What do you need to improve? You might be learning a musical instrument, trying to practice your sport, working on a personal habit, or reviewing a work project but all these diverse pursuits have a common need if you want to get better. You need to review what you have done and work out how to progress.

This is the simple premise behind the concept of continuous improvement, a critical element of deliberate practice and fundamental to having a growth mindset. And it is not just on the individual level. High-performing teams achieve their level through the pursuit of better. And we all know that right? So why is the process often so difficult?

Well, we will come on to some of the challenges later but my experience as a leadership coach, a senior manager and from competing in high-level sports is that there are three powerful questions that can unlock high performance in individuals and teams. 

The challenge with reviews 

I know how important it is to review and improve performance, but my heart often sinks when I see a review session in my diary. And, if I get a pop-up message on my screen or an email in my inbox asking me to fill out a questionnaire, it is rare for me to engage with it. Why is that?

The main challenge is time. Often requests to fill in questionnaires will try to be reassuring by saying “it will only take 10-15 minutes to complete” whereas I am thinking of a million other things I could be doing with that time. Then there is the problem of review overload. Everyone wants feedback and online systems make it much easier for businesses to ask. Whatever product or service you purchase, no matter how small, is likely to prompt a request for your opinion. This bombardment can instil a negative association with the feedback process, and that’s a problem. 

The challenge is that we can feel that way with things that really matter to us, such as our personal development or our performance at work. This challenge is multiplied even further if you are a manager or trying to lead a team through a review process.

When you should hold a review

So, when it comes to things that do matter to us and that we should review then we must be smart about it. The timing and the time involved are both vital. The timing is critical because a review should be conducted as soon as feasible after the event so that the details – including the feelings – are still fresh. The time is important as it needs to be concise. The exact amount of time will be dependent – and largely relative to – the importance and size of the thing we are reviewing. For example, we might only need a few seconds to review our choice of coffee in the morning, but we would probably want a larger amount of time set aside for that six-month work project.

It is worth mentioning that as well as these post-event reviews it is also worth planning for periodic times of reflection. At the micro level these can happen daily (and this is where journaling can really help) but I also find it helpful to do personal reviews about every six months, and I usually do these on vacation or on a specific retreat.

At work, it is usual to have some sort of annual review but as an employee or line manager, you don’t want to wait a whole year to work out whether your performance is up to scratch. Little and often is generally a better approach with a more formal and in-depth review (usually backed up with a written report) in the 6 and 12 monthly timeframes. 

The simplest way to run a review session

When it comes to a review process, I like to take Einstein’s principle of:

“Make things as simple as possible but no simpler.”

In other words, it should be concise, and to the point, but still provide the feedback we need. If the process is too complicated or long, then it is hard to get the engagement required for quality criticism.

I have led or been involved with many review processes, from taking large organisations through strategic overhauls to coaching individuals on achieving personal goals. At either end of the spectrum, I find that the process largely boils down to three important questions:

• What should we stop doing?
• What should we continue doing?
• What should we start doing?

Continuing with the ‘Rule of 3’, I equate the process to a set of traffic lights. The red, amber, and green lights become:

• Red – What should we stop?
• Amber – What should we maintain?
• Green – What should we start?

The great thing about this system is it is simple to remember and largely self-explanatory but let’s look at some examples under each heading.

Red – What should we stop?

If we want to improve then there are always things that we need to stop doing, whether as a team or an individual. 

Sometimes these are obviously negative things. For example, if our personal goal is to lose weight then we probably need to stop eating those sweet treats. If a team culture is poor then we might need to stop negative behaviour such as talking negatively about people rather than having the necessary challenging conversation.

But not all things that we need to stop are wrong in themselves. As highlighted earlier, time is vital. It is the one finite resource, so sometimes we need to stop good things to allow us to concentrate on the most important thing. As Jim Collins, author of Good to Great, famously put it:

“Don’t let the good be the enemy of the great.”

This concept is critical to good prioritisation. Thus, work out what you need to stop, in order to put first things first.

Amber – What should we maintain?

The amber light prompts us to think, should we keep going or not? In the review process, it allows us to identify the things we should keep doing, at least for now. A lot of things generally fall into this category, so it is worth concentrating on the things that generate the most progress overall.

