How Do You Build Performance?

I'll tell you how. How to create the conditions for motivation, engagement, retention, and performance. 

If you are a manager giving an assignment, be crystal clear about the what--then let your people deliver on how it will be done. 

Why?

 Because you hired them for the how. Think about it. You looked at resumes and carefully selected people who had something that seemed unique or different from the others. 

When you tell people how to do their jobs you take away their identity. We all want to contribute. And that contribution is in the form of the unique way--how--we do our jobs.

Action: Define and get commitment on what you want done, then let people use their unique talents to decide how to do it. 

Does this mean you walk away and totally ignore how things are getting done? No. Your payoff comes when you orchestrate quality, deadlines, and feedback. 

There are certain jobs, especially those related to safety, that don't offer much variation on the "how.": airline pilot, nuclear power plant operator, brain surgeon. For most of us, though, trial-and-error works well to perfect our methodologies and offer a sense of accomplishment. 

This is why more and more employees are looking for managers who coach. If you are unsure of how to do that, go ahead and download the free guide available in the right-hand column. More than a thousand readers have found it helpful and I hope you do, too.

 

photo source: blog.modernmechanix.com/

Coaching Leaders: Success Is In The Agreement

There is frequently an equal amount of fuzziness when it comes to Leadership Development and Leadership Coaching. As a result, the coaching issue can get blurred. So here are some suggestions after a lot of years wrestling with the issue.

Pay Attention to These

When it comes to coaching--or any kind of consulting activity--90% of the success or failure lies in the contracting phase. So:

1. Get clear about who initiated the coaching request. If it was a boss, be sure to understand what that person is looking for and why. Which means also asking, "Who really set this process in motion?" (Your boss may be the messenger).   

2. What are the specific results desired from the coaching engagement? While Leadership is a sexy, catch-all phrase, maybe the real issue is managing team performance, running better meetings, or initiating conversations with colleagues in other corporate locations. (All three have emerged after probing underneath the Leadership umbrella during contracting).

3. Is coaching the best way to get at the desired growth? The fact of the matter is that some things are skills than can be learned in other ways. And if you ask yourself how you best learned Leadership, the thoughtful answer will probably be "from leading." Be prepared to suggest expanded responsibility. People grow by being lifted up, then stepping up.

(Effective coaches know when it's time to simply hold the ladder).

Thinking About Work-Life Balance?

The real issue of work-life balance is about what kind of a life you want to have. Work plays a part in life--it's not designed to be the other way around.

Decisions that you make about life determine how much work and what kind of work you do. Spending time getting clear about who you are and how you are talented is time well-spent. You may not even like the answer at first. It may conflict with expectations from you, your family, the community, and even society at large.

Real people searching for balance

A few years ago my wife and I were visited by a young married couple (I'll call them Phil and Ann) who wanted to talk about some choices they were confronting about their life together.  The real issue emerged when Ann said, "I think I will need professional fulfillment over the long run. We really want to have children soon, too. How do you achieve that kind of balance?"

It was at that moment that I realized that work and life were being viewed as slices of a pie that could somehow be sliced, with every piece equally tasty and available for consumption when desired.

And the reason they came to us is...

My wife, Barbara, was also my consulting partner for a number of years. She has a dual Ph.D. in Business and Counseling. (She'll analyze your financials, tell you you're going broke, then switch chairs and ask in the best Rogerian fashion, "How do you feel about that?"). Ann knew about Barb's background and the fact that we had a daughter (a teenager at that time). So her real question was "How do you have it all?"

The answer:  You don't have it "all"  at  the same moment in time.

(Intuition tells me that there is probably some law of physics that would bear that out. However, my party-life balance in college caused me to miss that class.)

Barb explained that we had made a choice together about raising our daughter. We had decided that it was important for her to come home to a parent each day. There was too much going on in our daughter's life to leave the development of her own decision process to chance or to others with values inconsistent with ours.  Yes, it would cut our income considerably. Yes, there were things that we wouldn't do as a result. No, she (Barb) didn't feel any "less of a woman" by not having a professional identity at that time. No, she didn't feel as if she had wasted her education ("Ann, try raising a teen-aged daughter without a Ph.D. in Counseling Psychology!"). And so on.

