Posts Tagged ‘employees’

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A team or not a team?

Wednesday, September 1st, 2010

Sophia works as a Sales Associate and is extremely good at her job. She regularly receives maximum bonuses, and is often recognized as her company’s top salesperson. Sophia’s boss recently told her that he wanted her to focus more on supporting her team – the other Sales Associates in her division. Sophia is puzzled. Why should I take my focus off my own territory to help someone else become a better sales person?

Teamwork has become the answer to whatever ails organizations – even when it isn’t the ideal solution. Teamwork is defined by Merriam-Webster online as “work done by several associates with each doing a part but all subordinating personal prominence to the efficiency of the whole.” People must see the value in subordinating their personal needs for the betterment of the team. If they don’t see what is in it for them, team members simply won’t act like a team. What situations call for teamwork? An article in HR Magazine online titled Teamwork – not necessarily the answer points to three factors that indicate when a teamwork model is best:

Work requires more than one person. Manufacturing widgets, serving dinner to 300 people and sailing a large vessel are tasks that require teamwork. There are simply too many things to be done, some of which are simultaneous, for the work to be accomplished solo. Even if the tasks are sequential, complexity requires that more than one brain be applied to the work.

Work creates a common sense of purpose. If the group is working toward a shared result, some level of teamwork would help them maximize each person’s value – and provide a higher level of quality to the customer.

There’s true interdependence. If what Sophia does impacts the success of others, they are a team. This mutual dependence doesn’t have to be 100%. Even if they’re only partially dependent on each other to complete tasks or accomplish results, some level of teamwork is required.

At face value, it may appear that Sophia has little to gain from helping her fellow Sales Associates. However, consider the impact on the company if her “teammates” falter. The organization simply could not continue to thrive based on the sales skills of a single person. In fact, there is a common purpose among the sales team – to maximize the organization’s overall sales. Sophia’s next conversation with her boss will be about how the company can adjust their compensation model to support teamwork – perhaps basing a part of future bonuses on overall sales. That would reinforce the reality that they really do have mutual dependence.

There’s an old saying about teamwork being essential because it allows you to blame someone else. (In case you missed it, that was a joke.) Sometimes teamwork isn’t necessary and can actually get in the way of the results you want. Teamwork is really only essential when everyone has at least a little skin in the game.


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Passionate leadership

Thursday, August 26th, 2010

You show up every day and work diligently. You strive to exceed expectations. But are you a passionate leader? Passionate leaders love their work and it shows in their attitudes and actions. How do you recognize and develop your leadership gusto? Passionate leaders:

Sustain commitment. Even when times are tough, passionate leaders continue to enthusiastically engage in the work at hand. They keep their people focused on the right stuff and adjust to changing conditions without compromising their values. Passionate leaders never waver in their optimism and belief in the organization, its goals and its people.

Ignite passion in others. Just being around a passionate leader helps people discover what really makes them tick – their purpose and passion at work. The passionate leader doesn’t just assume that this inspiration will happen on its own; she orchestrates it through getting to know her colleagues and tapping into what really drives them to be their best.

Have a burning desire to make a difference. Passionate leaders have a fervent need to make a difference in the world. They aspire for more than the next promotion or acquisition. Their focus is on the organization, its people and its impact. They have an irrepressible desire to enrich people’s lives and recognize that the best way to make a difference is to continually feed the strengths of the organization’s people.

Roll up their sleeves. Passionate leaders don’t step in to rescue people, only getting into the trenches when they must. They get out of their offices, listen to and talk with others, so they know enough about what’s going on to be the catalyst for others to achieve greatness.

Take care of themselves. Passionate leaders know that a fire can burn bright and then extinguish without attention. They have the stamina to energetically address challenges because they know when to step away and refuel.

W. H. Auden said, “No person can be a great leader unless he takes genuine joy in the success of those under him.” The passionate leader takes joy in many aspects of work – and knows how to both focus and share that enthusiasm for the best results.

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Posted in Communication, Emotional Intelligence, Leadership, Motivation, Supervision, success | 2 Comments »

Do you have leadership presence?

Wednesday, August 18th, 2010

You recognize it instantly. People with leadership presence exude an aura of command, a confidence that they are in control of themselves and the situation at hand. It’s different from charm or charisma, though they may be very engaging qualities.  Leadership presence can be high in people who are extroverts or introverts, so it is not necessary to be the most talkative person in the room.

George S. Barrett, CEO of Cardinal Health, in an online New York Times interview, talked about the importance of people believing in their leader, and trusting the competence and judgment of the person at the helm. He articulated leadership presence as a combination of doing the right things and forging a connection at a human, fundamental level.