Therefore ask, what are the activities that have the greatest effect? Which behaviours are creating the optimum culture? Which habits are building towards success? 

Use these questions to identify the things that are giving you positive momentum. Referring back to Jim Collins again, these are the actions that become the fly-wheel; small activities that can build momentum and eventually drive you forward. Or as Darren Hardy, author of The Compound Effect puts it:

“Consistency is the key to achieving and maintaining momentum.” 

So, what are the things that if you keep doing them consistently will help you achieve your aim?

Green – What should we start?

Finally, the green light is to highlight new things to start. This can sometimes be related to red and amber issues. For example, you might want to stop something (a red issue) to allow more time to do something you already know to be positive (in the amber).

This green zone is also a place for creativity. Active experimentation is one of the vital steps in Kolb’s learning cycle, in other words, without experimenting we don’t actually progress. Hence, it is important to brainstorm new ways to approach the challenge, give it a go, and fail if necessary. 

It’s worth noting that this principle is also key to the lean start-up methodology of build, measure, learn or the agile approach where trying, testing, and reviewing are fundamental to the process. Therefore, keep trying new things until you find the ones that work. Or as Thomas Edison (oh yes, he of the lightbulb legend) exclaimed:

“There is a way to do it better — find it!”

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Failing is fine, but review what you have done if you want to fail forwards

Leadership guru John Maxwell agreed with Edison when he suggested:

“Fail early, fail often, but always fail forward”

Having an effective review process allows us to do just that. We need to act, we need to experiment, but we need to reflect on what we have done if we don’t want failure to undermine our progress.

So, use the traffic light system to focus on the most important questions to consider. Ask yourself or your team:

• Red – What should stop?
• Amber – What should keep happening?
• Green – What could be started?

You can take a few seconds even now to think about your day. Ask yourself these three questions and see if you need to adapt your priorities. It’s a great exercise, even if just to confirm you are on the right track!

What are your personality traits or preferences? Do you have the right personality type for the job you are doing? How can the Big 5 or OCEAN model help you?

This is a potentially controversial question. Popular culture tends to support the idea that we can do anything we want to if we put our minds to it. However, psychological research suggests that we can be better suited to specific roles. And this is an insight that many individuals and organisations put to good use.

For example, NASA (the National Aeronautics and Space Administration) use the science of personality types to help select astronauts for specific missions.  NASA use questionnaires to understand the psychological profiles of potential team members and have done extensive research into which personality types are best suited to different sorts of assignment.

The questionnaires NASA employ use the Big 5 personality traits. The Big 5 (also known as the OCEAN model) includes measuring openness, conscientiousness, extraversion, agreeableness and neuroticism (more on these later).

Space age psychology for today’s challenges – why we need to understand personality

So, what about life and work beyond space exploration? Is personality important? We might not be aspiring astronauts, but the evidence suggests that the psychology of personality types is important no matter what we do.

I am a great believer in self-discovery as foundational to fulfilment in life. And once again I am not alone in this. From Socrates to Stephen R. Covey, the history of personal development emphasises the importance of self-awareness.

Whether you are an individual, trying to find your vocation, or a manager, wanting to find the right person for a role, this means that the subject of personality type is an important one.

Many people have taken personality tests of one sort or another and there are other popular tools out there. The best-known is probably the Myers-Briggs Type Indicator® (MBTI®) and this was the first such test I took. But, due to my experience with these tests – and the weight of scientific evidence – I don’t recommend MBTI. You can find out why in my article Much Too Jung (The Problem with Myers-Briggs Personality Tests).

I have utilised many psychometric tests in my work, and I now prefer using the Big 5 (OCEAN) model. The Big 5 is the preferred standard test of most psychologists and has been adopted by many employers (such as NASA). The OCEAN model emphasises personality traits rather than types.

Is personality more about traits or types?

The difference between traits and types reflects the distinction between analogue and digital. Traits are analogue as they measure aspects of character on a spectrum. For example, we might be more or less of a team player. The Big 5 (OCEAN) model uses this approach to understanding personality.

Personality type theory is more digital, saying that some either is or isn’t of a certain sort. For example, a test using the ‘type’ approach will say you are either extroverted or introverted. It does not illustrate to what degree you are either introverted, or extroverted, and the same with other traits. In other words, it is less nuanced. The Myers-Briggs test uses this more binary approach of typology.

