Business or Busyness?

Recently I met with a corporate Executive VP in New York City. I'll call him Phil. Phil said his division was struggling. But instead of leading the charge to turn things around, he was being called into meetings regularly to make 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.

What is there to learn?

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 just 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.

4. If you are in Phil'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.

How are you handling this in your life?

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Still Doing More With Less?

Hope you can join us on the Ken Blanchard Livecast:

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Leadership's "Big 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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Grow By Subtraction

Most career inventories and branding activities are additive. They ask you to identify success factors by adding up your talents, hopes, and goals. That's part of the process. 

One of the desirable ingredients for personal and business success that we constantly hear shouted from the rooftops is "authenticity" (being real).Fine. But in order to "get real" we first have to "get honest" about all of the things we are not. Authenticity is nothing more than a buzzword until we acknowledge:

1. What we think we should be--but we are not.

2. What someone else told us we should be-- but  we are not.

3. What we think others want to hear that we are-- but  we are not.

4. What we think we can become--but we know we cannot.

Let's face it: self-knowledge is a never-ending journey. Accurate self-knowledge makes it a healthier one. Part of that journey is humility. (Humility is not false modesty--false modesty is unauthentic). Humility is  the element of self-knowledge that frees you from carrying the heavy burden of "What I want you to think I am" and allows you to relax and be "Who I am."

Before you continue adding, do some subtraction. The answer will be authentic.

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Career: Self-Leadership & 3 Key Variables

You, Your Boss, Your Organization

Shortly after my 27th birthday I landed the ideal job following graduate school: Director of PR for a college in New Jersey. I reported directly to the President, participated in the Board of Trustees meetings, and had lots of visibility in the media.

I felt dead inside at the end of the first year. But why? I had "made" it.

What Was I Trying To Change?

I wanted my boss--a good guy and a good President--to manage me a little differently. He didn't.

I wanted my initiatives to move through the organization faster. They didn't.

At the end of the second year I resigned on good terms and took an overseas assignment doing management training while living and working in the Middle East, Europe, and Africa. Jetting from country to country, running workshops, developing managers, designing programs--almost every day was a peak experience.

When I returned to the US two years later I was recruited by a Fortune 50 company. More responsibility. Broader organizational development assignments. Good salary.

But I wanted my boss to manage me a little differently. He didn't.

And I wanted my initiatives to move through the organization faster. They didn't.

So I left on good terms and started by own consulting, training, and speaking practice. I'm still at it.

What really changed?

Me. It's the only thing I had the power to change. I was forced to evaluate what I wanted, why I wanted it, who I was and, more importantly, who I wasn't. . .and then take a leap of faith that it would work. It did.  And  my  last employer became a client for nearly 20 years.

What are you trying to change?

If it's your boss or your organization--and you like both--it's worth investing in a conversation to see if you can change your circumstances.

But the one place where you are assured the most impact--and influence--is you.

Are you willing to do that today? It could transform the rest of your life.

____________________________________________________________________

Quote of the day, courtesy of the meteorologist at WNEP TV in Scranton, PA:

"Rain will begin at onset of precipitation." 

Duh.

 Thanks to our marketing Diva, Darlene Hill at GraphX Evolution for passing that along during our morning Skype conference.

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Leadership, Stamina, and Heart

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.

Leadership Bonus: Check out a broad array of tips and advice at the Leadership Development Carnival, graciously hosted this month by Jesse Lyn Stoner.

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Managers: Increase Feedback, Reduce Stress

"Whatever is unresolved becomes a stressor"

Managers add stress to their lives by postponing important conversations and letting them build up until their heads start to feel like a balloon waiting to burst. Or, we try to submerge those thoughts until we discover that they tend to pop out in strange and often harmful ways. How many times have we received--or given--a terse comment that really was the result of some long- unspoken feeling?

Why Does Feedback Matter?

Feedback started as a term used to describe the signals sent from a rocket back to earth in order to determine the accuracy of the rocket's course. By tracking speed and trajectory, ground crews could determine when and where to make corrections.

