#peoplecentered #leadership – A Hashtag Does Not Make It So

Last month I was able to spend 90 minutes with a group of leaders from across the country to walk through my book and help them to experience the content.  I did this through polling them and equipping them with two tools they could take back and start using the next day.  I asked them the following questions:

  • How effective are your business leaders in building strong relationships with new people during the on-boarding process?
  • In your organization – What do you see most often from your leaders – Love or Fear?
  • What part of the RESISTANCE does your leader manage MOST effectively?
  • What part of the RESISTANCE does your leader manage LEAST effectively?
  • How would I score my EGO? (1=not enough, 5=just enough, 10=too much)
  • How often are performance conversations (1 on 1) happening in your organization?

A few observations from me:

  • It is nice to see more LOVE than FEAR in the workplace.  I still wonder what those were experiencing that answered 4.  I am thinking there is still too much FEAR.
  • The one part of OBN leadership that is being managed most effectively is They think they are . . .   Self-awareness is so important in leadership, and being able to actively manage it is critical.  I am glad to see that is #1.
  • Stress induced tunnel vision is being managed least effectively.  Hmmm . . . . .
  • How would I score my ego?  Way too many 10’s!
  • Leaders are not being effective often enough at building strong relationships with new people.  This concerns me, unless I am recruiting and trying to steal talent from someone else, then I am glad because people are making it easy.

Here are the results – so take a look.

If you are looking for a speaker let me know.  My favorite score is the 81% engagement of the people that were there.

How to win the Talent War – part 2

Nature abhors a vacuum.  When something is left empty of a critical piece for life something will fill it.

Take performance conversations with your people as an example:

  1. When we tell them nothing – they assume they are doing great.
  2. When we don’t explain why a leadership change happened – the  small talk around the office will create a reason.  It will become the truth, and everyone except the person involved in the change will likely hear it.
  3. When you wait two weeks to talk to someone about unproductive behavior it becomes more difficult because that action has already been filed away as ‘successful’ because the work is done and no feedback indicated it was not perfect.

A gift of leadership is creating a vacuum so something positive can happen:

  1. You share your biggest issue with your team and you create a vacuum by saying I do not know how to fix this, What do you think?
  2. You share a vision with your team that outlines dividing up Sales and Marketing when your growth exceeds $xM in sales in 12-18 months.  People begin to lay the foundation for processes that need to be in place to support that change and the current leader will start thinking about which role they will want to stay in.  People then will start to tell you who they think should be elevated to a leadership role.
  3. Monthly financials are shared, and in it you point out that a $100K gap exists in profitability that needs to be closed.  Anyone have any ideas?  Your top people will bring all the ideas you need.

In my book, People-Centered Performance, I hit this several different ways, and one is my observation that OBN leaders are afraid if they tell the truth, others will leave.  If you make a change. telling the person who received the role Why? is only part of the issue.  Telling the people who did not get the role Why Not? (which creates a vacuum – gap in performance) helps them understand what they need to work on to close the gap.  The right people will appreciate the honesty and work to get better or to shift to an area where they can be more successful and impactful.

Sometimes those conversations are hard, which is why many of your competitors (the other leaders wanting your talent) don’t do them well.  You position yourself to win the war by telling the truth in a way that creates a vacuum for people, and you follow-up to support those who want to fill it.

What vacuums are you creating today?

(for some examples of creating vacuums through performance conversations here are some templates for some of the most critical conversations leaders have with their people)

 

How to win the Talent War – part 1

How to win the Talent War – part 1

How worried are you about finding the right people?

Lots has been written about the talent shortage recently.  In a recent study my state (Michigan) actually ranked as the fourth toughest state for finding talent based on a survey of employers.  As I interact with leaders the thing I hear most centers around finding people and all the data suggests that is the #1 thing on the minds of leaders.  I continue to stress the importance of retaining and developing the people they have, and it is great to see that many leaders get this.  They recognize the inherent value of already having someone in place that already knows their organization, products, customers, etc.

Here is the key point to keeping those people – when employees were asked what they want more of, the top answer is career development.  They want an organization to invest in them.  I can remember the first time I asked a group of HR professionals if all of their best people had development plans – and 80% said no.  Two weeks ago I was presenting at a conference and polled the audience, and 61% of the people in the room did not have a development plan.

