The Price of “Going Leaderless”—Lessons from the Libyan Rebels

It’s a case of follow the leader. That’s how organizations are designed to function.  

We expect leaders to lead. Some do and some don’t. We know our success is connected to them, either directly or indirectly. The clearer their direction, the more optimistic we feel. 

Now I’ve worked for or with managers who couldn’t lead themselves out of a paper bag. They would either: 

• Do what their employees wanted—the avenue of least resistance
• Do what they thought their bosses wanted, right or wrong
• Make short-term, inconsequential decisions, easily reversed
• Talk a good game but never make anything happen, avoiding accountability at all costs 

They made me want to throw up my hands in despair: I knew that forward progress, meaningful change, and/or essential results were not coming through them any time soon. 

One step forward, a dozen back 

We may be tempted to say, at the height of our leader frustrations, that we’re better off with no leader than an impotent one. When our coworkers are great people who “get it,” have the talent, and demonstrate the will, why should we be stymied by a leader in name only. 

Do leaders really matter when we all know what we’re fighting for? 

The Libyan rebel forces attempting to overthrow the 42-year dictator, Muammar Gaddafi, are testing the question. 

They started out strong, taking cities to the east. Then they headed toward Tripoli, Gaddafi’s stronghold. The U.S., along with coalition forces, took action to create a no-fly zone, providing the rebels with some cover from the onslaught of pro-government forces. 

The rebels moved forward and then back. Forward again…back again. 

Earlier this week, Richard Engel, NBC’s chief foreign correspondent, filed reports about how the rebels were holding up under the retreat-causing pressures from Gaddafi. He made these observations:

 Many rebels were feeling dejected, losing confidence and optimism because:

• There was no central leadership to provide strategies or tactics for the fight.
• They had weapons (although not enough) but limited skills in how to use them.
• There were no coordinated means of communication to let them know how the fighting was going or to (re)direct their actions. 

Engel asked one of the rebels what keeps them fighting. The answer: Honor and the desire for freedom. 

Borzou Daragahi and David Zucchino from the Tribune Newspapers, reported in a March 31, 2011 article in The Morning Call: 

“The rebel effort was plagued by confusion and dissention. Volunteer fighters bickered over tactics and weapons.” 

More signs of the price of leaderless-ness. 

Leaders make a difference. 

 There’s a price to pay for going leaderless, heading into uncharted territory without a guide. Why? Because leaders define reality and set direction.

Leaders are the people who pull things together so that we can “battle” wisely and successfully. At work we need leaders who will: 

• Build strategies that position us for success and build optimism
• Assemble a coalition of supporters to get approval for our ideas
• Step in and halt actions that are unfair or counterproductive
• Upgrade our skills to meet new demands
• Advocate for collaboration and resolve differences
• Represent our interests in negotiations
• Obtain and allocate the resources we need
• Give us reason for enthusiasm and celebration 

When we’re leaderless, we flounder. We keep looking around, searching for someone to step in and pull everything together, putting us on sound footing. The longer we have to wait, the greater our struggle to stay motivated, confident, and optimistic. 

Just like the rebels, we want a leader who believes we’ll succeed, so we’ll believe it too and work harder. 

When it’s all on the line, great leaders pull disparate forces together.  They give us the best chance to advance, no matter what obstacles we face. When you least expect it, that leader may be you. Hope you’re getting ready!

Photo from شبكة برق | B.R.Q via Flickr

Seeking That Elusive “Executive Image”? Polish Up Your Interpersonal Skills

This post is part of the Executive Image series started by Daria (aka @MominManagement). I am honored that she invited me to participate along with her and five other amazing women. For more about the series, visit Daria’s website, MominManagement. 

A one-size-fits-all definition of “executive image” would be so nice. Instead we’re left to decode the shifting sands of “I’ll know it when I see it.”

We get it that executive image is hooked to  our attire and our self-confidence.  

It’s our interpersonal skills, however, that take us to the next level.  Why? Because they’re how we engage others and build the relationships we need to influence and lead, precisely what executives are expected to do. 

Be easy company. 