At some point in time, the term Feedback was incorporated into business language as a way to talk about performance. And, as in rocket flight, it has been determined that the best way for a person to stay "on course" is to assess where one stands at any given moment in relation to the task or goal at hand.

Here's the really important point: The chances of impacting performance increase with frequency and timeliness of feedback. That implies the need for ongoing "How are we doing?" conversations. It's our best chance at knowing whether we're on track or not.

So, What Gets In The Way of Giving Feedback?

1. Let's face it: few of us enjoy hearing about those areas of work life where we're coming up short. It's human nature. The flip side is that managers are people, too, and they have the same thoughts and feelings. So it's not exactly a peak experience being the proverbial "messenger" even though it comes with the job.

2. The term "feedback" has morphed into "Here's what you need to correct" instead of "Here's how I think we're doing."

3. Feedback has been institutionalized to the point where it is often done at yearly or semi-annual performance reviews. That's usually too far away from the actual performance for a person to make the kind of changes that will alter an outcome. So, it become  a "Gotcha!"

4. It takes a relationship built on trust to have meaningful conversations about performance.

Trust comes from a series of interactions where people have made agreements, talked about how things were going, and then lived up to what they said they would do. And if something goes wrong, one person points that out to the other. They talk about what to do differently. And they learn that, even if something does go wrong, they care enough to bring it up and do something about it. I've said this before: The people you trust the most are the people who tell you the truth--good and bad. If it's good, they offer encouragement. If it's bad, they offer ways to work with you to sort things out.

5. Lack of ongoing, natural conversation about work life gets in the way of building relationships that breed the level of trust we need to have ongoing, natural conversations. It's circular.

What Can You Do?

1. Managers: Start the conversation from Day 1.

Set the tone for the future early on by asking, "How are things going with project x?" What didn't we anticipate? What's going well? What isn't going well, so we can find out how to get it on track? Then make sure that both of you do what you say you'll do.

2. Employees: If there isn't a conversation, start one.

Turn the questions in #1 into statements. For example, "Here's how project x is going." "Here's what we didn't anticipate." Sure, maybe your boss doesn't like bad news. Here's a secret: Surprises are worse than bad news.If you start the conversation, you have a better chance of putting your boss at ease with the whole idea of "How are we doing?"

3. Keep talking about having conversations, not feedback.

Language conveys feeling. The whole notion of feedback has degenerated to the point where the word contains more negative connotations than positive. Why? Maybe because it was never meant to be associated with the human condition in the first place. From the time we're kids we have conversations. We talk about "What's going on" and "How are things going?"

4. Start having ongoing "How are we doing?" conversations. Start now.



I absolutely guarantee you that two people of goodwill can increase their combined performance and reduce their stress-inducing baggage by having regular, honest talks about their progress and the factors impacting it. These kinds of talks are the foundation of every good relationship, on and off the job.

Bonus Thought: The longer you wait, the larger the "negative" becomes and the more difficult it is to discuss. Regular, frequent conversations mean that the problem areas will be smaller and easier to talk about!

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Halos, Horns, and Expectations

What do your company's talent  conversations sound like?

If you've spent more than a few minutes managing, succession planning, or doing a performance review, you know that total talent conversations can morph into a bias founded upon a single experience. Here's what I mean.

The Halo Effect

The Halo Effect surfaces when someone has an outstanding characteristic and we allow our positive reaction to that singe characteristic to influence our total judgment of the individual. What follows is a high assessment on many traits because we believe the person is a star in one trait. We ascribe a range of related talents that simply may not now, nor ever will, exist.

We see this in the realms of celebrity and politics when a physically attractive person is presumed to have a host of other positive traits. We also see it in companies where "the smartest guy in the room" moves up the hierarchy until it's discovered that his "smartness" not only doesn't extend to other fundamental traits e.g., cooperation, teamwork, initiating communication--but the individual may actually get in the way of the flow of work.

