Eero Sikka’s Post

Patrick Lencioni's work on team dynamics makes it clear: the highest-performing teams are built on trust and commitment to a shared purpose, not on individual recognition. Yet there’s an important nuance. In leadership and in adult development theory, there’s a difference between needing credit and being acknowledged. The need for credit often stems from an earlier stage of our development, when our sense of self-worth relies on external validation. It can quietly erode collaboration and create subtle rivalries. Acknowledgement, however, is different. It’s not about feeding the ego, but about recognising contribution in service of something larger than self As leaders, we serve our teams best when we encourage them to move beyond the need for external validation, whilst still fostering a culture where contributions are recognised and celebrated. This is the paradigm shift that enables your team members to lead for the collective rather than for the self. Small teams can achieve extraordinary things when no one is chasing the spotlight. But they thrive even more when every member knows their work matters, whether or not their name is attached to the result. If you’re leading a team right now, what else could you be doing to help them grow beyond ego and towards shared purpose? And if you’re part of a team, what might be possible if everyone let go of the need for credit? #executivecoaching #teamcoaching #acknowledgement #conciousleadership #teamdevelopment #highperformingteams #adultdevelopment

Everyone's looking for ways to cut costs. But there's one hiding in plain sight - right in your leadership team meetings. In these crazy economic times Many leadership teams are looking For ways to save some money. More often than not, they miss an obvious one… → All the wasted $$$ baked into how they work together Why do so many leadership teams miss this one? Well, they accepted their poor dynamics as the norm And now, they see this as the cost of doing business. They are nose blind to their team dysfunctions and They are also nose blind to the cost of these issues. For kicks, think about it…  On your team, what is the cost of some of these issues: → The lack of shared priorities → The amount of time to make a decision together → The time it takes to act on team decisions (if at all) → The cost of the conversations your team avoids → The lack of commitment of your disengaged team members The more of these you can address,   The more time and $$$ you will save… But here's the catch: you can't fix what you can't see. The leadership teams I work with… → Learn how to have productive meetings together → Learn how to make decisions together → Learn how to hold each other accountable in a healthy way. How much more could your team accomplish  If you managed to eliminate some of these invisible costs?

The Fine Line Between Self-Promotion and Leadership Visibility Recently our team met to start preparing for 2026. The tone of the discussion centered on strengths not just as individuals but as a team. While we identified some areas to improve, I also saw how much the team has accomplished. After the meeting I’ve been stuck on a question: how do I self-promote myself or my team without messing it up? Talking about the good work you or your team are doing can feel uncomfortable. It’s easy to worry that it’ll come across as bragging or self-promotion. But we all know the truth, visibility matters. Leaders can’t champion what they don’t see. Sharing outcomes helps them understand where you’re adding value, that they made a strong hire, and that the team is delivering results that move the business forward. The risk is in how it’s presented. If the message sounds like “look what I did,” it can come across the wrong way. But when it’s framed as “here’s what we learned, improved, or delivered as a team,” it builds credibility, not ego. While I’m still working on this myself, here’s my foundation: 1. Reframe it as sharing value. Focus on what others can take away from the example. 2. Use “we” more than “I.” Even when you led the effort, acknowledge collaboration. 3. Tie results to purpose. Show how the outcome helped a customer, improved efficiency, or followed a company value. 4. End with gratitude. Recognize the team, partners, or leadership who helped make it happen. One phrase I read recently fits perfectly: visibility isn’t arrogance, it’s alignment. The goal isn’t to show off; it’s to show up. To share what’s working, give credit, and help others grow from it.

