Does It Really Matter How Much Effort Goes Into the Job If They Can't Meet The Expectations?

Whether we like it or not, business is business and most likely if you work for a business in the United States, it is all about execution and accomplishment.  The bottom line is businesses don't pay people to try really hard.  They pay for results - whether that be creative results, productivity results, or theoretical results.  The person that gets promoted is likely the person that gets things done.

Some people are placed in the wrong roles and struggle getting accomplished what is expected.  Other people were bad hires.  And yet other people just aren't able or willing to adapt to the changes the organization is making.  

If you are fortunate enough to find a more appropriate role for the individual, you are golden.  However, I'm certainly not an advocate for passing your problem employee off to someone else because you don't want to address it.  If you are able to rearrange the work your team performs and utilize the skills of the person in question, all the better.  But that doesn't mean you create a job for them simply because it's easier than dealing with the problem.  

To answer the question posed at the beginning of this blog post, in my opinion it doesn't matter how much effort the person puts out if they can't meet the expectations of the job.  I know that sounds a bit calloused.  Actually, I think it's more painful and unfair to let a person work 14 hours a day to try to meet the demands when they clearly don't have the expertise or skill to accomplish the task.  The only fair thing to do is let them know they don't have what it takes, work with your HR department to determine next steps (i.e. find another position), and help them move on to a place where they can be successful (either within your organization or someplace else). I guess put yourself in their shoes.  Wouldn't you want to be successful?  What are your thoughts?

Setting the Goal is Easy, Sticking to it? Not so much.

Sticking to our goals is tough work. Boy, oh boy, is it tough to stay focused, motivated, and inspired to achieve a goal.  There are days that try our patience.  People that divert our attention elsewhere.  Circumstances that seem to occur at just the wrong times.  That the way life goes.  


You may have made a commitment this year.  Or even this week.  A commitment to make a personal change.  A commitment to give more positive reinforcement to employees.  A commitment to manage your time more effective.  A commitment to have some of those crucial conversations you have been putting off.  


When those days, circumstances, and people interrupt your focus remember two things:
1.  Don't give up.
2.  There is nothing wrong with baby steps when it comes to change.  


It's okay to fall off the wagon, but it's not okay to stay there.  And it's okay if you can't dive right in to make a big change, a baby step in the right direction each day will eventually get you to your destination.  
Go easy on yourself when you don't succeed and get back up and try again.  

Utilizing the Power of Positive Reinforcement

I don't care how confident or competent someone is, I've never heard someone say they don't want to hear what they are doing right (at least not say it and mean it).  We all need that reassurance now and then.  We need to know what we are doing is valued and that we, as human beings, as well as employees, are important.  

 I think we often take for granted that our employees know what we think of the work they are producing.  After all, didn't I tell you a month ago how much I appreciated your work on XYZ project?  Seriously, do I have to say something everyday? 


Well, maybe not every day but for most people positive reinforcement is music to their ears.  Nobody seems to hear enough about the good they are doing and feel like most of the energy is spent on the negative.  Just because you told someone they were doing a good job at their last performance review doesn't mean they are still doing a good job.  And in the volatile society in which we live, a little positive reinforcement and encouragement can go a long way.  


Positive reinforcement can be as simple as a "Great job on XYZ," "I really appreciate your effort and time on ABC," to "You know, when we talked during your last performance review I mentioned you needed to work on your presentation skills.  I can tell you took that feedback to heart - you've really improved."  


Be careful giving your problem employees positive reinforcement.  Sometimes if you are very specific with the feedback, they think they are doing well in everything and are now off the hook for whatever the issue was.  


Give me.  In general you can't go wrong when you provide positive reinforcement as long as you are specific and genuine.  

Help! What Do I Do With My High Maintenance Employee??!!!

There are few things more maddening to a very busy leader than the employee that requires more attention than seems "normal."  And it's a difficult balance - you don't want them to feel you are inaccessible yet you have an expectation that in their current position they shouldn't need you quite so much.  What's a leader to do?

Every have one of those employees that takes of three times more of your time than anyone else.  I'm not talking about the new hire that should be taking up more of your time.  I'm talking about the high maintenance employee, the one stopping by your office ten times per day to ask questions they should be able to figure out without your input.

Because leadership requires a certain amount of psychology, maybe step one should be to take a step back and try to answer the question "Why do they need so much attention?"  Some possible answers may be:

• They are feeling insecure about their abilities, job, role, relationship with you.
• They are not good critical thinkers.
• They are a bit lazy and would rather have you do the thinking.
• Your expectations are unrealistic.
• They don't have enough to do.

If you have read very many of my blog posts you know I'm likely to say a conversation is in order here.  In this particular case you might start with a simple request that they save up their questions for a daily/weekly meeting unless it is urgent or send some of the questions via email.  Sometimes people have a question and before they even take the time to think about it they get up and go ask someone (you) the answer.  If you can get them to start making a list during the day, they might find they find they are able to answer the question on their own.  If necessary, offer to schedule a daily meeting for the end of their workday each day when they can come in and present the list.  That could serve two purposes a few purposes - a daily coaching opportunity (gives you a chance to teach them a little critical thinking), provides security (after all, they are now getting daily face time with you), and it forces them to write all their items down and hopefully solve some of them on their own before the meeting.  Here is the bonus - if you schedule it at the end of the day with the clear understanding they are to hold all their questions (unless it's an emergency), it will likely be a short meeting (they aren't going to want to hang out and you likely already stay later than they do).  

