” mean, and how does this proactive approach influence an organization? 

“Going after it” means adopting a proactive leadership and team development approach. It involves recognizing that leadership and team performance is not solely about inherent talent but a combination of knowledge and intentional behavior.

Organizations should start by equipping their leadership teams with the knowledge and understanding of effective leadership and high-performance team dynamics. However, knowledge alone is insufficient. The key lies in changing habitual behavior. As James Clear aptly puts it in “Atomic Habits,” we don’t rise to the level of our goals; we fall to the level of our habits.

Therefore, “going after it” entails intentionally transforming ingrained behaviors. Teams and leaders must identify these behaviors that hinder progress, break them down, and replace them with habits that drive high performance. This disciplined approach allows for manageable and sustainable change.

These proactive teams focus on improving meetings, enhancing communication, building trust, and aligning their efforts to achieve common goals. Establishing these fundamental behaviors and creating high-performing habits frees up valuable time and energy to address challenging issues or capitalize on emerging opportunities.

Ultimately, teams that “go after it” reap the benefits of improved organizational performance and become more agile in adapting to market shifts and navigating complexities.

• What’s your take on prioritizing experience over cultural fit and training when hiring and onboarding to build high-performing teams?

When building a high-performing team, the emphasis should be on hiring for cultural fit and then training for expertise. The traditional approach of prioritizing experience or expertise over cultural fit can lead to challenges. Here’s how a well-structured onboarding process can address this:

• A comprehensive six-week onboarding program ensures that new team members can always figure things out independently. During the initial week, they should be continually engaged and guided. The onboarding process should involve in-person interactions, whenever feasible, as a unique energy exchange and unconscious bonding occur in physical presence.
• New team members should participate in conversations, observations, assessments, and training. They should engage with existing team members and learn their dynamics and culture. This approach allows the team and the new member to assess the cultural fit and the alignment of values and priorities.
• After six to eight weeks, organizations can review whether the new team member truly fits the culture and whether they adapt effectively to the team’s expectations. Identifying any potential misalignments early in the onboarding process is far more cost-effective than down the road.

Promoting cultural fit over experience while still valuing expertise encourages a shared vision and commitment among team members. Over time, this approach can lead to a harmonious and high-performing team, fostering a sense of being part of a well-oiled machine that works together seamlessly.

• What does a junior team member’s first week of onboarding look like?

Onboarding, whether for a junior team member or someone with several years of experience, should involve a comprehensive six-week program that prioritizes the engagement and integration of the new team member. During the first week, the key elements should include:

• Continuous Engagement: The new team member should always be supported. They should actively engage in discussions, meetings, and interactions from day one.
• Observations: The onboarding process should include observing the leader’s work, interactions with other team members, and decision-making processes.
• Assessments: Assessments such as the Working Genius and DISC should be conducted to help the new member understand their strengths and how they can contribute to the team.
• Training: The new team member should receive targeted training on the organization’s culture, values, and priorities. This helps them align with the team’s expectations and shared vision. 
• Meetings: Participation in key meetings lets the new team member grasp the leadership’s strategic objectives and understand the organization’s goals.

• How can organizations ensure that new team members don’t feel isolated or left on their while making them feel like part of the group right away?

When onboarding new team members, the key is to make them feel like an integral part of the group from day one. Creating a comprehensive onboarding program spanning six weeks ensures that new members are continually engaged, guided, and involved in team activities and discussions. They should always be able to figure things out on their own.

The onboarding process should also include observations, assessments, and targeted training, allowing new members to know the team’s dynamics and culture. This helps the team and the new member assess cultural fit and align values and priorities. After six to eight weeks, you can review whether the new member truly fits the culture and whether they adapts effectively to the team’s expectations. This approach allows organizations to identify potential misalignments early in onboarding and take corrective actions if needed.

By fostering a sense of belonging and aligning new members with the company’s culture and objectives during onboarding, you create a harmonious and high-performing team where new members hit the ground running and contribute effectively from the start.

• What strategies should leaders employ to navigate the diversity of five generations in today’s workplace and promote inclusivity?

Navigating a diverse workforce, comprising five generations, is a significant challenge and opportunity for leaders. The first step in addressing this is to intentionally become a high-performing leader and lead a high-performing leadership team. This entails equipping leadership teams with the knowledge and skills to foster a culture of trust, clarity, alignment, and engagement.

One of the key problems with workforce diversity is when it’s not openly discussed and addressed. Many organizations avoid talking about age, background, or diversity-related issues, often labeling them as HR matters. However, it’s crucial to have open and strategic conversations about diversity, equity, and inclusion.

