Leadership: It Is About You

There seems to be an ongoing attempt to recycle, re-package, re-label and microwave new leaders into  existence. Yet that approach must be important, fascinating, or both, because it's a huge moneymaker. Look at this:

Leadership books at Amazon: 72,587  vs. 26,086 for Nutrition & Diet. There are twice as many authors and publishers banking on people wanting to become leaders than paying attention to staying alive long enough to get there.

Google the word "leadership" and you can spend the rest of your lunch break reading your choice of 160,000,000 results. Want to know the definition of "leadership"? No problem. There are 9,650,000 search results for "leadership definition". That one got me thinking: "If we have so many people concerned about leadership (a good thing), what happens if they all define it differently (a potentially confusing thing).

Pause for just a moment. If you were asked by a "leader" how you define that role, what would you say?

Leadership Definitions From Four Experts:

• Peter Drucker: "The only definition of a leader is someone who has followers."
  
  
• John C. Maxwell: "leadership is influence - nothing more, nothing less."
  
  
• Warren Bennis:  "Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential."
  
  
• John W. Gardner: Leadership is the process of persuasion and example by which an individual (or leadership team) induces a group to take action that is in accord with the leader’s purpose, or the shared purposes of all.”

Can You Find the Similarities?

One striking similarity for me is that none of the definitions includes rank or title. Three of the four are explicit about influence and persuasion. Two of the four state or imply process and potential vs. "I've reached it!"

But my personal favorite is Drucker. He's saying "Look over your shoulder. If you don't see anyone, you're not leading." More importantly, if you have followers, you better recognize that you're leading!

Some food for thought:

• If it's really that simple, then why do you and I, along with thousands of others, meditate on the deep meaning of "leadership?"

• Do individual definitions vary so much that leaders simply can't win when employees are surveyed?

• Could part of the problem be that you and I won't let someone lead because we refuse to be followers? (Instead of arrogant, "sucky" leadership, perhaps we have some arrogant, "sucky" followership.

• If it's all about influence and being influenced, what gets in the way?

Leadership, stripped bare, involves two elements:  the boldness to stand up and lead, and the humility to stand up and follow. I'm wondering if the bigger leadership challenge may actually rest with the second.

 

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5 Meeting Traps and How To Fix Them

I just returned from a good meeting.

Everyone was engaged, no one dominated (unless it made sense because of specific expertise), and every speaker followed up to check for understanding. It was more like sitting around a warm fireplace in winter than a typical business meeting.  So, it made me think about the planning that went into it and how it was led.

If you've struggled through more than a few bad meetings, I'm guessing you've experienced the following traps. Here they are and how to fix them.

1) People think they are experts.

Many people tell me that they know how to run an effective meeting. Actually, all they do is host a party. They invite guests, provide treats, and preside over a conversation. People talk. People eat. And nothing happens. Or, if they somehow manage to reach an agreement, there's no concrete follow-up to implement it.

What to do: Learn how to design and lead successful meetings. Attend a workshop, buy a book, or hire a facilitator who also teaches you what and why (s)he is doing so you can do it yourself the next time. If you are a leader at any level, being a meeting pro is linked closely to your long-term success. Recognize that there are systematic ways that can help people make practical, methodical progress toward results. Of course, you have to know what they are in order to use them. 
If you want professional help, contact me (609.654.7376) and we can look at the most sensible way for you to learn how to become a meeting pro.

2) People think they are inspiring.

(Inhaling deeply for extra breath): Too many meeting leaders labor under the delusion that long-winded announcements and dissertations impress others. The opposite is true. A long lecture quickly becomes a boring (and sometimes offensive) harangue. Why? Most employees want an active role in contributing to the business; listening to a lecturette feels like a waste of time.

What to do: Design meetings that give attendees opportunities to contribute. 
Plan questions that focus thinking on the situation at hand. Use activities 
that help people make decisions. Communicate your own thoughts  in e-
mails and casual converstations. If you must use a meeting, keep announcements brief and crisp (less than a few minutes).

3) People think others agree with them.

Many of us rely on nods, smiles, and eye contact to measure acceptance. Most employees will do anything to appease a boss. And if the boss seems to be 
upset, the employees will become even more agreeable. Then, once the meeting 
ends, the employees will do one of three things: 1) forget the lecture, 2) ignore the message, 3) sabotage the idea.

What to do: Conduct meetings using an agreed process that everyone considers to be fair and effective. The single best element to remember: people will accept decisions that they helped make.

4) People think others are clairvoyant.

How many times have you received a meeting invitation without an agenda? At the same time, you were expected to arrive with a vision for what needs to be done. Whenever we go to a meeting, we do bring our private hopes, fears, and solutions to the situation supposedly being addressed. But without a clear agenda and a solid process to work the agenda, the result is something between chitchat and chaos, depending upon the complexity of the issue.

Note: A vague agenda, such as a list of topics, is about as useful as no agenda.

What to do: Write out your goal for the meeting. Then prepare an agenda that is so 
complete someone else could use it to run the meeting without you. Specify each 
step and provide blocks of time scheduled time. Send the agenda at least a few days before the meeting so that the attendees can use it to prepare. Call key participants before the meeting to see if they have questions or want to talk about the agenda.

5) People think meetings are necessary.

Have an emergency, surprise, or a twitch? Call a meeting. 

Uh, no.

A meeting is a special and often expensive process. It should be used only to 
obtain results that require the efforts of the right group of people working together in the right way on the right issue. Meetings are not universal cures for whatever ails the work group. Held for the wrong reasons, meetings waste everyone's time and can undermine the leader's actual intentions.

What to do: Challenge every meeting for its ability to add verifiable value to your business objectives. If successful, do the results outweigh the cost of holding a 
meeting. Is there another activity that could accomplish the same result? 

Yes?

Use it.

Number 5 is the one that really gets to me; I often come down fairly hard on clients and associates whose first step in addressing an issue is to call a meeting. Given my business and the importance of using time wisely, unnecessary meetings are unnecessarily costly. I hate when that happens.

Reader Expertise Wanted!

Meetings are one thing we all have in common. Weigh in with your own experiences, traps, and techniques--you'll provide help to a lot of people who are looking for it.

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Leadership & Influence: Raise The Standard

"Fitting in" is a big deal, and in many organizations it's seen as the way to career longevity.

That's a problem.

People are influenced by those they see as being "ahead of them." If you simply match the rest of the workforce and blend in, your influence is diminished. Eventually, you become invisible.

If you want to lead, be willing to raise your personal standards to exceed the common expectations of your organization or work group. "Raising" equates with "elevating." Once you raise the bar for yourself, you begin to view things from a heightened position that expands your perspective. When that happens, you're able to see and describe a greater vision for those around you.

What can you start doing today to raise your standards and increase your ability to lead?

_________________________________

Bonus : Check out my online colleague and consulting pro, Denise Green, as she shares an important truth about Changing How You Are, Not Who You Are.  

 

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5 Tips To Make Things Happen

Decisions get made. It's time to start.

The goal is clear. There is a picture of what the result should look like.

Now we just have to "do it."

Some don't make it...

.. .individually or organizationally.

Given that there are entire industries built around "doing it"--continuous improvement, change management, life coaching-- there must be some trick to that whole in between area. If you are involved in any kind of a change, here are 5 tips that you can take to the bank. (Ignoring them may put you in the collection agency).

1. Language matters.

"We're going to make a transition from___to____" impacts the brain a lot better than "We're going to change."

(Honestly, I don't want to change--do you? But I don't have any problem making a transition).

2. Friendships matter.

Be willing to talk and be willing to listen. When things change at home or in your family, you have coffee and conversation with friends. Why? It's cathartic. And you don't feel alone. Changes at work are no different.

3. Grace matters.

Transitions and change imply, by definition, that people are trying something for the first time. When your little child tried out her first steps and fell after the third one, you didn't offer a performance appraisal. You hugged her, made a big fuss, took a video, and called the grandparents.

Offer the same to adults who are trying something for the first time. Truth be told, they are feeling like kids at that moment.

Note: I'd avoid the hug and the video; it's your call on whether to phone the grandparents.

4. Accountability matters.

This isn't opposed to numbers 2 or 3. Accountability is an act of deep friendship. Friends don't let friends drive drunk. They also don't let friends do things--or avoid doing things--that are hurting their careers.

5. Small wins matter.

Make an example of anyone or any result that approximates the longer term ideal. Do it often.

If you wait until everyone gets it perfect, there won't be a celebration. There may not be a reason for it.

That's why continuous improvement is called continuous improvement. 

_______________________________

Bonus for You For 2012

During the Christmas/New Year respite, I scrolled through the list of leadership and workplace blogs that I've subscribed to over the years. Some I read religiously, others I spot-check for information. Here are seven that I recommend for those who want a glimpse into the insights of writers who possess depth and breadth of experience and are engaging in their writing and subject matter. The numbers aren't rankings, simply an orderly way to present the information. These seven writers will add, exponentially, to your leadership and workplace savvy.

1. Michael Hyatt, Intentional Leadership. The Chairman of Thomas Nelson Publishers shares personal leadership insights, productivity tips, and and offers glimpses of his life, personal and professional. The model of transparency, authenticity, and a leaders of substance.

2. Steve Farber consistently reflects his commitment to his theme for Extreme Leadership. His message is simple, yet profound: "Truly great leaders in life become so because they cause others to become greater than themselves."

3. Managing Leadership is the engaging online presence of Jim Stroup whose military and academic credentials go a long way in explaining the depth of his thinking and writing. Jim is a must-read for those who want to delve into the facts and fantasies of modern management development.

4. Wally Bock is the force behind Three Star Leadership. Each week, Wally makes sure you are in touch with new and useful resources; helps readers look at what really works (and doesn't) when it comes to developing supervisors; and provides a free weekly newsletter (you just need to sign up) that will give you fascinating and surprising glimpses into the lives of people who have made a difference in our lives.

5. Dan McCarthy combines years of experience as a learning executive with Paychex with his current role as Director of Development Programs at the Whittemore School of Business and Economics at the University of New Hampshire. Great Leadership By Dan is a place where you can explore working models for talent and leadership development and interact with Dan (he's all about learning and his responses to comments are frequently mini-lessons unto themselves.

6. Mike Myatt focuses on his work with CEOs and, as a result, allows a glimpse into the daily challenges of the C-world. Mike is also enjoys engaging with his readers and trying out different ways to connect and keep others connected.

7. The term Remarkable Leadership points to just one person: Kevin Eikenberry. Leadership Coach and Author, online teacher, and social media maven, Kevin is the kind of of guy you want to meet after reading a few of his articles and listening to what he's up to on any given week. The place to do it all? Leadership & Learning.

