360 Feedback: A Leadership Blog

Be assertive, but not aggressive

2012-01-30T16:54:00.008-07:00

Many people think assertiveness and aggressiveness are the same quality, but they are mistaken. Aggressiveness is more about making decisions with no concern about how it can impact others, whereas assertiveness is when you ask for what you need, but are willing to make compromises. See the difference?

Assertiveness is actually a pretty important leadership characteristic. According to a study published in an issue of the Journal of Personality and Social Psychology, optimal levels of assertiveness play a key role in leadership. In the study, respondents identified assertiveness as one of the major problem areas for colleagues.

Why is assertiveness an issue for some leaders? Well, it doesn’t come naturally for everyone, and some people may fear if they act assertive, it will come across as too aggressive.

However, skillful assertiveness helps strengthen relationships, can reduce stress, and maybe even make you a more effective leader.

Keep in mind that assertiveness is not necessary for every situation you deal with as a leader, but you still need to be comfortable with coming forward in group discussions and not be afraid to express your own opinions. When you haven’t traditionally been assertive as a leader, you may not be as actively involved in your work group as you could be. Perhaps you have held back on making suggestions or offering your opinions about various scenarios.

The authors of that study stated that their research does not suggest leaders should act "moderately assertive” at all times. Instead, they believe leaders need to adopt a style that is flexible and adaptable, utilizing assertiveness depending upon the situation.

The key is to learn how to be assertive, but not aggressive. Here are some tips to remember:

Take a course or work with a coach to bolster your confidence in one skill or area at a time. Focus on your strengths, and think of ways you can use your strengths to improve some aspect of your work.

Take more risks. Treat any mistakes or failures as chances to learn. Nothing ventured, nothing gained. Start small so you can recover more quickly, and then build up to taking larger risks.

Build up a performance track record of variety – start up things, fix things, innovate, make suggestions.

Find a business opportunity and make a reasoned case for it. You need to be seen and heard, but on substance, not fluff.

Confront problems instead of avoiding them. Learn to lean into your areas of discomfort to improve your skills and knowledge.

With a little effort on your part, you can learn how to gradually be more assertive.

Image: Ambro / FreeDigitalPhotos.net

Build a positive team environment

2012-01-11T13:04:00.003-07:00

Happy 2012! It’s a New Year, and some say this can bring a fresh start for individuals, and leaders are obviously no exception. Whether you’re the type to make a New Year’s resolution or not, you should take a step back and plan your goals for this year.

This is also a perfect time to evaluate how well your team works together.
Yes, your team – also known as the people who come in every day and do the heavy lifting for the company.

For many companies, teamwork is a core value in its culture as teams who effectively cooperate and collaborate can truly make a difference on the company’s bottom line. A successful team will share information and expertise, respect individual and cultural differences, hold each other accountable for their deliverables, and recognize and reward each other for a job well done.

Does that sound like the mood of your team? If the answer is the opposite of yes, your team may not be playing well together. If you feel your team has issues, remember that good teamwork begins with managers showing their commitment to the concept of teams. You might not be adequately encouraging cooperation, teamwork, and commitment to the work group.

The outcome of your own endeavors is often based upon how well your team works together and how well you provide team leadership. This skill is also an important part of communicating and building relations with peers and coworkers.

Here are some tips to keep in mind when it comes to managing your team:

Allow staff meetings to be team building sessions, with open brainstorming and problem solving.

Allow the team to take responsibility for its performance. If you take responsibility, the team delegates both initiative and risk-taking upward to you. You lose their creative input, initiative and problem solving and, ultimately, their greater involvement.

Match crucial assignments and team members so: (1) assignments challenge the team members, and (2) the likelihood of success is great.

Ask your team members for their input and their different approaches to reach a goal that may have been set by someone outside the team. Use a variety of ways to reach consensus: discussion/persuasion, majority rule, or predicted outcomes and consequences of recommended actions.

If you want to encourage teamwork, recognize the team for its successes. Make it clear that active involvement is a valued and necessary component for a functioning team. Publicly reward whatever team player activities are observed.

Develop working relationships with people in different functions or departments, and look for opportunities to participate in interdepartmental teams.

Image: renjith krishnan / FreeDigitalPhotos.net

Take a real holiday from work

2011-12-21T09:33:00.002-07:00

We mentioned in our last blog article that businesses still need to be productive during the holiday season, and employees shouldn’t mentally check out just because the radio is currently playing holiday songs. And it’s up to you, the leader, to set a good example for the workplace and to maintain a solid work ethic.

But you still deserve a break, especially if your company plans to close down for the holidays.

However, it appears many people will not give themselves even one day off during the holiday break. According to a survey by Expedia, many working Americans will fail to use at least two vacation days this year.

Yes, there are always demands at work, and sometimes they seem to grow by the day. But it truly is better for the company, and for you, to take a break.

When you don’t take time away from work, you indirectly give off the message that you don’t value vacation time. This can possibly cause your employees to get frustrated and disengaged with the company’s culture.

You should not only take vacation, but also encourage your employees to do the same. Taking vacation really does help to improve everyone’s morale at work. Plus, many times the break allows you to gain a fresh perspective on the vision for the company, and to think of new ways to keep the company moving forward.

On the same note, those days you have off from work shouldn’t be spent answering emails on your phone, it should be about taking the time to recharge and regroup. You should be more concerned about how many marshmallows to put in your hot chocolate, not thinking about next year’s marketing budget.

Allow yourself to take a vacation. Here are some tips to help you out:

Let everyone know.

Your direct reports and boss know about your company’s holiday break, but make sure your clients are aware as well. Be sure to change your voicemail and email to state when the office will be closed.

Set clear expectations.

Make sure people understand the goals they are accountable for achieving either before the team leaves for the holiday break, or what they need to accomplish first thing when everyone returns. Discuss your team’s goals and action plans with your team members to ensure that the plans are feasible. Listen carefully to their objections and make modifications where possible.

Truly unplug.

Avoid the temptation to check your email to see if there is anything that requires your attention. Why? Well, you’ll most likely get dragged into something that could wait. Remember, if anything urgent happens, you’ll get a call immediately. Also, try to stay away from the internet, or just simply limit your computer usage. You look at a computer screen for long periods of time during working hours; your eyes could use a break.

When you take a real holiday from work, your team will follow your lead, which means everyone will be that much more refreshed when the workforce returns to the office.

Ways to keep employees productive during the holidays

2011-12-14T09:36:00.002-07:00

We’re in the middle of the holiday season, which in addition to being dubbed the most wonderful time of the year; it should also be called the most disrupting time of the year. Between worrying about gifts, attending holiday parties, in-laws visits, and vacation plans, it’s safe to say that the workforce is pretty distracted.

The reality is that even though your workers are still at the office, many of them might unofficially have checked out and begun their holiday hiatus. However, business doesn’t stop just because it’s the holidays, and work still needs to be done.

So, how do you keep your team focused during the holiday season without being known as the office Scrooge? Here are some tips to keep in mind:

Be a Good Example

Make sure you are meeting your own performance expectations. Remember, when people see you working hard and meeting your own expectations, they are more likely to use you as a role model. In other words, don’t spend your working hours shopping for gifts online, no matter how tempting it is!

Set Goals

Look at your goal setting and planning processes to see where you can stress the importance of achieving goals. Be sure your employees understand the goals that must be achieved before the end of the year. If there is pressing work or deadlines, make sure you communicate the appropriate sense of urgency. If everything is urgent, people can’t prioritize. If nothing is urgent, deadlines are often not achieved. Involve employees in setting the team’s goals and objectives; this can lead to a desire to exceed expectations.

Acknowledge Accomplishments

We’ve talked about it before, but a key way to engage employees with the company is to acknowledge their hard work. Recognize and reward employees for their contribution to the success of your team. Frequently offer genuine compliments to others regarding their effective job performance. Compliment coworkers on their success. Don’t forget about rewarding small achievements. Make it a priority to say positive things every day.

Be Flexible

What are the norms and expectations around work hours? If people are expected to work 50-80 hours per week, this is likely to have a negative impact on morale and retention, especially during the holiday season. This is where you need to be realistic - while there is work to be done, you can’t overburden your employees. After all, it is crucial to maintain work/life balance for yourself and your team members throughout the entire year.

You need to face the facts that the holidays will somewhat impact workplace productivity, but as long as you are flexible and communicate to your team the priorities of the company, you will still have a productive December without acting like a Scrooge.

Ineffective leadership is costly

2011-12-07T10:01:00.001-07:00

We have all had bad bosses at one time or another. You know, the leaders that make you dread coming into work and are a constant source of your complaints. While you probably were more concerned about how the leader impacted your day-to-day work life, poor leadership is extremely damaging to the entire workforce, and is also pretty costly.

According to a study by The Ken Blanchard Companies, the average organization is losing an amount equal to 7% of its annual sales because of poor leadership. That’s more than a million dollars per year for an organization with $15 million or more in annual sales. Think about it, ineffective leaders create a disengaged workforce, and employees that are not loyal to their job and the company will start looking for new job opportunities. This creates a snowball effect of sorts where companies have to spend time and money fulfilling the vacant roles, and training the new staff members.

Obviously, companies need to break the trend and solve poor leadership issues before it’s too late.

Each situation is different, but it is quite common to see workers promoted to a leadership or management role based on their past accomplishments, rather than leadership potential. As a result, many new leaders and managers lack the practical knowledge of what leadership entails, and struggle unnecessarily in their new role.

Examples of ineffective leaders include a nonexistent vision for the organization and its workers, poor communication skills, and a lack of focus and follow-through.

Now it’s hard to change bad habits overnight, but leaders need to know the areas that are weaknesses and work to improve them. This is where leadership training can prove invaluable. Whether it’s several months of formal training, a two-day management 101 boot camp, or as simple as a peer mentoring program, the most important thing is to realize how even a modest investment in leadership development can pay huge dividends.

Through these programs, leaders can focus efforts on a specific development plan, which may increase their level of success in their position.

Here are some leadership development tips to keep in mind:

•Do not oversell your ideas and contributions.

•Set intermediate goals for fulfilling promises and agreements and inform your coworkers of your progress.

•Build your reputation on actions, not promises.

•Repair perceptions of low dependability and trust by reviewing/discussing your goals and deliverables with your stakeholders. Make certain that your commitments are realistic. Identify and modify any goals that may have unrealistic timelines.

•Take responsibility for your actions. Inform others when you anticipate missing a deadline. Be open, offer solutions/options, and let others know what you have learned from this experience.

•When you make a mistake, admit it.

Why do you think some leaders are ineffective?

Without the security of anonymity, feedback would be bland

2011-11-30T11:18:00.001-07:00

The 360 feedback process involves collecting perceptions about a person's behavior from those around them. The feedback comes from people who interact routinely with the individual receiving feedback such as the person’s manager, peers, and direct reports. The variety of perspectives provides an opportunity for insight and helps to identify the individual’s strengths and weaknesses.

One of the most valuable aspects of the tool is that the feedback is voiced anonymously. The truth is not always pretty, and most people will only give honest, candid responses as long as they know they won’t get identified. If a rater is scared of any possible retaliation, their feedback might turn out pretty flat and won’t be much help to the participant.

360 feedback is a sensitive process, and it is considered a best practice for a 360 vendor to maintain the anonymity and confidentiality of raters. Companies must stress to its employees that no matter how a rater answers the question, it will not threaten their job.

The anonymity of raters must be consistent throughout the entire process, even after the individual receives the feedback. Under no circumstances, should the individual try to decipher who was behind the comments. Let’s say you are the person being rated. You receive your feedback and are pretty surprised at some of the responses. Sure, it may be somewhat tempting to try and figure out who said what, but if you do this, you run the risk of harming the 360 process.

In addition, if you try and expose your raters, you may be perceived as being defensive, arrogant, or fearful of looking at your shortfalls. Shutting out the observations and perceptions of others limits your growth and development, and chances are pretty good that, over time, you have developed some blind spots.

Instead of focusing your attention on identifying raters, approach 360 feedback with an open mind. Remember that successful leaders are open to feedback about their actions, whether it is positive or negative. They respond to the feedback and use it to improve their performance, or change course when necessary.

Here are some development tips to keep in mind after you receive feedback:

Evaluate how you view people who disagree with you. Do you try to understand the basis for their views? Do you ask questions respectfully? Do you work toward mutual understanding, or simply try to convince them that you are right?

When you make a decision, get into the habit of considering the impact it will have on the people affected by it. Sometimes you may determine that a decision has a higher cost than it is worth, in terms of its impact on people. Other times, you may make the same decision, but you will know you need to reduce its negative impact.

Recognize that timing is important. Your message might be the right one, but it won’t be well received if it is delivered at the wrong time. Before delivering your message ask yourself: “How will others feel if I say that?”

As a leader, you have many opportunities to give people feedback. In addition to giving feedback, solicit feedback from your group members about how you can improve your own performance. Listen carefully to what was said, and thank people for taking the time to give you feedback.

Leadership always involves being sensitive to the needs of those who agree to be led. Respect your raters’ anonymity and make no effort to identify the individuals.

Leaders, give thanks to your staff

2011-11-22T09:10:00.001-07:00

For most of us, this week is a short one due to the Thanksgiving holiday. While many are grateful for a break, it is also a bit of pressure to get everything completed before the holiday weekend.

As a leader, you are no doubt busy at all times, holiday season or not. But no matter the circumstances or amount of workload, you still need to take the time to give recognition to your staff.

Sure, it might seem somewhat trite to show thanks on a holiday that celebrates, well, giving thanks. However, sometimes all it takes is a holiday to remind us that we should show appreciation to those around us every once in a while.

Employee recognition can be as simple as saying ‘thank you’ to your employees, as it really is one of the most important two words you will communicate to them. But why stop there? You should let your staff know they are appreciated year-round.

It is important for you to find new methods for making work rewarding and meaningful to your direct reports. These initiatives don’t have to be expensive or time consuming.

Here are some other ways to show gratitude to your staff. No need to thank us.

Without a doubt, the one free reward that would make all employees happy is flexible work schedules. Now your company may require certain working hours, but you can always give a little latitude in work schedules, and encourage staffers to take time for family or personal issues (such as a doctor’s appointment or going to the bank). As long as the employee does not abuse their hours, this will go a long way in building trust and creating an engaged workforce.

Catch team members doing something right, and as soon as possible make sure you give them positive feedback for the action you appreciate. If you have decent handwriting, send an employee a handwritten card expressing your admiration for their hard work. But instead of giving it to them at the office, mail it to their home address. This will serve as a nice surprise, and shows you went the extra mile in demonstrating your appreciation.

Everyone enjoys food, especially free food, so make an effort to hold special recognition or celebration lunches to acknowledge team member accomplishments or successful completion of projects. Remember, it can be as simple as doughnuts in the morning, pizza for lunch, or a cake from a local bakery.

Keep in mind that people are motivated by different things, including: achievement, balance, autonomy, job security, power, and relationships. Know your employees well enough to understand what motivates them, and be willing to reward them accordingly. Remember that the rewards that motivate some team members could potentially demotivate others.

We hope everyone has a Happy Thanksgiving!

It’s not always what you say as a leader, but how you say it

2011-11-16T09:26:00.001-07:00

One of the most essential skills for a leader is the ability to communicate professionally. It makes sense since leaders tend to spend most of their days talking along with giving numerous speeches and presentations. Leaders who understand how to communicate in motivating and inspiring ways are generally considered strong leaders.

Alright, so we all understand the power of the spoken word, but what about nonverbal messages such as one’s body language, gestures, tone of voice, or eye movements? According to several studies, we are constantly using nonverbal communications to correspond, even if we’re not speaking. Some even state that nonverbal actions are the most powerful form of communication.

If you’re surprised by that claim, let me ask you something - have you ever heard someone complain and say, “It wasn’t what they said, it’s the way they said it.”? The reason for that reaction is sometimes verbal messages get overshadowed by nonverbal cues.

Leaders must become masters of all forms of communication, no excuses. You don’t want to take a chance of customers, direct reports, and the public misunderstanding the messages you are trying to send.

Here are some nonverbal communication tips to remember:

Voice

We’re not talking about the words that are said, but rather the vocal characteristics one has, which can include tone, pitch, volume, etc. Your tone of voice is crucial; it can range from showing your enthusiasm to disinterest to annoyance. Your voice can change the meaning of words, for example, from genuine to sarcastic. Try to pay attention to how others respond to your tone of voice, and concentrate on your tone of voice when speaking.

Eyes

They say eyes are the mirrors of our souls. Whether that is true or not, eye contact is another important communication quality as it can specify interest and involvement. If you fail to look at your employees in the eyes, they might believe you are trying to hide something or have bad news to tell. On the other hand, too much eye contact is not only intimidating and uncomfortable, but just flat-out strange. Not sure of how to look at someone? Some experts recommend intervals of eye contact lasting up to 5 seconds. Go ahead, give it a try!

Facial Expressions

We all know smiling typically means you’re happy, while frowning shows your disappointment. However, if you are talking with an employee who just told you some good news, but your thoughts are elsewhere and causing you to frown, your employee is going to be pretty confused on how you feel about their news. Make sure you are truly listening when someone talks so you won’t be giving off the wrong facial expressions.

Body and Movement

You have to pay attention to how you move and carry yourself. In some cases, a person might say one thing, but their body language is saying something else. For instance, you may be slouching in a meeting just because you’re tired, but your direct reports view it as a sign of disinterest. Proper posture not only displays confidence but also trustworthiness.

To help you further develop your nonverbal skills, start observing the actions of others and how they act toward one another. It might give you some insight into how you present yourself to others.

Why being a perfectionist leader is a perfect mess

2011-11-09T10:12:00.001-07:00

As you are aware, leaders are not only responsible for their job, but the work of their direct reports. So it should come as no surprise that most leaders expect top performance from their workers and don’t tolerate mediocrity in their workforce.

But what if your high expectations result in you acting as a perfectionist?

In theory, it would seem that exhibiting perfectionist qualities isn’t necessary a terrible thing. On one hand, it means you are dedicated to performing at the top of your game, and will work harder than anyone else to achieve results. But on the other hand, perfectionism has a negative side that can lead to destructive behaviors.

The definition of perfectionism is the idea that a state of completeness and flawlessness can and should be attained. Perfectionists believe that work or output that is anything less than perfect is unacceptable.

This is why many consider perfectionist bosses the hardest to work with because nothing is ever good enough for them. These kinds of bosses have unrealistic expectations and typically present micromanaging characteristics, which can impact the overall morale of the company. In addition, perfectionists can actually get sidetracked by trying to make everything perfect that they end up halting the progress of a project, and can cause the company to miss deadlines.

Perfectionism not only causes the individual plenty of stress and anxiety, but can make other lives miserable as well.

Here are top five signs of perfectionism according to an article in BBC News:

1.) You can't stop thinking about a mistake you made

2) You are intensely competitive and can't stand doing worse than others

3) You demand perfection from other people

4) You won't ask for help if asking can be perceived as a flaw or weakness

5) You are a fault-finder who must correct other people when they are wrong

One way to overcome these perfectionist tendencies is learning to let go and trusting your employees to get the job done.

However, if you’re unsure of how you are perceived (and if you act as a perfectionist), you could be working with blind spots. The more successful you are, the greater your risk of developing blind spots. One of the best ways to get a clear understanding of your strengths and weakness is gather 360 Feedback from those around you. Feedback can give you the opportunity to adjust your behavior and have a bit more balance in your life.

Let’s reflect for a moment, is perfection even possible? What do you think?

Keep an eye on the future

2011-11-02T10:08:00.001-06:00

Have you paid attention to news about your industry lately? Or what about any new initiatives your competitors have launched?

Well, if you’re in a leadership role and automatically think finding those answers is not part of your job description, you’re wrong. Whether or not you are directly involved in marketing, you must stay current on the relevant market forces along with understanding your organization’s strategies for positioning itself among its competitors. In other words, you need to gain some market insight.

Some researchers claim that the highest performing companies are the ones that are able to identify and leverage market insight, which can serve as the foundation for the creation of new business.

Think about it, today’s business world is more competitive than ever, and companies are placing increasing demands on its leaders. In order to handle these demands, leaders must adapt and change quickly.

When you understand the local, national, and international context of your industry, you can use this knowledge to plan for the future needs of customers, employees, and investors. But you can’t just rely on your analysis alone; you need to put your direct observations to good use.

To be a leading competitor; your company must have a forward-thinking environment that encourages innovation. The most successful leaders are the ones that value original thinking and creative problem solving.

When you can show to your direct reports that you are open to new ideas and opportunities, it will create a domino effect of sorts, as it will encourage others to brainstorm and think creatively with you. As a result, your company can bring new concepts for products or services into the marketplace and improve your organization’s competitive position.

But first you need to gain some market insight. Here are a few tips on how to do it.

Keep current on industry trends by reading national and industry blogs.

Explore materials about business outside your industry - books, magazines, or seminars. See if you can make connections to your industry.

Actively review trade and business journals, annual reports, and marketing research on each of your competitors to stay abreast of their business.

Identify assumptions that underlie the current business model in your industry and figure out how the model would change – or is changing – should those assumptions change.

Read industry and technical publications looking for changes or trends that indicate new opportunities to meet customer needs.

What are other ways to develop market insight?

Is your company a scary place to work?

2011-10-26T09:59:00.000-06:00

With Halloween just around the corner, many workplaces are in the Halloween “spirit” such as having bowls full of candy, and even holding costume contests. But what about after Halloween has come and gone, is your workplace letting off a scary vibe year-round?

For instance, do employees get howled at if they’ve done something wrong? Is your office dark and dingy, more or less like a dungeon of some sort? Are some employees checked out where they almost act dead, or numb toward their role and the company? Okay, catch my drift (and the Halloween references)?

It’s no secret that a happy workforce equals productive and engaged employees, and many times it all comes down to the company culture. Every company has a culture, and it is up to the leadership to set the tone. One important way to establish a positive workplace culture is to make sure your employees are motivated.
As a leader, you have many rewards available to you, and one way to motivate people is to give them incentives and rewards. Whether or not you can offer salary increases or promotions, you can offer appreciation and acknowledgment for the good work of others.

Sure, it is important to honor birthdays, employee anniversaries and to make sure there is accurate light in the office (to not give off a dungeon vibe). But another vital way to set an encouraging workplace culture is to empower your employees.

When you empower your employees, it means you are open to input and support initiative in others. Listening to and involving your direct reports in a discussion is a key skill in building commitment for organizational success. By encouraging others to participate, you elicit ideas for solving problems and find the best solutions. When your employees contribute they feel more ownership of the project or plan at hand.

Think about your leadership style in recent months, were you open to suggestions from your employees? If not, you may be perceived as not valuing suggestions, so you may not receive many. Or you may not listen respectfully to what others have to say.

When you don’t listen to suggestions, this cuts you off from good ideas for solving problems or charting a new direction for your team or organization. It also diminishes initiative from others. People possibly feel that their good work is not praised or rewarded, so morale may be lower than it could be.

We won’t leave this one a cliffhanger; here are some tips to remember:

Make it a goal to recognize the positive contributions of each person you work with at least once each week.

Two keys to motivating team members are to first understand what they find rewarding, and then to administer the desired rewards for behaviors that are aligned with team success.

Catch team members doing something right. Then make sure you give them positive feedback.

Hold special recognition or celebration lunches to acknowledge team member accomplishments or successful completion of projects.

Recognize that the higher up on the organizational ladder you are, the more important it is for you to ask others for their opinions and to just listen when they talk. Some people are reluctant to talk with those higher in the organization. With these people, it is important that you actively seek their ideas and contributions.

