There is no doubt that the majority of successful leaders have developed strong relationships throughout their organization - a skill that got them to "climb the ladder".
As I coach to a high potential manager just coming out of an extensive leadership development program, I need to remind myself that this skill is rarely understood. As my previous post states, 'It's all about them' to start a better relationship. She said, "But I need to sound genuine..."
Good point. One needs to genuinely care about what others do, why they are successful, how they got to where they are and their challenges. Any conversation that even hints of a motive to use another for political purpose simply does not work. That's a big challenge for eager, smart, impatient and passionate managers.
What does the "right" way sound like?
"Bob [two levels above], I keep hearing from your team that you are one of the best people in our organization to work for. I am dealing with a couple of management challenges that I would respect your insights in how to approach. Can we meet?"
This does not need start with a compliment.
"Mary, at the company-wide meeting yesterday, I sensed some frustration around how we are reacting to market pressures. Any advice on how I might step up with my group?"
Wednesday, July 13, 2011
Monday, July 11, 2011
THE SINGLE MOST IMPORTANT WAY TO INSPIRE OTHERS TO GREATER PERFORMANCE
The answer: start every conversation about them - not what you want them to do.
This is the first step in strengthening relationships which results in greater trust which results in people wanting to take action. Oh! That is called "motivation".
You might know Bill who has placed one of his key employees on notice for an attitude that interferes significantly with her being successful with her internal clients. Here is how he has started meetings about her performance: "You know how critical this is to your job security?" [Nice threat, Bill, but won't inspire her to change]. Attempt #2: "Tell me how you are making progress..." [Bill, you know she will tell you what she thinks you want to hear...'doing just fine']
Third meeting: Bill relates how as her manager, he simply does not understand why she comes across as she does - "what goes on in your head that causes you to be firm with people in a way that they feel you are not understanding them?"
Her eventual answer: "Throughout my career I have struggled with developing relationships with people who I feel know more than I, as a lawyer, do. I need to work on this and would appreciate your help."
So you want to inspire others to action? Make your conversations about them, get to know them better and build enough trust so that they want to tell what's really going on in their head when you challenge them. Then you can truly exercise leadership in helping them succeed.
This is the first step in strengthening relationships which results in greater trust which results in people wanting to take action. Oh! That is called "motivation".
You might know Bill who has placed one of his key employees on notice for an attitude that interferes significantly with her being successful with her internal clients. Here is how he has started meetings about her performance: "You know how critical this is to your job security?" [Nice threat, Bill, but won't inspire her to change]. Attempt #2: "Tell me how you are making progress..." [Bill, you know she will tell you what she thinks you want to hear...'doing just fine']
Third meeting: Bill relates how as her manager, he simply does not understand why she comes across as she does - "what goes on in your head that causes you to be firm with people in a way that they feel you are not understanding them?"
Her eventual answer: "Throughout my career I have struggled with developing relationships with people who I feel know more than I, as a lawyer, do. I need to work on this and would appreciate your help."
So you want to inspire others to action? Make your conversations about them, get to know them better and build enough trust so that they want to tell what's really going on in their head when you challenge them. Then you can truly exercise leadership in helping them succeed.
Monday, October 25, 2010
ACCOUNTABILITY IGNORED
Earlier this year I designed and facilitated a management offsite meeting, focused on better balancing time between technical/business work and the actions of managing others.
But to my surprise [I should have known after 6 years working with this team], the focus became sharply defined as HOW TO CREATE ACCOUNTABILITY among both peers and direct reports as well as support functions. Examples of the problem included:
How do you know when their is a need to address accountability? A frequent one I observe is when a manager points the finger to others as the source of problems or why something has failed.
Another is represented by an executive I am coaching who can not add headcount so wants to increase productivity by moving work to other departments...rather than examine his own leadership in dealing with his own department.
Do you work in an environment of owner mindsets?
But to my surprise [I should have known after 6 years working with this team], the focus became sharply defined as HOW TO CREATE ACCOUNTABILITY among both peers and direct reports as well as support functions. Examples of the problem included:
- How do we get IT to keep their commitments?
- How can we get everyone to keep deadlines without constant reminders?
- When people are stuck, what prevents them from asking for help?
- When establishing priorities, how can we keep people from going off on tangents?
- What do I do that creates a lack of accountability?
