The other day I was running errands and stopped at my bank. I went inside, did my business, and went back to my car. As I sat there checking emails, I was surprised by my passenger door opening with a young lady standing there.
She looked up at me, shrieked, and said “Oh my God!”
I looked at her then noticed that across the parking lot behind her was a vehicle exactly like mine with her husband sitting in it startled with a surprise too.
She apologized and gently closed my car door, exiting to her vehicle.
I shouted at her husband, asking him if he wanted to keep her. He said “Yes, I do.”
I said “Well, she’s all yours. Have a nice day!”
As we both drove away, I was thinking about FOCUS.
Clearly that young lady was very focused on something. So focused that she ignored the distance between her car and mine, simply letting the “impression” of a similar car influence her choice for opening the door.
I too was very focused on emails form my phone and ignored her approaching my car until it was too late and she had swung open the door.
It made for a good laugh, but could have been far worse.
As leaders, we can get so laser-focused on an idea we lose sight of other opportunities or we ignore facts and circumstances that could impact our outcome.
When was the last time you got focused like that?
I have the odd opportunity to work with leaders on both ends of the business spectrum. I coach executives in some of the largest companies on the globe, like ExxonMobil and UPS. I also coach entrepreneurs and sole proprietors who are busy building new companies.
Yet the similarities I see are common to both. Running an organization requires thoughtful, dedicated leadership. Good management is not enough. You have to demonstrate real leadership. (I’ve written about the differences between management and leadership HERE).
Leaders can get blinded by ideas that create an intense focus on going one way or another. Once choices are made, nothing will persuade them to change direction. That can have a disasterous effect.
It’s one thing to be committed to a decision. Sure, the team wants you, their leader, to be certain on which way you want to go.
However, putting your head down once the decision is made can be problematic.
It’s a Tricky Balancing Act
I realize it can be tricky to be decisive yet open to other input. I do believe there are ways you can still make solid decisions and stay sensitive to things happening around you.
Here are some of the best ways I’ve seen work.
First, keep your team engaged. Just because you made the decision doesn’t mean your team should be shut off from reporting changes. For some reason I’m thinking about the submarine Captain and his crew. You’ve likely seen the war movies, you know what I mean. The Captain shouts an order but the crew is reporting back information they see on their monitors.
Next, have a reporting mechanism that works. In Six Sigma process improvement, there is a model known as DMAIC. It is an acronym for Define, Measure, Analyze, Improve and Control.
DMAIC is the core of continuous imporvement of your process. By following these steps, you gain insights that you might not otherwise pay attentiion to.
Lastly, maintain communication with your team. Engage them for their valuable input. Even once the “ship” is underway, you have to allow course corrections to maintain a successful voyage. (Watch Greyhound with Tom Hanks to know what I mean here).
The Leader’s Challenge
The next time you make a big decision, don’t forget about keeping your eyes open for situation and circumstance around you changing. Don’t let your focus be so blinding that external factors get missed of overlooked.
Starting and running a small business can be a blessing and a curse. The dream can become a nightmare. Yet there can be great rewards too.
There are so many things that can get in the way of running and owning a successful business. You hear people talk about “cash is king” or growing the sales pipeline, closing more deals, making payroll, and creating satisfied customers.
While these are all very significant issues for a business owner there is one thing that is even bigger than all of these put together. Do you have any idea what it may be?
Wait for it…..
Your ego. Yep. Good old fashioned pride.
Let me get straight to the point.
Small Business Owner’s Fear
Letting your pride or ego get in the way can be the exit ramp to disaster. On one hand, entrepreneurs must be fearless. They have to start with a whole lot of courage. For that, I applaud you.
Think about it. You hear stories of people quitting their day job to start a business. That takes guts and sheer willpower.
However, that same dogged determination can become the owner’s death sentence too.
The Paradox of Success
Many years ago I wrote a piece I call the “Paradox of Success.” I got this idea after watching dozens of my banking clients go through similar situations. It goes like this.
