Tag: talent management

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

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

Lots of Reasons, No Excuses

The conversation around performance is always a tricky one.  When I walk into a new working relationship with a CEO/Leader, I often hear the word accountability as a desired outcome.  When I explore it I hear stories that illustrate a leadership style that starts with ‘hands off/you own it” and generally ends up with “Letting them know my frustration / taking on the task myself”.  When this is the story, I can guarantee a leader that those they lead are not owning the results because the leader is not giving them the appropriate space and support to do the right thing.

Here is one shift a leader can make to start down the path of being a better supporter/coach and ultimately increasing the accountability they see with their team.

No Excuses . . . . 

The definition of an excuse when it is used as a verb –  attempt to lessen the blame attaching to (a fault or offense); seek to defend or justify.  If you are managing an english major or someone with Google skills, they might point out that as a noun the definition is a reason or explanation put forward to defend or justify a fault or offense.  In either case, excuses are put forth because a person feels the need to defend their action.  Excuses start us down the path of establishing guilt, penalty, or innocence vs blame.  It could track back to the culture established by the previous leader – which is an excuse in itself!

Lots of Reasons . . . 

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.

This material may be protected by copyright.

By Scott

Leaders and One On Ones – Know your voice

I was timing at a swim meet this past weekend for kids between 8 and 13.  What do you think my primary role was?  Timing?  Actually – no.  My primary role was encouragement and support.  Making sure they were in the right order for the next race and telling them what they did well during that race.  It was easy, because my natural voice is to encourage.  I have known that for a while, and in order to be more effective at using that voice I have had to work on knowing when that voice is NOT the one that is needed at that moment.

Do you know your natural voice when faced with someone that is depending on you for some level of support so they can do their best?  This is one very important piece of leadership.

One important message I share in any leadership training I do is that part of the leadership job description is NOT mind reader.  There are several ways to help leaders get more skilled at this, but the easiest is to ask questions and listen well.

We can make our jobs as leaders easier in the One on One by doing two things:

  1. Asking some scripted questions so we can gauge how the other person is feeling.
  2. Use the question How can I support you? coupled with multiple choice answers of Coach me / Direct me / Not sure.

 

I continue to publish templates for people to use in establishing healthy and productive conversations with their people that result in thoughtful actions and lead to higher performance.  Here is the page of templates, and here is the newest version of the one on one form that incorporates the two tips I shared above.

By the end of my swim meet I had recorded times for every child who swam in my lane, experienced lots of smiles, and everyone started and finished the race they were supposed to be in.  My natural voice came in handy, but so did my directive voice (go!).

As a leader, learn your voice and help your people tell you when it needs to change.

By Scott

. . . and When We Want Feedback – Step 1

(Thanks to Seth Godin for planting the seed for this post – this is post 2 on this topic, see Post 1 if you want to start at the beginning)

I have talked to dozens of groups about feedback, and in almost every case someone comes to me and asks me to give them feedback based on my interactions with them.  I applaud their willingness to seek feedback, but it is the wrong place to start because there is no context.  Some feedback is too broad.  So if you want feedback, here are some tips for gathering valuable feedback.

Step 1:  Mentally be ready

Feedback is not about feeling good (that’s applause), it is about getting better.  There are ways to effectively give feedback that allows us to not only reflect on successes (things we need to KEEP doing), but also identify where we can get better (START doing and STOP doing items).  Regardless of the method, to receive the feedback you have to first prepare yourself to get it, because it is always hard to hear.

Jodi Glickman wrote a book called Great On The Job, and in it she outlines some very simple advice on feedback.  Here are the phases/steps she outlines for getting valuable feedback.

Phase 1:  The Preparation

  1. Plant the Seed
  2. Schedule the Conversation
  3. Provide Specific Guidance (of What You’re Looking For)

Phase 2:  The Conversation

  1. Ask for Concrete Ways to Improve
  2. Say Thank You
  3. Wait, Digest, and Revisit

The number one miss I see happening is skipping Phase 1.  The key to this step is letting people know you will be asking and helping them understand what would help you the most.  If you are working on your nerves – ask them to watch for signs you are nervous.  If you are working on use of humor, ask them to track laughter and how effectively you used humor.  The key is to plant the seed and to pick a time to talk about it that is convenient for them and will be the best time for you to hear it.  fyi – sometimes coming off the high of a 2 hour presentation is not a good time for you to really listen to feedback.

I do a lot of presentations to groups, and when it is possible I take one of my children so they get to experience me at work and I have someone that will give me feedback.  In a presentation last year to a group of entrepreneurs I took my oldest daughter.  I told her before I started that I wanted her to watch me and give me feedback on one thing I could do to improve.  At the end, I took her to dinner and asked her what feedback she had for me.  Her response was “You did a good job Dad, but at the end when you went around the room to ask people What one thing you are taking away from our time together?, you talked too much so it dragged.  At that point people want to leave and you need to keep things moving.”

