Conducting Efficient Check-Ins

Most leaders think they're having enough conversations with their team. They're not. Annual reviews don't catch problems early enough. Quarterly check-ins miss critical moments. Weekly meetings focus on tasks, not people. The teams that perform and stay have leaders  who ask the right questions monthly. Because over the course of 30 days: • Priorities shift without clear communication. • Innovation gets buried under busy work. • Small blockers become major delays. • Stress builds up silently. • Wins get forgotten. Monthly conversations change this dynamic. Here's how to make them count: 1. Start with genuine wellbeing checks. People need to know you care about them, not just their output. 2. Identify what's blocking progress. Most obstacles are solvable when caught early. 3. Confirm everyone understands priorities. Misalignment wastes more time than any other factor. 4. Highlight what's working well. Success patterns need reinforcing to become repeatable. 5. Ask where people need support. The best performers often struggle to ask for help. 6. Create space for fresh ideas. Those doing the work see opportunities leaders miss. 7. Turn challenges into learning moments. Growth requires reflection, not just action. This isn't about adding more meetings. It's about having better conversations. The frequency matters as much as the questions. Monthly is the sweet spot: Often enough to maintain momentum. Spaced enough to see real progress. Regular enough to build trust. Your team has insights you need. They're facing challenges you don't see. They have solutions you haven't considered. But they need you to create the space for these conversations. Stop assuming everything is fine because no one's complaining. Start asking questions that invite real answers. The best teams aren't built on perfect execution. They're built on consistent, meaningful dialogue. Make it monthly. Make it matter. ♻️ Valuable? Repost to share with your network. Follow me if you want to build a stronger team, faster. P.S. Struggling to build the right team while scaling? We help scale-ups hire offshore talent without the costly mistakes. DM me "TALENT" and I'll share how we build high-performing teams – so you don't have to.

Why do some teams thrive under pressure while others collapse? It often comes down to two hidden forces: The level of psychological safety people feel. The performance standards they’re held to. Not just one of the two. Both. Amy Edmondson’s framework shows how these forces interact, creating four very different team dynamics: Apathy Zone (low safety, low standards):  People disengage. They show up, but their minds are elsewhere. Minimal energy, minimal outcomes. Comfort Zone (high safety, low standards):  People are relaxed and friendly, but without challenge. It feels nice—but progress stalls. Anxiety Zone (low safety, high standards):  Pressure is high, but fear dominates. People play it safe, withhold ideas, and avoid risks. Performance suffers despite effort. Learning Zone (high safety, high standards):  This is the sweet spot. People feel safe enough to speak up, experiment, and fail, while being stretched to achieve ambitious goals. This is where true innovation and growth happen. Here’s the key insight: Psychological safety alone is not enough. A comfortable team without high standards doesn’t move forward. But also: Performance standards alone are not enough. High standards without safety create fear. Strong leaders cultivate both: they build an environment of trust and respect, and set the bar high enough to push people to their potential. The best teams don’t just feel safe. They feel safe and challenged to do hard things. Which quadrant are you or your people in today?

Navigating Team Conflicts In team dynamics, some level of conflict is inevitable—even healthy. However, understanding the nature of the conflict can help leaders manage and resolve it more effectively. Here are four common conflict patterns and strategies for handling them: 1. The Solo Dissenter This conflict arises when one individual disagrees with the rest of the team. Whether due to personal differences or a challenge to the status quo, isolating or scapegoating this person is counterproductive. Instead, leaders should engage in one-on-one conversations to better understand their perspective and address any underlying concerns. Open communication can transform a dissenter into a valuable source of alternative viewpoints and broader system awareness. 2. The Boxing Match This frequent form of conflict involves a disagreement between two team members. If the issue stems from a personal relationship, external coaching may be helpful. However, if it’s task-related, the disagreement may benefit the team by introducing diverse ideas—provided the discussion remains civil. Leaders should avoid intervening prematurely, as genuine task-based disagreements often lead to more innovative solutions. 3. Warring Factions When two subgroups within the team oppose each other, an "us versus them" mentality can develop. This type of conflict is more complex, and solutions like voting or majority rule rarely resolve the issue. Leaders should introduce new options or third-way alternatives, encouraging both sides to broaden their thinking and find a compromise that addresses the core needs of both groups. 4. The Blame Game This challenging conflict involves the entire team, often triggered by poor performance. Assigning blame worsens the situation and creates more division. A more effective approach is to refocus the team on collective goals and explore strategies for improvement. Shifting the conversation from blame to team purpose and collective problem-solving can unite the group around a shared vision. By recognizing these conflict patterns and applying the right strategies, leaders can guide their teams through disagreements, fostering a more cohesive and productive environment.