The Horn Effect

This one, often called the "Devil Effect," is the flip side of the Halo Effect and doesn't get quite as much attention. I don't know why that is. Its organizational impact is equally profound. 

In this scenario, if a person seems particularly lacking in one key trait, then that person will often be assumed to be deficient in many other traits. A manager who is constantly overdue on  project delivery (possibly due to unreasonable work demands and a boss who won't renegotiate what makes realistic sense) is assumed to be uncommitted, perhaps a little lazy, and even negligent in their overall work life.

Expectations and Self-Fulfilling Prophecies

We live up to our expectations. People who expect to be successful are more likely to succeed. People who expect failure are more likely to fail.

A manager's or supervisor's expectations about employees' performance will effect that performance. Period. Remember that performance evaluations and performance feedback will influence and mold future performance based upon the implicit and explicit expectations that managers convey. 
(The same is true in families regarding the messages conveyed between spouses those between parents and children).

Today's thought: Be aware of how you might be contributing to self-fulfilling prophecies in your workplace and in your life. It's important, because you very often get what you expect. 

 

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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 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 you hold most dear--the ones you would like others to adopt as a result of being influenced by you?

Please consider that question. Then, make sure the influences on your life mirror those 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.

Who are you choosing to follow?

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Presentation? Do This

Tell the people in the room what you expect from them.

There are at least 3 common reasons why you give a presentation:

1. To educate in order for people to make a decision

2. To prompt action or implementation

3. To educate for the sake of knowledge

You need to tell them at the beginning what you're doing and what they have to do. Without giving them a "mental assignment," people don't have a context in which to process the information. If they don't know what's expected of them, human nature  leads the audience into a passive mode. The burden of the presentation is entirely on you.

Do this:

1. "At the end of the meeting we'll decide on the best supply chain software for our organization. You'll  be expected to offer your rationale for the risks and benefits of each. So I expect that we'll have a lot of questions and discussion during the next hour."

2. "I'm going to lay out the steps of the product launch. Each of you will play a role in its execution. At the end of the meeting I'll ask for a commitment to a timetable from each of the managers here. As I lay out the information, be sure to speak up and discuss the pros and cons from your perspective. The deadline for the launch is 60 days from now."

3. "We've discovered a possible new opportunity as a result of R&D. My purpose is to show you what led to this so that you can understand what is evolving with the technology."

Make your audience mentally active

• Tell them at the beginning what their role is and how to play it. 

 

• They'll appreciate the direction.

 

• You'll get more participation.

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Professional Assessments: Are You Getting What You Need?

How is your organization using professional and leadership 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 behavioral changes is an individual's 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!

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Five Real-Life Tips For Leading

One of the benefits of working with lots of leaders & managers in many different organizations is the chance to see what really works, regardless of the individual personality or industry. I'll use the term "Manager" to avoid extra words and acknowledge the truth that leaders manage.

So, here are:

5 Tips That Make A Difference

1. Managing starts with clarity. The time a manager spends getting clear about what needs to be done will pay off in focused effort from 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 one is created, people will fill in the blanks with their own content.That content seldom matches your fuzzy intent.

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

4. Managing 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? Managers, go ahead and add your favorites to this list.

5. Managers Lead from Every Proximity. You'll spot a good manager 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.

What would you add to the mix that's proven a "must do" for you?

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Leadership: Nobody Follows a Tentative Person

 Tentative efforts lead to tentative outcomes. Therefore, give yourself fully to your endeavors. Decide to construct your character through excellent actions and determine to pay the price of a worthy goal. The trials you encounter will introduce you to your strengths. Remain steadfast...and one day you will build something that endures, something worthy of your potential— Epictetus

                     ________________________

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. This is perfect time to remember: no one follows a tentative person.

___________________

Need a little boost? Here's an inspirational bit of poetry, courtesy of coach extraordinnaire Mary Jo Asmus. 

