Leading Through Mistakes | Lead Change Group

Leading Through Mistakes | Lead Change Group.

I love articles like this.  I love that they speak to what we all inherently know and feel and understand to be true and right in the world.  And I love that in this case it provides insights from those in places that do this well, as it gives hope that we can all achieve the same.

I also struggle with them, as not only someone who studies and practices in this field but also as a worker who experiences the alternative.  We read articles and research and the myriad other pieces of information that confirm our core beliefs in the way we should treat others and be treated, but often when that bubble bursts we are standing or sitting in an environment that is exactly the opposite.  So what do we do?

I am a firm believer in demonstrating what we want to see in others.  Admit when you make mistakes, and mean it.  It definitely isn’t always easy and it certainly can make you more vulnerable,  but if all of can continually present our mistakes to others and own them, others may feel more willing to do the same.  This helps remove the stigma and hopefully help to influence the culture around you, no matter whether you are have positional authority or not.

We can also attempt to provide feedback and suggestions to those around us on using the many methods of using mistakes for good, not evil.  We can suggest articles, books, papers, and more that have information and would be “some interesting reading” in a friendly and caring attempt to help others to see some new ways they could do things.  But we cannot always get through, and need to know when to back off.

It can be easy to be positive when we talk about what we should do, or what we know is true, but the reality is that many workplaces out there do not have cultures that support this mentality.  Even worse, there are many organizations that do, but some of the managers do not support the same.  In these cases, if you have exhausted every avenue, there may be no other choice but to leave the team, group, department, or even the company.  Being in an environment that burns you down for mistakes, or having a manager that refuses to admit their own while ensuring that any of your own are glaring, pointed, and clearly spotlighted will suck the very life from you and all work you do.  I firmly believe that change can happen, and that the things we know about the interactions between engagement and motivation, leadership, communication, and behaviors is true and important.  The catch is that we have to know when the environment and/or people are open to that change.

For leaders,  think for a moment on not what your perspective is, but what is the perspective of those that you are in charge of?  Do they feel like you are supportive?  Do they feel like they can make a mistake?  How do you help them?  How would you view or treat your employees differently if they were your friends instead of employees?

What do you think?  Have you been in a situation like this, as an employee and/or as a leader, and what was it?  How did you handle it?  What would your recommend to others?

Do You Have These 4 Requirements for BOLD Leadership?

I agree with other comments on this article, being other focused, and vulnerable are highly underrated. The scientific literature in the field of leadership is only really beginning to explore what followership means, what the importance is, and more importantly what it means to leaders to be good followers. We too often think that if we are a leader, we have been exalted to a position that puts us above many others, and then allow that to separate us from following as an example to others. Instead, we hear leaders in many cases talk about how they are forced to follow their leaders, and that decisions are out of their hands. Instead, I would love to see the conversation change at every level so that we can all understand that we all have something to contribute and that we all make mistakes.

Leading with Trust

When you think of bold leadership, what comes to mind?

If you’re like most people, the idea of bold leadership conjures up images of big, charismatic, larger than life personalities. Most of us think of bold leaders as being driven, visionary, and having a take-no-prisoners approach to accomplishing their goals. In the world of sports we think of bold players being the ones who want the ball when the game is on the line. They want to take the last second shot that will win or lose the game. In business, it’s the leaders who are willing to make the multi-million dollar decisions that will propel their organizations forward or put people out of jobs.

If bold leadership is limited to the popular definition I just described, then you and I don’t have much of a chance to be bold, do we? I mean, face it, most of us won’t…

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Human Performance Systems Thinking: This is NOT just a Buzz Word!

For anyone that knows me, I am a nut about understanding the way that organizations and people work, especially as it relates to increasing and maintaining performance.  Unfortunately many organizations of all sizes fail to see the many systemic components of this and how they work together, or they only have a cursory awareness without the clear connections and methods of helping them work together.