While it is fun to be scared during Halloween, it’s another thing to be scared of where you work. Remember that when your company culture is encouraging ideas and input, employees will be motivated and even thankful to come to work.

Hmm, maybe you should aim to have a Thanksgiving vibe, or better yet just make sure you empower your employees.

Take charge from the start

2011-10-19T10:12:00.000-06:00

On our LinkedIn group page, we asked our followers what they would like to see us cover in this leadership blog. One follower stated this question, “What do people entering into a leadership role have to look out for?”

Interesting question, and we’re going to take the approach of how one should prepare for their internal leader transition, along with how to hit the ground running once their new position starts.

Going from manager to upper executive is obviously a big change. Generally speaking, a manager’s job is to organize and delegate, while a leader focuses on inspiring and motivating the workers.

So, if you received a promotion, you already have gained the trust and respect of your superiors. Now for the hard part – making sure your direct reports trust your decisions as a leader. After all, just because you gained a leadership role doesn’t guarantee people will consider you a leader. It is up to you to ensure people take you seriously as a leader, which means your transition to leadership begins as soon as you find out about your promotion, not day one of your new role.

According to Michael Watkins, author of The First 90 Days, the actions you take on your first three months in a new job will largely determine if you succeed or fail.

No pressure, right?

How you plan for your new role, and the tone you set on your first day will create your foundation as a leader.

Here are some points to remember:

Listen and learn

Gain familiarity with the core functions, systems, and processes of your organization. Determine how each function and core process adds value to the organization. Know who to call in each function when you need information. When making plans, be flexible, and be prepared to change your action plans if internal or external factors alter the company’s strategic direction. Focus attention on the areas where you’ll get the most leverage.

Establish effective communication

Recognize that timing is important. Your message might be the right one, but it won’t be well received if it is delivered at the wrong time. Before delivering your message ask yourself: “How will others feel if I say that?” Keep the adage, “Actions speak louder than words” in mind. Actions should always be consistent with what you say you believe.

Build new working relationships

Effective relationships are vital to the success of a leader. Proactively meeting with people and explaining your ideas and initiatives can help you bring people on board at the beginning, instead of trying to turn around the “freight train” of opinion once it’s moving. Identify, build, or create areas of common ground with others. This will reduce your need to fall back on position power in order to accomplish your goals.

Encourage new ideas

Leaders must generate ideas for change and recognize and use the good ideas generated by others. Leaders also stimulate others to think in innovative ways. Inspire others with your ideas and enthusiasm – let others know you will hear them out and will consider suggestions when you make a decision.

Cycling back to the LinkedIn question - what does one have to look out for in a new leadership role? Well, be prepared to deal with uncertainty and additional responsibility. This comes along with any new role but it is heighten in a leadership position. You’ll need to demonstrate your value, along with being aware that people will question your decisions.

No one said making the move from manager to leader would be easy, (and if they did, they are delusional), but with the right preparation and attitude it can be a smooth transition.

Eat your vegetables, and accept your feedback

2011-10-12T09:49:00.002-06:00

For some, the very mention of feedback makes their heart sink. Maybe they had a bad experience with receiving feedback, or they just view feedback as another word for criticism. In a way, their resistance to feedback is similar to that of a child refusing to eat their vegetables.

If you’re a parent, or remember what it’s like to be a kid, you know that children and vegetables sometimes don’t mix. To them, vegetables are gross, and why should they eat something they don’t like? They would much rather eat fries and chicken nuggets over a plate full of broccoli and Brussels sprouts. It’s an age-old battle that isn’t resolved, in some cases, until the child becomes an adult.

Once children grow up, they begin to learn that their parents weren’t trying to torture them (at least about veggies) because vegetables are vital for a healthy diet and lifestyle. As a result, adults not only begin to add vegetables to their diet, they actually start to enjoy them.

Alright, so what do vegetables have to do with feedback?

The purpose of feedback, and in particular 360 Feedback, is to collect perceptions about a person’s behavior from those around them. The feedback helps paint a clear picture of performance and identifies weaknesses that need improved, and strengths that can be leveraged.

As we mentioned before, some managers are not open to the idea of feedback and can view it as confrontational. However, if you learn to bypass your initial reluctance to feedback, you will see that the purpose is to help you as a manager. And just like vegetables provide plenty of health benefits, receiving feedback will make you a better manager. Feedback encourages self-development, which leads to job satisfaction, and who doesn’t want that in a career?

When conducted properly, a successful 360 process has proven itself valuable to many organizations by providing insight into where people can benefit from development and growth. When it comes down to it, feedback is a great opportunity to see your management style in a new light.

The key is to approach 360 Feedback with the right attitude. Here are some points to remember:

Don’t be defensive. Try not to take the feedback personally. Be open to what you see and hear.

Take the time to process the information and consider specific actions for improvement.

Use feedback to clarify goals and track progress toward goals.

Commit to making a change. When you make a decision, get in the habit of considering the impact it will have on the people affected by it.

Make feedback part of your career development. Just consider it a nutritious way of helping you to become a more effective manager.

Pay attention to details without micromanaging

2011-10-05T09:59:00.000-06:00

Oh, the life of a manager. You need to give your team space, but you have to make sure they are delivering the project on time and under budget, which means you should pay close attention to details. But what if being detail-oriented negatively affects your management style?

For example, say you make it a habit to immerse yourself in overseeing a project, and you resist delegating to others, because you want to control the fine points of a project.

Hate to break it to you, but that is micromanaging, and those kinds of managers are not the ones that engage their team. Micromanagers are overly involved in the details of projects and are too controlling of those who should be attending to the details. Think about it, if the boss is going to control every detail, why should the employees even bother with it?

In addition, paying too close attention to certain details can cause unnecessary second-guessing, along with potential redundant work.

On the flip side, if you’re scared of becoming a micromanager, and take a ‘hands-of’ approach to your team, you might get blindsided by missed deadlines, and be perceived as being too distant from the details.

This is where you need to understand the fine line between monitoring the details and telling people how to do each task.

Efficient managers monitor performance without being too controlling of the details of how the work is accomplished. Learn how to balance the control of details with worker expertise, clarity of work goals, and frequent performance-based feedback.

Here are some tips:

When you establish yearly goals with your employees, ask them the level of involvement they want from you. Ask what you can do to be most helpful. Then follow through with their request whenever possible.

When determining the amount of latitude to give to an employee, consider his or her experience and motivation. For example, give more latitude to a person who is highly skilled and motivated in a particular area. Conversely, individuals learning a new skill will likely benefit from closer guidance.

Let your staff go forward with their ideas unless you have a major problem with their plans. Keep in mind that learning from mistakes is one of the most effective and common ways for people to develop.

Learn the difference between holding people accountable and micromanaging. Focus on results, not on whether they are achieved in exactly the same way you would achieve them.

Don’t micromanage, even new people. Instead, train people, break work down into manageable steps that they can handle successfully, and establish checkpoints.

Now it’s your turn. How do you balance the fine line between paying attention to details and micromanaging?

Walk the talk – how to be a credible leader

2011-09-28T11:02:00.001-06:00

“If you’re going to talk the talk, you’ve got to walk the walk.”

Do you think that is just a phrase that has nothing to do with leadership? Think again.

As I’m sure you are aware of, successful leadership consists of a complexity of different skills and behaviors. However, out of all the traits, credibility is widely considered the foundation of leadership.

Consider certain high-profile leaders who have exhibited questionable judgment, such as former BP chief executive Tony Hayward. When his credibility vanished, he was eventually forced to resign. And that’s just once example of a leader forced to quit after losing his or her credibility.

The truth is, once credibility is lost, it is difficult to restore.

A lapse in judgment here and there is understandable to a point. But when a leader constantly displays a lack of integrity, their ability to influence followers becomes diminished. No one wants to work for an unethical leader that displays destructive levels of narcissism. As a result, the workers will become disengaged and merely go through the motions at work or even quit their job.

Keep in mind, when a leader loses credibility it’s not always due to an intense public ordeal like the BP oil disaster. Sometimes leaders do find themselves in a tough spot, where they over-promised and now have to deal with the consequences.

This is why we can’t stress enough how essential it is for leaders to have effective communication skills because it goes a long way in gaining your direct reports’ trust.

When it comes down to it, competence and achieving the respect of others are lasting sources of power that enhances your credibility. Effective leaders rely primarily on these abilities to get things done.

As a leader, you can’t take a chance of losing credibility. So, it is important to reflect and ask yourself these questions: Do you frequently miss deadlines? Do you overpromise and under-deliver? Have you missed opportunities to be a role model for others? If any of these are true for you, notice the areas that are weaknesses and work to improve them.

If you have concerns about your own credibility, you need to identify ways to improve your up-front skills and work relationships. Focusing your efforts on a specific development plan and informing others about your progress may increase your effectiveness.

Here some tips to get you a head start:

Stay up-to-date on “best in class” practices. Benchmark against companies that are leaders in your industry. Look at firms that are leading in areas in which your company is trying to improve.

Gain familiarity with the core functions, systems, and processes of your organization. Determine how each function and core process adds value to the organization. Know who to call in each function when you need information.

Read articles and books to help you improve, and take any available workshops or courses in your targeted areas. · Adjust your leadership style to meet the needs of different individuals and teams.

Work through conflicts to create win/win results. Your credibility increases when you openly address and resolve conflict.

Credible leaders live by their word. So, strive to tell the truth and always clearly state the facts to your employees. In other words, learn how to walk the talk.

Why do you think credibility is an important leadership quality?

Netflix: a leadership lesson in humility

2011-09-21T10:14:00.001-06:00

By now, I’m sure you have heard about Netflix splitting into two different brands, one for online streaming, and the other for DVDs.

Whether you are outraged or indifferent to this announcement, Netflix CEO Reed Hastings gave us plenty to talk about.

Fully aware of the negative reactions to his company’s changes, Reed wrote a letter where he took full responsibility for the disengagement of its customers.
"I messed up. I owe everyone an explanation,” he wrote.

He went on to give his reasoning behind the changes, and he blamed the company’s mistakes on his own arrogance. He also stated he understood that the public feels Netflix, as a whole, disrespected its loyal
customer base.

While it’s a surprising and gutsy move when a leader acknowledges mistakes and offers a public apology, some have dismissed Reed’s apology as too little, too late.

Regardless of your opinion on Netflix and Reed, this situation does show a lesson in humility.

While humility is not always considered a vital leadership trait, it should be.

As we have covered before, some leaders suffer from an overabundance of ego, pride, and arrogance. However, it’s not a secret that followers are more receptive to a leader who is dependable and full of integrity. Among their many characteristics, humble leaders treat everyone with respect, regardless of position, and are transparent with what’s going on in the company, good or bad.

As Reed has learned, small deviations from complete honesty and integrity are often magnified and remembered for a long time. While his letter is a step in the right direction, he will have to make sure he holds true to his words.

Hopefully, you won’t find yourself in a public relations nightmare like Netflix, but you are bound to make mistake sometime in your leadership career. Here are some development tips to keep in mind:

Do not promise or commit (including to deadlines) unless you will honor the commitment. Consistently follow through on commitments.

Make sure your message is consistent. Avoid saying different things to different audiences.

Don’t promise confidentiality if you aren’t certain you can or should keep the information private.

Involve your team members in the goal-setting process. Discussion and information exchange encourage understanding and commitment.

If you have lost trust and do not know what you did, ask. Listen carefully to what is said, without arguing or trying to defend yourself. After you fully understand what you did that came across in a way you did not intend, you can begin to develop a strategy to make it right.

Reflect on your successes and failures, and think about how you would manage your failures if they happened today.

Going forward, Reed should keep the adage, “Actions speak louder than words” in mind. Actions should always be consistent with what you say you believe.

What do you think about Reed and his letter of apology?

Stressed out leaders

2011-09-14T09:48:00.001-06:00

All leaders have at least one thing in common: stress.

Brutal schedules, increasing demands, and unrelenting competition all contribute to a stressed out crop of leaders.

In fact, leadership author Henry L. Thompson argues that stress is often the real culprit behind leadership failure. In his book, The Stress Effect, he stated when leaders’ stress levels become elevated – whether in the boardroom or on the front line of the manufacturing process – their ability to make smart decisions is severely impaired.

So, apparently stress is a very real feeling that could become toxic to your career.

When someone is stressed they don’t treat themselves or others very well, they have a quick temper at work or home and become impatient at the smallest details.
And if a leader is stressed out, guess what? It can infect the entire company. No matter how hard a leader tries to hide his or her own emotions, employees will pick up on their boss’ behavior. Leaders do set an example for the workplace, so your attitude and stress levels are actually contagious to your employees. Yep, that’s just another thing to stress out about.

Maybe leaders are so used to being stressed out that they believe it’s a normal condition. To be fair, there are those that say some level of stress is actually a good thing, and it does serve a purpose. But an overabundance of stress is a different story.

Overstressed leaders will get overwhelmed in crisis situations and fail to identify the core issues of the problem. Emotional or unmeasured reactions may actually provoke additional problems, along with sending the message to direct reports that conflicts should be avoided or denied.

An inability to cope with stress will not only cause personal unhappiness, it can also make you ineffective as a leader. While it’s pretty difficult to completely eliminate stress from your life, you can take action to minimize stress. Many times, stress is not only self-induced but is unnecessary.

Here are some tips to keep in mind:

Instead of getting frustrated when things don’t go as planned, expect change, ambiguity, and frustration at least part of the time. This is normal. Develop your sense of humor; learn not to take yourself too seriously.

Acknowledge that you are not really in control, as much as you would like to be, and you do not need to be in control of all situations. Consider a past change that you effectively managed and identify steps you took in that situation that you can try here. Realize that maintaining control in an environment of rapid change is different from maintaining control in a static situation.

Try these stress reducing techniques: learn and apply deep breathing when you are stressed; take a break to listen to relaxing music on your iPod or on Spotify; go for a walk outside; exercise regularly; eat regular meals.

You need to be able to persevere during the hard times if you are convinced you are on the right course. Before you make a big change: consult with other managers about the decision and analyze what impact the change will have on the organization (both positive and negative).

Think positively. Instead of telling yourself a task is impossible, tell yourself that you have reached a momentary impasse and that a solution does exist and will eventually come to you.

What tips do you have to help reduce stress?

Want to be a leader? Start acting like one.

2011-09-07T09:50:00.000-06:00

Many employees aspire to one-day take on a leadership role. However, just because an employee wants to become a leader, it doesn’t mean that employee will automatically get promoted.

Sure, you’ve held your role at the company for quite some time and are itching to make a jump to a higher position. But before you try to make that jump, take a step back to evaluate if you are currently performing to the best of your ability. To be considered for a leadership role, you have to be extremely proficient in your current position.

Think about your problem solving skills in a team environment. Do you help your team resolve problems, or do you find yourself holding back? And if you do hold back, is it because you are afraid that if you help others, they might get ahead of you in the company?

Well, if you operate with that kind of attitude toward your team, you most likely will not become a leader.
Remember, leading others is primarily about the relationships with followers.

Aspiring leaders must demonstrate job-skill competency and establish positive relationships with other workers. In addition, they need to show they are a resourceful worker who adopts a ‘can do’ type of attitude, and works with the team toward a common goal.

Instead of viewing your co-workers as competition, focus on collaborating with your co-workers and pay attention to what they need. Learn to be open to their new ideas and promote the ideas if you feel it is worthwhile. When you lend a hand to solve problems and make valuable contributions to the team, these actions will actually help to identify you as a potential leader.

Here are some other ways to become more resourceful:

· Take a course, or attend a professional conference, to expand your technical skills. Make sure you learn and understand the basics of your trade and industry.

· Let yourself be known as an expert in certain areas and continually communicate your availability as a resource.

· Examine how you give advice when others come to you for help. Take care not to act “superior” because you know the answer.

· Identify the people in your organization who are notably creative and innovative. Spend time with them and observe how they approach problem solving by “turning problems upside down,” and “thinking out of the box.”

· Develop your communication skills to gain trust from those around you. Efficient leaders communicate well both in writing and verbally, along with demonstrating excellent listening skills.

As we mentioned earlier, if you want to be a leader, you better start acting like one.

What advice do you have for aspiring leaders and managers?

Are you an unapproachable boss?

2011-08-31T09:45:00.008-06:00

One of the big perks of being the boss is having your own personal office. Your office gives you the power of privacy and you can shut the door at anytime to avoid interruptions.

Makes life nice, right? Well, maybe not. Just because you have a door to your office doesn’t mean you need to adopt a closed-door policy - both literally and figuratively.

Think about your relationship with your staffers. Have you ever notice them to get quiet or have looks of intimidation (or even fear) when you walk by?

You might be giving off a ‘do not disturb’ vibe without even realizing it. After all, this behavior is easy to see from the outside, but many people struggle to recognize this element in themselves. Most people realize they have flaws, but all of us like to believe we are approachable people, but that is just not always the case.

In fact, only about 12 percent of employees believe their employers genuinely listen to and care about them, according to the marketing research firm, Martiz Research.

When employees feel their manager is unapproachable it can soon result in other issues such as employee resentment and an unhealthy office culture. In addition, you might be seen as difficult to read and hard to trust.

Part of your duty as a manager is to identify areas where you need to improve. Even if you believe you are a friendly person to most, think about what it is that others could find unapproachable about you. Maybe you only spend time with those in your small circle at work, and others could find that group closed in a way they find unfriendly or excluding.

Or perhaps you are so focused on your own tasks that you don’t even notice other people around you. As long as they are getting their job done, you may feel you don’t have to interact with them much. But this thought process could result in negative employee relations.

You should strive to become a more approachable leader. Approachability is about being accessible and helpful, along with showing a genuine interest for your work colleagues.

Here are some tips to remember:

Make a point to talk with your peers one-on-one in an informal way. Get to know them as individuals, and you will likely find something besides work that you have in common. This will likely smooth out your working relationships.

Extend common courtesies to others; for example, greet people in the morning, say,’ hello’ in the halls, and say, ‘thank you’ when someone does something on your behalf.

Look for opportunities to ask the question, ‘How can I help you?’

Schedule or participate in more frequent one-on-one meetings. Use these opportunities to build relationships and let others get to know you and the skills you have to offer.

Make sure you are not manipulating people or creating a climate of mistrust around you. In particular, don’t use information unfairly to gain advantage.

Show interest in other people by asking questions about him or her, rather than talking exclusively about yourself or solely about work issues.

I know you like having that office to yourself, but try to have more of an open-door policy. You might be surprised on how that simple act can make a huge difference with your employees.

Managers, get your team to play together

2011-08-25T09:07:00.001-06:00

Many of us at TBC are ready for some football, and with both the NFL and college football seasons just around the corner we are pretty excited.

Since we’re in a football state of mind, let’s talk about teamwork.

Football is a great display of how teamwork can be effective and produce measurable results. Without teamwork, the players will typically lose the game. If the team works as one cohesive unit, it will result in a victory more often than not.

In the business environment, many managers strive to make teamwork a core value in the organization’s culture because the success of projects often depends upon how well a unit works together.

Still, whether it is a professional sports team or a small group at the office, just because individuals happen to be on the same team does not mean they play well together.

When people come from all over the country and have various backgrounds and beliefs, there are going to be conflicts, and some people will just not like one another.

In this case, we are discussing minor annoyances and disagreements among team members at work. If there is more serious activity taking place such as discrimination or sexual harassment, you, upper management, and HR will need to take action.

Anyway, it would be nice if your team at work could just get along and work in perfect harmony, but if you think that is always guaranteed to happen – you might be a bit delusional.

Take, for instance, the classic scene in Remember the Titans where Denzel Washington, head coach of the high school football team, says to his team, “I don’t care if you like each other or not, but you will respect each other.”

That quote is very true. Respect among team members is a key component in how the team works together. And your job as manager is to ensure that your team actually sees themselves as just that – a team.

There may be several issues that are already integrated into the group, but with consistent action and sound leadership, you’ll help improve the team’s dynamic.

A good question to consider as a manager: does your group have a defined purpose, goals, and vision? If the answer is no, you need to make a change to get your team to produce better results.

One way to move your team in the right direction is to schedule weekly or biweekly one-hour team building sessions. These sessions can serve as the perfect time to set measurable goals and to make sure these goals are set in harmony with one another and are mutually supportive.

During these sessions, you need to push communication among team members. When communication is encouraged, the sessions can help team members share information and expertise, along with resolving differences, holding each other accountable for their deliverables, and recognizing and rewarding each other for a job well done.

Look for ways to empower the team to contribute at higher levels through providing special assignments, constructive feedback, and targeted development opportunities. Encourage cooperation, rather than competition, between team members.

All of those initiatives will help inspire a culture of respect. Once respect is established, the team will work that much better together, and start producing improved results.

If competitive football players can learn to respect one another, your team at work can as well.

What advice do you have for teams to play well together?

Why nonprofits should focus on leadership development

2011-08-17T09:34:00.002-06:00

It is common knowledge that both public and private companies traditionally invest in sustained leadership development as one key way to stay competitive in a global economy.

When it comes to the nonprofit sector, it is a different story.

American nonprofit organizations provide health and human services, education, and arts and culture to communities nationwide. Nonprofits face extraordinary challenges as they deal with funding cuts and an increasing need for its services from its communities. In order to successfully navigate those challenges, nonprofits need to look for ways to continually improve.

While many public and private companies have the funds to invest in leadership development, in contrast, many nonprofits view those types of investments as a luxury rather than a necessity. As a result, leadership development is not a focus for many nonprofit organizations.

However, the need to build and sustain effective leaders is crucial to the nonprofit industry. According to the report entitled, The Sustainability Formula: How Nonprofit Organizations Can Thrive in the Emerging Economy, the authors state effective leadership, more than budget, is the strongest predictor of nonprofit sustainability.

In short, financial stability can only truly occur when nonprofits have efficient leaders that focus on the mission, vision, outcomes, and cost-effectiveness, according to the report.

No matter the industry or sector, effective leadership is at the heart of every innovation and progress a company makes. Neglecting development of the company’s people will only hurt the company in the long run, especially as the evolving global landscape requires leaders to develop additional competencies. Nonprofit leaders, in particular, deal with urgent causes and need to continue to find ways for their organization to be more effective and sustainable.

One way to identify those behaviors, or competencies, that need work is through a validated 360 Feedback. This tool allows leaders to solicit anonymous feedback from their direct reports, colleagues, external stakeholders and more, all for the goal of developmental improvement.

Creating a tailored development program can help individuals improve their abilities and close the gap in their competencies.

In addition, leadership coaching can help leaders realize their full potential. An experienced coach can serve as a sounding board for the individual, and become a key resource in helping to identify management and leadership behaviors that need fine-tuning.

Nonprofits should make it a practice to identify a possible pool of high potential successors. In order to determine this, the individuals need to be equipped with development and workshops, along with actual experience working with budget and trustees.

There is no doubt times are tough right now, but here at TBC we want to make sure we’re doing our part in helping out the Colorado community. This is why we have started an initiative to provide leadership coaching, including a 360 Feedback, for one leader per Colorado nonprofit organization.

There are no strings attached – this is a completely free program we are offering Colorado nonprofits. We hope this initiative can make a difference during a tough economy and can contribute to long-term professional growth for local nonprofits.

If you are a Colorado nonprofit, please contact us to inquire about the leadership coaching and assessment package.

Why a simple ‘thank you’ goes a long way in employee engagement

2011-08-10T10:05:00.011-06:00

There are countless articles dedicated to employee engagement and for good reason. Most of the time, disengaged employees are either looking for another job opportunity and/or have mentally quit their current job.