For those of you who have actually ventured out to start your own company, you understand the intense effort and tremendous satisfaction you achieve by watching the company grow.
Those first few profit dollars start to roll in. Real profit, free and clear. No debt, no more obligations to pay off, pure, real profit. For all the planning, sweat equity, real equity investment, and down-right hard work, you eventually arrive at the threshold of the very thing you set out to accomplish…. SUCCESS!
Ah, but beware. The very thing you strive so hard to achieve, that is your company’s success, can start the downward spiral to eventual destruction. Perhaps even the infamous “implosion” of the company. That is the phenomenon called the Paradox of Success. In other words, success brings failure. How can that be? Let’s explore the full timeline.
First the Beginnings
As was described, the founder sets out to open his or her own business. Perhaps it is a sole proprietor, maybe “Mom and Pop”. It can even be a couple of good friends who decide to start something together. The actual legal structure does not particularly matter at this point.
The focus is on getting going and having that first order come through the door. Days and weeks go by. The founder(s) perform all the daily chores….everything! Sales, marketing, bookkeeping, systems, purchasing, supplies, advertising, contracts, payables, receivables, answering phones, sweeping floors, cleaning the bathrooms…everything!
Next, business starts to grow. The word is out. Your business has something people want and need. Your service ideas are working very well. Customers like what you have. Word of mouth even starts to grow. You are getting business from sources you had not really thought about at the start.
Finally, the business becomes more than you and your partner can handle. You decide to hire your first employees. This becomes turning point number one. New employees do not bring the same levels of dedication, commitment, and energy you had when you started the business. Your ideas are not their ideas. You must start to train and coach to be sure the new guys on the bus are fully on board.
Moving Further Toward Success
The service levels you created and nurtured must be sustained. The principles on which you founded the business must be reinforced. There needs to be a feedback process and a monitoring mechanism to be sure your values and principles are being followed.
Almost daily you feel the tug of contention for your time. The time spent to make the direct business contacts you enjoyed making at the start must now be juggled with the effort to resolve internal issues. Perhaps you add a few more hours to the week. Certain tensions become more frequent.
With employees present, interpersonal matters start to creep in. Sally doesn’t like Susie. Bob and Ted argue over sports teams and their preference in cars they drive. None of this is contributing the business. The founders become referees. Hostilities can even boil over when customers are present. A lack of leadership or even a momentary lapse of leadership can become significant. Who can handle these things?
Phase Two Begins – Leadership
Then, mid-managers are hired or appointed. Surely the owners can rely upon other seasoned professionals to handle the staff issues and keep the ship sailing. Now a new layer is created.
For all the potential good that can be accomplished here, there comes a trade-off. Again, the founders’ values have to be enforced, promoted, espoused, heralded, and cheered about.
Can the mid-manages carry the same flag? All the while the growth in volume creates a strain on the original infrastructure. Are the same tools and equipment that were used to open the business still effective? Have systems started to suffer? This can include everything from the high end network servers to the staplers.
And more importantly, who is truly watching over these areas. Have the partners brought the right skills on their own to address all the issues? Accountability for all aspects of business growth becomes more meaningful. If cash and checks are being handled, controls must be implemented. Growth across state lines adds to the compliance and regulatory burden. Specialists have to be added to the mix like legal counsel, accountants, IT professionals, etc.
The False Security
The very essentials that can help grow and expand the business become challenges to the owners. Volumes and profits continue to rise. A false sense of security here can be deadly. A failure to admit the changes that are happening underneath and any inability to properly respond to those changes can, at any point hereafter, start the spin downward.
Really this stage represents the first major turning point for the founders. The biggest and most honest question that can be asked is “Am I capable of keeping this going or do I need senior management help?”
All too often ego may enter in and prevent the good hard look at the man (or woman) in the mirror. True Leaders with a solid track record behind them have been the first to ask this question and work with the right answer. And they do it with almost perfect timing.
