Archive for the ‘Development’ Category

Accountability with compassion

Tuesday, June 22nd, 2010

A recent New York Times  interview with Niki Leondakis, chief operating officer of Kimpton Hotels & Restaurants, illustrated an important point. You can hold people accountable to high expectations and show compassion at the same time. Early in her career, Ms. Leondakis felt that she needed to emulate the other (mostly male) leaders who had a take-no-prisoners, harsh style. Over time, she learned that it not only felt better to show compassion, a more compassionate approach was more effective as well.

What is compassion and how can it help you hold others accountable?

Compassion isn’t weakness. Compassion is rooted in a profound respect for others and reflects an unfailing commitment to uphold the dignity of people. As such, all people deserve compassion, even if they’ve made a mistake or even done something unethical or illegal.

Compassion requires listening. When people don’t meet our expectations, it’s all too easy to jump to conclusions. Compassion requires that you slow down and take time to gather facts and listen to the perspectives of all involved, most particularly the person who appears to have a performance issue.

Make sure performance expectations are clear. Part of being a compassionate boss is clearly outlining what you expect in terms of behavior, results and impact. This should be done not only at the point of hiring, but should be reviewed periodically. Don’t forget that communicating expectations isn’t a one-way process. Check for understanding by asking your direct report to summarize her understanding in her own words.

Schedule check-ins and follow through. The annual performance review should not be the first time your direct report hears that there is a problem. Upon hiring, or when a new project is assigned, schedule time for updates and feedback. Don’t assume that everything is going well. Ask questions and share your perspective; if more resources, such as training, information or time, are needed, advocate for what is necessary for success.

Don’t dilute feedback. You might think that you’re doing the person a favor by being less direct. In fact, you’re potentially creating harm. If your direct report doesn’t hear all of the feedback, performance may continue to deteriorate. Then you’ll be forced to deliver even more bad news – even to the point of disciplinary action.

If disciplinary action is necessary, move forward. Expectations were clear. The person was properly trained and supported. If poor performance dictates disciplinary action, as Nike says, just do it.  Not ruthlessly or in a cold manner, but don’t beat around the bush. Share the behaviors that are a problem and how they impact the organization. Outline next steps and expectations. Don’t forget to listen, too, since this is one way to honor the person’s dignity. You can certainly share that you find the situation unfortunate, but  remember that it’s not something you created; therefore, you cannot apologize for it.

Allow the person to have a reaction. Just don’t fall into the trap of taking responsibility for the other person’s feelings. You didn’t create the situation and aren’t responsible for managing the other person’s emotions. Listen and remain calm in the midst of the storm. Above all, avoid phrases like, I know just how you feel or everything will be all right.

A truly compassionate supervisor not only delivers the good news, but the bad as well. Done well, both types of communication foster positive relationships and professional growth. Having the other person’s best interests at heart is a great foundation. In addition to good intentions, deliver your clear, factual message with compassion. You will sow the seeds of goodwill and future success, and everyone will be happier. As the Dalai Lama says, If you want others to be happy, practice compassion. If you want to be happy, practice compassion.

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Coaching lessons from golf school

Thursday, June 10th, 2010

My recent experience at golf school illustrated how frustrating and exhilarating it can be to learn something new. In fact, an anonymous but wise person said, Golf can best be defined as an endless series of tragedies obscured by the occasional miracle.

What lessons were learned that will help all of us to be better coaches and learners, regardless of the subject matter? For coaches:

Fundamentals, fundamentals, fundamentals. The golf pro spent 99% of the allotted time on the basic building blocks for a good swing. It wasn’t just on the driving range. Every time we had a club in our hands, she connected the dots between the current focus and the swing fundamentals.  As we built a good short shot, we also improved on our drives, and vice versa.  Whether you’re teaching someone how to sell widgets or service a machine, define the fundamentals and keep them front and center.

Stay true to what works. The golf pro was immovable when it came to the fundamentals of a good swing, no matter how many times she heard, “Well, what works for me is…” If there are tried and true best practices, stick to those and don’t compromise.

