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Have You Turned Away from Networking Groups?

networking

We are T-minus 2 weeks into 2021. Are you having fun yet? Have the New Year’s resolutions taken root or been abandoned?

People are still trying to make sense of the new normal we call COVID. I’m no different.

But today I want to drill down on a topic that has been recurring more and more often in my circle of business owners and corporate execs I talk to. That topic is business ‘networking’.

What Is Networking?

There are a lot of different meanings when you say networking. Most often in the business sense, it has to do with sales and lead generation; go to some event, meet people, and get new prospecting contacts.

However, the one I want to talk about is the mastermind, the roundtable, or peer-to-peer advisory type. Call it what you will. It’s the situation where a few people sharing the same general profile gather. There is a common thread reaching across the group. The meeting is usually facilitated by someone. The events can be paid for or free.

On one hand, the concept here is a good one. “Iron sharpens iron” is a Biblical principle taught for 2000 years. Napolean Hill in “Think and Grow Rich” preaches the idea of the power in a Mastermind Group. That was 1920. It’s been around ever since.

So gathering with peers to share experiences and offer solutions makes sense, right?

Over my career I’ve participated in dozens of these group formats, logging hundreds of hours of participation. And yes, I’ve gotten great value. Hopefully, I’ve shared some value too.

Even today, I belong to or facilitate several.

The Rub

The concern I’m hearing from clients and prospects though is that in today’s business VUCA world (volatile, uncertain, complex, and ambiguous), the measurable value in these meetings is in doubt.

mastermind

I can honestly say, I have more clients exiting their groups than I do joining groups. Why is that?

Here are five BIG reasons I see today.

First, with the pivot to everything being virtual, you get a mixed reaction. While you’re saving time commuting to the breakfast, lunch or dinner meeting, you’re just tired of Zoom/Teams calls.

Having one more virtual gathering is painful. Plus the connection with the group may suffer by doing it virtually. Yes, we’re all getting better at communicating this way, but the deeper, more meaningful connection (like these should be) gets compromised.

Next, the group dynamic may be skewed. In almost every group, there will be one or two ‘know-it-alls’; people who have something to say about everything. You know in your gut they don’t really know it all, but these geniuses will convince you it’s true.

Having to spend a portion of your time with the group either debating or ignoring the know-it-all personality is unproductive.

Thirdly, the focus is unclear. If the organizer/facilitator is not skilled at bringing value to the group, then there may not be any sense of purpose. Who needs to spend an hour or more each month without focus? It just becomes a social event.

Likely you have other circles of friends and colleagues you’d rather spend your social time with, not a peer business group. And certainly not one you may be paying to attend.

Next, a sense of trust is missing. In any small group, especially one committed to sharing thoughts and ideas, there has to be a ‘cone of silence’ or TRUST. The group needs to be expressly committed to protecting trust with each other.

If you do not feel the trust in the group, the depth of the issues you open up will suffer. You’ll be more likely to skim along, never reaching deep into concerns and questions.

Lastly, do you struggle to fit in? Not all groups are created equally. Depending on the sponsor organization building the groups there may be little to no filter on the way groups are set. You can waste several months exploring the fit, only to find it’s not going to be good.

Issues like conflicts of interest, competing business markets, and company size can be alignment factors that impact the effectiveness of the mastermind.

These five reasons are the main objections I hear now. I am sure there are others.

But id this to say STOP all your group attendance? No, of course not. If you are finding value, then by all means stay with it. Just be certain you are receiving a meaningful return on invested time or money.

The Alternative

If you are still hungry for advice and counsel, what can you do?

The other choice apart from those networking groups is to engage a single advisor. This is someone who can be your personal, trusted guide. Just like a personal trainer at the gym or a yoga or golf instructor, having a business advisor makes sense.

With a single advisor or a small group of advisors, you get the exact attention your business needs. There are no distractions from others creeping in and consuming the time. It is YOUR time.

Selection of your advisor takes a little work though.

The market has been flooded with new, young professionals offering to be business coaches and consultants. Beware. The canned programs that many of these agents subscribe to are ‘business in a box’ solutions. One size does NOT fit all.

You need someone who has been there before, accomplished the greater things you want to achieve, and someone who knows the realities of running bigger businesses.

call a coach

Why not align with someone who has proven success at the higher level you want to go to? What could anyone possibly tell you about growing from $1,000,000 annual revenue to $5,000,000 or from $10MM to $25MM, if they haven’t already done it themselves?

If these thoughts resonate with you, perhaps we should talk. Click the button below to arrange a call. I look forward to hearing from you.

5 Ways Managers Can Get More from Their Teams

You and I both control one big thing in our daily lives. That ‘thing’ is the effort we choose to spend. As managers and leaders, we want to get more effort from our team.

We all choose what level of effort is used, whether it is effort at work, at home, in the gym, on the golf course, fishing, playing sports, or building relationships,

The various levels of effort we spend depend usually on what we think is required. How many of us get behind the wheel of our cars and miraculously arrive at our destinations with little if any thought or conscious effort to do so? As scary as that thought may be, it is true.

