Archive for the ‘Leadership’ Category

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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Expectation or suggestion? Clear communication with direct reports

Thursday, May 27th, 2010

Arnold is meeting with Bev, one of his direct reports. She is going over her current projects. Arnold comments that she appears to be overloaded with work that isn’t a top priority. Bev is astounded. But this is what you told me to do, she explains.

I did want you to work on projects A and D, says Arnold, but the other things on this list were just ideas I was tossing around at the staff meeting. I didn’t mean for you to act on those.

How could Arnold, as the supervisor, have aligned more effectively with Bev on what was truly important?

Define strategic priorities. You may be giving unclear direction to your direct reports because you aren’t certain about the most critical priorities. Gain clarity by discussing desired results and impact with your boss and others. Then align your direct reports’ actions with those urgent priorities.

Remember that when the boss speaks, people listen. This may seem obvious, but it’s something that is often forgotten in the excitement of the moment. The boss thinks she’s just generating some potential new ideas. Direct reports can assume that if an idea comes from her, they must make it happen.

Use clear language. Make it plain that if you are brainstorming or giving direction. You may need to say this more than once – at the beginning of the conversation and at the end – to make sure that people get the message.

Gauge people’s understanding by closing the loop. Ask people to re-state what you’ve said in their own words. If you’re not on the same page, try communicating again and have them restate their understanding once more.

Encourage people to ask questions. Some bosses are like seagulls; they “swoop and poop,”  blurting out directions and moving on to the next activity. Make time to answer any questions that your direct reports may have. Don’t just assume they’ll ask for clarification if they need it. Some people hesitate to pose questions, thinking that making an inquiry may appear less self-reliant. Set the expectation that questions are not just acceptable, but an expected part of getting on the same page.

Hold regular check-ins. Schedule time for your direct reports to meet with you to discuss progress, roadblocks or any pressing issue that impacts results. Talk with your direct reports to figure out if weekly, monthly or quarterly check-ins would be best to keep projects moving.

Clear communication is required to define the results that are to be achieved and make performance expectations clear. Achieve mutual understanding with your direct reports by regular, concise and two-way communication that keeps them focused on the right stuff and growing as individuals. Don’t assume that people interpret your communication the way you intended. Remember the wisdom of George Bernard Shaw, The single biggest problem with communication is the illusion that it has taken place.

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Performance is improving, but not fast enough

Tuesday, May 11th, 2010

You’re piloting an airplane. You take off from the airport and head west towards the mountains. Your altitude is gradually increasing, but not at a fast enough rate. Without the right maneuvers now, the plane will crash into the side of the mountain.

A nightmare, right? Yes, but it’s also a great analogy for a problem we’re seeing in many organizations. Teams and individuals are working hard and seeing improvements in their performance. However, the business realities require them to get better at their jobs faster. Without a steeper trajectory, individuals and the organization will crash.

As an individual performer, how can you maneuver quickly to amp up the rate of your performance improvement?

Prioritize. What are the highest value things you can  do to improve results and make a big impact? Not the good uses of your time – only the critical few. Make those your priorities. Keep them uppermost in your mind, on your calendar and in your daily activity. When you know where you’re going and what it will take to get there, communicate this widely so that others in the organization also redirect their efforts.

Focus. This can be hard, but something’s got to go. It takes courage to dump projects and readjust activity to align with just a few priorities. The key is to focus relentlessly on the drivers of success. Don’t do the other stuff.  If there is not a direct relationship between the project or initiative and your highest value priorities, stop!

Be consistent. One of the most maddening dynamics in organizations is when the boss says A, B and C are our only priorities. Then something cool – unrelated to A, B and C – comes along. When opportunity knocks, don’t waffle; figure out if it aligns with your top 1, 2 or 3. If not, just say no. A compelling distraction is still a distraction.

Many of the strategies above work for teams too. Also consider the following:

Assign sufficient resources. As James W. Frick said, “Don’t tell me where your priorities are. Show me where you  spend your money and I’ll tell you what they are.” Clearly articulate a business case for what you’re doing. Then negotiate with your superiors to assign more time or employ new technologies to get the job done.