By implementing a framework emphasizing clear communication and accountability, leaders can create an environment where these discussions are welcomed and expected. Such a culture allows organizations to harness a diverse workforce’s collective creativity, knowledge, and experience.

Leaders must acknowledge the unique strengths and perspectives each generation brings. It’s important not to stereotype or make assumptions about individuals based on age. By building a culture of trust and openness, people from different generations can learn from one another, leading to a more prosperous and more innovative working environment.

Diversity and inclusion should be embedded into the organization’s core values and day-to-day practices. When people feel comfortable and encouraged to bring their whole selves to work, organizations can harness their diverse workforce’s potential.

• How can leaders create a culture of accountability within their teams?

Accountability is an essential aspect of creating a high-performing team. To establish a culture of accountability, leaders should take several steps:

• Clarity and Alignment: Ensure team members clearly understand their roles, responsibilities, and goals. Alignment between individual and team objectives is crucial. A lack of clarity in these areas can impede accountability.
• Regular Communication: Promote open and frequent communication within the team. Encourage team members to provide updates, share progress, and discuss challenges. Accountability thrives when people feel comfortable discussing their work openly.
• Supportive Leadership: Leaders must set the example by being accountable themselves. This includes acknowledging mistakes and being open to feedback. When leaders demonstrate accountability, it encourages their team members to do the same.
• Performance Reviews: Regular, ongoing feedback is more effective than relying solely on annual performance reviews. Encourage a feedback-rich environment where constructive feedback is given and received regularly, not just during formal evaluations.
• Habit Formation: Promote the development of habits and routines that support accountability. Encourage the team to follow through on commitments, meet deadlines, and be transparent about their progress.
• Consequences and Recognition: Establish clear consequences for unmet expectations and recognize and reward those who consistently meet or exceed their commitments. This reinforces the importance of accountability.
• Conflict Resolution: Encourage healthy conflict and open conversations within the team. When disagreements or issues arise, address them promptly and constructively.

• What are your thoughts on the traditional annual performance review process? Should it be maintained, adapted, or replaced with more frequent feedback mechanisms?

The traditional annual performance review process has its limitations and is increasingly being reconsidered by organizations. Many leaders and employees find that yearly reviews could drive performance improvement or development more effectively. However, it often leads to anxiety and frustration.

A more effective approach involves regular and ongoing feedback mechanisms, with the following benefits:

• Frequent Feedback: Frequent feedback allows for timely and relevant discussions about performance, goals, and development.
• Continuous Improvement: Regular feedback promotes continuous improvement by addressing issues and opportunities as they arise, rather than waiting for an annual review.
• More Relevant: Ongoing feedback focuses on current and future goals, making discussions more relevant to the employee’s work and career development.
• Better Engagement: Employees tend to be more engaged and motivated when they receive consistent feedback and recognition.
• Development: It provides a platform for coaching and development opportunities, ensuring employees have the support and resources needed to grow.

While many organizations are moving away from traditional annual reviews, some adapt the process by incorporating regular check-ins and ongoing feedback throughout the year. Ultimately, the key is to create a feedback-rich environment where feedback is valued and actively sought at all levels of the organization.

The goal is to build a culture of growth and development where feedback and performance discussions are integral to the team’s daily interactions. This approach not only fosters accountability but also supports employee engagement and advancement.

• What is the most crucial advice you would give leaders looking to improve their organizational performance and create high-performing teams?

The most crucial advice I can offer leaders is to embrace the journey of continuous improvement and personal growth. Leadership isn’t about having all the answers; it’s about creating an environment where your team can thrive and reach their full potential. To achieve this:

• Prioritize Clear Communication: Make sure your team clearly understands their roles, responsibilities, and goals. Foster open and honest communication.
• Cultivate Accountability: Build a culture of accountability where team members hold themselves and each other responsible for their commitments.
• Promote Inclusivity: Celebrate diversity and inclusion within your organization. Encourage different perspectives, backgrounds, and experiences to drive innovation.
• Lead by Example: Be the leader you want your team members to become. Demonstrate accountability, vulnerability, and a commitment to personal growth.
• Embrace Feedback: Create a feedback-rich environment where feedback is valued and actively sought. Use feedback as a tool for growth and development.
• Adapt and Evolve: Recognize that leadership is an ongoing journey. Be open to adapting and evolving your leadership style as you learn and grow.

Remember that leadership isn’t about perfection but about progress. By consistently working to improve yourself and the environment in which your team operates, you can create high-performing teams that achieve long-term success.