Communicate in a way that works for the learner. The golf pro used multiple means of communication, including verbal instructions, physical demonstration, video reviews and an illustrated manual. She adapted her methods to suit the needs of her students, like when her “80% angle” reference caused us all to stare blankly. She quickly understood that we didn’t get the spatial relations talk, but responded well when she said things like, “keep your head steady, rotate at the waist and straighten your left arm.” A good coach learns to communicate in many different ways – not just in the way in which he or she is most comfortable.

Break complicated stuff into manageable bits. Instead of tackling the whole swing, I spent hours working on bringing the club back to shoulder level correctly. Once my brain and body were coordinating this move well, I was able to incorporate other swing elements. Remember that people can’t keep numerous steps in their head all at once. Mastery of each component part builds muscle memory, increases confidence and sets the stage for overall success.

Use cycles of show, imitate, rectify. The pro would model the correct behavior, we would try to imitate her, and she then provided us with constructive feedback. The cycle was repeated over and over, until we were able to imitate the desired results fluidly.

Think you’re ready to be coached? A successful learning experience requires both a great coach, and a learner with the right motivation and attitude. For learners:

Align with your coach on goals. Some people came to golf school thinking that their game was great and only needed a few tweaks. The pro helped each person become more realistic about their current performance and set goals for improvement. In any coaching situation, be open to the fact that you may have more to learn than you previously thought.

Be a sponge, not a filter. In many ways, the novices at golf school got it right. They kept their mouths shut and their eyes and ears open. They didn’t waste time debating the merits of one grip or another. They took in as much information as possible, and readily tried new things. The result? Fewer tragedies and many more miracles. If you’re learning something new, try not to screen suggestions through the lens of your past experience. You don’t know what you don’t know.

Practice perfectly. Yes, it was mind-numbing to repeatedly practice the correct back swing. Contrary to popular belief, practice does not make perfect. Perfect practice makes perfect. It is only through doing things right that you develop a habit of excellent performance. The amazing thing is, according to Gary Player, the more you practice, the luckier you get.

The most valuable lesson from golf school? Golf, like any skill, is not about executing the right physical movements. It is largely played in our minds. Success is dependent upon having the right attitude as well as skill set. My attitude? Focus, relish the occasional miracle of a stellar shot and remember to have fun along the way.

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Posted in Coaching, Communication, Development, Emotional Intelligence, Fun | 2 Comments »

To 360 or not to 360

Monday, April 12th, 2010

A recent Business Week article advocated that the 360 degree assessment should be a thing of the past. Typically, the 360 evaluation includes peers, direct reports and others giving feedback anonymously, all using the same assessment tool. Scores for each group are averaged, so that the person being assessed only knows the collective perspectives,  and any written comments are anonymous.

The author’s premise is that the anonymous evaluation tool is a cop-out, and that people ought to feel comfortable giving open feedback on an ongoing basis. Yes, in a perfect world, they should. In our less-than-perfect reality, however, people don’t always tell each other the unvarnished truth. For individuals who fear conflict, frank feedback is difficult to give. This is just one good reason to keep 360 assessments in your arsenal.

Why do a 360 assessment?

360 evaluations provide a snapshot. If you’re ready to take your leadership to the next level, you need to understand how others perceive you now, what strengths you have and the opportunities for growth. It’s hard to get this much well-rounded information without polling a number of people with very different perspectives.

You probably don’t hear all the feedback you need to hear. Even if you’re a nice person, some people just won’t give you negative feedback. This is particularly true if you are in a position of power. An anonymous feedback mechanism may be the only way to make sure you hear everything you need to know about your performance.

What else should you consider when doing a 360?

Choose the right raters. Include people who know your work well; don’t eliminate people who you suspect may not be fans. A diverse group will give you better insight into your performance and how it’s perceived. Typically, in  a 360, you will group raters together, and their responses will be averaged; carefully consider how to group people to achieve a better understanding of varying perspectives.

Ask raters appropriately. Ask raters to give you feedback – in person if you can. Never assume that someone will be willing to take the time – 360 feedback requires an investment of at least 30 minutes and probably more if they are doing a thorough job. When you ask for feedback, review confidentiality and encourage people to be fully honest.

Get a coach before your 360. You may be self-aware and motivated to use the feedback wisely. Even so, an unbiased, supportive and challenging coach will help you understand the feedback more thoroughly and process your reaction to it. Your coach will also ensure that you focus your efforts on the right actions that bring the best results and impact – a bigger payoff for your time invested.