Feed your people. You’re leading a team that’s failing. Your first impulse might be to point out all the things that are going wrong. Instead, identify what’s working (Feed) and reinforce those behaviors. Then decide what you must achieve (Need) and fill in the gaps with new actions (SEED) that need to happen. Only after Feed, Need and Seed do you eliminate practices that aren’t working (Weed).

Quit bickering. When the going gets rough, back-biting and blame find fertile ground. Model and enforce a climate of open communication and respect. Help people to say what they need to say in a factual manner. After the crisis has passed, there will be plenty of time to dissect what happened and how it might be prevented in the future.

A Chinese proverb states, “A crisis is an opportunity riding the dangerous wind.” Face the reality of your impending collision, so that you can maneuver to make the most of the opportunity.

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Leadership lessons from Mom

Monday, May 3rd, 2010

That MBA degree is dandy, but the lessons learned can’t hold a candle to Mom’s (or Dad’s or Gram’s) wisdom. A recent poll of Humanergists resulted in these leadership lessons from our very first role models.

I don’t care if “everyone” is doing it. Mom taught us to have courage and make decisions for ourselves. Don’t get caught up in passing trends or we’ve-always-done-that thinking.

If you can’t say something nice, don’t say anything. Sometimes harsh truths must be spoken, but keep balance by sharing positives as well. Don’t speak in anger, when it may be harder for you to communicate the good along with the bad.

Accept a compliment graciously. Maybe it’s embarrassment or false humility, but we often stumble or say, “oh, it wasn’t that great,” when a simple “thank you” is all that is needed.

Get outside. While this phrase was most often used when Mom was sick of us underfoot, we recognize now the power of nature to boost our mood and change our perspective. Get up, walk around, go outside or do whatever it takes to change your environment. You’ll find inspiration -  or at least some respite from the usual routine.

What am I, chopped liver? Especially in adolescence, we kids acted as if our parent were alien life forms and unworthy of kindness or consideration. Remember that even the most quirky of our fellow humans deserves respect and compassion.

Do you want your face to freeze like that? Nonverbals not only matter, they communicate volumes, even when we’re not aware of them. Get some feedback about how your posture, facial expressions and mannerisms help or hurt your leadership.

Every cloud has a silver lining. No matter how distressing, every situation has potential advantages and disadvantages. Don’t ignore the cloud, but do recognize and capitalize upon the silver lining.

If wishes were horses, then beggars would ride. Dream big, but don’t just passively yearn for things to be different. If you want something, take a step today to make it a reality. Action is necessary to achieve.

Be home in time for dinner. There’s nothing like unstructured time with loved ones to recharge your batteries. Share a story, a joke or something that happened in your day. Listen as others to do the same. Even if it’s just take-out pizza, it will be a feast.

Mom’s most enduring lessons were not the ones she talked about.  They came by the way she lived her life – with grace in spite of our many imperfections and bravery in the face of life’s challenges. The least we can do is try to do the same. Thanks, Mom.

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I could stop whenever I want to

Monday, April 26th, 2010

You’re addicted to your smartphone.  So what? Isn’t that a pretty socially acceptable compulsion – one that helps you be more efficient and effective? The term “Crackberry” isn’t considered to be universally negative. If you’re hyper-connected, you’re considered to be technologically advanced and in demand.

Perhaps you question whether you’re really addicted. Maybe you really could stop whenever you want to. So why do you break into a cold sweat if you inadvertently leave the house without it? Why can’t you turn it off or ignore it?

What are the downsides to this habit?

You devalue the people around you. If you interrupt conversations to answer email or take calls, you are giving the message that the current activity is less valuable to you than whatever’s happening on your phone.

You lose valuable “stare out the window” time. Constant connection prevents you from devoting blocks of time to thoughtful reflection.This thinking time is a necessary leadership activity – allowing for deep thinking about the strategic priorities that need your attention.

Email, in particular, is addictive. Psychologists are identifying email addiction as a growing problem. People become obsessive about checking email. Receiving satisfying (funny, informative or whatever you find fulfilling) email happens intermittently. That is the most potent kind of habit-forming reinforcement, and what causes some folks to constantly scan their inboxes.  They even have a name for it – “variable ratio reinforcement!”

You think you’re constantly needed. Perhaps the most insidious of the smartphone addiction symptoms is the underlying message of importance. If you’re connected 24/7, it must be because your input is always essential. Recognize that often the issue is yours (I need to be “in the know”) and not theirs. People will survive without you. They even learn to make decisions and grow as leaders without you standing in the way.

