High Performing HR

Last week we looked at Business Strategy and how building a strategy team on hierarchy rather than proclivity is one of the most common and costly blind spots I see in leadership teams. This weeks 𝗠𝗶𝗱𝘄𝗲𝗲𝗸 𝗕𝗹𝗶𝗻𝗱𝘀𝗽𝗼𝘁: 𝗠𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 & 𝗕𝗿𝗮𝗻𝗱𝗶𝗻𝗴. Your marketing team has ideas coming out of its ears. So why does so little of it actually land? Marketing and brand functions attract Game Changer and Play Maker energy in abundance. Creative thinkers. Connectors. People energised by the new, the bold, the unexpected. Which is exactly what you want .....until it isn't. Because without Implementer energy, ideas don't ship. Without Polisher energy, the brand drifts - inconsistent, quality-unchecked, a little chaotic. Without Strategist energy, campaigns chase trends instead of building something coherent over time. 𝗧𝗵𝗲 𝗯𝗹𝗶𝗻𝗱 𝘀𝗽𝗼𝘁 in most marketing teams isn't lack of creativity. It's the assumption that creativity is enough. I've seen brand teams generate stunning concepts that never make it to market because nobody had the proclivity to drive execution. Campaigns go out with errors because the Polisher voice was drowned out by the energy of the idea. Brand strategies that looked brilliant in a workshop and fell apart in delivery because the Strategist left and took the plan with them. And then there's the silo problem. Marketing doesn't just need the right proclivity mix internally, it needs Play Maker energy that can bridge the gap between the function and the rest of the business. Without it, marketing becomes an island. Lots of activity. Limited commercial traction. The GC Index makes the invisible visible; showing you the proclivity profile of your marketing function and revealing immediately whether you're set up to ideate brilliantly but deliver inconsistently. This is exactly the kind of work I do with marketing leaders and their teams. As a GCologist, I work with organisations to map proclivity, identify the gaps, break down the silos, and put the right people in the right roles at the right stage of the process. It's not about hiring less creative people. It's about building a function that can take the idea all the way, and land it across the business. If your marketing team is full of energy but short on results, that's a conversation worth having. Drop me a message or visit highperforminghr.com. Is your marketing function brilliant in the room — and inconsistent in the market? #GCIndex #MarketingAndBranding #Leadership #TeamEffectiveness #HighPerformingHR #MidweekBlindSpot

Last week we introduced 𝗧𝗵𝗲 𝗠𝗶𝗱𝘄𝗲𝗲𝗸 𝗕𝗹𝗶𝗻𝗱 𝗦𝗽𝗼𝘁 through a The GC Index - the follow-on from our Insights Discovery series. If Insights tells you how people show up, The GC Index tells you what they're built to contribute. We're starting with the topic 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 & 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀: five weeks exploring the proclivity blind spots inside your most commercially critical decisions. Business Strategy. Management Consulting. Marketing & Branding. Mergers & Acquisitions. Sales & Growth. 