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Your Character and Legacy: One Question

"Comfort and prosperity have never enriched the world as much as adversity has"
--Billy Graham

Consider these: 

• Sir Walter Raleigh, after getting in deep doo-doo  with the queen, spent 13
  years in prison. How did he spend his time? He wrote The History of the World.

 

• Beethoven composed his greatest music after he went deaf.

 

• The poet Dante worked--and died--in exile.

 

• Daniel DeFoe wrote Robinson Crusoe while in prison.

 

• Pilgrim's Progress was penned by John Bunyan during his imprisonment in Bedford Jail.

 

• He was too poor to buy paper so he used scraps of leather. That's how MIguel de Cervantes managed to produce Don Quixote while jailed in Madrid.

At times, we all feel as if we're being sentenced to something. So, we have a choice: Do we lament what is happening in our life or do we live the life we've been given?

Our character and legacy are built on that decision.

____________________

In case you missed it: Enjoyed conributing recently to Canada's Globe & Mail Business feature section: How to Draw Attention to Your Great Idea! Good interview with Wallace Immen.

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"Communication" Does Not Communicate

How many workplace issues are introduced to you as, "We've got a communication problem?"

Communication is a catch-all phrase. It's  generic, socially acceptable, and really just sends the signal 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, follow through with:

"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.

You don't yet know the cause. But you do know the real situation and where to focus your energy.

How many presenting problems can you uncover today?

If you've got a favorite "presenting problem" story, toss it into the mix with a comment below. You may help someone else see how to probe and work on the right thing at the right time.

How about when "You Know The Words But Don't Understand the Meaning ?" I recall an article my online friend Jackie Cameron wrote a while back that highlights a new communication challenge prompted by social media.

 

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What, Why, and How: Feedback

Why Is Feedback Important?

Feedback started as a term used to describe the signals sent from a rocket back to earth in order to determine the accuracy of the rocket's course. By tracking speed and trajectory, ground crews could determine when and where to make corrections.

At some point in time, the term Feedback was incorporated into business language as a way to talk about performance. And, as in rocket flight, it has been determined that the best way for a person to stay "on course" is to assess where one stands at any given moment in relation to the task or goal at hand.

Here's the really important point: The chances of impacting performance increase with frequency and timeliness of feedback. That implies the need for ongoing "How are we doing?" conversations. It's our best chance at knowing whether we're on track or not.

What Gets In The Way of Giving Feedback?

1. Let's face it: few of us enjoy hearing about those areas of work life where we're coming up short. It's human nature. The flip side is that managers are people, too, and they have the same thoughts and feelings. So it's not exactly a peak experience being the proverbial "messenger" even though it comes with the job.

2. The term "feedback" has morphed into "Here's what you need to correct" instead of "Here's how I think we're doing."

3. Feedback has been institutionalized to the point where it is often done at yearly or semi-annual performance reviews. That's usually too far away from the actual performance for a person to make the kind of changes that will alter an outcome. So it's almost like a "Gotcha!"

4. It takes a relationship built on trust to have meaningful conversations about performance.

Trust comes from a series of interactions where people have made agreements, talked about how things were going, and then lived up to what they said they would do. And if something goes wrong, one person points that out to the other. They talk about what to do differently. And they learn that, even if something does go wrong, they care enough to bring it up and do something about it. I've said this before: The people you trust the most are the people who tell you the truth--good and bad. If it's good, they offer encouragement. If it's bad, they offer ways to work with you to sort things out.

5. Lack of ongoing, natural conversation about work life gets in the way of building relationships that breed the level of trust we need to have ongoing, natural conversations. It's circular.

What Can You Do About This?

1. Managers: Start the conversation from Day 1.

Set the tone for the future early on by asking, "How are things going with project x?" What didn't we anticipate? What's going well? What isn't going well, so we can find out how to get it on track?

Then make sure that both of you do what you say you'll do.

2. Employees: If there isn't a conversation, start one. Turn the questions in #1 into statements. For example, "Here's how project x is going." "Here's what we didn't anticipate."