One downside with type theory is that you can start to identify as a fixed kind of character and, even worse, start to think of that type as either positive or negative. This is unhelpful. Personality traits are about preferences and these preferences are not necessarily good or bad, they are not ethical judgements. Also, personality, traits and preferences are not fixed. They can change situationally and over time. For example, I have grown more confident over the years; that element of my personality is not fixed.

Therefore, in my experience, there is no one ‘right’ personality type, but different people thrive in different situations. And the science backs me up on this. That is why the psychological study of personality and the science of identifying personality types has grown in scope and importance.

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What is the right type of personality for your organisation?

Here it is also worth noting that businesses can fall into a trap, thinking they need to broadly recruit people with a specific personality type. This is harmful, at the macro level, as businesses (and society as a whole) benefit from having a healthy mix of personality types. Diverse personalities provide cognitive diversity and people who can thrive in the diverse roles that every team or tribe needs.

For example, NASA, at the organisational level, will employ a wide range of people, not dependent on personality type. Even astronauts are diverse in character. Personality is taken into account for specific missions but that is not the only selection criteria (by a long way!) And remember, the astronauts are not the only part of the operational team; it’s just that the larger part of the team is stuck on Earth.

So, be careful when using personality profiling to help pick a team. But to see how it can help us, let’s take a closer look at the psychological model that NASA uses.

What are the Big 5 personality types and what does OCEAN stand for?

The Big 5, which stands for five personality traits (also known by the acronym OCEAN) was developed by a series of researchers but is most closely associated with the work of Paul Costa and Robert McCrae. The 5 traits of the OCEAN model are:

O – Openness

C – Conscientiousness

E – Extroversion

A – Agreeableness

N – Neuroticism

The traits are generally measured by the use of psychometric tests (questionnaires that indicate preferences) and the scores are expressed on a scale or spectrum. There are many tests available, some even for free. But, whether paid or not, make sure whatever test you use comes from a recognised provider with proven credentials if you want to trust the results.

One free resource I often use is https://openpsychometrics.org where you can find a variety of tests including the Big 5 model.

The Big 5 (OCEAN) personality traits explained

Here is an explanation of each of the Big 5 traits:

Openness

Openness is the degree to which people are open to new experiences and ideas, being creative, having imagination and creativity. Less ‘open’ people prefer routine and deep, specialist knowledge.

Conscientiousness

The more conscientious a person is, the more organised, disciplined, and hardworking they tend to be. Less conscientious people tend to be more impulsive and disorganised.

Extroversion

Extroverts get more of their energy from external stimuli. They tend to be gregarious, outgoing, positive, enthusiastic, and assertive. Introverts get their energy more internally. They tend to think more before speaking, prefer fewer (but deeper) relationships and retreat from others to recharge.

Agreeableness

A more agreeable person is more likeable, cooperative, and trusting. They tend to be warm and good-natured. Less agreeable people are less trusting, more critical, and often prefer to work alone.

Neuroticism

The higher a person is on the neuroticism scale, the more they worry. They tend towards negativity and are more prone to depression and anxiety. Less neurotic people are calm, even-tempered, and more secure in themselves.

Applying the Big 5 personality traits – an example

By way of an example (and to show any given trait is not good or bad) we can once again consider NASA astronaut selection for different missions. Let’s take one trait, that of agreeableness in this instance.

For a mission of a long duration, with people stuck in close confines such as a trip to Mars, you want people higher on the agreeableness spectrum. That is because they are more likely to work well as a team (and not rub each other up the wrong way!) This is similar to the type of person selected to serve for long durations in Antarctic research stations.

By contrast, someone completing a solo mission might be better off having a lower agreeableness rating as they will need to be happy working on their own, with no company, for long periods.

So here we can see it is not that agreeableness is good or bad. Where someone lands on the spectrum just indicates tasks or roles they are better suited to, but this is situational and just one factor to take into consideration.

Example of the Big 5 Personality Traits for selecting team roles

I put this knowledge to good use when working with a team fulfilling a security contract there were two main roles that team members needed to play.

The first was surveillance. This was generally done by small teams who often had to stay together, in a confined space, doing monotonous work for extended times. Here the preference was for characters that showed high conscientiousness, as they tended to be more disciplined and enjoyed routine. They also had high levels of agreeableness, meaning that they were less likely to rub people up the wrong way when stuck together for long periods. The best operators tended to be slightly more introverted as well.