𝗙𝗶𝗿𝘀𝘁 𝘂𝗽: 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆. Most strategy fails before it starts. Not because the market analysis was wrong. Not because the vision wasn't bold enough. Not because the leadership team wasn't smart. It fails because nobody asked who was actually in the room and what energy they were bringing to the table. When organisations build strategy teams, they default to hierarchy. The most senior people get the seats. Which sounds sensible, until you realise that seniority and strategic proclivity are not the same thing. You might have a room full of brilliant Implementers - people who will execute anything you put in front of them, and not a single Strategist questioning whether you're pointing in the right direction. You might have Game Changers who could completely reimagine your competitive position, sitting three levels below the strategy conversation, wondering why nobody's asking them. You might have a plan Polished to within an inch of its life - rigorous, detailed, defensible, and no Play Maker to build the coalition that makes it land. 𝗧𝗵𝗶𝘀 𝗶𝘀 𝘁𝗵𝗲 𝗯𝗹𝗶𝗻𝗱 𝘀𝗽𝗼𝘁 𝘁𝗵𝗲 𝗚𝗖 𝗜𝗻𝗱𝗲𝘅 𝘀𝘂𝗿𝗳𝗮𝗰𝗲𝘀 𝗶𝗻 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆: 𝗻𝗼𝘁 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂'𝗿𝗲 𝗽𝗹𝗮𝗻𝗻𝗶𝗻𝗴, 𝗯𝘂𝘁 𝘄𝗵𝗼'𝘀 𝘀𝗵𝗮𝗽𝗶𝗻𝗴 𝗶𝘁 — 𝗮𝗻𝗱 𝘄𝗵𝗼'𝘀 𝗯𝗲𝗲𝗻 𝗹𝗲𝗳𝘁 𝗼𝘂𝘁. The GC Index makes the invisible visible. It shows you the proclivity profile of your strategy team and reveals immediately whether you have the right mix of energy to challenge, plan, execute and land a strategy that actually moves the business. The organisations getting strategy right aren't just thinking harder. They're thinking differently about who's in the room and why. Is your strategy team built on hierarchy or on proclivity? #GCIndex #InsightsDiscovery #BusinessStrategy #Leadership #PeopleStrategy #HighPerformingHR #MidweekBlindSpot

𝗬𝗼𝘂'𝘃𝗲 𝗹𝗲𝗮𝗿𝗻𝗲𝗱 𝗵𝗼𝘄 𝘆𝗼𝘂𝗿 𝗽𝗲𝗼𝗽𝗹𝗲 𝘁𝗵𝗶𝗻𝗸. 𝗡𝗼𝘄 𝗹𝗲𝘁'𝘀 𝘁𝗮𝗹𝗸 𝗮𝗯𝗼𝘂𝘁 𝗵𝗼𝘄 𝘁𝗵𝗲𝘆 𝗺𝗮𝗸𝗲 𝗮𝗻 𝗶𝗺𝗽𝗮𝗰𝘁. Over the last few weeks, I've been sharing 𝗧𝗵𝗲 𝗠𝗶𝗱𝘄𝗲𝗲𝗸 𝗕𝗹𝗶𝗻𝗱 𝗦𝗽𝗼𝘁 - performance blockers explored through an Insights Discovery lens. If you've been following along, you'll know that making the invisible visible changes everything about how leaders understand their teams. But here's the thing. Insights Discovery tells you how someone shows up. Their communication style, their preferences, how they behave under pressure. The GC Index Index Index tells you something different... and equally powerful. It tells you what someone is naturally wired to contribute. Not their personality. Their proclivity to make an impact. There are five: 🟢Game Changer. 🔵Strategist. 🔴Implementer. 🟡Polisher. 🟣Play Maker. And when you don't know who brings what energy to the table, you end up with teams that look capable on paper, but consistently under-deliver in practice. Strategies that don't land. Change programmes that stall. Leadership teams that talk but don't move. The GC Index Index makes that invisible dynamic visible. Used alongside Insights Discovery, it's one of the most powerful combinations I know. Insights tells you how to reach people. The GC Index Index tells you how to deploy them. Together? To quote Nathan Ott 