You can't get off to a better "leadership learning" start in 2012 than with this gang. Enjoy!

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5 Tips Leaders Can Use Today

One of the benefits of working with lots of leaders in many different organizations is the chance to see what really works, regardless of the individual personality or industry. 

So, here are:

5 Tips That Make A Difference

1. Leading starts with clarity. The time that a leader spends getting clear about what needs to be done will pay off in quickly-focused effort as a result of increased understanding. 

When things aren't clear, the day doesn't  go well. Minds and bodies gravitate toward something that does seem clear. The world abhors a vacuum. When a vacuum is created, people will fill in the blanks with their own content.That content seldom matches your fuzzy intent and is frequently a more negative interpretation.

2. The Leader is the Mediator of Meaning. Clarity is the first part of the issue. The other part is taking the time to show exactly how "what" you are proposing to do is directly connected to the success of over-arching goals.Your kids will tell you to "make it real." Your employees are thinking it.

3. Leaders Understand How People Learn and Work. Intellectually, we all acknowledge that people learn and work differently. Really successful leaders take time to pinpoint what those styles are and genuinely acknowledge their inherent value. Hands-on 'Doers,' Readers, Questioners, Ponderers. . .

4. Leading Means Knowing How to Orchestrate the Experience. When to have a meeting or not have a meeting; who needs one-on-one attention? What isn't negotiable and what will work best with a full discussion? Is the objective really achievable--at the level of quality desired--in the originally designated timetable? (Go ahead and add your favorites to this list).

5. Leaders Lead from Every Proximity. You'll spot a good leader out in front of the group; alongside of a direct report who is struggling; or standing in the back of the room listening to a discussion and only joining in when re-direction or a fact is needed. And everyone knows how they're doing in relation to what's expected.

Consistently add these five to your repertoire and you'll bump up your game exponentially.

 

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5 Ways To Be Coachable

Who Is Coachable?

The fact is, everyone isn't. Those who are uncoachable often think they have no performance issues and if there is one, believe everyone "out there" is the cause. In these cases, coaching isn't a very good option to produce positive results. It's kind of like one spouse dragging another to marriage counseling in the hope that the counselor can "fix" the partner. (Ever see how well that works?). The sticking point here is a mindset that doesn't allow someone to reflect on their own behavior, a desire to change it, and their personal responsibility for the relationship. So, forcing someone into a coaching relationship isn't the best organizational solution for certain issues and individuals.

Five Characteristics Of Coachability

If you are considering coaching someone else or being coached, here are five attributes I've observed in people who successfully "own" their part of the coaching process. You might want to use this as a quick diagnostic tool.

1. Committed to Change. Individuals who don't think they're perfect, want to improve, exhibit responsibility for their lives, and are willing to step outside of their comfort zones are good candidates for a successful coaching relationship.

2. Open to information about themselves. Be willing and able to listen and hear constructive criticism without being defensive; then, synthesize their coach's suggestions with their own personal reflections on the issue.

3. Open about themselves. Willing to engage in topics that may be uncomfortable but are getting in the way of their professional development; talks about "what's really going on" so the coach can have a complete and honest picture of the total situation.

4. Appreciate New Perspectives. People who get excited about hearing someone else's take on a situation and figure out how to learn from it can really benefit from coaching.

5. Awareness about one's self and others. Coachable people already have at least a fair amount of awareness about themselves. Equally important, they use it to reflect on their behavior and how it impacts other people in the range of situations that come their way.

You may have some others that you use to gauge coachability. If so, take a moment to add your tips with a comment below.

 

 

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Help People Get Ready for Changes

Readiness and Resistance

Every systematic approach to making large-scale change usually talks about these two factors. 

Readiness refers to whether or not the people who will be involved are prepared for the changes that are coming.

Resistance refers to the assumption that many people will balk at doing the "new" thing because it is different.

I'm no longer sure that the word "change" has any real impact. Everyone knows that life is filled with changes. Many of the programmed approaches have been designed in a way that creates an "us and them" dynamic, not unlike "employee" engagement. In other words: "I want something different than I'm getting now so you have to change." 

Making changes for the better, whether at work or in your personal life, each have some common elements. Here are some real-life, practical tips accompanied by some semi-deep thoughts:

If you, as a leader, have done a thorough job of explaining your organization's situation and why it is critical to do specific things differently, you will enable readiness and reduce resistance before it even starts.

Why? Because the human condition demands a reason for doing something differently. Until you answer the "Why?" question satisfactorily, forget about trying to get to the "What." (See, I just did it).

Readiness is all about understanding and acceptance. Yes, both of those. You can understand something intellectually but you need a certain amount of acceptance to want to act on your understanding. 

What to do: When a change is needed, start talking about the situation and what you think needs to happen differently. Make the topic an ongoing conversation over lunch, in meetings, emails, etc. Engage other people in the discussion at every opportunity. Ask them what they think could be done to make this "new" thing happen. Tell managers to make it a conversation in their meetings.

Why? (See, I am trying to model this thing). When the decision to make the change finally happens, it's not a surprise.

Save surprises for a significant birthday.

 

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Really Smart People Keep Learning

Is that just too obvious to you?

The impact on organizations is huge and, I think, grossly underestimated.

Hiring "smart people" often consists of hiring recent grads with high grade point averages or candidates with related experience.

My consistent observation within organizations is that this is only a fraction of what's needed--and frequently meaningless.

More and more, especially with ongoing change, the path to performance is learning. But there is a cry continuing to be heard in board rooms and hallways: "But (name) is so smart. Why can't (s)he get what we're doing?

The answer lies in willingness and ability on a person's part to:

1. Recognize that something new requires learning

2. Understand that "new" means it's time to learn again

3. Suspend judgment and try  a different way of doing things

This isn't an issue of IQ. It's an issue of EQ.

When I created the tag line "Teaching Smart People Practical Ways to Become Extraordinary", the response from clients and colleagues was positive. The question that does pop up is : How do you decide who is smart and who isn't?

The answer: I don't know who will fit into that category until I start working with  an individual or an organization. When facing a challenge or simply wanting to grow, those who are willing to make the necessary changes look awfully smart to me. And it's the willingness to learn that defines "smart".

Under the same circumstances, those who dig in and make excuses for why they shouldn't at least give it a try fall into the opposite category.

Would your organization be willing to define "smart" in a similar way?

Bonus:  Mary Jo Asmus lays out a key leadership skill that will make a difference in your career, regardless of your position in the organization. Check out The Key Missing Piece

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Encourage Talent If You Want It To Grow

Every so often I check the keyword searches that land people here at All Things Workplace. A lot of them have to do with "find my strengths" or "how do I manage talented people?"

People at work appear deeply invested in clarifying their own strengths and understanding the inherent talent in others. If that's so, I was wondering why there is so much angst about "growing talent." It seems that people are already interested and committed for the long term if their strengths and talents are being valued.

"Your Lips Say 'Yes-Yes' But There's 'No-No' In Your Eyes"

There is at least one reason why some people--including managers--shop their resumes even in bad times.In part, it has to do with verbally advocating development and then doing the opposite.

A real life example:

Jason (not his real name) is an operations manager in one of my client companies. He's quite experienced and has been in the manufacturing industry for 20+ years. He is also the most well-read client ever. Whenever I see him, he waxes poetically about the wonderful "new" managerial ideas he's picked up from the most recent leadership books he's read. And he's read all of them.

One of those ideas had to do with recognizing someone's small successes and following through with verbal encouragement or even a small reward (lunch, movie tickets, a $25 gift certificate. . .) Or better yet, acknowledge the person's accomplishment during a regular departmental meeting. He even made it a point to talk about the importance of those ideas during a meeting with his supervisors.

So what's the problem?

He wouldn't do any of those. So, I asked him why not.

His reply: "I'm not going to spend time rewarding or telling someone how good they are if the company is already paying them a salary. They are supposed to do good work."

What's baffling is this: He doesn't have the same approach with his kids. I've seen him at home, in action. He acknowledges them when they've succeeded at something. Anything. And he does it spontaneously.

Good grief:

Every day we're all trying to learn or do something new. Let's be honest: part of our day is spent being a kid again when it comes to struggling with a new problem that needs a solution. And we could use a few encouraging words of recognition when we demonstrate a talent that helps the organization.

("Gee, that felt good. I think I'll do it again!)

What would a well-known, successful business person say about the importance of encouragement?

"My best friend is the one who brings out the best in me."
~ Henry Ford

A Final Thought to Encourage Encouragement

The human mind abhors a vacuum. In the absence of accurate information we'll create our own story to fill the space. Unfortunately, we humans usually create a more negative reality than actually exists. Therefore, the absence of acknowledgment and encouragement can very easily turn into the perception of a "critique." (If my boss isn't telling me I'm doing well then I must be doing poorly).

Find someone who is doing something well today and tell them so. You'll be growing talent.

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Why You Should Keep It Simple

"Everything should be made as simple as possible, and no simpler."

--Albert Einstein

If Einstein was into simple, then why aren't we?

Whether you're an entrepreneur, coach/consultant, or someone slugging it out every day in corporate life, you know how complex things can become. But why?

3 Reasons Things Become Complex When They Don't Have To Be

1. Complexity can indicate a lack of clarity. When nothing is number one, everything becomes number one--all at once.

2. Many people view complex explanations and business presentations as indicative of superior intelligence.

I've not seen that proven to be true. Instead, they are often indicative of lack of focus and preparation, or an attempt to overwhelm the listener(s) into thinking that what is being said can't really be understood by the “unwashed.” Therefore, the speaker should be granted carte blanche to proceed with the proposal or project, whatever it is.

Note: From now on this should raise a red flag for you. Why? Because you are about to learn

Roesler Rule of Life #27:

Truth comes in sentences. B_ llS_it comes in paragraphs. If you can’t say it with a noun, verb, and object, you aren’t clear about your thought. Or, you may be about to commit #2 above.

3. We are bombarded with so much new information and imagery that our senses are overwhelmed . Our immediate reaction is:

    a. Trying to make sense of all of it in the midst of what we've already begun to do for the day.

    b. Multitasking to deal with all of it.

Einstein Gave Us The Answer To This One, Too.

One of the principles within the Theory of Relativity is this:

"It is impossible to detect the motion of a system by measurements made within the system."

(What a great sales line for coaches and consultants!)

As individuals, we can't sort out our blind spots from within. We need a relationship with someone who will tell us the truth, give us another perspective, and with whom we are accountable to follow through.

It's an issue of honesty.