Whether you are a Fortune 100 company, or just started a month ago there are certain areas that need clear focus from the onset.  It is really easy to let certain things fall to the wayside, especially when you are focusing on trying to get your business off the ground and become self-sufficient.  I would like to share a few things that I believe that all businesses, work groups, teams, and divisions should think about as systemic components of your Human Performance program.

1. Leadership needs to be aware of their own strengths and weaknesses, and ensure they get the development and guidance they need to support the business and their people.  This may seem a bit of a no-brainer,  but it is a critical component of your Human Performance system.  The leaders and senior leaders are the drivers and examples (or should be) and need to focus on developing and growing as much as or more than many others.  This serves the purpose of not only increasing capability and knowledge, but I believe also helps foster humbleness by reinforcing the fact that senior leaders do not know all the answers.  How many conversations and relationships would be, or are, different because of someone showing a bit of humility?
2. Training is not always the answer…only for new skills or refreshes on old skills.  When someone is not performing, often the first go-to is to train them again, because the assumption is that they must not know how to do whatever it is.  Ask some questions first, such as: “Did they know how to do it before?” “What has changed for them personally and/or professionally?” “Are they engaged by the task/work/project/etc.?”  Answers to these questions can assist in directing toward either a training event or other solution, which leads to some of the other points.
3. Determine what you can and should hire for, and what you really need to and want to train for when someone joins your team.  This changes the entire system drastically in many cases.  If I hire with expectations for certain knowledge, skills, and abilities then that reduces the amount and depth of training necessary to provide.  This also changes the potential of getting production faster and with potentially more varied perspectives.
4. Re-evaluate roles and positions regularly to determine if what they were still fits for today and tomorrow.  Some of us get bored being stuck in the same thing all the time, and want the opportunity to grow and move in to other areas.  Re-evaluation of roles and responsibilities regularly, while including those currently in the role, can go a long way to engaging employees.  Additionally, it is important to ensuring your organization is best prepared not just for where you are, but where you want to go.
5. Ensure performance management is built in to the day-to-day, nor reserved for mid-year and end-of-year.  It has been said a million times, but it deserves reiterating.  Performance management as a practice is one of the most hated things for most managers, but the reality is if the culture of the organization and team includes coaching people for success as they take on new jobs, tasks, responsibilities, etc. and then continues providing direction and feedback after, the process goes much more smoothly.  This changes the discussions and can increase engagement and feelings of trust and rapport with leaders.
6. Create the culture that you would be excited to be a part of, lead it, and reinforce it.  Again, this is not new, but you are the one others look at.  The way you act, or the way you don’t influences others.  The way you communicate, or don’t, influences others.  The trust and transparency you have, or don’t, influences others.  Never lose sight of the impact you really have.
7. Management and Leadership are a job, not an afterthought.  I really can’t stress this enough.  Managers need to lead, and the activities that a manager should be doing are very different than what individual contributors should be.  This should be evaluated regularly and people who are really stronger as individual contributors should be given the opportunity to do those types of jobs at no penalty.  Additionally, managers need to be able to put the overwhelming majority of their focus on building a strong and stable team, growing them, removing barriers, and getting things done.  If you are not doing these activities at least 85% of the time, you are NOT a manager.  You simply have a title.

Your Human Performance System is critical, and very real.  It is also very complex, and understanding and working with it can be difficult.  But that does not lessen the importance or necessity of working on it constantly. It is dynamic and needs constant focus, and many times adjustments and change.  Are you focusing in these areas?  How?  What else would you add to this list?  I’d love to hear your comments!

Why I Don’t Speak Corporate-Speak | Unfolding Leadership

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When you have time, lead your team.

In the not-so-distant past, I had the opportunity to experience a situation unfolding where a manager has taken on the role of “working manager” to a detrimental point, exacerbated by a number of facts.  First, they are in a first-time management position with direct reports, which started as one and grew to 6 in a very short period of about two-and-a-half to three years.  To make matters worse, their role has increasingly taken on more individual contributor responsibilities, while the responsibilities of the team members reporting to them have become increasingly varied and complex.  This is a recipe for disaster.