Before you come to the conclusion that your smartphone use isn’t a problem, try turning it off a few hours each day. Take a walk. Think expansively. Then come back, refreshed and ready to tackle the work that really does require your time and talent.


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Are you a consistent leader?

Monday, April 19th, 2010

Is your leadership consistent, regardless of the setting you are in, the people you’re with or the circumstances you’re facing? Consistency in leadership may sound like a recipe for boring sameness or rigid thinking. On the contrary, being a consistent leader means:

  • What is important today is also important tomorrow
  • You don’t chase the latest fad, project or trend
  • Your bad mood doesn’t cause you to act radically different
  • People know what to expect from you

Being consistent in your leadership means that even under duress, you make the right choices. You steer the ship, make mid-course corrections and align your “crew” around important best practices that will help you reach your destination.

Even the most reliable and unswerving of leaders must be able to adjust to change. Yet, the consistent leader will be grounded, so that unfamiliar and challenging conditions won’t change the quality of interactions, thinking and decision-making.

How do you stay on course and make consistently positive leadership choices? Start by answering these four questions.

1. What is success? Success is defined first by the impact you want to make – and secondarily by the results you need to achieve to have that impact. Think about who and what will be changed by your efforts. That’s your impact.

2. What is sacred? What are your non-negotiables? Make a list of the things you will not compromise, no matter what. For example, you might list ethical standards that are vital and unchanging.

3. What is important? List a few guiding principles for your life and your leadership. Examples might include:

  • Act with integrity
  • Be a good steward of resources
  • Be humble
  • Have fun

4. What works? Know – and grow – best practices that lead to success, help you hold fast to what is sacred and allow you to focus on what is important. Identify the thinking and actions that are requirements for questions 1, 2 and 3.

Consistent, dependable leadership choices provide a solid foundation for your people – enabling them to weather storms and operate at their peak. You shouldn’t be completely predictable. You don’t have to be perfect, and you’re allowed to have bad days. What you cannot do is permit outside conditions to change you fundamentally – causing you to shift whichever way the wind blows. Be the anchor that your organizational ship requires.

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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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Think achieve, then do

Monday, April 5th, 2010

If you don’t know where you’re going, you can never get lost. Herb Cohen

When vacationing, the lack of a defined destination can set the stage for a grand adventure. In our work lives, however, not knowing where you’re going usually spells disaster. How can you best meet your goals and avoid the aimless wandering that wastes everyone’s time and money?

Think achieve, then do. Before you get down to action, focus on what it is you want to achieve. Don’t think about what you want to do, define what you want to accomplish. Ask yourself these questions:

  • Why are we doing this? What is our purpose for doing this work?
  • What result are we trying to achieve? What will change, and how? What will be created or eliminated?
  • When this is done, what will success look like? What impact will it have? On whom and on what?

Think achieve, then do may not come naturally. There are some common barriers to focusing first on what we want to accomplish, including:

Task orientation. You arrive at work and immediately get busy. You check things off your to-do list. It is all too easy to get through an entire work day without thinking about what you are trying to achieve. Don’t take for granted that you know what results and impact you’re striving for. Take some time each day, preferably first thing, to zero in on “think achieve.”

Fuzzy goals. You may think you know what you’re trying to accomplish and why. But do others share the same picture? Talk about it to ensure that you and your teammates have a common vision around what will be achieved -  a shared definition of success. Pretend you’re traveling to the future and that you’ve accomplished your mission. What does the world look like? Who or what has changed? What spin-off effects can you imagine?

I “should.” Think achieve, then do requires focus and a direct connection between what you want to accomplish and what you think and do each day. When you say, “I really should…(exercise daily, call my customers more frequently, take my son to dinner…), do you really have any intention of doing it? If so, do it. If not, “I should” is a distraction from a laser-like focus on what you really want to get done.

Lack of realism. If your picture of success is complex, break it into discrete, manageable chunks that you can accomplish over time.

Lost focus. Use reminders that help you keep your eye on the ball.  Post a list of what you want to achieve in a spot where you’ll see it regularly. Find a meaningful picture that represents what you want to accomplish. Create a theme song. Set up automated reminders on your phone or computer. The key is to put your desired results front and center to keep you on track.