🚫 The “Team Player” Trap 🚫 Over my years as an EOS Implementer, I’ve seen hundreds of company core values and one of the most common is also my least favorite: 👉 “Be a team player” It sounds great, but the problem is that it's often (to be clear, not always) used to put perfume on a skunk — trying to cover up for poor leadership and management. Here’s what I typically see: Roles and responsibilities aren’t clearly defined (leadership issue) — so everyone’s expected to do everything. Expectations exist, but accountability doesn’t (management issue) — management is avoiding the hard conversation with the problem employee, so others are asked to “pitch in” under the banner of teamwork. The result? Good people get burned out doing work that doesn’t belong to them. If you’re pointing a finger at someone for “not being a team player,” take a moment to notice the three fingers pointing back at you. Have you created organizational clarity around roles and responsibilities? Have you clearly established expectations for all your people? Are you holding everyone accountable? #leadership #management #LMA #EOS #EOSimplementer #entrepreneur #corevalues #teamplayer

𝗪𝗵𝗲𝗻 𝗧𝗲𝗮𝗺 𝗟𝗲𝗮𝗱𝘀 𝗚𝗼 "𝗪𝗶𝗹𝗱" In every organization, 𝘛𝘦𝘢𝘮 𝘓𝘦𝘢𝘥𝘴 play a crucial role — they’re the bridge between strategy and execution, between the people in headquarters and those in the field. And yes, a good test of seniority is this: as you rise, you either manage 𝘮𝘰𝘳𝘦 𝘱𝘦𝘰𝘱𝘭𝘦 𝘰𝘳 𝘮𝘰𝘳𝘦 𝘱𝘢𝘱𝘦𝘳. Over the years, I’ve witnessed and mentored many wonderful Team Leads — inspiring, fair, and growth-oriented. But I’ve also encountered the 𝘵𝘩𝘳𝘦𝘦 𝘸𝘰𝘳𝘴𝘵 𝘬𝘪𝘯𝘥𝘴— straight out of the jungle. 𝗧𝗵𝗲 𝗠𝗼𝗻𝗸𝗲𝘆 𝗟𝗲𝗮𝗱𝗲𝗿 You may remember the story of the monkey who was made king. He jumped from tree to tree all day, claiming he was working hard — but the forest saw no results. These leaders are always (and visibly) 𝘣𝘶𝘴𝘺 but rarely 𝘱𝘳𝘰𝘥𝘶𝘤𝘵𝘪𝘷𝘦. 𝘛𝘢𝘮𝘢𝘴𝘩𝘢 replaces the real work. 𝗧𝗵𝗲 𝗖𝗿𝗼𝗰𝗼𝗱𝗶𝗹𝗲 𝗟𝗲𝗮𝗱𝗲𝗿 Powerful, lazy, and manipulative. They move little, but when they do, it’s to strike. Their teams live in fear — and their survival depends on flattery or silence. They feed off their team’s achievements but contribute little themselves. 𝗧𝗵𝗲 𝗛𝘆𝗲𝗻𝗮 𝗟𝗲𝗮𝗱𝗲𝗿 Masters of nepotism and divide-and-rule. They promote coteries, silence dissent, and care only for their own pack. For them, loyalty matters more than competence, and ambition more than collective good. If you are a Team Lead or aspire to be one: Don’t just stay 𝘣𝘶𝘴𝘺, be 𝘦𝘧𝘧𝘦𝘤𝘵𝘪𝘷𝘦. Don’t just wield 𝘱𝘰𝘸𝘦𝘳, earn 𝘳𝘦𝘴𝘱𝘦𝘤𝘵. Don’t just build 𝘧𝘰𝘭𝘭𝘰𝘸𝘦𝘳𝘴, nurture 𝘧𝘢𝘪𝘳𝘯𝘦𝘴𝘴 𝘢𝘯𝘥 𝘵𝘳𝘶𝘴𝘵. Because nobody wants a monkey, crocodile, or hyena to be their manager/leader! 🙂 #Leadership #PeopleManagement #TeamCulture #MiddleManagers

Had a great conversation with Richard H. yesterday about staff engagement, ownership and culture - and what it really means to manage and lead a team. I’ve always believed that most people come to work wanting to do their best. The real work is in creating the right conditions around them. Leadership isn’t only about managing down but it’s also about managing across. Our peers are just as much our team as those who report to us. That’s where shared ownership for complex problems starts, and where accountability truly sticks. Amy Edmondson 's work on teaming and psychological safety captures this well - effective teams aren’t defined by hierarchy, but by how people coordinate, learn and take joint responsibility. I keep reminding myself of this - managing across takes deliberate attention, not assumption. It’s easy to slip back into focusing downward when things get busy, but real collaboration depends on keeping that balance in view. #Leadership #TeamCulture #Accountabilty #TeamClimate

