Tag: Performance Management

By Scott

When we don’t react, and Listen

Great conversations start with a question.  As a regular reader, you probably are tiring of hearing this statement from me.

A friend reminded me yesterday of a lesson she was re-learning with her kids.  They were testing her with statements meant to shock her, and while her impulse was to react, her intuition told her to take a deep breath and simply say “Tell me a little bit more about that?”  Then keep breathing and listen.

She also reminded me that I taught her that through watching me facilitate a group.  I was flattered, and also secretly glad she did not follow me around as a parent. 🙂

The goal is never to mask what you are thinking and be seen as a Teflon person who is never rattled.  The real goal (and my intent when I do it as a facilitator)  is to delay reaction until more is learned.

Here are two methods I have designed this kind of listening into key conversations I encourage leaders to have:

  1. Performance conversations:  What are 3 things you want to accomplish with this review?
  2. One-on-ones:  What is energizing you right now?  What is frustrating you right now? What do you want to make sure we cover today?

It is important for you, as a leader, to remain calm and focus on understanding before reacting.  Certainly, there is a case to be made that the words Fire or a gunshot going off demands a quick response.  Yet those who are professionals in responding to such events are trained to assess even as they react.  Leaders need to learn that – and it begins with having the discipline to ask a couple of questions to lead them past the emotion to the core reasons they are making that statement.  Behind a reason is a need, and leading with their needs in mind is what leaders do when they actually care.

Put another way, to care is to listen.

Great conversations start with a question.  Questions put us, as leaders, in the position of listening.  Listening is good, and remember to breathe.

 

By Scott

Ignorant vs Stupid vs Agile

Ignorance is defined (Merriam-Webster.com) as lack of knowledge, education, or awareness.  In contrast, the definition of stupid (Merriam-Webster.com) is having or showing a lack of ability to learn and understand things.  The fine line between being ignorant and stupid is the ability to learn.

Taking that one step further, in research done by Michael Lombardo and Robert Eichinger they identified one competency common to all people that became successful leaders – learning agility.  It is defined as the ability and willingness to learn from experience, and subsequently apply that learning to perform successfully under new or first-time conditions.  People with this quality fail, but don’t normally fail multiple times on the same issue and find a way to apply learning from the past to new situations so they can find success.

I also recognize that some lack the ability to learn certain things, and yet I have dozens of examples from clients who work with people with disabilities or special needs that have seen learning happen because they raised their expectations of those individuals and stopped treating them like the labels that had been put on them were permanent.

There is not test for learning agility, but there are some practices that allow people to share their capacity and willingness to learn.  You know my mantra – Great conversations start with a question.  When we have honest conversations that lead to thoughtful actions, the outcome is improved performance.  That is learning agility in action.   Here are some questions that test for it:

For yourself:

  • What do I want to learn this year?
  • What did I learn this past week / month / year?   Did I do it  the easy way (someone helped me) or the hard way?

For individuals:

In One-on-One:

  • What were recent successes and failures?
  • What do you need to learn faster?  What support do you need?

In Performance Conversation:

  • What did you do well this past year?
  • What could you do better?
  • What do you need to learn?

In the end, there is no difference to a leader from those who don’t have the ability and those who do not want to demonstrate the ability.  All organizations have these individuals, and hopefully do not have too many of them.  The latter reason is the most prevalent from my experience.

Sometimes I wonder if removing labels from our politically correct society soften feedback to the point that it is hard to hear.  Maybe we should use the words ignorant and stupid more to help people see their options more clearly.  People with learning agility will see the challenge in the direct feedback.  People without it will be offended – at least we would know who is who.

By Scott

Inviting the Voice of Ownership

I remember the conversation vividly.  His call came two weeks after my Situational Leadership class and his frustration was evident.

I am asking all the questions you gave us in the training, but they are not giving me any answers.   The How can I support you? question is just creating awkward silence, when I know they are buried and complaining.  I feel like that training was a waste of time.

That conversation was over a decade ago, and started me on a quest to better support leaders and those they lead in having more meaningful conversations.