Two reasons why this matters to people:

  1. Talking about their future creates HOPE:  Remember my formula about having a good day vs a bad day?  Hope > Fear + Anger + Frustration + Worry + Hunger + ______ + ________?  When we have a career conversation we fuel the left side of the equation and address things that exist on the right.
  2. Talking to them about their future means you care:  When I present to leadership groups 100% of leaders say they care about their people.  When I ask them if all of their people have a development plan the answer of ‘Yes’ is somewhere between 20-30%.  A second shift supervisor from Murfreesboro, Tennessee once put it this way – “So Scott, what you are saying is Intentions without Actions equals Squat.”  Helping people form their own future plans and providing the support they need to be more successful and enjoy their work more is huge!

A wise CEO once put it this way when it comes to engagement and talent.

Most people come to work giving 85% of what they have, and we get that as a default if we pay them and provide them with a good environment to do their job.  The key to leading more effectively is to create conditions where that employee will give that extra 10-15%.

The ironic thing – not doing career plans in the 2008-2010 recession was the main problem driving down employee engagement then.  This simple habit will set you apart as a leader and as an employer, regardless of the economic conditions.  As a start – here are some templates that you can use to get started.

Go win.

Powerful Question For Leaders – What is within your control?

What is within your control?

As I talked to the leader he explained a very complex situation that included a hierarchical leadership structure, a workforce that had to stay, and a customer that often spoke up in frustration.  I listened for ten minutes and then asked a single question – What is within your control?  The first response was all the things he did not control – so I repeated myself.  What is within your control?  The next response was the feelings that were created by the whole situation, so I repeated myself with a twist – What part of this situation do you control?  His final response was a list of a couple of things that mattered and a great conversation ensued.

Great conversations start with a question.  Many conversations with leaders start with challenges, frustrations, and sometimes just pleasantries.  It is when we get to the place where we name our place in an issue and what we see as our goal/ownership that the conversation becomes great.  What makes it great is that we demonstrate our trust in the person/relationship by sharing our absolute version of the truth – regardless of the risk.  What also makes it great is that we can openly disagree as part of the conversation by allowing space for others to offer their truth.

I believe trust is a gift, and when someone around me is willing to share something that could be used to hurt them or could cause conflict with a teammate my first move is to be grateful they are willing to share.  The next step is to identify what needs to be done with the idea.  As leaders, recognize there are three reasons behind a powerful statement:

  1. Just needs to be said. (We just need to listen).
  2. It raises and issue/problem that needs to be solved.
  3. It raises the thought of a potential issue/problem that needs to be explored.

The challenge is that leaders are too often wired for #2 and #3 happens by accident because we choose to ignore it vs just parking it in a place that allows further inquiry or conversation.  And #1 – that is in the Husband 101 class that we all need to keep retaking. 🙂

Listen differently today.  What do you hear?  What is your natural response to truth being expressed?

 

The ONE key to performance

What is the single greatest impact on my performance?

A fairly simple question, and yet the answer tells the story about what needs to change to get things done.

The answer:  ME

My attitude.  My resilience through change.  My courage to be honest with myself and others when the work does not align with my heart. My willingness to ask for help.

In an era where our leaders, our companies, our world change more often than they ever have in history – who owns what I get done today becomes critically important.

Change gives us a reason the right things might not be happening, our first job is to not allow it to become an excuse.

When we own it – our situation looks different.

When we own it and readily ask for help/wisdom/guidance – teams have a chance to develop.

When we own it, ask for help, and our teammates come to our aid – teams have a chance to become healthy teams.

When we say thank you and bring in pizza/donuts/apples to celebrate teamwork – healthy teams can evolve into friendships.

And it all starts with ME.

Go own it – – or not.  It is your choice.

(fyi – here is a whitepaper I created with 5 Tips to help individuals manage their performance.)

Empathy: 3 Things Leaders Can Do to Develop It

Seth Godin recently published a post on empathy – and it starts with the observation that Empathy doesn’t involve feeling sorry for someone. It is our honest answer to the question, “why did they do what they did?”  He goes on to share that if we really honest with ourselves, the answer to that question is rarely because they are stupid.

Simple advice, but in the world of business people doing the right things immediately impact our businesses, and often more importantly – when we get to go home at night or how much we can actually relax when we are on vacation.  Developing empathy is hard in these situations because we start in a frustrated place where the only questions on our mind are What were you thinking? or Why do I always have to fix this for you?.  These questions create fear and cause people to hide, and empathy does not reside in that place.

The thing is, empathy is a cornerstone for developing the talent in others, because when we do the work to see the things through their eyes helps to drive the conversation – What can we do together to close the performance gap that we both see?.  Asking and listening ultimately leads to the barriers others see that are getting in the way of the work.  Do you hear empathy in that statement?

