They Said What About Me?

Leadership Assessment, Leadership Development No Responses »

Mar 172013

In order to grow as a leader, you have to be willing to change and adapt. And in order to change, a level of awareness must take place. Whether we are talking about the growth of an organization or the growth of an individual, awareness precedes change. One of the tools we use to help leaders become aware of their leadership capability is a 360 assessment.

How many of you have given feedback to someone via a 360 assessment? A 360 is a great tool for leaders to learn how others see them. It’s not always easy to get such honest feedback from your boss, peers and direct reports. Their feedback is based on how they see you. It’s their perception of you. When you get the feedback report, you have a couple of options. One, you can discount what others say as sour grapes, or two, you can reflect on what their feedback is saying to you. Hopefully, you’ll select number two.

How many 360s have you had in your career? How often do you get to participate in a 360 for yourself? Provided you are open to feedback, the more times you can get feedback, the better you are able to calibrate your leadership. If you are not offered a 360 every 18-24 months, ask for one. You could even conduct your own Pulse Survey. These are mini surveys that allow you to get informal feedback from those around you.

It’s not easy to read or hear honest feedback about how others view you and your ability. But to grow, you have to open your mind and be willing to change or adapt based on the feedback. Great leaders must be willing to swallow their pride and admit that they need to do something to change the perception of others.

3 Steps For Performance Improvement

Performance No Responses »

Jan 182013

Human behavior is an interesting field of study. One of the things I like about dealing with people is the very thing that drives engineers (and other technical people) crazy. Each situation is different. Dealing with people issues isn’t always nice and neat. There isn’t a checklist to use in every situation. People are different and so are the dynamics that surround people issues.

As a leader, you have to put your consultant hat on when you encounter a performance problem with one of your direct reports. And you have to step back and look at the problem from three angles.

Does the employee know what’s expected? Surprisingly, many people are not sure what you want from them. They aren’t always clear on goals and expectations. If this is the issue, clarify the goals and lay out expectations. And ensure the employee understands them.
If it’s not an expectation issue, look at their skills and knowledge. They know the expectations, but do they have the skills to perform? Can they perform? If the answer is NO, train them.
If the employee knows what’s expected and knows how to do it, but still isn’t performing, look at their motivation. Are they willing / motivated to perform. If this is the issue, you have to decide how best to coach the employee. Motiviation issues can be the most difficult to address and correct. Often this type of performance issue has to be dealt with using a performance improvement plan.

Addressing poor performance isn’t the most pleasant thing for anyone to deal with, but you need to address it sooner rather than later to get it back on track. With your consultant hat on, you need to be able to ask the right questions, observe behavior and coach for performance improvement. It takes time, but it’s better to spend the time on the front end diagnosing rather than on the back end dealing with a potential legal issue.

5 Ways To Derail Your Career

Uncategorized 1 Response »

Nov 242012

There are many things that can make a leader successful. But there are things that can derail the career of a leader. And these are all self-inflicted derailers.

Below are five ways to derail your career.

Making it all about YOU. It’s not about you, it’s about them. Putting your team and others first is the sign of a good leader. Putting yourself first is not. A selfish attitude will not be looked upon favorably by your boss, peers and direct reports.
Treating others poorly. This goes along with number 1 above. Avoid being abrasive in dealing with others. You are the captain of the ship. You may bring the ship in safely, but if the crew is dead, you haven’t accomplished much. Be more of a servant leader and you will avoid treating others poorly. Remember, it’s about them.
No follow-through. Lack of attention to detail makes you look disorganized. You may be the nicest person in the world, but if you don’t follow through on tasks or jobs, you may be looked upon as untrustworthy.
Not developing your team. Selecting, hiring and developing a staff is critical to good leadership. You need to be able to assess talent and develop a top-notch team. You need to develop your successor as your continue your own development.
Lack of adaptability. In today’s business environment, adaptability and flexibility are critical. You have to be willing to take on tough challenges, take on a new role that may be outside your comfort zone and willing to flex to meet the demands of the boss, team, company or economy.

Lack of emotional intelligence can also be a derailer, but I’ll leave that one for another time. If you focus on avoiding and are aware of these five derailers, you have some of the ingredients to be a successful leader.