Ummm, Excuse Me, I Think I'm the Customer

The title of this blog may lead one to believe it will be about retail business and/or customer service.  It is about customer service but the focus is on the "internal customer."  Unfortunately, many internal customers are being treated badly on a daily basis.  They are ignored and bullied by the very people who are expected to provide them a service.  Let's hope you aren't one of those people.  Anytime the term "customer" is used in this post, fill in the blank with "internal customer."

It is astounding that so many people don't understand who their customer is and/or how to treat a customer in the work place. Let me provide a few examples.  If you are an HR professional, your customer is likely the leadership team.  You are providing services and are an advocate for employees however, your customer is likely (depending on your business model) the leader.  If you are in manufacturing, your customer is the next stage in the assembly line.  It's very important to understand this and I'll use a simple analogy we can all relate to.

If I work at an electronics store and a 14 year old boy comes in with his mother to purchase a new laptop for the boy, it would be easy for me to think the 14 year old boy is the customer.  After all, the laptop is for the boy, he is telling me what he wants and requires in his device.  However, a critical component to this sale is the mother - she is likely paying the bill.  If I ignore her requests and needs, I will not make the sale.  If I talk down to her because she doesn't have any idea about RAM, DRAM, LOL, LMAO, I will lose the sale.  So, who is the customer in this case? Yep, mommy.

Now, let's take that back to the workplace.  If you don't clearly understand who your internal customers are, you will fail miserably in building sustaining relationships, gaining buy in, and reaching resolutions in conflicts.  If you mistakenly believe you are in a power struggle and don't treat the customer like a customer (more on that in a minute), you will quickly lose trust, respect, and business.  People will go out of their way to avoid you.  

So, what does customer service look like in the work place?  First, let's start with what it doesn't look like.  Some people mistakenly believe good customer service means you always give the customer what they want.  I disagree.  Slightly.  I say, you give the customer what they want within the scope of the services you can ethically, morally, and legally offer.  Being an HR person, I have to be very careful here.  Analogy again.  If you go into a Pizza place and say "I'd like a steak with a baked potato and side of steamed asparagus"  I guarantee they will very nicely send you down the road to a more appropriate location for your needs.  We shouldn't try to deliver something outside of our scope of expertise.  And we shouldn't compromise our integrity to provide a service either.  As a training professional I have many times been asked to provide a sub-par product for the sake of time or because someone thinks a Power Point equals" training.  This would be like asking a surgeon to only take out half the tumor because you don't want to lay on the table any longer.  

Here is what customer service looks like in the workplace:

• Friendly, cordial, kind
• Ethically, Morally, and Legally appropriate service (do I really need to elaborate on this any more?)
• The customers needs come first (not your time demands or personal opinions and desires.)
• Collaborative
• Customers are treated as welcome guests and the reason for your existence (not another person that wants your time)
• Customers' ideas are welcome and encouraged
• They feel listened to and respected when they leave
• Their time is valued 
• Promises are kept (projects delivered on time, calls returned)
• They walk away from a meeting with you feeling important, valuable, and like they can't wait to see you again.

The bottom line is, think about how you like to be treated as a customer, make sure you clearly understand who your internal customers are, and strive each day (no matter how difficult your customers may be), to provide the most outstanding service possible.

Mari

Are You Sick Of Hearing About Work/Life Balance?

If you're like most leaders you are sick to death of hearing about work life balance. You think it means you need to make sure your employees have balance while you continue to work 10, 12, 14, 16 hour days. Quite honestly I'm a little tired of hearing about it too.

 So, let's talk today about not only having a life but being the leader in every way possible. Here's the deal - when you consistently send people emails at 10 pm, casually mention you were working at 2 am because you couldn't sleep, and make work your life, you are not helping anyone. You are sending an unspoken message that work is not only part of your life, it IS your life and therefore it should be everyone else's life too. Even if you don't say it, you are the leader, and people expect to follow you. You are setting the standard.


If you aren't spending time with family, socializing with friends, or watching a sunset on a routine basis, you are not leading effectively. As human beings we need the opportunity to be human . . . outside of work. And if you aren't taking care of yourself and your needs, you will not have the energy or enthusiasm to lead.
                                           


Sure there are the occasional "crunch deadlines" where you have to put in a great deal of extra time (and may even require it from several employees). However, if this is the rule rather than the exception, there is something wrong.  Either you aren't delegating enough, you have a difficult time letting go of control, or your employer is making unrealistic demands.  Regardless of the issue, if this goes on for a prolonged period, it's time for you to have a crucial conversation, for yourself as well as your team.


It's just as important that you find time to laugh and enjoy life as it is that you work hard.  Without one, it's difficult to do the other for a prolonged amount of time.  When you think about work/life balance, think about the standard you are setting for your team.

Are You Letting a Gentle Wave Turn Into a Tsunami?

I find that when people (myself included) don't like to do something, they have a tendency to put it off.  And sometimes putting it off means you continue to put it off, and put it off, and put it off, until one day what started as a minor thing to take care of has now become this giant tsunami that you have no idea how to handle.  It's out of control and wreaking havoc on the rest of the world (or at least the department).  This is how it often goes when dealing with employee issues.  

  

We put it off in hopes it will either get better all by itself or it won't be such a problem anymore.  We put up having a five minute conversation with someone to let them know what needs to be handled differently and we wait until we can't ignore anymore due to the devastation and destruction on the rest of the team.  

I'm here to tell you, handle it now rather than later.  It's not likely to get better all by itself.  Mary isn't going to wake up one day and realize she is rude on the phone and Bill isn't going to suddenly quit wasting time.  Have the five minute conversation, set your expectations, hold them accountable and get on with your day.  I can almost guarantee the problem will only get bigger with time.  