Sure, maybe your boss doesn't like bad news. Here's a secret: Surprises are worse than bad news.

If you start the conversation, you have a better chance of putting your boss at ease with the whole idea of "How are we doing?"

3. Keep talking about having conversations, not feedback.

Language conveys feeling. The whole notion of feedback has degenerated to the point where the word contains more negative connotations than positive. Why? Maybe because it was never meant to be associated with the human condition in the first place.

From the time we're kids we have conversations. We talk about "What's going on" and "How are things going?"

Start having ongoing "How are we doing?" conversations. Start now. 

I absolutely guarantee you that two people of goodwill can increase their combined performance and reduce their stress-inducing baggage by having regular, honest talks about their progress and the factors impacting it. These kinds of talks are the foundation of every good relationship, on and off the job.

Bonus Thought: The longer you wait, the larger the "negative" becomes and the more difficult it is to discuss. Regular, frequent conversations mean that the problem areas will be smaller and easier to talk about!

 

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Change: What Gets In The Way?

Defending the status quo.

• "That will never work."
   
• "... That said, the labor laws make it difficult for us to do a lot of the suggestions [you] put out. And we do live in a lawsuit oriented society.""
   
• "Can you show me some research that demonstrates that this will work?"

These are just a few of the real-life quotes about defending the status quo from a Seth Godin post that I saved about six years ago. Given that our work here always includes organizational or individual change, we've heard most of them more than once. How about you?

Tip: When you hear any one of these, ask this question: "Tell me specifically what information you have that supports why that won't work in this situation?"

a. Sometimes there is enough evidence to show that certain changes can't be productively initiated at a specific time and place. Hope is not a strategy.

b. If there is insufficient evidence, then ask the question "If you were in charge--and had to do it--what would you do to make "it" happen anyway?"

Help the individual(s) begin to focus on solutions instead of problems.

 

Photo: www.bigstock.com

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"What Do I Want To Be?" or "What Do I Want To Become?"

Which question are you asking yourself?

Your choice will help determine the depth of your life as well as the comfort-level of your career.

I've been watching a new CEO client begin his tenure at a global company. He is very comfortable 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 I'm really seeing 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 slow 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 how the difference will affect your life.

 

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Wisdom, Integrity, Discernment and 1,000 Posts

This is the 1,000th post here at All Things Workplace! Today's post was first published in 2007 and I decided to bring it back because its comments prompted an entire series to be generated as a result. I hope it adds meaning to your day and your career.

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How often do you hear the terms wisdom, discernment, and integrity used during the business day?

And just what are organizations looking for when they are hiring or promoting?

We hear words like intelligent, problem-solver, action-oriented, results-driven, and good decision-making ability.

But what good are any of those if they aren't carried out with wisdom, discernment, and integrity?

It's possible to be action-oriented and still take a lot of wrong actions.

Does intelligence guarantee sound leadership?  History reveals that many leaders with intelligence that was clearly "above average" have oppressed their people, ruined their economies, and even committed genocide.

What Are We Dealing With Here?

First, some slightly paraphrased definitions from Merriam-Webster Online.

Wisdom: ability to discern inner qualities and relationships : (insight) c : good sense : (judgment).

Discernment: the power to distinguish and select what is true or appropriate or excellent; the quality of being able to grasp and comprehend what is obscure.

Integrity: firm adherence to a code of especially moral or artistic values : (incorruptibility); the quality or state of being complete or undivided : (completeness).

Why Do They Make a Difference?

Let's start with integrity. It's probably the easiest to deal with and something that we do talk about on the job, at least when it is violated.

Integrity makes a difference because it's an outward indication of our internal character. If we say we have a set of "corporate" values and then live by them--even if it means sacrificing extra revenue--then we are known as having integrity. When we live up to our word, we have integrity. Most of all, integrity is what allows a person or a company to be trusted.