A way to re-think this

Work-life balance is really a deceiving term. It has the impact ofseparating work and life. It then visually nudges you toward making decisions that fall into those two categories instead of integrating the elements of your life into a sensible whole.

Maybe that's the place to start. For those who work best with a label, perhaps "Life Integration" would offer a better working phrase than "Work-Life Balance". I believe you can do yourself a big favor by paying attention to a job that offers a "good fit" for who you are and what you do vs. trying to "balance" something that started off out of sync.

Fast Forward: Phil and Ann

Phil and Ann now have two children, 8 and 5. Ann is a volunteer leader in an organization where she can bring the 3 year-old along and it works. She does intend to continue her "professional" life in a couple of years and is exploring ways to do that. She told me that she likes her life, is happy with the decision, and doesn't think about "balance" any more. Instead, she and Phil look at where they are, where they want to be, what they value, and then make decisions accordingly.

They took the approach that life is, indeed, a journey; it's not a "have-it-all-at-this-moment-in-time-every-time" proposition.

What are your experiences? Are you working on a balancing act or best-fit decisions?

Are You Strong Enough To Ask For Help?

Employee engagement, management engagement, leadership, passion in the workplace. . .

These rallying cries fill books, blogs, and backroom banter. The real issue: "How can we get done what needs to get done and create a sense of "we're in this together" at the same time?

It's actually quite simple:

To Get Something Done, Ask for Help

There is nothing that sparks the human spirit--and thus adds meaning to a task--than the satisfaction of providing help to someone who needs it.

Yet my experience--at least in many western cultures--is that it is somehow viewed as  "weak" to ask for help. After all, if I'm a guy who gets things done, I don't want people to think that I can't get things done.

I know you already see the fallacy in this. Most textbook definitions of management include some version of: "Management--getting things done through others."

Hmm. As a manager that means, by definition, I need your help.

What Actually Happens Vs. The Simplicity of Help

See if this isn't a little closer to the norm:

Manager: "Andrew, our sales goals are up by 8%. You supervise the customer service reps. You need to be able to support that. Make it happen."

Now, that 's not too bad a directive at all in the grand scheme of things. (For those who only respond to warm and fuzzy, it's probably not). It's fairly specific, understandable, and has an action attached. However, we've got an entire generation of management research that everyone has been exposed to through workshops and reading. The essence of that research is that people want to be respected,involved in solutions, and have a sense of meaning in what they do.

So, I suggest:

Manager: Andrew, our sales goals are up by 8%. I need help. (Shut up).

Note to managers: Really, you do need help. You're getting paid to make the 8% happen--through other people.

Andrew: How can I help?

Honestly, if the manager & Andrew have a decent relationship, "helping" is about as meaningful as life can get at that moment.

Manager: You supervise the customer service reps. We need to be able to support that 8% bump. How would you go about doing that with your people?

• Statement one: Places next level of responsibility where it belongs.

• Statement two: Specifies the  issue.

• Statement  three:  Involvement and  more meaning. (In the event that Andrew struggles a bit, this is the "teachable moment" for coaching).

What will you do?

What someone does for a living is part of the working agreement. How they do it is why they--as individuals--were (hopefully) hired in the first place. When you allow someone to exercise the personalhow, you have created the intersection of individual meaning and engagement .

Are you strong enough to ask for help today?

Earn Your "Change Chips" Early

If you want to change an organization, you start by changing the patterns in which people talk together, the things they talk about, the frequency of their contact and the makeup of those who overhear them." --Art Kleiner, Who Really Matters

I would add: Start doing those things before you need acceptance for a new initiative.

Change Chips Are Earned Up Front

Most change models start at the point where someone shares a new vision or plan, then asks for enthusiastic support. But we're all poker players (whether we know it or not). We spend time unconsciously earning or collecting chips based on the frequency and quality of our interactions. When it comes time to ask for something, that stack of chips can mean a make-it-or-break-it hand. It looks like this:

So What Does This Mean?

If we're in a position to initiate something new or different, the time we've invested  building solid relationships can determine our ability to gain support and moment.  The leader who spends time playing corporate video poker may revel in his individual genius--but lacks the relational chips needed to convert that genius into action.

What are you doing today to build the stack necessary for a successful change?

Are you "starting change before it starts?"