There are certain things we do every day that receive the minimum effort required. Other things we feel more effort is needed so we ‘work a little harder.’

The same is true with everything we do at work. Whatever the job requires, you make intentional or unintentional choices about applying the best level of effort.

Learning about Discretionary Effort

Going the extra mile is called discretionary effort. You voluntarily choose how much extra you give.

For those of you who are gym rats, you know about discretionary effort. As an example, it’s the extra rep at the end of a long set. It’s the extra plate on the weight stack. You choose to try more, applying all your remaining strength to get it achieved.

fitness and effort

The Leaders and Managers Opportunity

As managers and leaders of business, how can you inspire your people to give that little bit extra? Just like a good sports coach gets a little more out of his athletes, you too can become the coach your people need so they are willing to give that discretionary effort too.

Here are five ways you can up your game as a leader.

First, answer their questions. Every employee arrives at work with basic questions. They need these questions resolved in order to fully apply themselves to the work. Giving the ‘extra’ effort requires all the questions are answered completely.

I’m not talking about obvious questions, but sometimes intangible ones. For instance, here’s the list of core questions employees ask:

  • Do I even want to be here? The people question.
  • Do I believe in the purpose for this team? The why question.
  • Do I believe in the plan we have to execute our roles?
  • What is the practice or process? Do the tools, systems, and procedures work?
  • Will my performance be recognized?
  • What is the payoff? Not just monetary, but the sense of accomplishment.

If you can work with your team to have critical questions like these answered affirmatively, then you will see the increase in discretionary effort employees use.

manager answering questions

Next, you need to be trustworthy. Leaders must work to create an environment of trust. It starts at the manager’s desk. You cannot dictate nor demand trust from your team if you are not trustworthy yourself.

The way you build trust for yourself involves these key things:

  • Be real, don’t fake it
  • Stand by your word
  • Be relatable, work to connect with your team, not as friends, but as co-workers

More Ways to Get More for Managers and Leaders

The next opportunity involves creating a vision. Because your people wonder about the purpose of the team (see above), you have to be the one creating the vision. Too many managers rely on the bigger picture statement from above about purpose and vision.

NO! If you got put in a manager’s seat, YOU need to create your own vision for what the team can and should be doing. YOU need to define what it means to win. It is YOUR job to paint that picture for your team.

After you can share the proper vision for your team, your employees will find ways to help make it happen. Everyone wants a purpose. Great Leaders inspire that.

Next, provide an accountability framework. As small children, we all want to know where the boundaries are. An absence of boundaries actually creates insecurity.

It happens at work too. That is to say, if your hiring process is reasonably effective (not perfect but good enough), the people you hired will want to do the right thing. However, if you fail to show them that, they get unsettled, confused. Just like small children they may act out. If you have that happening, it’s your fault.

Build the right structure for monitoring, evaluating, recognizing good performance, and helping those who are falling behind.

Inspect what you expect.

Anonymous

I use and teach a process known as the Big 5. It’s a beautifully simple way to have employees get on the same page. It provides you with coaching moments to help guide your people. For more on the Big 5 method click here.

Lastly, have some fun. Yes, that may sound weird. But people respond better if the effort they choose to spend gets recognized. There is no better way to recognize good performance than celebrating your wins.

Above all, use the milestones in a project to have small celebrations of victory for achieving that. In addition, if you pulled a series of all-nighters getting a project out the door, celebrate!

Don’t lose an opportunity to have fun with the good work people are delivering.

There you have it

Five ways to inspire your team to choose to spend discretionary effort at work. By following these ideas, you too can get more from your team while improving team trust and developing an environment of rewarding experience for your people.

How great would it be to have employees that honestly say “I love working here?” This is how you can do it.

If you’re still not clear on exactly how you too can get more from your team, give me a call. We’ll explore your exact situation in more detail.

Solving Productivity Challenges in Small Teams

servant leader

You’re a small team, and you often feel like you need to do a lot with a little. But, despite the fact that you don’t have endless resources and limitless hands to share the load, you want to help your team figure out how to be productive.

Even when you have everybody fired up and ready to crank through their tasks, you still get stuck. Deadlines are missed, team members are burnt out, and you end each day with a to-list that’s barely been touched.

What gives? Productivity challenges are common on teams of all sizes, and even more so now that a good chunk of your team is figuring out how to be productive at home. 

Let’s dig into the details of why achieving peak output can be such a struggle, as well as how you can help your small but mighty team get over those hurdles. 

Why is productivity so tough? 

If operating at maximum productivity was easy, a lot more teams would be doing it. But, let’s face it: getting a lot done is hard. 