Corporations have an even more difficult time. Systems, procedures, and programs built from within are understandably (given human nature) protected and defended by those who are attached to them. Yet the only way to clearly see the reality of a situation is to have someone stand up and tell the truth about it, good or bad. That can be a career-limiting opportunity for the keen observer. Yet to make changes that mean something, successful companies will have to promote that kind of candor or shrivel and die.

It's an issue of honesty.

With ourselves and our companies, the only thing we can decide is what we will do, personally:

Will we speak the simple truth, ask for the simple truth, or claim that our lives are so complex that we can't know the truth?

And then lament the fact that nothing has changed.

3 Ways To Help Make the Complex Simple

1. Before you start the day, answer this question:

"If I can only have one result today to the exclusion of all else, what must it be?"

Pay attention to that. Let go of the rest.

2. Edit your professional language--in length as well as terminology--so a 9 year-old can understand it. Then everyone around you will know that you understand it, too.

3. When you catch yourself multi-tasking, see how you are coming along with #1. Then go back to #1.

 

 

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Get The Most From Professional Assessments

How is your organization using professional assessments?

Self-assessments, 360 degree feedback, assessment centers, and other similar tools are widely used in the workplace. What's your experience with them?

A lot of information is generated during the assessment process. I was reviewing some feedback that was coming in for a client and realized that there are lots of good uses for it. And we may not always be taking the best advantage of the information and the potential process. So. . .

Would Some of These Help You and Your Organization?

Assessment feedback, by definition, is given to the subject of the assessment. That person is often asked to reflect  and decide what, if anything, to do with it. That's fine. Making changes is a choice. But here are some other ways to get the most from the data. You may be doing some are all of them now. If not, here are some thoughts that I hope you will find helpful:

1. In the case of 360 feedback, encourage the recipient (I'll use the word "Manager") to get together with the group that generated the data. It's an opportunity, at minimum, to acknowledge the time and energy they put into the activity.

Suggest that the Manager share the themes and take-aways from the data. 360 activities have some of the same dynamics as surveys. Participants want to know what happened with their input--and what will change as a result. This is a chance to do just that. And, if the Manager has misinterpreted something, the group can add clarity.

Yes, I know that the feedback is anonymous, blah blah. However, the act of inviting the respondents to come together also invites a deeper level of candor. And the fact of the matter is: These are people with whom the Manager has to work. Sooner or later it will be time to increase the honesty of conversations. This is an ideal framework in which to do that.

2. A Good Reason For A Good Conversation with "The Boss."

If you're the Manager, make an appointment with your boss. Tell what you think you want to do differently. Ask if the boss sees the data and your intended changes in the same way. Or differently. Here's the principle: Giving straight feedback is difficult for a lot, if not most, people. Including the boss. If you provide the data and ask for suggestions, you've done the work that your boss my find tough. It may be the most meaningful conversation you've had with that person.

3. A Good Reason For a Good Conversation with Your Reports.

If it's a 360, some or all of those folks provided feedback. I wouldn't call a departmental meeting and declare "Let's share." I would do one of these two:

• Make it a point to informally share what you learned and are working on with each person. Do it in the course of normal conversation.

• If you have a full group meeting coming up soon, take 10 minutes to talk about the assessment, the process, what you learned, what you are working on, and what kind of support you need to do those things. The payoff? You get help. You set the model that getting feedback and doing assessments is a valuable activity.

4. Self Assessments. Any or all of the above will be helpful to validate your self perception. We have ways of deceiving ourselves on both scales: positive and negative. Have the conversations that will give you an accurate picture.

Let's assume that you--or whoever is being assessed--will use the info for development. Here's the payoff you don't want to miss: the data provide an "objective" reason to have a "subjective" conversation. When you rally around the information, you are in an arena that's focused on performance factors and not necessarily you as a person. (That may be a result. Why not find out while you still have time to make changes?).

Most of all: an assessment offers  a legitimate reason to have the kind of conversation you've been missing.

Go for it!

And...a warm thank you to Ellen Weber at Brain-Based Business for making me one of this week's MITA Millionaire Bloggers . As I mentioned in my "thank you" comment to Ellen, I wish my  Mom were still alive to see "Steve Roesler" and the word "Brain" on the same page.

I know she'd have a comment, too!

 

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Communications Issue? Maybe Not.

How often are you confronted with,"We've got a communication problem!"?

That's a strong signal to start digging deeper because something else is probably going on.

Communication is a catch-all phrase. It's  generic, socially acceptable, and really indicates that someone wants to start a conversation. But it probably won't end up being about communication.

Psychologists and counselors refer to these kinds of introductory pronouncements as "presenting" problems." They're  a call for help when someone doesn't know what to do or may not even be aware of the real issue.

Unless you know the genuine issue, you can spend a lot of time creating an elegant solution for the wrong problem.

In organizations, communication is the #1  presenting problem.

The next time someone lays a "communication" issue on you, try this:

"That sounds interesting. Help me out. Describe specifically what you see happening and why it's a problem."

You may discover that the Marketing group refused to follow guidelines from Research and ended up slightly misrepresenting a product. 

Listen carefully. How many presenting problems can you shed some real light on today by digging just a little deeper?

Beware the "communication" trap!

__________________________________

Bonus, Hot Off The Press: A week's worth of learning available through the latest Leadership Development Carnival. Big hat tip to Lynn Dessert for putting together this month's edition.

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Nine Ways To Create Creativity

Do you consider yourself to be "creative?" Chances are, the answer is "No" or "Well, sometimes."

Why is that so?

I work with educational leaders and got this from a long-time school principal: 

If you ask first-graders how many of them are "creative," pretty much all of the hands in the class go up. They smile. They show their colorful drawings and finger painting and maybe even compose a song along the way.

What happens when the same question is asked of the same kids a few years later?

The responses drop to nearly zero. And the kids are still in elementary school.

Fast forward to your business meeting. Someone says "Let's get creative about how to grow the market in Asia. We've got until 5 o'clock."

Whoa!

We've got little kids who are convinced they are creative. Then we've got bigger little kids who start to doubt themselves. Then, we end up with adults who are sure they aren't creative but are being asked to create--with a deadline.

This post is a call for thought, not a rant. It seems to me that we have taken an entire population of creative youngsters, taught them to color inside the box (or else!), and now tell them to "think outside the box"--(or else!).

Creativity: The Magic Synthesis

Silvano Arieti wrote a book in 1976 called Creativity: The Magic Synthesis (you can get a used copy through amazon.com). Here are his nine conditions for creativity and the reasons why:

1. Aloneness. Being alone allows the person to make contact with the self and be open to new kinds of inspiration.

2. Inactivity. Periods of time are needed to focus on inner resources and to be removed from the constraints of routine activities.

3. Daydreaming. Allows exploration of one's fantasy life and venturing into new avenues for growth.

4. Free thinking. Allows the mind to wander in any direction without restriction and permits the similarities among remote topics or concepts to emerge.

5. State of readiness to catch similarities. One must practice recognizing similarities and resemblances across to perceptual of cognitive domains.

6. Gullibility. A willingness to suspend judgment allows one to be open to possibilities without treating them as nonsense.

7. Remembering & replaying past traumatic conflicts. Conflict can be transformed into more stable creative products.

8. Alertness. A state of awareness that permits the person to grasp the relevance of seemingly insignificant similarities.

9. Discipline. A devotion to the techniques, logic, and repetition that permit creative ideas to be realized.

So, now we go to our boss and declare boldly, "I'd like to have some extended alone time for inactivity and daydreaming so I can come up with a creative idea for your strategy."

(Please let me know how that conversation goes).

How You Can Create Creativity

Then next time you have charge of a meeting or idea session, how about using some of the above items to lay a foundation for creativity.

• Build in "alone time" by having people think about the task well in advance. 

• Use a mind-mapping activity to address numbers 4 and 5.

• Suspend judgment and encourage the craziest ideas in the room, because

• Alertness (number 8) will connect the "crazy" dots

I hope you'll use these to be intentional about creativity. It sounds almost like an oxymoron--"intentional creativity"--but according to number nine it isn't.

Intentional Creativity--that's a lot easier to sell to your boss than some alone time.

___________________________________________

Resource: If you want to explore a lot more about creativity, you'll want to check in with Mark McGuinness at Lateral Action. Mark has a terrific blog and newsletter; when it comes to creativity, he's my immediate "go-to" guy.

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Coaching Your People?: Manage Risks

We all want to stretch the capabilities of our team members. At the same time, think about minimizing failure when someone has a "stretch" goal with high risk attached. Any high risk goal can damage your reputation, your staff member, and even the organization. 

Manage risks by discussing the actions your person plans to implement. Then, monitor the results and agree on frequent reviews to catch anything that needs adjusting before things get "off track." Stretch goals are great confidence builders for everyone involved; they also require more follow up conversations than low risk goals. 

Speaking of low or lower risk activities: it usually works well to have the person your coaching go ahead and act first, then report back in and discuss how things went and what was learned.

Important point: Solid coaching agreements include mutual responsibility. Show loyalty to your staff even if something goes wrong, then help them pinpoint lessons learned for the future.

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Teams: Guiding A Discussion

When you're in a group discussion--or leading it--and you see the energy begin to drop, ask a question.

A good question can breathe life into a team in a way that advice never can. First, recap the key points you've heard , then ask an open-ended question that leads the discussion on in a positive way.

Open-ended  questions are something we all know about. When things get "stuck" or heated, the human condition stops problem-solving and starts digging in. Open-ended questions put everyone back into creative mode and move things away from turf issues or boredom. Remember: Questions activate the mind; statements promote mental passivity. 

 
What You Say, How You Say It

A helpful way to guide a team discussion is to phrase things in a manner that assumes something will happen. (We love the possibility action and results!). By subtly highlighting the words that indicate what you want to happen, you can lead your team toward an agreement. Try these for starters:

• "What ideas do you have on how we can handle this issue?"
  
  
• "After we discuss this completely, we can contact the VP of Marketing to let her know what we intend to do."
  
  
• "Before we decide on the solution, let's compare what we've heard today and see if we have a common theme."
  
  
• "How easy will it be for us to finish this by next month?"

Build consensus by valuing everyone's comments. Your actions will create the model for how team members will operate together, with or without the leader present.

What do you do to lead and promote effective discussion? It's a challenge we're all faced with regularly.

_______________________________________________

Note: I've been away for the past ten days and out of digital contact much of the time. We arrived home to the obligatory "you've been away" burst water pipe. Now that we've cleared the Mallards and Striped Bass out of the basement, I'll begin taking time today to respond to the many comments  on the blog as well as emails from our newsletter. Thanks for your patience.--Steve

 

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New Managers: Delegate

"What Advice Would You Give To Young Managers?" has generated a lot of discussion on the American Management Association LinkedIn group for the past three months. If you are a LinkedIn member, have a look at the suggestions offered.