2+2=5. Starting this week, I'm adding a new lens to 𝗧𝗵𝗲 𝗠𝗶𝗱𝘄𝗲𝗲𝗸 𝗕𝗹𝗶𝗻𝗱 𝗦𝗽𝗼𝘁 — exploring how The GC Index Index reveals the hidden impact gaps in 20 of the most common business challenges, from business strategy to culture transformation to recruitment and beyond. Ring the notification bell 🔔 these posts will challenge how you see your teams, your decisions, and possibly yourself. Because if your organisation isn't getting the results it should, the answer probably isn't more effort. It's better insight into who you've got, and where they'll fly. #GCIndex #InsightsDiscovery #Leadership #PeopleStrategy #HighPerformingHR #MidweekBlindSpot

𝗪𝗵𝗲𝗻 𝗱𝗶𝗱 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺 𝗹𝗮𝘀𝘁 𝗰𝗼𝗺𝗲 𝘂𝗽 𝘄𝗶𝘁𝗵 𝗮 𝗴𝗲𝗻𝘂𝗶𝗻𝗲𝗹𝘆 𝗻𝗲𝘄 𝗶𝗱𝗲𝗮? Not a tweak to something existing. Not the same approach dressed up differently. A real, fresh, we've-never-done-it-this-way idea. For a lot of teams, that question is uncomfortable. Because the honest answer is: it's been a while. And it's rarely because the people aren't capable. It's because the culture doesn't make it safe to try. When mistakes get blamed rather than learned from, people stop experimenting. When the same voices dominate every conversation, the same ideas keep winning. When there's no space to think differently, nobody does. Creativity isn't a personality trait. It's not something only certain people bring. Every colour energy in the Insights Discovery wheel has something to contribute to the creative process. The issue is whether your culture actually makes room for all of it - or just the loudest, fastest, most confident version. This is the final 𝗠𝗶𝗱𝘄𝗲𝗲𝗸 𝗕𝗹𝗶𝗻𝗱 𝗦𝗽𝗼𝘁 in the Culture series — and we're ending on 𝗰𝗿𝗲𝗮𝘁𝗶𝘃𝗶𝘁𝘆 𝗮𝗻𝗱 𝗶𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻. 🔍 𝗧𝗵𝗲 𝗯𝗹𝗶𝗻𝗱 𝘀𝗽𝗼𝘁? 𝗟𝗲𝗮𝗱𝗲𝗿𝘀 𝘀𝗮𝘆 𝘁𝗵𝗲𝘆 𝘄𝗮𝗻𝘁 𝗳𝗿𝗲𝘀𝗵 𝘁𝗵𝗶𝗻𝗸𝗶𝗻𝗴. 𝗧𝗵𝗲𝗻 𝘁𝗵𝗲𝘆 𝗿𝗲𝘄𝗮𝗿𝗱 𝘁𝗵𝗲 𝗽𝗲𝗼𝗽𝗹𝗲 𝘄𝗵𝗼 𝘀𝘁𝗶𝗰𝗸 𝘁𝗼 𝘄𝗵𝗮𝘁'𝘀 𝘄𝗼𝗿𝗸𝗲𝗱 𝗯𝗲𝗳𝗼𝗿𝗲.

Diversity gets talked about a lot. Mostly in the wrong way. It gets reduced to a numbers game. Headcount targets. Representation percentages. A slide in the board pack that proves the business is paying attention. And then everyone nods, moves on, and the room keeps thinking in exactly the same way it always has. Because here's what the diversity conversation so often misses: getting different people through the door is only half the job. The real work is what happens next. Whether those different perspectives are actually heard. Whether the culture makes space for people to think, challenge, and contribute differently. Or whether everyone quietly learns to conform to the way things are done around here. When that happens, you don't just lose the person. You lose all the value they brought with them. Groupthink creeps in. Innovation stalls. Decisions get made with a narrower view of the world than anyone realises. And the business suffers for it, even if nobody can quite name why. This week's 𝗠𝗶𝗱𝘄𝗲𝗲𝗸 𝗕𝗹𝗶𝗻𝗱 𝗦𝗽𝗼𝘁 𝗶𝘀 𝗻𝘂𝗺𝗯𝗲𝗿 𝟮 𝗶𝗻 𝘁𝗵𝗲 𝗖𝘂𝗹𝘁𝘂𝗿𝗲 𝘀𝗲𝗿𝗶𝗲𝘀 — and we're talking about diversity. 🔍 𝗧𝗵𝗲 𝗯𝗹𝗶𝗻𝗱 𝘀𝗽𝗼𝘁? 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀𝗲𝘀 𝗵𝗶𝗿𝗲 𝗳𝗼𝗿 𝗱𝗶𝘃𝗲𝗿𝘀𝗶𝘁𝘆. 𝗧𝗵𝗲𝗻 𝗰𝗿𝗲𝗮𝘁𝗲 𝗰𝘂𝗹𝘁𝘂𝗿𝗲𝘀 𝘁𝗵𝗮𝘁 𝗽𝘂𝗻𝗶𝘀𝗵 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲.