In their quest for to-do list domination, your team is dealing with some (or even all) of the following barriers: 

  • Lack of clarity and communication: Communication is always challenging, and that’s especially true when your team is working remotely. Buffer’s 2020 State of Remote Work Report found that collaboration and communication are the biggest struggles when working remotely. When wires get crossed, team members don’t know what to do next — and that makes it tough for them to keep the wheels in motion.
  • Overwhelm and burnout: Perhaps your team isn’t making progress because they have too much to do. When they’re stuck on a hamster wheel of endless tasks, they can burn out entirely. A Gallup survey concluded that 23% of workers say they feel burned out more often than not, while 44% reported feeling burnt out sometimes. 
  • Tool fatigue: A separate survey found that 43% of workers believe they need to switch between too many apps to get their basic work done. Not only does that waste time, but it also contributes to confusion. When they’re working between too many platforms, team members might miss important updates and notifications. 

7 strategies to boost productivity on your team

Try Wrike: fast, easy, and efficient project collaboration software

Yikes. There’s no shortage of issues that can throw your team’s productivity off track. But here’s the good news: You can do something about them. We’re breaking down seven strategies to help your team figure out how to be productive during quarantine — and well beyond. 

1. Streamline your intake process

Does this sound familiar? Work lands on your team’s plate, and then you need to spend hours (or even days) tracking down all of the information you need to get started.

That’s not only a hassle, but it also slows you down. Standardize and streamline your intake process with Wrike’s request forms. They require that project requesters submit all of the information your team needs, and then automatically trigger a project or task in Wrike from that predesigned blueprint. No more hunting for those must-have project details.

Solving Productivity in Challenges in Small Teams 2

2. Integrate and automate what you can

Only 39% of the workday is spent on actual work. Where does the rest go? Emails, unproductive meetings, and administrative tasks are some of the biggest culprits monopolizing your team’s time.

Give them some of their hours and energy back by integrating and automating work. Wrike integrates with a ton of the platforms you’re already using, so that you can automatically create tasks from emails or Slack messages, seamlessly share image files across platforms, and collaborate in real-time. You can also automate entire workflows and take some manual effort off of your team’s shoulders. 

3. Use dashboards for increased clarity

Half of employees don’t understand what’s expected of them at work. When your team members don’t understand what to start on next, it’s impossible for them to be as efficient and effective as possible.

Wrike can help boost clarity and empower your team to get more done. Wrike’s Dashboards enable team leads to get a bird’s eye view of team performance, spot any risks or bottlenecks, and nudge overdue tasks along. Team members can drill down to personal or project-based dashboards, so that they always understand what to do and when. 

4. Understand task dependencies

Nothing will stall your team’s productivity levels like a bottleneck. They can’t make any progress when they’re waiting on approval from a client or a resource from another team.

That’s why it’s important that you account for task dependencies, and Wrike’s Gantt Chart can help you do just that. You’ll be able to visualize how different items are connected, plan for dependencies, and keep projects moving forward.

Solving Productivity in Challenges in Small Teams 3

5. Track your team’s time

If you want your team to be more effective with their time, you need to understand where it’s going. That’s where time tracking comes in. It not only helps make things like billing more straightforward, but it also enables your team to get a grasp on where they’re investing your hours — so you can work toward better effort allocation. 

Wrike’s Time Tracking feature allows your team to log their hours with the click of the button. Worried that your team members don’t want to be watched that closely? Don’t panic. 79% of respondents in one survey said they’re fine with their employers monitoring their workplace-related activities. 

6. Reevaluate your processes

The working world has changed a lot in recent months, and now your team is trying to navigate how to be productive working from home. 

This means some of your old processes might no longer be helpful. Fortunately, your procedures and workflows aren’t set in stone. Reevaluate them regularly to determine whether they need to be revamped, reconsidered, or even removed entirely. 

Try Wrike: fast, easy, and efficient project collaboration software

7. Be realistic about workloads

38% of employees feel overwhelmed by how much they have to get done at work. One of the best things you can do to support your team in increasing their productivity is to ensure you’re being realistic about their workloads.

Wrike’s Workload charts help you visualize your entire team’s workload and bandwidth. You can easily allocate tasks and ensure you aren’t spreading any one team member too thin. 

Wondering how to be productive? This is your guide

Productivity isn’t a piece of cake, especially on small teams. Your team is responsible for a lot, and sometimes it feels like you’re all struggling to keep your heads above water.

You can support your team in getting even more accomplished, without needing to deal with extra stress and elbow grease. Use the strategies we’ve outlined here, and your team will work smarter — not harder. 

Learn how to boost your team’s productivity (and how Wrike features can help) by watching this webinar and signing up for a free two-week trial.

Editor’s Note – This article was written by Kat Boogaard at Wrike. It first appeared on September 23, 2020.

7 Strategies for Being a Better Manager

team leadership and better managers

Most managers get their start because they were good workers. There is nothing wrong with that, except…

Being a good manager requires a level of leadership. Without the right training and development, you might find that being a manager is a struggle.

“Management is about process. Leadership is about people.”