Sometimes You Just Have to Dig Deep and Find the Good Stuff

I told my daughter I was having a hard time coming up with topics now that I've hit 30 consecutive days of blogging (the next 335 days should be really interesting).  She said "that's when you have to dig deep and find the good stuff."  Therein lies the topic of today's post.  

 

As leaders, you are challenged on a daily basis.  You are challenged by too many demands, stupid people (I attempted to use a more politically correct term but it is what it is), and bonehead decisions others have made that you are required to make look pretty.  And then there are the people, oh, the people that seem to have gotten up today with no other motive than to make your life more difficult.    


Although those times are trying, the reality is that's when you find out what you are really made of.  When you are able to keep it together, to rise above the insanity, to remain calm when everyone else is screaming, you know you have arrived.  The tough times are when we have to dig deep and find out what we are made of.  


If you keep this in mind, you should welcome the unexpected challenges that try your patience.  Welcome the stress, welcome the employee that you have no idea how to handle.  These are opportunities.  These are opportunities for you to dig deep and find out what you are made of.  You might want to invest in a good shovel.  

How Bad Leaders Impact An Organization

Yesterday I wrote about the impact good leaders can have on not only a work experience but a life.  Unfortunately, bad leaders can also impact lives and organizations.  


Maybe bad leaders are not bad people but just bad leaders.  I'm not sure which is the case but I do know they also impact people's lives.  I'm going to provide a run down of types of bad leaders and then briefly discuss their impact.  This list is not at all intended to be all-inclusive and I'd be happy to hear your additions to the list.  


1.  The Screamer
2.  The "I didn't plan so you need to pay"
3.  The Game player
4.  The Hawk
5.  Mr./Mrs. Invisible
6.  Mr/Mrs. Arrogant aka "Do As I Say Because I'm The Boss"
7.  Mr./Mrs. Incompetent
8.  Mr./Mrs. Rogers
9.  The Drill Sergeant
                     


Some of the labels I've provided are a bit harsh but you all know it's true.  And the impact of each is pretty similar.  Many of us have worked for leaders that obviously have no idea what they are doing and don't even realize they need help (Incompetent).  These leaders make our lives miserable because they can't help us.  


Mr./Mrs. Rogers wants to be everyone's friend so they get involved in gossip, give you information about your peers that you shouldn't know, and generally try to be your friend instead of your leader.  This makes it very difficult for them to provide you honest feedback that will allow you to grow and flourish to the next level.


The Screamer and Drill Sergeant are self-explanatory and I only hope you aren't enduring this person right now.  Worse yet, I hope you aren't this person (unless of course, you actually happen to be a drill sergeant).  


The Hawk is the micro-manager that believes the only way people will work is if you hover over them.  


And the Game Player . . . my personal favorite - NOT.  This is the person that likes to play head games with people.  They give mixed messages just to see what you'll do with it.  These people like to instigate drama for some odd reason.  And as an employee, you never know where you stand with them.  


The impact of each of these personalities are fairly easy to guess.  The impact is first realized in lost productivity, unhappiness, disgruntled employees, people missing work because they can't stand to be there, and general low morale.  Ultimately, good employees leave the organization because they can't stand working for the "bad leader."  And finally, after much too much time has passed and damage has occurred, the leader is counseled and/or realizes there is a problem.  That's the obvious impact.  Let's talk about the behind the scenes impact.  


These people destroy lives as well as businesses.  Employees go home stressed and wanting to quit their jobs.  They yell at spouses and kids.  They drink too much.  The environment at work impacts them personally - emotionally and physically.  It creates a chain reaction.  


And why am I telling you this?  Make sure you are NOT one of these leaders.  


Mari  


  

How Good Leaders Shape Our Lives

I'm taking a little trip down memory lane today in hopes you might also do the same.  Close your eyes (after you read this of course) and reflect back on the leaders in your life that impacted you the most - both positively and negatively.  

 

Think about the attributes and behaviors they demonstrated that created such an impact.  And then take a look in the mirror and see if you have any opportunities for improvement. 




The first leader that impacted me was a basketball coach in Coffeyville, KS.  I was new to the school and he convinced me to try out.  I have to say there were some really good players on our team and as a Sophomore in a new school, I was more than a bit intimidated.  As if high school isn't stressful enough, my home life had changed significantly.  This coach was so encouraging.  He worked us hard but somehow inspired us to give 100% every single day.  We practiced weekends and all through Christmas break.  I found myself practicing even when we weren't having official practice.  I just wanted to be the best I could be.  Before I knew it I was playing more Varsity than JV.  What qualities did this leader exemplify - an unwavering faith in an ability I didn't even know I possessed.  He taught me how to use my strengths and work with others to achieve success.  


The next early leader I remember is my brother.  He is a year older than me but I looked up to him as if he was 10 years older than me.  Something shifted in our relationship during the high school years and he became practically a God in my eyes.  Oh, he was tough on me, expecting good grades, good behavior, and nothing but excellence in everything I did (which I surely disappointed him on more than one occasion).  What qualities did he possess - passion for life and everything he attempted, leading by example, an unwavering protectiveness of me, and so much laughter my jaws hurt.  He taught me to both work hard and play hard and the importance of "creating memories."


There was one leader in my work life that also positively impacted me.  His name was Evan.  He was a senior leader in a very large organization who had stacks and stacks of work on his desk.  Evan did something as a leader I had never witnessed a leader do before.  Whenever I needed to talk to him (which wasn't often), he would invite me into his office and assure me I wasn't bothering him at all (which we all know I was), then he would get up from his desk (away from his computer and the distractions of work), walk over to a little table with two chairs in his office and invite me to sit down.  During the brief time I needed to talk to him, he made me feel like I was the only person in the world that was important.  As an employee, I never felt more valued and appreciated than I did during that time.  