💡Ever wonder how some teams consistently deliver, while others struggle with inconsistency? 🤔 It often boils down to accountability, deeply linked to a healthy team climate. Standards aren't just suggestions; they're the bedrock of effective teamwork. Great leaders set the bar high, not just for their team, but for themselves. If punctual meetings are key, they're first to arrive, prepared. If ownership is valued, they openly address their own missteps, modeling the behavior they expect. But true accountability is a shared responsibility. When team members feel empowered to respectfully address behaviors that don't meet agreed-upon standards – like missed deadlines or unequal contributions – that's when a team truly thrives. It’s not about blame; it's about collective commitment. This shared accountability builds immense trust, ensures consistency, and cultivates a positive team climate where everyone can perform at their best. How do you foster shared accountability in your team? Share your insights below! #Leadership #TeamClimate #Accountability #Teamwork

Team dynamics significantly impact team performance On reading “Curious, Connected and Calm” by Stephanie Bown, I’ve found it’s full of leadership gems, so simple but yet so powerful. I’m sure we’ve all heard that team dynamics can “make or break” a team, but Stephanie provides us with a simple model that maps dynamics and performance with the way teams function. Stephanie highlights 3 key team functionalities: 1.     Dysfunctional, we’re better working alone, so we do. 2.     Functional, performance can only be as good as the best individuals, so we exist. 3.     Synergised, we’re better working together than alone, we look forward to being together. Team synergy is reached when the team is performing better than the best performing individual in the team. The conclusion is that high performing teams are a must-have to create high performing organisations. It’s better working together than working apart. I’ve experienced first-hand the insight and wisdom on leadership from Stephanie. She has to be one of the best leadership coaches in Australia. Thanks Stephanie, for valuable insights, plus a really timely topic.

Great leaders don't just speak. They create moments where every word builds bridges. This week when speaking for Tribute Technology at Heritage Family’s first company off-site, I witnessed leadership communication at its finest. They understood something most leaders miss: The real power of words isn't in what you say — it's in what people hear. I watched their team navigate complex conversations with remarkable intention. They'd pause mid-thought to ask: "Is this landing the way I mean it to?" They'd check for understanding before moving forward. They treated every interaction like it mattered. Because it does. In our profession, we see this truth daily. The right words at the right moment can transform a family's entire grief experience. We know how to choose language that heals rather than hurts. That connects rather than divides. Yet somehow, when we step into leadership roles, we forget this wisdom. We rush through team meetings. Fire off emails without rereading. Assume our intent is clear when our impact might be completely different. The Heritage team reminded me that exceptional leaders bring that same funeral director's care for words into every conversation. They understand that building a great culture happens one intentional interaction at a time. Every word is a choice. Every conversation is an opportunity. Every team meeting is a chance to inspire vision or accidentally create division. The beautiful part? We get to choose.

When I was first tasked with supervising a team of around 50 individuals, I've felt overwhelmed. The sheer size of the team made me worry about losing connection, sacrificing quality, and getting bogged down in day-to-day minutiae. It felt like a difficult balancing act. But then I found my inspiration. I leaned heavily on the principles of Extreme Ownership, a concept popularized by Jocko Willink and Leif Babin in their book of the same name. This wasn't just about taking responsibility; it was about adopting the Decentralized Command method. Instead of trying to micromanage 50 people myself (a recipe for disaster!), I focused on creating small, self-sufficient teams with clear leaders and defined objectives. Here’s how it made my life easier and improved our results: * Clearer Lines of Responsibility: By breaking the 50 into smaller units of people, accountability became crystal clear. * Increased Autonomy: The small team leaders were empowered to make on-the-spot decisions, accelerating our pace. * My Focus Shifted: I stopped being a bottleneck and became a strategic coach, focusing on the big picture vision and removing obstacles for my team leaders. If you're leading a large team, remember: The most effective way to scale leadership is not to control more, but to empower more. Have you used Decentralized Command or similar methods for a large team? I'd love to hear what worked for you! #Leadership #TeamManagement #ManagementTips #DecentralizedCommand #ExtremeOwnership #Scaling