So here is my response after years of working with other leaders and individuals in this space.

1.  Be patient – The lens of a leader is generally one where they see themselves as nice and approachable, so not answering questions confuses them.  Too often, people do not see them as approachable.  I can think back to an extremely approachable leader I was working with, and the feedback from her team was She is so busy, I hate to bother her with my problems.  Her approachability was impacted by people liking her too much and not wanting to bother her.

Her fault?  No.

Her problem?  Yes.

Creating the space and continuing to share WHY you believe this time is important is the step to focus on.

2.  Look for opportunities to DO support – Talking about support is one thing, but people need proof.  Your best people will only need a little proof.  Your lowest performers will need a lot of proof.  Focus your time and energy on your best people, and continue to provide evidence of your commitment and INVITE your other team members to join the performance conversation.

Notice I did not say try to convince them of your commitment.  People have to make their own choices, and you need to focus on what you control which is your actions and keeping what you are thinking in the OPEN part of the Johari Window.  (see my video to hear about the JoHari Window)

3.  Be patient, and celebrate your successes.

Summer can be a good time to re-start relationships because people are relaxed and have lots of things to talk about.  Use this time to build relationships and invite people into more meaningful conversations about their future and the future of your business.

Just don’t get bogged down by the people that do not want to go there.

If you are interested – here is a presentation I created to support individuals in managing their own career and performance.  A full whitepaper is available on request – just ask.

By Scott

Relationships: Building vs Maintaining

Relationships are tricky.  They start at random places – soccer games, first days of a new job, school functions, board meetings.  They only actually become a relationship, a thing that we can point to or hold up as something that has been created if we continue to deal with each other or are connected in some way.  See the basic definition:

Relationship (noun) – (Merriam-Webster.com)

  • the way in which two or more people, groups, countries, etc., talk to, behave toward, and deal with each other
  • the way in which two or more people or things are connected

We have to be careful to define it as a TRUe relationship just because we are connected through something like Facebook, Twitter or Instagram.  This connection could be a great way to maintain a relationship, but is it how we create one?

There is a difference between creating and maintaining a relationship, and especially when onboarding a new person or leader into your organization.  Creating is the intentional work of forging connections and establishing positive behaviors towards each other.  Maintaining is the work you do to make sure trust continues to exist and there is a pull (not a push) to stay connected in some way.

It is easy to call something a relationship.  Great relationships take some work.  Slow down and build first.  Summer is a good time to slow down and build.

By Scott

Just Add Fear – Is this a line in your Leadership Recipe?

Do you ever intentionally try and scare your people?  Is it a tool you use in your leadership toolbox?

Let me rephrase that:

  • Have you ever initiated changes without an adequate explanation  to anyone why the change is important?
  • Do you go long periods of time without bringing the team together to celebrate wins of the past and talk about what the focus is for the future?
  • Does your travel schedule dictate how often you bring your team together?
  • Do customer needs always trump team communication/gatherings?
  • Do you allow months to pass without giving people feedback on their work and asking what support they need?
  • Do you let people hole up in their cubicles and just work for hours/days on end?
  • Do you celebrate birthdays, anniversaries, births, and show up at funerals for your people and their families?

The hands on work of leaders, the habits we commit to say everything about our leadership.  Fear is like water, it always finds it’s way into where it should not be and the damage starts without us knowing about it.  Any builder will tell you that creating a 100% waterproof house is impossible, but building well and adequately venting things will help us avoid major damage.  My experience tells me in any new building you wait for the first heavy rain and watch closely for those things that are not built well.  Leaks will show up.  They are always there. Some tips – Don’t start with the question – What is everyone afraid of today?  Here are some questions that will help you watch for/listen for fear:

  • What questions are hanging out there that need answers?
  • What should be our top 3 priorities for the next 6 months?
  • Where are you making progress?  Where are you stuck?  What support do you need to get unstuck?