The most expensive problems in leadership don’t show up in your P&L. They show up in the room. In the past 12 months, what I’ve learned — and what this graphic nails — is that most executive dysfunction doesn’t come from lack of experience. It comes from team dynamics no one’s willing to talk about. - A leadership team that avoids conflict because they fear tension — and then ends up with decisions no one’s really committed to. - A new hire who’s brilliant on paper — but can’t be vulnerable enough to build real trust. - A global team that says they value accountability — but tolerates missed deadlines and quiet underperformance. These aren’t soft issues. They’re the cracks that derail transformation, delay launches, and quietly crush performance. What I’ve found when hiring senior leaders is this: ✔ Most companies evaluate results. ✔ Some companies look at skills. ❌ Few evaluate how leaders handle conflict, feedback, and trust. And that’s where the biggest risk (and opportunity) lies. When I hire for high-performance teams, I don’t just ask: → “Can this person do the job?” I ask: → “Will they build or break trust when things get hard?” → “Can they challenge others — and be challenged back?” → “Will they own results, or protect status?” The most successful teams I’ve seen — especially in consumer goods where cross-functional collaboration is essential — all share one trait: They do the hard, human work. They talk about what isn’t working. They hold each other accountable. They lead with transparency — not territory. So, if your team is scaling, hiring, or transforming this year… Ask yourself honestly: Which dysfunction are we quietly tolerating? Because trust, conflict, commitment, accountability, and results aren’t “soft skills.” They’re the architecture of every high-performing executive team. And you can’t build anything strong without the right foundation. #ExecutiveSearch #LeadershipHiring #FMCGLeadership #HighPerformanceTeams #OrganizationalHealth #TeamDynamics

When I assess team dynamics, I never ask “what’s your communication process?” Instead, I ask:   - Who gets to disagree here? - Who offers the ‘obvious’ idea? - Who names the elephant in the room? - And who pushes things forward when no one’s ready? These aren’t personality traits but team conversation roles. And David Kantor’s research shows that high-performing teams cycle through 4 roles in real-time conversations: 1. Initiator - proposes direction 2. Supporter - builds on the idea 3. Challenger - tests assumptions 4. Observer - brings perspective But here’s what’s not obvious: These roles are not titles, archetypes, or fixed styles. They’re functions and they only show up when the team culture allows them. And that’s where 🧠 team psychological safety comes in. When it's high: - The Challenger dares to disagree without fear of judgment - The Observer can name what others avoid without being dismissed - The Supporter feels safe amplifying ideas, not just agreeing - And the Initiator doesn’t dominate out of silence, but lead within dialogue Because effective team communication isn’t about being present in the room and talking. It’s about ensuring the right mix of roles (!) shows up at the right time. P.S.: Which of these roles is missing (or overused) in your team? 📊 Studies: Kantor, 2012; Edmondson, 1999.