And while some of the employee engagement jargon may not immediately draw your attention, the idea that some of your employees may be looking to jump ship should be a concern.

About half of U.S. employees are actively eyeing the exits, or have a less than favorable opinion of their employers, according to Mercer, an outplacement and consulting firm.

While there is no quick fix to getting those disconnected employees completely engaged with the company, there is a simple way to start the path toward it. As the manager, you need to recognize the good performance of your direct reports.

I know, it seems like such an easy concept - employees will be more engaged with their company if they receive some recognition.

Let’s compare this to whenever your wife or husband spends a significant amount of time preparing dinner for you and the family. You are tired from a long day of work and are really just happy to eat anything, so it doesn’t even cross your mind to say thank you or help with the dishes. Well, I’m sure you know that behavior never goes over well and it could result in an argument. However, if you showed gratitude toward your spouse for making the meal, they will feel appreciated and you will have a much happier household.

It really isn’t that much different when it comes to recognizing the hard work of your employees.

Everyone wants to feel respected. No one wants to work day-in and day-out and never hear appreciation for their work. After a while they may even wonder if anyone would notice if they left the company.

Providing recognition and rewards to individuals who contribute to the successful efforts of the work group is an important managerial skill that re-energizes the group and increases motivation. Effective managers are generous with praise and celebrate individual and group successes.

If it’s been a while since you’ve given praise to your employees, you may be perceived as being stingy with praise or unable to celebrate individual or group successes. This will usually have a negative impact on the levels of general morale and commitment in the work group.

Here are some development tips to keep in mind:

Regularly thank your team members for their input and contributions to the work.
When recognizing team members, make the recognition appropriate to the person. Not all team members appreciate public recognition.
Expand your field of recognition to include quiet, low-visibility, or geographically distant contributors.
Thank people privately, as well as publicly, for jobs well done. A special handwritten note will be greatly appreciated.
Frequently offer genuine compliments to others regarding their effective job performance.
Compliment coworkers on their success. Don’t forget about rewarding small achievements. Set a daily goal to say positive things.

Saying ‘thank you’ to your employees may not change their lives, but it could make them feel better about their role at the company, and that is the first step toward employee engagement.

Just say no: avoid being a yes-man or yes-woman manager

2011-08-03T09:50:00.001-06:00

“Sure thing.”

“Not a problem.”

“We’ll start that right away.”

“Yes, my team can take care of that.”

All those are frequent phrases heard in the workplace. When something urgent comes up and needs to be taken care of as soon as possible, it is a manager’s duty to try and ensure the task is accomplished.

However, when you start to say ‘yes’ to everything without a filter and never turn down anything from upper management, you’re in danger of becoming a yes-man or yes-woman. And that is not a good thing.

A yes-man refers to someone of unquestioning obedience, one who slavishly agrees with a superior.

Keep in mind a yes-man manager may not actually upset upper management and executives. Maybe the person is seen as a ‘makes it happen’ kind of manager.

But then again, while the yes-man manager may be extremely accommodating, they may also clam up in meetings, avoid conflict at any costs, and fail to take a stand on important stakeholder issues.

In other words, upper management may like the eager to please manager but they probably don’t respect that manager. And when it comes to promotion time, they will pick a manager that shows a little backbone, doesn’t avoid confrontation, and is skilled at making tough decisions.

It gets worse. When you adopt a yes-man attitude, it doesn’t just serve as a potential setback in advancing your career, but it can also directly impact your team and their level of engagement with the company.

For example, upper management comes to you asking if your team could add more tasks to a project. Without getting into details, just understand that it is a pretty unreasonable request for you and your team, and will mean working tons of overtime and having to work weekends.

Though deep down you realize this request is asking too much of your team, you simply smile at the upper management and say, “my team will take care of that.”

With that one sentence, you just frustrated and disengaged your entire team.

When you are in charge of a project, you are aware of what tasks must be accomplished for completion. The general rule is if more tasks must be added in, the deadline will shift. Forcing your team to cram more tasks into the same deadline will pretty much guarantee subpar work, along with team dissatisfaction with you and the company.

This is when you need to learn to say no every once in a while. For instance, if the project deadline absolutely cannot budge, say no to the additional requests or at least schedule those tasks for another time.

We’re not advising you to go from yes-man to no-man, but adding the word ‘no’ to your vocabulary could help you be a more effective manager.

The most effective managers are the ones that serve as an advocate for their team. These kinds of managers are likely to manage accountability and expectation in a clear and non-defensive manner. Their team trusts them and relies on their fairness and directness in situations.

If you feel you might be guilty of acting as a yes-man manager, we encourage you to find out about the training and development opportunities available in your organization.

What are other ways yes-man managers can learn to balance when to say yes and no to upper management?

One size does not fit all

2011-07-27T10:00:00.002-06:00

We live in a world of customization. From finding the best features and apps for our cell phones to selecting the toppings on our ice cream, we continually find ways to customize items to fit our individual needs.

It’s no different for the practice of leadership development, and according to recent research more companies are investing in management training.

The four areas where respondents suggested spending will have the most impact are: leadership and executive development, management accountability, interpersonal and organizational business skills, and aligning leaders with the business strategy, according to a rece.t poll by SMU Cox Executive Education.

With a renewed focus and investment in leadership development, companies want to make sure its employees receive measurable value from its 360 feedback process. If the organization is going to invest time and money implementing a 360, it needs to be confident that the survey measures what it is intended to.

As a result, customization is playing a bigger part in 360 Feedback.

Customization is important because every company has its own unique culture. Capturing the essence of an organization's leadership framework is a critical step in creating a superior solution, which ultimately leads to employee buy-in and engagement.

The customization process includes looking at the organization’s unique culture, competencies, and values. With multiple sets of competencies, participants’ receive feedback targeted to their job responsibilities, which makes results more meaningful. It is critical to focus on the right competencies and customize the process to what is important and valued at the company.

Good measurement is crucial to change initiatives, and this is why customized surveys need to maintain reliability. Customized assessments must meet these basic criteria:

·They must yield operational relevance. The dimensions must make sense to all participants, and executives concerned. They must also demonstrate practical validity, meaning that scores on the instruments must relate to performance.

Otherwise, if the instruments have face validity only - acceptable because they look right - but have not been shown to relate to measured performance, then you have a problem justifying investments in your programs. If you do not have good assessments of performance, you should use instruments whose validity can be demonstrated on comparable jobs.

·They must be sufficiently reliable over time to assess any change resulting from your programs. If the measures are less reliable than necessary, any change can be mistakenly interpreted. Change may appear to take place when in fact, it does not; or conversely, good change programs may be evaluated negatively because real differences are unreliably measured.

Customized surveys that preserve overall reliability helps participants receive feedback that directly applies to their jobs as well as the organization. It shows the participants the importance of the process because of its connection to the organization and to their individual success.

Here at TBC we offer expert survey customization while maintaining reliability of the competencies. If you would like more information on our process, click here.

Managers need to understand numbers

2011-07-20T09:37:00.002-06:00

Some people choose a career path almost purely based on one idea - to avoid working with numbers on a daily basis. They prefer working with the people side of business rather than the numbers side.

That’s all well and good but once you become a manager, you simply can’t ignore the financial drivers of your company. But some managers do, and as a result they can’t read a balance sheet or properly calculate ROI of endeavors. More often than not, they are probably pretty clueless on what their company’s CFO is talking about in meetings.

However, the only thing every company regardless of size has in common is numbers. So, whether you like it or not, finance is the language of business.

In fact, we find that fiscal management is so important that it is a dimension measured in some of our 360 Feedback. Demonstrating financial expertise adds value and credibility to decisions, plans, and understanding of organizational complexities.

According to the book, Financial Intelligence: A Manager’s Guide to Knowing What the Numbers Really Mean, accountants typically rely on estimates, assumptions, and judgment calls. It is vital for managers to know how those sources of possible bias can affect the financials and that even sometimes those numbers can be disputed.

Your job duties might not specifically state a need to use finance, but a reluctance to understand the financial side of business will only hurt you in the long run.

For instance, if you depend too heavily on the analytical expertise of others, it will not allow you the opportunity to fully integrate financial and other business factors into your decision-making process. And if you're intimated by financial complexities it may grant you a reputation for making poor decisions. Sounds scarier than working with numbers every now and then, right?

As a non-financial manager, you still need to take the initiative and increase your knowledge of business and financial measures and use it to inform your decisions. As we stated earlier, finance is a language, so commit to learning this language.

We won’t leave you hanging – here are some tips to follow:

·Consider taking a course or workshop on financial analysis. The widely available course, "Finance for Non-Financial Managers," may be helpful.

·Ask a colleague whom you respect as an expert in financial measures to be your mentor.

·Build positive working relationships with your accounting and finance contacts.

·Get to know the organization’s key financial indicators, such as net income, cash flow, and earnings per share. Learn the meaning of each indicator, how it is calculated, and why it is important. Identify the ways in which your unit contributes to these indicators. Determine whether your unit is measuring the activities that contribute most to the organization’s success in terms of these indicators.

Remember, if you take the time to learn the financial side of business, you might be able to put in your two cents worth at the next meeting with your company’s CFO. Wouldn’t that be nice!

Why smart leaders make bad decisions

2011-07-13T10:00:00.003-06:00

Good judgment will produce good decision making. Sounds fairly simple, right?

So, how come smart leaders make bad decisions?

All of us are required to make decisions every day - some decisions are just small and harmless, others are more important, and could change the direction of someone’s life.

Leaders, in particular, are called on to make intelligent decisions in spite of the complexity of some situations. Their direct reports look to them to make the decisions and if the leader makes a bad choice, the credibility of that leader could be jeopardized.

However, the reasoning behind how and why people make bad decisions can actually get a bit complex.

There’s even a specialty dedicated to this phenomenon called decision neuroscience, which investigates the principles of brain organization that underline executive control, reasoning, and decision making.

What research has told us is one reason leaders may make bad decisions is because they are struggling to achieve balance between the overall objectives and operational realities. They may be too abstract in their thinking that they ignore or miss the details of operations. Or they could be stuck in the present and not seeing the overall situation. In addition, they may over-analyze, or impulsively under-analyze, complex decisions because of a low tolerance for ambiguity.

According to an article in the Harvard Business Review, flawed decisions start with errors of judgment, which cycles back to the idea that sound judgment can produce good decisions.

There are two distinct skill sets that can help lead to better decisions – speed and decisiveness. While these are two distinct skill sets, to be effective you must have both. Sometimes a lack of speed and decisiveness can be interpreted as poor analytical and judgment skills.

As a leader you must learn to stay focused on the big picture and not get bogged down or distracted by irrelevant details. Here are some tips to keep in mind:

Determine the criteria

A hallmark of sound decision making is clear criteria for making the decision. Before making a decision, determine the criteria for evaluating the options. The criteria should be drawn from the organization's goals or objectives.

For example, the following criteria are common: minimal impact to current operations, helping to achieve important business priorities, consistent with corporate values, logically sound, can be implemented within the constraints, acceptable to those involved, considers all pros, cons, and risks.

Look at all angles

Consider alternative solutions instead of going with the first option that presents itself. There may be more alternatives available to you than you imagine. Try to imagine and fully analyze three alternative solutions before you make a final decision.

Mistakes happen

In ambiguous situations in which you are not sure of what to do and are afraid of making a mistake, realize that it's very likely that no one else knows what to do either. Mistakes happen; they are a fact of life. The best tactic when confronted with a mistake is to say, "What can I learn from this?"

Remember the key is to communicate your reasoning processes clearly and link them operationally to what you are trying to achieve. In other words, try to zero in on what is important, and then take action.

Keep your team focused during the summer

2011-07-06T10:16:00.001-06:00

We’re in the middle of summertime, the temperatures are reaching 100 degrees, and many people are daydreaming about their pools and upcoming vacations.

It is not a secret that summertime months can lead to sluggish productivity, and even you, the manager, may be counting down the days until your vacation. That is understandable, everyone should be encouraged to take time off – it helps prevent burnout.

But when people are not on vacations, summertime also provides an opportunity to help people become better workers. Here’s a handy check list to keep in mind for the rest of summer.

Maintain your energy

Sure, summertime provides a more laid-back attitude, but you still need to set the standard of remaining enthusiastic and displaying a high energy and drive to your direct reports.

For example, if you start coming in late and leaving early every day of the week, your coworkers may also start slacking off. Why? Well, because you’re sending mixed signals about the importance of your organization’s mission and direction. Just because summer provides opportunities for vacation, doesn’t mean you or the team needs to take the entire season off.

Don’t miss out on the chance to inspire, energize, and motivate your team – especially during the summer.

Provide new challenges

The slower summer pace can give employees a chance to grow. You should challenge your team members to find ways of improving business and the work processes. Use various forms (e.g. team meetings, private conversations, performance plans) to stimulate and reinforce the need to make continuous improvements. Think about giving team members an opportunity to lead a project that is outside of their normal responsibilities.

Be sure to set aside a specific time during the week with team members when you are available to discuss new ideas, along with problems and concerns with group members.

Team-building activities

Okay, I know the word ‘team-building’ causes many to roll their eyes in annoyance. That is because many team-building exercises are the opposite of fun. But there are plenty of relatively inexpensive exercises that your team could partake in that can get everyone out of the office and get people engaged.

You could set up a company picnic at a local park or take the whole team out to play laser tag. Whatever you decide, use the day to get to know one another better and celebrate team’s success.

Extra time off

One way to motivate your staff is to allow them to leave early on Fridays. For businesses that can’t really afford for all employees to leave early on Fridays, offer it on a rotating basis. This can increase motivation for employees, and also shows that you as a manager are supportive and appreciative of all their hard work.

Now it’s your turn. How do you maintain your team’s focus during the summertime?　

Leadership lessons, patriotic style

2011-06-29T09:55:00.000-06:00

Fourth of July is just around the corner, which marks the day for many people to show off their patriotism through fireworks and BBQs.

To keep up with a patriotic theme, I sought out to write a blog article about leadership lessons from Thomas Jefferson since he is widely considered the original American patriot.

But that topic has already been covered by several books and blogs. So, I deleted that title and thought of another leader to focus on, but wasn’t satisfied about that either. I took a break from writing and signed on to the TBC twitter account to see what was going on in the leadership development world. While scrolling through tweets, I came across a familiar quote.

Leadership and learning are indispensable to each other.

-JFK

Leadership quotes are extremely popular, as each can express a significant message. And maybe one key to being a good leader is to study the quotes said by great leaders of our past. After reading that JFK quote, I decided to focus this blog article on a few popular leadership quotes, and the lessons we can take from it.

A good leader inspires people to have confidence in the leader; a great leader inspires people to have confidence in themselves.

-Eleanor Roosevelt

As a leader or a manager, you want your direct reports to respect you and have confidence in your ability to manage. However, you also need to help ensure your direct reports see the potential in themselves. Empower others to contribute at higher levels through targeted development opportunities. Make it a point to hire people who can turn into leaders.

A leader leads by example, whether he intends to or not.

- John Quincy Adams

Leadership is the act of setting an example. When people see you working hard and meeting expectations, they are more likely to follow suit. If you have high energy and drive, your energy will inspire people and get them moving toward important goals. Also, keep mind that actions speak louder than words, and as the TBC President recently pointed out in his column, your every move as a leader is watched closely.

Without continual growth and progress, such words as improvement, achievement, and success have no meaning.

-Benjamin Franklin

Sure, you’ve earned your leadership spot, but you can’t quit learning and evolving. Shutting out the observations and perceptions of others limits your growth and development, and chances are pretty good that, over time, you will develop blind spots. Successful leaders are open to feedback – both positive and negative, and use it to improve their performance or change course when necessary.

Tell us, are there any leadership quotes that inspire you?

Win the trust of your employees

2011-06-22T09:44:00.000-06:00

When Anthony Weiner recently resigned, he became just another political figure who had to step down from a leadership position after demonstrating toxic behavior. It seems that every year there is some sort of scandal involving politicians, which is why many Americans view elected officials as untrustworthy and unethical.

Trust is hard to establish and easy to lose. And since so many politicians have abused their power, many people don’t trust them. Unfortunately, this also can apply to the business community.

More often than not, employees have been disappointed at some point in their careers by a manager or leader. Chances are due to the bad behavior of previous bosses, employees may be cautious with how much they are willing to trust you.

This is why nine out of ten leaders are in “negative trust territory” before they make their first request of an employee to do something, according to Jon Hamm, author of Unusually Excellent: The Necessary Nine Skills Required for the Practice of Great Leadership. That’s right, even before you speak, your employees may already be questioning your honesty.

But you simply can’t afford to lose your employees’ trust. After all, your success in inspiring others to lead depend largely upon whether or not you are a person who is perceived as trustworthy and of high integrity.

You will suffer mishaps as a leader, but keep in mind that small deviations from complete honesty and integrity are often magnified and remembered for a long time.

So make the effort to be the leader that demonstrates a commitment to honesty and fairness. Here are some other development tips to keep in mind:

· Do not promise or commit (including to deadlines) unless you will be able to honor the commitment. Consistently follow through on commitments.

· Avoid doing things you would be uncomfortable hearing about on a national news program.

· If you have lost trust and do not know what you did, ask. Listen carefully to what is said, without arguing or trying to defend yourself. After you fully understand what you did that came across in a way you did not intend, you can begin to develop a strategy to make it right.

· Don’t give tough messages or express negative emotions via e-mail or voice mail.

· Make sure your message is consistent. Avoid saying different things to different audiences.

· Don’t promise confidentiality if you aren’t certain you can or should keep the information private.

Remember, if employees don’t have trust in you, they won’t follow you.

What tips do you have for gaining the trust of employees?

Best Practices for 360 Feedback

2011-06-16T10:09:00.007-06:00

There are many benefits to 360 feedback. However, a lot of 360 projects can go wrong, which results in poor ROI and can give a bad impression of 360 Feedback. It is unfortunate some perceive 360s in a bad light because 360s were created to generate positive change within an organization.

When conducted properly, a successful 360 process has proven itself valuable to many organizations by providing insight into where people can benefit from development and growth.

To help dispel any confusion about 360s, we have decided to highlight the best practices for 360 Feedback.

Pre-work

The company implementing a 360 needs to ensure that its employees understand exactly what the 360 process entails, what is expected of them, and how it will benefit them. That way everyone can truly prepare for the process and not be blindsided by a survey invitation.　

The company needs to explain that the 360 feedback process provides leaders with a way to solicit feedback from peers, colleagues, direct reports, and their own leader. The feedback can be used as a starting point for action planning, or to plan training and set development goals.

Role of the Participant

The participant is the person evaluated in the 360 process. Typically, the participant identifies the stakeholders that work directly with them, and is encouraged to invite as many as possible to maintain anonymity in the process.

Role of the Raters

Raters are key to the success of a 360 project because they see the leaders in action day-to-day, and as a result they provide the most useful and reliable feedback. The raters can include the participant’s manager, peers, direct reports, and even external stakeholders such as customers, suppliers and board members.

Anonymity and confidentiality

Anonymity and confidentiality is a vital component of the 360 process. The company needs to inform the employees that the 360 project is implemented by a third-party partner that provides systematic methods for maintaining anonymity of raters and confidentiality of survey results. In other words, no matter how the rater answers the questions, it will not threaten their job.

In addition

The rest of our document explains steps for maintaining anonymity and confidentiality, the common competencies measured in 360 surveys, development planning, and more. View our entire Best Practices for 360 Feedback document.

Engage employees with healthy habits

2011-06-08T10:07:00.003-06:00

You might not want to sit down for this. A new study warns that sitting for prolong periods – even with exercise – is extremely hazardous to our health.

Sure, new health studies are released almost daily, but this one hits close to home. Most jobs in America require us to sit and work on computers day after day, and that will not change.

Some even believe that excessive sitting will be the basis for future Occupational and Safety and Health Administration complaints and possibly even workplace litigation, according to an article in Inc. Magazine. That is something companies can’t afford to ignore.

And healthy employees are productive employees. An Australian study found that “the healthiest employees are nearly three times more productive while at work than the least healthy – 140 working hours per month versus 45 effective hours worked per month.”

Healthy employees can save your company money, so why not start incorporating healthy habits in the workplace?

Even if you are not in a position to launch a comprehensive wellness program at work, there are small steps you can take to help promote wellness. Keep in mind that as a manager, you serve as an example to your employees. For instance, if you stay at your desk for eight hours a day with minimal breaks, your direct reports will most likely do the same.

The key is to lessen the long, uninterrupted times spent sitting. Here are some ideas to get you and your employees up and moving:

Encourage breaks. Sometimes it is difficult to take a break during the workday, especially when battling deadlines and client demands. Still, when possible you should interrupt your sitting habits. Try to get up and move every 30 minutes.

Walk, don’t sit during meetings. Instead of calling a meeting in the conference room, try to go for a walk outside if the weather is nice. Not only does this get you out of a chair, walking meetings is great way to energize your workday.

Use a treadmill or standing desk. It sounds odd, but you can exercise at your desk. A treadmill desk allows one to walk on the treadmill while performing work duties, although it can be a pricey investment (anywhere from $500 to $4,500). Another option is the standing desk where if your desk is adjustable you can set the desk to standard height and stand while you work. You might get some weird looks at first, but soon enough your employees might hike their desks up as well.

These are small initiatives, but it could go a long way in helping employees stay healthy and engaged.

What advice do you have for breaking the sitting habit? After you leave us a comment, get up and move around!

Managers, sharpen up your coaching game

2011-06-01T09:57:00.005-06:00

Who is your favorite sports coach?

Well, if you’re a manager, you might want to pay closer attention to their leadership skills. The role of the manager is evolving, and coaching skills are becoming necessary for managing and leading in a changing business environment.

Yes, not only do you need to be a manager and a leader to your direct reports, you also need to be a coach. Many people have untapped potential that needs to be engaged, and one way to unleash that is to develop a coaching managerial style.

But if you don’t understand why you need to develop coaching skills, first check out these definitions from Wikipedia:

“Management is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively.”

“Coaching is the practice of supporting an individual through the process of achieving a specific personal or professional result.”

Not so different, is it?

A coaching management style focuses on developing employees and providing opportunities for them to improve their skills and produce better results through mentoring and training. Adding coaching skills can help managers create a motivating environment that can increase the probability of an employee’s success by providing feedback, recognition, and support.

Keep in mind, incorporating coaching skills into your management style does not mean that your responsibilities as a supervisor no longer exist. But instead of checking and monitoring the work on a consistent basis, coaching enables managers to develop a relationship with their employees that create a shared understanding about what needs to be achieved.

If you don’t take the time to develop coaching skills, you may give the impression to your direct reports that you are not available to support them when they are having problems. You may be perceived as a leader who lets group members “sink or swim” based on their own ingenuity.

If you want to be viewed as an advocate or mentor in your direct reports’ career pursuits, here are some development tips to keep in mind:

· Sharpen your skills in coaching by working with someone who will give you feedback on your coaching skills.

· Attend meetings of coaching groups to gain expertise in coaching skills.

· Hire your own coach for a period of time. Notice what this person does to help you succeed in achieving your goals, and practice using similar methods with your team members when appropriate.

· Find out about the training and development opportunities available in your organization, and pass this information along to your team members. Encourage team members to participate in these activities, and allow work time for this whenever possible.

· Identify the weakest performer on your team. Together develop a plan to improve his/her performance, jointly setting the goals. Include regular assessments and rewards for success.