Of course there were many bad leaders along the way too, but the leaders mentioned here shaped me at an early age.  They inspired me to be a better person and a better leader.  Truth be told, they may have a lot to do with the fact that I'm even writing this blog.  Wouldn't it be amazing to have that kind of impact on another human being?  


Mari

Ah, The Joy of Having Those Difficult Conversations!

Woohoo, I get to go have a tough conversation with "insert name."  Excited about telling John you need his performance to improve?  Can't wait to have the conversation with your boss regarding your need for more work/life balance?  Inspired to tell Suzie she needs to wear a little less perfume or the whole office might have to resort to gas masks at work?  


Somehow the idea of having those types of conversations don't make most people want to jump out of bed in the morning excited and inspired to get to work.  Yeah, not so much.  

 

Being ever the rebel in the workplace, I say we should be inspired by these conversations!  We should be excited at the opportunity to resolve conflict at work!  We should look forward to providing feedback that is going to improve our relationships and quality of work!  It doesn't have to be so scary people.  Here is the trick.  Listen closely.  Oh, I mean, read closely.  


The secret to success in this case is remembering three very important points:
1.  Have a heart for success - success for the person you are talking to and your own success.


2.  It's Feedback and all feedback is good feedback.  Too many people think of these conversations as providing "constructive criticism."  Uggghhhh.  Enough with the oxymorons.  It's feedback, intended to help the person be successful.  You are providing valuable feedback that is intended to help this person and/or your relationship with this person.  Deliver it with that spirit and you can't go wrong.


3.  You can't control their reaction.  You can only control your heart in delivering the message and your actual choice of words, timing, tone, etc.  You can't control how they respond to the message.  Do everything you can to be respectful and kind, yet firm and leave the rest to them.  


Let's look at the alternative to having these conversations.  If you don't have the "conversation," it will likely be the elephant in the room for all future interactions.  The issue will remain unresolved.  You will become resentful because the other person hasn't yet mastered the art of reading your mind so you don't have to actually have the conversation and overall, it just won't be pretty.  Get on with it already.  Adhere to the three points listed above and have the conversation.  You'll sleep better, work better, and probably gain some respect in the process.  


You can do this - I know you can.  

Mari

Hey, I Think You Might Have A Blind Spot!

Harvard Business Review recently published an article titled "Are You The Boss You Need to Be?"  This title intrigued me and my first question to self was "Who defines what kind of boss I need to be?"  Fortunately for me (and for you too should you choose to read the article), the article did a pretty good job of answering this question (hint: it has to do with your paycheck).  

Maybe more importantly and so I don't re-write an already good article, it prompted another question that I hope to answer in this blog (or at least bring another perspective).  This blog is in response to the age old question asked by leaders for years and years and that is "Why do I need to develop?  I've been doing pretty well all these years if you ask me?"  And maybe you are right.  Maybe you have been doing pretty good. 

 

Or maybe you are just blind to your own weaknesses and opportunities for improvement.  You know what they say "You don't know what you don't know."


The big question I want you to consider is not "Am I doing pretty good?" I want you to consider this question, "Have I reached my maximum effectiveness level as a leader and how do I know?"


I could be wrong here but I don't think when your organization hired you as a leader they were looking for someone that was average, mediocre, or pretty good.  In this day and age, with the number of highly qualified people unemployed and hungry to work, pretty good just isn't going to cut it.  And do you really go home with pride at the end of the day after doing a pretty good job at work?  Just a little reminder here - YOU are the leader, the person responsible for exemplifying the behavior we want to see in all employees.  


So, have you reached your maximum effectiveness level?  I have a really bad habit of answering questions with questions.  I think only you can answer this question and maybe the best way to answer the question is by responding to a few other questions:  

• Do you know how to handle the most complicated employee issue with ease?  
• Are your team members consistently inspired and motivated to come to work and give their best more often than not? 
•  Are they happy and having fun while being highly productive?  
• How's your turnover?  
• Are you able to balance your competing demands without working 16 hour days or wanting to kill someone?  
• Have you asked your employees for specific feedback regarding your performance in say, the last decade (or ever)? 
•  Are you learning and growing just as you expect your team members to learn and grow? 
•  Are you mentoring other would-be leaders? 
•  Are your team members empowered to make decisions within their scope of control?  

You know what the correct answer is to each of these questions.  Maybe by answering these questions, you will see your own need for development and eliminate any blind spots you might be harboring.  

Are You An Invisible Leader?

I know you have a lot on your plate - meetings, emails, more meetings, conference calls, and more emails.  I know there are days you don't even have time to run to the restroom between meetings.  Organizations demand a great deal from us. 

 As a leader however, your first responsibility is to lead your team.  That might be difficult to do if you're never there to see the team.  You run the risk of becoming an Invisible Leader.  

 

Employee's View of Invisible Leader

From the employee's perspective, invisible leaders can be a very good thing.  

1.  I don't have to worry about the boss showing up so I can pretty much do as I want.

2.  Why should I care about my job when my boss is too busy to care about me, my development, or my needs?

3.  I can maintain status quo.  As long as I don't do something grossly inadequate, my boss has no idea what I'm doing.  

Invisible leaders like to refer to themselves as "hands off" leaders too.  My question to these people is "how can you possible lead if you aren't around to know what the issues are, what barriers people have, what development people need, and are not available to provide feedback regarding performance.  

I can hear the barriers now - "But my boss requires me to be in these meetings," "I have all these conference calls I have to attend," "I get 500 emails a day."  I don't doubt every single one of these statements and that's where a little time management and crucial conversations come in.  The reality is it may become necessary for you to prioritize your activities a little better, delegate some of the meetings, relinquish control a bit, and that might even require the help of your boss.  It might be necessary to have a conversation and say "Look, this is what is on my plate right now. I feel like my highest priority is to lead my team and I'm not available to do this.  I need your guidance in helping me to prioritize."  You may be surprised to learn that your leader had no idea how full your plate had become.  