ABCs Are Not Just For Children Anymore

Performance No Responses »

Oct 252012

Why do people do the things they do? Why do you do the things you do? Well, that’s a loaded question. For years managers have asked me why their employees do the things they do or why they don’t do what they should. It depends on the situation, but one reason people do or don’t do what they should has to do with the ABCs. And I’m not talking about the alphabet.

ABC stands for Antecedent, Behavior and Consequences. If you use these to asssess behavior, you may uncover the reasons why people continue to do the things they do or don’t do.

Antecedent is a person, place, thing or event coming before behavior that encourages you to perform that behavior. Examples of business antecedents are policies job descriptions, rules, procedures, standards, objectives, etc. These are the things that communicate what you are supposed to do. They serve as the cue for behavior and always come before the behavior they influence.

Behavior is any observable and measurable act. It’s what we do or see people do.

Consequences, or behavioral consequences, are the events that follow behavior and influence or change the probability that they will recur in the future. Consequences are the single most effective tool managers have to increase employee performance and morale. Behavior is affected by the consequences that follow it. And consequences either strengthen or weaken behavior.

In his book, Performance Management, Aubrey C. Daniels describes the ABC model and walks you through how to use it to analyze performance problems. An ABC analysis is a problem-solving process. If you want to know why your employees do or don’t do what you want them to do, conduct an ABC analysis. If you want good performance/behavior to continue, learn what you need to do to make that happen. If you want bad behavior to stop, learn what’s causing it and how to extinguish it or reduce the behavior.

Daniels has also authored Bringing Out the Best in People. It’s a book about how to apply the power of postive reinforcement. Both books are worth checking out.

The ABCs may not explain all the reasons why people do the things they do, but it’s a good start. There are many other factors that come into play with human behavior, but an ABC analysis of performance will tell you a lot about behavior.

Integrity Wins

Integrity No Responses »

Oct 222012

The International Cycling Union has stripped Lance Armstrong of his seven Tour de France titles because of doping. In the sports world, that’s technical speak for cheating. When oh when will people learn that cheating does NOT get you anywhere. Sure he enjoyed fame and success for a brief period, but that just made the fall even more devastating.

Not only is he a disgrace to his sport, but he also misled people. He was the spokesperson for Livestrong. He raised money for his foundation as a Tour de France winner. And for some, he was their hero. Seven Tour de France titles and he beat cancer. What was not to like about him? Should we be shocked? Maybe. Of course, when it comes to professional athletes, nothing shocks me anymore.

What is it in a person’s past, upbringing, psyche, values system, etc., that would cause them to cheat like this? Was winning at all costs more important than integrity? Leaders should show integrity in all situations, even if it means losing every now and then. There is nothing wrong with being competitive and wanting to win, but winning should not come at the expense of your integrity or at the expense of others.

Some who cheat have been doing it so long that they have convinced themselves that what they are doing is OK. I have known people who justified cheating. They cheated on tests because they needed the grade to get a scholarship. They cheated because others are doing it and if they don’t do it they will never win. I contend that maintaining integrity in all situations (win or lose) IS winning. Athletes aren’t the only ones who cheat, but because they are “celebrities” (laughable), we hear and see more of their lives than we probably want.

Cheating is cheating, plain and simple. Leaders who cheat will eventually get caught. But, if people lead from a position of integrity in all things, they ARE winners. They are the ones who can go to sleep each night with a clear conscience. Did Lance Armstrong go to bed each night knowing that he was living a lie?

In all situations, lead with integrity. Do what’s right even if it means you “lose” or even if it’s not popular. In the end, you will be a winner.

5 Steps To Address And Correct Poor Performance

Correcting Performance No Responses »

Sep 212012

Addressing and correcting poor performance is not something managers do well or do at all. In fact, most managers avoid dealing with poor performance just hoping it gets better. The problem with that line of thinking is that poor performance rarely goes away on its own. In fact, it often gets worse and then you’re forced to deal with a REALLY bad situation. And by not addressing the poor performance, you are sending a message to everyone around that poor performance is OK.

If you are coaching your employees as you should, you will spot poor performance and be able to coach the employees to better performance. When coaching isn’t working and performance keeps slipping, follow the 5 steps below to address and improve poor performance.