She was right – I did start too many 20-30 second conversations.  It was great, and it happened because I first focused on The Preparation.  Next time I will be better.

Whether it is a One on One or a performance conversation, Always start with preparation.  Remember, leading and being led is about having Honest Conversations that lead to Thoughtful Actions, that result in Improved Performance.

By Scott

What Seth Said – and more . .

I listen to many experts/sources – Seth Godin, Wired Magazine, Inc. Magazine, Parker Palmer, Huffington Post, Thomas Friedman, Emily Bennington, my Mom, the Wall Street Journal.  There are more, but these stand out for me this morning.

The one I go back to daily is Seth Godin.  I like Seth because his voice is edgy and challenging, and he writes about things that are important.  Here is a piece of his recent post called The feedback you’ve been waiting for . . .

“You did a great job. This is exactly what I was hoping for. I wouldn’t change a thing. You completely nailed it, it’s fabulous.”

Of course, that’s not feedback, really. It’s applause.

Applause is great. We all need more of it.

But if you want to improve, you should actively seek feedback.

(here is the full post if you are interested)

It is so true, and I am guiltier than most.  I know that.  Traditional wisdom would tell us, as leaders, to commit to this and go start asking for it.  That will be nice, but it won’t work because unless we put ourselves in situations where it HAS to happen it won’t.  Most people are too nice, and most of us are too afraid to ask.

For leaders – Here is what you can to get feedback:  1) Create a safe space where it can be given   2) Ask  3) Be genuinely excited/grateful when you get it  4) Don’t give up.  (fyi:  #3 is harder than #2 – and you won’t be successful unless you do #4)

For individuals – See above – – and when you see a leader looking for help to get better, be courageous and constructive.  We are constructive when we focus on behaviors, not intent.  If you are not sure what that means – go study Fierce Conversations)

The safe space is the one on one.  When we create time for others to help us lead them/support them, and ask the right questions we will get feedback eventually. (see previous post).

Seth started this thought, and I am more than happy to finish it.  More importantly – Are you ready to finish it with your actions?

 

By Scott

3 Questions to Transform Your One on One

For at least the first half of 2014, my focus of posts will be around the one on one conversation and individual development.  Since I published the Talent Scorecard, I have become convinced that certain habits in leaders make the most difference – the one on one is a key habit, and I am going to focus providing resources for leaders and individuals to make these great conversations.

There are 3 keys to great one on ones:

1. The individual (not the leader) owns it (ie.  It is their time, not yours!)

2.  The leader never cancels without immediately rescheduling

3.  The leader focuses on: Alignment, Support, Feedback (giving and getting)

Let’s focus on Getting Feedback.  The three questions in the past I have shared that will help build a conversation around feedback for you as the leader are:  What should I KEEP doing?  What should I START doing?  What should I STOP doing?

The core focus of these questions are the basics of feedback 101 – Tell you what you are doing well and get feedback from your team on opportunities to be a better leader. Getting BETTER means– Being reminded what you are doing well, identify some opportunities to increase your effectiveness, and potentially identify actions/behaviors that are getting in your way of being an effective leader.

Sometimes these questions are not effective because they are so different.  Understand the spirit of the questions, and don’t be bound by the words if they do not sound like your voice.  Write your own.  Here are some alternatives, and the text in blue is the intent of the question:

  • What decisions/actions are people still wondering what the WHY was for that action?  (Are you an effective communicator?)
  • As we think about the next 3-6 months, what does the team need?  (What actions would make the most difference?  How effectively are you meeting their needs?)
  • We are doing some operational planning – What do you think should are top 3 priorities should be as a company?  As a team?  (Are you an effective communicator? How aligned is the team with your vision for what is important?  Do you have a vision?)
  • If we were going to pull the team together for a 30 minute update – What do you think they would want to hear about?  (Are you an effective communicator?)
  • What is one thing I did in the last 30 days that made your job harder?  (Do they trust you enough to tell you the truth?  What behaviors of yours are destructive?)

Remember, the goal is to make a safe environment by asking questions, listening thoughtfully (just asking clarifying questions), thanking them for being candid, and making sure to follow-up after you have thought through some things.  Pick one or two of these to ask – – and remember that you are listening for what you did that confused people and/or what do they need more clarity on?  Your questions to gain that clarity is:  Tell me a little more about that? and How could I/we have handled that differently?/What could we have done to get a different outcome?

Managing your talent/team is about having thoughtful conversations.  When we have thoughtful conversations, followed by meaningful actions, we get the higher performance that makes our organizations go forward.

What other habits or questions have you found that are most helpful in leading?