My way or the highway doesn’t always work

2011-05-25T09:31:00.001-06:00

Leadership is the art of getting someone else to do something you want done because he wants to do it. -- Dwight Eisenhower

All managers and leaders could learn something from those words about the art of delegation. However, it appears many don’t because some seem to think if they don’t do the work themselves, it won’t be done right. That kind of view about management is probably one of the biggest mistakes managers can make.

Some managers may be afraid to delegate because they believe it will take too long to train someone effectively, or if they delegate too much they won’t have any work to do themselves. In other words, it is hard for them to give up control. But when managers fail to delegate, they are disrespecting their direct reports, and that manager is most likely perceived as not trusting others to take responsibility for their work.

The managers that thrive on micromanaging, but also feel threatened by a loss of control are making the job a lot harder for themselves. If you abide by that philosophy, you’ll work more hours because you still need to perform your duties, but you are also taking on the work of your direct reports.

If you don’t want to spend your life at work, you have to learn to let go, and trust your direct reports to get the job done.

The ability to delegate requires more than simply assigning responsibilities and tasks. You have to know the extent to which others can handle assignments. You also need to have a grasp on your tolerance for mistakes. You may require perfect work from yourself, but are those realistic expectations for your direct reports?

There are different aspects of delegation. Too much delegation to one person and you’ll risk alienating that individual along with receiving inadequate results. However, too little delegation keeps others dependant on you, and that can also be overdone.

The key is to find a balance when you delegate, and we won’t leave you hanging; here are some tips to help you delegate more efficiently:

·When assigning responsibility, consider which tasks you could serve as back-up instead of lead; which tasks could be assumed by a group member under your close direction; and whether there are other factors that prevent delegation.

·Delegate each task and describe the expected result (i.e., success, acceptable performance, unacceptable performance) to the person assigned. Then ask the assigned staff member to develop an action plan.

·Note the strengths, weaknesses and work preferences of your staff. Note the type of assignments best suited to each team member. Use this information when you delegate tasks.

·Consider your team members as collaborators rather than subordinates. Use each person’s skills to create a shared outcome. Make team members responsible to each other for performance.

·Delegate in ways that meet the needs, learning styles, and abilities of each person (for example, a newly hired employee will probably need more detailed instructions and background information than an experienced employee).

Do you have any tips for delegation that you’d like to share?

Managers need to develop organizational sensitivity

2011-05-18T09:43:00.001-06:00

Betsy dislikes her coworker, Jon.

One day in the office, Betsy whispers to another coworker that she thinks Jon is weird and standoffish.

Jon overhears the conversation and is surprised to find out Betsy feels that way about him. He doesn’t know how to react so he just stays silent.

However, he can’t shake off that comment and begins to feel uncomfortable at work. His productivity at the company starts to decline, even though he was typically a top performer.

Maryanne is Jon’s manager and she notices his work is slipping and he’s quieter than usual. She’s been meaning to talk with him about it, but been too busy to schedule a sit down talk with him.

After feeling increasingly more dissatisfied at work, Jon starts sending out his resume to other companies. He eventually gets a job offer, and leaves the company.

Betsy is happy, but Maryanne is distraught, confused, and now has to go through the process to hire someone to replace him.

If Maryanne had taken the time to find out what was bugging John, she might have been able to keep a top performer.

Productivity suffers in workplaces characterized by criticism, gossip, and a lack of teamwork, according to a new Right Management poll of 1,404 HR professionals and senior business leaders.

The survey find that 61 percent of organizations suffer from negative behaviors that, in turn, makes employees struggle to focus on their work, with 36 percent saying negativity sometimes impacts productivity. Only 3 percent say their employees are staying positive and not affected by negativity.

If negativity catches hold in an organization, it can become contagious. This negativity emerges itself in sarcastic remarks, lack of productivity, and other behaviors. And it is hard to stay motivated in that kind of work environment.

You don’t want this negativity to result in turnover, so it is crucial for managers to be aware of what is going on within their group or organization. Managers can’t afford to turn a blind eye toward internal politics and complex interpersonal issues.

And while the reality is that not everyone will like one another, the manager needs to ensure that everyone at least respects one another and finds a way to work as a team.

This is why organizational sensitivity is a key managerial trait. Here are a few ways to develop it:

When people seem to be experiencing low morale or having difficulty, talk with them to find out what is going on. Sometimes people will not want to say much, but they will appreciate that you noticed and showed concern.
Identify and prioritize longstanding or unresolved conflicts within your team. Develop a strategy to address them. People may welcome the opportunity to talk openly about issues that have been simmering and will have excellent ideas for solving them.
Notice if there are things in the work environment that you can change. Not all problems require financial or upper-management solutions; many can be resolved through addressing them creatively.
Ask your employees what you can do to be a better leader or a better boss for them. Implement some of their recommendations to show that you take their input seriously.

What are your thoughts about this? How do you handle workplace gossip?

You’ve received the feedback. Now be open to it.

2011-05-11T10:03:00.002-06:00

We talk a lot about feedback, and even call it a ‘gift’ for leaders. After all, feedback is a crucial development tool for leaders to use and improve their performance and interactions with others.

Feedback is essential for professional growth. But as a leader or manager, how open are you to receiving feedback?

Some may believe that if there is an issue, their coworkers will let them know so there is no need to start a feedback process in their company. But that is not always the case because it is human nature to withhold criticism.

Let’s take for an example; you ate something at lunch that contained spinach and ended up getting it stuck in your teeth. You spend the rest of the day talking to people with the remnants of your lunch in your smile. Later in the day, you finally look in the mirror and are shocked to see you had a piece of spinach stuck in your teeth the entire time.

You think to yourself in embarrassment, “Why didn’t anyone tell me?”

What does that have to do with feedback? Let’s say your subordinates view you as a micromanager who oversees every nitty-gritty detail of your team. You, on the other hand, believe you just stay on top of details, you have no idea you’re considered a micromanager. And why is that? Well, it really is extremely difficult to see in yourself what others see, and it is pretty unlikely that an employee will come into your office and let you know pointblank what people think of your management style.

This is when the 360 Feedback, which provides individuals with a well-rounded view of how others perceive an individual’s efforts, comes in handy. When the instrument guarantees confidentiality, it leads to more open and honest feedback.

Listening to the perspectives of others is an important skill for those in management positions. It is especially important to listen to feedback from others about your own behavior, and to use it to change and improve your performance and interactions with others.

But if you are not open to the process, you will miss out some useful feedback that would improve your effectiveness. You have to acknowledge that there is always room to improve, and it is vital to begin listening to people’s suggestions and taking heed of them.

When you receive feedback, keep these development tips in mind:

Ask for specifics when receiving feedback, either positive or negative. Keep listening until you understand what the person is trying to communicate to you.
Use the three R’s to make sure you understand what a coworker is saying: Repeat, Restate, and Reflect.
Ask for feedback that is performance related. Ask for specific suggestions for improvement.
Don’t interrupt others when they are talking, even if you think you know what they are going to say.

Be open to feedback. If not, you will continue to walk around with spinach in your teeth, and who wants that?

Why leaders should keep a work diary

2011-05-04T09:52:00.003-06:00

Many leaders operate on the belief they know everything there is to know about their role, company, industry, etc. But in many cases the opposite is true.

Whether leaders acknowledge their own weaknesses or not, everyone else sees them. Instead of trying to deny any exist; it is more beneficial for leaders to take responsibility for what they don’t know. In other words, leaders need to become self-aware.

There are many definitions of self-awareness but generally speaking it is how conscious you are of what you excel at, while at the same time acknowledging the fact you still need to grow. In some cases, self-awareness is often incorporated with emotional intelligence, the self-perceived ability to identify, assess, and control the emotions of oneself, of others, and of groups.

One great way to develop self-awareness is to simply keep a diary. Keep in mind diaries are not just reserved for teenage girls expressing feelings about their latest crushes. Many great leaders and innovative thinkers were avid diary writers such as World War II General George Patton, John Adams, and Andy Warhol.

A diary provides a place for people to vent frustrations, work through emotions, and grants the ability to look into the past and remember certain things that may have been forgotten. Diaries can provide an avenue for one to gain perspective, which makes sense why it could help leaders become self-aware.

I’m not saying that once you start keeping a diary you will automatically become self-aware and gain emotional intelligence, but it can aid your journey.

You can use the work diary to write about specific outcomes, shortcomings, and achievements. It can provide a snapshot of the best and worst moments of the workday, which can also help you plan for the future.

No matter your preference for composing the work diary, either on the computer or with a notebook and pen, make sure you keep it private. Whether you use the diary to reveal frustrations or just to maintain a log of your daily activities and meetings, it shouldn’t be shared with anyone else.

Okay, I do understand as a leader you're under a lot of pressure and never seem to have enough time. However, maintaining a work diary does not have to be a long, in-depth process – just commit a small amount of time to compose your thoughts. Even 10 minutes a day of reflection can help slow you down and get reconnected.

What are you waiting for? Start writing.

Some managers aren’t ready for the role

2011-04-27T09:58:00.007-06:00

Lots of employees complain about their bosses. After all, if your company has at least one employee, they are probably going to have a complaint. These complaints about managers can be simple frustrations to full-on discontent.

But what if the manager secretly agrees with some of these complaints?

A new survey from CareerBuilder asked more than 2,480 employees and 3,910 workers to rate their company’s leaders. Among the managers that were surveyed, 26% said they weren’t ready to become leaders when they first took the job.

Why are some new managers not ready for the role and responsibilities that come with the job? Well, some managers have been promoted as a way to reward and encourage high performers. Sure, these employees may have contributed to the bottom line, but it doesn’t mean they will automatically become a great manager.

Many times these managers do bring a specialized talent to their new position, but they need to broaden their competencies in order to become models of leadership for the whole organization. They have to grasp bigger picture issues and motivate teams to tackle problems.

Without proper transition into the role, the organization could lose a great individual contributor and gain a mediocre manager. And a mediocre manager could eventually become ineffective at motivating and engaging employees.

New managers need the appropriate tools and training to help fully understand their new role. One tool to aid in this transition is the 360 feedback process.

Candid feedback on one's management competencies gives the new manager clarification on their role, as well as what behaviors need to continue, be stopped, or be changed.

Making use of such feedback can be a powerful development tool for leaders who are looking to mitigate any weaknesses and capitalize on strengths. Both positive and negative feedback can help leaders improve their performance.

Instilling a feedback culture is one way to soften the transition from peer to manager.

Now it’s your turn, what tips do you have for new managers?

Transparency in leadership

2011-04-20T09:29:00.005-06:00

Many times when the media interviews a CEO, the article is full of canned responses. So when a leader breaks that trend, it is always an interesting read.

Recently the CEO of Blackberry’s maker Research In Motion Mike Lazaridis expressed his frustration to the press in regards to the public perception of his company.
Here is his quote to the New York Times:

“Why is it that people don’t appreciate our profits? Why is it that people don’t appreciate our growth? … I don’t fully understand why there’s this negative sentiment, and I just don’t have time to battle it. Because in the end, what I’ve learned is you’ve just got to prove it over and over.”

Mike is a bit of a complainer, but it is obvious he is displeased with his company’s image and doesn’t want to stay quiet about it.

I read a critique of Mike’s interview on a blog and the blogger stated Mike made a mistake when he expressed those views to the media, and that Mike probably hurt the company’s image even more.

On the flip side, another blogger applauded Mike as a “transparent, real CEO who shoots from the hip”.

Even if people don’t like or agree with what he said, Mike is displaying a version of a transparent leadership style.

Transparent leadership includes clear communication, commitment to building relationships, and creating a candid workplace.

A transparent leader gains followers if they are perceived as trustworthy. These leaders make sure their message is consistent, and avoid saying different things to different audiences. They also consistently follow through on commitments.

I’m not recommending that all leaders express their frustrations to the media. However, Mike’s ‘tell it like he feels’ philosophy may have won him over some employees.

After I read the blog post that criticized Mike’s interview, I saw this comment:

“Mike is right. And, honest. Frankly, I agree with him. Perhaps I shouldn't have stayed working there … :)”.

What are your thoughts about this outspoken interview?

Leaders, a public meltdown is not “winning”

2011-04-13T09:37:00.003-06:00

As a society, it appears we are fascinated by public meltdowns of celebrities. This is probably why Charlie Sheen’s twitter account set a new Guinness World record for the fastest person to reach 1 million followers. I’m sure many of these followers hoped to read or see a meltdown firsthand.

So, Tiger Blood and the rest of Charlie Sheen’s philosophies entertained a majority of the public. However, it would not be so entertaining if someone you actually know has a meltdown. Or, even worse what if you have a meltdown?

As a business leader or manager you probably think that would never happen. But all business is people’s business, and no one is perfect. And meltdowns are not a laughing matter (sorry, Charlie).

A meltdown may take the form of being irritable, snapping at others, crying, and engaging in all kinds of unhealthy and self-destructive behaviors.

One major cause of a meltdown is stress. According to a recent survey by the American Psychological Association, 75% percent of people say they are stressed out. That’s a lot of potential meltdowns.

Leaders certainly encounter obstacles and are faced with very difficult situations. An inability to cope with stress will not only cause personal unhappiness, it can also make you ineffective as a leader. Emotional or unmeasured reactions may actually complicate difficult situations and could result in a meltdown.

You may not be able to change the amount of stress in your life, but there are ways to calm down and reduce the stress.

· Acknowledge that you are not really in control of much that happens, as much as you would like to be, and you do not need to be in control of all situations. Consider a past change that you effectively managed and identify steps you took in that situation that you can try here. Realize that maintaining control in an environment of rapid change is different from maintaining control in a static situation.

· Try these stress reducing techniques: learn and apply deep breathing when you are stressed; take a break to listen to a relaxation CD; go for a walk outside; exercise regularly; eat regular meals.

· Anticipate a positive outcome to stressful situations. Your mindset can make a tremendous difference in the outcome.

· Determine whether your work habits contribute to your stress. Do you procrastinate? Do you neglect to communicate your intentions? Do you micromanage others?

· Maintain and cultivate your sense of humor. A well-developed sense of humor will help you and those around you deal more effectively.

How do you reduce stress?

Automation – easing headaches one survey at a time

2011-04-06T09:33:00.001-06:00

Do more with less. It’s a popular phrase in the workplace, as the drive for optimal achievement is everywhere.

Companies continually call on managers to do more but often with fewer people, less spending, less time.

Perhaps due to the ‘more with less’ philosophy, we have seen an increase in clients asking for tools to fit this need.

When a client comes to us for survey hosting, there are different approaches and options the client can take in managing their 360 Feedback programs.

One key option is process management. This is where the administrator can choose to maintain full control of the survey process, or can opt for survey automation.

Survey automation means the data is automatically entered into the system without the need to input information manually. The low-administrative solution can reduce errors, save time, and even eliminate costs.

However, some clients prefer to have complete control over the entire assessment process and manage the entire process themselves, with TBC providing technology support when needed.

For example, when a client chooses full control they must manually setup a project such as survey type, deadline date, and participant information. They send out invitations to the raters, manually track completion rates, and manage deadlines, etc.

On the other hand, survey automation can be turned on to simplify the entire process. The fully automated process only requires initial enrollment. After that is completed, each step of the survey process is automated. The TBC project management team manages the project to ensure it is running smoothly.

The goal of automation is to make life easier. It helps speed up and automate repetitive computer tasks, can reduce burdens, and makes the process flow smoothly. In other words, it removes the potential headaches of the survey process.

Process management is based on preference, so pick the option that best suits your company’s needs – whether it is hands-off or hands-on control, or something in between.

For more information about process management, click here.

Michael Jordan as a business leader

2011-03-30T09:24:00.041-06:00

Michael Jordan. It’s safe to say he’s one of the greatest basketball players of all time, if not the greatest. But that’s not what we are here to discuss – this post is about his career off the court.

After his successful run as a basketball player, Jordan wanted to transition from leader on the court to leader in the business operations side of basketball.

It has not been an easy move.

Jordan joined the Washington Wizards team as President of Basketball Operations and part owner in 2000. During his first full season in that position, his team only won 19 games. In hopes he could jump-start the team, Jordan made a few controversial personnel moves. Opinions of Jordan as a basketball executive were immediately mixed among fans and the media.

On top of that, instead of focusing on developing the talent of the team, Jordan decided he should help the team win by playing for the team. He still had his amazing talent on the court, but he also suffered a few injuries. He eventually retired once and for all at the age of 40.

Jordan assumed he would return to his front office position with the Wizards after his retirement on the court. However, his previous tenure in the front office was deemed not a success and the Wizards owner fired Jordan.

Jordan is an example of a top performer attempting to make the transition from performer to manager. This is a problem not just reserved in the basketball arena, many companies struggle with this kind of transition.

New managers have to shift from producing results themselves to getting the best results from others. Jordan’s role as a basketball executive called for others to perform, not take charge personally like he did when he was a player.

After Washington fired him, many assumed Jordan’s time with basketball operations was finished. It wasn’t. Jordan eventually got involved in the operations side of the Charlotte Bobcats team in 2006. Like his time at Washington, Jordan faced criticism for some of his personnel decisions off the bat.

Despite the critics, Jordan became majority owner of the Bobcats in 2010. Unlike his role in Washington, no one can fire Jordan but himself.

Jordan is still adored for his time on the basketball court, but it appears he still has a lot to learn about being an owner and a leader. But people can develop a knack for leading people, as long as they have the right training and support.

No matter how famous they are, leaders could always use a dose of feedback. Jordan could benefit by instilling a feedback culture in his office. Implementing 360 Feedback could help Jordan recognize weaknesses and shortcomings, along with leveraging strengths.

And as Jordan admitted in an old quote, failure is part of the game.

“I have missed more than 9,000 shots in my career. I have lost almost 300 games. On 25 occasions I have been entrusted to take the game winning shot, and I missed. I have failed over and over and over again in my life. And that is why I succeed,” said Michael Jordan.

What are your thoughts about Michael Jordan as a basketball business executive?

From Friend to Boss

2011-03-22T09:41:00.017-06:00

So a great new position came your way – you are officially a manager! Since you’ve mastered the skill set required for your current position becoming a manager should be a natural move.

However, the title and responsibilities of manager isn’t always sunshine and roses. New managers have to supervise direct reports who were formerly peers. Instead of focusing primarily on maintaining their own specific technical skills, goals, and deadlines they have to manage those aspects for others.

In other words, one day you are playing golf with your buddy, and the next day you are now his boss at work.

In a perfect world, it would be great to be both a boss and a friend. But the reality is that you and your former peers may no longer be friends in the same way. Instead of being on the same level, the promoted individual is now in a position of power and authority.

Change at any level can create uncertainty and confusion, but if you develop a game plan, the shift from friend to boss will be easier. Consider these following suggestions.

Set clear expectations. By setting expectations early on, you will avoid a misunderstanding later. A major function of managers is to ensure team members understand how their jobs relate to the organization’s goals and objectives, and to set team-level goals that are challenging, measurable, and meaningful. Ask for input from the team and ask them to identify key changes that would improve the department’s functioning.

Don’t play favorites. Just because you are now the boss does not mean you have to completely distance yourself from your coworkers. However, if you’re reluctant to discipline someone for fear of what it would do to your friendship, then the ties you have with that person will prevent you from doing your job. Focus on developing strong relationships with each member of your department.

Gather feedback. If you worry you could exhibit any type of favoritism, gather feedback from those around you. Candid feedback on one's management competencies gives the new manager clarification on their role, as well as what behaviors need to continue, be stopped, or be changed.

What’s your advice about the transition from friend to boss?

360 feedback and development

2011-03-16T09:27:00.007-06:00

Lately, we have noticed debates on various blogs and forums centered on the question, “Should 360 Feedback be used for development purposes or for performance appraisals?”

While the topic is not new in nature, it still is an interesting debate and we would like to put our two cents in the mix.

The nature of 360 feedback is to collect perceptions about a person’s behavior and the impact of that behavior from the person’s boss, direct reports, and colleagues. It measures leadership effectiveness such as decision-making skills, collaborative planning, conflict management, performance standards, and many others. The feedback is used for action planning, and to set goals.

The 360 Feedback process is performed through anonymous feedback. Anonymity lends itself to more honest and open feedback from raters, and accurate feedback is key to a successful 360 process.

However, there is a growing trend to link appraisals to 360 data. As opposed to development programs, performance appraisals measure basic job requirements and are used for salary increases, promotions, bonuses, and even disciplinary action.

If this approach is required, we strongly suggest caution, full disclosure, and transparency for all involved before and after the project agreement. The process does lend itself to some negative unintended consequences, such as skewed data with the ‘halo’ or ‘horns’ effect, dips in participant morale, system gaming, etc.

A basic rule of thumb - if a company is not experienced with the 360 degree process, it should not use 360s for appraisal purposes.

When feedback is gathered and linked to development planning, goal setting, and organizational support, it can help improve individual performance. Contrasting self-evaluation results with feedback, enables individuals to integrate feedback into his or her self-image. Getting a clear picture can help identify weaknesses that can be improved, as well as strengths that can be leveraged.

Companies that turn to 360s must emphasize clear and frequent communication about the importance of development and implications for each member of the organization. The more people understand why 360 feedback is introduced to the organization and how the information is used, the more likely they are to support the effort.

In conclusion, utilizing 360 Feedback for development purposes creates an atmosphere of trust. People can truly believe the data will not be held against them but will be used to help them.

Retain your quality talent

2011-03-09T09:41:00.011-07:00

“I quit!”

A year ago that phrase was heard seldom in the workplace, but times are changing. Industry experts say the economy is improving, and as a result more job opportunities are opening up for candidates.

According to Monster.com, the US Bureau of Labor Statistics (BLS) reported in October the number of employees voluntarily quitting their jobs had eclipsed the number terminated through layoffs and other types of discharges.

This is great news for job seekers, but should also serve as a wake-up call to employers.

The economic recession took a heavy toll, not just on those laid off, but also on the survivors who shouldered the burden of ‘doing more with less’. Many employees became disenchanted and may look to cut themselves loose from their jobs – especially in a better economy.

Replacing employees costs a lot of time, energy, and lost productivity so employers need to place a greater focus on retaining their quality employees.

Here are a few tips on how to do it.

Give Feedback
Meet with your team members regularly throughout the year, not just at appraisal time. Give them feedback - both positive and negative so they know how to move forward in their jobs. Review progress on their development plans and on their career planning. If there are stumbling blocks, try to help your employees any way you can.

Ask for Feedback
Just as you need to give feedback, you must ask for feedback from your direct reports on your managerial skills. You need to find out what your strengths and weaknesses are so you can improve as a manager. It’s no secret people quit jobs due to their boss. But if you don’t know what you are doing wrong, you can’t fix it. Gathering feedback can help you change course for the better.

Offer Perks
Your company may not be able to offer bigger salaries but there are small initiatives it can do to reward employees. Order in lunch once a month, offer a floating holiday, subsidized gym membership, etc. Sometimes it really is the little things that count.

Be Flexible
Let employees work from home once in a while. If a staffer works overtime, let them come in late the following day. These gestures can let workers know they are appreciated.

What are other key ways to retain valuable employees?

Sources: Forbes, Monster.com

Great leaders do not tolerate mediocrity

2011-03-01T09:41:00.007-07:00

You go to work. You go home. Repeat.

Sound familiar?

This repetition can cause people to settle and stay in a comfort zone, which makes them feel safe and secured. They don’t take risks but they also won’t experience failure. The world passes them by as they stay stagnant.

In most cases, when people stay within their comfort zone they become mediocre employees – they are okay but never really that great. Their work eventually starts to slip and they produce lackluster performances. When mediocrity is tolerated in the workplace, it can erode the company’s culture of productivity and accountability.