𝗬𝗼𝘂𝗿 𝗲𝗻𝗴𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝘀𝘂𝗿𝘃𝗲𝘆 𝗰𝗮𝗺𝗲 𝗯𝗮𝗰𝗸. 𝗧𝗵𝗲 𝘀𝗰𝗼𝗿𝗲𝘀 𝗮𝗿𝗲 𝗳𝗶𝗻𝗲. 𝗦𝗼 𝘄𝗵𝘆 𝗱𝗼𝗲𝘀 𝗶𝘁 𝗳𝗲𝗲𝗹 𝗹𝗶𝗸𝗲 𝗻𝗼𝗯𝗼𝗱𝘆 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗰𝗮𝗿𝗲𝘀? This is more common than most businesses want to admit. The survey gets sent. The results come back broadly positive. Leadership breathes a sigh of relief and moves on. And yet the energy in the room is flat. People are doing their jobs, but only just. The spark isn't there. Nobody's going above and beyond. Ideas have dried up. And your best people are quietly updating their CVs. Here's the problem. Most businesses think engagement is something you measure. It's not. It's something you build. Every day. Through the quality of relationships at work, through people feeling like they're growing, through a genuine sense of purpose in what they do. A survey tells you there's a problem. It doesn't tell you what's actually causing it, and it certainly doesn't fix it. After seven weeks exploring Leadership through an Insights Discovery lens, the 𝗠𝗶𝗱𝘄𝗲𝗲𝗸 𝗕𝗹𝗶𝗻𝗱 𝗦𝗽𝗼𝘁 is moving into brand new territory. Welcome to the 𝗖𝘂𝗹𝘁𝘂𝗿𝗲 series. And we're starting with morale and engagement. 🔍 𝗧𝗵𝗲 𝗯𝗹𝗶𝗻𝗱 𝘀𝗽𝗼𝘁? 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀𝗲𝘀 𝗺𝗲𝗮𝘀𝘂𝗿𝗲 𝗲𝗻𝗴𝗮𝗴𝗲𝗺𝗲𝗻𝘁. 𝗧𝗵𝗲𝘆 𝗿𝗮𝗿𝗲𝗹𝘆 𝘀𝘁𝗼𝗽 𝘁𝗼 𝗮𝘀𝗸 𝘄𝗵𝗮𝘁 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗰𝗿𝗲𝗮𝘁𝗲𝘀 𝗶𝘁.

𝗡𝗼𝗯𝗼𝗱𝘆 𝘁𝗲𝗹𝗹𝘀 𝘆𝗼𝘂 𝘁𝗵𝗮𝘁 𝗼𝗻𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗵𝗮𝗿𝗱𝗲𝘀𝘁 𝗽𝗮𝗿𝘁𝘀 𝗼𝗳 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗶𝘀 𝗵𝗼𝗹𝗱𝗶𝗻𝗴 𝘀𝘁𝗲𝗮𝗱𝘆 𝘄𝗵𝗲𝗻 𝘆𝗼𝘂 𝗱𝗼𝗻'𝘁 𝗵𝗮𝘃𝗲 𝗮𝗹𝗹 𝘁𝗵𝗲 𝗮𝗻𝘀𝘄𝗲𝗿𝘀. This is the final 𝗠𝗶𝗱𝘄𝗲𝗲𝗸 𝗕𝗹𝗶𝗻𝗱 𝗦𝗽𝗼𝘁 in the Leadership series, and we're ending on 𝘂𝗻𝗰𝗲𝗿𝘁𝗮𝗶𝗻𝘁𝘆 𝗮𝗻𝗱 𝗰𝗵𝗮𝗻𝗴𝗲 (pretty on- the-nose for 2026!) But that's the reality for most leaders right now. Change is constant. The ground keeps shifting. And the people around you are watching how you handle it, whether you realise it or not. When uncertainty hits, teams feel it immediately. Motivation dips. Stress rises. People stop making decisions because nobody wants to be wrong when things are unclear. The good stuff - progress, innovation, energy - quietly grinds to a halt. And here's what leaders often get wrong in these moments. They focus on communicating what is changing, without stopping to consider how each person around them actually processes change. Because not everyone responds to uncertainty the same way. Some people want all the detail upfront. Others need time to sit with it. Some will push back hard. Others will go very quiet. Getting that wrong doesn't just slow things down. It erodes the trust you need most when everything feels unstable. 🔍 𝗧𝗵𝗲 𝗯𝗹𝗶𝗻𝗱 𝘀𝗽𝗼𝘁? 𝗟𝗲𝗮𝗱𝗲𝗿𝘀 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝗰𝗵𝗮𝗻𝗴𝗲. 𝗧𝗵𝗲𝘆 𝗿𝗮𝗿𝗲𝗹𝘆 𝘀𝘁𝗼𝗽 𝘁𝗼 𝗰𝗼𝗻𝘀𝗶𝗱𝗲𝗿 𝗵𝗼𝘄 𝗲𝗮𝗰𝗵 𝗽𝗲𝗿𝘀𝗼𝗻 𝗮𝗿𝗼𝘂𝗻𝗱 𝘁𝗵𝗲𝗺 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲𝘀 𝗶𝘁.

𝗧𝗵𝗲 𝘁𝗮𝗿𝗴𝗲𝘁𝘀 𝗮𝗿𝗲𝗻'𝘁 𝗯𝗲𝗶𝗻𝗴 𝗵𝗶𝘁. 𝗧𝗵𝗲 𝗾𝘂𝗮𝗹𝗶𝘁𝘆 𝗶𝘀𝗻'𝘁 𝘄𝗵𝗲𝗿𝗲 𝗶𝘁 𝗻𝗲𝗲𝗱𝘀 𝘁𝗼 𝗯𝗲. 𝗧𝗵𝗲 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻𝘀 𝗸𝗲𝗲𝗽 𝗴𝗼𝗶𝗻𝗴 𝗿𝗼𝘂𝗻𝗱 𝗶𝗻 𝗰𝗶𝗿𝗰𝗹𝗲𝘀. Sound familiar? When a business is underdelivering, the instinct is to look at the tasks. Tighten the processes. Add more oversight. Chase harder. And sometimes that helps ....for about five minutes. But task-related issues in a team are rarely just about the tasks. Conflicting priorities pulling people in different directions. A lack of clarity about what actually matters. No real accountability. A leader who's so deep in the doing that the vision has got completely lost somewhere along the way. Here's the thing about task-related leadership issues: they're visible. The missed targets, the poor output, the lack of innovation. You can see the damage. What's harder to see is the root cause sitting quietly above it all. Because delivering results, creating a compelling vision, leading change, thinking differently. These aren't just nice leadership qualities. They're the engine. And when the engine isn't firing properly, everything downstream suffers. This week's 𝗠𝗶𝗱𝘄𝗲𝗲𝗸 𝗕𝗹𝗶𝗻𝗱 𝗦𝗽𝗼𝘁 is number 6 in the Leadership series — and it's a meaty one. 🔍 𝗧𝗵𝗲 𝗯𝗹𝗶𝗻𝗱 𝘀𝗽𝗼𝘁? 𝗟𝗲𝗮𝗱𝗲𝗿𝘀 𝗳𝗼𝗰𝘂𝘀 𝗼𝗻 𝗳𝗶𝘅𝗶𝗻𝗴 𝘁𝗵𝗲 𝘁𝗮𝘀𝗸𝘀. 𝗧𝗵𝗲 𝗿𝗲𝗮𝗹 𝘄𝗼𝗿𝗸 𝗶𝘀 𝗳𝗶𝘅𝗶𝗻𝗴 𝘁𝗵𝗲 𝗰𝗼𝗻𝗱𝗶𝘁𝗶𝗼𝗻𝘀 𝘁𝗵𝗼𝘀𝗲 𝘁𝗮𝘀𝗸𝘀 𝗮𝗿𝗲 𝗯𝗲𝗶𝗻𝗴 𝗱𝗼𝗻𝗲 𝗶𝗻.