Don't get me wrong here - I'm not talking about one busy day a week.  I'm referring to the perpetually busy leader that is never around to lead.  And I'm not saying a leader needs to hover over their employees every minute of every day.  That's not leadership, it's micromanaging.  They do need to be available though.  And Approachable.  And most importantly you need to be visible (either by phone, Skype, or in person).  

Mari

Overcoming Your Leadership Weaknesses

We all have weaknesses.  I, for one, really hate to admit it, but it's true.  I guess that's what makes us human - we can't be good at everything so we need other humans to kind of complete the package.  

 

Some leaders have the misperception that they need to be good at everything in order to set the example.  That's defeats the purpose of teamwork doesn't it?  Even head coaches have assistant coaches that focus specifically on the defense or offense.  Shouldn't leaders follow a similar approach?


Regardless of the level of leadership in which you currently reside, you should consider hiring based on both needs of the team and your individual differences.  Let me be clear - I'm not advocating that you shouldn't continue to grow and develop in key area however, there are some skills that it would just be easier for everyone if you hired someone that was naturally adept in that competency.  


Examples:
Let's say for example, you aren't so organized.  Maybe you have a difficult time finding things and knowing where you need to be when.  This would be a good time to make sure the next person you hire has amazing organizational skills and ask them to help you out in this area as one of their job responsibilities.  

 

I am not naturally very detail oriented.  It gets me in trouble with my friends because I don't notice new hair styles or clothes.  I have to consciously work very hard paying attention to small details.  Don't get me wrong, I can do it, but it is draining for me.  On the other hand, problem solving and creative thinking is exciting to me.  So, whats the first thing I do when leading a team - I look for the most detail oriented person I can and they become my new best friend (not literally of course).  They drive me crazy with their details but I know they are the best person for me and my deficit.  


There are many books on the market related to building your strengths.  Tom Rath has one called Strengthfinders and Marcus Buckingham wrote a wonderful book titled "Discover Your Strengths."   I believe there is something to the concept of focusing on your strengths.  If you look at those that are really good at what they do, they have chosen to focus on what they love and where they excel.  This concept shouldn't be used as a cop-out though or an opportunity to say "I don't need to learn anything else."  

Who Do You Trust?

I recently read an article on leadership that indicated the importance of being careful who you trust regarding telling you how to lead.  The author indicated there are many people who are teaching leadership that have never had to lead a team themselves.  And I know first hand as someone that has taught leadership courses, many leaders are skeptical to take instruction from someone they perceive to be "just an educator."  Since this is a blog voicing a personal opinion, I'll weigh in on this.  

 

Are you Skeptical About Your Leadership Training?

I remember when I was a new leader (sounds like I'm getting ready to tell a story about walking barefoot in the snow to get to school) and attended leadership training courses.  I was hungry for knowledge and read as much as I could while attending as many courses as my employer would allow me to take.  I'd return from a training class and immediately implement something I had learned before I got so busy I forgot about it.  My approach to learning wasn't at all skeptical as I figured a great deal of research had probably gone into whatever information I was receiving.  


I did find however, that the longer I was in leadership, the more skeptical I became of various training courses, and more specifically, various instructors.  I began to question how their Master's Degree made them so qualified to teach this topic when they had never in their adult life led a team themselves.  Being someone that has both the education and experience I can see the value in both.

 

Beware of Bad Teachers

Education and Credentials
The thing to remember about leadership training and coaching is that these people have made it their life work to study virtually everything they can get their hands on regarding the topic of leadership.  I'm guessing if you are busy leading a team, you probably don't have time to do that.  So, these people take all the information, assimilate it and provide you information that you can choose to use or not.  These people are also educators - they know how to deliver information in a way that's interesting (hopefully) and impactful.  They know how adults learn best and are able to integrate techniques into the learning that will fascilitate the learning process.


Experienced Leaders
These are the people that have been there and done that.  They've already made the mistakes and can help you avoid a few land mines.  On the other hand, you might want to talk to a few of their employees and get their perspectives.  You'll find you can be very successful with a variety of styles.  The only draw back to the experienced leader is they aren't always so good about sharing their knowledge in a way that helps you learn.  Sometimes these people are just naturals and have a difficult time describing what it is they do in a way that you can duplicate.


Bottom Line
Take all the information you can get.  Be open to learning from anyone willing to teach and then see what works for you in your current environment.  I found that sometimes the biggest skeptics are actually the worse leaders because they aren't willing to learn.  

It's Really All A Matter of Perspective

Have you ever noticed how your perspective on any given day can significantly change how you view a certain situation or event?  I think back to situations that happened five years ago that I thought were so significant at the time and my perspective today paints a much different picture.  

How does your perspective affect your role as a leader?


As is the case with all challenges, until you have mastered them they seem a bit daunting.  However, once mastered, it's no longer such a big deal.  This reminds me of school for some reason.  Mostly it reminds me of public speaking and I first embarked on that journey in high school.  Oh my gosh, is anything more nerve wracking than standing in front of an audience and speaking on a given topic.  Well, maybe one thing - singing solo in front of an audience.  I remember the fear, angst, and absolutely certainly that I couldn't ever possible face anything more terrifying or difficult to overcome than the fear of public speaking.  Long story short, with time and practice, it is second nature to me now.  My perspective changed as my confidence grew.  