Yet for the owner suffering a big ego, the right questions never get asked. The talk with the person in the mirror sounds more like this…
“Wow, things seem to be ramping up. You really did it.”
“Yes, I did.”
“It feels different now, but that’s nothing to worry about.”
“Just keep it going. We’ll be fine.”
Then one day the wheels fall off. The big accounts start to go elsewhere. Your pricing gets squeezed and you have no answer. The market shifts out from under you and you missed the warning signs.
Or worse yet, your team abandons you because they hate working with you. The few customers you have left eventually leave because the service is terrible.
It happens in all kinds of business. Every day. The tipping point is where the owner’s ego gets bigger than even the greatest of success.
A Cautionary Tale for Small Business?
Maybe so. But it doesn’t have to be. You can get help. You should get help. Is today the day? Business advisors or coaches can help you make sense of the new levels of growth and prosperity. They can help you see you way to even higher levels of success.
But you have to make the call. Don’t let ego stop you.
Whether you own a business or work for a larger company in a management role, there are three circles of leadership you will be juggling at all times.
In a perfect world, the circles overlap right in the center, so look more like one happy circle. However, that is a rare situation.
If you have that, you are one lucky individual. More likely though, the circles overlap a little but do not align in the middle. What can you do with the problem when they don’t align and you are spinning like crazy trying to make it work?
Here’s the Story
First, let me explain what the three circles are, then we’ll explore how to make the best of the situation.
The first circle is the Leader you want to be. As you think about your values, visions, and dreams, you get a picture of the “better you.” It would be wonderful to go to work and be nothing but this picture of the perfect Leader.
Maybe this idea came from experience, or coaching, or mentoring. More likely it is a combination of people you admire and people you’ve worked for. Perhaps a parent instilled in you some values and principles that you want to live by.
If you could be left alone and just “be” this person that you imagine, you are confident you would be a great leader. Let’s call this circle simply “Self”.
The Company View
Next is the Leader the company wants you to be. This position gets a little more complicated. The bigger the company, the management roles, and responsibilities get more complex.
Often, the company has a description of what a successful manager/leader should be. This definition evolves as the company grows and changes.
Let’s call this circle the “Company”.
Once you’re in a position, the feedback you get from above dictates choices you make. Yes, hopefully you have some autonomy to make decisions, but various approval authorities limit that.
Even for an entrepreneur, the Leader the company needs you to be can conflict with the one you think you want to be. As an example, the first time you need to fire someone you feel a twinge. You don’t want to be the person doing firing (the Self leader) but the situation (the Company) requires action. You have to fire that person. The company demands it.
The last circle is about the Leader your team needs you to be. Let’s call this one “Team.”
This last circle can get very personal. The interactions you have with your employees who make up your team can get very real, very fast.
Each person you hire comes to work with expectations, hopes, and dreams of their own. Plus, the burdens they carry come with them. As ‘the boss’ you have to figure out the best balance of just how close you get to each person and where the boundaries need to be.
3 Circle Mix
All three of these circle are working as you approach your role. As a leader, your focus should be on building flexibility and endurance for moving between the circles as the situation dictates.
On one hand, you could dig your heels in and say “No, I know what is important and things will get done my way.” That borders perilously close to the ‘my way or the highway’ leadership style.
Or you can intentionally shift from one circle to the other, still knowing that the space where things overlap is the ideal place to be.
The Magic is in Knowing
The real key to success within these boundaries is knowing the shape, size, and significance of each circle. You have to be aware of your own understanding and belief about each of these circles.
If you’ve never stopped to think in these terms, you may be very surprised to discover that a tension you have felt at work is directly related to a misalignment between one or all of these circles.
As an example, you may have a great sense of purpose and drive (Self). Your relationship with the Team may be strong. Yet there is a constant conflict with the Boss. When you evaluate that relationship, you may find the real rub is that you and the boss disagree on the role you need to be playing.
If your personal sense of purpose cannot align with what the Company needs you to be, you will never get comfortable with the position.