How do you know when their is a need to address accountability? A frequent one I observe is when a manager points the finger to others as the source of problems or why something has failed.
Another is represented by an executive I am coaching who can not add headcount so wants to increase productivity by moving work to other departments...rather than examine his own leadership in dealing with his own department.
Do you work in an environment of owner mindsets?
Tuesday, October 5, 2010
THE DREADED BONUS RITUAL
Yes! The suspense around the annual bonus drives me and others crazy. Will I even receive one this year and, if so, what will it be compared to last year (which was pretty bad).
I propose we throw out the current system - really a lack of a system that is based on the underlying priciples of why we have bonus payments in the first place; that is:
The probem as I see it is the lack of connecting individual performance to the payout; secondly the discussion to assure achievement as expected might occur throughout the year but not connected to the "motivator" until the announcement of the bonus.
Oops! The latter is not true at all. When I have asked hundreds of managers how their bonus calculation related to what they achieved (or did not), I get the blank stare. Oh! Perhaps if there is any objective connection it is done at the year's end before rewards are finalized.
But if we are to truly retain top people, turn around weak performers and motivate all in achieving great things, why don't we plan and communicate both goals and expectations up front, in the beginning of the year - then keep the $$$ connected to performance updates through out the year? [I know...we can not promise the actual $$$ but the "score" can be tabulated]
Gee! In a good year, there is significant money on the table to just turn into another entitlement program.
I propose we throw out the current system - really a lack of a system that is based on the underlying priciples of why we have bonus payments in the first place; that is:
- To reward people for their achievements and contribution to company success
- To encourage best performers to not jump ship and to achieve even more next year
- Overall motivation to meet goals and expectations
The probem as I see it is the lack of connecting individual performance to the payout; secondly the discussion to assure achievement as expected might occur throughout the year but not connected to the "motivator" until the announcement of the bonus.
Oops! The latter is not true at all. When I have asked hundreds of managers how their bonus calculation related to what they achieved (or did not), I get the blank stare. Oh! Perhaps if there is any objective connection it is done at the year's end before rewards are finalized.
But if we are to truly retain top people, turn around weak performers and motivate all in achieving great things, why don't we plan and communicate both goals and expectations up front, in the beginning of the year - then keep the $$$ connected to performance updates through out the year? [I know...we can not promise the actual $$$ but the "score" can be tabulated]
Gee! In a good year, there is significant money on the table to just turn into another entitlement program.
Tuesday, July 27, 2010
The Paradox of Asking Your Boss for Help
I am not sure who actually creates this dilemma.
Robert is a direct, quick acting and intense senior manager but is perceived as a most helpful manager who takes pride in helping his people through their challenges. So when his people are up against a stone wall they tend to rush to him and then he intervenes based on the power of his position.
I say "rush" because they could work harder on better communicating and developing relationships to get greater cooperation, especially from peers. They lack motivation because Robert is always the rescuer.
On the other hand, Robert would benefit from understanding that when he rushes in to help, he is neutering his people by sending the message, "you are unable to deal effectively with Anne". And Anne clearly gets that message which empowers her to not step up to help until Robert gets involved.
Whew! The hands-off executive gets hands-on at the wrong time for the wrong reason.
Stay with me. During the last year Rick promoted Mary to his team when Mary's job was reinvented and taken over by a seasoned manager, Mike. Mary is bogged down by tasks from her old job because Mike does not feel this is within his priorities. Mary, the kind person she is keeps helping Mike. Rick talks to Mike but nothing happens. So Rick goes to Robert.
Does Robert solve the problem? No, because he is a hands-off manager who spends 95% of his time with the top of his company, developing strategy and other corporate matters. So he is heard but does not create effective accountability.
If you are still with me, here's the lesson. Using the power of your manager, or even other more powerful people in your organization, carries the risk that you may reduce your own ability to influence others. Step up and learn how to effectively gain cooperation from peers and stakeholders. Your job will be much easier!
Robert is a direct, quick acting and intense senior manager but is perceived as a most helpful manager who takes pride in helping his people through their challenges. So when his people are up against a stone wall they tend to rush to him and then he intervenes based on the power of his position.
I say "rush" because they could work harder on better communicating and developing relationships to get greater cooperation, especially from peers. They lack motivation because Robert is always the rescuer.