Interpersonal skills are what we use to connect with people. This isn’t just about the way we act in front people: It’s how we engage them. 

I was a high school teacher before I started my management career at a male-dominated, Fortune 500 energy company. Transitioning from the classroom to a cubicle was an out-of-body experience. I knew nothing about how “corporate types” conducted themselves or their business. 

What I did know was that successful school teachers relied on flexible interpersonal skills to deal with students, parents, administrators, and other teachers. That meant sensing someone’s needs, using the right language at the right time, knowing when to reach out or back off, understanding when to smile and laugh and when to be silent. 

I’d brought those skills to my corporate job, and they worked there too, loosening up coworkers and managers who wondered why their company would’ve hired a school teacher.  

I wanted to make it easy for people to talk to me. So I’d ask questions, express gratitude for their time, and invite them to my programs. Their response was great. 

And then this happened: My boss got a memo from his boss, the department manager, about a program I was working on. The last line was completely off topic. He wrote: “Does Dawn have to be friendly with everyone?” 

My boss was shocked, but our answer was the same: “Sure. Why not?” 

There’s a difference between being friendly and being friends. I opt for using interpersonal skills in ways that make us approachable and easy to do business with, even when we don’t agree. Friendship is a bonus. 

Keep your interpersonal skills polished  

Here are 10 interpersonal skills I consider most important to building an executive image no matter where you work: 

1. Greeting people in a way that clearly shows you “see” them; shake hands when appropriate
2. Smiling and opening up informal conversation
3. Asking questions that start substantive dialogue
4. Demonstrating patience and respectfulness
5. Listening actively to all points of view
6. Bringing people together to resolve differences and get things done
7. Offering praise and recognition; expressing appreciation and gratitude
8. Showcasing a consistently positive demeanor
9. Demonstrating a sense of humor at the right time
10. Defusing criticism and complaining 

We need to adapt our interpersonal skills to be effective with different people and situations. That means tailoring what we say and do when we’re:  

• Attending a staff meeting or a board meeting
• Meeting a new colleague or a vendor
• Leading a grievance meeting or union negotiation
• Facing our detractors or our fans
• Delivering a presentation or attending training 

The pay off 

There is the misconception that building our executive image is about showcasing our interpersonal and other capabilities to executives. Actually, our executive brand emerges from what others say about us—our employees, coworkers, customers, and vendors.

From the beginning of my career, I simply wanted to be taken seriously and to influence decision-making. I never aspired to any position.  In time, however, I was promoted to increasingly higher level jobs, until I was a director, considered executive level. That still amazes the school teacher in me!

Along the way I tried to demonstrate my regard for the value of every person in every job. Through them I learned that “executive image” comes from the people across all levels of our companies who give voice to our authenticity. The rest takes care of itself.

When You’re Guessing, Say So! | Leadership Honesty

Finally! It’s your break-through assignment—the chance to lead a project that breaks new ground.

Leadership alert!  Find out whether that ground is hard or soft, rocky or sandy, dangerous or solid before you go too far. Figuratively speaking, you’re now the company’s excavator. Time to get fitted for your hard hat!

Everyone’s counting on you! 

New initiatives come with high expectations. There’s often a lot of hype and eagerness around a new effort but shaky consensus about:

• Scope—how big or small it will be
• Resources—the money, personnel, and time to be invested
• Impacts—the effects it will have, both positive and negative, over time
• Deliverables—the reports, analyses, communication, and products
• Roll out—when the effort will be completed and implemented 

Once you’re designated project leader, all eyes are on you. You will likely start out assembling an in-house team. You may get to hire independent contractors or collaborate with experts within your industry or in higher ed. Every one you assemble is counting on you to lead the way.

The hard realities 

Getting selected to lead a new project team is a major opportunity to demonstrate your capabilities. It broadens your visibility and expands your brand. So you don’t want to blow this!

There’s pressure because it’s a “new” initiative. No one has led a project like this before. There have been other new projects, but not with the parameters you’re expected to meet.

That means you’re on foreign ground. No one knows exactly how this project needs to be done. You can ask advice from others, but ultimately you have to figure out what to do.