Listen for confusion or emotions that will distract from our ability to solve problems and work together.  Those are the slow leaks of fear filling up the space in our heads that we need to use for thinking and reasoning to do our best work. Great conversations start with a question.  When it works, we have honest conversations, leading to thoughtful actions, and improved performance.  Fear is always looking to creep in and it will, just develop the habits that does not allow it to stay for long. When we do it well, we allow fear a voice, and we create conditions that don’t allow it to stay long.

To build great culture you have to give fear a voice, and also not give it a place to stay.

By Scott

Development: Fun vs Easy, and 3 Tips For Leaders To Make It More Fun

A friend shared a great analogy with me last week comparing professional development and golf.  He had a friend that was a teaching pro in golf, and received lots of requests to ‘help my game get better’.  Ultimately he told everyone the same thing – if you want to get better you need to practice lots more, and play fewer full rounds of golf.  Person after person came for lessons, and only actually practiced when they were paying the pro for lessons.  Their games never really got better.

In the space between mediocre and great is work.   But not just work, purposeful work targeted at getting better in an area that you are interested in and passionate about.  There is nothing EASY about the path to mastery, and yet there are moves to make the work more fun.

If you lead others, here are three tips for making the work you ask from your people more fun:

  1. Leader – you first:  If people see you taking on projects where you name the intent (challenge/growth) and keep a positive attitude when it gets hard, they will have a role model.  Your attitude towards your own development will permeate your team.
  2. Ask first for participation:  Two easy questions for people:  What do you want to do more of in your role?  What do you want to do less of? – help people identify areas they want to focus and work to match that with improvements you want made.   They get more practice in an area of interest, and you make it a range session.
  3. View failure as learning:  Part of practice is hitting a bad shot.  Make a habit out of doing two things when that happens:  First, pour your energy into either helping them fix it or thanking them for reacting so quickly to fix it.  Make it a point to circle back and simply ask the questions:  What did you learn from that incident?  What steps can we take to ensure that does not happen again?

The one thing I did not hear from the pro is the option of using a slow day on the course to hit multiple balls, retake shots, or take some extra time to think through shots.  I often see the summer as a time to bring in some interns, spread the work around ,and give people time to focus on improving their games.

Practice is what you make of it, you won’t reach MASTERY without it, it will never be the classic definition of EASY, and many times you will have to work to make it Fun.

When I see MASTERY at work in a controller, a project manager, a speaker, or a COO I marvel at how easy they make it look – and I also seek out the story behind their MASTERY.   Funny connection – their story never sounds easy, but it often sounds fun.

By Scott

4 Fallacies of Networking

Let me lend a different lens to your network – It is your number one resource for learning and professional development.  How is yours?

I found myself in several conversations with people over the past month who were lamenting the pain and anguish of networking.  Many were struggling to make the commitment to networking as part of their search for work.  I have spent the last decade speaking to groups about the importance of building relationships – and that conversation generally leads back to networking.  I  know it is hard, and I also know it is probably easier for me because of how I am wired.

4 Fallacies of Networking

  1. Networking is a lot of work – I shared my monthly goal for networking events last week and the group was surprised.  My goal = 2 per month.  What counts is any gathering of a group of people and my goal is simple, meet one or two people that I will follow-up with a written note.  That is it.  My goal is not quantity, just quality.  Chamber of Commerce events count, but so does a Booster Board meeting or high school sporting event.  If I do this consistently for a year it results in (at a minimum):  24 events, 48 written notes, and roughly 12-15 follow-up cups of coffee.
  2. Networking is an event – I have a goal of 2 events, but that is not really the end, it is just a piece of it.  Networking is a mindset.  Here is how I view networking based on my beliefs:
    • I believe that hearing the stories of others is important.
    • I believe that it is important to find other people that share my passions/goals, and the only way to do that is to hear stories and share my story.
    • I believe that the end point of getting to know others is a relationship that will continue into the future.
    • I believe in the importance of building relationships.
  3. Networking is inclusive – LinkedIn is a main way I keep track of my network.  I made a decision to kick all LIONs (LinkedIn Open Networker) out of my network.  I want people in my network that are active, positive, and people with which I have a professional connection/opinion.  That does not include everyone, and not letting someone in my network does not mean that they are bad, it just means they don’t fit my network.  I also have a habit where I review my LinkedIn connections once or twice a year and take people out of my network.  I look through and if I do not recognize or remember them I delete them.  I also delete people that post daily or mainly sell with their posts.
  4. Networking is Kissing Up to people you don’t like – I love this one, because it is generally from people who are looking for reasons not to do it.  If the goals of networking are to get to know others, have others get to know you, and learn things through connections/conversations, then you will have to talk to people that you would not invite to dinner.   An important part of networking is always being open to listen and learn, regardless of the source.  From my perspective, networking is about learning, and if it is done correctly you meet new people, build some great relationships, and you learn lots of new things.