Organizations today are increasingly attempting to “do more with less” which is not a new concept, but we see organizations taking it to frightening extremes at times.  While to some degree this is a fact of business, we need to ensure that we are also being mindful of the conflicting measurements and expectations we place on leaders in the organization.  How much time do you and/or your managers spend focusing on your own projects and tasks?  How much time do you or they dedicate to actually managing and leading?  Are your tasks and managing and leading your people considered different, and what is more critical?  These are important questions.

Too often we forget that the functions of leading and managing are complex, and require focus and time.  This is even more salient when leaders work with diverse workgroups across national and international boundaries, and across multiple areas of expertise.  The basics of learning to delegate are important, but there is certainly more.  Leaders in complex leadership situations need to the opportunity to say no, they cannot take on another task, another project, another product, another whatever without fear of reprisal.  It is senior leadership’s responsibility to create and encourage this environment, and everyone’s responsibility to help support it.  Further, it is the responsibility of leadership throughout the organization to make sure that the right people are not only in the right place, but also that they receive the right support at the right time.  This means for themselves and other leaders.

We need the time, the training, and the support to be the best that we can, and that means each and every one of us, consistently.  There is no silver bullet, but an important component is awareness.  The awareness of senior leaders and mid-level leaders to recognize when they or others are taking on too much, or trying to be the hero, or trying to continue getting the accolades of being the “doer” versus being the leader.  While there are many other areas for potential focus, this one thing makes a huge difference in engagement, creating a trusting environment, building relationships, and increasing potential and performance for everyone.

 

Creating Engagement Within The Work Family

There is a tremendous amount of literature available today that addresses employee or worker engagement, and organizations such as Gallup have spent large amounts of money, time, and other resources to identify components and impacts of engagement.  It’s so important that organizations such as retail giant Best Buy and bottling and drink company MolsonCoors, Inc. have reported impacts to their respective businesses due to an increased focus on and measured increase in employee engagement.  It can be quite confusing to read through all the available information without some guidance about what it all means, or what theory is correct.  Unfortunately, the answer is slightly more difficult than a simple “this or that”.  In a recent edition of the Consulting Psychology Journal: Practice and Research (2011), there is an excellent article that discusses these myriad theories of employee engagement.  The title of the article is “Leadership Strategies for an Engaged Workforce” and it covers some really important topics.  Most importantly the authors, Shawn Serrano and Rebecca Reichard, add some definition to the definition of employee engagement.  So let’s start with that here.

The two components that seem to overlap no matter which theory is used are energy and involvement.  As Serrano and Reichard (2011) so eloquently put it, “energy is displayed as individuals fully deploy their physical, cognitive and emotional resources into a work role or task,” and “involvement occurs as individuals display competence and a positive attached response to the job, thus resulting in remarkable dedication and intense absorption in the task at hand.”  So now we have a relatively clear idea of what represents employee engagement, but how do we achieve this?

Again, Serrano and Reichard (2011) have some excellent suggestions; ultimately, leaders are tasked with:

• Designing Meaningful and Motivating Work
• Supporting and Coaching Employees
• Enhancing Employee’s Personal Resources
• Facilitating Rewarding and Supportive Coworker Relations

Most of us would agree that if  these things were in our workplace, we would feel more engaged.  I think there is a really good reason for this, going back to when we were very young.  The role of parents, our leaders through childhood, provided many of these things for us to get us where we are today.  Most parents provide activities and tasks for children to do and accomplish that will help them feel good about what they have accomplished, and will support and coach them along the way.  Even if the task is challenging parents are there to help them, but not necessarily complete the task for them.  Organizational leaders serve the same role.  Ensuring that children have the necessary components to succeed in their daily tasks, school projects, sports endeavors, or other activities is truly crucial as most children can not achieve these things on their own.  Again, organizational leaders must provide that same type of support to their workforce.  In many cases, workers do not have the ability to get the necessary resources on their own.  It doesn’t mean giving someone everything that they ask for, but rather providing them with what they need to accomplish what they are working on and striving for.