This can be a lonely and unnerving spot to be in. 

What’s a Project Leader to do? 

Provide structure, first. Then provide process. That’s the surest way to keep your team going in the right direction and your eye on what is and isn’t getting done.

This is what you need:

• A “charter” for the project that is approved by whomever is senior to you, stating the scope, owner (you’re the leader), expected outcomes, your decision-making authority, budget, and deadlines
• A detailed action plan with specific accountabilities for each team member and deadlines
• A budget and system for tracking expenditures
• A reporting mechanism for the team and you to use that keeps the project owner and/or company at large informed 

Everything on a project, however, won’t go according to plan. Things get messy and uncertain.

Draw on your team and your honesty

If you pretend you know what to do (when you don’t), then give a directive and are wrong, you will lose the confidence of your team and boss.

This is what has worked for me at a crossroads:

• Meet with your team and/or the owner of the project.
• Summarize the options/choices on the table.
• Describe the “what if” scenarios you’ve considered
• Ask for their input
• State the course of action that you have decided is best.
• Ask once more for input and then act. 

I have always told both my teams and my boss, when it comes to complex new initiatives, that ”I’m making this up as I go along.” I say this because it’s honest, helps manage the expectations of the team, and motivates everyone to do their best to make things work.

Embrace calculated risk-taking

Breaking new ground means developing something that never existed before. No one knows how it will turn out. It’s the tried and true business best practices that help us find our way.

That’s why our business fitness is so important. The seven smart moves give us the insights and the relationships we need face uncertainties and keep moving ahead with confidence, even when we’re unsure! Now fire up that backhoe!

What missteps have you seen that have affected a new project/program? What should have been done? I always love your comments!

Shooting Your Career in the Foot | The Consequences of Squandered Trust

Competition sets its own bar. To succeed we need to know: 

• Who’s controlling the bar
• Is it permanent or changing
• Am I the only one expected to jump
• What do I need to do to get over it
• Can I count on a fair assessment of my effort 

It’s a problem when we can’t trust consistency, support, and fairness. 

The trust factor 

To trust and be trusted: An essential precept in business and our careers. 

It starts and ends with us. Trust is actually quite simple: It’s doing what you say you’re going to do. 

That puts a serious burden on being careful about what you say. Today, however, communication has become, among many, fast and loose! 

We communicate by: 

• Cell phone text using cryptic codes, BTW with LOL
• Tweets, using 144 characters, compressing words 4 ur ease, TY
• Facebook posts, a bit longer, aided by photos and links (the words of others)
• E-mail, a spacious platform to say what’s on our minds 

No longer are we prone to speak face-to-face or even ear-to-ear. We write, just like in the old days. Sans quill, ballpoint, or felt tip. 

But today, what we say has long legs. Nearly everything we say electronically can be and, likely will be, shared. 

Sometimes we forget to think about what might happen when we write something that is: 

• Incorrect or distorted
• Inappropriate or critical
• Angry or rude
• Thoughtless or stupid
• Knee-jerk or mean 

The fallout can be quick. In a blink, it can cost the trust you have painstakingly built, perhaps permanently. 

An apology only stops the bleeding! 

It rarely heals the wound. People trust us to: 

• Do the right thing
• Keep ourselves under control
• Be patient, kind, and responsible
• Get the facts and be above rumor
• Think before we speak or act
• Conduct ourselves professionally and with integrity 

A personal brand without trustworthiness undercuts our potential for success. 

Imagine being on the receiving end of these words from a boss, colleague, or coworker. What would be your level of trust going forward? 

• I can’t believe that you got into a shouting match with that customer. I should fire you for that.
• I went ahead and told my work group about the program you’ll announce next week since I’m going on vacation tomorrow. 
• I know I said that I was going to support your idea at today’s meeting, but it looked like it wasn’t going to fly, so I backed off. 
• As it turned out, I just couldn’t get that assignment done as promised. I had other priorities. 
• I know I told you I thought you were ready for that senior level job. But I decided to give it to Kim instead. 
• I never said I was definitely going to give you that special assignment, just that I was thinking about it.  