I attended an event earlier this year with someone I had not seen in a while, and they gave me feedback that it seemed like I knew everyone.  The reality, I knew about 20 people of the 800 people that attended the event, and most I had met since starting my business.  Remember my goal?  In 5 years my networking effort adds up to roughly 120 events, 240 written notes, and 50-75 cups of coffee.

I know networking is hard.  There are events I go to that I do not have the energy for and end up leaving early.  I also miss events because I have other commitments as a husband or father that are more important.  Networking does not have to be your top priority, but it does have to be a priority if you are looking to grow professionally and have a positive impact on your community.

By Scott

3 Tips for Doing One-on-Ones: Skill #1 Approachability

I have developed and coached leaders for a decade now, as well as sitting in the seat as a ‘busy and stressed out executive’.  It was in the latter role that I began to see my own relationships with my people deteriorate because I was too busy and distracted by challenges I could only share with a trusted peer, my leader, or (more than likely) my spouse.  So I know One-on-Ones are hard.  I also know they are critical to leading well in any environment, but especially in a fast paced environment.

One of the key things a leader has to develop is APPROACHABILITY.   The Leadership Architect® by Lominger describes Approachability as:

Is easy to approach and talk to;  spends extra effort to put others at ease; can be warm, pleasant, and gracious; is sensitive to and patient with the interpersonal anxieties of others;  builds rapport well;  is a good listener;  is an early knower, getting informal and incomplete information in time to do something about it.

First, I get to sit with leaders as an outside expert there to support them.  Rarely do I meet with someone that does not fit this – when they are relaxed, maybe having a glass of wine or a coffee, and they are across from someone focused 100% on what they need (my role as a coach).  So let’s start with a few reasons why others don’t see you as Approachable.  Here are some excuses I have heard from some highly paid/skilled professionals as to why they don’t approach you for One-on-One time.

  • She seems so busy, I hate to bother her.  Even when her door is open or she is darting from meeting to meeting she seems deep in thought.  She is a kind person, but I can’t bring myself to interrupt her.
  • It feels weak for me to ask for time.  We have had so many layoffs in the last decade, that I somehow feel like if I ask for time I might fall into the ‘needy/hard to manage’ group that ends up being the first on the list that gets generated as soon as we see a soft sales forecast.  I need the direction and feedback, but end up talking myself out of asking almost every time.  The last time I scheduled a One-on-One I thought about it for almost a year before I asked.
  • I don’t see him doing that with his leader or the board.  If he does not see the value in it why would he do it with me?
  • She mentioned scheduling something once, but that is the last time we heard about it.  Our filter with her on work she asks us to do is jump on it when she mentions it the second time, so until we hear it a second time we don’t think she is serious.
  • To do it means getting past his assistant, who scares me.  One time Jill asked for some time and after the grilling she got from Shannon ‘The Pit Bull’, Jill never went back.  Jill still tears up when she tells the story.  Nobody messes with The Pit Bull.

Here are three moves you can make to be seen as SKILLED in the area of approachability.