Is a 360 a developmental tool or a means of performance appraisal? 360 evaluations have been used for both, but proceed with caution if you’re using a 360 as part of performance appraisal. The dynamics change when the feedback will impact a person’s raise or promotion. We find that using 360 evaluations in the context of development is the best use of the tool and allows raters to contribute meaningfully to a person’s continued growth.

What if your company can’t afford a 360? Do what you can to encourage open feedback. Ask for it regularly and  seek out a number of perspectives. Above all, don’t try to mask your feelings about feedback with a terse “thanks.” If you’re struggling to accept criticism, say so calmly and let the person know that you are still processing. As you put together your improvement plan, keep people informed about your goals, actions and how they can help.

If you’re resistant to feedback or don’t want to change, skip the 360. Do some rigorous self-assessing about your readiness before you engage in the process. It’s true that the only person you can really change is you, but that only works when you’re prepared to hear the truth, the whole truth and nothing but the truth.

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Resilience: Bounce back in a crisis

Thursday, April 9th, 2009

jump“Character cannot be developed in ease and quiet,” said Helen Keller. Leaders today should be full of character, given the challenges we face. What helps some people weather the storms, while others lose their way? Resilience – that ability to fall down and get back up, stronger and better equipped to handle the next problem.

Resilience isn’t stoic toughness, but an ability to take the pain, learn from it and bounce back. True resilience is fed by a reservoir of spiritual, emotional and physical resources. You build resilience when you:

Make connections. Nurture your relationships at home and at work. Though it can be challenging to find the time, schedule check-ins with your support system and don’t allow this time to be co-opted by other tasks.

Help others. Do something for someone else on a regular basis. Studies have shown that helping others improves your mental health. Plus, you’ll keep your own problems in perspective.

Control your thoughts. Yes, you can control your thoughts. Not in a new-age, mantra repeating way. Simply slow down enough to recognize the interior dialogue; then replace negative thoughts with something more positive. Rather than thinking, “I’ll never get through this,” think, “This too shall pass.”

Treat your body with respect. In times of stress, we turn to comfort food, comfort beverages and comfort TV. What we really need is to ramp up our efforts to care for our bodies – eat and drink wisely, and exercise to ease stress. Think about how you can reward yourself for treating your body like the temple it is.

Fast forward. George Burns said, “I look to the future because that’s where I’m going to spend the rest of my life.” Hard times aren’t here to stay. Focus on where you’re going, and take steps now to make those expectations a reality.

No one, not even a resilient person,  is immune to stress and anxiety. Resilience is what makes you put down that bag of potato chips, turn off the TV and get back to work.

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Feed high performance

Thursday, March 26th, 2009

green-grass2At last, it’s time to transition from shoveling snow to caring for our lawns and gardens. (On behalf of those of us living in the northern U.S., can I just say, “Whoopee!!!!”?)

Just as even a small plot of grass needs attention, so do your employees. To spring to success, feed high performance. Here’s how:

Fertilize regularly with positive feedback. Make it specific, meaningful and truthful. For example, “That report was delivered ahead of schedule and provided the information we needed to move ahead. Well done!”

Rake off those dead leaves, and make success public. Share people’s successes not only with them, but with others as well – in team meetings, on the company’s intranet, etc. Celebrate!

Trim to the right height with insightful guidance. Rather than a general comment that improvement is needed, share best practices that work. Better yet, find ways to coach as they practice new skills, first in “safe” situations, then increase the level of risk/reward over time.

Kill the weeds with constructive criticism. Share opportunities for improvement only when needed.  Bringing up every point of disagreement is like overusing weed killer. It destroys everything. When you give constructive criticism, stay fact-based, calm and focused on the best interests of the person and organization.

A Chinese proverb states, “When spring comes, the grass grows by itself.” That may be true for grass, but we know that even our strongest performers need the right mix of positive feedback and constructive criticism.

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Creating a culture of ownership

Tuesday, March 24th, 2009

strong_shootTired of all the news about our tough economic climate? There are some bright sides to the gloom. One is the fact that every (smart) person in your organization recognizes that his or her financial security depends upon the viability of the company. Simply said, all employees can and should view themselves as owners and invest in nurturing the organization’s growth.  (See, there’s a reason we used a seedling picture after all!)