Trust is a delicate thing. There are words that will crush it immediately. And there are others that just erode it. 

Lost trust is a downward spiral. 

Distrusted bosses end up with employees who: 

• Keep book on them in case they need to take legal action
• Have low morale and poor productivity
• Are wary and anxious
• Resist change consistently
• Create an undercurrent of negative chatter 

Distrusted employees will experience: 

• Intense scrutiny and/or oversight
• Few opportunities for development
• Efforts to transfer them or eliminate their jobs
• Suspicion and avoidance
• An undercurrent of negative chatter by coworkers 

Be mindful! 

Don’t be cavalier. Think first. Consider unseen audiences. Weigh the implications. Be strategic. 

What you say matters. Few people will take the time to think about what you mean if your words aren’t exactly right. The responsibility is yours to protect your trustworthiness. Being your truest self is the underpinning of business fitness. Please don’t let yourself down! 

Do you have a “loss of trust” story to tell from your career? Was it ever repaired? If so, how? Thanks!

It’s Scandalous! Leaders Who Don’t Lead | Taking Issue

Why does this happen?  Career-minded people knock themselves out to achieve positions of leadership. But when they get there, they don’t lead or just get it very wrong. That’s the scandal!

We expect our leaders to lead, not just sit in their offices waiting to be addressed as Your Leadness!

Leadership isn’t a crown.  

There’s a big allure about “position power.” Why? Because it comes with more money, a better parking spot, a private office, and more employees. This makes us feel important. It’s like getting a spa treatment for our egos!

Our employees want to see how we’ll use our “power.” They’re waiting for their leaders to do things that will inspire them to dig deeper, perform better, excite creativity, protect and benefit them.

We want leaders who respect us as followers not treat us like subjects!

Leading is real work!

Leadership is the actual job! With or without a swanky title, when other people look to you for direction, then your job is to lead.

Considering all that’s been written about leadership, simply speaking, here’s what it takes to be a good leader:

Define reality for your employees—Explain the good, the bad, and the ugly about what’s impacting them from inside and outside the organization. Don’t sugar coat and don’t create panic either. Build balanced, fact-based understanding.

Remove obstacles—Listen to what employees say about impediments to their performance. Clear away that debris. Deflect outside requests that will interfere with their work, especially knee-jerk ideas from upper management that can throw things off course.

Be there—Show up. Learn your employee’s names and something about each one. Ask for their ideas. Participate periodically in group and individual dialogue.   Let them know you’re their ally, working for them!

Communicate relentlessly—Talk to employees about the challenges you’re dealing with, issues you’re trying to balance, information you’re trying to get a handle on. When employees understand how decisions evolve, they’re better able to accept changes that affect them.

Make decisions—Take a position, intervene, and resolve things expeditiously. Don’t waiver and don’t delay. Be willing to change your decision when you’re wrong. Leaders need to keep the ball rolling.

Good leaders are a gift. Bad ones are an albatross. If it were easy to be good, every leader would be.

How do you stack up?

If you want to know if you’re a good leader, look around. Are employees following you because they want to or because they’re stuck with you?

Here are a few leaders who missed the mark:

The new CEO of an intensely mission-focused, non-profit reorganized, displacing a number of employees. He took off for a global business trip one week before the affected employees were notified, making him unavailable for any questions. It was clear he didn’t intend to “be there” for his employees.

The vice president of a financially strapped, non-profit had been fully involved in decision-making with her CEO to save the agency. The VP typically hid in her office, avoiding interaction with her employees. When she had to communicate the changes, instead of owning them, she blamed the decisions solely on the CEO.  It didn’t take long for the truth to come out.

The senior leadership of a major corporation routinely promoted “favorite sons and daughters” to lofty positions. When their leadership didn’t deliver expected results, they pointed the finger at their department managers, making them scapegoats. This is all it takes to crush a band of followers!

Leadership is a moral obligation. 

If no one is following, you aren’t leading. It’s as simple as that! If you’ve never read, Leadership Is An Art by Max DePree, now’s the time. 