To reach your leadership potential, you need to be a fearless, bold, and effective coach. But where do you start? Check out these 7 strategies that will help you become the manager your employees (and company) need you to be:

Talk less, listen more

We have two ears but only one mouth; great managers should keep that ratio in mind as they help employees grow. Instead of talking at employees, use that time to listen. They all have career ambitions they’d like to achieve, but that won’t happen if managers are more focused on their own points of view.

As a manager, you should guide the discussion, but ultimately, it’s the employee’s voice that needs to be heard.

There’s something called empathetic listening. That’s when you, as the manager, are fully engaged; really hearing what the employee is saying. You not only hear their words, but begin to feel their passion about the topic. With this level of connection, you can build better trust with that employee.

“People don’t care how much you know until they know how much you care”

Zig Ziglar

Play to your (and your team’s) strengths

Understanding your own strengths and weaknesses can really change how you coach and give feedback. While you, the manager, might be a great verbal communicator, you’ll need to acknowledge when your direct reports may not have the same skills.

Tailor your relationship to what enables them to be the most open about their goals; if possible, leverage your learning & development solution to strategically address weaknesses and encourage their personal growth.

I’ve written before about ways to perform your own personal SWOT analysis. Be aware of your own strengths and weaknesses while you engage and learn your team members’ too.

swot analysis

Manage teams, not individuals

Performance reviews typically look at individuals, but managers are ultimately responsible for their team’s performance. By identifying individual strengths and skills gaps, you can encourage team members with complementary skills to team up; this promotes teamwork, learning opportunities, and increases the likelihood of project successes.

For more on team performance and building team trust visit my program here. I have a whole 6-step model that defines the process for creating a team environment with high trust, collaboration, and support.

building team trust

Accentuate the positive

We all know our professional strengths, but our weaknesses represent our best chance for growth. Celebrate employees’ talents, but also acknowledge areas that need to be developed. By addressing them through training, you may turn a negative into a major strength.

Also, don’t be afraid to celebrate the “wins”. There’s a strange attitude among high performers. When you win, you feel like it’s no big deal. “I was supposed to do that.” is the logic. The reality is that you cannot sustain long term high performance without taking a moment to celebrate the win.

As a manager, you need to decide on ways to celebrate with your team. Use your next team meeting to have a celebration. Cater lunch or have an ice cream afternoon. Do something to let the team know you know they deserve a celebration.

Be inspirational

The most successful companies have one thing in common: they inspire more success by publicly acknowledging employee achievements and talents. Whether an employee earned a new certification or learned a new skill, celebrate this among the team. When team members see their colleagues being rewarded for growing, they’ll take it upon themselves to seek out development opportunities.

Give feedback frequently

Acknowledging achievement is Management 101: give feedback frequently – it means more in real-time than 6 months later – and do it publicly when appropriate.

Yet when you need to correct the occasional misstep, be direct and private about it. Just ensure you make it clear you’re talking about the employee’s action, not them as a person. Above all, honesty will make sure your feedback carries the most weight.

Learn more about powerful ways to deliver feedback by using the Big 5 performance tool.

Make performance reviews about people

Performance reviews are ultimately about blending employee goals with company strategy. Demonstrate how their efforts drive the bottom line so they feel less siloed and that their work is a big part of the company’s growth. This boosts engagement and productivity.

However, a performance review should not be limited to the annual prescribed company tools. Great managers have performance check-ins routinely. One very powerful yet simple way to do that is with a tool called Big 5. You can learn more about Big 5 here.

Get going

By following these 7 principles, you will rise above the crowd as an effective and respected leader. To receive more tips and ideas for up-leveling your game as a manager, subscribe to this bog. I’ll send weekly updates to get you going toward better performance as a leader.

Note: Portions of this article were inspired by my friends at Cornerstone on Demand, a talent development company specializing in building effective teams and leaders.

Leaders – Stop Solving Everything!

problem-solving team

If you have responsibility for a business, a company, or a team, STOP solving everything. Please stop solving everybody’s problems.

That sounds like a crazy person talking, right?

Here’s what I mean. It is likely you climbed the business ladder by solving problems. As a sole-contributor on a team, you helped make things happen. Whether it was customer service, design engineering or framing a house, you did it well. You made things happen; you solved problems.

Small transactional events or separate work moments were completed because you knew how to do that. Then one day, you got promoted.

Yes face picture
Person getting promoted

Either your old boss left or there was an opening somewhere else in the company for a supervisor, so you got the job. Why? Because your performance was appreciated and recognized. But it was still based on solving problems.

Then, as a new manager, you realized you could solve other people’s problems. Perhaps it started within your own team, but people came to you with their problems and you “fixed” them. It came naturally. So you did it more and more.

Now you’ve gotten several more promotions and you’re still solving everyone’s problems.

It’s time to start leading and stop solving problems.

Lead People, Don’t Solve Their Problems

Still sound crazy? Let me break it down a little further.