These lackluster performances fall on the shoulders of the manager. If the manager is not getting the best out of the employees, it may not inspire the employees to perform at higher levels. Think about it - leaders that tolerate mediocrity, what does that say about their leadership style?

As a leader, you must be clear and consistent about performance expectations. You need to fight mediocrity before it becomes an epidemic in the workplace. Here are some development tips to remember.

· Make sure you are meeting your own performance expectations. When people see you working hard and meeting your expectations, they are more likely to use you as a role model.

· Use your organization's appraisal system more effectively to enforce the clear and specific goals you have established, but not just annually. You may need to review progress on a monthly basis.

· Identify the critical path to your desired results and then remove the obstacles that get in the way.

· Involve employees in setting the team’s goals and objectives. Track results. Recognize and reward employees for their contribution to the success of your team.

· Make sure you communicate the appropriate sense of urgency. If everything is urgent, people can’t prioritize. If nothing is urgent, deadlines are often not achieved.

Tell us, how do you set performance expectations in the workplace?

Perseverance - is not just a cliché

2011-02-25T10:40:00.005-07:00

We’ve all heard the quote, “at first you don’t succeed, try, try again”. While it is a popular cliché in business, it doesn’t count out the reality that perseverance is an important leadership skill.

Perseverance involves people sticking to their path regardless of the obstacles placed in their way. They maintain their drive, enthusiasm, and determination and know how to handle a crisis in a confident manner.

Effective leaders demonstrate an ability to persevere even if the odds are stacked against them. After all, if certain leaders did not persevere during tough times, we wouldn’t have chocolate “kisses” to give out every year for Valentine’s Day, or ever supported a talking mouse.

Yes, the respective founders of the Hershey Company and Walt Disney Company had to endure obstacles to reach success. They struggled, almost went bankrupt, and had to prove the skeptics wrong. However, they depended on their own efforts and perseverance rather than good fortune. And as you know, both experienced huge levels of success and prosperity, plus made huge differences in the entertainment and candy industries.

Think about your own leadership traits. Are you a role model for innovative thinking and push others to take risks? Or do you resist making decisions for fear of failure?

If you want to become more of a take-charge person or could use a reminder of why perseverance is important, take a look at our development tips.

· Instead of getting frustrated when things don’t go as planned, expect change, ambiguity, and frustration at least part of the time. This is normal. Develop your sense of humor; learn not to take yourself too seriously.

· You need to be able to persevere during the hard times if you are convinced you are on the right course. Before you make a big change, consult with other leaders about the decision and analyze what impact the change will have on the organization (both positive and negative).

· Think positively. Instead of telling yourself a task is impossible, tell yourself that you have reached a momentary impasse and that a solution does exist and will eventually come to you.

· If you tend to change course too often, practice handling ambiguous situations and learn to wait out your anxiety.

· Persistence does not mean banging one’s head on an obstacle until one or the other gives way. It does mean finding and applying strategies that will move you forward. Apply your problem-solving skills and brainstorm possible solutions to the problem. Form a team to help identify obstacles and develop alternatives for overcoming them.

Coaching Multipliers: Are You Developing Geniuses or Genius Makers?

2011-02-24T10:03:00.022-07:00

Every month, we put together our ReVolve newsletter. The goal of ReVolve is to provide you with industry relevant information in the form of white papers, case studies, book reviews, or just interesting trends and random tidbits that will bring value to your inbox.

For the February 2011 edition of ReVolve, we featured a very special guest writer - Liz Wiseman, President of The Wiseman Group and Author of the Wall Street Journal bestseller, Multipliers: How the Best Leaders Make Everyone Smarter. In the book, Wiseman and her colleague Greg McKeown, used a combination of research and case studies to explore the differences between two distinct leadership categories – Multipliers and Diminishers.

Some background on Liz - she advises senior executives and leads strategy and leadership forums for executive teams worldwide. A former executive at Oracle Corporation, she worked as the Vice President of Oracle University and as the global leader for Human Resource Development for 17 years.

In her article for ReVolve, Coaching Multipliers: Are You Developing Geniuses or Genius Makers?, Liz said perhaps the most important role a leader can play is to multiply the talent and capability of their organization. As the business environment becomes increasingly complex and as knowledge sharing is exploding and growing exponentially through electronic networks, she said we need leaders who use their insight to invoke the genius of others and build viral, collective intelligence.

With highlights from her research, Liz explores a very relevant topic for the current state of leadership. Read the entire article here.

Floating coffee grinds and … feedback

2011-02-22T09:16:00.015-07:00

Feedback is a popular topic; however, sometimes an interesting way to illustrate a point is to provide a personal example. Let me explain how my recent experience with coffee grinds resulted in feedback.

I’m an avid coffee drinker. For a long time, I made coffee the standard way – measuring out coffee grinds and water. Last year, I became spoiled when I received a Keurig one-cup coffee maker for my birthday. I no longer have to worry about measuring coffee grinds; I put the K-cup in the dispenser and within seconds receive a fresh cup of coffee. No work or mess to clean up.

When I started at TBC, I noticed the company had a standard coffee maker – the type where you measure out the coffee grinds and water. I didn’t think it was a big deal to make coffee in the typical way again; after all that is how I used to make coffee. Still, when it was my turn to make the coffee, I could not remember the correct ratio of coffee grinds to water. The result? Extremely bitter coffee. But I learned from my mistake and became better at making coffee.

However, all was not what it seemed.

I made coffee the other day and I didn’t think twice about it, until the next day when a coworker asked who made the coffee the day before. While I was surprised someone would inquire about coffee from the past, I still anticipated a compliment of some sorts. So I smiled and said I made the coffee.

The coworker did not smile back, but instead asked, “Did you notice the coffee grinds floating around in your coffee cup?”

Hmm I did notice it, but I didn’t think it was a big deal. Some cups of coffee have a few floating coffee grinds, others don’t. I never really thought about it before.

He then playfully joked the coffee was more like eating coffee grinds than actually drinking coffee. To back up his point, he informed me when he cleaned out the coffee maker there were clumps of coffee grounds on the bottom.

My ratio of coffee grinds to water was a complete fail.

We eventually found out the reason for my coffee disaster. When I made the coffee, the coffee filter was not placed properly in the container, therefore not all the coffee grinds made it through the filter, and it was not brewed efficiently. The end result was floating coffee grinds in each cup of coffee. Yum.

I was a bit embarrassed but also grateful that my coworker told me about the issue. Without that feedback I might have made coffee the same way, which may have produced plenty of coffee grind snacks, not exactly the coffee experience we all would like.

Feedback is so important. Without feedback, we all operate with blind spots, which can get in the way of performance.

Now with the awareness I received from feedback, I know how to make a better cup of coffee.

Signs you are a bad boss

2011-02-18T09:14:00.029-07:00

As I was searching for leadership development articles to share on our twitter handle, a Wall Street Journal article caught my attention – “Five Signs You’re a Bad Boss”.

The article states that many bosses are simply clueless about their own appearance and behavior to their employees. Here are a two of the five signs the article points out with a bit of our commentary mixed with it.

Most of your emails are one-word long: If you’re in the habit of answering emails with a simple “yes” or “no” – you could come off as unapproachable and possibly alienate your employees. You may definitely be in the doghouse if you only answer the emails with a “y” or “n”, because while you may view your “y” as yes, the recipient may view it as “why”. Talk about confusion.

Okay, we’re not asking you to compose a novel in your emails, just make sure your message is clear to the recipient. Also, remember that a simple “thanks” goes a long way.

Lack of face-to-face time: Technology is great. However, if the last time you talked to your employees in person was before Christmas, it might be time to talk with them face-to-face. After all, managers gain trust from their employees through face-to-face time.
So put the BlackBerry down and go talk to you employees – in person. Get to know your employees. Ask them about their backgrounds, experiences, education, and so on. Be willing to share this type of information about yourself.

Additional TBC Commentary
Here are the other three signs the article listed: yelling, your employees are out sick a lot, and your team is working overtime but still missing deadlines.

This article also caught the attention of TBC founder Dr. Daniel Booth. He had a few more poor management practices to add to the list.

#1. Failure to set compelling goals, keep them current and make sure employees are bought in and aligned. We all want our work to be personally meaningful and in this climate it is equally important that we know our work is important to our organization.

#2. Failure to collaborate with the team. Giving lip service to participative management doesn't cut it. Collaboration doesn't mean consensus on every decision. It's an attitude about employees' capabilities and motivations and an intention to harvest those ideas whenever possible and practical.

Conclusion
Here’s a tip - solicit feedback from your group members about how you can improve your own performance. 360 Feedbackcan enable managers to identify weaknesses that need to be improved as well as strengths that can be leveraged.
Listen carefully to the feedback - it may help you go from "bad boss" to "good boss".

If you want to see the complete WSJ article click here.

Sources: Daniel Booth, Ed.D., Founder, The Booth Company, WSJ

Lead under pressure

2011-02-16T09:29:00.011-07:00

One of my favorite shows on TV is Top Chef on Bravo. Okay, so the show has not turned me into a gourmet chef, and most of the time I watch it while eating takeout, but I still enjoy viewing what type of meal the chefs come up with each week.

Each week, chefs compete against each other in culinary challenges in extremely high-pressure situations. Some chefs yell, flame out, and make rookie mistakes, and others maintain their cool and cook some fantastic meals full of creativity and inspiration.

Competing to win tons of cash and the title of ‘Top Chef’ can bring out the worst in certain chefs. Interviews with these chefs reveal their bad behaviors and pushy attitudes toward other contestants were due to the competitive atmosphere. However, it could just mean these chefs act like a jerk under pressure, and who wants to work with that?

The need to work well under pressure is not just reserved for kitchen competitions; it is a fact of life for many organizations.

Working under pressure is tricky. Emotion, pressure, and passion, can easily be used to excess. Many leaders fail to understand how to apply pressure effectively, and often their efforts can undermine employee motivation.

Most work requires cooperation with other people so mistakes are bound to happen among teams. Leaders who push too much and are overly critical of mistakes might fall the risk of alienating people. On the flip side, leaders who are too easygoing or are overly tolerant of mistakes may be perceived as too forgiving of below average work.

The solution? Understand when to use push and pressure tactics in the workplace.
Pressure is an important tactical skill that should be used to communicate urgency, importance, and accountability. Effective leaders must push occasionally, and it is important they learn how to do that successfully.

Here are few tips:
· Pressure is a skill that should be used sparingly and strategically. Are you comfortable using pressure at strategic moments? Experiment using pressure and get feedback about its impact on your peers.

· Help peers maintain timelines for achieving goals so that extreme push is not needed as the deadline approaches.

· Monitor how others perceive you when you are excited or expressing passion about a particular idea or action. Sometimes passion becomes confused with excessive drive or aggressiveness.

· Look at your goal setting and planning processes to see where you can stress the importance of achieving goals.

· Study ways to critique work that are constructive rather than perceived to be destructive by others.

How do you lead under pressure?

Why some managers are ineffective

2011-02-10T09:18:00.013-07:00

Everyone knows an ineffective manager can make workers of all levels miserable, which can result in low employee morale, stress, and turnover. And according to research from the Human Capital Institute, managerial effectiveness continues to decline.

Here are some typical bad habits of ineffective managers:

· Lacks basic communication and emotional skills
· Impatient, arrogant, entitled
· Inconsistent
· Micromanages

So why are some managers ineffective?

It could be because these managers define themselves only as a manager, and not also as a leader. They may view leadership and management as two different entities, when in reality leadership and management need to go hand-in-hand.

Leadership and management are not necessary the same thing, but they are linked together. Managers try to plan, organize, and coordinate, and leaders aim to inspire and motivate. While those are distinct sets of actions, both are necessary for success.

Sure, a foreman in an industrial-era factory probably didn’t have to give much thought to what he was producing or to the people who were producing it, as long as the job got done as ordered. However, in today’s business environment, value comes from the knowledge of people. People look to managers not just to assign them tasks, but to define a purpose. Decision-making, being assertive with ideas, communicating more clearly, and clarifying goals and objectives are all competencies that have increased in today's management role. Managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent, and inspire results.

Being an ineffective manager is changeable. When a manager adds leadership competencies, he or she can better understand how to utilize their people to inspire peak performance. The manager needs to make every effort to coach their team but understand how to do so without micromanaging. After all, if a manager selects the right people for a team, the functioning team can solve many of its own problems.

A key way to develop leadership skills is to use management and leadership development assessments that can provide feedback to the manager. 360 Feedback results can clearly highlight the particular areas for the manager that need additional training.

Someone who is both a manager and a leader will provide the company a competitive advantage in today’s ever-changing business environment.

What are your thoughts? Do you believe management and leadership skills are linked together? Why or why not?

Source: Wall Street Journal

Finding your voice as a leader

2011-02-08T08:15:00.009-07:00

I recently saw The King’s Speech and I highly recommend it. From the incredible acting to the music to the different take on a historic time – it is a fantastic film.

The film depicts the story of King George VI of Britain, his impromptu accession to the throne, and Lionel the speech therapist who helped him find his voice. The king’s challenges were magnified by a stammer that caused many to perceive him as unfit to be king. After all, this was the time where charismatic leaders such as Adolf Hitler and Benito Mussolini used speeches to persuade large numbers of people to follow them. If the King of Britain couldn’t speak to his people, how was he expected to lead them?

The King’s journey is fascinating to watch. There are also many lessons to take from the movie, and one that stood out is how important it is for leaders to communicate effectively.

Leaders spend most of the day communicating with people – about goals, problems, operations, and ideas. Once those ideas are clear, the leader needs to communicate how to make them a reality. If a leader can form a connection through the way he or she communicates, a leader is able to accomplish a lot more.

If you tend to ramble in your written or verbal communication, and you do not articulate well your point of view – you may confuse and frustrate your subordinates. Leaders without sound communication skills will find themselves at a disadvantage.

Here are some development tips for those who need to sharpen their communication skills.

• Plan your communications. Whether written or verbal communications, first write down the points you want to make. Sequence the points, placing your main points first, followed by the supporting reasons. Do not bury your main points in the middle of a paragraph.

• To improve your presentation skills, consider joining Toastmasters, or take a public speaking or acting class. Practice your presentation in front of a mirror. Ask people for feedback about your presentation.

• To confirm that your message was clearly stated, ask your listeners to summarize what you have just said. Take this opportunity to clear up any misunderstandings; make note of what they were and how you can prevent similar misunderstandings in the future.

• Examine your organization’s materials that discuss its corporate vision, goals, and strategies and plan a staff meeting to explain how these relate to your group’s goals and objectives. Solicit feedback on your presentation style.

The ability to communicate is often taken for granted - until you see a movie like The King’s Speech that reminds you of the need for proficient communication skills in a leader.

Here’s one of the best exchanges from the movie.

King: L-listen to me…listen to me!

Lionel: Why should I waste my time listening to you?

King: Because I have a voice!

Lionel: …yes, you do.

Don’t underestimate how the power of words can positively influence the attitudes and behaviors of those you lead.

Conflict happens. Here’s how to manage it.

2011-02-01T08:39:00.007-07:00

Like birth, death, and taxes – conflict is inevitable.

Whenever people gather together, there are bound to be different points of view that often lead to disagreements. Conflict in the workplace can be an unwelcomed distraction, and can result in damaged relationships and lower morale.

The ability to manage conflict is an important managerial skill.

A study of middle and top-level executives revealed that the average manager spends about 20 percent of his or her time dealing with conflict, according to HR Magazine.

Keep in mind that conflict can have a positive side. If handled properly, conflict at work can help employees discover better solutions and possibly spark major innovations.

Whether conflict becomes a full-blown feud or inspires creative problem solving, in large part, is up to the managers. If managers don’t handle conflict well, it may actually provoke additional problems.

So what are the ways to manage conflict? Here are our suggestions.

· When attempting to solve a dispute, first focus on common goals. Try to find an area of agreement before negotiating disagreement.

· Practice active listening skills to sort through the sources of conflict. When people feel heard, they are more likely to listen to another point of view.

· Discuss problem situations with all parties before determining the best course of action. Seek feedback from someone else on the proposed solution before instituting it. Look for win-win solutions.

· Examine your work processes or organizational structure to determine if reorganization might reduce stress and conflicts. Conflict is not always caused by interpersonal problems, but may be the result of inherent structural problems.

How do you handle conflict in the workplace?

Feed your mind

2011-01-28T09:41:00.008-07:00

There is a cliche that we learn something new every day. Do you believe that is true? Some say it is not possible. Others argue that it is achievable and sometimes “we let our minds shut down” to learning opportunities.

An article by Forbes Magazine described continued learning as, “Like the weather. Everyone talks about it, but nobody does much about it”.

Your very reading of this blog is proof you have the dedication to learn and develop as a leader. As you know, learning should never stop for anyone. Whether you have been a leader for decades or aspire to join the leadership ranks, there’s always something new you can learn to sharpen your leadership skills.

If you strive to learn something new every day, here are some tips to keep in mind.

· Keep current on industry trends by reading business journals and industry blogs (like ours!) on a daily basis. Be sure to check out the websites for Fast Company, Harvard Business Review, and Inc. – each of those sites provide a wealth of information and leadership development articles. Explore materials about your own industry, such as books, magazines, and seminars.

· Identify people who are known to have good ideas. Listen to them and pay attention to how they form ideas. Seek out the visionaries (sometimes considered eccentrics), and listen to what they have to say with an open mind.

· Look at your organization’s environment. Are imagination and creativity encouraged? To encourage a creative environment, listen to employees’ ideas and allow differing ideas, discussion, and reasonable conflict.

· Keep a daily log/diary of what you have learned each day. At the end of the month, review the diary – you may surprise at how much you have learned.

Okay, I realize it takes time to learn and we are all crunched for time. The solution? Find time for learning.

Remember no matter you are and what you are doing, there is room for improvement. Leaders need to carry a permanent learner’s permit and look for opportunities to learn from even the most mundane things in life. Try to give every moment your full attention, and maybe it won't be a cliche and you will learn something new every day.

More heads are better than one

2011-01-25T09:38:00.022-07:00

As an avid fan of football, basketball, and baseball, I read plenty of sports articles. And no matter what game, or what team, there is typically one line that is used to describe why a team won - “they played as a team”.

While that line may not seem like a big deal, it is actually a pretty high compliment. After all, it is not easy to get a bunch of rich, talented players to forgo egos to play together as one team.

When a team wins because “they played as a team,” the credit is usually due to the leadership style of the team’s coach. Many times the success of a coach depends on how well the team works together and what the performance is on the court. It’s really not that different in the business climate, where many managers strive to make teamwork a core value in an organization’s culture.

In the modern workplace, teamwork can produce incredible results. As awarding as the team approach can be, fostering a team environment is sometimes a challenge. The size of the team to interpersonal dynamics can all affect how well the team will work together. Like many aspects of an organization’s culture, good teamwork begins with the managers.

So if you want your team to, well, “play like a team,” keep these development tips in mind.

· Allow staff meetings to be team-building sessions, with open brainstorming and problem solving.

· Match crucial assignments and team members so: (1) assignments challenge the team members, and (2) the likelihood of success is great.

· Ask your team members for their input and their different approaches to reach a goal that may have been set by someone outside the team. Use a variety of ways to reach consensus: discussion/persuasion, majority rule, or predicted outcomes and consequences of recommended actions.

· If you want to encourage teamwork, recognize the team for its successes. Make it clear that active involvement is a valued and necessary component for a functioning team. Publicly reward active team players.

Tell us, how do you build a team environment?

Photo credit: Bleacher Report

Small acts can lead to big consequences

2011-01-21T09:24:00.018-07:00

Little things can leave a big impression in life. Small gestures such as bringing a friend her favorite cup of coffee, or taking over the childcare duties from your partner can sometimes leave lasting impressions.

However, there are some small acts that can lead to big consequences.

I recently came across the Wall Street Journal (WSJ) article, Bosses’ Small Gestures Send Big Signals. The article discussed if you are leader every little move you make is pinpointed and scrutinized.

For example, the article interviewed Linda Hudson, president and CEO of BAE Systems Inc., a global defense company. As soon as she was appointed, she told her lieutenants that she expected “rapid response” to email. Well, those lieutenants took that advice to heart and slept with their BlackBerrys so they could immediately answer her 3 a.m. messages.

Sure, Hudson wanted her e-mails answered but she also wanted her employees to get some sleep. She had to tell her colleagues that they could sleep at night, and she told the WSJ, “It will probably be a few months before we all get used to each other.”

Hudson experienced “executive amplification,” a widespread phenomenon that can affect a career. This is when staffers scrutinize – and possible misconstrue – your deeds, dress, and words.

Even though the executive may send out wrong signals to the employees – the executive themselves might have no idea. As people rise in the ranks, they receive more filtered information. Chances are pretty good that, over time, many of these leaders will operate with blind spots.

If you’re concerned about blind spots, one solution is to gather 360 Feedback from peers, direct reports, and external stakeholders.

The article gave an example of how 360 feedback pursued a newly appointed executive at an apparel company to alter her misinterpreted appearance. This executive wore designer clothing and jewelry, while the rest of the workplace favored casual business dress.

360 Feedback revealed that her employees felt that she was “trying to be better than us,” and that “she is the only one that doesn’t know this is bothering people.”

Once the executive received this feedback and went over the results with her business coach, she decided to tone down her appearance right away.

I highlighted this WSJ article because I think it provides a great example of how some leaders work with blind spots, and have no idea how their gestures are affecting their employees. This is why gathering feedback is so vital - it is hard for people to be objective about their own behavior. Effective leaders are open to feedback, both positive and negative, and will use it to improve their performance.

If you want to read the full article click here.

What are you thoughts about the subject? Are you aware of your small gestures?

Apple Inc. puts succession planning in the spotlight

2011-01-19T09:05:00.005-07:00

When Apple CEO Steve Jobs announced he would take a medical leave of absence, there was one question burning in the minds of shareholders, investors, and the general public.

What happens now?

Tim Cook, chief operating officer, will be at the helm for the company’s major products for now. However, this is the third time that Apple shareholders were faced with news that Jobs will take a prolong length of absence. Jobs’ most recent departure puts Apple’s succession issues back in the public eye.

Jobs founded the company in 1976 and he is still the main driving force behind all of Apple’s innovations. There have been virtually no reports on who will take over for Apple when Jobs steps down. Some are concerned that there is not a succession plan in place.

In January 2011, Apple urged its shareholders to reject a proposal at the following month’s annual meeting calling for the company to “adopt and disclose a written CEO succession policy”. In the statement, the company’s board said publishing a plan would impact their ability to attract executive talent and would give competitors an unfair advantage.

Still, long-term shareholders want the assurance that the company does have a succession plan.

This then calls into question – who will be the next Apple CEO?

Finding a replacement for Jobs, the breakthrough innovator and person of influence, is extremely difficult. The next leader will most likely have to come from within the company.

A Wall Street Journal reporter made the point that to further instill investor confidence, Apple needs to pull back the curtain on its development process and highlight some of the individuals who have helped usher in the iPhone and iPad. Jobs can’t be the only innovator in the company, right?

There is research that successful companies need to better value and leverage their Individual Contributors (IC's) and provide these individuals development tools. Utilizing proven tools like 360 Feedback for IC's can help spot and develop tomorrow’s leaders.

The company could already be utilizing development tools to aid a succession plan or it may not – shareholders and the public have no idea. Apple may need to make a succession plan transparent, or its stock may come under pressure because of questions of who will succeed Jobs at the helm.