Taking the lead is a business fitness smart move—a public one. When you lead, everyone sees what you do and who you are. Let your legacy as a leader be an exemplary one and not scandal. Go on…make yourself proud!

What’s been the worst example of scandalous leadership that you’ve experienced? What was the outcome? Thanks for sharing, as always!

 

People Problems Afoot? Get the Words Out! | Supervisors As Challenged Communicators

“I’m speechless!” Ever said that? It usually pops out when we’re given unexpected praise or are caught unaware.

Being “speechless” is a problem when we’re expected to say exactly the right thing when something important is on the line.

Keep your foot in your shoe. 

We rightly expect our bosses to be good communicators. We need them to solve problems and motivate us by saying the right things at the right time.

Being a good communicator isn’t just about stringing words together. It means:

• Correctly sizing up a situation
• Understanding employee motivation
• Effectively assessing behavior
• Internalizing different perspectives 

All of this needs to be done before we utter a word.

Words are powerful things.  

I make no excuses for bosses who are poor communicators, but I do empathize with them. Most bosses supervise others the way they were supervised.  They often get promoted for their technical competence not their “people skills.”

There are other contributing factors too:

• Lack of training on how to use words effectively*
• Inability to articulate performance behavior
• Fear of employee backlash or criticism
• Unwillingness to risk conflict
• Arrogance and/or disregard for employees 

*(Communication training is a workplace staple, but it’s usually more about interpersonal dynamics and listening than about language.)

Here’s what this poor communication often looks like:

• Your supervisor gives you no feedback on your performance during the year, then rates you “needs improvement.”
• Your boss says nothing about your absences until you get a termination warning notice.
• You report that you routinely hear inappropriate remarks within your team and your boss says or does nothing.
• A work group employee is visibly despondent and the boss ignores the situation. 

It’s not that supervisors don’t want to address these situations. It’s that they don’t know what to say or how to say it. Their fear of saying the wrong thing outweighs the risk of having problems escalate.

The right words can turn straw into gold.

When you’re a supervisor, the company expects you to handle the people issues. That means you need lots of words in your tool kit. 

Supervisors need to know what to say and how to say it, using words that don’t trigger reactions they don’t want while getting the results they do.

Successful communication is also about how you start the conversation, tone of voice, body language, and your intentions.

Try these on for size: 

Situation: I had an employee who always over-explained things. It was starting to alienate colleagues and detract from her developing brand as a great project manager. She was a very sensitive person but unaware of this situation.

Communication: Beth, we’ve worked together for a long time. You know how much I count on you to get things done the right way. I’ve been paying special attention to your presentations over the past month and noticed that you give more information than your listeners want. I often see them tune out. Have you ever noticed that?[Nod]. I’d like to help you address that. Are you game? [Yes.] 

Situation: The company assigned a fellow to my workgroup to see if he could be “saved.” I asked to meet with him one morning and he came bopping into my office, quite care free. He said, “You wanted to see me, Boss.”  

Communication: Harry, I’d rather you not address me as “Boss.” [“Well, you don’t have to be thin- skinned about it.] After all, Harry, I don’t address you as Employee.” [He asks, “Then what should I call you?] Just call me Dawn. [Okay.] 

Start with you heart in the right place. 

Honesty and kindness can give you a pass when your words aren’t the best. Words that are clear, factual, and non-judgmental will serve you well. To be business fit is to stay current, fully equipped with the words you need to communicate effectively every day! Think Webster!

Can you share a time when words got you into or out of trouble? How would you assess their power at the time? This’ll fire up our discussion.

 

From “En Garde” to Guard Down. No Epees Required! | Penetrating Arm’s Length Relationships

Have you ever watched modern fencing? It’s a fascinating Olympic sport of controlled swordplay—the “act of defending.”  Fencing garb is pretty intimidating: a tough nylon or Kevlar jacket, plastron (under arm protection), knickers, a chest protector (just for women!), gloves, and a mask—all puncture resistant. Fencing is serious business.

So how about the “fencers” you work with? The people always in the act of defending themselves. The ones doing everything they can to avoid punctures to their brand, persona, egos, and position security.

They work hard to stay at arm’s length from us. That’s not a problem until we need them to get our work done.  