Some worry that employees thinking they’re owners will result in too many bosses and not enough worker bees. So how do you create an ownership mindset and still get things done?

Make sure everyone knows where you’re going. Ownership doesn’t mean everyone chooses a different vision for the organization. Create a strong, shared understanding of the future success you will build together.

Make sure everyone knows how you’ll get there. Make values, assumptions, priorities and best practices transparent and non-negotiable.

Share info. Openly share as much data (financial, progress, results) and information as you can with as many people as possible. With information comes good decision-making.

Feed people. Stay connected with people, so that you know what they’re doing and what help they need to accomplish their goals. Know your people’s strengths and aspirations and support their ongoing development.

Watch your organization bloom. Employees who think and act like owners will flourish, the company will expand, and you’ll have more fun and excitement (the good kind) than ever.

Whether your employees own shares in the company or not, they’re owners. In good times and especially in bad, we’re all in this together.

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Putting SUCCESS in succession

Monday, March 9th, 2009

j0387426Change is in the air. Is it the smell of spring coming early? Nope, it’s change, and it’s in the form of succession.

Leaders come and leaders go, whether we plan for it well or not. How do you as the current leader gauge the readiness of your potential successor?

Obviously, internal succession is a little easier. We have opportunities to observe up-and-comers on the job, so we should know when they’re ready for the next step. But there are pitfalls to watch out for with internal succession:

  • Don’t assume that a person who excels at her current role will automatically succeed at the next level. Moving up is like going from playing high school basketball to playing college football. New skills will be required.
  • When evaluating the potential leader, think about the runway. What load (baggage) is the person carrying now? What engines (e.g., brains, judgment, strength) do they possess? What time do you have? Will he be able to take off when you need him?
  • Doing is the best teacher. It’s also the best evaluator. Give your potential new leader responsibility at that higher level and see how she performs.
  • Give feedback to the prospective leader that is projective (thinks ahead to the next role) and evaluative/instructive (how far from the target and how to improve).
  • Commit to coaching, or find someone to do it. Ideally you’ll find a person who has incredible potential, but there will be a need to smooth out the rough edges and ensure transition success. For more on how you as the current leader can ensure that succession goes smoothly, check out Harvard Business Publishing’s blog post on the topic:

http://blogs.harvardbusiness.org/goldsmith/2009/03/preparing_your_successor_for_s.html

Remember, succession is an intentional process that won’t be successful if you just let it happen naturally. Your legacy is not based on how you left the company on your last day. Your legacy will be determined by how the organization fared in the decade after you left.

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Meet SARA

Wednesday, February 11th, 2009

42-15495677I’d like to introduce you to SARA. No, she’s not my new friend on Facebook. SARA is an acronym for:

  • Shock or Surprise
  • Anger
  • Rejection
  • Acceptance

When people receive feedback that differs from their self-perception, they very often go through SARA – a process similar to grieving.

If you’ve ever coached or supervised anyone, you probably have met SARA. If you’re a breathing, fallible human being, you probably have seen evidence of SARA in your own reaction to feedback. (Personally, I am very acquainted with SARA, having visited her many, many times.)

So, what do you do when confronted by SARA, either in yourself or in someone you’re working with?

  • Acknowledge the emotions. You can’t get past SARA until you recognize what’s really going on.
  • Understand that SARA isn’t an uncommon, weird reaction. The problem lies in hanging out with SARA too long.
  • Focus on the positive qualities of the people who gave you the (horrible and totally unfair) feedback.
  • Temporarily suspend disbelief. Even if your initial reaction is, “that is so wrong!,” ask yourself, “what if it were true?”
  • Face your “reasons” (okay, excuses) for rejecting the feedback; among my personal favorites: “They are so much worse than me.” “My job makes me do that.” “I used to do that, but I’ve changed.” “Yes, it’s all true, and I don’t care.”
  • Stay fact-based. Stewing over it by yourself is never a good idea, unless you’re a fan of ulcers. If you’re supporting someone through SARA, help re-frame perceptions into facts. If SARA’s your constant companion, find a coach to help you separate reality from fiction.

Hearing things we don’t want to hear is difficult, no doubt about it. If you’re in that situation, SARA may drop by. We’d love to hear your ideas about how to boot her to the curb when the time is right.

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