My humble take on the topic: Learn to delegate (which also implies coaching those on the receiving end).

This has always been the biggest struggle for me, so that's probably why I selected it. There's no mystery regarding the "Why?". It's all about maintaining a sense of control. The fallacy here is obvious to anyone who has ever held a job: Tight control and no delegation leads to stunted growth--for everyone, including the manager. The result is often high turnover, with the manager ultimately returning to the ranks of "individual contributor."

Five Questions to Ask Yourself

Over the years, I've had to do a lot of soul-searching when it comes to delegation. Here are five questions that have served me well and that I hope you find helpful:

1. Am I letting fear stop me from delegating responsibility?

2. Which team members are ready to step up to the next level?

3. Does each person have a project they can learn from?

4. What can I hand over, right now, to a capable team member?

5. Am I genuinely supporting the individual career ambitions of each person?

You've probably developed some good questions of your own. Take a moment to share them in the comment section--you never know what will spark a big change in another manager's thinking.

 

 

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Four Ways To Impact Learning

Leaders, managers, and heads of projects constantly seek ways to grow talent and make a difference in organizational success.

More and more, job candidates are asking the question, "What will I learn here?" If they don't like the answer, chances are they'll keep looking.

So, I began reflecting on some recent speaking and workshop experiences. Four distinct factors came to mind as I thought about the give-and-take that led to learning for all of us. I hope you'll find these useful.

Four Ways to Impact Learning

Impact Curiosity: For every action there's a reaction. When we say or do something, people want time to react to it, talk about it, and understand what it means to them.

Practical Application: Allow  time for questions and answers. The give-and-take after you speak is where people actually learn and where they begin to develop an affinity for, and commitment to, the topic. Even if you're an expert, the learning takes place as a result of people wrestling with the information or idea rather than being the recipients of a data dump--no matter how eloquent you may be.

Impact self-confidence: How you deliver and discuss the information impacts how people feel about learning it. People with position power--managers, supervisors, team leaders--all have the ability to build confidence in the learners or create a defensive atmosphere.

Practical Application: Tell the group at the outset that you value their questions and that you hope they'll jump in when they experience an "Aha!" or a "Help me, I don't get it." When someone asks a question, throw it back out to the group to give someone else a chance to form an answer that may be framed in a way different than your own. Thank people whenever they ask a question or offer an answer.

Impact motivation: Even as youngsters, we knew who the teachers were who made learning exciting, interesting, and engaging. Why not be the "managerial version" of your best teacher. And remember this: Managers Are The Mediators of Motivation.

Practical Application: Take some time to develop questions and break people into groups to address them; if you're talking about a new marketing approach, give people a block of time to do a concept and present it to the group. You know the content. The time you spend designing the right approach will pay off in engaged learners and, ultimately, effective learning.

Impact Creativity: Unless you're involved in safety procedures, accounting rules, or a regulatory issue, people want to be able to offer their own "variation on a theme." One of the reasons to bring people together is to capitalize on the collective creativity and varying viewpoints in the room.

Practical Application: Give people latitude to take the discussion in directions that you never thought of. Remember, you're in charge--but to try to be in control will shut down the kind of learning that the group--and you--have an opportunity to experience.

Bonus: When the noise level goes up and people start debating, discussing, and delving into a topic, you've been successful. Let it go until the energy begins to die down. Then, capture the points that they were making with their co-workers and discuss next steps.

When learners sit passively, you may feel more relaxed because you feel in control not having to respond to questions or manage the group. What it may really mean is that they aren't engaged, aren't learning, and are waiting "until the bell rings" so they can go back to their workspace.

So, pick one of the four and impact someone's learning today. You can.

 

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Leaders: Its About Competence, Not Dominance

Communication Alert: When it comes to leadership, do what is valued: build solid rapport with workers.

Everyone needs to brush up on actions that imply ability and competence (called "task cues" in the psych trade) and play down their dominance cues (actions that imply control and threat), reports a team of psychologists headed by James E. Driskell, Ph.D.

In one study, 159 college students, male and female, listened to the pitches of task-oriented speakers and the same arguments from dominance-oriented speakers, male and female. Almost everyone thought men and women who exhibited task cues were more competent, group-oriented, and likable. Those showing dominance cues were thought of as self-oriented and disliked.

For a corporate decision-making group sitting around a table in a board meeting, poise, attitude, and approach matter more than most people realize.

Here's the rundown on which behaviors they say will earn you respect and which won't:

Task Cues

• Rapid speech rate

• Eye contact

• Verbal fluency

• Choosing the head of the table

• Fluid gestures

• Well-moderated voice tone

Dominance Cues

• Loud voice

• Angry tone

• Finger pointing

• Lowering eyebrows

• Stiff posture

• Forceful gestures

What will you do differently today?

Suggestion: If you found this helpful, I think you will learn from The Value of

Self-Awareness.

 

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Who Do You Want To Become? It Matters

"Who do I want to become?" or "What do I want to be?"

Which question are you asking yourself? Your choice may determine the depth of your life, the wisdom in it, and the success of your career.

After watching a new CEO client begin his tenure at a global company I noticed his ease while listening, talking, giving direction, and saying, "I don't know. That sounds good to me. Go ahead and do it." (Whatever the "it" is).

What we’re really seeing here is a man who has, over a lifetime, decided to "become" the kind of person he wanted to be. I know for a fact that he didn't set out to be a CEO. In fact, he was invited into the role. The reason he received the invitation, I believe, rests in great part on who he is to the people around him.

Yet "who he is" was shaped by not ambitiously jumping into a position that was too far ahead of "who he was" at the moment. His career path shows a progression that was measured and steady, building solid relationships and new knowledge along the way.  And each step on the ladder reflected genuine accomplishment.

Now he has become a CEO; he doesn't have to play the role of CEO.

And that's the distinction between where the two questions above will lead you.

Who do you want to become?

Or, do you want to play a role?

Think about the difference. It will change your life.

 

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Real Change: Add Behavior to Your Vision

We like to talk about the importance of "vision", leadership, and change. When it comes to communication, visionary changes can be captured with images and big picture ideals; but behavioral changes need to be grounded in the specific.

Take-away for today: Make your changes specific so that people know what to do and can tell whether or not they got it right.

 


Things like Risk, Communications, and Strategic Decision-Making are great topics for philosophical conversation and painting the big picture. If you want people to change what they are doing, then you need to tell them what to do in a way that they can act on and know that they are doing it right. Here's what that looks like:

Item: Take more risks.

Example: "When you are deciding to open up a new sales territory, go ahead once you've determined that there is at least a 60% chance of success. Don't wait until 90%."

If I'm the individual, now I know what the rules are and how I can determine whether or not I did it properly.                        

Item: Communicate more, not less.

Example: "When you have new information regarding one of our customers in Sweden, send it out the same day to all of our business unit Sales Managers in Europe."

If I'm the individual, now I know what the rules are and how I can determine whether or not I did it properly.  

Change Management continues to captivate organizational leaders seeking to introduce "change" with as much acceptance and as little disruption as possible That's a good thing. There's always something new going on no matter where you work. Which makes it even more important to be able to do it and not just become captivated by the theories.

What's your experience with change initiatives?

One more time: Make your changes specific so that people know what to do and can tell whether or not they got it right.

If you found this helpful, I think you will enjoy Initiating a Change? Ponder This.

 

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How To Build Your People

Steve suggests: Start by seeing clearly who they really are. 

Ponder this for a moment:

• How many people at work know who you really are?

• How many people do you see clearly for who they are?

I was thinking about the things an executive coach really does--or should be doing. One of the most important is this: Seeing people for who they are, realizing what they can be, and helping to take them there.

If that doesn't sound very "business-like," it probably isn't in the traditional sense of "business-like."

And therein lies the issue. Organizations of all kinds hire the best people they can find. Those folks look at the "people are our most important asset" blurbs in the corporate recruiting brochures.Then they  sign on with high hopes.

What happens later on that causes discontent, retention issues, and the need to search for "talent?" Weren't they talented when they were hired?

Here's what I see.

I see highly motivated people getting performance appraisals that are designed to force rankings on a curve so they never accurately portray an individual's contribution and worth. I see employees at all levels  getting feedback on the gaps in their performance--and then receiving direction to "close the gaps." I see the same people then coming to workshops and seminars, hearing theoretical--but good--teaching, only to go back to work and say "what do I actually do with that?"

In nearly 30 years of managing, consulting, and coaching, I can count on one hand the number of people I've seen fired for technical incompetence. They get released for issues of character,  the inability to relate well with other people, or not being able to "close the gap."

Here are my thoughts as a result:

1. The character issue can be discerned during the hiring process. Discernment should be a highly valued talent possessed by those interviewing.  If not, get a coach to help with that element. Someone who sees others clearly and quickly for who they are.

2. Relating well with other people. You can send people to class to learn some skills. My question is this: does the day-to-day interaction at work model, support, and reward good relationships? A coach can impact that issue--or help the individual see that another role--maybe even in another organization--would be a better match. It's the coach's job to see those things clearly and to help the other person gain the same clarity.

3. Workshops and Education. Two things I enjoy with a passion. None has ever changed my own behavior very much. But I have learned a lot that has helped me think differently and more clearly. When do they work? When a manager or coach shows someone how to actually do what was taught--in the context of the organization's strategies and culture.

Manager As Coach

Before you get the idea that this is a treatise on why you should hire me, let me propose this: Managers can coach if they choose to see their people clearly by building relationships that let them know who their folks really are. If they don't have the time or inclination, then get some help to build the talent that seems, at times, to be hiding. It's probably not hiding. It might just be invisible to the naked eye.

And that brings us back to the opening:

If you want your talent to be valued, you've got to let people around you know who you really are. Make it impossible for them not to see you clearly.

If you are a manager, start thinking about intentionally "seeing clearly." And if it's tough, then get some help.

You and I wouldn't build a house in the dark. We need light to see in order to build. And unless your a truffle, you need a lot of light in order to grow and use your talent to perform.

As always: weigh in. Share your thoughts on clarity, talent, and building people by seeing them clearly. Let the community learn from what you've learned. Click on Comments and join the discussion.

 

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Too Busy Doing Business to Do Business

I just met with a corporate Executive VP in Philadelphia. I'll call him Les. Les said his division was struggling. But instead of leading the charge to turn things around, he was constantly being called into meetings to deliver lengthy, detailed, Powerpoint presentations explaining what was wrong. He was too busy doing business to be doing the business.