Diffusing defenses is our best offense.  

Accommodating “off putting” behavior by co-workers and bosses just enables them. When colleagues and bosses want to keep us at a distance they will:

• Become inaccessible
• Always be in a rush
• Be unapproachable, dismissive, negative, and critical
• Give off negative body language: scowls, crossed arms, stares
• Reject our work 

We generally assume that these behaviors are signs of arrogance, superiority, power plays, or egotism. We often take it personally, believing it’s an insult to our capabilities, value, or style.

We’ll never find out the truth until we penetrate the barriers they put up.  

Understand your opponent before you strike your position! 

People will keep us at arm’s length for a lot of reasons. It may be because we:

• Are unknown to them, untested, and unproven
• Haven’t demonstrated our trustworthiness
• Appear to lack savvy, know-how, or good judgment
• Act with too much deference, uncertainty, or cockiness
• Have a prior affiliation within or outside the company that creates unease
• Present a disconcerting work style, way of speaking, or appearance 

We need to figure out what’s getting in the way of the relationship. Start by:

• noticing what triggers their defenses
• getting insights from others who have experienced similar reactions
• talking to colleagues who have gained the kind of relationship you want 

You don’t need pointed weapons to pierce their defenses. Try approaches like these instead:

1. Don’t pretend to be something you’re not. Be your best authentic self with them. No one let’s his/her guard down when we puff ourselves up, oversell our capabilities, overplay our eagerness, and make exaggerated promises. 

2. Find a way to break the ice through laughter. Share a funny moment that involved you. This is not about telling jokes: It’s about helping them to laugh with you by being a wee bit self-deprecating.

3. Share interesting information. Ask a penetrating question. Make an observation and ask for his/her insight. Help him/her talk to you about work-related subjects that matter to them.

4. Deliver good work and make an appointment to get their feedback. Generate dialogue, seek an honest critique, and respond with appreciation.

5. If all this fails, confront. Give forth a resounding “en garde! (get ready!)”

Here’s what I did when I was at my wits ends.

• I told one boss to stop scowling at me every time I suggested an idea. (That made him laugh and ended his use of his “look” with me.)
• I declared to several union stewards that open dialogue was the only way we would get things done. (That opened communication channels and kept them open.)
• I used “impact on the bottom line” questions to gain support by knowledge experts for one of my projects. (That converted them to collaborators.)  

Every touch scores a point.  

Too often we allow people to keep us at bay. Accepting with their barriers inhibits our growth, stalls our productivity, and chokes our courage.  

Building good relationships is an art. Being business fit means knowing how to get from arm’s length to engagement. No need for swords and Kevlar. Just some good old-fashioned conversation will do!

What’s been your experience with a boss or colleague who wanted to keep you at arm’s length? How did you break through? Your tips will be very helpful. Thanks.

Employees Underperforming? Get Their Attention! | Supervise for Accountability

Work’s piling up. You’re worn out. Finally, you get the okay to hire.  You’re pumped. Relief is in sight. Truth is: Employees are work. Actually, they’re your job.

Employees, especially new ones,  mean that you’re faced with:

• Job orientation and training
• “What do I do now” questions
• Reluctance to make decisions when you’re not around
• “I didn’t think that was my job” disclaimers 

So where’s your relief? You’re not totally free of the work you hired for, because it’s still in your head, and the people you hired to do it feel like an added burden.

Take heart. The time you invest developing your employees will deliver big rewards.

Be clear about employee accountabilities. 

The biggest mistake is hiring people to complete a string of tasks. Look at your job descriptions. My guess is that they describe responsibilities, duties, and/or tasks.

If you want employees to lighten your load and add value to your business, hold them accountable for results. That means the tasks/duties they complete must be the means to the ends that you need.

Here’s how you link tasks and accountabilities (also referred to as results or outcomes):

• Process customer claims (task) within 48 hours, ensuring a positive interactive experience for the customer (result)
• Maintain product inventory (task), ensuring availability to meet monthly demand (result)
• Market services to clients (task), averaging 5% conversion to sales monthly (result)
• Complete administrative reports (task) within the first 5 days of the new month (result) 

Employees need to know what they are expected to contribute to the success of the business. It’s not just about being busy doing tasks. It’s about doing work that counts.