When you possess wisdom, you are able to make judgments that go beneath the surface issue or decision being presented. My observation and experience show that those possessing wisdom have actually learned from their previous experiences and mistakes; have confronted their own part in them; and now are able to see more clearly what is happening within other people and other situations. Maturity--not age alone--is necessary for wisdom.

Discernment is probably the least-used word in business. It implies a well-honed wisdom that allows one to accurately "read between the lines" when dealing with people and situations and see what is true. You and I know lots of people who say "I know how to 'read' people. However, I don't really know lots of people whodiscern the truth very well at all.

What Happens in The Absence of Those Three ?

When we hire and promote based upon education, experience, and behavioral traits, we're still working on the surface. To get "keepers" we need to dig one level deeper.

At a business luncheon meeting a few years ago our well-educated, high-level executive speaker spent his entire block of time talking about his accomplishments, what he was going to achieve in the coming year, and the plan to get there. When he asked for questions, the guy next to me said something gutsy:

"I'm sorry. Who you are spoke so loudly that I was unable to hear what you had to say."

My neighbor had discerned the self-centered character of the presenter. The speaker had not discerned the values, maturity and character of his audience. As a result, his accomplishments couldn't overcome the low regard in which his peers began to hold him as a result of his bravado. It was a defining moment that impacted his career mobility.

When we're hiring and promoting, wouldn't it be worthwhile to know who we're getting--not just whatwe're getting?

It seems to me that we need to understand at least two things in order to make that happen:

1. What "kind of people" do we want? (What values do we hold that need to be evident in our people)?

2. What does it take to develop the wisdom and discernment needed in business?

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 Special Note: Thank you all for your readership, comments, and encouragement since the launch of All Things Workplace in August, 2006.The interaction here has generated friendships, professsional exchanges, and business opportunities never imagined prior to clicking "publish" on the first post. I value all three and am thankful for the chance to participate in the lives of others dedicated to filling workplaces with solid performers and productive relationships. 

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360 Feedback: It's About the Conversation

Finding out "how we're doing" is an important part of life, on and off the job.

360 degree feedback tools can be especially helpful when you want to know how you are doing in relation to your boss, your direct reports, and peers in the organization. I like 360's because they:

 

1. Let you see how others believe you are doing in specific areas that are important to on-the-job success

2. Provide a quick look at how each of your constituencies is experiencing you.

For example, your direct reports may be getting everything they need, while your peer group may tell you that they need something other than what they are getting now. So you know where to keep doing what you are doing now, and where to make some changes. That helps you prioritize things.

3. Offer the opportunity for a structured conversation.

When you want to talk about your performance it can be difficult to know just where to begin. The 360 process allows you to get specific feedback in specific categories. When you see the results, you can sit down and ask questions that address meaningful areas of work life. And, you are dealing with information already acknowledged as important by the different groups of respondents. It can be a lot easier discussing things that have already been generated--and therefore owned--by the people who are important to your success. You have a place to start--and isn't that sometimes the toughest part?

360: It's the Conversation That Matters

Raw data are just that. What's important is the "why" behind "what" was said. Without finding out the answers, you really don't have an accurate picture. Why not?

Always remember that feedback is more indicative of the sender than the recipient. Feedback says, "Here's what I think based on my expectations of you in these specific areas. The real payoff can come from discovering where you need to clarify or re-visit what's really expected and honestly discussing what's really possible. And, when people of goodwill have those kinds of discussions, it can lead to a quick boost in trust as well as new energy to move ahead.

Are you or your organization using 360 feedback? Then make sure there are conversations that follow. Without them, no one knows the real meaning of the data. With conversations, you stand to get an exponential payoff in understanding, trust, learning, and improved performance.

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Business or Busyness?

Recently I met with a corporate Executive VP in New York City. I'll call him Phil. Phil said his division was struggling. But instead of leading the charge to turn things around, he was being called into meetings regularly to make 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.

What is there to learn?

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 just 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.

4. If you are in Phil'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.

How are you handling this in your life?

 

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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?

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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. 

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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!

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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.

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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.

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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??

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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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