The same goes for leadership.  Learning how to motivate, inspire, manage new technology, understand generation Y, and keep everyone focused on the goal seems overwhelming at first glance.  It's a lot of balls to juggle and people are all so different and unique.  As you grow in your career however, you will find yourself mastering the daily challenges of leadership.  As you master those challenges, what once was perceived as daunting and overwhelming will become second nature to you.  


So, think of it this way.  Whatever issue you are dealing with right now, whatever is driving you crazy at work, if you are diligent and find a way to resolve it, your perspective when faced with this issue again will be much different.  You see, it's all really a matter of perspective.  

What the Heck is "Organizational Development" Anyway? And Why Do I Hear About It All The Time?

In recent years, it seems most large organizations want "OD" specialists (and no, these are not people who handle all your drug addicts).  We hear the word "Organizational Development" tossed about as the latest and greatest cure-all for every organizational issue.  Yet, I'm not so sure many people within those organizations (even the ones that think they need OD) know exactly what OD is or how it can help them.


Organizational Development in it's purest sense is a systemic approach to helping organizations diagnose and implement solutions for problems.  I like analogies so if I use an analogy for OD, it would be like a doctor is to a sick person.

 

Here is an example:


Company has a problem.  The problem could be anything from low profits to a specific department that has performance issues.  The company typically thinks they know not only what the problem is but also what the solution is.  After all, that's what we all do when we go to the doctor don't we?  We know what's wrong and we just need the doctor to write a prescription so we can feel better.  The interesting thing is, as humans, we sometimes don't dig deep enough to get to the root cause of the problem.  And sometimes we are too close to the problem to consider all of the alternatives.  That is the beauty of an OD professional.  They listen to the symptoms, do some digging, analyze some data (i.e. lab work), and viola', they may find something you didn't even consider (diagnoses).


Unfortunately, there are too many organizations who want to say they have OD so they hire someone to construct performance reviews and provide leadership training.  That is not true Organizational Development (although it could be part of it).  And other organizations think the OD person just helps them implement change more effectively.  That is partially true because there is a huge change management component involved in OD. In order to effectively diagnose a problem and implement a solution there is likely to be change involved and a good OD practitioner should be equipped with tools to facilitate that implementation.   But to hire an OD professional to just focus on performance reviews is like hiring a doctor to only analyze your visible symptoms (without the use of x-rays, blood work, MRI's, or even a stethoscope).  It's just an inefficient use of their knowledge and skill.  


In order for a company to truly utilize a Organizational Development person effectively there has to be a great deal of trust in the capability of the OD practitioner as well as the process.  The reality is, the OD practitioner will be privy to all your organizational "dirt."  In an effort to get to "root cause" they need to see data and interview people and they can't always share the details with the executives.  


OD has become especially important recently because companies are experiencing more change than ever before.  They are dealing with issues that are unprecedented - a global economy, four generations in the workforce, a recession, technology bursting at the seams, and the list goes on.  There has been no better time than now for companies to place an emphasis on getting to root cause and sustaining change.  


And if you happen to need a good, qualified OD professional, email me and I can hook you up.  


Mari

Behaviors Don't Change Overnight . . . . At Least Not Usually

I was starkly reminded recently that behaviors don't generally change overnight.  I was reminded of this as a result of my own self-imposed goal of blogging every day for 365 days.  It's been about 25 days now and although it is beginning to become a habit of sorts, I still struggle every single day with what to write.  In addition, we've had amazing weather for the past week so you can imagine all the other things outdoors that are vying for my attention.  

The real question here is what does any of this have to do with you or with leadership?

Well, first off, I think of the changes you aspire to make as a leader and how difficult some of those changes will be.  Some of you will give up and move on to something else.  Actually, most of you will probably do that (sorry, don't mean to be depressing but it is the reality).  Some of you will read something that will start a seed of thought in your mind but you won't act on it yet.  It will sit there, maybe even lie dormant for awhile until you hear something else that reinforces it and makes you want to take action.  And some of you will soak the information up like a sponge and implement diligently and immediately.  

 

The other way this affects you is the gentle reminder that your employees will likely not change overnight either.  After you have a conversation or implement something different you can't expect them to hear you and do a 360 the next day.  Barring some near death experience people just don't generally change drastically.  Consider this a process, something that will take time.  Yes, it will require patience.  But some day you will look at an employee that you had previously given up hope on and realize they have made significant career growing changes and you had something to do with that.  

So, I'll end this post with a reminder to you that all change takes repetition and time.  In order for you to make changes, you have to stick to it even when you don't feel like.  Even when it feels like it takes too much time and effort or you can't see an immediate result, stick to it.  It will pay off, eventually, I practically guarantee it.  

Mari

Ethics at Work

We hear a lot in the media these days about unethical behavior at work.  There are the big stories of CEOs and top executives involved in stealing money from the company and/or shareholders.  And then there are the day to day issues such as "inappropriate" relationships, wasting company time, lying, stealing office supplies, treating others disrespectfully, and not walking the talk.  Somehow all those issues often get rolled into "ethics."  Hopefully by reading that last sentence you realize there is a lot of gray in the word.

According to Dictionary.com, the term simply means a set of moral principles.  The interesting thing is when everyone thinks their ethics (or moral principles) are the same as everyone else.  The reality, as we can see quite easily by looking around at our society, is we all have our own set of moral principles. 


Here is what this means for you as a supervisor.  Your employees do not necessarily have the same set of moral principles that you have or that you think they should have.  You can't say something like "I expect you to be ethical at work" and expect them to have a clear understanding of what that means to you.  Let me provide a few examples.