I’ve spent the past few days on calls and emails, helping leaders, HR professionals, and DEI practitioners figure out how to meet this moment without burning out.  It’s not uncharted territory—we’ve weathered years of upheaval, learning to adapt, keep things moving, and care for our teams. But it’s still hard, and it helps to remember that you don’t have to do it alone. Navigating this moment can feel like walking a tightrope. The issues demanding our attention seem endless. On the one hand, we’re expected to stay neutral, steering clear of politics at work, and on the other, staying silent when team members feel the real impacts of decisions can feel like letting them down. In moments like these, lean on the beautiful basics: ✅ Be a steady presence. You don’t need to have all the answers—no one does right now. What matters most is showing up for your team with care and consistency. Build trust and show them you’ll figure out whatever comes next together. ✅ Lean into your workplace rhythms. Every team member should know that a safe work environment is a priority—a place where they can turn, be heard, and find support—while respecting that some may choose to opt-out. If statements are your thing, go for it. It doesn’t have to be a big production. Use meetings, check-ins, or 1:1s as intentional moments to listen and connect. A simple "How can I support you?" or a thoughtful note can go a long way. ✅ Be clear about safety and well-being. Let your team know it’s OK (and encouraged) to step away, recharge, and care for themselves or their families. Be equally clear that harm to co-workers won’t be tolerated. Revisit your shared values and code of conduct (or create one if missing). If formal benefits aren’t available, small gestures—like gift cards, mindfulness breaks, or a fun playlist—can boost energy and lift spirits for those feeling worried, disengaged or burned out. ✅ Don’t forget about you. “You can’t pour from an empty cup” is a saying for a reason. Set boundaries, ask for support, and prioritize your well-being. You’re modeling what care and balance look like for your team. If your organization’s values and principles feel unclear, let this be your signal to take stock. Your team is paying attention. Show up with confidence, heart, and a steady presence. You’re not just navigating a moment; you’re shaping the conditions for your team to thrive. That’s powerful, meaningful work—and it starts with you. How are you showing up for your teams right now?

According to Gartner (2024), 54% of managers are suffering from work-induced stress and fatigue. As a psychologist turned entrepreneur, this statistic concerns me. It's a reflection of real people struggling to balance their well-being with the demands of leadership. Throughout my career, I've seen firsthand how manager stress directly impacts team performance and overall business success. Yet, many organisations still expect managers to support their teams' mental health without providing the necessary time, training, or resources. Here are some practical strategies I've found effective for managers to prioritise self-care and team well-being: - Schedule "breathing room": Block 15 minutes between meetings for decompression and reflection. - Implement "walking meetings”: Combine light exercise with one-on-ones for a mental health boost. - Use the "two-minute rule": If a task takes less than two minutes, do it immediately to reduce mental clutter. - Utilise micro-learning: Dedicate 5 minutes daily to learning about mental health and management techniques. By prioritising their own well-being, managers can create a ripple effect of positive change throughout their teams. What strategies have you found helpful in managing stress and supporting your team's mental health? #Leadership #MentalHealth #Wellbeing #Managers

Do you ever feel like you're everyone's "work therapist"? Where people come to you and share their stresses, strains, pains and more? On one hand, it's wonderful to be helpful, compassionate, and supportive. (And boy do we need that more than ever!) On the other hand, unless you're actually a licensed mental health professional, you may be overstepping your helping role. This can both tax YOU emotionally, and underserve someone who really would benefit from professional help. As a manager, your role isn’t to diagnose or provide therapy, but to create the conditions where your team member feels supported, respected, and connected to the right resources. Here’s a breakdown of what's actually MORE helpful than being everyone's quasi-therapist. 1. Notice and acknowledge Pay attention to changes in behavior, performance, or engagement. Approach with empathy: “I’ve noticed you seem stressed lately—how are you doing?” 2. Listen, don’t diagnose Offer a safe, nonjudgmental space to talk. Focus on listening and validating feelings, not fixing or labeling the problem. 3. Connect to resources Know your organization’s policies, Employee Assistance Program (EAP), or mental health benefits. Encourage them to access professional help if needed. 4. Adjust work supportively Explore flexible options (deadlines, workload, schedules) where appropriate. Reinforce that performance expectations remain, but show willingness to adapt. 5. Model healthy behaviors Set an example by taking breaks, managing stress openly, and respecting boundaries. Normalize conversations about well-being so team members feel safer sharing. In short: Your role is to notice, listen, support, connect, and model. You’re not their therapist; you’re their leader, creating a culture where mental health is taken seriously and help is accessible. #mentalhealth #wellbeingatwork #stress