Here are three things any leader can do to build empathy:

1.  Read – One thing I recommend for women and men is a book series call For Men Only/For Women Only by Shaunti and Jeff Feldhahn.  It was designed for couples to read about the perspective of the opposite sex, and I guarantee it will drive conversations and ah ha moments for both men and women.  Any book that gives you a perspective into a culture or person will create opportunities to develop empathy.  Lean In by Sheryl Sandberg was a book that did that for me this summer.

2. Do their job – In his book Rework, Jason Fried (founder of BaseCamp/37Signals) encourages entrepreneurs to do key jobs for 3 months before hiring people.  His reason is that it will give you an opportunity to know the work and challenges intimately so when you hire you find the right person and you know how to support them. Do you hear empathy in that statement?

3. Ask them – In my one-on-one templatesI share questions to help leaders start and end their time by listening.  Great conversations start with a question.  These questions are designed to hear someone else’s perspective on truth.  Remember, in performance situations the truth has multiple perspectives.

    • Recent successes and failures (to celebrate)?
    • What is energizing you right now?
    • What is frustrating you right now?
    • What is one thing that needs to be addressed by me? This organization?
    • How have I made your job harder in the last 30 days?

If we make the assumption that people want to tell the truth and we create a safe place to do that, empathy will happen when we really listen to the answer and learn how/when to act to support them.  Some things (many things) we cannot fix, but we can listen.

Listen . . . Lead.  Repeat often.

Time to DEVELOP PEOPLE – 3 Tips to Make It Happen

“I don’t have time for development for myself, how can I do it for my people.”

In 2008-2011 money was the number one reason I heard for not being able to develop people.  Today, the most common reason I hear is time.  Three thoughts on this:

Thought #1:  If it is really important you will make time.  If it is not you won’t.

As a parent I started to use the phrase “There are lots of reasons, but there are no excuses.” in response to teenagers in my life coming up with various excuses why things don’t get done.  It helped me shift them from passing the blame with an excuse back to thinking about the reason something happened so we could have an Adult to Adult conversation around the importance of what was supposed to get done and what we could do to make that barrier (aka. reason) go away.  It also helped remind me that these reasons are real for them and I cannot unilaterally fix them, but together we can probably figure it out if they will own the reasons and agree on the priorities.

There are lots of reasons for not sitting down for 30-45 minutes once a quarter with your people to focus on their growth, but no excuses – – if you really do care about their professional development.

Thought #2:  Employees own their development.  The organization owns support. (Note:  As the leader, you represent the voice of the organization)

I recently talked to a leader struggling with the One-on-One template/meeting structure I share on my website.  It was lots of work for him, and his people were not really engaged.  As we talked, I learned he was filling out the form and owning the updating of it and the scheduling of the meeting.  It was lots of work because he was doing their work.  We are working on flipping the model.

Remember to encourage and support them.  If they are not sure what their role is give them my whitepaper – 5 Tips for Owning Your Career and Development.

Thought #3: Beware of the Myth of Controlling your Time

In my book, I talk about how OBN (Ought But Not) Leaders have fallen for the illusion of control around time.  Leaders need to make sure their TIME is focused on THEIR PRIORITIES and the ORGANIZATION’S PRIORITIES.  It is not easy, but if you really believe investing in your people is a priority, then we can find the time.  The tools are easy – read the HBR article Who’s Got the Monkey or read my trUTips on this and go to the special web page for additional resources to help you start owning your time.  The work of change is not easy, but it is important and achievable.

The ironic think is that I made the statement that started this post.  I believe Learning + Doing = Growth, so I am busy making my development a priority and finding time to make it happen.  I have no excuses.

Friday Thought: Finding Your Growth Mindset – Is it there?

I work with high growth companies and growth focused leaders.  Daily I get to experience people that, in spite of setbacks, inspire me with their resiliency.  There is a name for it this – growth mindset.  In her book Mindset, Carol Dweck shares her research and belief that there are growth and fixed mindset individuals.

We all know these people:

  • Growth mindset people believe in their ability to learn and figure out almost anything.
  • Fixed mindset people are quick to point out ‘why not’ when faced with a challenge – and keep that voice throughout the work.
  • Growth mindset people have a mechanism to adapt when situations require them to make a personal change.
  • Fixed mindset people lead and/or end with That is the way I am.
  • Growth mindset people are quick to set aside their EGO, and ask a question.
  • Fixed mindset people are quick to protect their EGO, and make a statement.
  • Growth mindset people have feelings and get butterflies, they just don’t hide behind them or allow them to define their next step.