Not doing. It’s one thing to get pumped up about what you want to achieve. It’s another to hunker down and get it done. Resist the urge to do it all yourself. Assemble others with a vested interest and divide duties. Decide how you’ll move forward, monitor progress and hold one another accountable.

Charting a course to a future reality can be exhilarating. It also requires a tolerance for risk, since the journey to your ultimate destination will include some surprises. Mark Twain said to succeed in life you need two things – ignorance and confidence. You may not know exactly what lies ahead, but start your trip today by figuring out what is you really want to achieve. Then get packing and enjoy the ride.

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When facing a crisis, think wider!

Monday, March 29th, 2010

You’re facing a crisis and working hard not to panic. Sure, it’s not your first emergency, and you survived the others. What tools can you use this time to not only survive, but maintain clear thinking in the midst of chaos?

Use situational awareness. Law enforcement officers, who deal with life-or-death situations, are trained to avoid cognitive blindness. That’s what happens when we face a threat. We focus in on the one thing that’s giving us trouble. Officers are trained to develop situational awareness or the ability to  mentally widen out. Think of it as a camera lens that pulls back to wide angle. Rather than focusing your thinking on the narrow threat, expand to take in the larger picture.

To broaden your thinking, ask these questions:

  • What are the peripheral issues that have an impact on this crisis?
  • What other industries might we learn from?
  • What other situations have we been involved with that might inform our actions?

To deepen your thinking, ask:

  • What are the potential outcomes of the situation now? In the future?
  • What other perspectives aren’t we considering?
  • What data are we using to make a decision?
  • What other data point to a different conclusion?
  • What assumptions are we making, even without being consciously aware of them?

Try the rule of six. When things go bad, we want to quickly zero in on “the answer.” Judy Sorum Brown shares the rule of six, which was taught to her by Paula Underwood, a Native American leader and author. Basically, this means that we come up with at least 6 possible answers to our problem. The most challenging aspect of the rule of 6 is that you must hold each of those 6 answers in your head and not immediately choose from among them. This allows you to be open to a wider range of thoughts and perspectives. As you discuss and examine all 6 without judging, you are able to be a true systems thinker, without having to champion “your” idea.

We all want to be like Henry Kissinger, who said, “There cannot be a crisis today; my schedule is already full.” Like it or not, you’ll face predicaments that must be solved. Giving yourself (and your team) a wider head space in which to think will mean a better solution. And because it’s the best resolution to the problem, you probably won’t have to deal with that same crisis again. Good riddance.

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A former peer is your new boss!

Monday, March 22nd, 2010

You always knew she had talent and was hard-working. Now the person who used to sit in the next cubicle is moving to a corner office. How do you manage the transition and the issues that will arise?

Discuss roles and expectations. Hopefully the new boss will initiate a conversation. If not, ask for a time to discuss expectations and priorities. Share what you’re working on and align on goals.

Address the relationship issues. Talk about what might change now that your former peer is your boss. If you’re friends, discuss how you’ll deal with others’ perceptions or concerns. Will your peers be on the alert for favoritism? Probably. Understand that your boss will need to curtail the social aspects, at least for a while; she may also not be able to assign you that coveted project right away.

Manage your mindset. It may not be comfortable to admit that you’re a little jealous; if you are, admit it and work through it so you can perform in a way that will put you in line for the next promotion. If you balk at having a former peer having control over your work life, recognize that it is a normal initial reaction. You just need to get over it, and hopefully make the best of it as well.

Support the new boss, but don’t be a guard dog. Colleagues will look to you to assess how you’re handling this change, especially if you were tight as peers. You don’t have to defend her every move or tell her everything that’s being said.  Stay positive, encourage open communication and support everyone in achieving the team’s goals.

Keep the focus on work. In spite of this upheaval, there is work to be done. You’ll weather the storm favorably if you maintain focus and advance the organization’s mission.

Having a former peer as your new boss not only means that the priorities at work will likely change; relationships will change too. You can see that as a negative or as an opportunity to forge a partnership that works for everyone. It starts with the right attitude. As author Carlos Castaneda said, We either make ourselves miserable, or we make ourselves strong. The amount of work is the same.

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