Interestingly, one of his recommendations was for the company to get out of some of its operations because they were draining money and other resources. He explained that his people were spending too much time on things that no longer yielded the kind of margins the company desired.

Does any of this sound remotely familiar to you? I realized while he was talking to me that I had gotten up at 5 a.m. to deal with emails from a European client; spent time on the cell phone in transit with a non-profit, pro bono client who needed to talk; and allowed myself to be sidetracked by hallway conversations with managers from the client group who I hadn't seen in a while. A similar schedule unraveled today.

The Fallacy of "More Is More"

In a well-known graph about productivity and multi-tasking (from a 1990′s Harvard Study by Steven C.Wheelwright and Kim B.Clark), two researchers showed the benefits of multitasking – but only in situations where the subject worked on two things at once. Any more than two, and productivity declined. A lot.  This graph shows the results of productivity as related to number of tasks. 

The Lesson: People who multitask actually do far worse on performance than people who eliminate distractions and focus their attention on one or two things.

What to do?

1. If you do business globally in the electronic age, the expectation is that you are available on "their" time...or you should be. So choose carefully--you can't afford to be awake 24 hours a day.

2. Time management isn't really about time. It's about clear priorities. Which means...

3. It's important to say "no." In fact, I think "no" is the solution to a lot of this craziness. It's almost impossible to say "no" with confidence unless you are clear about what's really important.

4. If you are in Les's position, at some point you need to tell those above you that the very act of "over-reporting" is exacerbating the problem. Do it respectfully. Share the impact and consequences on your business and let them take responsibility for whether or not it makes sense to continue the external demands on your time.

What priorities will you clarify today so that you do the right business?

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Want to Lead? Don't Fit In

"Fitting in" is a big deal, and in many organizations it's seen as the way to career longevity.

That's a problem.

People are influenced by those they see as being "ahead of them." If you simply match the rest of the workforce and blend in, your influence is diminished. Eventually, you become invisible.

If you want to lead, be willing to raise your personal standards to exceed the common expectations of your organization or work group. "Raising" equates with "elevating." Once you raise the bar for yourself, you begin to view things from a heightened position that expands your perspective. When that happens, you're able to see and describe a greater vision for those around you.

What can you start doing now to raise your standards and lead even more effectively??

_________________________________

For more insight into nearly every aspect of leadership, check out the just-released April Leadership Carnival hosted by Sharlyn Lauby, chief mixologist and HR Bartender.

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Management Direction: Does 'Don't' Mean 'Do'?

"People learn what you teach them; not what you intend to teach them."

--B.F. Skinner

I just came back from an office building where a sign on a doorway clearly stated, "This is not an entrance." Hmm. Did that mean that I was to use the door next to it or go outside and enter through some other place? 

Here's another: "Don't prepare lengthy, time-consuming  RFPs unless it is obvious that they (the all-omniscient 'they') really want one." OK. Should I prepare a lengthy RFP if I have a template that allows me to generate one quickly?

We're all looking for clear direction in order to do a solid job. "Dont's" do not always define the "Dos." 

The human mind cannot process a negative and automatically turn it into a positive action intended by another. Period. Even if you are crystal clear about what you don't want, the people around you simply don't know what to do.

This week: Where will you take time to be crystal clear about what you do want? You'll be surprised at the increase in goal-directed activity.

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Managers: Avoid Comparing People

When we were kids, my younger brother had to put up with teachers comparing the two of us throughout his school years. He was a star athlete, I was more of an academic. He didn't like the comparisons and neither did I. Most of all, the comments did nothing to change either of our lives for the better. To this day, he doesn't care much about "A's" and I still can't kick a field goal.

Adults at work hate those kinds of comparisons, too. "When Kris was in your job, she always contacted the sales managers to get the monthly updates. I think that was a better way than how it's being done now." These kinds of remarks don't prompt positive changes or win over employees. When you get the feeling to compare one person's work with another, simply stop and think about one or more of these:

What To Do?

1. Compare performance and behavior against agreed-to goals and expectations

2. Compare performance against the standards set to earn a bonus or reward

3. Compare performance against some desired goal that your employee has expressed

"He has a right to criticize who has a heart to help."

--Abraham Lincoln

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Trust? Be Consistent

"Who you are speaks so loudly I can't hear what you say."

That line was spoken by an associate to a speaker at a recent business business event we attended. The interaction between the speaker and the audience was totally out of sync with what he was professing. The result: Great words, no credibility. A few attendees even referred to him later as a "liar."

Not good for his business.

Consistency

We communicate through our actions, not just our words. Which policies you decide to enforce or ignore, what you say and don't say, what you reward and what you punish, what you fund and what you don't fund--all tell the truth of your heart. Every instance of consistency builds credibility; a single instance of inconsistency can begin to build doubt about your trustworthiness. 

It's a lot more difficult to regain trust than it is to build it. 

Where will you show consistency today?

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The Truth About Negative Feedback

Employees want development and developmental feedback. Every legitimate, broad-based survey from the past ten years confirms that as a fact.

Here's the challenge: most managers aren't very skilled at developing people over the long-term.

The data show that, although managers acknowledge the importance of development, they are usually ranked near the bottom in terms of there effectiveness and attention to "development." Related to this is the ability to deliver critical feedback, also a skill that receives a consistently low rating. In all fairness, colleagues and others in the organizational food chain aren't really any better when the data are analyzed. (Makes sense. Colleagues and others are also executives, managers, and supervisors).

What About High Potentials?

In a study done by Kaplan et al., in 1991, the findings revealed that high potential employees, especially executives, receive less feedback than others. (Subsequent research yields the same information). When high-po's do get feedback, it's more along the lines of how terrific they are. Feedback to high potentials is seldom specific and their bosses even tend to skip over the formal, face-to-face, yearly performance appraisal. We should all be so fortunate.

What to Do?

OK, let's agree that delivering pointed, negative feedback is uncomfortable for most people. It must be, otherwise there'd be more of it. 

The easiest way I know of to "get honest and developmental" is to sit down and agree on a set of specific skills or competencies needed to achieve strategic objectives. In general, we all lean toward the notion that skills can be developed and, when they are, it will bump up performance. Taking this approach makes it easier to discuss specific performance issues because each is tied to a skill that was agreed to at the outset.

Sure, it takes thoughtfulness and face time. If you need a little more motivation, research also shows that employees rate managerial/executive performance, in part, on the relationship established with direct reports. 

The very act of sitting down together is experienced as an indicator of managerial competency.

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Change: Can You Take The Heat?

If you w ant to lead a change, you better start with a quiver full of behavioral and goal-directed arrows designed to hit your target. Important note: Some of these will return like a boomerang and when they hit, they'll sting.

Changes are anxiety-producing and scary for a lot of us. We like our cozy comfort zones. When someone messes with it, we find ways to strike back or take our toys and go home. Successful leaders know this and move forward, knowing full well that the "noise" around them is natural. They can "take the heat."

What To Do When The Heat Is On

1. Learn to recognize your triggers. Understand that when someone challenges you, your brain will dump adrenaline. That means you'll start to feel a burst of energy that will cause an emotional responses. What's yours? Some people become angry, others find that their voices go up a few pitches, and some of us start to burn up energy by rocking back and forth or, if seated, shifting around. Know your response and pause (count to ten silently) until the adrenaline rush starts to wear off.

2. Expect difficulty and even trouble. My first huge "change" project was on Day 1 of the AT&T divestiture. We spent up to 50% of our time figuring out what we were learning and then fixing things. Organizational change is always a work in progress. 

3. Being a leader is risky business. Be prepared to explain over and over again, in different ways, what you are doing and why you are doing it. Then, when you think you've explained it enough, go back out and explain it again. There will be people who want to see you fail, people who "would do it differently and better," and a host of other detractors. If you believe that what you are doing is the right thing, then stay the course. Listen to what concerns people, acknowledge those concerns, and explain one more time why the "new thing" will be better. Always: attack positions, never people.

How will you lead your change today?

 

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Learning How To Develop Others

"Developing Others" ranks dead last on just about every organizational skill level survey with which I've been involved or have read. 

It's not because people lack awareness of its importance; quite the contrary. It's because development takes time. It involves getting to know people and their capabilities at more than a surface level. To develop people, you have to follow a few fundamental steps.

Here's How To Begin

1. Start with an accurate picture of the person's strengths and weaknesses. They can't grow if they don't have good information about themselves. And managers can't help them develop without the same kind of clarity.

2. Get ongoing feedback from multiple sources. The key words here are ongoing and multiple. 

Ongoing: Performance improves with information that is provided as close to an event as possible. That way, the situation is still fresh and the details clear. If I get feedback in November about something that happened in February, what am I really supposed to do about it? And I have to ask myself: "If it's so important, why did you wait this long to tell me?"

Multiple sources: We all have bosses and peers; if we're managing, we also have direct reports. When I do 360s for clients, I always insist on feedback from people outside of the person's direct chain of command, even external customers if there is a lot of customer interaction. When someone is working across boundaries on a project, there's a wealth of information available about the ability to build relationships and influence outside of the "power" sphere. 

3. Give first-time tasks that progressively stretch people. In a series of leadership conferences we conducted between 2006-2009, participants told us that the single most valuable contributor to their leadership growth was a series of stretch assignments. No one grows from doing the same thing more and more. '

4. Build a learner mentality. Encourage your people to think of themselves as professional learners as well as (job title). In meetings and one-on-on one, ask:

• What are you learning that's new or different?
  
• Where have you seen yourself improve most in the past year?
  
• What have you learned in one situation that you can now use in others?

5. Use coaching, mentoring, classroom, online, books, coursework, and stretch assignments to promote and reinforce learning and development.

One of the byproducts of developing your people: you gain satisfaction and stature as a result of their success. 

Who will you help today?

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The Value of Self-Awareness

Organizations gain a lot more from leaders who take responsibility for what they know they don't know than from leaders who pretend to know everything.

What recently occurred to me in an "aha" moment is this: self-awareness is one of the most valuable leadership competencies, yet it is one of the least discussed. In an effort to appear task-focused and "business-like," organizational feedback often gravitates toward hard skills and competencies that are more easily measurable. 

Have You Thought About This?

People who don't know their strengths and weaknesses actually tend to overestimate themselves. Research literature and my own coaching experiences have shown that poor self-awareness leads to poor performance and, frequently, termination. 

We live in a highly competitive culture. I've watched more than a few leaders and leader wannabes try to appear as if they know everything all the time. They believe that if they don't, people will question and even challenge their capability, undermining their leadership effectiveness. In fact, the opposite is true. Whether you acknowledge your weaknesses or not, those around you still see them. The result: trying to hide a weakness actually magnifies it, leading to a perceived lack of integrity and, ultimately, trust. 