Real leaders do many things. One big thing they do is develop their people. They help people grow. Growth can be professional, technical, or personal, but there is growth.

Solving everyone’s problems cuts short the opportunity to help people grow by learning how to solve their own problems. It’s like the old saying:

“Give a man a fish, you feed him for a day. Teach him to fish, you feed him for a lifetime.”

Solve someone’s problems, you helped them for a day. Teach them to solve problems and you set them up for life.

If you, as a leader, are not helping people learn to think critically or work their way through their own problems, you are just enabling a weak version of what your people could otherwise be. Please stop doing that.

It Applies to Entrepreneurs Too

Even in a smaller business, if the owner does all the problem solving, your business will stay small and stuck solving problems. But if you teach your people why and how you solve problems, you can grow your company.

I talk to too many business owners who feel stuck in the day to day. Usually, it comes down to having to make every decision and solve every problem.

On one hand, there is a period of time in the life of a new company when that situation makes sense. Yet if the business has any growth at all, the owner must give up some of that constant hands-on approach. There is a need to have others on the team capable of solving transactional problems.

Save the big picture thinking and key strategies for the owner, yes. While doing that, teach and mentor your staff to make their own decisions.

Doesn’t that take more time?

You may be saying “I don’t have time to do that sort of detailed effort. We need stuff done.” I get that. And yes, I’ll agree, certain moments in the heat of battle just have to get done.

“FIRE!” When someone in the office yells that, you have to move quickly to get out. There’s no time for teaching. Hopefully, your teaching was done during a fire drill for your building.

As the leader, you have to use problem-solving in the moment as the focus for teaching and learning during one-on-ones, or small group meetings. Don’t just do a post-mortem on a situation, but walk people through how and why you would do what you would do to solve the problem.

As you do that though, don’t just talk it down to them. Make it interactive. Tease it out of them with questions. Questions like:

What else could be a factor here?

Have you thought about anything else?

What do we know about x, y, and z?

If X happens, what will Y do?

The list is endless.

The questions are the natural way your brain thinks about solving the problem. By using questions to reframe the matter at hand, you help your people see how you process the problem. You’re modeling the problem-solving behavior so they can absorb and adapt to it.

Back to the time issue. Hiding behind time constraints is a convenient excuse for not helping your people grow. You are no different from the great leaders you may have known.

You both have 86,400 seconds in the day. It’s how that time gets used that makes the difference between good and great leaders.

business coach, consulting, executive coaching, headwayexec, executive coach houston
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Leadership, Ownership, and Vision

person having a vision

This week’s meeting with a client reminded me of something so fundamental in running any size of business.

Don’t forget your vision.

John Maxwell says the best definition of a leader is “A leader sees more than the people around them and they see it before the people around them.” That, my friend, is vision.

First the Entrepreneur

If you are an entrepreneur and small business owner, the vision can get lost in the details. Especially if you’ve begun to scale your company.

Time and growth have ways of distracting from the vision.

As your baby begins to grow, you may lose sight of the original vision that got you started. Daily responsibilities, putting out fires, and keeping your head down in the details frequently leads to loosing touch with the original design and inspiration you had.

On one hand, it sounds too obvious. Well of course I know my vision. Do you? Or has the collection of all the noise drown it out?

As decisions compound with company growth, the vision needs to get updated and at least refreshed to reflect what has happened.

It Happens in Bigger Business Too

For managers and executives in larger businesses, too often you never created your vision goal for your team. Sure you have objectives and deliverables but does that line up with a bigger picture vision of your part of the company.

When I meet new clients inside the bigger corporate settings, I always ask whether they have a vision for their unit. It is surprising how many say “Well, no. I’m here to do what the company tells me to do.”

I encourage them to formulate their own vision for their slice of the pie. Get it approved/aligned with their boss. But then run with that vision.

For some, vision sounds too fluffy. It’s not tangible enough. OK fine, make it tangible. Set metrics, KPI, and expectations.

Part of having a successful vision is letting your team know what you think a ‘win’ looks like. Let them share in the vision.

Then spend time teaching and sharing the vision so your team can rally around it.

Periodically you will need to revisit the vision, make adjustments based on real facts and circumstances. Don’t forget about doing that.

Set your course, cast the vision and never lose sight of it.

If you’ve done something lately with your vision, leave a comment.

#Vision #Leadershipcoaching #smallbusinessadvisor

Want Real Change? Don’t Take the Scenic Route

avoid the scenic route

If you are thinking about making a change at work, at home or for yourself, don’t take the scenic route.

We’ve all done it. You went on a trip. Somewhere along the way you see signs for the scenic route. So you take a detour.

You begin traveling down smaller, winding roads. You see fewer cars, trucks and congestion. While the views are truly magnificent, you run into road blocks.

Maybe the blockage is road repair where the lane is closed and you have to wait for oncoming traffic to drive by while you wait your turn to go.

flagman ahead, road sign

Or where I live, in Texas, side roads will always have slow moving farm equipment; tractors or trailers hauling something. They move at 20 miles an hour if I’m lucky.