On the other hand, Robert would benefit from understanding that when he rushes in to help, he is neutering his people by sending the message, "you are unable to deal effectively with Anne". And Anne clearly gets that message which empowers her to not step up to help until Robert gets involved.
Whew! The hands-off executive gets hands-on at the wrong time for the wrong reason.
Stay with me. During the last year Rick promoted Mary to his team when Mary's job was reinvented and taken over by a seasoned manager, Mike. Mary is bogged down by tasks from her old job because Mike does not feel this is within his priorities. Mary, the kind person she is keeps helping Mike. Rick talks to Mike but nothing happens. So Rick goes to Robert.
Does Robert solve the problem? No, because he is a hands-off manager who spends 95% of his time with the top of his company, developing strategy and other corporate matters. So he is heard but does not create effective accountability.
If you are still with me, here's the lesson. Using the power of your manager, or even other more powerful people in your organization, carries the risk that you may reduce your own ability to influence others. Step up and learn how to effectively gain cooperation from peers and stakeholders. Your job will be much easier!
Wednesday, July 14, 2010
Loneliness in the Digital World
When I was a young kid I was a card carrying intovert, loving the time alone. But through some strange but loving parenting I became an "extreme extravert" craving conversation, meeting new people and challenging others to think outside the box.
I really need help here in the middle of 2010.
As I wait in the lobby of a client for authorization to enter, I finish reading the Journal and realize he is 20 minutes late - realize that when one of his reports comes down to greet me. "Alan, we don't understand why you are waiting; didn't you get Rick's email that he is held up in a meeting?"
Two weeks ago I interviewed a prospective client who wants help in an exit strategy prior to retirement. "We know your credentials and just need to feel comfortable with you...the fit thing, you know." By the end of the meeting after talking about a deceased family member and the pride in taking over the business, she says she is close to tears. I thought that meant the fit was a perfect match, especially after meeting every one of her staff. "I'll call you on Monday to determine when we should start". It has been over two weeks and five attempts to reconnect.
Loneliness in the lobby and loneliness staring at a phone that won't ring back.
Solution?
I purchased an IPhone 4 for immediate email connecting (if only I could fix that darn antenna problem).
But that does not help my need to have live dialogue. In my business of coaching and management consulting, it is the nuances, tone and body language that communicates louder than words.
Where can I go for help?
I really need help here in the middle of 2010.
As I wait in the lobby of a client for authorization to enter, I finish reading the Journal and realize he is 20 minutes late - realize that when one of his reports comes down to greet me. "Alan, we don't understand why you are waiting; didn't you get Rick's email that he is held up in a meeting?"
Two weeks ago I interviewed a prospective client who wants help in an exit strategy prior to retirement. "We know your credentials and just need to feel comfortable with you...the fit thing, you know." By the end of the meeting after talking about a deceased family member and the pride in taking over the business, she says she is close to tears. I thought that meant the fit was a perfect match, especially after meeting every one of her staff. "I'll call you on Monday to determine when we should start". It has been over two weeks and five attempts to reconnect.
Loneliness in the lobby and loneliness staring at a phone that won't ring back.
Solution?
I purchased an IPhone 4 for immediate email connecting (if only I could fix that darn antenna problem).
But that does not help my need to have live dialogue. In my business of coaching and management consulting, it is the nuances, tone and body language that communicates louder than words.
Where can I go for help?
Thursday, May 20, 2010
THE PROBLEM WITH CONSULTANTS
I recently emailed my client, a president of a global corporation, that I ASAP needed to sit down with him to establish measurable outcomes for each of his direct reports I am working with. We both recognize that a focus on top priorities is critical...but that those may differ in reality or interpretation. As important is helping him meet the expectations of his manager (and I am not yet privy to those details...but should be).
Here is his response:
What never surprises me is the lack of clarity of expectations down the chain of command in most organizations. So my role frequently becomes one of helping executives articulate expectations, communicate them effectively and create an owner mindset to achieve.
Here is his response:
"Just great, Alan. Glad you are engaged at your usual high
standard. I agree that measurable outcomes are necessary. My axe
with management consultants in the past is they never follow up with us to keep
us honest."
What never surprises me is the lack of clarity of expectations down the chain of command in most organizations. So my role frequently becomes one of helping executives articulate expectations, communicate them effectively and create an owner mindset to achieve.
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