The last component, Facilitating Rewarding and Supportive Coworker Relations, is very similar to the act of parents facilitating “play dates” or other social activities for their children to become more socialized.  Ultimately, parents are responsible for assisting their children in achieving this development, and organizational leaders have much of the same responsibility.  This teaches people to communicate and interact successfully, which can help across many facets of business.

This isn’t to say that business leaders need to treat employees like children, but we need to have the same type of compassion for one another as we would for children and leaders especially need to understand the great responsibility that they have for their employees.  When thinking about what the workforce needs, ask if they have the components above and if you are helping them to grow and develop, or if perhaps you are viewing them as simply a part in a process.  How are you engaging your workforce family, and how are you being engaged?

References

Serrano, S.A., & Reichard, R.J. (2011). Leadership Strategies for an Engaged Workforce. Consulting Psychology Journal: Practice and Research, 63(3), 176-189. doi: 10.1037/a0025621

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Too much of a good thing

We’ve all either heard or been told that we should “stick to what we know” or “do what you’re good at”, but is this always the best advice?  As discussed in the Consulting Psychology Journal: Practice and Research from June of 2011, there is a movement in the field of positive psychology that says that we should focus on our strengths and ignore, or pay much less attention to, our weaknesses.  The concept is often referred to as “strengths-based development”.  This idea of focusing on what we are good at isn’t a new one, but there are some drawbacks that we need to be aware of.  By ignoring the areas that we are weakest we may put ourselves in the position to make serious mistakes in those areas, or to simply never improve, which is exactly opposite of what development is about.  It’s also possible to become so focused on the areas that you are strong in that you actually overdo the performance in those areas.  Take for example someone who is a great communicator.  Communication as a tool is an excellent component to work on and develop, but if you overuse that skill, no one will want to listen to you no matter how good the communication is.  Another excellent example is the person who has drive and work ethic.  These are traits that anyone would be happy to have strength in, but overdone these can come across as workaholic or overbearing, and worse can lead to things like burnout, or alienation from friends, family, and even co-workers.

So what is the answer?  It’s not really an either/or dichotomy, but instead it’s a combination of the two.  That means focusing on what we are good at and enjoy, and improving and strengthening those areas while challenging ourselves to grow and develop and experience things in the areas where we are weak.  It means finding projects and learning opportunities that constantly take us out of our comfort zone in what we like and what we don’t, and changing our paradigm to understand that we need to develop 360 degrees.  The most successful and respected people of the world have generally gained many different experiences and perspectives, and can see and speak with those perspectives which allow them to be insightful, innovative, creative, masterful, and global in the way that they act and interact.

What are you doing to strengthen what you like and are good at?  How are you challenging yourself to grow and develop in new ways or in areas that you are weak?  As a manager or supervisor, how are you doing the same for your people in both ways?

References

Kaiser, R.B. & Overfield, D.V. (2011). Strengths, Strengths Overused, and Lopsided Leadership. Consulting Psychology Journal: Practice and Research, 63(2), 89-109. doi: 10.1037/a0024470

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Not your average action plan

With the many challenges that face organizations and their leaders today, ensuring that learning events, seminars, and conferences provide a true value to the employee and overall organization is even more important than ever before.  The reason this is so important is the need to create an environment built for change and innovation, partnered with the need to attract and keep talent and the associated intellectual property.  People need more than the every day grind, and need to understand that the organization they work with believes they are important enough to invest in.  All of this together makes this a game with very high stakes.  So the question is how to accomplish this intricate intertwining?

In the past, the expectation was that if you were going to some type of learning or communication event, whether internal or external, you would gain whatever knowledge and information you could and hope to find ways to apply it in some way in your daily work once you returned.  That model is simply not effective and with the need for every dollar and minute spent to account for some type of return on investment, we need to find a better way.

Enter the action plan.  For most of us, the action plan may seem familiar.  In reality, most of us use it completely incorrectly and even fewer understand what it really is.  First, let’s talk about what it is not.  An action plan is not a directive from a manager or supervisor of what to do.  It is not a task list, nor is it a checklist.  An action plan is also not simply the “next steps”.  It is much more complex than these things, while encompassing many of the same components.