What qualities make you a leader with presence, one with an aura of command?

Confidence. Leaders with presence use language that is strong, positive and based on facts.  They are calibrated about what they know and don’t know.  Because of that calibration, they don’t oversell themselves or their ideas, and are not falsely humble. They are a visible, passionate force within the organization.

Vision. Leaders with presence have a strong clarity of purpose, a compass that guides not only what the organization does, but why. They share this vision widely and engage others within the organization in shaping how the vision will be realized.

Strength under fire.  Even in the most arduous circumstances, leadership presence requires self-control and poise. Leaders with presence are grounded in the facts, and do not allow emotions to skew their perspective about what is important. They remain focused and responsive to changes around them and are not afraid to make the tough calls when necessary.

Judgment. Leaders with presence use judgment to achieve excellence. They establish mechanisms for accessing the critical information needed to understand the current reality and predict the future. Like good chess players, leaders with presence think 1, 2 or 3 moves ahead in terms of strategy. They focus only on what’s most important and are prepared with contingency plans for both the foreseeable, as well as the unpredictable, future scenarios.

Learning. Leaders with presence are continual learners. They gain insight first and foremost by listening and asking the right questions. They are disciplined in their efforts to better understand themselves, their people and the world around them.

Humility. Leaders with presence recognize that they don’t know everything and actively ask for help when needed. They admit mistakes and take action to ensure that they are not repeated.

Engagement. Leaders with presence create space for people to own their work and express their passion, thinking and creativity. At the same time, they ensure that people know what results are needed and why and provide the necessary support and accountability.

Image. Leaders with presence project a professional image through appropriate dress, grooming, behavior and language. They freely express their own unique personality within these boundaries, and are comfortable in their own skin.

Leadership presence is an intangible that can be readily observed, and difficult to achieve. The payoff is that leaders with this aura of command can more easily create a work environment where people relax, engage and confidently take action themselves. Without this intangible, others in the organization may feel anxious and uncertain because of the leadership vacuum. Assess yourself today and begin addressing the gaps in leadership presence, so that you can earn the respect and trust of your people.

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Posted in Communication, Courage, Decisiveness, Leadership, New Leaders, Organizational climate | No Comments »

Winning hearts and minds

Tuesday, August 10th, 2010

Although typically thought of as a military strategy, leaders in other organizations must also win the hearts and minds of their people. The reality is that if you lose your people’s hearts and minds, then you will have lost their passionate engagement in the organization. They may still show up, but they will not devote their full emotional and physical energy to the job at hand. How do you win hearts and minds?

Speak directly. Like Voice of America, the U.S. government-funded radio broadcasts during the Cold War, you need a direct way of communicating with the organization’s people. Not all messages need to come directly from the top leaders, however mission-critical communications must. Use email or telecommunication to make it more feasible.

Make your message clear. Think about the one or two take-aways you want people to remember. Then plan carefully to ensure that your message is unmistakable. Use plain language, and keep it brief. If people need to take action, make the next steps unambiguous.

Challenge disinformation. You may not encounter an active counterinsurgency, but rumors and misinformation are probably inevitable. Don’t wait for rumors to die out on their own. Address  inaccuracies and falsehoods that surface, so that people don’t get distracted or confused.

No platitudes. In the end, hearts and minds are won by what you do, not what you say.  Listen. Provide a balance of challenge and support. Share decision-making. Encourage innovation. All of these efforts make a real difference in people’s work lives and build loyalty, engagement and satisfaction.

Don’t rely on charisma. Personal charm is important, but not sufficient. Humility, integrity and honesty are the foundational keys to keeping people on board for the long haul.

You may not be waging a war, but you do need to attend to the hearts and minds of the organization’s people. The payoff? Folks who not only are dedicated to their work, they also have enthusiasm and zeal for the work that is unmatched by your competition. That’s a battle well worth winning.

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Posted in Communication, Influence, Leadership, Motivation, Mutual Understanding, Organizational climate, Strategic | 1 Comment »

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 »

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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More, better, faster: Over-accelerating the pace of work

Monday, May 17th, 2010

The Harvard Business Review recently produced two articles related to the frantic pace of work that appears to be the “new normal.” The Acceleration Trap by Heike Bruch and Jochen I. Menges and The Productivity Myth by Tony Schwartz illustrate a growing problem. The ever-accelerating push for higher productivity, 24-hour accessibility, rapid-fire systems change and increasing complexity combine to produce employees who may appear to be unmotivated and listless. In reality, they’re sleep-deprived, strangers at home and less productive with every passing hour.