Knowing yourself helps you use your strengths better, develop where you can, and avoid or compensate for areas where you are unskilled or just plain unsuited. 

The simple truth: People who know themselves better do better.

Helpful resource: Chris Musselwhite was ruminating over similar issues back in 2007, and wrote a terrific article on Self Awareness in Inc. Check it out: http://tinyurl.com/yj2st6x

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A quick note on comments: Due to a heavy travel and speaking scheduling, plus the holidays, I've been remiss in responding to comments in a timely way. My apologies to all who have taken time to weigh in and add to the conversation. All Things Workplace has always been a forum for discussion. I'll be getting caught up this week and we'll get the conversation rolling again. Thanks to everyone who has added their expertise and thoughts in the comment section. 

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Coaching, Autonomy, and 5 Good Questions

Managers tell me they sometimes shy away from coaching because they're concerned about not having "all the answers." Be honest: we all like to feel "in control" to some degree when we're the boss.

The good news: employees say they don't want answers. They want probing questions that make them explore solutions on their own and probe more deeply into situations facing them.

A solid coaching relationship flows from the right combination of autonomy, shared responsibility, and building new skills. Here are some quick tips for managers who coach (and I hope there are many out there):

Autonomy: Let the employee decide on the best options in a situation, then be there for coaching support when it's needed.

Responsibility: Encourage your employee to make decisions by using a give-and-take dialogue that includes questions, personal experiences, and an "I believe you can do this" approach.

Nurture Learning: Coaching conversations highlight areas for skill-building. Identify what those are, help find the best way to develop the skills, and set new standards once they are learned.

Ask Yourself These 5 Questions

1. If I'm honest with myself, is fear stopping me from delegating more?

2. Does each of my people have a project from which they can learn something new?

3. Do I support the ambitions of each of my people?

4. Who is ready, now, to move up to a new level?

5. Is there a project that I really could be handing over to one of the team?

Coaching is a key part of treating employees as partners. It fosters commitment rather than compliance. And, it reflects a trust in the potential of each employee for bigger things. 

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Winning Workplaces

Chances are, if your organization has a coaching and collaborative approach to business, you also have a "Winning Workplace." 

My friend Mark Harbeke at Winning Workplaces has an opportunity for small companies to be recognized in a big way. Here goes:

Apply Now to be Recognized as a 2011 Top Small Company Workplace in Inc. Magazine

Winning Workplaces is collaborating with Inc. to recognize "Top Small Company Workplaces" that have built corporate cultures that foster a productive work environment and satisfied employees. The winners will be featured in the June 2011 issue of Inc. Magazine, the premier publication for entrepreneurs and business owners. In addition winners will be featured on Inc.'s and Winning Workplaces' websites and will gain additional exposure through a nationally distributed press release.

To see if your company qualifies for the award please visit: https://tsw.winningworkplaces.org/

 

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Leading: Complete Trust or Catastrophe?

I recall a TV program that preceded the 1988 Winter Olympics. It featured blind skiers who were being trained for slalom skiing which, to me, sounded impossible. Matched with sighted skiers, the blind skiers were taught on the flats how to turn left and right.

Once that was mastered, they were taken to the slalom slope where their sighted partners skied beside them shouting "Right!" and "Left!" As they obeyed the commands, they were able to negotiate the course and cross the finish line, relying only on the sighted skiers' words. The choice? Complete trust or catastrophe. 

What a striking picture of leaders as coaches. Employees sign on with the hope that their leaders will "be there" when the going gets tough. What are employees really looking for? Someone who will come alongside with a "Right!" or "Left!" when the situation requires the physical presence of the person with a clear vision. 

Leaders, we have to "be there" to make a difference when those who rely on us don't have the ability or the direction to see what's in our minds. The outcome will yield trust and success, or catastrophe.

Where do you need to be today?

 

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Leadership and Stamina

The cheetah survives on the African plains by running down its prey and can sprint 70 miles per hour. But, according to the TV documentary I was watching, the cheetah can't sustain that pace for long. Inside its long, sleek body is a disproportionately small heart. This causes the cheetah to tire out quickly. Unless the speedster catches its prey on the first try, it has to abandon the chase. 

Sometimes we approach leadership the same way. We zoom into projects with unbridled energy. But lacking energy for sustained effort, we fizzle out before we finish. We garner more resources, try new strategies, cut costs, manage the metrics, and vow to start faster and run harder.

What we need may not be more speed, but more staying power--stamina that comes only from having a bigger heart.

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Leadership Influence: Make Connections

Influential people create compelling images.

Of what?

Of the benefits those around them will gain from the ideas they propose. They take time to let us know what we'll see, hear, and feel. You can do this, too. Take time to choose words that create pictures, sounds, and feelings that will make your ideas connect in different ways all at once.

For example: "Using this plan offers clear benefits that are in total harmony with our goals and will have an impact on customer satisfaction." In one sentence, you've touched the visual, auditory, and feeling senses of your listeners.

It's not about manipulation, it's about communication. The kind that successful leaders carefully craft before stepping into a meeting. 

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Tomorrow is the voting deadline for Best of Leadership Blogs 2010 sponsored by Mr. Remarkable, @kevineikenberry. If you enjoy All Things Workplace and gain value from the articles here, we'd appreciate your vote. I'd suggest adding all of the nominees to your RSS Reader (I did) or email alerts. The writing and advice covers a depth and breadth of viewpoints on Leadership from some terrific people.

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How Are You Persuasive?

You've heard it: "I could never be in sales."

Monitor your conversations for a day. How often are your really trying to convince someone to see things your way? For some reason it's OK to persuade but icky to sell. (You might change your mind about the sales thing if you looked into the financial compensation of successful sales people).

Let's Talk Persuasion: 3 Different Ways

We use proprietary assessments to help people clarify speficic talents. One of the things we've discovered is that there are three distinct ways people can be gifted at persuasion:

1. Negotiating. This is an above-average ability to discern the needs and desires of two people--or groups--and orchestrate agreement between them. If this is a talent of yours, people will see you actively seeking to assist people in conflict. Those with this talent can quickly garner the credibility needed to help resolve issues. Do you inherently "jump in" when you see the need for resolution? Are you successful more often than not?

2. Selling. This is just what it implies. People with this specific talent excel at introducing a product or concept and then going for "the close," whether it's money or a commitment. Are you always thinking about better ways to get a commitment. . .now?!

3. Promoting. Think about someone whose enthusiasm and excitement is infectious. As a result, with multiple exposures and relationship, other people are willing to try out a new idea and look at new ways of seeing things. The "close" is a fait accompli. There's no reason to say "will that be cash or charge?" The organic nature of the process leads to implementation or closure. Do people accept your ideas because of your genuine enthusiasm and willingness to spread your enthusiasm over a period of time? Do you view yourself as an educator who brings about change?

One of the above is your gift. Acknowledge it, learn more about it, use it often, and don't let anyone talk you into doing it differently. The world and the workplace need to be influenced by people with sound ideas and positive motives. How will you exercise your persuasive talent today?

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My colleague Ed Ryan and I are headed to Pittsburgh to work with a group of experienced steel industry sales folks to add advanced influence & persuasion skills to their behavior repertoire. Looking forward to it.

In the meantime, a quick reminder that @kevineikenberry continues to tally the votes for Best Leadership Blog of 2010. Be sure to weigh in and if you enjoy All Things Workplace, we appreciate your vote. All of the blogs are first-class and are "must adds" to your leadership reading list.

photo attribution: www.potential2success.com

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Best of Leadership Blogs 2010

OK, I'm late to the party. 

Mr. Remarkable, Kevin Eikenberry (@kevineikenberry) has the voting booth open for The Best Leadership Blogs of 2010. Well, he opened it up on November 16 and I managed to be on the side of a mountain with a client group. Really. But that's another post. All Things Workplace was one of the 11 blogs nominated and we're again honored. The blog receiving the most votes will be the winner and you are allowed one vote per email address. Each of the other nominees is in my RSS reader and many are close, online friends who bring a unique, quality perspective to the leadership table.

If you believe All Things Workplace contributes to your knowledge  as a leader I would appreciate your vote. Even if this isn't your "go-to" blog, do take time to recognize one of the other leadership writers. 

To all of you who have already become part of the All Things Workplace community, sincere thanks.

--Steve Roesler

 

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I'll Change: Tell Me Exactly What You Want

I watched as my client, the new President of his company's largest business, orchestrated a full day of presentations with the top 100 managers in the business unit. It was textbook-perfect:

a. He laid out the evidence supporting the need for a change in the corporate culture

b. His direct reports took turns offering their support for each of the proposed elements of change and were clearly genuine in their efforts

c. He invited spontaneous discussion and got it all along the way.

d. And he closed with a clear visual summary of how the culture was supposed to change.

Do Any Of These Sound  Familiar?

Here are the first few:

Risks: Take more.

Communicate more: When you have information, err on the side of sharing more with more people across all the businesses.

Decision Making: Think strategically.

These were the first three of eight items. Each was discussed in ways that highlighted how, for example, risk-taking had helped Company X or Strategic Decision Making had helped Company Y. The fact of the matter is, who can argue with the importance of what's listed above? 

Which is why at the end of the session the really important question was asked from the audience of man agers. This is an exact quote.

Manager: "I really think all of these things we discussed today are important. I just need to know one thing: "What, exactly, do you want me to do?"

President: " ____________"      (yes, that was the response).

As the President's consultant, I learned a lesson that I haven't forgotten: Visionary changes can be captured with images and big picture ideals; Behavioral changes need to be grounded in the specific.

Make your changes specific so that people know what to do and can tell whether or not they got it right.

Things like Risk, Communications, and Strategic Decision-Making are great topics for philosophical conversation and painting the big picture. If you want people to change what they are doing, then you need to tell them what to do in a way that they can act on and know that they are doing it right. 

Here's What That Looks Like 

Take more risks. 

Example: "When you are deciding to open up a new sales territory, go ahead once you've determined that there is at least a 60% chance of success. Don't wait until 90%."

If I'm the individual, now I know what the rules are and how I can determine whether or not I did it properly.                        

Communicate more.

Example: "When you have new information regarding one of our customers in Sweden, send it out the same day to all of our business unit Sales Managers in Europe."

If I'm the individual, now I know what the rules are and how I can determine whether or not I did it properly.  

Decision-Making.

Example: "When you and your team make decisions, measure the options against the two-year plan and choose the one that moves us closer within the budget allocated."

