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.  

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

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.  

Leaders, Are You Working Yourself Out of A Job?

Before I get to the meat of this blog, let's level set and make sure we understand your role in developing others.

I believe, as a leader, you should always be working yourself out of a job.

Probably lost a few readers with that comment but oh well, if you are sticking it out and still reading, let me explain.  Leadership, at it's very foundation, requires the ability to lead, guide, and direct.  You are no longer responsible for "getting things done" alone.  You are responsible for getting things accomplished through a team.    One of the biggest challenges leaders have is the transition from doing everything to teaching and empowering others to accomplish greatness.   The only way this can happen is through development.  

Wouldn't it be nice to take a vacation without your blackberry or laptop?  Wouldn't it be amazing to have the confidence that your team can handle virtually any situation while you are out of town on business for a few days?  

Leadership is not about control, it's about letting go and empowering others to learn, grow, and develop.  And most of the time that learning and growing includes a few mistakes.  


As I've mentioned in other blog posts, if you are so good that you do actually work yourself out of a job - never fear because your skill set will be in high demand within the organization and industry.  There aren't enough leaders that actually lead others to greatness yet it's what every organization aspires for in their leaders.  


Let's jump into some quick tips on how to accomplish this feat.


Develop Yourself First
It always starts with you.  It's kind of like how the flight attendant says "In case of loss of cabin pressure, put the oxygen mask on yourself before helping others."  Remember, you are the leader and are responsible for setting the example.  Reading blogs like this is one way to develop yourself.  Here is are a few more suggestions.

• Ask your supervisor for direct and honest feedback (and be prepared and open to accepting it).
• Ask your team members for direct and honest feedback.  
• How can I help you to become the best you can be?
• What could I do to help our team accomplish this goal?
• What should I do more of/less of?
• Read (or listen to) books on leadership, development, delegation, motivating, change management.
• Attend training sessions your organization provides or seek out relevant public seminars.  
• Ask your peers for specific feedback.  Specific is a key word here.

Developing Others
Now that you are working on your own development, let's talk about some quick tips to help your team.  

• Be visible and provide immediate feedback regarding behaviors and actions.  This includes both positive and corrective feedback.  The best way to develop and learn is not by taking a class.  It's by doing and getting real time feedback regarding performance and behaviors.  
• Delegate - give them an opportunity to make mistakes and when those mistakes happen, turn them into learning experiences instead of mass fear.  "What could we have done differently?"  "How do you think you did with that project?"  
• Ask team members about their passion and find a way to incorporate it into their daily work.  I have a great story on this.  Years ago I worked for a leader that asked me this question.  I told her one day I wanted to be an independent consultant.  From then on, she found a way to integrate that into my work.  When I had a problem situation she would ask "If you were a consultant, what would your recommendation be regarding this issue?"  It was genius and my passion for my work increased ten fold.
• Care.  Care about their future, their development, and their goals and make sure they see that you care.  
• Expect them to care.  There is nothing wrong with telling them that you are willing to help them get where they want to be but you expect them to care enough to do the work to get there.
• Narrow the focus.  It's much more difficult for someone to work on 10 things this year than one or two.  Figure out the two big development opportunities that will have the greatest impact and keep the focus on those two skills/competencies.  

This of course is not all-inclusive.  It's a blog post, not a book on development.  Come back to find more on this topic in future weeks and if you have a specific issue you are dealing with please, leave your question below and let's get you some feedback.

Mari

How Can I Help You? Treating Your Employees Like Customers

Back when I was a brand new leader I was fortunate enough to work for a company that believed strongly in leadership development.  I had the opportunity to attend many great training sessions and being an avid learner, was in the bookstore purchasing every new leadership book as soon as it was on the shelf.  There was one thing that stuck with me even to this day and I tend to notice it immediately in other leaders.  


Your Primary Objective as a Leader
Let me make sure we are on the same page to start this blog post.  If you are in a leadership position for an organization, your primary responsible is to Lead others.  Not to attend meetings.  Not to shuffle paper and respond to the 100 emails in the inbox.  Those things are important too, don't get me wrong.  And believe me when I say I've been in middle management and understand the competing demands.  That doesn't change the fact however, that your primary responsibility is to lead, guide, and direct others.  