What can leaders do if they suspect their organization is over-accelerated? Break the cycle by facing these realities:

Acceleration is a problem with dire consequences. Over-taxed employees can’t maintain quality and safety indefinitely. A constantly frantic pace means that employees are continually shifting from one urgent priority to another, so they lack time to recharge. It may seem like your people are getting more done, when in reality they’re just putting in more hours.

You can break free. The Acceleration Trap gives many examples of companies that stopped the madness. Tough decisions and vigilance are required. It can be easy to fall back into old habits of saying yes when you should be saying no, so put measures in place to monitor decision-making, priorities and work load.

It’s not just about making your people happy. It’s about their brains operating properly. Tony Schwarz talks about how working at full throttle all the time your “prefrontal cortex shuts down in fight or flight, your perspective narrows, and your primitive instincts take over.” Think about the quality of decision-making that happens on an adrenalin high!

Your organization can still thrive. You might feel that you’re sacrificing productivity if you slow things down. Wrong. More work isn’t better. The right work is better, and everything else is just a distraction.

Working insane hours seems to be equated with commitment and drive – and the more crazy the hours, the more motivated (and promotable) you think you are. As The Productivity Myth blog post points out, it’s time for people to be measured not by how many hours they work, but by the results they deliver.

In the immortal words of Dilbert, “In Japan, employees occasionally work themselves to death. It’s called Karoshi. I don’t want that to happen to anybody in my department. The trick is to take a break as soon as you see a bright light or hear dead relatives beckon.”

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Posted in Supervision, Work/Life Balance, performance | 2 Comments »

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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Why praise employees? Isn’t pay enough?

Monday, November 9th, 2009

AX075908Grow up. Do your job. Don’t expect to hear about it when things go well. I pay you to do a good job.

These words may sound a bit harsh. But they reflect the attitudes of some leaders who wonder why they have to nurture (coddle) their people. After all, isn’t their bi-weekly paycheck enough?

Sorry, it’s not. Your people may not tell you this, but they do like to hear when they’ve performed well. In fact, research shows that recognition for good work releases dopamine, a brain chemical connected with positive emotions like satisfaction and enjoyment. Employees who receive regular praise have higher productivity and lower turnover, and they make fewer mistakes.

How can you feed employees by recognizing what’s going well, even if you’re not naturally a warm and fuzzy type?

First identify key drivers of success. What specific thinking and behavior will lead to the desired outcomes? Those are what you should be looking for and applauding.

Keep it real. Don’t invent something or recognize an inconsequential act. Employees know the difference between meaningful commendation and faint praise. Likewise, don’t ease up on standards or lower expectations.

Be specific. While a good job comment might be welcomed, saying the report was detailed and contained exactly what we needed is more instructive. Make sure to recognize not only effort but results.

Track when you do it. Gallup research indicates that each employee should be praised at least every 7 days to maintain optimum levels of engagement. If you have lots of direct reports, you’re probably ready to give up right now. Don’t. A weekly email outlining what’s gone well with the team is better than nothing. Efforts toward a routine acknowledgment of achievement will pay off in the long run.

Combine praise with support to grow. The highest praise may be more responsibility. But don’t just thrust your up-and-comer into a new role. Provide coaching, mentorship, training and other support to ensure that she thrives.

Feeding with praise does not require flowery speeches or candy and flowers. Regular, heartfelt statements work. Catherine the Great once said, I praise loudly, I blame softly. Maybe that’s part of why she was Great.

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Love diversity? Value and tap each person’s unique contributions

Wednesday, September 30th, 2009

green-red-apple2It would be hard to find someone who’d argue that diversity in organizations is not valuable. Diverse experiences, cultures, skills and perspectives make the workplace dynamic, creative and innovative.

The tragedy is that some of the most seemingly-diverse companies don’t actually maximize people’s contributions the way they could. This isn’t about intent. It’s about time. In the whirling dervish that is today’s work environment, leaders sometimes don’t take the time to tap the full breadth of their people’s capabilities.

Embracing diversity means more than just recruiting and retaining a talented, multi-ethnic workforce, though that is a great start. Ask yourself these questions to find out if you’re fully utilizing the treasure that lies within all of your people:

Do I know what my people can do?

Do I know what stretch goals would broaden and motivate each person?

Do I know their career aspirations?

Do I know what really gets my people excited about coming to work?

Do I know what they love doing outside of work?

Each person’s passion and energy can be drawn upon to move your company to a new and exciting place. Make a commitment to learn more about the folks around you. Build upon their strengths. Give them opportunities to try new things.

Everyone knows that challenging work combined with just the right amount of support are the best teachers. You may be surprised by who moves to the head of the class.

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