Change Management continues to captivate organizational leaders seeking to introduce "change" with as much acceptance and as little disruption as possible That's a good thing. There's always something new going on no matter where you work. Which makes it even more important to be able to do it and not just become captivated by the theories.

What's your experience with change initiatives?

One more time: Make your changes specific so that people know what to do and can tell whether or not they got it right.

 

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Managing & Coaching: It's About Support

If you are a manager, a coach, or a manager who (hopefully) coaches, the biggest help you can provide is offering support without undermining your employee or client's sense of self -responsibility. 

It's easy to see "support" as jumping in and bailing out someone who is struggling with a situation. Instead, create an up-front agreement telling when you'll be available as a sounding board to sort out ideas or explore solutions to problems. That way, you serve as an energizer: enabling learning versus directing it.

There will be times when your seniority or position power will be needed to influence others in the organization. When that happens, provide your support. In organizational life, managers can often be most helpful by removing barriers for their people.

Successful On-The-Job Coaching: 3 Things To Do

1. Ask your employee to pinpoint issues and tasks where support is needed.

2. Let her know when when you're available to provide the needed support.

I just came across the next one as a result of a team diagnostic. The team leader thought there was some conflict within the team. He was right.

3. Make sure others on the team are working toward the same goal. Really. 

My leader client had, unwittingly and without malice, laid out a plan of action that forced a few team members to focus on cost-cutting while others were focused on growth (it was a sales team). He resolved it quickly by pulling everyone together and re-visiting the larger goal (profitability) while facilitating a discussion with the account reps to identify how they could best support each other while hitting the individual and group targets. He offered about 30% of the solutions based on deep experience; the team members worked out the other 70% themselves.

What to take away: The combination of support and self-responsibility is the key to growing people. Make sure both are abundant.

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Want Engagement? Allow The 'How'

Leadership certainly involves setting direction, but the best vision can be undermined by taking away the 'how'.

 We humans want some sense of control over our lives. That often comes from freedom of choice about how and when a job gets done, responsibility for the success or failure of a project, or even freedom to interact freely across the entire organization.

When offering up a plan (the 'what'), be sure to leave as much of the implementation ('how') as possible to those involved. 

Think about this:

We hire people because we believe they offer a unique talent. That uniqueness lies in the 'how' they go about doing things. Once you take that away, you've taken away who they are at the core and why they signed on the dotted line. When you take away people's choices they'll begin to find ways to undercut or disengage from a project. 

Give people opportunities to choose and control. You'll become the master of engagement.

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Nobody Follows A Tentative Person

I was standing at the meat counter at the local market and watched a leadership principle unfold before me: Nobody Follows a Tentative Person.

Normally, they have little slips of paper with numbers that make the process run smoothly: take your number and wait for it to be called. But they ran out of numbers. Which meant we had to figure out for ourselves who was next.

The nice part: people were concerned about not "butting" ahead.

The bad part: as a result, when the butcher yelled, "Next", there was a lot of shuffling, faux self-deprecation, and confusion. No meat was moving out of the display case.

Finally, someone said strongly, "I believe I am next" and, at the same time. stepped forward right in front of the butcher. Following her move, there was a similar response at the ensuing, "Next!"

The "Aw, Shucks Shuffle"

This struck me as being similar to what we often see in meetings and presentations. In an effort to not want to stand out or seem "pushy", speakers do the "Aw, Shucks Shuffle".  The result: people in the room wait forever--and uncomfortably--to get to the topical meat counter.

It's popular to want to seem like "one of the guys" and do the "we're all equal" thing.

We're not. When you are in front of a room you've been given the responsibility to lead the rest of the group. And no one follows a tentative person.

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Meaning and Change: What To Do

Yesterday's Meaning, Wholeness, and Change set the stage for today's post. We began to look at how the personal meaning attached to a business change (or any change) will impact the process and the outcome. 

Companies cannot satisfy all elements of "meaning" that all of its employees bring to the table. In fact, none of us has the ability to satisfy all of the definitions of meaning that lie within our own spouses, children, and closest friends.

What Can You Do? A Real-Life Example

My experience shows that discussions are what make the greatest, most positive difference, but are also the most neglected element. You can start the right conversation and not let it finish until it’s finished. Here’s what I mean:

We recently had a chance to manage (vs. advise) a corporate change. It was a long-time client whose leader didn’t feel as if there was the right expertise internally to do this particular change (it involved a team that had had no manager for a long time. That’s another story).

 After calling the group of 9 people together and announcing the upcoming work changes, I made this statement:

“The changes themselves aren’t negotiable (I explained why). However, you can decide how best to organize and execute them. You are considered the experts when it comes to this function. Before we do anything, I want to have a discussion about your initial reaction. What do you see as immediately positive and why, what’s lousy and why, and how will this impact your life.”

Then, I just sat back until the first person started talking. It was fascinating. No one disagreed with the desirability of the change and the fact that it was good for the long-term health of the company. What did emerge, quite emotionally, were the personal issues that would be created:

“How do you expect me to take my daughter to school if I have to come in at 7 a.m. instead of 9?”

“I don’t know if I can learn the new technology. I don’t want to look like a fool or be considered ‘too old and set in my ways’ to try something new. That’s not it. I’m just scared. I work hard at what I do, but I’ve learned to do it well so that I don’t have to worry about people thinking I’m not a good worker.”

“This means I'll have direct contact with the CEO once a week. I’ve never ever been in a meeting with the CEO let alone have to meet with him and discuss issues. I don’t see myself as someone who works with a CEO.”

These are just a few concerns; there were many more.

What Was The Result?

Over the course of five months we've met every other week. The process of getting things done had to be interrupted regularly to allow people to vent, rant, celebrate, nudge each other…you name it.

At month five, it’s obvious that this is working well. But I still have to allow time for people to backtrack, backslide, vent about things from the first meeting, and then bring themselves back to the present moment.

What’s really happening here?

People assign a certain meaning to their work. Their work changed. They had to make sure that the core of their original meaning was intact. (I still don't know for sure what that means for each individual, but they do). And the way they did that was to offer up how they actually felt, try out some changes, go backwards, offer up how they felt, go forward, and ultimately discover that they are still whole. But their wholeness was allowed to be seen as a result of them being allowed to be themselves. Who they are was never questioned. Being allowed to decide how they would work acknowledged their uniqueness and talent and created new personal meaning.

But they had to be allowed to have real conversations, regardless of the feelings involved. The process isn't linear, clean, or filled with smiley faces because it involves telling, and listening to, the truth. 

Outcome: The company saw its intent and meaning for this project realized; the team members did the same. The overall result created a new meaning in the depth of relationship between the corporate entity and the people involved.

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Handle Objections With Questions

You and I come up with some pretty wonderful ideas, which--for some strange reason--aren't immediately embraced by those around us.

So what's our natural response? It's usually to start making statements in defense of our position, which then leads to "I'm going to win!"

Not a good posture. 

 

Ask Questions

When you keep announcing the righteousness of your position, the problem defines you. When you respond with a question, both of you begin defining the problem and looking for solutions. Which do you want?j

Here are four model questions that will help you stay above the fray:

• "If this doesn't meet your requirements (criteria, needs), what can be done to ensure that it does?"

• "If you like the idea but not the related cost, what can we do about the budget constraints?"

• "If we can't start the project now, when do you think it would be a good time to get it going?"

• "If you don't want to change anything and think the procedures are fine the way they are, what is it that you like about how they work now?"

You get the idea. The first part of the question acknowledges that you heard the issue;  the second invites action from the other person. That way, you stay out "argument" mode and create mutual make the responsibility for a solution.

If this sounds reasonable, what would you need to try it?

Bonus read: For another look into conflict and collaboration, check out Conflict At Work?

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Changes: Diagnostic Leadership

Leading Change: When People Don't Know What They Don't Know

Western culture likes to wave the "total participation" flag when it comes to business decisions and implementation. I've spent time in this series discussing the importance of involvement and erring on the side of inclusion. The assumption, though, is that people have some degree of willingness and ability to do what needs to be done to make the desired change.

But what happens if people are unwilling, unable, or both?

General George S. Patton who, while never accused of being warm, fuzzy, and participative, was successful by anyone's standards when it came to quickly making changes in the worst of circumstances. And the attrition rate in Patton's armies was the lowest despite the greatest level of exposure.

The key was this: The average soldier may not have known what to do in an overwhelming situation and even if he did, the consequences might create a sense of hesitation due to uncertainty or fear. Patton did know what to do and how to do it. And he knew how to explain the benefits and consequences of action vs. inaction (if needed).

Quickly assessing willingness and ability--then leading a myriad of changes and changes-within-changes accordingly--can be seen in a study of his actions.

What happens when you do a quick assessment of your "change" and realize: "I'm not seeing a groundswell of support or the ability to get there even if there were support!"

What To Do

In the absence of either or both of those factors, effective leaders become directive: They tell people what to do, show them how to do it, bring them along the learning curve, and don't back off until the level of performance required can be achieved without close leadership. To do anything less would be to treat people badly. Think about it: If you have to do something but don't understand why or how, aren't you looking for someone to step in and offer the necessary context, structure, and teaching?

This also assumes that the necessary level of willingness and ability can be reached. If it can't, some people will have to opt out or be asked to leave based on one or both factors. Why?

1. Performance can't be achieved

2. People who are unwilling are toxic to the effort. If they are allowed to stay they will be the ones who set the standard. And the standard will be one of "status quo" or "lowest common denominator", not "let's accomplish all that we can."

3. People who are unable--even with training and education--need to find a new place where they can excel. It's not a matter of what they have contributed in the past. It's what they will be able to achieve for themselves and an employer in the future. There is every reason to help people in this category with the transition as well as sincerely celebrating their contributions.

The Diagnostic Leader

Really effective leaders are also really effective diagnosticians. They understand what they specifically want to improve and then diagnose the willingness and abilities of those who are critical to success. As a result, they operate with the right mix of direction and participation and know when to shift back and forth.

I've said this before but it's worth repeating: Prognosis without diagnosis is malpractice.

Don't tell a perfectly conscious patient where it hurts.

And don't ask an unconscious patient to participate as an active partner in the treatment.

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What To Look For In Teams

You're always part of some group

You and I pretty much spend our entire lives in groups. We start off in a family, play with groups of young friends, attend classes at school, and work in groups and teams. In fact, most organizations value collaboration so highly that it's a critical component of the screening process when hiring and promoting.

 It would make sense, then,  to learn as much as possible about the dynamics associated with groups. Some years ago, organizations spent a fair amount of time educating people on the fine points of group dynamics. The research was new and fascinating. New is good. Now that that body of work has been around for a while, it's no longer "what's happening." The human condition--and certainly the organizational mind--is always looking for what's new. The world of advertising slaps the word "new" on packaging and products for a very good reason: new is still good. Old isn't bad--it just gets ignored.