Which one do you see or hear in yourself?  Which do you see most prominently on your team?

Entrepreneurial spirit is a trait that is desired by both Fortune 100 and Inc. 5000 companies.  The powerful thing about this distinction is that it’s quickly displayed when the work starts.

It is one reason why a company in Ann Arbor called Menlo Innovations does a test in an interview where two people have to solve a problem with on pencil and one piece of paper.  It is why a strategic planning process I use (EOS) has direct feedback from your teammates in day 1 around whether you Get It, Want It, and have the Capacity to do the job the organization needs you to do.  It is the reason selection for a growth company first asks the question  – Right Person?  The Right Seat will show up eventually if it is not there already.

I have a formula in my book that urges people in the midst of change to manage their mental state so Hope > Fear + Anger + Frustration + Worry + Hunger + Weariness + ______ + _______.  NOBODY is always in balance – but I have watched growth mindset people bounce back time after time from tough situations where they were clearly in a Hope < Fear + Anger + etc. situation.

As you end your week – how is your formula looking?  Which label are you living into?  How can you support a shift in someone around you?

Failure 101 – The Movie Is Better Than The Book

One of my favorite TED talks is Connected, but alone? by Sherry Turkle.  It is significant because it brings research behind my belief that social media DOES NOT replace talking in building healthy relationships, and that is a significant concept as Millenials, Gen X, Boomers, and any other groups continue to form teams and work together.  We already made the label/assumption mistake in the diversity conversation, and I see the world repeating that mistake with technology and generations working together.

I was so excited about the video I bought the book (Alone Together) and it has been painful to read.  One word for the book – Terrible.

So do I dismiss the video and reframe my view of Sherry Turkle?  ABSOLUTELY NOT.  Failure in one form of art does not mean a voice should be dismissed.  Ten years ago I worried about failure as a career derailer, then I joined an entrepreneurial organization and realized failing fast and moving on was the measure in this world.

It still hurts to suck sometimes.  Failure is painful, regardless of the external smile people put on.  The choice is to wear the failure as a weight or as wisdom for the next opportunity.

Remember leaders – you play a significant role in helping your people with this choice.  How do you use failure with your team?

As a test:  Next meeting brainstorm around the biggest personal/team failures of the past quarter – and end with a conversation about What did I/we learn? and What will we do differently in the next 3 months because of it?  Your teams ability to do this will give you your answer on how you lead through failure/mistakes.

3 Tips for Doing Leadership Development Better Than Your Competitors

I was with a leadership team of a high growth/dynamic company yesterday. One target they put on their Rock list was developing their future leaders. They inherently understand a couple of things:  *Rock = high priority/commitment item from my strategic planning process

  1. Developing future leaders means intentionally devoting effort to it.
  2. A constraint to doing this well IS NOT money. Time and/or focus are their real constraints.
  3. As an Inc 5000 company – their company is their best classroom.

I have done a past trUTips on this very topic.  It is actually a very simple process, and yet not that easy because there is so much you can do with it.  While this trUTips is a recipe to structure a great program, there are some details that will differentiate you. Here are three additional tips to making it great:

  1. Focus on selection(with executive team) – Use your values and three conversations with your leadership team to select the right people.
    • First conversation:  What are the criteria we will use to select our leaders?  (Focus more on attitude than aptitude)
    • Second conversation:  Finalize criteria and take first pass at the people who stand out.  At the end ask questions like:  How can we make this group more diverse?  What questions do I still have about each person that I need to work on finding an answer to before I can cast my vote?
    • Third conversation:  Vote for the final candidates.  Pick a threshhold for the number and create a list of why we picked you for each person.
  2.  Make the first phase a 12 month commitment, and begin by asking each person if they would be interested (share list from Step 1-Third Conversation).
  3. Make the first step a learning about myself (assessment based) and learning about what will be asked of me as part of the program. (there is an opt out option at the end of this step with no negative impact.

In his book Linchpin, Seth Godin says:

Telling people leadership is important is one thing.  Showing them step by step precisely how to be a leader is impossible.

He goes on to say:

The alternative is to draw a map and lead.

Make sure your leadership development effort puts people to work on real problems(and make real mistakes), gives them feedback and support, and challenges them to always be learning.

It is that simple – so make it a Rock and get started.