The second role was speaking to people to gather information. Here the preference was for more extroverted characters with high openness scores. These sorts of team members enjoyed the outgoing role and the new experiences created by meeting lots of people. By contrast to the surveillance specialists, these operatives had lower conscientiousness ratings – meaning they were more impulsive – and did not need to have the same high agreeableness scores.

How the Big 5 (and other personality tests) can help or hinder us

As we have seen, the study of personality types has become important for NASA, especially as they try to answer the tricky question: who are the right sorts of people to send on a mission to Mars? But how about us? Why should we bother trying to quantify our personality?

Taking a personality test, especially one using the preferred Big 5 (OCEAN) model, can be beneficial in aiding self-awareness. Traits show preferences and help us to identify our strengths and weaknesses. It can help inform us of roles that we might prefer and excel in (and others where we might struggle).

But personality is not fixed. Therefore, we must be careful not to identify too closely with personality types as this can get us into an unhealthy fixed mindset. This is why we focus on traits. Each trait sits on a spectrum that can change with circumstance and time. We also need to be careful not to think of our personality as good or bad. And, if we feel our personality has room for improvement, then the evidence shows that we can change.

People change and teams need to be diverse. Therefore, we need to be very careful when using personality tests to select people in an organisation. Most organisations require various personalities to thrive, and personality is just one factor – among many – to consider in individual and team performance. But you can use personality profiles, to work with individuals, to make sure they are in the best role for them – a place where they can thrive and contribute using all of their strengths.

Why more and more C-Suite Leaders are getting executive coaching

Why would a senior executive want a coach?

There are many assumptions that people make (including senior leaders) which can create a negative answer to this question. Executives are seen as having achieved a great deal, so what further goals would they want to accomplish with a coach? They are already at the top of an organisation, so what more do they have to learn about leadership? Some leaders are even worried that having a coach might seem to be a sign of weakness, a crack in their façade of being the infallible commander. So why seek assistance?

But as we look at these assumptions we can see where the falsehoods lie. No matter what we achieve in life, there is always something new to strive for. Despite rising to a high position, we can always learn more about leadership. And wanting to be better, and getting help to do so, should never be seen as a sign of weakness.

And how do I know this? Well, I have worked in various senior leadership positions, I have been coached and am also an executive coach. Having had experience on both sides, I can offer some reasons why I see an increasing number of senior executives invest in coaching.

In my experience, several factors make coaching attractive to executives. Coaching supports decision-making, provides space to think strategically, supports personal development, provides a confidential space to talk about concerns and allows leaders to focus on their work-life balance. Also, I have found that investors and board members encourage it.

Being an executive means making hard decisions

An Executive, by definition, is someone who makes decisions and puts them into action. Senior executives generally have a lot of experience they can lean on when making decisions. But being at the top, particularly being the CEO, means that you will face novel choices and situations.

Even with some prior knowledge, the stakes are higher. Take conflict management for example. A breakdown in relationships may have a small operational effect at a lower level, whereas at the board level, it can bring a whole organization down. This is where the opportunity to talk through decisions can be vital.

The challenge increases further for CEOs, directors, and senior leaders in start-ups. Founders and entrepreneurs can rapidly find themselves in leadership positions that are not only outside of their prior experience but also put stress on their passions. Senior leadership can challenge the gifts that got the idea off the ground in the first place. What’s more, as an organisation grows, the management style needs to change, and leaders need to recognise this if they want growth to continue.

Vision and strategy require time to think

The higher you climb up the leadership ladder the more demands there are on your time. Above other demands, the most important thing as a leader is to set the direction for the team. Most people would agree that you need quality headspace to refine the vision and strategy for an organization. But often these same people struggle to do so. It takes real discipline to carve out time to think in a busy schedule.

Coaching can provide a thinking environment. A good coaching experience should be a place where a person feels completely at ease. It provides more than just a sounding board; it is a creative exercise. Coaching is a place where assumptions can be challenged and overcome.

Visionary leaders such as Steve Jobs, Eric Schmidt, and Bill Gates knew this and used coaches to help them. Whatever level of leadership we operate at, this fact should give us pause to think about what we could achieve with a coach. It certainly challenged me. Now, despite my leadership position and the fact I am a coach, I still have a mentor and coach of my own.