Over the years, I've developed strategies to turn the overwhelming influx of information from events into actionable steps for business success. If there’s one piece of advice I always hold true, it’s this: To make an event successful, boil down all your action items to three key things and understand how you're going to measure their success. Trade shows are perfect for gaining new insights, networking, and generating ideas. However, the sheer volume of information can be paralyzing. You'll encounter countless sessions and speakers filling you with knowledge and inspiration. But the reality is—you won't be able to remember everything shared. Before attending, take the time to understand the current challenges your business faces. Review the agenda, research the speakers, and consider reaching out to them. Knowing your business’s pain points will help you filter the vast amount of information you receive and identify what’s immediately applicable. During the event, develop a system to categorize the information: 1️⃣ Immediate Action Items - Things you need to implement immediately. 2️⃣ Future Reference Material - Information not relevant today but might be useful later. 3️⃣ Less Relevant Data - Content that doesn't apply to your business. After each session, highlight or underline the key takeaway. Annotate these notes with your thoughts and potential action items. At the end of the day, or before attending social events, rank these action items based on: 📌 Level of Effort (LoE): How hard it is to implement. 📌 Return on Investment (RoI): The potential benefit it could bring. Visualize your action items in a quadrant setup. By placing your action items in this context, you can make informed decisions about where to invest your time and resources. 📌 Low Effort, Low Return 📌 Low Effort, High Return 📌 High Effort, Low Return 📌 High Effort, High Return The goal is to walk away with three focused action items—your “action list.” These should be tasks that will significantly impact your business and are manageable. Knowing these will prevent you from being distracted by the remaining 90% of content that doesn’t align with your immediate goals. Happy Networking! #AmazonAccelerate #AmazonAds #Amazon

𝗧𝗵𝗲 𝗚𝗼𝗮𝗹-𝗦𝗲𝘁𝘁𝗶𝗻𝗴 𝗧𝗿𝗮𝗽: 𝗛𝗼𝘄 𝗡𝗼𝘁 𝘁𝗼 𝗙𝗮𝗹𝗹 𝗜𝗻𝘁𝗼 𝗜𝘁 𝗧𝗵𝗲 𝗧𝗿𝗮𝗽: Setting ambitious goals is crucial, but the pitfall comes when these goals aren't fully understood or when they're borrowed from external benchmarks without real personal insight. The biggest hurdle? Not properly planning the time and resources needed to achieve these goals. 𝗧𝗵𝗲 𝗖𝗼𝗺𝗺𝗼𝗻 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲: Time estimation. It's easy to underestimate how much time tasks will really take, especially when your schedule is already packed. Our experience at OwnersUP, working with over 1,000 entrepreneurs, has highlighted time estimation as a critical hurdle in goal realization. 𝗢𝘂𝗿 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻: 𝗧𝗵𝗲 𝗖-𝗕𝗥𝗜𝗖𝗦 𝗠𝗲𝘁𝗵𝗼𝗱𝗼𝗹𝗼𝗴𝘆 Transform your goal-setting with our structured 𝗖-𝗕𝗥𝗜𝗖𝗦 approach: • 𝗖larify Your Objective: Ensure your goal resonates with your personal and business vision. • 𝗕reak It Down: Segment your goal into 30-minute actionable tasks. • 𝗥esources Identification: Evaluate necessary resources for each task—time, money, assistance. • 𝗜mplement Daily Commitment: Carve out 1.5 hours every day to focus on these tasks. • 𝗖heck-Ins Regularly: Assess progress and fine-tune your strategy continuously. • 𝗦tay Flexible: Be prepared to pivot based on new insights and challenges. 𝗪𝗵𝘆 𝗧𝗵𝗶𝘀 𝗔𝗽𝗽𝗿𝗼𝗮𝗰𝗵 𝗪𝗼𝗿𝗸𝘀: 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹𝗶𝘁𝘆: It breaks down lofty goals into manageable actions. 𝗘𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝗰𝘆: Encourages a realistic assessment of time and effort. 𝗖𝗹𝗮𝗿𝗶𝘁𝘆: Fosters a deeper understanding of the path to your goals. 𝗗𝗶𝘁𝗰𝗵 𝘁𝗵𝗲 𝗗𝗼𝘂𝗯𝘁𝘀: No more wondering why goals aren’t met or making excuses. We're talking clear steps, manageable tasks, and real timelines. It’s the step so many miss, then wonder why success seems just out of reach. Say goodbye to the guesswork and hello to hitting those milestones. 𝗜'𝗺 𝗰𝘂𝗿𝗶𝗼𝘂𝘀: Is time estimation your biggest hurdle in achieving your business goals? ----------------------- Hi, I'm Tanya Alvarez. I help B2B service-based entrepreneurs scale profitably and reclaim their time. Need help? Send me a DM.