The next big question, of course, is: “How do supervisors and business owners motivate employees to do their best work?”

Being “in” on things matters most. 

Repeatedly, studies have been done on what motivates employees. We always think that must be money, but it isn’t. Actually, we all want to feel like we’re important enough to be in the know.

Supervisors who want to bring out the best in their employees share relevant information and make them part of what’s going on.

They can pump up the motivation and ability of employees to do their “best” when they:

• Engage employees in decision-making about things that will affect them (i.e., scheduling, work processes, equipment purchases, working conditions)
• Involve them in the root cause analysis of work that “went wrong” (i.e., customer problems, accidents, equipment failure, miscommunications)
• Ask them for ideas, innovations, and insights (i.e., new products, procedures, work processes)
• Give them visibility with customers, vendors, suppliers, and management
• Take them to see similar business operations in other companies or to visit departments they impact in their own company
• Give them business cards, reminding them that they are representatives of the company and impact its brand

 Talk to your employees. 

Reinforce each employee’s accountabilities monthly. That means a face-to-face dialogue about:

• how they are doing
• what they may be uncertain about
• how ready they are to take on more responsibilities
• what help they need from you, and
• what they can do to get better 

This is where the two of you talk about your expectations and how you can  support to each other. It is not a performance review;  it a conversation.

Becoming the “best” is a team effort. 

Setting the bar attainably high is the best thing you can do for your business and your employees. Employees who think they’re being set up for failure won’t make the effort. Those who believe their supervisor is counting on them to succeed will knock themselves out to deliver. If that isn’t the case, then that employee is the wrong fit and may need to move on.

Supervisors who use the smart moves for achieving business fitness with their employees create an individual development culture that delivers success all around. Nothing beats an employee team making it happen!

What approaches have you experienced that helped employees become their “best”?  What made them work? Any cautions? Thanks.

Want Control? Manage the Message. | Words As Power Tools

“I’m at a loss for words.” Such a helpless moment! We’ve all been there, I suspect. Can you remember a time when someone unexpectedly pushed your hot button and you became tongue-tied? I sure can. And that made it worse!

What you say matters. 

Too many people in the workplace simply don’t know what to say when faced with an issue, problem, or challenge.  So they either say nothing or the wrong thing.

Big messes in business are generally the product of the wrong words delivered at the wrong time in the wrong way. The result often is:  

• Customers furious with the phone rep’s comments
• Employees complaining to HR about their performance review
• Harassment suits or diversity complaints
• Poor morale
• Employee turnover 

It’s not industry jargon that’s the issue here. It’s insensitive or antagonistic language, used by supervisors (and employees), that hits a nerve.

Companies need people who have a command of the language, so that they can:

• Describe performance behaviors objectively
• Open up collaborative discussions
• Address the needs of upset customers
• Resolve disputes
• Provide compelling reasons for change 

The right words clear up misunderstandings, change behavior, build teamwork, and influence progress. The wrong words create dissention, alienate employees, paralyze growth, and build distrust.

Words give you control. 

Successful careers are a function of your ability to use words effectively. You need words to:

• Describe the root cause of a problem
• Provide justification for a raise, promotion, or special assignment
• Promote the value of the work you achieved
• Build positive relationships
• Make effective presentations
• Sell your innovative ideas 

Never underestimate the power of words and the asset value they have to your career.

A case in point 

I was an English major working in an engineering company. It didn’t take long for me to realize that the language of this business, a Fortune 500 energy corporation, was technical. Papers and memos were loaded with analyses and endless minutia, regardless of the needs of the reader.

Part of my job was to convert the language of complex energy issues into information easily understood by customers. My challenge was to “translate” engineering “speak” into laymen’s terms without compromising the accuracy of the information.

It didn’t take too long until I realized how much influence this role gave me. It became my brand and stayed with me with every career move.