What could have been a beautiful drive in the country turns into frustration and delay.

Looking for a Change

I met a new coaching prospect this past week. She owned a nice sized business that had been operating 12 years. She was well past the start-up phase.

What she told me about was her frustration with the way her people operated. She felt she couldn’t rely on anything without close supervision. She wanted a change without firing everyone and starting over.

After learning a good deal about her situation, I explained my team coaching model to her. That is what she had called for in the first place.

woman leader at peace

When she finally asked how long would this take, I shared the time frame; six months. It would be a direct and intentional process of implementing new standards, methods, accountability, and measurements.

Six months may seem long, but for her it would be the super-highway version of the change she’d need to turn her business around. After all, it would have required engaging all of her employees, changing their behaviors and expectations.

Compared to the 12 years she had been building the simmering mess she had, my recommendation was super-sonic.

Despite my best effort to explain how this process can help and has helped many other small businesses like hers, she decided she needed something else. She could not name what that was, but, in her mind, my approach would not fit.

She sent herself on the scenic route.

Common Mistake

Change of any kind can be hard. We hear that. We believe that. And it is if you take the scenic road.

Identifying the change that should be made can be easy. “I need to lose 20 pounds.”

But making it happen takes all kinds of detours, redirects, pauses, stops and starts. It is the scenic route.

Taking the scenic route creates distractions. Some may be welcomed distractions to take our mind off of how hard the change seems to be.

But if you keep allowing the detours, pauses and distractions, you arrive at some point down the road with no change at all.

Getting It Done

I’ve had the privilege to work with larger, more global companies where implementing change can be very hard. “It’s hard to turn a battleship” they say.

Yet for leaders who get laser focused on the change they want and the ‘case for change’, they make every subsequent move very intentionally.

Here is a list of the practices great leaders follow to avoid the scenic routes and get things done.

First, create a crystal clear vision of what is to come. Be able to explain the “future state” in clear detail.

Next, rally the team. Your team may have been operating well with former standards and processes, but change may require them to step out of that comfort. As their leader, you must reinforce the case for change and help them rise to the change.

Then, monitor your progress, keeping in mind all change has an “S” curve element to it. The S curve of change describes leaving the status quo, dipping into a bit of chaos, then slowly rising above and beyond to former state to achieve new things.

S-curve

Parts of your staff may be falling behind further than others as the “S” unfolds. Keep an eye on that. Coach and mentor individuals to help them make the change.

Also, you will need to make adjustments. In the team change model “Forming, Storming, Norming, Performing”, the ‘norming’ part is about settling into the change. But it takes adjustment to be sure the right pieces are fitting into place.

Lastly, and this is one far too many managers forget, celebrate the WIN. When the change is up and running, have a victory dance. Celebrate with the team. Acknowledge the contributions.

Use these steps wisely to effect change when you need it. You’ll be glad you stayed off the scenic route.

PS – I love taking the scenic routes when I have absolutely nowhere to be and plenty of time to get there. I’ve seen some amazing sights.

executive coaching by Doug Thorpe

Leaders: Are You a Pretender or a Contender?

If your desire is to be a better manager at work, at home, or in the community, you may want to develop some actual leadership skills.

However, if you are already following certain leadership principles, there is always room for lifting the lid to expand your reach and influence.

After many years working with clients of all kinds, I see one recurring theme, time and again. The biggest difference between managers and leaders who are pretenders versus contenders is a small six-inch piece of real estate; the distance between your ears.

Yes, I am talking about the space inside your head. The things you allow to happen in your thought life will drive the rate of success. You can be a pretender or you can be a contender. The difference is isolated in this really small space.

In the following diagram, you can see the natural progression of thought, action, reaction and behavior that is derived from our beliefs, expectations, and experiences. It’s all centered in the mind.

BELIEFS

Beliefs are your values, judgments, interpretations, assumptions, and attitudes. When you wake up each day, you have a whole set of these beliefs waiting ready in your head. The sum total of all these makes up your outlook for the day, often before you even begin. The collection of these beliefs set the stage for the way each day might unfold.

If a string of circumstance has tainted your set of beliefs, you will look at new opportunity through a jaded lens. On the other hand, if you have achieved a certain success, you may be more inclined to view new opportunity with a more optimistic mindset.

BEHAVIORS

Your beliefs drive your behaviors. Your “style” openness (or not), your habits, skills, practices, and actions stem from the beliefs you carry.

If you prefer mustard over mayonnaise, you are expressing an eating behavior based on some belief you established a long time ago. And so it goes with many of your daily choices, clothes, cars, hobbies, reading, entertainment, music, etc.

RELATIONSHIPS

Even the people you may choose to call friends will be governed by your beliefs turned into behavior. The kind of tribe you may join at work or in the community will be influenced by your behaviors.

