Tag: professional development

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.

By Scott

People Habits before People Skills – Johari Window

I remember the moment I became passionate about one-on-ones.  I was in day 2 supporting a nationally known author/consultant in the area of conflict management/robust conversations.  Our challenge:  We were 16 months into a curriculum rollout/organizational change and the success was present, but only in pockets.  As we went from group to group getting feedback on successes and failures, a question came to my mind, so I asked it.  “Bill, in your assumptions of organizations and relationships between leaders and their teams, do you assume that leaders are meeting one-on-one with their teams regularly?”   His answer “Yes.”  It hit me, we can equip leaders all day long to have these wonderful fierce, crucial, or honest conversations, and yet if they are not creating controlled space that is safe and focused (like a one-on-one conversation) it will be difficult to practice and change habits.  More importantly Failure rate > Success rate – and failure in the area of building relationships (ie. leadership) is expensive at many levels.

That is also the time I realized I would start a crusade around habits that mean the most to people (ie. engagement!) and that busy leaders, if they are willing to practice them will get the biggest ROT (return on time).

Here are some videos I have put together for leaders to think differently about this time using the Johari Window as a lens for not only how they listen, but how they create safety for their people by sharing first.

Leadership and the Johari Window – Part 1

Leadership and the Johari Window – Part 2

 What is to come?  A script for how this could be a 15 minute time of learning in one of your team meetings and a key note/workshop around one on ones where this could be used.  Subscribe to my trU Tips and you will get the templates.

I believe our learning model for most organizations has changed, instead of going off to class, practicing, and then coming back to receive practice/support to help us get better – we now are in positions where we have to learn as we do and it is important in that model to get support and feedback real-time.  Since 99.9% of companies have <500 people, this model works great as long as leaders are present on a somewhat routine basis and the time is productive for both leader and individual.

My goal is to equip leaders and key supporters (HR leaders) to help their people create the habits that feed a frenzy of honest conversations, that lead to thoughtful actions, and result in trUPerformance.

By Scott

Tough Conversations

Is there someone in your work life that is causing you pain?

There are some great books out on having difficult conversations.  My two favorites:  Fierce Conversations by Susan Scott and Crucial Conversations by the Vital Smarts team.  When I script leadership development activities, this is the #2 learning must for any new/current leader.  It is that important and it gets easier, but it is never that easy.

If I were a leader every time I looked around the room and realized more than half my team is new in the last 12 months, I would make a group learning assignment to read/reread one of these books as a team.  It could also be a gift for a new team member, and if you do that remember my gift giving advice!

Let me add another voice to this topic, a TED talk by Ash Beckham.  It is not specific enough to outline the skills of having honest conversations with people, but it certainly speaks to the heart of the topic.  I found myself laughing as she shared her own transformation to having more honest conversations.  Her voice is not academic – instead it is very real and that makes her advice/story relevant and helpful.

She started by controlling her own narrative first.  It would be a great follow-up to a book study group because many of the themes of the above books are captured in her talk.

A big part of having tough conversations is showing up often enough – in a focused manner – with your people to have all the other conversations that constitute a relationship. Habits around One-on-Ones and team meetings are critical to making this skill even more relevant and EASIER.

What makes tough conversations tougher is when, as leaders, those are the only time we show up to connect with our people.

By Scott

Leadership – The biggest choice you will have to make

As a leader, at some point you must decide what you believe leadership is.

I uttered these words in trU Tips 28, and I can’t stop reading them.  Most of us lead in places where there are no competency models, corporate training departments, coaching pools, or learning and development budgets.  We might not have an exact idea of how to answer this question, and yet it is a question that starts a journey and refocuses a journey.  Once you answer it, these next few questions help you chart a path to personal growth AND significance.

  • Where do you lead in your life today?
  • How would you prioritize these leadership roles?
  • How would you rate your performance in each role?
  • How are you getting better at ________ leadership role?

Continue reading →

By Scott

#joymatters

I met a guy named Rich Sheridan two years ago, and have had the pleasure of touring his company (Menlo Innovations) several times.  Menlo is a software company that has developed a very unique culture and Rich has just published a book about it called Joy, Inc.  How We Built a Workplace People Love.  I read a lot of business books, and rarely do I finish any of them.  I am good for 150-175 pages, but at some point I run out of gas.  I read Joy cover to cover.  It was part because I have experienced the culture and personal tours from Rich, and part because it gave me a chance to hear all of Rich’s journey with the culture at Menlo.  He is coming to speak at our local chamber on June 6, so I look forward to sharing him with some of my high growth second stage companies.

At the very end of the book, he gives three next steps to any leaders who want to open up the conversations in their workplace and make JOY a greater part of their business, and I loved them. Here is the excerpt.

WHERE DO YOU SIT? Most visitors are simultaneously intrigued by and uncomfortable with the thought of a space without walls, offices, cubes, or doors. As I mentioned earlier, our guests are intrigued by the fact that I sit out in the room with everyone else. This kind of managerial experiment builds trust, the kind that comes from treating your team members like the adults they are.

Changing your seating is a simple experiment to run. If you are a leader trapped in an office or caught by the trappings of an office, turn the office into a conference room, grab a small table, and move out among the rest of your team. Ask them to select the table’s location. Tell them it’s okay to move it whenever they like without asking permission. Post a sign-up sheet outside the new conference room that was your old office and let the team know it’s available to anyone, first come, first served. Have them name the room.

You can always book the conference room yourself for those truly private conversations. I’m guessing you will be amazed at how few there are. If you are having a lot of private conversations, there is likely something else amiss with your team that requires deeper attention.

Remember my earlier admonition: everyone has to change in order for you to achieve the dramatic change you seek. This includes you. What’s the worst that can happen?

—

TRY A STANDUP MEETING FOR A WEEK: Go back to chapter four and read about how we do our daily standup meeting. Try it for a week. Set a timer, pick a goofy token, and experiment with some silly traditions. Find something fun in your current culture and blend it in.

—

COME VISIT: There’s one thing you have that I didn’t: Menlo. Come visit, explore[…]”

 

Excerpt From: Sheridan, Richard. “Joy, Inc.” Penguin Group, USA, 2013-12-26. iBooks.

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