If your employees are hesitant to come to you with issues, thoughts, ideas, or concerns because you always seem like you are running around with your hair on fire and don't have time for them, then you aren't doing your job.  Because, first and foremost, your job is to lead others.  That doesn't mean you have to drop everything each time Jack shows up at your door to tattle on Joe.  But it does mean the employees are your top priority and they should know without a doubt that this is the case.  


Implementing an Attitude of Outstanding Service

A long long time ago (okay, maybe not that long ago), I was creating a new department within an organization. I knew that providing excellent internal customer service was the only way our department would be accepted in this organization.  The mantra of our team was "How can I help you?" whenever we spoke to a customer on the phone or in person.  This was unusual for this manufacturing facility and it set us apart.  I watched our customers gain trust and respect for us by starting our conversations with this question.  


But I was soooooo busy, running like a crazy person from meeting to meeting, responding to voice mails as I ran to the next meeting.  And I was a major task master so there was nothing more gratifying to me than to mark another item off my to do list.  


The Tipping Point
Thank goodness something clicked one day as one of my employees apologized for bothering me.  I realized this team was the reason for our success and didn't they deserve at least the same respect and attentiveness from me as I demanded we provide our customers?  This is when I started making a conscious effort to put down my pen, phone, paper, and thoughts whenever one of them popped their head in the door.  Instead of my previous constant panic state I greeted them with a smile and a "How can I help you?"  In hindsight, that time was a blip in my day and I looked forward to seeing all of them and helping in any way I could.  What if we all treated our employees at least as well as we treat our customers (whether internal or external)?  It's worth a try anyway.  

The 3 Reasons People Don't Do What You Want Them To Do

Some find it hard to believe but it's true.

There are really only three potential 
reasons people don't do what you want them to do. 

Getting to the root cause of a performance issue is really not all that difficult when you think about it from this perspective.  The real trick is determining which of the three reasons it is and then implementing an appropriate solution.  But really, three potential reasons, that's it - this is doable right?


Let's take a look at the three reasons and then I'll go into a bit more detail on each of them.

1.  They don't know how.

2.  They aren't capable.

3.  They don't want to.

Our natural tendency is to assume number 3 is the reason our employees are not doing what we need them to but stick with me here and read the explanation for numbers one and two.  Quite honestly, the first one is often the culprit.


1.  They Don't Know How
This could mean nobody has taken the time to show them so they truly don't know how to perform the task correctly or it could mean they don't know how YOU want it done (i.e. you haven't clearly communicated your expectations).  Before you can jump to the conclusion that someone just doesn't want to do what you have requested, you must first rule out this possibility.

If they simply don't know the proper procedure or process or need to learn a skill or software program, that's an easy fix - send them to a class or assign a more experienced person to show them.


Let me be clear - this possibility could be the reason why you have quality issues and it could also be the reason you have employees spending too much time on the internet at work.  


Without getting too psychological on you, all people come to the work environment with their own ideas, experiences, perceptions, and expectations.  For example, you'll likely notice generation Y much more interested in social media than your baby boomers.  And generation Y will likely not see any problem with texting and checking their facebook status throughout the day.  They've done that their entire life so that's what they know.

Unfortunately, many leaders believe others come into the workplace with the same expectations, ideas, and work ethic that they have.  This, my friend, is a big mistake.

Most people cannot read your mind (I'm sure there are a few telepathic people out there although I've yet to run into them in the workplace, which is probably a good thing).


If your employees are not doing what you want, your first step should be to clearly articulate your expectations.  


I can't tell you the number of leaders that have said to me "Shouldn't they just know that?  Do I have to tell them everything?"


Of course, you don't have to tell them EVERYTHING but you do have to clearly articulate your expectations.  If they come in five minutes late every day and have been doing it for two years without anyone saying anything to them, they likely believe it's not an issue.  If it's an issue, you need to tell them.  Again, they can't read your mind.