If you align with a certain religious belief system, that will dictate the house of worship you choose to attend. Political affiliations, other social settings, and even workplace choices will be heavily swayed by the relationships you think you want to make; all having root in your mind’s eye.

RESULTS

Finally, the results will reflect the collection of beliefs, behaviors, and relationships. The direct circles of activity you choose will have a specific set of outcomes. These results (outcomes, impact, improvements, and “performance”) will all serve to reinforce your belief system.

When the results align with your original beliefs you say “see, I told you so.” You feel you knew it all along.

On the other hand, if an outcome somehow runs counter to what you expected (as many things will do), you may be inclined to fall deeper into your beliefs saying things like “I will never do THAT again”, or “I wish I had followed my gut.”

The Remedy

The successful leader will learn how to control that delicate real estate between the ears. Negative thoughts will be replaced by ones that provide a more meaningful value. The cycle of belief, behavior, relationship, and result will become a momentum-generating machine for positive action and success.

Whenever limiting thoughts creep in or pop up, the prudent, experienced leader will properly address the thought and prevent it from taking root to undermine the rest of the experience.

Whenever in doubt, the seasoned, learning leader will seek advice from trusted counselors and coaches or mentors and friends, to better evaluate the thought. If the thought has merit, then it can be addressed with a balanced, healthy view, never interrupting forward progress.

When you handle the root belief system, you set the stage for a more positive outcome. More importantly, you set the process by which you can grow, profit, and prosper in all areas of your life.

team building via trust

I’ve coached hundreds of business people helping them develop more effective leadership skills. Whether you own the business or you’re climbing the ladder in a larger corporate setting, you can benefit from finding a close, confidential advisor to help you develop the extra skills that make a difference. Use the contact forms here to reach out. Let me introduce you to my proven programs for leadership growth.

The Perfect Tool in an Imperfect World

Managers are worried about their remote workers. If you’ve never had anyone work away from the office before, it can be unnerving. How can they trust what is going on? Are hours being used wisely? How can I make everyone more accountable?

On the flip side, employees who work remotely worry they are not going to be given credit for the effort they spend and the work they produce.

Having this air of uncertainty doesn’t help anyone feel productive. I’ve heard of talk about upping your communication. What does that mean? More zoom?

Leaders providing clarity of purpose, assignment, and mission must have ways to drive accountability. Simply talking more won’t get there.

It’s not a perfect system.

How can the two sides connect to provide clarity of expectations and certainty of delivery? Well, you can have daily zoom calls, but who wants to do that forever?

You could build a giant database but who needs that burden piled on top of the already difficult process?

There is actually a very simple yet elegant system I’ve used for years. Calling it a system may scare some people away already. Maybe process or habit is better.

Explaining the Solution

The process is called Big 5. If you’ve followed my blog for any length of time I’ve written about this before.

But now is an especially significant change in workforce activity.

Big 5 can be the missing link for all you leaders who are worried about productivity and workers who wonder whether the boss knows your value.

Here’s how it works.

On a regular basis, every employee (managers included) writes out five goals or expectations they have for the upcoming month. These would be your ‘big rock’ priorities or ‘must wins’.

Next you write down your five biggest achievements for the past month.

Neither of these sections is long text in paragraphs. No, it’s simply bullet listed items.

You can add some comments about resource needs, constraints, etc. But focus first on goals and accomplishments.

Then send it to your boss.

gratitude smile

The boss can review and give feedback. It becomes a flash moment of coaching between manager and employee.

“I like your goals 1 thru 4, but let’s talk more about number 5.”

“Wow, I had no idea you got so much done last month. Thank you for such a big contribution.” Or…

“Sam I like what you can do for us. However I see you’ve been struggling with this remote working environment. Let’s talk about ways I can help you.”

When the next period rolls around, the things you said were goals should become accomplishments. Now, you update the goals.

Take really big, longer term goals and break them down into those bite size tasks.

Frequency of Reporting

Usually, when I teach Big 5, we start with monthly check-ins. However, with the massive change in the workplace, like what we have right now, you might ask for weekly updates.

I once ran a large project with very high velocity, rapid-fire activity. A weekly check-in made more sense. I was providing my client with a status report every Monday, so I had my team do a weekly Big 5.

When they left on Friday, they dropped me their individual reports. I could compile them into a summary picture I gave the client on Monday.

It was powerful, productive, and very effective. Huge goals were achieved, deliverables were met, and the client was very happy with the results.

What About Me?

You might be saying I don’t have a team, but I do have a boss.

Ok, write your Big 5 and give it to the boss. When he/she says “What’s this?” Explain it to them. Say you want to create more clarity and you believe this can help.

That is exactly how I was introduced to Big 5. The colleague who created it actually worked for me many years ago. We were going through tumultuous times in our industry and days flew by.

Finally, one day he dropped a printed copy of his report on my desk. Sure enough, I said, “What’s this?” He explained. We had a brief discussion about the content. He left with perfect clarity of my expectations for him and his team.

Next month he was back again with an update.