How do your three circles align? How much overlap exists?
What can you do tomorrow to better align these 3 circles.
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.
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.
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.
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.
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.
As I look back on my career, the major milestones are combinations of things done by choice and some by chance.
I would like to claim I had made all of my decisions by choice, not chance. That simply would not be true. Regardless of the reason for making a move, in all cases, change was the common requirement.
Whether I made a job change or location move by choice, change was there. The occasional chance happenings still required some form of change on my part.
You can try to plan your career (and I encourage everyone to do so), but some things happen by chance that alter the course of the best laid plans. Circumstances can change in an instant when companies get acquired or spun off.
Market crashes and economics alter what would have been the plan. Layoffs happen and lives are changed. Or you get unexpectedly recognized for an accomplishment and you are whisked off to another assignment.
Big change can occur almost instantly. The question is what are you going to do with such a change?
After my book “The Uncommon Commodity” was released, I got this note from a longtime friend and college buddy:
For some reason your book has pulled a one liner out of my sub-conscience, which is “if you don’t like the result, change something”.
My Dad hammered into my brother and me that one of the biggest constants in your life is CHANGE. The way he said it is “you will find the only thing that won’t change for the rest of your lives is CHANGE” or “the only thing in life that is constant is CHANGE”. He would follow that with “the better you are at adapting to change and solving problems, the better off you will be”.
Great principal no doubt, but I have found that effecting change within ourselves (I should just say within me since that is all I have control over) is very difficult. Sometimes we have to be inspired and sometimes we have been trying to make changes, but, for whatever reason, have not been successful in either making any change or in making effective changes. The human tendency to stay with or return to what we are comfortable with is a very strong instinct and quite often prevents us from making effective change.
And finally, sometimes we humans want to make changes, but don’t have the knowledge to make the best or most effective changes. That seems to be where encouragement, mentoring and life coaching stands to be most effective.
Change is a Brain Thing
When faced with change, our bodies go into a fight or flight mode. Using an extreme example, when our cavemen forefathers were surprised by a wild beast in the woods, THAT was an immediate change. In just a nanosecond, they had to decide whether to fight or flee.
Our bodies have a natural mechanism to react to sudden change. It’s part of our survival instincts. Our brains drive that response mechanism.
In our current more modern setting, science has proven we can alter our thought patterns to manage our response to many things, chief of which is our reaction to change.
In 1949, Donald Hebb, a Canadian neuropsychologist known for his work in the field of associative learning, coined the phrase “Neurons that fire together , wire together.” Hebb’s axiom reminds us that every experience, thought, feeling, and physical sensation triggers thousands of neurons, which form a neural network. When you repeat an experience over and over, the brain learns to trigger the same neurons each time.
Awareness of the need for change can allow each of us to condition our thought habits to respond more positively in the face of change rather than negatively.
Old Habits Die Hard
Practical experience tells me that old habits die hard. I’ve coached way too many professionals who simply freeze like deer in headlights when major change comes their way.
Events happening more by chance than choice have a greater probability to triggering the wrong response.
At least when you’ve made a choice to do something, the change factor is mitigated by your own thought process to get there (through the change). However, an event happening by chance is a whole different story.
Therefore, when a sudden change happens by chance, your response mechanism needs to be trained to handle the change. People who perpetually struggle to accept change will be routinely thrown out of balance by the chance happenings in their life.
How are you equipped to deal with change in your life? Share some insights.
Here’s a video I shot talking about this choice versus chance dimension.
Successful leaders build trust. Building trust is something you must do. Trust underpins every relationship in the workplace – between boss and employee, between colleagues, and between businesses.
Trust isn’t something that is inherent; it must be forged through consistent action. While there are many ways to become a trusted leader, here are some recurring themes. I’ll call them the “Five Cs.”
A committed leader is someone who is loyal to the cause, the vision, and the team. They persevere despite setbacks.