Focus on the behavior, issue or situation. Don’t make it personal. By focusing on the behavior, issue or situation, you are creating a more positive climate to address the problem.
State what you have observed. Don’t focus on what you think or what others have told you. Focus on what you have observed.
Ask the employee to respond. You want to ensure you have all the information so that you can get performance back on track. Listen to the employee and only ask questions for clarification.
Clear any misunderstandings between what you observed and what the employee tells you. By focusing on the facts and what you observed, the employee is less likely to argue with you. They may try to argue, but stick to the facts…what you observed.
Work together to come up with improvements and solutions to get performance back on track. You may need to re-visit the goals of the employee. Involving the employee in coming up with solutions, you not only show respect for them, they are more likely to buy in to the solutions. Schedule regular follow-up sessions to ensure performance is improving. Hold your employee accountable for improved performance.

Addressing poor performance early, before it snowballs into a huge problem, will save you time and headaches. And, your employee relations group will thank you.

Pull Up Your Pants

Communication No Responses »

Aug 302012

For the past few years, I have noticed more and more young people (OK, sometimes not so young people) wearing their shorts and pants far below the waistline exposing their underwear for all the world to see. And they have to hold their pants/shorts up to keep them from falling down around their ankles. I just don’t get it. And I really don’t want to see it. Is this a fad gone mad? Or just youth expressing themselves? Either way, I have to wonder if they realize how it looks to the rest of the world? Or for that matter, if they even care.

Young people have been expressing themselves for years. I get that. In the ’80s I had spiked hair, which seems rather tame compared to baggy pants and exposed underwear. To me, the baggy, sloppy look communicates a lack of self-respect. Right or wrong, that’s my impression. And if they don’t respect themselves, do they respect others? Do they know and understand what respect is?

What are leaders communicating to those around them? What does their demeanor, style of dress, speech and the way they handle situations communicate about THEM? Do these things communicate respect or disrespect for self and others?

As you move up the leadership chain, more and more people are watching you. Consider yourself always on stage. Think about what you say BEFORE you say it. Think about your actions BEFORE acting and ask yourself this question. “Would I want what I’m about to say or do splattered across the internet as the lead story on Google, Yahoo, etc. or would I want it printed in the local paper, national magazine or company newsletter?” Right or wrong, your actions communicate who you are. Think about what you want to communicate to the world…and pull up your pants!

4 Steps To Good Decision-Making

Decision Making No Responses »

Aug 292012

In the world of Myers-Briggs and personality, the two middle letters in the four letter type point to your preferred mental functions (sounds scary, huh?). They really indicate how you use your brain. However, there are four mental functions and we use all four (not just your preferred ones), to some degree each day.

The first mental function, called the Perceiving function, is used for gathering information. It includes Sensing (S) and Intuition (N). You prefer either Sensing or Intuition. The second mental function, called the Judging function (not judgmental), is used for organizing information and making decisions. It includes Thinking (T) and Feeling (F). You prefer either Thinking or Feeling.

If you use only your preferred mental functions to make decisions, you are missing out on a well-rounded decision. If you are leading a team in the decision making process and you use only your preferred functions, you are discounting those in your group who have your opposite preferences.

Sounds complicated, doesn’t it? It’s actually quite easy once you understand what is involved in each of the mental functions. Below are the four mental functions and a way to use them to make the best decision while honoring everyone in the group. Use them in the order given below to brainstorm and gather data and then to make a well-informed decsion based on the data.

Sensing (S) - deals with perceptions of details and current realities. Gather as much factual data as possible related to the issue or question before the group. Focus on the facts. Just the facts, ma’am, just the facts.
Intuition (N) - deals with patterns and future possibilities. Look for meanings and patterns in the situation. Think about what is possible and new, with an eye to the future.
Thinking (T) - deals with decisions that are based on principles and logical consequences. Generate solutions based on logical analysis of cause and effect, but don’t stop there.
Feeling (F) - deals with decisions that are based on values and consequences for people. Generate and evaluate solutions based on how they will affect individuals, teams and the organization. Feeling decisions are based on what people care about and not just impersonal logic.

Follow the steps above as you begin the decision making process. If you follow this process, you will not only honor all Types, you will also make very sound decisions. In addition to following the four steps above, there are a number of decision making tools and techniques that you can use in the process that will help facilitate the four steps. An internet search of decision making tools will yield a multitude of sites dedicated to the topic of decision making.