There's no ignoring the importance of understanding groups. So here are some things to ponder when you are leading, or part of, a group or team.

Pay attention to these

1. Whenever one person leaves or one person enters a group, the dynamics change. Why? We learn how to function in our groups based on the roles people play, how they play them, and the balance of power and influence that results. Groups are about equilibrium.
 

2. That means that each time the group composition changes, it's a signal to sit down and talk. When a new member enters, the first two things that person thinks about are:

• Why am I here? (Task/Role)   

• Who are you? (Getting to know more about the other members and vice-versa)

3. If you skip this step, it will only be a matter of time before you notice that something is not quite right with the group.  That's the indicator to stop, get together, and clarify #1 as well as spend time doing #2).

4. When a reasonable amount of comfort and trust is established, you enable the group to be able to make decisions together. The question then is: how will we make decisions? Which ones are left to the group, which are the purview of the leader, and why?

5. Now you are in a place to implement and actually get the work of the group done. That means  you need to agree on "how" things will happen. Note: "How" is important because implementation is the element of group work that allows individuals to use their talents and uniqueness. People lose interest and morale can plummet when they don't feel as if they are uniquely part of the "how."

6.  If you've attended to all of the steps so far, then solid performance should be the result. That might mean a great performing team at work, a terrific volunteer organization, or a healthy, well-functioning family.

Food for thought: If you find your group struggling, go back one step and see if you paid appropriate attention to the relevant issue. Keep going back until you take care of the business at that step and then start moving forward again.

Groups and teams are a huge part of our lives; it's worthwhile to learn how they really develop. 

Photo found at Buckaroos

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Three Ways To Improve Your Next Presentation

One of the benefits of delivering a lot of speeches is the chance to watch others, and learn from them as well.

Here are three things that I've learned and used along the way. I hope they serve you well:

 1. Don't Let "The Facts" Speak for Themselves

People can make facts and numbers mean almost anything. I think it was Mark Twain who noted, "There are three kinds of lies: lies, damned lies, and statistics." 

Facts need interpretation, so interpret yours. And, be prepared to cite the source and how those facts were determined. 

2. Use Two Kinds of Numbers

Exact numbers sound very credible: "The number of survey participants who said the company is communicating "very well" is 61.7 percent." The human mind processes that as "sounding exact" and, therefore, accurate.

Rounded numbers offer the appearance of an estimation. "Almost two-thirds" is easier to remember than 61.7 percent.

Which to use if you want the numbers to be credible and memorable?

Both. Use the exact number first and round it off later when you refer to it in examples.

3. Capitalize on the Legitimacy of the Printed Word.

For some--actually about 75%--having something on paper makes it official and "real." 

Think about this: Even small business owners (smart ones) print fees, prices, terms, and conditions on their official stationery. When you quote something verbally it makes it subject to negotiation. Whether you're selling a concept, a motorcycle, or a holiday cruise, put it in a written form--even if it's a picture--that someone can see, touch, and hold. 

Make it real.

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Communication: Meaning Is In The Response

"We see things not as they are, but as we are."
   --H.M Tomlinson

Meaning is in the Response You Get

We often deal with new ideas, with changing how things are done, with trying to persuade others about our point of view. The longer you've lived, the more you realize the number of obstacles to people automatically accepting and absorbing your information.

Maybe the greatest single stumbling block to real communication is the one-sided nature of speaking.

I know that you already know about this: intellectually. But let's face it:  Most of us concentrate on what to say and how to say it. In our zeal to  get our message across we forget that at the other end of our message is a real, live person with her own zeal, goals, and concerns. These may not coincide with ours, especially at the moment when we are about to start communicating our new ideas.

So, Do This:

1. Openly acknowledge the areas of similarity first.

2. Re-state why you are together and what you hope to accomplish.

3. List the areas of disagreement or fuzziness. Don't discuss them yet, just list them.

4. Identify and work through the items that have the least value or emotional attachment. This creates a quick track record of successes.

5. Get to the tougher ones, with this important element:

Explain why it is important to you.

It's a lot easier to work together when you understand the deeper issues involved. Without this, you aren't really operating at a human level--you are just exchanging information whose underlying realities may be much more sympatico and understandable than the statement given on the surface.

Remember: Meaning is in the response. The deeper, more honest the response, the more chance you have of understanding the truth of each other's reality.

How do you approach these kinds of situations?

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Leadership Carnival Alert! Thanks to Sharlyn Lauby, the Leadership Carnival Anniversary Edition is filled with advice and thoughts you won't want to miss.

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Initiating A Change? Ponder This

Emails and company blogs and intranets are popular information channels. But if you're initiating some meaningful change, using those channels isn't communicating--it's sending information.  People want to know how you feel about new initiatives, how you feel about the future, and what you think the best path forward will be--and why. They want to hear your voice, look into your eyes, and ask whatever questions pop into mind.

There are sound psychological reasons for this:

Psychology Today's  Allison Kornet explains: (bold face indicates my emphasis)

While studying how language patterns are associated with improvements in physical health, James W. Pennebaker, Ph.D., a professor of psychology at Southern Methodist University, also began to explore whether a person's choice of words was a sign of deception. Examining data gathered from a text analysis program, Pennebaker and SMU colleague Diane Berry, Ph.D., determined that there are certain language patterns that predict when someone is being less than honest. For example, liars tend to use fewer first person words like I or my in both speech and writing. They are also less apt to use emotional words, such as hurt or angry, cognitive words, like understand or realize, and so-called exclusive words, such as but or without, that distinguish between what is and isn't in a category.

And in a study published in the Journal of Personality and Social Psychology, Bella DePaulo, Ph.D. and Deborah A. Kashy, Ph.D., of Texas A&M University, report that frequent liars tend to be manipulative and Machiavellian, not to mention overly concerned with the impression they make on others.

In DePaulo's studies, participants (liars) described conversations in which they lied as less intimate and pleasant than truthful encounters, suggesting that people are not entirely at ease with their deceptions. That may explain why falsehoods are more likely to be told over the telephone, which provides more anonymity than a face-to-face conversation.

Lessons for Change Leaders

1. Even if you're telling the whole truth, your credibility may be diminished if you don't communicate in person. Why? Because the lack of face-to-face intimacy conveys an implicit undercurrent of deception. The listeners may not even realize it, but they know at some level that more truths get told in person than via another medium.

2. Tell people what you think and feel by using "I" and "my" vs. "Acme Widgetworks". People care how you see the reality--in detail--of the situation; and, specifically why you are hopeful about the future.

3. Changes prompt an entire range of emotions in everyone involved. That means you, too. An absence of honest emotional language sends the message that you actually don't care. People don't want a canned business speech. They want you. That means hearing the impact the changes are having and why, again, you are hopeful about the future in light of the current reality.

People can handle the truth. What they don't handle well is finding out later that they only heard part of the truth.

If you're tempted to put a little icing on the message, remember that Marie Antoinette thought it was a good idea to "let them eat cake." She didn't end up heads above her constituents.

photo source: flickr.com/photos/78436618@N00/2687568244

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Making Changes: What People Want

Change happens when something "new" starts or something "old" stops.

It's life. Period.

What's really important, personally and in organizations, is the ability for individuals and groups to re-orient themselves in order to find meaning in their changing situation. Most of the energy surrounding a life change or organizational initiative is focused on "the new thing." Yet transitions start with endings: people letting go of attitudes and actions that will no longer serve them well.

Think of the best disc jockey you've ever heard. You'll discover that the talent is in the segues--the transitions--from one song to the next. (S)he takes you on a musical journey that makes sense because of the connectedness "in between." Disc jockeys know that if people don't go through an inner process of transition, they won't end up at the right place with the right attitude for the next song.

How To Help People Make Changes

When it comes to business life, managers can become so preoccupied with the content and technical aspects of the change that they forget the psychological effects on their people. (We often do the same thing to ourselves with personal changes). The result: disorientation and a mistaken diagnosis that people are "resistant" or "uncommitted." If the changes are well-founded, that's probably not true.

As I write this I'm involved in a major corporate change effort. Here are four things that people want in order to let go of the "old" and start the "new":

• A sense of control. Do your people (and you) feel you have some degree of control over what's happening?

• Information and understanding. Do you and your people really understand, in sensible terms, what's happening and why? (If you don't accurately answer the why question, the "what" is meaningless).

• Organizational & managerial support. What kind of practical (training, education, software, equipment) and emotional (time, listening, talking through situations) will be provided?

• Deep Purpose. What is it about the changes that give personal meaning to the new way of life/doing business?

Life contains a series of new situations and events which prompt us to want to achieve equilibrium. Think about the four items above. When you have them, you experience a sense of equilibrium that allows you some emotional rest and re-charging before the next "event" (there will be one).

Pay attention to these four factors. They'll help provide the kind of realignment and renewal that everyone needs to move through business and personal changes effectively.

______________________

Two items about "new" and "change":

1. If you have a chance to join in, I'll be talking about Retention and Talent Management at 11 a.m today at HR.COM, sponsored by Halogen Software. We'll also be looking at real-life implementation by Kim Ellis, Senior Director of HR at SNC-Lavalin.

2. Earlier this year my dad dodged a bullet with a cancer test that was negative. Not so fortunate this month. While I normally post 4-5 days/week, I'll be posting "as often as possible" while the ongoing testing takes place, accurate data are gathered, and decisions are made. I will be checking comments and emails regularly but not as frequently as usual. All prayer graciously accepted.

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Future Leaders: Do You Have These Three?

We say we want a mentor, a coach, a trusted advisor.

We want to grow and become more effective.

We ask for help. For "feedback."

This is what you need to make it a success:

The patience to listen, the humility to hear, and the courage to act.

Do you have all three?

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Choosing Who Will Influence You

Every leader must also follow.

Those who show no accountability to others--in business, non-profits, or government--may hold a position of leadership but won't hold on to it without some version of brute and/or "political" force, overt or covert. (If that kind of leadership appeals to you, you may want to check Craigslist for the "Dictators Wanted" ads).

Be selective about who you allow to influence your thinking, attitudes, decisions, and behavior. What are the values that you hold most dear--the ones you would like others to adopt as a result of being influenced by you?

Take time to think about that question. Then, make sure that the influences on your life mirror the same values.

If you do, your life and your leadership will be reinforced and lifted up. If you don't, you put yourself in a position to be led away from your life's vision. Perhaps even worse, you'll lead others in the wrong direction.

Choose carefully who you will follow.

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