And we thrived after that with better clarity, alignment, and a sense of achievement. Sure, we had meetings in between, but the big objectives were being conquered.

Fill the Gap

If you are worried about the productivity of your team, introduce the Big 5 process. If you don’t think your boss understands what you do, give them a Big 5 report. Rinse and repeat.

I’ve added a special online course to my curriculum just for Big 5. If you are interested in learning more, click here. I am offering a special 40% discount for readers of this blog. Yes, regularly $47 now just $27 while this article is in circulation until June 15, 2020. Again, click here to take advantage of this exclusive offer.

Big 5 has even replaced employee ranking and annual assessment tools. If you’re doing Big 5 monthly, when the annual review comes around, you have 60 data points to discuss. That, my friend, is powerful.

It’s by far not a perfect work world right now. Why not use a more perfect tool to manage the crisis?

Big 5 Performance is created by Roger Ferguson of ISIHRConsulting. Big 5 has an app to automate the process. It even manages the reporting with the next level up managers. If the app is something you want for you, your team or your company click here.

15 Ways You Sabotage Trust at Work

Managers and owners of businesses have a hard enough time promoting trust at work among employees.

Trust must be earned. We learned that in grade school. It cannot be mandated by some policy or bought with bonuses and perqs.

Google recently released a two-year study focused on what factors made some teams higher performers than others. The #1 attribute was something they called “Psychological safety”. Read their report and you will see this is a big word for TRUST.

Before you spend a lot of time trying to build and improve the trust factor at work, take a hard look at the ways you might be derailing trust.

As hard as trust may be to build, it is actually quite easy to destroy.

According to Nan Russell in Psychology Today:

“While it’s easy to point fingers or notice others’ trust-derailing behaviors, it is difficult to create personal awareness about our own. In reality, we all contribute to the trust or distrust levels where we work, often through unintentional, mindless behaviors that diminish trust.”

There are at least 15 ways I found that do nothing but undermine an employee’s or team’s trust in their leader.

The List

15 Mindless Ways to Sabotage and Derail Trust in Your Work Group

#1 – Focus on your “win” without thinking about how it’s achieved or its impact on others. If you claim victory for an accomplishment without including the participants, you will break trust.

#2 – Ignore standards, values, policies, or procedures your team is expected to follow. That’s a double standard.

#3 – Operate with 20th-century thinking in a 21st-century world; you stop learning at work. My way or the highway is a great country song, but a poor mantra for leadership.

#4 – Treat your small work issues, needs, or problems as five-alarm fires. The problem is seldom the problem. As the leader, be able to remain calm as issues arise.

#5 – Practice “cordial hypocrisy” — i.e. “pretend trust when there is none.” You can’t fake trust. You have to give it to receive it. People know the difference.

team building via trust

The Next 5 Trust Killers

#6 – Be unresponsive to requests that aren’t of personal interest or importance to you. Just because a team member brings you an issue that is not on your priority list, it may be huge on theirs. Hear them out.

#7 – Share confidential information from or about others. Being transparent as a leader can be tricky. You should be open to share information that is important to the achievement of goals but be quiet about things shared in confidence.

#8 – Give the perception of mutually beneficial relationships, but create only faux ones. Some people are easily fooled about perceived “connections” with the boss. Don’t be the source of such perceptions.

#9 – Lack follow through on what you say you’ll do. There’s a wise old saying “let your yes be yes and your no be no.” In other words, stick to what you say. Trust needs a foundation to grow. Breaking promises will crumble any foundation of trust.

#10 – See people as interchangeable parts; be unaware of others needs, interests, talents

The Last 5 Things that Crush Trust

#11 – Confuse friendship or loyalty with authentic trust. We love having true friends. But don’t confuse friendship with the right levels of trust. Yes, we usually trust our closest friends. However, high performing work teams can grow trust without making friends.

#12 – Deflect or explain away input, feedback, or criticism that you don’t like. As the leader, you must respond to things coming your way. Deflecting or minimizing unfavorable feedback can erode trust because people will see you as false.

#13 – Infrequently take on more responsibility, assist others, or share your knowledge. Hiding in the office does not build trust. Rather, it blocks it. Be open to those around you. Share and mentor when you can; hopefully frequently.

#14 – Speak up when you’re against something yet remain quiet about that which you favor. Be the champion for the purpose or the cause. Your business and team exist for a reason. As owner/manager or leader, you must be the champion of that cause.

#15 – Play on a team of one more often than not. Selfish ambition will erode trust too. As soon as it becomes evident the whole mission is about YOU, the team will turn away.

Cautionary Tale

Autocratic managers and bosses can make things happen. But they have to do it more with a whip than a whim. Also, their employee retention rates are low. Morale suffers.

Good leaders instill a “want to” within their people so that each team member’s discretionary effort is high.

A great leader is valued while they are here, but revered when they are gone.

team trust

If you want to know more about building trust at work for your team, visit my Team Trust Model.