It will be interesting to see what move Apple makes next.

What are you thoughts about Apple and a succession plan? Who could replace Steve Jobs?

Sources: Wall Street Journal, Director of Finance Online

Predictions and Trends for 360s in 2011

2011-01-14T09:20:00.017-07:00

As we start off the New Year, many companies are preparing to launch its strategic plans and goals. And as expected, there are several articles and blogs predicting the various industry trends for 2011. What better time to put the TBC President and VP in the hot seat, right? I asked them to shine-up their crystal ball and talk about the state of 360 Feedback in 2011.

So without further ado, here are a few predictions about upcoming trends for 360s from Derek Murphy and Tom Kuhne.

Translations
Emerging markets are growing at a rapid-pace, and the U.S. companies with presence in these markets are investing more in leadership development tools. With a greater focus on leadership development in emerging markets, more companies are requesting translation capabilities from its 360 feedback provider.

While translating 360 surveys is not a new concept, Tom said the requests for translations will continue to grow in 2011.

“Talent and development is typically built around the company headquarters’ model,” Tom said. “Translations offer companies the ability to use the standard platform that is implemented at the headquarters and launch it at the multicultural offices.”

Push Toward Validation
In 2011, companies will request 360 Feedback that are validated, which is somewhat of a trend reversal of the past couple years. Derek said for several years many companies that used TBC’s TruScore survey hosting platform were hosting homegrown instruments.

“We’ve had more and more interesting requests for validated content,” Derek said.

So why is that? Well, that leads us to the next trend.

Emphasis on Development Plans
Tom gave me a home improvement example to explain why companies are seeking validated instruments.

Okay, so say your bathroom is due for a remodel. While this will entail major structural changes, you decided you could handle the project yourself. After all, you are an avid viewer of all HGTV home improvement shows, and if some of those people can remodel their own homes, surely you can do it, right?

You have all the tools, a plan of action, and a design of how the new bathroom will look. Fast forward to spending tons of money and time (not to mention, blood, sweat and tears) - you finally finish the job. Although, after a while you notice the tiles aren’t straight, and why doesn’t the toilet work all the time?

Maybe if you had hired a home improvement expert you would have saved time and had a functional bathroom.

The same rings true with 360 surveys. HR professionals are realizing that 360 feedback is not just a fluff HR exercise – when performed properly, managers do tend to improve and act on results. A tool that isn’t validated can result in poor ROI and just an overall bad impression of 360 feedback.

Validated surveys are important because at its core, validation uses analytic techniques that are reliable and accurate in measuring the intended goal of the survey. Based on the survey’s results, individuals and organizations can make reliable strategic decisions about where to focus their development efforts.

Companies in 2011 will place more emphasis on partnering with 360 providers that offer validated surveys, and that can also bring to the table goal setting, development plans, and other training options.

Technology Improvements
Another trend will be significant technology enhancements for web-based 360 Feedback. The technology upgrades do not mean the platforms are complicated and hard to use. Companies want a comprehensive online solution to be user-friendly and simple, as Tom said, “do more with less technology.”

Look for 360 feedback providers to offer flash tutorials, an increase in automation options, and additional online resources.

Reinvest in Talent Development
Derek said an encouraging trend in 2011 is more companies are choosing to reinvest in talent development, and there will be an overall uptick in volume for 360s.

A recent Wall Street Journal article reported there is a growing fear across organizations regarding the shortage of qualified talent as business picks up in the recovering economy. To address this fear, organizations are reinvesting in talent development programs, and investing more in these critical areas to better position themselves as they shift to growth mode.

“Instead of hiring managers from the outside, many companies will focus on building someone up into a leader from within,” Derek said.

Now it’s your turn - what trends are you seeing in your industry?

Help manage away bad habits

2011-01-11T09:19:00.007-07:00

Talented, hard-working employees are the heart of any organization. But what do you do when stellar performers in the organization display destructive behavior patterns?

Now everyone has their own quirks, and we all learn to work productively in spite of them. However, there are some highly competent people who are held back by fatal personality flaws. The habits can result in consistent problematic behavior, according to the Harvard Business Review article, “Managing away bad habits”.

The authors of the article uses the term “bad habits” not to describe compulsions like nail biting or smoking. The term “bad habits” is shorthand way to describe deep-rooted psychological flaws. At best, people with these “bad habits” create their own glass ceiling, which limit their contributions to the company. At the very worst, these people sabotage their own careers.

If it the situation seems hopeless – it’s not. There are effective ways to help people recognize and correct the bad habits. Managers that help employees break through their own personal glass ceiling provide the ultimate win-win scenario for both the individual and the organization.

If you are a manager, here are six behavior patterns to look out for in employees:

The Hero
The hero always pushes himself or herself – and subordinates – too hard to do too much for too long.

The MeritocratBelieves the best ideas can and will be determined objectively and ignores the politics inherent in most situations.

The BulldozerRuns over others in a quest for power.

The Pessimist
Always worries about what could go wrong rather than considering how things could improve.

The Rebel
Automatically fights against authority and convention.

The Home Run HitterTries to do too much too soon – in other words, swings for the fences before learning to hit singles.

As a manager, what can you do?

· Learn how to empower others to contribute at higher levels by providing special assignments, constructive feedback, and targeted development opportunities.

· Make a list of the key strengths and limitations of your colleagues and each person on the team. Find ways to utilize the strengths and to build understanding.

· Ensure that your teams have defined their purpose, goals, and vision. To be a team, team members must share their goals, and their work needs to be interdependent.

If you want to read the entire article, you can purchase it on the TBC site.

It may take plenty of time and energy on your part, but when a member of the team reaches his or her potential, both the person and the organization will benefit.

Learning from Failure

2011-01-06T09:21:00.005-07:00

When I first moved to Colorado, I wanted to immerse myself into the Rocky Mountain culture and try out snowboarding. I bought a pass, a snowboard, and all the materials that went with it. I was ready to go.

However, when my first day of snowboarding grew closer and closer, I began to get anxious about it. I became scared of the lift, falling, running into people on the mountain; the list goes on and on. In other words, I was scared to fail. And so my first day of snowboarding went pretty bad, and it didn’t improve much. It’s safe to say that I failed at snowboarding last season.

Failure has a lot of power. It can intimidate us so much that it can actually prevent us from taking action. Or it can stop us in our tracks and force retreat.

Some see failure as an end, when it can really be considered the beginning. Every failure is a beginning of a new process – a process that requires failure to learn.

As a business leader, if you happen to experience failure, keep these tips in mind.

1.) Admit the failure. Whether it is ego or embarrassment, many business leaders don’t want to admit when they have failed. Come to grips with failure so you can move forward.

2.) Learn from it. There is always something you can learn from failure. Mistakes allow you to learn what works and what doesn’t. Period.

3.) Perseverance. Instead of getting frustrated when things don’t go as planned, expect change, ambiguity, and frustration at least part of the time. This is normal. Effective leaders demonstrate an ability to persevere no matter what.

I decided to give snowboarding another chance. When I went snowboarding for the first time this season, I acknowledged the fact that I failed at it last season. I evaluated what I could do to improve and I put myself at the edge of my comfort zone.

My result? I’ve been snowboarding several times this season and no broken bones yet.

While it seems ironic, admitting and learning from failure can lead to success.

Leaders need to bring energy to the office

2011-01-04T09:18:00.017-07:00

Another holiday vacation has come and gone. Just when everyone was getting used to sleeping in and eating an endless supply of cookies, it's time to go back to work.

While some employees are physically present in the office, their mind may still be in vacation mode. It’s no secret after a few days off of work it can be a bit difficult for employees to dive right back into workload. Some employees may have a lethargic attitude toward anything work-related – much to the dismay of managers.

Leaders, if you want life back in the office, it is your job to create the energy.

A high energy level is actually an extremely important leadership trait. As a leader, everything you do is contagious. If you act ambivalent about your roles and responsibilities and display a discouraged attitude, the organization will reflect it. However, when you are enthusiastic with high energy and drive, it can inspire, motivate, and reenergize your co-workers.

To play at the top of your game every day, you need to create your own energy. Here are some development tips to keep in mind.

1.) Approach each day with the same sense of discovery that you had when you were a kid.

2.) Encourage a work/life balance for yourself and your team members.

3.) Decide on a clear-cut, long-range goal for yourself. Then establish what you need to do and what attitudes you will need in order to achieve it.

4.) Exercise regularly, eat well, get enough sleep, laugh often – all these impact your energy level.

Remember, your team looks to you to set the pace and provide a role model for hard work and quality. So make the choice to be energetic and bring some life back into the office. It will be contagious.

Tell us, what ways do you bring energy to the office? Is your mind still in vacation mode?

Management Rules to Follow in 2011

2010-12-23T09:30:00.006-07:00

Got your party hat ready? It’s almost time to bid adieu to 2010!

At the dawn of 2011, millions of Americans will make resolutions to get rid of bad habits and adopt new, healthy ones.

Many business leaders also use this time to outline plans and goals for what they hope to achieve in the New Year. In a way, the concept is similar to personal New Year resolutions - the idea that the New Year can bring optimism and new opportunities for growth and development.

However, just as it can be difficult to maintain a personal New Year’s resolution, the same can be said for executing a strategy in business.

One survey found that 49 percent of business leaders perceived a gap between strategy and execution; 64 percent lacked confidence in their company’s ability to narrow it, according to Mashable.com.

In 2011, business leaders and managers should aim to close the gap between strategy and execution. Here are a few rules to follow.

Clearly Define the Desired End Result

The big problem with going from idea to implementation is a lack of clearly defined vision and goals. Leaders who do not define what they want to accomplish can hardly expect others to understand their strategy. Remember, that we usually get what we expect. If you have unclear expectations, that’s probably what you will get from others! Define your expectations, and establish measureable outcomes for each objective.

Stay in Control of Details

A key management skill is to keep the work moving along to achieve the team’s deliverables. Effective managers monitor performance without being too controlling of how the work is accomplished. Find the balance of exercising reasonable accountability while still allowing enough breathing room for employees to do their best work.

Listen to Feedback

Leaders can’t afford to be surrounded by “yes men” who refuse to tell the truth about problems as they occur. Listening to the perspective of others is vital for those in management positions. It is practically important to listen to the feedback from others about your own behavior, and to use it to change and improve your performance. Be sure to ask for feedback that is performance related.

Share the Credit for Success

One of the best things you can do for yourself is to cultivate good interpersonal relations with your co-workers. Leaders need to remember to always give credit when it’s due. Failure to do so may cause employees to become resentful, and resentful employees will be less likely to execute your vision at a high level. It is just a simple matter to say, “Well done” or “Nice job” to a person who contributes to your team’s performance.

This is our last blog post of 2010 – we look forward to connecting again in 2011!

How to use charisma to your advantage as a leader

2010-12-21T08:59:00.024-07:00

Winston Churchill and Adolf Hitler had something in common.

While they were mortal enemies, with extremely different beliefs and actions, they both were known to draw large crowds and inspire people with their words. They each had an indefinable personal magnetism that helped draw people to them, and made people want to cooperate with them. In essence, these two men both displayed one similar trait – a charismatic leadership style.

The word charisma comes from Greek, meaning divine favor, as true charisma was seen as a gift from the Gods. In the 1920s, a German psychologist described it as “a quality where one is set apart from ordinary people and treated as endowed with supernatural, superhuman powers that are regarded as divine in origin.”

However, according to Richard Wiseman, professor of psychology at the University of Hertfordshire, you don’t need divine powers to be charismatic. Wiseman said he believes that charisma is half born and half acquired, which means while some may have been blessed with those qualities at birth, they still have to nurture and develop them.

If you are not a naturally charismatic person, and you are in a leadership position, or strive to be in the future, developing charisma may help you maximize success. As history points out, people always seem to be drawn to individuals who have a certain level of charisma.

Here are some quick keys to being charismatic.

· Don’t hide. Be seen. Charismatic leaders are always visible. They make efforts to motivate people, whether by listening and responding to them, or by working alongside them. They inspire people to go on, even in dark times.

· Talk the talk. Charismatic leaders embrace every opportunity to convince others to adopt their vision. These leaders always appear enthusiastic and passionate and make others feel good in their presence. These leaders present their strategy in a compelling way in order to inspire others.

· Speak even when you are silent. Charismatic leaders are very aware of the signals they send out. They let people know they matter, even if it is just by simple gestures such as direct eye contact and firm handshakes.

· Push boundaries. Charismatic leaders know exactly what they want, and how to get it in order to achieve goals. In every undertaking they push the boundaries beyond what is ordinary thought possible.

Charisma helps build confidence. As a leader, if you are confident and sure of yourself, it will be passed on to your employees.

Source: Forbes

What are you thoughts about a charismatic leadership style?

Receiving feedback is a gift – it really is!

2010-12-17T09:20:00.004-07:00

The holiday season is upon us, and the exchanging of gifts is one of the core aspects of the holiday. Gifts can be fun and all, but sometimes they are just plain bad and unnecessary. You could probably do without receiving a sweater with a picture of a poodle on it, or a giant hand back scratcher.

Still, there are certain gifts that can serve a long-term benefit. For leaders and managers, receiving feedback can be a gift that keeps on giving.

Yes, you read correctly – feedback is a gift. Before you start to groan and roll your eyes at this thought, hear me out. When done properly, feedback is a powerful professional development tool for leaders and managers.

After all, do you know there are actually two distinct perceptions of you? One is how you see yourself, and the second is how others see you. These views can influence your ability to lead, so it is crucial to find the blind spots between the two views.

For example, you may be great at holding people accountable but bad at setting clear expectations. Feedback gives you the information about your impact on others so that you don’t continue to operate with those pesky blind spots.

One way to gather feedback is through 360 Feedback. Unlike traditional reviews and feedback, 360 Feedbackevaluates job performance based on confidential responses from managers, peers, direct reports, and other stakeholders. Since the opinions are voices anonymously, it encourages a higher level of honesty.

Let’s go back to our “gift” example. Receiving feedback is something you can’t give yourself - self-perception can only go so far. However, if people receive feedback from different sources, they can develop the tools necessary to improve weakness and capitalize on strengths. A person who gives you feedback, whether it is positive or negative, is giving you a gift; so make sure you acknowledge that gift.

Here are a few tips to keep in mind after you receive feedback.

· Try not to take the feedback personally. Be open to what you see and hear.

· Take the time to evaluate the information and consider specific actions for improvement.

· Use feedback to clarify goals and track progress toward goals.

· When you make a decision, get in the habit of considering the impact it will have on the people affected by it.

As you can see, unlike an ugly sweater, feedback is one gift that retains its value.

Differences between extroverts and introverts in leadership

2010-12-14T09:02:00.005-07:00

There’s this guy who is described as shy, unsocial, and will go off by himself to think. Sounds just like that awkward guy from your high school math class, right?

Well, would you be surprised to know that guy I described is one of the best-known entrepreneurs and richest people in the world? Yep, those characteristics I listed are used to describe none other than Bill Gates.

Outgoing personality traits are typically associated with those in leadership roles. These kinds of leaders are assertive and good at giving directives. However, recent research points out that introverts can play a crucial role in leading teams as well.

Harvard Business School researcher Francesca Gino said when it comes to day-to-day teamwork in the workplace, an understated leadership style can lead to improved team performance.

Gino and her collaborators asked bosses to rate how extroverted they considered themselves and then studied how their teams work.

The extroverts were indeed more dominate and drove conversations - but were less receptive to new ideas. The introverts listened to the ideas, internalized them, and were able to help improve team performance.

Gino stated in an interview with CNN, “If you're working in a team that has lots of knowledge, where people are proactive and suggesting ideas for improvement, you would do better for the team if you took a backseat position and took the approach of an introvert, who is very careful in listening to suggestions."

Still, many established leaders are extroverts. A 2009 study conducted by researchers from the University of Minnesota and Baruch College found that 60 percent of top level executives displayed high levels of extroversion.

However, introverts have a significant presence as well – look at Warren Buffet, Amazon’s Jeff Bezos, and Bill Gates.

Okay, so who really wins in the battle of extroverts vs. introverts?

Both.

Gino said when conducting her study, she found that regardless of their personality type, when pushed to try different styles, people were able to learn the positive leadership characteristics of both introverts and extroverts.

"What the findings suggest is that no matter who you are and what your disposition is, you can push yourself," Gino said. "Some people may just need to push themselves a little harder and use an attitude that sets the situation."

What are your thoughts about this research?

Source: CNN

The importance of anonymity in Watergate and 360 feedback

2010-12-07T09:08:00.011-07:00

When I decided to write about the subject of anonymity, the first example that came to mind was the Watergate scandal. I can probably thank my journalism background for that – I think it’s a requirement to watch All the President’s Men before you can officially become a reporter. Okay, I’m kidding. Well…kind of.

Anyway, the newspaper coverage by the Washington Post reporters Carl Bernstein and Bob Woodward fueled the focus on the Watergate event and the investigation. However, the duo would have not been able to uncover nearly the amount of information they did without Woodward’s anonymous source – Deep Throat.

Woodward promised Deep Throat that he would not reveal the man’s position with the government, nor would he ever quote him in his articles. With the promise of anonymity, Deep Throat told the reporters inside information that made headlines across the world.

It was important to keep Deep Throat anonymous for that situation. When it comes to 360 Feedback, anonymity is also a vital component.

The purpose of 360 degree feedback is to provide an accurate and well-rounded view of how others perceive the participant’s efforts. The feedback comes from raters that can include the person’s managers, peers, direct reports, etc. Without obtaining feedback from all sides, people may continue to work with blind spots in the workplace.

For some raters there may be an intimation factor associated with giving feedback. This could stem from a fear of conflict or the chance that what they say could impact their own job. In those cases, the rater may give bland middle of the road ratings, which will not benefit the participant or the rater.

Rater anonymity is key to the success of a 360 Feedbackprogram because it will lead to more honest and open feedback from raters. The knowledge that their identity is confidential allows the raters to focus on each question individually and think about specific work-related examples to justify ratings. When selecting a vendor, look for an instrument that guarantees the answers will remain confidential.

So anonymity is important – whether it’s for a key source that helps uncover a political scandal, or for raters with 360 degree feedback surveys.

A Second Act: Alan Mulally, CEO of Ford Motor Co.

2010-11-30T08:50:00.007-07:00

Writer F. Scott Fitzgerald once wrote, “There are no second acts in American lives.”

That proved not the case for Alan Mulally.

After 37-years at Boeing where he started off as an engineer and eventually became executive vice president, Mulally was appointed CEO of Ford in 2006. Industry observers were shocked: never had someone with absolutely no car experience been appointed to such a high position.

And it definitely started off as a bumpy ride. In 2006, Ford posted a $12.6 billion loss and another $2.7 billion in 2007. Though Ford’s problems were in place long before Mulally came to the company, it was still up to him to do something about it.

Mulally was part of the “Detroit Three” automakers that appeared in the infamous Capitol Hill bailout hearings. Mulally’s own image took a beating during the hearings. However, unlike the other two companies, Ford did not accept the government-aided bailout and did not have to file for Chapter 11 bankruptcy protection.

Mulally’s plan for Ford included cutting labor costs, taking out loans – more than $23 million worth – and selling non-core brands, such as Land Rover and Volvo. Today, Ford has about 120,000 fewer workers than it did in 2006.

Some people call it one of the biggest business turnarounds from the great recession. It also marked the second act in Mulally’s life.

“We are fighting for the soul of American manufacturing,” Mulally said in an interview with Time Magazine. “We are leading the way.”

One of Mulally’s biggest endeavors was to change the company’s corporate culture. Fierce loyalties and frequent turf battles were the hallmarks of Ford’s management culture in the past. Mulally vowed to operate with a transparent management style.

“Communicate, communicate, communicate,” he said in an interview with CNN. “Everyone has to know the plan, its status, and the areas that need special attention.”

Mulally lives within three miles of his office at Ford’s global headquarters and arrives at 5:15 a.m. every morning and works for twelve hours a day. Every Thursday morning he has meetings with Ford’s executives called the “Business Plan Review.”

“I’ve been studying the turnaround at Ford,” said Starbucks CEO Howard Schultz in an interview with CNN. “The reason it has outpaced GM and Chrysler is because of the leadership and focus that Alan Mulally has brought.”

Mulally is 65 but don’t expect him to retire anytime soon. After all, he is not complete with his second act.

“I love what I’m doing,” he said. “We’re accelerating Henry Ford’s vision and that is pretty exciting. I don’t want to retire.”

Sources: Smart Money, Time, CNN, Wikipedia

A thankful outlook in business and life

2010-11-23T08:47:00.006-07:00

Thanksgiving is widely known as America’s favorite holiday. What’s not to like? It’s all about food, family, parades, and football.

Thanksgiving is also the optimist holiday, where goodwill trumps feelings of anxiety – at least for a 24 hours. This can also be a time for business leaders to choose a thankful outlook, and to make it a priority to incorporate this appreciation into the work environment and future goals.

In the spirit of “thanks”, I surveyed a few members of the TBC team to find out what they are thankful for.

Tom Kuhne, VP and CIO
"I’m thankful for a happy and healthy family with a great wife and two boys that keep me very entertained and very busy. I’m thankful to be living and working in Boulder, Colorado, an amazing town with so much to offer. Finally, I’m thankful for another great year at The Booth Company. It’s a great team with some nice new faces added this year."

Rachel Everidge, Project Manager
"This has been such a great year - I started a new life and job in Boulder, Colorado. I'm thankful for family, my wonderful boyfriend, and my awesome puppies - Kaya and Bella. My puppies definitely help keep life interesting and I wouldn't have it any other way."

Hank Curtis, Business Development Manager
"I'm thankful that my kids are still at the age where they think I am hip, despite my baggy pants and bowling shirts. I'm thankful to my reliable coffee mug for keeping my coffee fresh from morning until afternoon…as well as the new snow-capped peaks beckoning me to another season of moguls and powder skiing. And I'm extremely thankful and grateful to my beautiful wife, my wonderful children, our supportive family around us, and of course my job and the fun-to-work-with Booth team. Cheers!"

The TBC family wishes you and your loved ones a very Happy Thanksgiving.

Tell us, what are you thankful for?

A leadership lesson from Spider-Man. Yes, Spider-Man.

2010-11-18T08:50:00.002-07:00

Few superheroes captivate audiences the way Spider-Man does. Sure, he is a superhero that can cling to walls and fight with superhuman strength. But many people say they like Spider-Man more than other superheroes because in the end he’s just Peter Parker, an average guy with everyday issues such as girl troubles and job worries.

The often quoted theme of the Spider-Man comics and movies comes from Peter Parker’s Uncle Ben, “With great power, comes great responsibility.”

Even though the quote originated in the comic book world, it still rings true to all leaders in every aspect of work. After all, being a leader requires a great sense of responsibility.

Just as Spider-Man is responsible for protecting the city, business leaders must be responsible for those they lead. Leaders need to use their authority to positively impact those who are under their leadership.

It is a leader’s job to think of the bottom line and make sure that the business objectives are met quickly and effectively. Leaders must motivate employees and provide them with the tools they need to accomplish their tasks effectively.

As much as the leader is responsible for the team’s success, the leader is also responsible for any failures. Leaders should take responsibility if the team fails to meet its goals. The leader should not shift the blame to subordinates, but ensure that team members learn from the mistakes so that the errors will not be repeated.

Well, no one said it was easy being a leader.

Let’s go back to our Spider-Man reference. The entire city looks up to Spider-Man as a hero and a leader. Still, there are couple incidents where Parker becomes obsessed and irresponsible with his own power. This behavior proves disastrous for both Parker and the city. When Parker truly accepts his superhero responsibilities, he helps make the city a safer place for all the citizens.