The best way that I have heard an action plan described is not just as the plan, but also as a living process.  It cannot be a static dumping ground, but must instead be a dynamic process leading up to an initial static document.  To accomplish this managers and supervisors need to schedule time with an employee before an event, and during this time discuss the program or event content, define the expected or desired takeaways are, and identify the expectations of the supervisor or manager after the event.  For the person attending the event, there needs to be a structured way of attending the event to obtain a solid comprehension of the learning.  Participants do this either with a printed form or through simply taking notes, but there are certain components needing identification throughout the program.  These include, for each lesson learned:

• What did I learn? (This could be per day, week, month, module, book, speaker, etc.)
• How can this help me do my job better?
• What action steps, if any, can I take?
• Start Date
• Evaluation Date (Should be agreed upon either before the event, or in the post-conversation)
• What resources will I need?
• What barriers might I encounter?  Who can help me with these?

By using this process, the participant should have a clear picture of knowledge gains and the best use of those gains after the event.  Further, having this information available will be of great use when debriefing with the leadership afterwards, which is the next piece of the process.

Within the week immediately after the event, the participant and their leadership need to have time scheduled to discuss the event and the answers to the questions posed above.  At this point, the action plan in the sense of what we know it today begins to form, which will offer specific goals and timelines for check in and accomplishment as well as helping the leadership to find what learners need from them in terms of support and resources.  By following this method, the leader and employee share commitment to the action plan as both developed and designed it and both have stakes in it.  For the leadership, this is also an excellent addition to performance plans as a part of the performance management process.

References

Cowan, C.A., Goldman, E.F., & Hook, M. (2010). Flexible and inexpensive: Improving learning transfer and program evaluation through participant action plans. Performance Improvement, 49(5), 18-25. doi: 10.1002/pfi.20147

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Change is good for our government too.

As I was reading an article on Yahoo and then began reading the comments associated with the article I came upon a few excellent words of wisdom.  I felt as though one in specific was important enough to pass along and save for future sharing as well.  Here is what I read:

REAL CHANGE will ONLY happen if WE make it happen!!

Politicians, ALL politicians will not serve the common people of this nation until they ARE common people of this nation. Politicians are RICH to begin with or else they cannot run as an “effective” candidate. They do not relate to common people and speak only in euphemistic idealism and platitudes of populist idealism. None of which they have any intentions of following through with. Bush did it. Clinton did it, Obama is definitely doing it. There will be NO CHANGE with him, or anyone under the current “system” of government we now endure!

The truth is simple: REAL CHANGE will ONLY happen if WE make it happen!!

Time for us to get control of the incredibly dysfunctional form our government has devolved into and hit the “reset button.” This will require an effort equal to what happened in Egypt and Tunisia, and trying to happen in Libya. Until we have common people in the legislature and running the government, you are just going to change the faces but NEVER SOLVE THE PROBLEMS. You may think these are unrealizable goals, but then, how realistic was it when the Colonial Army took on the British in the war for independence? We won that one, too, in case you’ve forgotten….

Here’s were we begin “budget reform”….

Congressional Reform Act of 2012

1. Term Limits.
8 years only, one of the possible options below..
A. Two 4-year Senate terms
B. 4 Two-year House terms
C. One 8-year Senate term and Two 4-Year House terms
D. One 8 year term for Supreme Court Justices
If term limits are requisite for the President, Vice-President, and State Governors, then they most certainly are equally imperative based on the same principles for ALL of our legislators and even the judicial high seats.

2. No Tenure / No Pension.
A Congressman collects a salary while in office and receives no pay when they are out of office.

3. Congress (past, present & future) participates in Social Security.
All funds in the Congressional retirement fund move to the Social Security system immediately. All future funds flow into the Social Security system, and Congress participates with the American people.

4. Congress can purchase their own retirement plan, just as all Americans do.

5. Congress will no longer vote themselves a pay raise. Congressional pay will rise by the lower of CPI or 3%.

6. Congress loses their current health care system and participates in the same health care system as the American people.