We all know stealing is wrong, right?  If that's the case I'm going to assume that if I load up a box of office supplies from my office and take them home so I don't have to buy school supplies this year, that would probably be stealing.  But what about this - what if I'm spending 2 1/2 hours a day wasting time (as some sources indicate is the average time wasted at work) at work by taking breaks, personal phone calls, chit-chatting with anyone that will listen?  Is that stealing?  What if I only take 15 minutes to chat with a co-worker, is that stealing?  I hope you can see how this can become gray very quickly.  


The same goes for any other moral principal you might have - whether it be honesty (do you really want me to tell you that you look like you've gained 20 pounds), demonstrating respect for others (how do you do that exactly?), and the list goes on.  


We know full well that others do not have the same ethical standards as we do, otherwise we wouldn't have people in leadership positions taking pictures of their anatomy and sending it via their phone to others.  This doesn't mean you need to detail out every thing you expect your employees to do or not do however, it does mean you can't expect to be able to use a catch all phrase of "Be ethical" and know others will fully understand what that means for you.  


Mari

Dealing with the Employee that Doesn't Listen

There are many types of employee issues at work.  One issue that is very frustrating to leaders is the employee that doesn't listen - to instructions, at staff meetings, to the customer, and to you.  These are the people that seem to hear just part of the message and sometimes they are such master manipulators that they have you wondering if you really said what you think you said.  These also tend to be the people that hear just enough to do damage.


Rather than beating yourself up all the time thinking you obviously are not a good communicator.  

Or resorting to treating them like a grade-schooler with comments such as "Do you have your listening ears on?" try a few of these steps when dealing with a poor listener.  Actually, these steps are just good routines to get into anyway.


1.  Verbally communicate very directly with this person, especially when providing instructions.


2.  Ask them to repeat back to you their understanding of what you just discussed.  


3.  Clarify anything they didn't include when repeating back to you.


4.  Follow up with an email that clearly articulates what your discussion was about including specific steps and deadlines.   


5.  Hold them accountable.  Print the email and have it in front of you at your next meeting.  Whatever you do, make sure you save the email.  


Here is an example of an "after the conversation" email below.


Joe, 


As we discussed today your assignment is to merge the three current sales reports into one report.  The new report should include all of the date that is currently in the three separate reports. After creating the new report, I'd like to review it before you start on the next step of creating charts to visually display the data.  The combined report should be ready for my review by Thursday, March 2.  


When we met today you verbalized that you understood the tasks and instructions.  If something has changed or you have questions about this assignment, please let me know immediately.  I will set up a brief meeting for us twice a week to review your progress and answer questions.  Our first meeting will be Monday, February 15.


Your Supervisor

"There are people who, instead of listening to what is being said to them, are already listening to what they are going to say themselves."

— Albert Guinon

At least with written documentation you won't think you are crazy and you have eliminated the "I didn't understand" excuse.  If necessary you can print it and use it with the employee in your next meeting.  


This doesn't mean you should have to write down everything you say to this person.  Steps 1-3 will work for daily conversation and after a while they will get tired of having to tell you what you said.  At the minimum you can feel good about your communication.  And if it doesn't get better, see my blog post on dealing with performance issues.  


Good luck and be sure to put your listening ears on today : )


Mari

Tools To Help You Develop Yourself & Team Members

When it comes to personal and professional development, I could talk all day on the topic.  I love to read.  And for the past 20 (I can't stand the thought of saying 30 which is probably more accurate.  But then again, didn't I just write 30?  I guess putting it in parenthesis makes it less real somehow.) plus years I've been a voracious reader of all things leadership, personal development, and professional development.  I also love to learn so I spend a lot of time watching, observing, and asking questions (my mom always said I asked too many questions).  There are many amazing resources at your disposal.  Those resources have helped me tremendously over the years and I want to take the time in this post to share them with you.

I understand everyone doesn't like to read but I'll start with my top five books first.  Many of these books are also available as audio books (so you can listen on your way to work, while exercising, or hanging out waiting for your kids' soccer game to start).  I have personally downloaded many of them onto my cell phone from www.audible.com.   These books aren't new but they have withstood the test of time (and all the other books I  have read since).  


Crucial Conversations (Patterson) - Excellent book on having difficult conversations with anyone - employees, supervisors, spouses, children, even clients and suppliers.


Leading Change (John P. Kotter) - Excellent, easy read regarding how to implement change in the workplace.


Leadership is an Art (Max Dupree) - One of the easiest reading leadership books I've ever read which is why it's toward the top of my list.


Bringing Out the Best In People (Daniels) - This book is all about the power of positive reinforcement which I greatly believe in.  I always say "you get more of what you focus on."


7 Habits of Highly Effective People (Covey) - If you haven't heard of this book, you've been living under a rock.  What I love about this book is it teaches you how to prioritize and manage your time effectively.  One of the greatest complaints I hear from leaders is they don't have enough time to do everything.  This book teaches you how to focus, delegate, and eliminate activities on your calendar that are not important.  

Now for a resource that if used correctly, will become your favorite resource of all time.   

There is a resource called FYI - For Your Improvment.  Those who have worked with me know that I am a huge advocate of this resource.  Surprisingly, I don't get any kick backs for directing you to them but I'm all about sharing when I know of something I believe works.  This is a resource book that literally provides you with a variety of competencies and how to develop each one.  Let me give you an example. 


Let's say you have an employee that others tend to avoid.  Maybe they are gruff, not friendly, have a perpetual scowl on their face, or are just a little scary.  You can look through this resource, find a competency that maybe fits (there could be several) and then check it out.  In this case, the first thing that comes to mind is the competency called "Approachability."  Once I go to this section of the book, the first page provides me with a list of what it looks like to be either Unskilled, Skilled, or Overused Skill in this category.  If I determine upon reading it that my employee pretty much fits the "Unskilled" list, I can turn the page and am provided with several pages of ideas to help me develop this competency in my employee.  This resource is such a valuable tool during performance reviews as well as anytime you have a performance issue.