Remember, it’s not about you, it’s about them. Honor and acknowledge them in the decision making process.

6 Steps For A Smooth Transition

Frontline Leadership 1 Response »

Aug 022012

During your life, you will make many transitions in your personal life and in your work life. In your work life, you’ll more than likely change jobs within your own company and change companies at some point. Each time you make a transition, you will encounter obstacles and challenges; some good and some not so good. It’s in your preparedness that will partly determine your success.

Michael Watkins, author of The First 90 Days, has researched and written books and articles on these transitions. He talks about that things you need to do to prepare yourself for these transitions, including developing a plan to attack your new role. I can’t stress enough the importance of being ready for your next challenge and the need to have a plan as your transition.

While each transition up the hill is challenging and rewarding, the transition from individual contributor to supervisor is extremely challenging for most. The move to a supervisor responsible for others can be a bit daunting if you’re not prepared. Below are some things to keep in mind as your transition to your new role.

Understand You – This means complete a 360 assessment, take the Myers-Briggs Type Indicator and/or in general just ask for feedback from those around you. You really need to understand you before you tackle the task of leading a team.
Understand the Skills You’ll Need – Leading others requires a different set of skills from those that made you a successful individual contributor. Find out what skills are needed as a supervisor and assess yourself against those skills. This is where a 360 will be helpful.
Seek Out Help – Your journey shouldn’t be a lonely one. Seek out those around you who can help. Who do you trust? Who can you talk to? Who’s been there, done that? Find a mentor. Talk to family. Seek out a colleague in another company in your field.
Put A Plan Together – I strongly suggest reading The First 90 Days by Michael Watkins. And once you’ve read it, put your own plan together for your first 90 days on the job.
Seek Continuous Feedback – Once you are in your new role, the real work begins. I’ve said many times that leadership is a journey, not a destination. Continue to learn and grow in your new role. Learn as much as possible. On-the-job experience is a great teacher. And don’t feel like you have to have all the answers. Ask for help.
Develop Your Successor – One of the greatest things you can do as a leader is to develop those around you. You should begin to develop your successor so you can look to the next role for you. Lifting up those around you lifts you up even further.

Following these steps will help make your transition a much smoother one. Doing nothing will almost guarantee a bumpy and possibly short road ahead.

6 Myths of Leadership

Leadership No Responses »

Jul 062012

In working with leaders at all levels over the years, I have read and heard many statements about leadership that I consider to be incorrect. So I have compiled my list of myths about leaders and leadership. It’s certainly not an exhaustive list but the ones I think are important for us to understand about leaders.

Myth 1: Leaders have all the answers.

Fact: Great leaders know they don’t have all the answers and as a result surround themselves with people who do. If leaders had all the answers, would they need followers?

Myth 2: Leadership is reserved for only those at the top.

Fact: Leadership can be found at all levels in an organization. Leadership doesn’t require a title. Leadership requires a vision and skills. An individual contributor can be a leader if he or she has a compelling vision about where they want to go in the organization. Leadership requires followers.

Myth 3: You’re either born a leader or not. You can’t learn to lead.

Fact: Being born with certain qualities or characteristics may help, but one can learn to lead. You may be born with charisma, but that doesn’t mean you will be a good leader. Leading people is about being genuine. If you use charisma to manipulate people to follow, your followers will soon see through you.

Myth 4: Only extraverts make great leaders.

Fact: Whether you prefer introversion or extraversion has very little to do with the quality of your leadership. Introversion and extraversion are about how you prefer to get your energy, to recharge your battery. It says nothing about the depth of your vision or your leadership capabilities.

Myth 5: I can attend a course on leadership and people will follow me.

Fact: Training is nice, but a one-week, two-week or six-month course on leadership will not automatically make you a leader. Leadership is a journey that starts very early in life and continues until you die. All of your experiences along the journey help to make you a leader. It’s about self-awareness and the willingness to grow.

Myth 6: Men make better leaders than women.

Fact: Gender has no impact on whether you are a good leader or not. It goes back to skills and vision. Some of our greatest leaders in history have been women. Men and women may have different communication styles, but neither is the right way or the wrong way. It’s their way.

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