  1. You own scheduling the first 6 meetings.  This gets them past the Pit Bull in your life, shows them you are serious, and takes the burden off of them.
  2. Always lace your script with questions.  Start with – What significant things have happened for you in the past week? Then work in:  What are your three priorities this week?, What celebrations have you had since we last met?”  and What support will you need over the coming weeks?  Being skilled at approachability means you get informal and incomplete information in time to do something about it – – – and the only way you get that is to ask questions and listen for what keeps being mentioned by one person or is a theme across your team.
  3. Never miss without rescheduling, and never extend the committed time.  The reality is you are busy, and if you say 30 minutes stick to it.  At least part of your team needs to learn to be brief and focused with the time, and you are not helping it by sitting there for an hour every time.   If they need more time schedule it right there, but end with “How can I support you between now and our next One-on-One?”.

This is the beginning of a series around One-on-Ones.  I welcome your thoughts and comments on what has worked.  I answer all comments on my blog or emails, so send me a note.

Much of leadership is about great conversations.  When we have them, good things happen.  Step 1 is being more approachable.

 

By Scott

Listen Well

I follow several thought leaders and information sources, and there are only a couple I read >90% of the time.  Seth Godin is one.

His post today was very simple:  Two ways to listen

You can listen to what people say, sure.

But you will be far more effective if you listen to what people do.

I have been working with a career transition program called Shifting Gears, that helps mid/late career professionals make successful career transitions.  Many come because they have been out of work for >6 months.   One of the most important part of the program is captured by changing Seth’s words around a little.  I would say:

Others can listen to what you say, sure.

But the relationships you build will be defined by your actions.

Others are listening, and instead of worrying about how you are perceived, focus on how you live into the words you speak.

I remember one conversation in Shifting Gears that happened as our day began, and the individual was angry, frustrated, and seeing all the barriers (plus making a few up) between themselves and work.  Two hours later, they had moved past the barriers, and were optimistic and doing the work of finding work.  In listening to their actions, it became clear that they were developing  the capacity to get knocked down, and to get back up.  I saw them do this multiple times, and each time they came to apologize to me for being so stuck and negative – – I shared with them what I saw.

“Being stuck is part of any journey, and telling me about it is fine.  My job is to just listen sometimes.  What I respect and admire is that you made the choice not to stay there.  Keep doing that and you will be fine, and the world will get a gift when you are back working.”

Seth is right, and we will be far more effective as spouses, parents, professionals, friends, and leaders if we use that lens on ourselves before we use it on others.

Listen well.

 

By Scott

Training is up . . . is ROI?

I remember every detail of the conversation.  The executive was talking to me about an investment in his people as the economy just started to recover in 2010.  He said he had put $2500 in the budget for training for each of his people.  When I asked him what kind of training he was thinking he said “He did not care, it was up to them.”  I asked him what kind of conversations they had around the development of their people, and if some sort of written development plan was part of it.  He said No.  Was this a wise investment?

Spending on training went up 50% in 2013, which is a great thing.  Investing in your people is always a good thing because, at the very least, it shows them you care.  As you spend more just remember two things:

  • 90% of learning happens outside the classroom
  • 70% of people go to training without a reason for being there

(see trU Tips #3 – Improving Your Training ROI)

In my opinion, the ROI of your training spend is dependent on these two numbers.  For the first one, when I do not see a written development plan my experience tells me that most of your people are getting training randomly and waiting for training $ to appear.    Secondly, without a written development plan and one-on-one follow-up with their leader, people see training  as something they show-up to, but very little gets transferred back to the job.  The data supports this, and in the era of flatter organizations, I would be surprised if the transfer of learning to work improved.

Quick tips . . .

First tip:  When someone on your team goes to training take a 3×5 card and have them write one learning objective on one side and you write one on the other – then after the training set a date to review these goals within a week of them returning to work.

Second tip:  Have someone do a single page summary around what they learned, how the team might benefit from what they learned, and one thing they will be doing to apply what they learned – then share it at your next team meeting.

I did several employee surveys in 2013, and in each of them the lack of training and development was highlighted by people.   It is good to see the money being spent, and if you want a higher return for your investment just the two tips above will make a big difference.  Each will also lead to a great conversation.

I still believe that Honest Conversations, leading to Thoughtful Actions, and ultimately Improved Performance is at the core of culture and talent management.  Commit to it, and the returns will surely follow.