True leaders understand the responsibilities that come with the job. And that’s the bottom line.

Focus on Innovation - Jeff Bezos, CEO of Amazon

2010-11-16T08:59:00.004-07:00

“You don’t choose your passions, your passions choose you,” ~ Jeff Bezos.

Amazon CEO Jeff Bezos is considered one of the founding fathers of ecommerce. While Amazon.com started off as a bookstore in 1994, the business grew faster than anyone could have imaged and is now considered the Internet “goliath” that sells everything from books to clothes to food.

No matter how much the company grows, Jeff Bezos emphasizes his six core values: customer obsession, ownership, bias for action, frugality, high hiring bar, and innovation.

Studies report that Amazon excels at different kinds of innovation – from creating new ways to do business to making small changes that improve the online store.

“My view is that there is no bad time to innovate,” Bezos said in an interview with Business Week. “You should be doing it when times are good and when times are tough. For us, it’s such a deep-seated belief, I’m not sure we had a choice.”

In today’s economic environment, companies are seeking ways to achieve growth through innovation. Eighty-three of respondents in the Bloomberg/Business Week/Boston Consulting Group annual survey of top executives said innovation will be a key part of their strategy moving forward.

While most executives know that innovation is important, not all are committed to making it a top priority. The difference between a company whose CEO and leadership team have an “all-in” mentality regarding innovation, and the one who is not truly committed to innovation, is unmistakable – and so is the impact on the company’s culture and results.

Innovation can occur at every level of the company. This does not necessarily mean that every employee is responsible for creating the next breakthrough product. It does mean everyone must look for and find ways to do their work better than it’s ever been done before, and to do that as often as possible.

Passion and innovation seem to go a long way. Bezos could have stayed satisfied with revolutionizing the way we locate and buy books but he also sought to revolutionize the way we read them (hello, Kindle!).

“There are two ways to extend a business. Take inventory of what you are good at and extend out your skills. Or determine what your customers need and work backwards, even if it requires learning new skills. Kindle is an example of working backwards,” Bezos said.

Sources: Inc., Fast Company, Business Week, New York Times, U.S. News and World Report

Marlon Brando: An Example of a Difficult Employee

2010-11-09T09:23:00.009-07:00

When I was growing up, I often heard Marlon Brando’s voice at my parent’s house. No, we did not live in Hollywood. However, my dad was such a fan of The Godfather that the movie constantly played on our TV. My dad said many times that there will never be another actor quite like Marlon Brando.

Marlon Brando is widely considered one of the greatest actors of all time and made a significant impact on film acting. He also had a reputation for being difficult to work with, often unwilling to memorize his lines and had odd and childish demands. As a result he was almost not cast in The Godfather due to his reputation. Can you image if Brando didn’t play Vito Corleone?

It seems that some people are just born to be difficult. Naturally, no one wants to work with a difficult employee. But what do you do when one of your most valuable employees – one you really need on the team – is a pain and troublemaker who aggravates everyone?

Many managers simply ignore the problematic staffer, which is not beneficial to anyone. There are ways to deal with difficult employees. The article “Crabs, Cranks, and Curmudgeons: How to Manage Difficult People” discusses several ways to handle a problematic employee.

1. Make sure the employee is on the right job and has the right training.

2. Determine if the job itself requires the person to be difficult.

3. Assess the group dynamic and make sure there are other personalities in the group to neutralize the difficult person.

The author of the article also recommends turning to 360 Feedback, in which an employee’s performances is assessed by coworkers. The broad scope and fairness of the feedback helps the participant understand how others perceive them. Obtaining feedback is also beneficial for goal setting and clarifying the roles of managers and individual contributors in the organization.

Francis Ford Coppola found a way to work with Brando, one of the most difficult actors in Hollywood. Brando won an Academy Award for his intelligent performance of Vito Corleone and many said that he lent more humanity to what otherwise could have been a cliché role. Recently, Francis Ford Coppola said in an interview that Brando was just a “misunderstood eccentric".

Now it’s your turn. What is your advice for managing or working with difficult employees?

Taste for Leadership – Ken Powell, CEO of General Mills Inc.

2010-11-04T09:19:00.003-06:00

Ken Powell, CEO of General Mills, is often photographed with a smile. This could be because the company recently posted a profit gain of 12 percent. Or maybe the smile is due to the fact Powell achieved something that many leaders and politicians dream about – a 100 percent approval rating.

Sure, working for the man in charge of Cheerios, Betty Crocker, and Wheaties may not seem as glamorous as working for the man behind the iPhone and iPad, but according to the ratings from Glassdoor.com, Ken Powell beats out Apple’s Steve Jobs as the most popular boss in America.

Powell’s ranking is based on reviews voluntarily posted by employees who answer the question: “Do you approve of the way this person is handling the job of leading the company?” One hundred percent of the General Mills employees who responded said “Yes.”

One employee commented, “Great senior leader that provides clear business priorities and strategies.” Another said, “Keep doing what you’re doing on staying transparent and rewarding a good job when it is due.”

Ken Powell has worked for General Mills since 1979, but has been the CEO of the food company since 2007. People who work with him say he is “thoughtful and reserved.”

It is not just Ken Powell who makes the top of rankings. Fortune Magazine ranks General Mills as one of the 100 best companies to work for, and Business Week ranks the company as one of the best places to launch a career.

Powell said he believes the company’s positive reputation is measured by these components: employee recruitment and retention, brand recognition, and even stock price multiples.

“But in the end, we believe the most important measure is trust,” he said. “General Mills constantly strives to remain worthy of the trust of our customers, consumers, employees, investors, and communities.”

General Mills also earns high marks for investing time in turning good managers into great managers. All employees, including Ken Powell, create an “Individual Development Plan” that maps out their personal development goals for the year. Employees are also encouraged to become leaders in philanthropy efforts, which Powell noted, “it is one of the most powerful things that we do.”

It’s not hard to figure out why General Mills is so respected – the company continues to grow, and is also focused on an open and collaborative environment as well as leadership development.

Sources: Forbes.com, Fortune Magazine, Business Week, Harris Interactive

Are you a worrywart at the workplace?

2010-11-03T11:51:00.014-06:00

"Don’t Worry, Be Happy,” is the familiar song penned by musician Bobby McFerrin. It is a positive song with such a basic message that we should all just adopt this philosophy in our day-to-day life. However, when one establishes a habit of worrying it can be hard to shake.

While stress is a factor in everyone’s life, many of the most stressful events are related to the workplace. In fact, workplace stress costs U.S. employers an estimated $200 million per year, according to Fairleigh Dickinson University.

Business leaders, in particular, carry a great deal of stress that can become toxic. A worrier executive worries not only about his or her mistakes but of others as well. Executives worry that their worrying can impact their employees and make their employees worry, which impacts their focus and productivity, and in turn can make everyone worry about their job.

Whew! Exhausting, isn’t it?

An article in Fast Company recently discussed the topic of business leaders and worrying in the workplace. Simma Lieberman, an executive coach and self-proclaimed former worrier, shared a bit of her advice to help reduce worrying.

1. Time spent worrying is time you can use to seek solutions for some of the issues you have been worrying about. (In other words, stop worrying and do something about it!).

2. Worrying over people, places, and things, you can’t control is a waste of time and doesn’t allow you to take action where you do have control.

3. Learn how to use relaxation techniques to stay calm in stressful situations. For example: make time for leisure activities, get enough sleep, exercise.

And although this may not work for everyone – if you indulge in some tasty treats every so often it may help melt worries away.

Sources: Fast Company, Fairleigh Dickinson University

Tell us, what are your techniques to reduce worrying?

Throwing stones

2010-11-02T09:16:00.002-06:00

By Caroline Fox

A recent conversation got me thinking about how some people’s feedback process is like being stoned. Stoned you may ask? As in having rocks thrown at you? As in the way they used to kill people?

Yes, that is what I mean.

There are lots of references to stoning throughout history. It is a practice that has been mentioned in religious texts and historical documents, and is still practiced today in some countries. When someone is stoned, people surround them and throw rocks at the victim repeatedly until they either 1.) are too hurt to continue moving, or 2.) die from their injuries.

By now, you probably have an image of men and women dressed in suits chucking rocks at some poor, unsuspecting individual cowering in the corner. Please refrain from using this technique as your next form of office feedback. We don’t want anyone to be injured, hurt, bruised, or worse.

So where does this analogy come into play?

Sometimes, when upper-level managers or peers give feedback, they are giving the equivalent of a mental stoning. Instead of being tactful, constructive, and guiding in their comments, they are instead rude, harsh, brash, and destructive. Rather than acting as a mentor or coach, they act as human attack dogs.

These comments, while destructive when said to an individual’s face, can be even more harmful when said behind the person’s back. For example, “Ben” says, “Greg is so clumsy and slow, he doesn’t understand anything I say, and he never makes any sense when he talks,” to a few coworkers. The office rumor mill begins to run, and before long Greg is either drunk at work, on a controlled substance, or has a developmental issue. Upper level management hears these rumors, and Greg’s reputation is ruined by the rumors that are untrue.

What Greg needed was someone to help him work on his communication skills and his listening skills. He needed someone to coach him about how to ask the right questions and give the right answers. Maybe his clumsiness was a trait that cannot be fixed by executive coaching, or maybe it was just the result of nervousness (which can be fixed). His behaviors, which were observed by “Ben,” could have been coached and changed if there had been some sort of positive feedback system in place. Instead, Greg never earns the respect of his coworkers, becomes apathetic, and performs at sub-par levels. His drive and motivation “dies” because of the wounds inflicted by the sharp tongues of his gossiping coworkers.

This is an extreme situation, but it is not all that far-fetched. How many people do you know that talk about coworkers behind their backs? How many people have hurt feelings after group meetings when their ideas are discredited, made fun of, or dismissed without thought?

Next time you are in a position where you feel like gossiping to coworkers, remember a famous quote that might change your mind about harmful “stone throwing” gossip:

“Let he among you who has not sinned cast the first stone.”

Remember your faults before ripping apart someone else’s.

It’s something to think about.

A refreshing take on leadership: Indra Nooyi, CEO of PepsiCo

2010-10-29T10:22:00.005-06:00

Sometimes she’ll patrol the office barefoot. Other days she’ll sing in the halls. These are not typical characteristics found in employees – let alone the CEO. However, PepsiCo CEO Indra Nooyi isn’t afraid to showcase a bit of own personality in her highly public role.

She may sing and laugh at the office, but keep in mind this India-born leader takes a hard-nosed approach to business. She regularly makes Forbes and Fortune lists as one of the most powerful business leaders in the world. She is also known for her aggressive deal making and the operator behind Pepsi’s most strategic moves.

Nooyi is fully aware of the company’s bottom line but she is also focused on operating a business that has a positive impact on society. Not long after she was named CEO of PepsiCo, she established the corporate mission, “Performance with Purpose.”

This approach includes three components: human sustainability (an increase in the nutrition of products), environmental sustainability (operating responsibly), workforce development (creating a place where employees feel they can maintain both a job and a life).

In an interview with The Boston Consulting Group, Nooyi was asked about her approach to leadership and also the future of leadership as a whole. She said there are several ways in which the role of the CEO will change.

“Aspiring CEOs have to understand they are signing up for a lot more than CEOs did in the 1970s, 1980s, 1990s, and even four or five years ago,” she said in the interview.

Here are a few tidbits of her advice:

Focus on the long term: Nooyi stated the notion of focusing on short-term earnings is a thing of the past.

Think globally and act locally: Businesses that have customers in different markets across the world need to tailor products, business models, and people practices to each market.

Become more open-minded: CEOs have to become learning CEOs, she said. They need to continue to adopt the next leadership principles and learn about technology and the younger generations.

Develop emotional intelligence: Nooyi is an advocate of emotional intelligence. She said the way to hold on to employees is by hooking them emotionally to the job, through the company’s business model and what it stands for.

Nooyi’s is an example of leader who has a keen business sense but also operates with a moral compass. She is fully aware of her actions and believes the way a CEO projects himself or herself sets the mood for the entire company.

“You need to look at the employee and say, ‘I value you as a person. I know that you have a life beyond PepsiCo, and I’m going to respect you for your entire life, not just treat you as employee number 4,567,’” she stated.

What are your thoughts about Indra Nooyi’s leadership traits?

Sources: Business Week, The Boston Consulting Group, Yale Daily News, MarketWatch.

Vince Lombardi, Business Coaches, and 360 Feedback

2010-10-27T09:11:00.023-06:00

I recently posted this quote on the TBC Facebook page,“Contrary to the opinion of many people, leaders are not born. Leaders are made, and they are made by effort and hard work,” ~ Vince Lombardi.

If you are a football fan you know of Vince Lombardi - arguably the greatest football coach of all time. He established the Green Bay Packers as the most feared team during the 1960s, and helped turnaround the Washington Redskins program late in that decade. Lombardi believed in doing simple things with consistent excellence and his practices were concise and intense. Lombardi’s players were wholeheartedly devoted to him, and his emphasis on hard work and dedication endeared him to millions.

One of the most important functions of a coach is to help athletes improve their skills in a wide range of tasks. A sports coach isn’t afraid to tell it like it is – but they will also listen and provide guidance as they see fit. In a way, the qualities of successful sports coaches are somewhat similar to business coaches for 360 Feedback. (Minus the yelling and screaming at players).

360 feedback involves collecting perceptions about a person’s behavior from those around them.The opinions are voiced anonymously, which encourages a high level of honesty. At times, the feedback can bring surprising results for the recipient and cause emotional responses.This is when a coach comes into play.

Just like a sports team needs a coach with a winning game plan to help lead them to victory, business coaching is an important part of any 360 Feedbackprogram. 360 feedback without one-on-one coaching or group facilitation is not as successful, especially for first time recipients. The truth is that sometimes people are blind to obstacles or challenges that are standing in their way. A coach can help recipients guide through the 360 process to help identify strengths and weaknesses, and turn potential negatives into positives.

When you collaborate with a certified coach it is in a completely confidential manner, unencumbered by any organizational politics and/or interpersonal dynamics. Certified coaches provide proper guidance on feedback interpretation, goal alignment, and individual planning.

Coaches help the recipient understand the context of the 360 Feedback results. However, it is up to the recipient to change their own behaviors and become a new, improved manager. As Vince Lombardi would say, “Having the capacity to lead is not enough. The leader must be willing to use it.”

Sources: VinceLombardi.com, Wikipedia

Leadership development high school

2010-10-26T09:43:00.011-06:00

By Caroline Fox

High school is a turbulent time for many teens, but it is a vital time for development of self-esteem, self-identity, and that ever-omnipresent college application resume. Leadership exercises can help improve a student’s overall leadership skills, which can contribute to a higher self-confidence and more willingness to try new things—which can in turn be put on that college resume. Here are a few ways to help high school students reach their leadership potential:

Home Skills
KidLead provides ways to hone high schoolers’ leadership skills at home. Take this example. It involves the nightly meal at the dinner table, and allowing the youth to make important decisions:

Mealtime Leadership:
Planning:
· You decide what we’re going to eat.
· Do we have the right ingredients? If not, how will you go about making sure we do?
· When will we be eating? You’ll need to check everyone’s schedule.
· Where will we eat?
· Who’s in charge of cooking?
· Who’s setting the table?
· Who’s in charge of clean-up?
· Who is going to be involved in the process: “the team”
· Who will do what, how, and by when?
Debrief:
· How did the team do in working together?
· Were the right people doing the right things?
· What did the leader do that was helpful?
· What could the leader do next time to be more effective?

This process can be applied to many other scenarios, such as cleaning or taking a car trip. More ideas can be found here: http://www.kidlead.com/374840.ihtml

Service Learning
Many states require service learning as a requirement to graduate from high school. Service learning is reported to improve overall classroom learning, can create feelings of camaraderie among students, and can help students uncover skills and interests previously unexplored. By encouraging students to participate in service learning, both the student and the organization benefit.

Unsure of where to start? Here are some national organizations that can direct you:

· Volunteer Match: Volunteer Match uses its search generator to pair you with an organization that inspires you. Organizations both large and small list opportunities on this service, which includes everything from volunteer interns to builders.

· American Red Cross: The Red Cross depends on volunteers for 96% of its workforce. The national Red Cross volunteer site can provide links and phone numbers for local branches, and can direct students’ efforts.

· Kiva: For students with a little extra change to spare, Kiva.org provides a unique micro lending experience. Kiva allows lenders to apply a small (we’re talking $10) amount of money towards a struggling small business in a developing country, providing valuable startup funds. The small business either succeeds and pays back the loan, or does not succeed and is not penalized for the loss.

· Habitat for Humanity: Working with others to build houses is prime time for leadership building. Add some wood, a few nails, and a family in need of a home, and you’ve got a win-win situation for everyone.

Class Officer Positions, sports teams, clubs, and other outside organizations
Teenagers in leadership positions might be seen as a recipe for disaster, but in reality they can be huge assets to any organization. While some organizations, like sports teams, Student Government Associations, or school-related clubs are for students only, community organizations are composed of people of all ages. Students can bring fresh ideas to all kinds of organizations, especially because of their fearlessness and untainted desire and drive. At the very least, the student can get an organization on Facebook and improve its internal/external communications. More than likely, though, the student will exhibit innovative and exciting ideas—leading to respect from the group of adults and an overall higher self-esteem.

Chick-fil-A’s recipe for servant leadership

2010-10-22T09:48:00.012-06:00

It is safe to say that Chick-fil-A is one of the most popular fast food restaurants in the country. The brand has such a following that customers will “campout” overnight before a grand opening of a new restaurant. Camping out at a Chick-fil-A? That takes dedication and an extreme love for chicken!

If camping out at Chick-fil-A sounds like an idea up your alley, you will probably meet lots of people from all walks of life – including the President and COO of Chick-fil-A, Dan Cathy.

Cathy is well known for spending the night in Chick-fil-A parking lots for these campouts all across the country. Reflecting on the campout experiences Cathy stated, “I’m having the most fun I’ve ever had at Chick-fil-A.”

Since 2001, Cathy has served as President and COO of the 1,480-plus unit chain. He represents the next generation of leadership for the company founded by his father, S. Truett Cathy. When he took over as President, Cathy defined his role in the company as, “I work in customer service.” He instills the concept of servant leadership into his everyday behavior.

Robert K. Greenleaf first coined the term “servant leadership” in the essay The Servant as a Leader.

“The servant leader is a servant first,” Greenleaf stated. “It begins with the natural feeling that one wants to serve first. Then conscious choice brings one to aspire to lead.”

Servant leaders are attentive to the growth and development of those they work with, including partners, employees, and customers, according to Inc.com

Rather than leading from the Chick-fil-A corporate office, Cathy chooses to spend the majority of his time traveling to the chain’s restaurants and interacting with the workers. He said working in the field provides a deeper understanding of the wants and needs of the customers.

Cathy believes the values of Chick-fil-A that make it so successful include corporate culture, entrepreneurship, and customer service.

Exemplary service, Cathy says, begins with hiring the right people. The company is choosy as it typically awards franchises to just 5% of applicants, and the selection process can take a year.

Cathy has stated that he wants to make sure new operators share Chick-fil-A’s corporate values. While Christian principals are a visible factor in the company’s culture – Cathy said Christianity is not a requirement to become a Chick-fil-A operator. However, they have to exhibit humility, passion for service, compassion, and genuineness.

According to Cathy, the main idea of servant leadership is that the leaders serve the staff. Managers treat their employees how they want those employees, in turn, to treat customers.

“If we have to keep telling people what to do, it means we’re not modeling the behavior ourselves,” said Cathy in an interview with Fast Company. “If we are living it every day, we don’t need to talk about it.”

A key characteristic of a servant leader is the desire to serve. Tell us, what are you thoughts about Dan Cathy and servant leadership? Would you ever campout overnight for chicken?

Sources: Fast Company, Inc.com, Chick-fil-A.com, Greenleaf.org

Managers: Do You Have a Monkey on Your Back?

2010-10-21T12:38:00.006-06:00

The other day seemed like any typical workday. We worked diligently, ate lunch, and were greeted by a flying screaming toy monkey with a 50-foot flight range.

Our VIP/CIO brought the flying monkey to the office for some lighthearted humor. This monkey also serves as the mascot for The Flying Monkeys, the TBC baseball team. The flying monkey at the office did provide us a bunch of laughs and motivation to play ball after work. It also served as a reminder of the theory, “a monkey on your back.”

A “monkey on your back” is something that you are forced to do and can’t get away from - as if a monkey was clinging on your back. That theory was the foundation behind the famous Harvard Business Review article “Management Time: Who’s Got the Monkey?” The article became one of the two best-selling reprints in the history of the publication.

In the article, William Oncken and Donald Wass described the concept of management time as it relates to the interaction between managers and their bosses, their peers, and their subordinates.

Okay, so what does all of that have to do with monkeys? Let’s take a closer look.

The Idea in Brief

You are racing down the hall. An employee stops you and says, “We’ve got a problem.” You assume you should get involved but can’t make an on-the-spot decision. You reply, “Let me think about it.”

The issue? Well a “monkey” has just leaped from the subordinate’s back to yours. Take on enough monkeys, and you won’t have time to handle your actual job!

How do you avoid accumulating monkeys? Read up on the following advice from Oncken and Wass and get ready to return monkeys to their proper owners.

Examine your own motives

Some managers may worry that if they encourage subordinates to take more initiative, they’ll appear less strong and more vulnerable. Put aside those fears to relinquish direct control and support employees’ growth.

Develop employees’ skills

Employees try to hand off monkeys when they lack the desire or ability to handle them. Help employees develop problem-solving skills. While it is initially more time consuming than tackling problems yourself – it does save time in the long run.

Foster trust

Developing employees’ initiatives requires a trusting relationship between you and your subordinates. If they are afraid of failing, they’ll keep bringing the monkeys to you rather than working to solve their own problems. To promote trust, reassure them it is safe to make mistakes.

Want to read the complete article? You are in luck! The article can be purchased on the TBC site: http://www.boothco.com/bank/article_e4.php.

It is worth your time to read the entire article. After all, who would want to buy an endless supply of bananas to feed those pesky monkeys on their back?

Sources: Harvard Business Review, Business Week, Woot.com

Behaviors vs. Traits

2010-10-19T10:09:00.013-06:00

By Caroline Fox

One of the valuable aspects of our surveys is that we measure behaviors and not traits. In 360 surveys, some providers confuse the two. The difference, however, is what makes the difference between an effective and ineffective 360 Feedback. What is the difference, you may ask? Let us explain.

According to Dictionary.com, behaviors and traits are defined as the following:

Behavior:
1. the manner of conducting oneself
2. anything that an organism does involving action and response to stimulation

Traits:
1. a distinguishing characteristic or quality, esp. of one's personal nature: bad traits of character.
2. A genetically determined characteristic or condition. Traits may be physical, such as hair color or leaf shape, or they may be behavioral, such as nesting in birds and burrowing in rodents. Traits typically result from the combined action of several genes, although some traits are expressed by a single gene.

The difference between a behavior and a trait is simple: a behavior can be changed; a trait is essentially impossible to change. For example, you may react to certain situations with anger or violence—but that is a learned behavior and can be changed. You are born with certain color eyes; even if you wear colored contacts, your eyes are still naturally the same color as they were when you were born. This is a trait.