And the best thing is, you can use it to get better in a variety of competencies as well!  This resource is difficult to learn to use without someone that knows how to use it or sending someone to the training classes.  Give me a call though, I'll be happy to help you.  


This should get you started anyway.  You can count on me writing about other resources as I see them.  

How Are You Handling Conflict?

Conflict is a natural part of the working with other people.  Put a bunch of people with different thoughts, ideas, viewpoints, educations, and experiences together and sooner or later, you can count on some conflict.  Conflict is not the problem. 


 Actually, conflict is a good thing.  Without it, you would have an entire organization of something that closely resembles "The Stepford Wives."


And although having a group of "Stepford Wives" may sound like a wonderful idea at the moment, having an entire group of people that think exactly alike is not likely to keep your company competitive, creative, or energized.  

"Where all think alike, no one thinks very much."

-Walter Lippmann

Let's take a look at how you and/or your employees are dealing with conflict.  As a leader, a huge part of your job is to navigate the political waters at work in a professional and tactful way.  You need to contribute your ideas and viewpoints but not shut others down in the process.   You want to make sure when you have conflict, it doesn't look like this: 

On the other hand, dealing with conflict by going into your office and singing "laaalalalalaalal, I can't hear you" probably isn't the best option either.  

The goal is to find a good balance between the two.  A skilled person in this area will step up to conflict when necessary.  They will read the situation, body language, mood of the room, quickly and be able to adapt accordingly.  A person good at dealing with conflict is also a good listener.  It's not all about you after all.  And maybe most importantly, the person that is good at dealing with conflict is good at finding a common place to start negotiating.  They are good at saying things like "We are in agreement on this point." They don't put the other person on the defensive and instead, validate what they have heard and the reasoning behind it.  

If you aren't sure how well you deal with conflict at work, ask others that you trust.  If you know you don't deal with conflict well, try to define which part you struggle with.  Are you too emotional and get so angry you can't talk?  Does the idea of raising an opposing view make you queasy?  Obviously, this is a very difficult competency to master.  It is important for you to note that your ability or lack of will affect your promotability and ability to lead others.  Take a class, hire a coach, read a book, or watch those that appear to be very good at this.  It will be well worth your time to master this skill and will likely impact every part of your life.  

Mari

What Is Your Motivation To Lead?

Many people accept management positions because it's the next logical promotional step for them.  Even more often than that, some amazing individual contributors get "talked into" becoming a leader of people.  If you want to be a good leader of people, you first need to analyze why you lead.  What is your motivation to lead people?  If it's based on a monetary want or positional power, it will be short lived and no matter how many books or blogs you read, you will never be a great leader.  You will hate it at some point and that will show.  Who wants to follow someone that hates what they are doing?

Manager's are people who do things right, while leaders are people who do the right thing.

-Warren Bennis, Ph.D. "On Becoming A Leader"

As is the case with employees and their motivation to work, a leader must look inside at their own motivation to lead.  

• Is leadership a calling for you or a job?  
• Do you actually enjoy having the opportunity to direct, guide, and develop others or do you think, "Geez, I have to develop them too?!"

The bottom line is, if your heart isn't in it, you will never master it.  

There are times in every leader's career when they go through a slump, a burn out, a period of questioning and wondering what they are doing.  All the politics and meetings can periodically overshadow what we are really there to accomplish.  This is normal.  And if you are going through a period like this, take the time to figure out what part of leading gives you joy and do more of it. 


But for some of you, this isn't a slump, it's your life.  You drag yourself out of bed each day and go through the motions but everyone knows your heart isn't in it and maybe never has been.  It's not a sign of weakness to admit you no longer love what you do - it's actually a sign of great courage.  Think of the impact you are having on so many people.  Don't your employees deserve a leader that actually wants to be leading them?  


So, why do you lead? Have you ever taken a good look in the mirror and honestly answered the question?  Maybe it's time you did.

What "Standard" Are You Setting?

I believe if you look at pretty much any group, team, or department, you will find their behavior, attitudes, and performance to be a direct reflection of the leader.  A group of highly creative and productive employees is generally led by a leader that encourages a creative and productive work environment.  Of course this doesn't stand true if you are the new leader over a given group but if you've led a group for a while (over a year), the group is a direct reflection of you.

The older I get the less I listen to what people say and the more I look at what they do."

— Andrew Carnegie

If you have a group that wastes a lot of time there is likely a leader that is either too busy to notice or doesn't hold the team members accountable.  


Lots of drama within a particular group may be because the leader isn't shutting it down and setting the right example when someone comes to "tattle" on a peer.  


On the other hand, if you have a group that has fun at work but is still productive, it might be because there is a leader that is encouraging, eager to celebrate, and also sets the standard that we can have fun but we have to get our work done too.  


What makes the sitcom "The Office" so hilarious is the fact that unfortunately, too many of us have experienced terrible bosses such as Michael (if you've never watched this show just go to youtube and search it for a few clips).  Michael is the perfect example of setting the wrong standard.  

You might want to take a look in the mirror and determine what standard you are setting.  Are you barely putting in your 8 hours?  Or are you a work-a-holic that expects everyone to work at least 10-12 hours a day?  Do you value your family or does work appear more important?  Do you recognize the right behaviors and corral those that are destructive to the team?  Do you consistently demonstrate the ethics you expect of your team members?  


In summary, I think maybe Albert Schweitzer said it very well: 

Example is not the main thing in influencing others; it's the only thing.

- Albert Schweitzer