January 25, 2019
Do you use phrases like these with the people you lead? Does your manager use these with you?
“My door’s always open”
“Come and find me anytime you need help”
These are great sentiments, genuinely appreciated and, for sure, sincerely meant…but I do regularly encounter some problems with this approach. Here are three common ones:
- team members don’t seek out their leader as often as they should, wasting time and effort ‘working it out themselves’ when they could have really been helped (we don’t want people to become leader-dependent but regular effective guidance can help a lot).
- when the leader has to instigate a conversation about some kind of correction / refinement / improvement, it feels like a big deal, akin to being called into the headteacher’s office!
- opportunities to praise, encourage and recognise progress and victories are missed.
I think the last of these points is huge and is a major reason why I am a huge advocate for ‘keeping it regular’. There is so much to be gained by the simple act of setting up regular, routine communication both one-to-one and with the whole team.
And what should be first item on the agenda….every time?
- Progress & Victories
Both the team member and the leader can contribute to this agenda item. Team member shares what they think they’ve achieved, has gone well and moved things forward positively. The leader also shares from their perspective the progress and victories they’ve noticed, tangible results-wise as well as attitude and behaviour.
If you’re not already doing this, I’d urge you to try it and see what impact it has. I’ve seen many managers and leaders instigate this as a regular practice and report back staggering results in terms of trust, motivation, positivity and productivity.
If you’re the leader, make it happen. If you are the team member, suggest to your boss that you give it a go.
It doesn’t have to be hours out in meetings. 20 minutes once a fortnight might be enough!
February 12, 2018
It’s half term so there was no major rush getting everyone out the house this morning.
As I thought about the wonderful opportunity this presented for me to get my kids to do loads of useful stuff whilst they have all this time on their hands, that’s when the jolt of empathy hit! Don’t put adult expectations on 14, 12 and 10 year old children.
I used to love school holidays, especially the first morning. Lazing around…reading a bit…playing on the computer….all with no stress at all. Nothing to do and nowhere to be.
Yet here I was loading them up with my agenda of things to do! Don’t worry, I’ll still get them helping out with stuff…just with a bit more give first! I know that if I’m not so self-absorbed and enter into the joy of their world first, both they and I will get a much better result – more help, more willingness, less resistance, less conflict, more fun etc – than if I just launch ahead with what I want them to do.
I hope the jolt I was hit with might help you avoid making the same mistake I was rushing headlong into.
February 5, 2018
If you chase two rabbits, both will escape.
So says the ancient proverb… and there’s lot of wisdom in this. If you try to go in two directions at the same time, you’ll end up reaching neither.
Wouldn’t it be lovely then to only chase one rabbit? It would be heavenly to focus on just one thing but for most of us that seems like an unrealistic dream because we have so many different things running concurrently and we mustn’t drop the ball on any of them.
So what practical wisdom can we take from the age-old ‘Two Rabbits’ conundrum? Here’s just one thing that you may find helpful.
Manage transition between projects.
Think back to school. Maths lessons followed English followed History. Each lesson (at least the good ones) had a well-structured start and finish so you left in good shape to do whatever homework may be required and arrive back for the next lesson ready to continue. You were (again, in the good lessons!) able to give full focus to that one lesson for that one hour before moving on to the next.
Many challenges arise as we hop between projects and tasks holding many different things in our minds, not able to fully focus on any of them. Let’s take meetings as an example. People arrive at the meeting unprepared because they were doing something else, often unrelated, right up to the last moment they left to join the meeting, Then they leave the meeting and go straight to the next thing without processing what just happened. Instead they should be reviewing what just took place, scheduling any actions required on their part and swiftly following up with any further communication needed. When this doesn’t happen, next meeting we find agreed actions haven’t been done, or are part-done, little thought has been given to the implications of what was discussed last time and much inefficiency ensues!
Whether it’s a meeting with others or simply your own management of the various rabbits / balls / plates (pick your favourite metaphor!), it can really help to work on slowing down and focusing on good transitions. Doing this well can seriously boost your productivity and also reduce stress as things feel less hectic and out-of-control.
Give it a try and have a great week!
October 24, 2017
The personal feedback I shared in the last blog came as a result of a structured feedback exercise.
Just recently I was involved in facilitating a two-day graduate programme for a large employer. One of the most valued parts of that training was a structured (set up!) peer feedback exercise.
Giving and receiving feedback in an adhoc way as things happen is a vital skill, especially for managers. There is no reason though that building in feedback to the normal work cycle shouldn’t be done. When it’s systematic and structured it’s often easier for people to receive. Like the graduates’ exercise, they were expecting it; it was part of the programme; therefore it wasn’t personal – or at least it didn’t feel like personal attack!
If you structure feedback to come at the end of every project perhaps, or as part of a fortnightly line-manager/team member one-to-one, it’s much easier to prepare well both to give and receive with an open, constructive attitude.
Finding a good process for feedback is also extremely helpful. My favourite at the moment is the commonly-used ‘WWW / EBI’ format.
What went well. Even better if.
I’d love to hear it you have any others that you find work well.
September 5, 2017
A very brief article today based on this question: “Is it possible to over-encourage people?”
Yes, you need to have the confidence to confront poor behaviour and manager under-performance through clear communication and constructive conversations. Let’s take that as ‘sorted’.
Without that accountability it’s certainly possible to create a culture that is falsely positive, where poor attitudes and slack work habits go unchallenged.
But, assuming that’s in place because you have well-trained managers (if you don’t, give me a call and let’s get them well-trained!), is it possible to over-encourage or is it the case that the more praise, encouragement and generally positive inputs to the work environment, the better?
What do you reckon? And what will you stop doing, start doing and continue doing as a result?
I’m genuinely really interested to hear your thoughts.
June 9, 2017
Five quick and easy things to digest on a Friday!
This week it’s five things I hear most often that people want from their manager.
1. Consistency – this includes handling problems and mistakes, treatment of different team members & general mood. We like to know that our leaders uphold consistent standards and to feel that we are treated fairly and with respect.
2. Communication – in a nutshell, nearly every conversation I have on this subject contains the sentiment, “I want my manager to communicate more.”
3. Clarity – I read a survey a while back that suggested one of the greatest causes of stress at work was unclear boundaries. We like to know what’s expected. We like to know what success looks like & to have something concrete to aim for. We like to know our roles & responsibilities, & those of our teammates. Strive for clarity wherever possible.
4. Involvement – On a recent day of staff interviews in preparation for designing a line-manager development programme for a company, the appreciation for managers who were present, visible, approachable and who understood what their team actually did day-to-day was huge. NB. This does not mean micro-management!
5. Feedback – for goodness sake, let us know how we’re doing! Are we on track? Are we doing great? What needs changing? Few things stir unrest like the negative annual appraisal that comes out of the blue. Make feedback regular and routine. Both positive and negative.
That’s your Friday Five for this week. Do you agree? Anything else that you’d have in your top five?
September 9, 2016
We often define change that we’d like to see, even implement change in a positive way. But how many times do things waver or even completely disintegrate so that 2 years, 2 months, even 2 weeks later, the initial enthusiasm and adherence of the new way has evaporated and things are back the way there were before.
In this video, taken from the Foundations of Success Workshop, I share one of LMI’s foundational concepts – the critical importance of securing lasting change through spaced repetition.