The higher you go, the harder it is to find a mentor

Having brought up the topic of mentors, it is probably worth pointing out that there are differences between coaching and mentoring. There is a lot of overlap but generally, mentors are someone more senior or experienced in your sphere of work. A mentor is someone who can guide you and open up new opportunities in your line of business.

Therefore, it goes without saying that the higher up you go the harder it is to have a mentor of this type. That does not mean you shouldn’t look for a mentor if you are in a senior position, but it does mean that coaching becomes even more important to help with your personal development.

It can be lonely at the top

Even at the top of the pyramid, you need a good team. Within an organization, the number of people who you can reach out to support you are fewer and therefore senior leaders must have a network that expands beyond their immediate situation.

At the top level, especially as a CEO, there may be no line manager to lean on. As mentioned previously, it is harder to find a mentor. Family and friends, therefore, become ever more important but at the same time, it is often unfair to overly burden them with work concerns.

Many important issues are hard to discuss with work contacts, family, or friends. Take for example talent management. When you are considering the sensitive subject of hiring and firing people it requires a level of confidentiality and objectivity. Many C-level executives find that a coaching environment can provide the appropriate context.

You can say what you were too scared to say to anyone else

Even with a great network of friends, colleagues and even mentors, some concerns are hard to share. Sometimes people don’t want to appear vulnerable in a work context, at other times the issues are just too sensitive.

The confidential nature of a coaching relationship can provide a safe environment to explore any subject. In a good coaching relationship, any challenge can be discussed, without judgment or unsolicited advice.

As a coach, I have listened to issues of the most personal nature from leaders at the top of business, government, and international organisations. Many of these things have been so sensitive the person has not even shared them with their closest family. When these sorts of challenges come up for executives it is vitally important – for their own health, as well as that of their family, friends, and team – that they have someone they can speak to in total confidence.

Maintaining life-work balance

Being a senior leader is rarely (if ever) a 9–5 job. Even if you can contain your office hours, the concerns and demands of leadership will go far beyond the average working week. The lines between work and other aspects of life can also become blurred. Balancing priorities of leading an organization alongside other roles we have — be that spouse, parent, friend, or whatever — can suffer in the competition.

The phrase ‘work-life balance’ makes the choice sound binary but for those with significant management responsibility, this is rarely the case. It is more akin to spinning multiple plates than just choosing between two things. Coaching, for people at the boardroom level, can help take this into account. Life must be looked at holistically and coaching can help explore how values and priorities play out in every area of life.

I have got it wrong and burnt out. I use my experience to help others to hopefully avoid the same car crash, but unless you know how to best monitor the dials on your dashboard, you are at risk.

Investors and board members increasingly want their leaders to be coached

When new leaders step into a top-level position or entrepreneurs go after funding, board members and investors alike hedge for success. Increasingly, oversight boards and investors want to ensure continued good leadership of an organization as well as the potential for good financial returns. That is because — often through bitter experience — investors and shareholders have learned that without effective leadership they are unlikely to see a return on their investment.

Investors and advisors are therefore looking favourably — and sometimes even mandating — that the executives they are investing in financially are also investing in coaches to assist the leaders as they navigate the challenges that come with success. This is particularly true for accelerated start-ups and businesses seeing exponential growth as these challenges can outmatch even the most competent manager.

Do I need a coach or mentor, especially if I am in a senior leadership position?

Need is a strong word but yes, a coach can certainly help.

Yes, I am biased. I am a coach so of course I am going to say that people can benefit from having a coach. But don’t take my word for it. In the words of one CEO that I coached:

If I could change anything in my CEO career, I would have had a coach from day one!

An increasing body of scientific evidence shows that we learn faster and more effectively when coached, so both anecdotal and academic evidence support the efficacy of coaching at every level, but especially for those who are (or aspire to be) in the highest leadership positions.

So, no matter what level of responsibility you hold at the moment, take a second to think about the points above:

• Do you need to make some difficult decisions?
• Would you like more time to think about the future?
• Do you want a relationship where you can be completely open and honest?
• Are you struggling with work-life balance?

If the answer is yes to any of these questions, then you might want to consider a coach. If that is the case, please do drop me a line via the contact page for a free initial consultation.