When a leader is committed, they build the trust of those around them by staying present, engaged, and positive. Commitment is the number one thing a leader can demonstrate to build trust.
A trustworthy leader is connected to those who look up to him. They resist the temptation to get bogged down in the day-to-day grind. Nor will they become neglectful of those who depend upon him.
They never come off as distant or detached in their leadership role. There is a willingness to take some time away from their daily commitments to get to know their team members in a meaningful way.
Therefore, this helps the team see the Leader as a trusted person who cares about them and values their involvement.
A great leader gets to know their employees, listens to their concerns, and responds in a meaningful way – each and every time.
This doesn’t mean coddling them. A trustworthy leader expects their team members to perform their jobs professionally. But a trusted leader knows that no one is perfect. People make mistakes, suffer hardships, and sometimes just need to know that someone cares.
A great leader “has the back” of each member of her team.
Consistency for a leader is key. A trusted leader maintains a calm and collected demeanor, even under fire. Their staff are therefore more likely to approach the Leader with their great ideas, as well as with their legitimate concerns.
By maintaining consistent expectations, and reacting in a consistent manner, he/she builds trust with his team.
An impactful leader invests time in getting to know the issues, expands skills, and participates in continuous learning. He/she doesn’t pretend to be an expert in all things.
They surround themselves with skilled, knowledgeable people and relies on their expertise. Employees trust the leader for being straightforward and honest.
The Sixth “C”
There is actually one more “C”. That is communication. A great leader communicates clearly, concisely, and coherently.
If you want to know even more about diving into the Black Box of building trust within your team, I have a dedicated model that explains a proven process. This model has been used by Fortune 100 companies as well as small businesses of many types. To learn more, visit the story of Building High Trust HERE.
It’s the Leader’s responsibility to make the big decisions. Yet there are times when leaders freeze. They can’t make the call. They can’t pull the trigger. What holds them back?
In my early career I was a banker. We had a saying. “There are old bankers and there are bold bankers, But there are no old bold bankers.”
Bankers were supposed to be the pillars of strength in the community. Seldom was the banker looked upon as the guy on the leading edge. Being bold and daring was typically something no one did.
The issue at the center of the matter is risk. Take the risk or not take the risk, that is the question.
The same holds true for decision making in general. Every choice has its consequences. We teach that to our kids. You make a choice and something is going to happen; good or bad.
In business, the choices might make or break the company. Should we expand? Could we relocate? Should we sell or merge? Add staff or cut back? Hold firm or change?
The list goes on.
But what holds us back?
Here are the main reasons decision can be so darn hard.
Fear of failure or being an outlier – not everyone is a natural risk taker. The self-talk going on inside our brains keep us from being bold. The messages may even go all the way back to childhood, when you were told ‘you’re too slow, not smart enough, not good enough.’
Maybe you were brought up being told ‘you should never bring attention to yourself’.
Making the big decision may do just that; bring a lot of attention.
Fear of reputational risk, internally and externally – Businesses of all sizes have something called ‘reputational risk’. You work hard to build brand identity or at least you should be working on that. Having a solid brand identity is your reputation as a company. Taking a departure from that identity can hurt your reputation.
Think about 2010 and British Petroleum’s Texas Gulf rig fire Horizon. It brought severe reputational risk and brand damage to BP.
Lack of resources (human and capital) – This is possibly the biggest reason decisions get stalled. Whether fact or fiction, the sense that resources are lacking causes many delays and misses when it comes to key decisions.
Fixed way of thinking (mental schemas) – Companies with a tradition or legacy get lulled into one way of thinking. As an example, having a large fixed asset base does not guarantee you will make money by simply ‘not screwing it up.”
Competitive decisions must be made daily to keep your winning edge. As the times change, so must your ways of thinking and guiding the organization.
Defining “Bold” – The meaning may vary according to the individual. When a leader senses it is time for a ‘bold’ decision, the level of boldness may be limited to just his or her mindset.
Sharing the idea with your team may reveal the idea is not so bold after all. It’s just a necessary choice about next steps.