We make sure our surveys are validated to measure applicable behaviors that will be coachable. There would be no need for an organization to take the time and money to measure a trait when change is unlikely or impossible. An individual trying to change a trait will become frustrated and may quit working toward their goals. But an individual working to change a behavior? With hard work, a good coach, and the necessary tools, the individual can be successful at changing their behavior for the better—for good.

This butterfly’s traits make it very colorful, but also taste extremely bad to predators.

This child’s angry outbursts and temper tantrums are examples of behavior that needs to be changed.

Sneaky ways to boost office morale and develop internal leadership

2010-10-15T09:18:00.011-06:00

By Caroline Fox

Believe it or not, sometimes an organization’s members are hesitant or averse to leadership evaluation and training. Or sometimes, a company can’t afford to conduct internal assessment or training at that time—especially in this economy. We’ve come up with some “sneaky” ways to evaluate employees leadership skills, create a community culture in your organization, and increase your team’s overall skills at working together. Check out our list for these undercover leadership tips:

Put the coffee in the middle of the room
Putting the coffee in a central location will allow employees to interact more, and will build camaraderie and trust. When you have a team that trusts each other, innovation and creativity are more likely to develop because of open communication and lack of fear of “what others might think.” Who knew an action as simple as moving the morning Joe could foster innovation?

Outdoor ropes course (not totally sneaky)
Ok, ok, so this one isn’t totally underhanded. It might remind you of college orientation, but ropes courses are a fantastic way to get a group of people to cooperate, innovate, and work together for a common cause. Leaders will emerge in teambuilding situations like these, and potential for development can be identified outside of the office. And who doesn’t like to get thrown through a tire 6 feet off of the ground?

Recycling
Recycling is great for the environment, and getting everyone in the office involved will create a sense of common-good. You don’t have to start with an entire recycling setup; just have a box for paper, a trashcan for cans, and one for bottles. Encourage the office to help save the environment, and aim to recycle a certain number of pounds per month. You’ll be building a connected office culture while saving the environment—a win on both sides.

Have a trivia team for a local bar trivia night
Do you have an employee who is a pop-culture whiz? What about a U.S. history buff? Encourage your employees with special knowledge to combine forces to represent your company on trivia night at a local pub. Your organization will get exposure, a reputation for being “fun” and not stuffily corporate, and team members will bond over food, drinks, and fun. As for the rest of the company that isn’t involved? They can feel like part of the club by attending to cheer on their peers, or by checking out a weekly scoreboard to show how well (hopefully) your team is doing!

Build an office playlist (playlist.com)
"Music should always be a means of bridging gaps and uniting people. The beauty of music is that it can -- and should -- gather a wide variety of concepts in a way that's universal."—Gloria Estefan

"I think music in itself is healing. It's an explosive expression of humanity. It's something we are all touched by. No matter what culture we're from, everyone loves music." - Billy Joel

Music is a universal language. It has a way of uniting the most opposite types of people under one belief, cause, or feeling. Sharing a company playlist is a great way to introduce your employees to new music, explore their music tastes, and collaborate to make a common shared creation. Will a playlist change anyone’s life? Most likely not. But having each employee contribute a song or two creates a shared internal product special to your employees. Start out by using a free service like http://www.playlist.com, and then; depending on the success of the program, a CD might be in order!

Sponsor a Child
Sponsoring a child is a great way to have a community come together to support a social cause. A company can easily afford the monthly sponsorship amount that provides food, clothing, education, and life-saving medical supplies to children all over the world. A good place to begin your search is WorldVision http://www.worldvision.org/ Sponsors receive updates and notes from the children they support, which can then be shared with the company through email or on the organization’s bulletin board. This simple process not only basically saves the life of a child, but can have a lasting effect on company members and their sense of connection to others in the workplace. Just as an example, I remember our sponsor child from when I was in the 6th grade… and I am still proud of the work my class did to support him.

Can we guarantee that any of these actions will create the impact of a management coaching initiative? No. But we can say that these ideas are a great way to start building teamwork in your organization, and can lead to a smoother, more collaborative, and more satisfying workday for your employees.

A Leadership Style to Copy – Ursula Burns, CEO of Xerox

2010-10-14T09:26:00.014-06:00

There’s an epidemic going around. No, I’m not talking about the return of swine flu or another animal named disease. The world is suffering from the epidemic of….narcissism.

Narcissism – it’s everywhere!

I’m sure everyone has an acquaintance or even a friend that can be described as egotistic and arrogant. You know, these are the people with the “it’s all about me” personality. In a sense, arrogance is self-confidence on steroids.

No one really wants a friend that suffers from extreme narcissism, and they probably don’t want to work for a leader that displays these qualities.

Gone are the days of leaders who run their business like the autocratic dictator of a small country. Now is the time where self-awareness and humility go a long way in leadership.

A prime example of this type of leader is Ursula Burns, CEO of Xerox.

Her appointment to CEO a year ago marked two milestones: the first time an African-American woman was named CEO of a major corporation, and the first time a woman succeeded another woman in the top job at a company of such a large size.

Once news spread about her appointment, Burns received a flood of media coverage. Article after article talked about her race, gender, and her background.

To receive that much attention can inflate one’s ego. However, Burns was not thrilled with the coverage.

In an article with the New York Times, Burns was quoted as saying, “The accolades that I get for doing absolutely nothing are amazing – I have been named to every list, literally, since I’ve became CEO,” she said.

“The real story is not Ursula Burns,” she said in the article. “I just happen to be the person standing up here at this point representing Xerox.”

One constant theme in the media is that Burns is self-aware and authentic. Her personality seems to resonate well with her employees and the business community.

An editorial from The Huffington Post stated Xerox employees admire Burns and say she is, “open, grounded, and down-to-earth.”

According to an article from Business Week, executives inside and outside the company speak of “her deep industry knowledge and technical prowess, as well as her frankness, sharp humor, and willingness to take risks.”

Burns is known for her blunt directness in speech and actions. She isn’t afraid to speak candidly about the company’s priorities and how it will grow in the future.

Since she took the reigns of CEO, she hasn’t backed away from showing her true self. After all, her assertiveness helped her rise through the ranks at Xerox. So why would she change her behavior now?

Burns is an example of a leader that is not egocentric, self-serving, or believes the company is all about them. A good leader needs a balance of self-confidence and humility.

If you are a business leader, check the ego at the door and you might just gain the respect of your employees and other leaders.

Sources: The New York Times, The Huffington Post, CNN, Business Week

Employee Engagement Lessons from The Office

2010-10-12T11:16:00.031-06:00

Employee engagement is a hot topic; with estimates that disengaged workers cost U.S. companies an estimated $350 billion every year. Yikes!

While researching and reading countless articles about employee disengagement, I couldn’t help but think of the NBC show The Office. You’ve got to love when a pop culture phenomenon can also be used as a reference for workforce issues.

If you haven’t seen the hilarious show (you deprived individual), here is a brief synopsis: The Office depicts the everyday lives of the office employees in the Scranton, Pennsylvania branch of the fictional Dunder Mifflin Paper Company.

Michael Scott is the incompetent regional manager of the company. Take a look at his management skills here:

Michael lacks the necessary leadership characteristics to successfully manage the office. As a result, the work environment is chaotic and many of the Dunder Mifflin workers are not engaged.

The Gallup Organization, a research firm, states there are three employment types: engaged, not engaged, and actively disengaged. Since The Office has great workplace material, let’s examine the engagement types of some of the key characters. Plus, it gives you an excuse to watch The Office clips at work. If anyone asks, simply respond that the clips are part of a learning tool.

Engaged – Dwight Schrute

Dwight Schrute is a strange man. He speaks in a halting, intense manner, is obsessed with sci-fi and zombies, and has a wide array of weapons ranging from crossbows to nunchucks.

Despite his lack of social skills and odd mannerisms, Dwight is actually good for Dunder Mifflin. He’s one of the top salesmen at the company and has won numerous sales awards. Also, Dwight is extremely loyal to his boss and will seemingly do anything for the company.

In his own way Dwight displays some of the characteristics of an engaged employee. He is dedicated, productive, and takes pride in his work.

Not Engaged – Stanley Hudson

Stanley Hudson is also a sales representative for Dunder Mifflin. While he is hardworking, he is thoroughly grumpy, believes he is underpaid, and dislikes his boss, Michael Scott. He's also usually doing a crossword puzzle instead of working or listening in meetings (although, I don't blame him for zoning out in the conference room meetings at Dunder Mifflin!).

Stanley is a perfect example of a non-engaged employee who is ‘checked out’ and ‘sleepwalking’ through the day. He does his job without any interest, passion, or personal involvement.

Actively Disengaged – Angela Martin

There are several characters in the show we could have used to represent disengaged workers. However, Angela Martin takes the cake.

She is head of the accounting department at Dunder Mifflin and is cold, judgmental, and uptight. Angela is outspoken about her disapproval of nearly everyone in the office. When she makes a mistake, her first response is to shift the blame to someone else.

Angela is also the head of the Party Planning Committee at Dunder Mifflin. Typically, when a committee member suggests an idea, Angela will shoot it down with a mean comment. Due to her behavior, she is a constant source of complaints to human resources.

Disengaged workers are unhappy in their work and they don’t care who knows it. They may be highly vocal in their criticisms toward the company and will act out their frustration.

The Reality

Okay, so these characters are fiction. Still, if you don’t want your office to be like Dunder Mifflin, you should take note if you have any workers that display disengaged traits. Now we are not saying you should try to have all your employees become exactly like Dwight (there would be way too many nunchucks around). However, as manager it is your job to create a culture for employment engagement.

It doesn’t take much to keep someone motivated – just pay attention, communicate and interact with him or her.

No matter what though – please don’t take leadership or fashion advice from Michael Scott.

Sorry, Michael. A do-rag does not equal quality leadership.

Sources: The Gallup Organization, Wikipedia, NBC, YouTube, IMDb

“Just, How Old are You?” The Younger Boss – Older Employee Dilemma

2010-10-07T09:42:00.026-06:00

Remember the movie, In Good Company starring Dennis Quaid, Topher Grace, and Scarlett Johansson?

Here’s a refresher: Dennis Quaid plays a middle-aged advertising sales executive faced with a new boss (Topher Grace) nearly half his age. Matters are made worse when Topher Grace begins a relationship with Dennis Quaid’s daughter. Can you say, ‘awkward’?

This fictional movie features a very real workplace situation: the younger boss - older employee dynamic.

As baby boomers delay retirement and work until older ages, it is more likely they will have a younger boss. A recent survey by the jobs website CareerBuilder found that 43% of workers 35 and older said they currently work for a younger boss.

These generational differences can create challenges for both. Competition, bruised egos, and different management styles can derail a working relationship.

Both sides need to rise above the tension and work together to move the business forward. However, that can be easier said than done.

So here are a few tips for both younger bosses and older employees. (Sources: HR Insight, U.S. News and World Report, Forbes.com).

Respect Experience: Recognize that older workers have a lot of experience. Rather than view them as relics of the past, use them and pick their brains.

Acknowledge Expertise: Older employees must be open to fresh ideas and new approaches that a younger manager may bring to the job.

Provide Plenty of Training: People can always benefit from additional training and development. Younger managers need to define what is lacking in older employees and create training opportunities for them.

Don’t Compete: For older employees, it is best not to openly compete with a younger supervisor or belittle him or her because of age. Don’t act like a parent or mentor to the younger boss.

While it does take hard work to achieve mutual respect and open communication, the eventual success is beneficial for all parties. By looking past differences and focusing on strengths, workers of any generation can create a cohesive workplace. It even happened in the movie – the characters worked out their differences and developed an open dialogue.

Can't we all just get along, or at least have a Hollywood ending?

Tell us your thoughts about the older employee – younger boss dynamic. Are you or have you been in this situation?

Non-Traditional things to do after a 360 to promote change

2010-10-06T10:08:00.012-06:00

By Caroline Fox

You’ve just completed a 360 Feedback and you have a coach who is ready to help you change your weaknesses into strengths. You’re ready to change, and ready to move up in your organization. Your coach has great ideas that get you excited, but you want to do a little something extra to get in the mindset of change. We’ve come up with a few “unconventional” ways to prepare for acting on your 360 survey results and to get ready to be a new, improved manager. Will these magically help you turn into someone new? No. Will they make you feel refreshed, renewed, and ready to go? They might. Remember folks, mental and physical states go hand in hand, and it is hard to have one without the other. Give one (or all) of these multi-sensory changes a try to get the most out of your coaching experience:

Hair Cut—there is a reason that your mom took you to get a haircut every year before school started. Haircuts create an immediate physical change and reveal the “you” that has been hiding behind overgrown bangs, hair long enough to be classified as an afro, dead ends, and neck hair with enough length on it to be called a rat-tail. A haircut can be just a freshening trim, or it can be more drastic; when I finally grew into myself in college and met the lifelong friends I consider part of my family, I chopped off my long locks (and donated them!). I felt like a new person—my short, sassy hair gave me a new feeling of confidence (it helped having everyone tell me how great I looked) which in turn led me to try new things, meet new people, and go after a job I never thought I’d get. Guess what? I got the job.

Move Furniture around—Moving furniture around makes me feel amazing. Simply moving furniture can create a feeling of renewal, cleanliness, and organization that a room with “strategically organized piles” of stuff can never fulfill. Plus, nothing gets adrenaline pumping like moving a heavy desk, bed, couch, or cabinet. Not only will you have a new and fresh look in your house, but you will also have to clean those “hidden areas” behind your couch and under your desk. Think of cleaning these hidden places as you would cleaning out your mind; you’re pulling out the trash and cobwebs of things that you think you know, and rearranging them into something better. That’s what you’re doing with leadership coaching—rearranging your behaviors to make something better, cleaner, and more efficient.

Pick up a new hobby—Trying new things has been proven to help prevent early brain deterioration and keep the mind sharp, but it can also create a feeling of newness in your life. Keeping in the same routine day after day can have an adverse effect on attempts to change your behaviors; change in your daily habits will make it easier to adjust to your coaching strategy. So take up basketball, knitting, biking, making balloon animals, fire juggling—anything that appeals to you!

Try a new food—Trying a new food might seem harmless, but to some people new food is a terrifying thought. Really! I once had a friend who wouldn’t let her food touch and would never try anything new. Needless to say, her menu was quite limited.

Trying new food gives you a new sensory experience. Take in the smell, the flavor, the colors, and the aftertaste. Involve all of your senses. By trying new things, you are opening yourself up and becoming vulnerable, which is important when trying to create personal change. Exposing all of your senses to a new and different kind of food will get you accustomed to change, which is essential to trying new thing like new ways of relating to/talking to people, or new ways of looking at situations.

Get a new phone – This might sound kind of silly (and no, I am not being paid off by a wireless carrier). Stick with me here. A phone is most people’s primary mode (or at least one of their primary modes) of communication. If you are focusing on changing a behavior that has to do with your communication skills, a visual reminder can be very helpful. Your phone, most likely attached to your hip 24/7, acts as a visual cue. Take your old phone and throw it out; that is your old style of communicating. Get your new phone and vow to use it as a tool to communicate properly—the way your coach has advised. This visual representation of an internal process can help you move more quickly towards your goal—plus, you get a new phone!

Do you have any other suggestions as to how to turbo-charge your change? How did you react and change your behaviors after a 360 Feedback? Leave us a comment!

Leadership and Accountability: Howard Schultz, CEO of Starbucks

2010-10-05T09:20:00.028-06:00

Many of us at The Booth Company enjoy our coffee in the early morning, late morning, early afternoon and well…you get the point. So, it may not be a surprise for our latest leadership profile we take a closer look at someone who is behind one of the biggest names in coffee – Howard Schultz, CEO of Starbucks.

In the 1990s and early 2000s, Starbucks was one of the world’s most recognizable and successful brands. Life was easy as pie, or in Howard Schultz’s case, easy as a grande white chocolate peppermint mocha with whipped cream.

Schultz decided to step down as CEO in 2000, but he continued to serve as chairman.

Business turned sour for the coffee giant in 2008 due to a combination of the down economy and the company’s mass-market expansion.

Customer traffic dropped, employees became disenchanted, and analysts doubted if the company could recover.

Schultz returned as CEO and proclaimed that the company had “lost its way”. He stated he took “full responsibility” for the issues related to the company.

“We had to admit to ourselves and to the people of this company that we owned the mistakes that we had made,” said Schultz in an interview with the Harvard Business Review. “Once we did, it was a powerful turning point.”

Schultz and the leadership team changed the business plan, closed under performing stores, and offered new incentives for customers.

However, the main goal for the company was to rebuild trust with its customers and employees.

In 2008, Schultz took 10,000 store managers to New Orleans for a leadership conference where they spent 50,000 hours helping communities re-build the city that was still shaken from Hurricane Katrina. Schultz said volunteering was the best way to reinvigorate a return to values among the managers.

Furthermore, Schultz stated that social media helped rebuild trust. The social media tools became authentic reflections of the company's values. Starbucks currently has more than 14 million connections on Facebook, and more than 1 million followers on Twitter.

Sales are now back up again for the coffee giant.

Schultz publicly admitted mistakes and he worked to change the problems within the company. When Schultz kept his commitment, he displayed trustworthiness and integrity to his employees.

Everyone makes mistakes. What exemplary leaders do is learn from their mistakes and incorporate the learning into making changes in the future.

Schultz demonstrated that individual accountability is an important leadership value. Leaders must accept responsibility for outcomes that arise – both positive and negative. The turnaround of Starbucks is a great example of how displaying accountability in leadership can shape and drive the culture of a company.

We would love to hear from you – so grab a cup of your favorite coffee and tell us your thoughts about Howard Schultz and leadership.

How to Become a Contagious Leader

2010-10-01T09:41:00.018-06:00

By Caroline Fox

60 Ways to Become a Contagious Leader

Source: http://hr.blr.com/whitepapers/Staffing-Training/Leadership/60-Ways-to-Become-a-Contagious-Leader/

When we first saw this post, we knew we had to blog about it. The simple words “contagious leader” could inspire even the most lackluster employee to sit up a little straighter. This article mentions 60 different ways to improve your leadership performance, but we’ve narrowed it down to our top picks and elaborated on them.

Call employees "those that work with you".

A leader that identifies well with his/her followers will be given much more respect. Creating a sense of camaraderie will allow for more open channels of communication, less internal angst, and a better look at the organization as a whole. These will, in turn, lead to better productivity, less disjointedness, and an overall better sense of community in the workplace.

Allow for the opinions and ideas of others in all matters.

Remember, you are not the only person capable of thinking in your organization (even though it may seem like it sometimes). Everyone has differing thinking styles and can produce different ideas. Maybe the newest hire can produce a groundbreaking idea that will revolutionize productivity. Maybe your oldest employee has an insight from their experience that others don’t. Even if you don’t agree with everyone’s ideas or theories, at least listen to them. We were given two ears and one mouth for a reason.

Find the leaders on the team you lead that have no leadership title. Cultivate the natural gifts, skills, and abilities of those individuals.

Ok, so we combined numbers 15 and 16 for this one, but they fit together too well not to include them both. It is important to remember that not all leaders are managers, and not all managers are leaders. By identifying those employees who are “undercover leaders,” you will encourage continuation of their positive behavior, therefore cultivating the organization’s next manager/boss/CEO.

Communicate assertively, but not in an overpowering fashion when issues are heated.

Assertive communication is imperative to get things done. Wishy-washy requests and timid proclamations won’t be noticed or acknowledged by employees. They may be heeded for a little while, but over time people will learn that there are no consequences for going against an order. Assert your authority by clearly and confidently saying what you need and when, and keep eye contact. If an employee or co-worker balks or begins to fume at such a request, calmly explain why this is needed, and keep your cool in case of a sudden outburst. Remember, you’re working hard to do your job; they need to be doing theirs.

Be entertaining, humorous, or at the very least, fun to be around.

Remember how in elementary school there would always be students running around out of line? That’s because following while staring at the back of someone’s head isn’t always a fun thing to do. Make sure you’re not just “the back of someone’s head” (figuratively). Make yourself interesting and people will take interest in your thoughts and opinions. Talk about your favorite restaurant, ask a coworker about their new puppy, or put up pictures of yourself bungee jumping in Australia. These conversation pieces will make you seem more like a real person and less like a “back-of-the-head.”

Micromanage only those who need it and only until they prove that they do not.

Micromanaging is frustrating for both the superior and the employee. The superior is busier than they need to be, and the employee feels that their superior has no trust in them or in their skills. If you are a micromanager, (guilty as charged) take a step back. Let your employees do their best, and you will be surprised at the amount of work they get done. This seemingly small act will build a sense of trust, which leads to more dedicated and confident employees.

On the chance that there is an employee who needs micromanaging: help them grow. Give them tips on how to perform more productively, and be ready to step back once they have proven themselves. Your instruction may be the only mentoring they have ever had, and you could be surprised how fast they learn.

Becoming a contagious leader isn’t easy. It takes time, dedication, and constant feedback from those around you. We believe in your ability to become a contagious, even viral leader, and hope that these tips can be of use on your road to personal development.

Emotional Intelligence and Leadership: A Fascinating Connection

2010-09-28T10:03:00.014-06:00

By Caroline Fox

Here at TBC we like to keep abreast of industry news, so we read from a lot of different sources: blogs, websites, white papers, scholarly articles, research, etc. We know that not everyone likes to read scholarly research, so decided to make it easy for you by summarizing some important industry articles and putting them into less intimidating language.

One researcher we really enjoy following is Dr. Frank Shipper Ph.D., Professor of Management in the Franklin P. Perdue School of Business at Salisbury University in Salisbury, MD. He has conducted many studies on using 360 Feedback to develop leadership and workplace skills, and has been awarded many accolades for his research.

One particularly interesting article is titled, “A cross-cultural exploratory study of the link between emotional intelligence and managerial effectiveness” (2003). In this article, Shipper explores the association between emotional intelligence, which is the ability to manage emotions and create motivation, and the effectiveness of employees in a managerial setting across three different cultures: The US, the UK, and Malaysia.

A quick background:

Emotional intelligence has garnered a large following over the past century, starting with Darwin’s work on emotional survival in the 1900s. As early as the year 1920, researcher E.L. Thorndike described “social intelligence” to describe the skill of managing and understanding other people. The first person attributed with using the term, “emotional intelligence” was Wayne Payne in his doctoral thesis, although there is proof that the term occurred in papers as early as 1966. EI became mainstream after the publication of Daniel Goleman’s best selling book, Emotional Intelligence: Why It Can Matter More Than IQ. Since its publication, many theories on EI have developed and, inevitably, controversy has ensued. Wikipedia does a great job of summarizing information on EI and providing further links to different theories, ideas, and opinions on the worth validity EI.

According to Shipper, emotional intelligence (EI) is a “self-other argument” that can be gathered and tentatively measured by using 360 surveys. It is very complicated to measure EI, and there are many differing opinions on the best instrument for its collection and measurement. Shipper, however, decided that the most effective way to measure self-awareness, which is directly correlated with EI, was to use 360 surveys.

Through completing 360 Feedback surveys of 3,785 managers from the U.S., the U.K., and Malaysia, Shipper proved his hypothesis that there is a relationship between self-awareness and managerial effectiveness, but determined that the link is more complicated than previously thought. He noted that the culture in which the survey was written and the content of the survey can affect the visible strength of this relationship. Shipper also noted that interpretation of 360 instruments should be done carefully in countries where the instrument was not developed, and that cross testing of 360 instruments must take place for accurate results.

Shipper’s article supports the idea that good managers are able to understand their emotions and interact with others in a way that encourages and inspires them. Developing EI skills are an essential step on the path to leadership development, and can make or break leadership in the workplace.