7. Congress must equally abide by all laws they impose on the American people.

8. All contracts with past and present Congressmen are void effective 1/1/12. The American people did not make these contracts with Congressmen. Congressmen made all these contracts for themselves.

9. Make all lobbyists and special interest groups illegal. They have no basis or rights for their existence except the greed of the oligarchs they represent. This is the heart of our dysfunctional government system. This is “legal bribery” in America and the Supreme Court has sanctioned it.

10. All campaign contributions, corporate or private, cannot exceed $250 max. No candidate can use their OWN money to campaign with. This violates the constitutional principles of equal opportunities for ALL people in the nation. If candidates qualify for federal campaign monies, then that is what they can use. Otherwise, they hit the trail like everyone else for the last 200 years.

Serving in Congress is an honor, not a career. The Founding Fathers envisioned citizen legislators, so ours should serve their term(s), then go home and back to work.

This was written by a poster named Triad (I want to make sure to give credit where it is due).  I believe that our government, for all it is run as a corporation, needs some serious restructuring, process improvement, ethics and cultural training, leadership development, and constant 360 feedback processes.  Triad’s posting speaks to that eloquently, and I think as the American people we need to take the responsibility back for running our own government if we want to see real improvement.

Lessons Abound for Businesses in the Wake of Civil Unrest

With the number of major world events happening over the last 6 months, I have to believe that people are starting to take notice and ask why. In many cases perhaps there is no reason to ask why, such as the overturn of the Tunisian government, or the similar situation in Egypt. Even as we speak the unrest in Libya is building to a crescendo, with people around the globe starting to feel the impact at the gas pump and in the stock market. Not to mention there are plenty of people, myself included, that are waiting to see the outcome, and what it means for not only the Middle East and African countries, but for all peoples and countries around the world. Business should take lessons from these situations as well, not only of the impact to them, but for what it means in the country of “YourBusinessToday”.

We often look at situations in foreign countries and think that it could never happen to us, and what we certainly don’t think about are the similarities between a country and a business. Any time you have a population of people being governed by a body who has greater and greater power and control in the eyes of those people, you really walk a fine line. It is the responsibility of those in power to take a step back, listen to their people, and ensure that not only do they understand them but are working on their behalf to make things better for them. Without people to lead, and people who want to follow you, you have no authority and can and will lose much. Whether that much is a company or a country is based on your situation, but the result is generally still the same.

In tribes such as the Trobriander and others around the world they have this concept correct. There are even companies such as Gore that get it right. You have to keep groups small, allow the people to have a voice, base authority on merit, and truly have your people’s best interest at heart because your people are you and you are your people. When you create a hierarchical system, giving greater and greater authority while separating the leaders and people from each other, you often end up playing a huge game of telephone to understand what is really going on with the people. Authority and respect needs to be earned by leaders, and voluntarily given by followers. When you try to force it, or demand it, you degrade the entire structure of trust and communication. We see this when we look at world leaders who are killing their citizens to maintain control, or taking money out of their pockets in one form or another to fill their own, or even in the case of working over their people’s heads and behind their backs on “diplomatic policies” that are really about making the leaders power and money greater (sometimes at the expense of the people they serve).

Unfortunately we fail to notice, or do anything about, the actions of business leaders that are equally egregious. We as human beings tend to view it as a greater tragedy when bad things happen to a people of a country, but accept it more when it comes from a business. While business leaders may not be mowing down their employees (and who knows, perhaps some do!) there are certainly cases where they are making deals for their own benefit, and lining their own pockets because “they earned it”. I’m sure that many of the world leaders out there being overturned and ousted believed the same thing at one time or another.

The time may not have come yet, but I believe that if current events are any indication, the time will come when people around the world will begin to become infected with the pandemic virus of “we won’t take it any more”. As this day draws near businesses better take heed and make changes, because as the global economy changes, the global environment changes, and one only knows how many governments change there will certainly be the possibility of a target being painted on the front and back of every business leader. Again, we’re not there yet, but that day may not be too far in the future.