I realized that word power creates the opportunity to influence ideas, thinking and action. Here’s how you can enjoy this advantage:

• Offer to take the notes at strategy meetings where you summarize the key points in complex discussions. The words you use can influence direction.
• Prepare position papers on subject matter important to your work group
• Write internal marketing and branding language for your team
• Volunteer to draft “discussion documents” (often called straw men) for key meetings
• Draft a performance self-appraisal at evaluation time 

Go ahead. Write the words. No one else wants to. 

That’s the truth. Writing—struggling to find the correct words and preparing documents—is the last thing most of your colleagues want to do. It’s drudgery to them, mostly because “they don’t have the words.” Not only will you have an outlet for your perspective, you will “save the day” but taking that burden off someone else.

Look, words are important. It’s how we keep the craziness of the world in perspective. We need to put labels on things so we can manage them. If you can do that at work, you’ve got a huge edge. Business fitness includes attracting a following. I guarantee you that the right words are your best hook!

Do you have a “loss for words” moment to share? Or a time when words saved the day? The word’s the thing!

Managers Who Don’t Manage | Taking Issue

Fear of employees. Way too many managers have a case of it. From what I can see, it’s highly contagious. That’s the issue. 

Businesses hire managers to make sure the right work gets done in the right way. Managers don’t actually do the work (usually), their employees do. So, the manager’s job is to set direction and clear the way. 

Problem: Too many managers don’t manage.  Guess they’re just too scared. 

It’s epidemic. The good managers need to do something about it. 

The good ones see it: Managers who won’t step up to the plate and fix things. They just sit back and expect their employees to figure out which fires to douse. When the business results don’t come, those managers look for someone to blame. It’s never them. 

From what I’ve seen, poor manager’s: 

• Have weak management skills and work to cover them up (Fear of discovery)
• Nurture an inflated view of their position (Bosses gotta keep their distance)
• Won’t confront problems and make changes (Fear of failure or backlash)
• Can’t deal with employee problems, feedback, or disagreement (Fear of confrontation) 

So what do they do? Nothing…or maybe something which actually turns out to be nothing. 

Most everyone knows the managers who are afraid to deal with their employees. 

Here are the signs: 

• Employees who don’t pull their weight are tolerated.
• Those who don’t want to make mandated changes to the way they do their work don’t have to.
• Every employee gets at least a satisfactory performance rating, regardless
• All communication is done by memo, especially the sticky stuff
• Work processes and people problems are never resolved
• Complainers routinely get their way 

I’ve seen way too much of this in businesses, large and small. To be honest it really irritates me. The unwillingness of those managers, who should be leaders, to stand for fairness, quality work, employee growth, and high standards shows a gross lack of personal courage. 

So why do so many managers stay at arms length from their employees?  

They can’t or won’t connect. They are averse to building a professional relationship with employees. They have no idea how to motivate, engage, and support the people who work for them, the very people who can make or break their own success.

 Instead, they isolate themselves by staying in their offices, issuing direction by writ, and using others to deliver uncomfortable messages. 

They miss the reward of seeing an individual or team develop, succeed, and grow. Their own misconceptions of what a manager should be stand in their way.

Sadly, many of these managers fear discovery of their own deficiencies. 

I once managed a great group of employees who functioned as internal training consultants in a Fortune 500. 

One afternoon, one of my employees asked to see me after an unsettling meeting she’d just had with a key manager, her fourth meeting without any progress. 

When she confronted the manager about his resistance to training, he told her, “If I offer management training to my group, they will all know what a bad manager I am.” 

My guess is they already knew. 

Here’s the sad truth for all managers. 

Marcus Buckingham and Curt Coffman from the The Gallup Organization wrote the bestseller, First, Break All the Rules, a study of over 80,000 managers in 400 companies. One of their findings was that “…people leave managers, not companies.” 

When you have turnover in your business, either by exodus or transfer, you need know why. There are plenty of reasons why employees move on and why you’d want them to. But, if you want a high performing business that delivers great results year after year, a cadre of courageous, employee-focused, business fit managers will get you there. It’s a big part of a winning strategy. 

What do you think contributes to managers “fearing” their employees? What makes the courageous ones stand out?