So, before moving on to the second potential reason, you'll first need to rule this reason out.  Depending on the performance issue, you can rule this out by observation (skill deficiency) and by conversation (i.e. clearly articulating your expectations).  The topic of "clearly articulating your expectations" deserves it's own post but a cliff notes version would include the need to be very precise and specific directly with the person who has the issue.  Having a staff meeting and announcing to everyone in the room that they need to come to work on time is not precise and specific directly with the person.  Quite honestly, the person you want to hear that message is probably not listening at that point or thinks it doesn't apply.  This means bringing Jane or Joe into your office and saying "Hey, I notice you come in 5-10 minutes late at least four times a week.  I need you to be here at (insert time) from now on.  Is there anything preventing you from doing that?"  I guarantee your problem will either be solved or you'll have grounds to start the formal discipline process.


2.  They Aren't Capable


Again, too often leaders jump to this conclusion when more often than not, this is NOT the reason people aren't doing what you need them to do.  It's actually pretty rare to find this to be the cause although it does happen.  I hate to paint a very visual image but it's the best way I know how to rule this one out.  Another way to say it is "If you put a gun to their head and asked them to do it, could they?"


I'll use a personal example here.  There are lots of things I know how to do but just don't for whatever reason.  Eat right, Exercise consistently, get enough sleep . . . .  this are all things I know how to do.  It isn't that I'm not capable.  I could have a PhD in all of those topics if one were offered.  However, if you put a gun to my head today and said "Be a world class ballerina," I couldn't do it.  No matter how hard I tried, I'm not built (nor will I ever be) to be a ballerina.  Some other examples here might include mechanical aptitude, mathematical ability, or even painting or singing.  Some people may be able to learn some of these skills to a certain proficiency but not at the level that you would need in the workplace if they don't already have the aptitude.


If this truly is the reason they aren't performing, it would be best to move them to another role if you have that option.


3.  They Don't Want To
Ahhh, finally, we get to the one reason most people jump to right away.  Remember, before you get to this option you should have ruled out option one and option two.

This option would include outright defiance (even though it might be masked by a professional attitude and a smile) motivation (or lack thereof), frustration, passive-aggressive behavior, and just plain not liking their job.  There is so much information to cover here that I'm sorry you'll have to look for other posts on the topic.  If this is the reason the person is not performing and you want to modify the performance behavior, you'll need to dig beyond the obvious.  Let me explain.

Have you ever heard yourself saying "they just aren't very motivated."  My question is always "why?" People are unmotivated for lots of reasons and sometimes all you have to to do is change a process or your communication a bit to completely turn around behavior.  Here is an easy example.


Example
You have a salesman responsible for getting a report to you each Friday afternoon.  Let's say his name is Charles.  He is perpetually late with this task and it frustrates you because you need his report to complete your report to your boss.  It's a constant battle.  If you don't figure out the why behind this it will always be a constant battle.  Worse yet, it could end up that a very good salesman gets fed up and leaves because he is tired of your nagging about the stupid report.  If you ask "why?' you may find that this salesman is paid based on his sales.  You may also find that Friday is his busiest day of the week.  Charles happens to get a charge out of selling more and beating his own records.  If you know all this it should become crystal clear as to why he isn't getting the report done.  It's not that Charles is not motivated or defiant, or just trying to make your life more difficult.  On the contrary, Charles is highly motivated . . . . to sell and that is, after all why you have him in this role.  


Now that you understand what is going on, you have some options to work with - is there an administrative assistant that could help (i.e. process change)? Could you change the due date of the report to Monday which happens to be his slowest day?  Or can you you change your compensation structure in some way so Charles doesn't feel like he is missing the busiest day of the week?


As you can see by this example the why can make all the difference in performance.  This may apply to absenteeism, spending too much time on social media, and any other performance issue you may be having in your organization.  

Don't get me wrong, this doesn't mean every employee can or should be "saved."  But it also doesn't mean you get away with throwing in the towel so easy.  There are times is it absolutely necessary to address performance.  And there are times when employees have quit and forgotten to tell you so you have to assist them to their next adventure.  Too often however, leaders are quick to judge and punish without even trying to find out how to motivate and inspire their employees to excellence.

I'd love to hear your comment on this topic.  What has been your experience in this area?

Middle Management - Not All it's Cracked Up To Be

It seems to me the group of leaders in the most need of development, mentoring, and coaching are those that are stuck right in the middle - mid-level managers.  Most organizations seem to know the front line supervisors need training so they place a lot of effort in making sure that group of people know what they are doing.  And Sr. Executives appear to have a plethora of opportunities to attend mini-MBA programs, executive leadership training sessions, and have an executive coach assigned.  But the mid-level managers seem to get lost in the shuffle and/or stuck in an era.


