I recently attended a dinner for Autism Speaks with a coaching client and his management team. To illustrate how those with autism can be included in mainstream activities, she told the story of an autistic boy in high school who discovered he could kick a football through the goalposts. He practiced so diligently he became the field goal and point-after touchdowns kicker for his high school football team. The speaker then showed a video of him kicking the winning field goal in the championship game and his team celebrating his achievement.
Once the video was finished, I looked in the room. It was obvious, while a room full of “male boys”, adding to those at our table and me, surreptitiously used their napkins to dry his eyes, as this young man’s video had created a genuine emotional effect on everyone in the room.
And if the speaker had looked for him, he would have noticed the effect of the video on the audience and learned that he had a “window of opportunity.” And, to seize this unexpected opportunity, you may have simply said something like: “While we appreciate the help and gifts you’ve made, we want you to provide more. Because young men and women, like the young man in this video, want as much help as I can to give them. “And the public, myself included, would have voluntarily given more cash to help Autism Speaks.
Instead, he thanked everyone for their gifts and left the stage. The moment passed, the audience regained its calm and the window of opportunity closed.
Unfortunately, team leaders do the same each and every day of the painting week. Opportunity windows occur daily when they interact with team members, other team members, consumers, and vendors. However, trained to be in consistent functionality mode, with their heads bowed and focused on the day’s responsibilities, team leaders are too busy to see them. And, like the presenter of Autism Speaks, they miss the opportunity to create a higher price by not even realizing that there is an opportunity.
Fortunately, this is a brain state factor because each and every interaction with team members and other stakeholders can provide a window of opportunity. But the window of opportunity is only there if team leaders are actively looking for it. And “active research” consists of those 3 requirements:
1. A team leader must be present. It’s just through spending enough time with your team members, seeing how they interact with other team members and doing their job, that a team leader can know enough about each of your team members to recognize when a window of opportunity seems to them. Hire. this individual team member.
3. A team leader will have to stand firm. Team leaders deserve not to believe just because they’ve committed to a team member that the challenge has been d. Within a week of participation, the team leader will have to keep up with the team member to find out if, in fact, the challenge has been done or if their help is still needed. The window of opportunity is not a “unique” opportunity. Stay open until the team leader has done everything imaginable to the challenge.
Here are some examples of opportunity windows that can take place every day if a team leader actively interacts with team members:
The ability to recognize an achievement.
He’s here to cheer.
The one to inspire.
He’s communicating.
He’s for training.
He’s to grow up.
Coach.
Because of the increased anxiety caused by the pandemic and its effect on the economy, it has become even more vital for team leaders to recognize those and other opportunities and respond definitively in the moment if they want to maintain superior performance. Obligatory to continue good fortune in those dubious times. “What ‘window of opportunity’ did I recognize today? It’s a question that every team leader deserves to be able to answer at the end of each day.
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El No B.S. Workplace Performance Coach: A trusted advisor who helps Americans and organizations to the highest levels of functionality at work. Read Paul Glover’s full executive
The No B.S. Workplace Performance Coach & Trusted Advisor, helping individuals & organizations reach higher levels of work performance. Read Paul Glover’s full executive profile here.