Groupthink can lead to complacency – This too is a big derailer for great decisions. If you are a leader committed to team empowerment, you want the whole team to weigh in. That is a noble idea most of the time. But habitual development of a group-think mindset can lead to a false sense of security.
The Leader is still on the hook for the final decision.
Lastly, being bold would not be received well by the organization (or the Board). You might possibly even get penalized for stepping out there. This is a simple reality about leadership. You ARE on point. You were put there to make decisions.
Not all of your choices will be applauded. That is your risk of being the leader.
I challenge my executive coaching clients to periodically re-calibrate by reviewing their decision making patterns. The question is whether the recent decisions have been consistent with the picture of the leader they want to be, not the leader they’ve been before.
Staying true to the leader you want to be should drive your decision-making process. You can still incorporate all of the team dynamics you want, but the final choice rests squarely on your shoulders.
That’s why they pay you the big bucks! (OK, that’s funny for many of us.)
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.
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.
Being a leader requires the ability to build rapport with your team. Those following you must have good reason to do so.
Every time you have a one-on-one talk with your employees, you have a big opportunity to add to and build that individual rapport.
However, with the COVID-19 pandemic, too many teams are separated, working remotely, and having trouble connecting. Or do they?
The very best leaders I know have been using the following six questions (and then some) to stay connected, stay in communication, and thrive during this period.
Use this in some form or another every time you get that golden opportunity to talk to each individual on your team.
The 6 questions are:
Where are WE going?
Ask this intentionally so that the employee or follower is able to express in their own words their understanding of the current state. Let them tell you what they understand to be the mission and direction.
If the answer catches you off guard, then maybe you have a big disconnect that needs to be handled immediately.
The “we” here is about the team. Be sure to gauge whether the individual’s understanding is in step with the team direction you hope for.
Where are YOU going?
This is a logical follow-up to #1. If the person expresses a correct team direction but shares a personal variance in what they think is happening, then you have another opportunity to connect and correct.
The where are you going question also measures engagement. When an individual has begun to disengage with the team, they must be offered the opportunity to reconnect.
What do you think you are doing well?
This is a great opportunity to let the individual team member express their pride for what might be working for them. Let them share their focus.
Again though, if there is a bit of misalignment, this is the perfect opportunity to realign, recalibrate the role and the duties to set the path for better performance.
By allowing the person to share, you open the communication letting them state in their own words the accomplishments they view as significant.
What are some suggestions for improvement?
Open the door for individual dialogue about ways to improve things. The people who are on the frontlines see things differently than you. Be open to listening to these observations. You just might get the next great idea.
How can I help?
This may be the most powerful of all questions a manager/leader can ask a follower. Letting them know you are there to help is the biggest proof of your commitment to seeing them succeed.
This is an especially important question during remote working conditions.
Don’t ask it if you don’t mean it, but use it sincerely and you will see team commitment rise significantly.
If something is suggested, you must follow through to get it resolved or delivered. Don’t let this golden opportunity fall flat on its face from your inability to deliver.
If the ask is too big, then say so. Explain what the limitations are, but be real. Let the person know they were heard and that you understand.
What suggestions do you have for me to be a better manager?
This is last but by no means the least of these 6 questions. Again, your hope should be to receive sincere feedback. Your response should be an open acceptance of what you get told.
If all you do is ask the question but recoil, then you’ve missed the opportunity.
However, if you take the suggestion and do something with the feedback, you build great rapport and trust.
Speaking of Trust
Trust is at the root of the best performing teams. Building an atmosphere of high trust keeps the whole team engaged with you as the boss. Having the rapport through regular, recurring one-on-ones with your team, using these six questions, will keep the trust growing.
In a recent study conducted at Google, they spent two years researching what made some of their teams perform better than others.
The overwhelming answer was “psychological safety” or TRUST. When teams created a safety net of trust, team members performed at much higher levels.