What I mean by stuck in an era is mid-level managers often get stuck in the era in which they first became supervisors.  So, if they started supervising in the 60's, 70's, or even 80's - they likely learned that the command and control type of leadership was the only way to get performance.  They are often still trying to use that style of leadership and unless they are in the military, that probably isn't working out so well with our current generation of employees.  This group of managers may take a class every now and then but they are reluctant to change their approach to leadership.


Mid-level managers also get lost in the shuffle.  They get ignored as far as development goes.  Sr. Level leaders believe these people have already been trained, have experience, and know what they are doing which is somewhat true.  First level supervisors are looking up to this group for mentoring and guidance and they aren't getting it themselves so they are passing on information they learned 20 years ago which may not be so relevant today.  The reality is this group is often ignored, not exposed to the latest leadership theories or benefit of coaching and mentoring.  And they often have the most difficult job - the delicate balance between managing the politics and job demands of the organization.


It would seem to me organizations would benefit by making this group of people the target of ensuring the leadership philosophies of the organization are embraced.  Think of the influence of this group of people - they are responsible for mentoring your next generation of leaders (first line supervisors).  Shouldn't this be the group of people the company invests most heavily in developing?


And if you are reading this and you are a mid-level manager, what are you doing to learn and grow more so you can be the best leader you can be?  Are you reading current literature regarding leadership?  Are you requesting training and or coaching?  Have you asked someone who exemplifies great leadership skills to mentor you?  This is your career after all, what are you doing to be the best you can be?

Do You Have the Courage To Lead?

Leadership is not for those that lack courage.  It is a tough job.  You will be put into situations on a daily basis that require you reach outside your comfort zone.  Maybe it's because I'm from Kansas or maybe it's just because I was raised with the excitement of the annual showing of "The Wizard of Oz" but I can't help but think of the cowardly lion in this case.  I have worked with leaders for a long time and although many would not think of themselves as the cowardly lion, let me provide a few examples of NOT demonstrating courage.

• Avoiding the conversation with your difficult employee because you are "afraid" of the outcome.
• Implementing a process you feel is not in the best interest of the team because your boss told you to.
• Not speaking up at a meeting when the group is trying to determine the best way to implement a new process because you think your idea will not be well-received.
• Having great ideas for improvement but not sharing them because you aren't sure your boss will go for them.
• Witnessing a peer doing something unethical and not doing anything about it. 
• Avoiding the conversation with a peer that you have not been getting along with and it is impacting your ability to work well together. 

A core competency of leadership is courage.  In order to be effective, you have to be willing to have the tough conversations.  There is a bit of an art to learning how to have some of those conversations but it can be learned and it's really more about "are you willing to have them?"  Effective leadership requires standing up for what you believe.  Sure, sometimes the organization will make strategic decisions you may not agree with but I'm not talking about that - I'm talking about all the things within your scope of control.  Having a conversation with a difficult employee is within your scope of control.  Speaking up at a meeting is within your scope of control.  And calling a peer out on unethical behavior is within your scope of control.  But those actions require courage and confidence.  

So, what if you don't have courage?  What do you do?  Remember the Lion.  No, you don't go to the almighty Wizard and ask for it.  He really didn't have any power anyway, remember?  Courage is directly tied to confidence.  And you can improve your confidence with a little positive self-talk and becoming more competent.  It's like any task - as you practice it and become more competent, you also gain confidence.  

I remember when I first starting public speaking and teaching.  You wouldn't know it now, but I remember being a bit terrified at the idea of being in front of a large group.  When I was in high school I remember having to provide a speech at a community event.  In preparation for this event, I practiced, practiced, practiced the speech until I could practically give it in my sleep.  Knowing the material increased my competence and confidence.  Was I still nervous?  Sure I was.  And 20 years later when having to give a speech to a group of executives do I still get nervous.  Sure I do.  But I've learned there is a direct correlation between my competence and my confidence.  With increased confidence, I have more courage. 

Having difficult conversations with others or speaking up in a meeting with your ideas and suggestions may still make you nervous and be uncomfortable but with time and practice you will gain confidence which will equate to courage.  It will become easier.   It requires you take the first step.