𝗬𝗼𝘂 𝗰𝗮𝗻 𝗵𝗮𝘃𝗲 𝘁𝗵𝗲 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆, 𝘁𝗵𝗲 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲, 𝗮𝗻𝗱 𝘁𝗵𝗲 𝗽𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀 𝗽𝗲𝗿𝗳𝗲𝗰𝘁𝗹𝘆 𝗶𝗻 𝗽𝗹𝗮𝗰𝗲. 𝗔𝗻𝗱 𝘀𝘁𝗶𝗹𝗹 𝗵𝗮𝘃𝗲 𝗮 𝗹𝗲𝗮𝗱𝗲𝗿 𝘄𝗵𝗼'𝘀 𝗾𝘂𝗶𝗲𝘁𝗹𝘆 𝗱𝗲𝘀𝘁𝗿𝗼𝘆𝗶𝗻𝗴 𝗲𝘃𝗲𝗿𝘆𝘁𝗵𝗶𝗻𝗴 𝗮𝗿𝗼𝘂𝗻𝗱 𝘁𝗵𝗲𝗺. Not deliberately. Not maliciously. Just... through poor relationships. This one comes up time and again. A leader who's technically brilliant. Knows their stuff inside out. Delivers results. And yet something's off. The team is disengaged. Trust is low. People are going through the motions. There's an apathy in the room that nobody quite knows how to name. Nine times out of ten, the missing piece is how the leader relates to people. Not whether they're liked. Not whether they're popular. Whether they're authentic. Whether people feel seen. Whether there's genuine trust flowing in both directions. Because here's the uncomfortable truth - you can't lead people you don't have a real relationship with. You can manage them. You can direct them. But lead them? That requires something more human than a process or a performance framework. This week's 𝗠𝗶𝗱𝘄𝗲𝗲𝗸 𝗕𝗹𝗶𝗻𝗱 𝗦𝗽𝗼𝘁 is number 5 in the Leadership series — and we're talking about relationship-related issues. 🔍 𝗧𝗵𝗲 𝗯𝗹𝗶𝗻𝗱 𝘀𝗽𝗼𝘁? 𝗟𝗲𝗮𝗱𝗲𝗿𝘀 𝗳𝗼𝗰𝘂𝘀 𝗼𝗻 𝘄𝗵𝗮𝘁 𝘁𝗵𝗲𝘆'𝗿𝗲 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝗶𝗻𝗴. 𝗥𝗮𝗿𝗲𝗹𝘆 𝗼𝗻 𝗵𝗼𝘄 𝘁𝗵𝗲𝘆'𝗿𝗲 𝗺𝗮𝗸𝗶𝗻𝗴 𝗽𝗲𝗼𝗽𝗹𝗲 𝗳𝗲𝗲𝗹 𝘄𝗵𝗶𝗹𝗲 𝘁𝗵𝗲𝘆 𝗱𝗲𝗹𝗶𝘃𝗲𝗿 𝗶𝘁.

Yes, it's Thursday. The Midweek Blind Spot is fashionably late this week. Much like some performance conversations I could mention 🫣 Anyway. Let's talk about performance. Not the awkward annual review kind. Not the "we need to have a chat" kind. The real kind, where a leader looks at their team and knows, genuinely knows, that there's more in the tank than what's coming out. Sometimes the symptoms are obvious. Missed targets. Poor quality. Results that just aren't where they need to be. But sometimes it's more subtle than that. A nagging sense that the team is capable of more. That something's off but nobody can quite put their finger on it. That you're getting by when you should be flying. Here's what most leaders get wrong at this point: they look at the individuals. Who's not pulling their weight? Who needs managing out? The answer is often never found there. This week's Midweek Blind Spot is number 4 in the Leadership series, and we're tackling team performance. 🔍 The blind spot? When performance dips, leaders look at the people. They should be looking at the system around them.