I’ve developed the following model to help explain the six elements for building and maintaining trust within your team. This model has been used by industry giants in several different settings.
When trust is present, people can accept bad news. They won’t necessarily like it but they can better accept it when they know you have their backs. They get to that end by seeing you make the effort to build the rapport at each chance you get. As rapport improves, so will the trust they have.
Call to Action
If you are a manager or executive who needs a little help with any of these ideas, perhaps a coach can help. To learn more about the coaching I do, schedule a call to speak with someone about the programs and ways we can help.
As businesses across the globe begin to ponder their choices for reopening in a post-COVID-19 world, people will be faced with choices. While governmental restrictions dictate some of those choices, it appears all other choices will be left up to the owner/manager. Are you ready to take a chance?
The choices will involve taking chances. How are you set for taking a chance? Here are just a few of the situations I am seeing among the businesses I serve.
Social distancing is still going to be a ‘rule of the road’. Large companies with grand office footprints are talking about limiting on-site presence, at least for the near future. Ideas like allowing only those employees with enclosed offices to return to work first. Cubicle workers will stay home a bit longer.
Restaurants are looking at separating tables by six feet, reducing seating areas. Stores may keep the Plexiglas panels they have installed at checkout stands.
As an executive, leader or manager making these choices, you create a risk for taking the chance to do something one way or the other. How will you handle that?
The Basis for Decision
Responding to the post-crisis world will be testing your leadership resolve. Do you have the ‘metal’ to stand firm in your convictions about the right thing to do? Clearly acting too soon to deploy large numbers of employees, patrons, or traffic in your facility may tag you an outlier. Are you ready to accept that risk?
The process to make these choices will demonstrate what you have been made of all along. As John Maxwell says:
“Experiences make us, but crisis reveals us.”
How will you be revealed in the face of the crisis around you? As the world finds its new normal, will your leadership character be strong or weak?
Core and Edge Thinking
There is a good explanation for dealing with taking chances as a leader. It has to do with the agility you have in moving from your core out to the edge. Let me explain.
Your Core is the center of your leadership framework. It is made up of all your beliefs, values, and relational experiences. The core includes your technical training and experience too. Likely you have worked hard to develop your leadership core. Just like working on your body’s core at the gym, having a strong leadership core makes you a better leader.
Your core provides the foundation of who and what you may be as a leader. It inspires your own sense of right and wrong, weak and strong.
However, your core can become your comfort zone too. You might be one who finds safety in staying very close to the core. This can be the downside of relying too much on core strengths.
Then There’s the Edge
For every one of us, there is an edge out there. The edge is the horizon of opportunity and challenge. The edge is where new growth happens. It is often an unknown situation or circumstance.
This is why taking a chance is a good example of being on the edge. The risk that is associated with going out to the edge is what makes leadership challenges so significant.
Explorers love the edge challenge. Finding new horizons.
That is why your willingness to go out to the edge is as much an indicator of your leadership prowess as is your core strength.
The third dimension of this model is called agility. Agility is a leader’s ability to move smoothly from core thinking to the edge and back again.
On one hand, being willing to freely go out to the edge is good, but if you get stuck there, you’re in trouble. You have to be able to get back to your center, your foundation. Think about Apollo 13.
Agility is the beauty of good leadership. Keeping your values high yet exploring new opportunities to grow and prosper your team, your work, and your business. By gracefully going to the edge while maintaining clear visibility of core strengths, you become a trusted leader.
Back to the New Chances
The new normal we are looking to establish represents the edge for all of us. The way we define the edge may be different, but it is an edge nonetheless. If your core cries out for certain values and expectations, but the edge is not clear, you are dealing with taking a big chance.
Your agility will be the factor that determines your success. Ask yourself what it will take to move forward.
Will an old habit of decision making fail you in this new crisis? Will you be afraid to take chances?
Or can you effectively, maybe even boldly, make the right decision to choose next steps for your business? By exercising your agility you can go out to the new edges, do what you have to do, then know you can always return to your core for strength.