“Change has a considerable psychological impact on the human mind. To the fearful it is threatening because it means that things may get worse. To the hopeful it is encouraging because things may get better. To the confident it is inspiring because the challenge exists to make things better.”

− King Whitney, Jr.

A “LEADERSHIP ACT” IS ONLY THE FIRST STEP IN LEADING

One of my favorite coaching clients (let’s call him Zach) is a skilled, moving, and inspirational speaker to his troops. When Zach does one of his ”all-staff meetings,” infusing his team with his passion and determination as they head into an important new initiative, he even gets to me. The power of his delivery, and the energy he builds in the room, makes me want to go to work for him! (And believe me, I’m a tough critic.)

Zach is gifted at that, and he is confident and comfortable in that “inspire the team” part of his role. And he knows it.

Where Zach is humbled is in the results: He is too frequently disappointed to find that his top leaders don’t “keep that fire burning” and bring back the results the company is looking for.

Why?

Certainly a key role for the leader is to get people excited and motivated to achieve big goals, to make things happen. And we invest abundant time and sweat in preparing just the right kick-off speech. In Zach’s case, he develops and delivers this masterfully. And when he’s done, he expects the energy he’s created to yield great results! What he has had to face, however, is that this act of leadership is only the start. Leading is start to finish – not just “starting” and then assuming the team will carry it through. When they don’t, is it because they’re incompetent or unmotivated – or is it at least partly because their leader got things started – but maybe never really made his expectations clear? Maybe didn’t stay close enough to coach his managers in how to make his expectations happen? Yes, and yes.

Zach is learning to make his gift really work for his company, rather than just provide the “quick hit” of a motivational speech at a conference (or…… a pep rally). And now Zach is finding that he is:
a) Seeing weekly numbers that are bolstering his confidence that the big goal is achievable – rather than waiting for the big day and being frustrated with the result;
b) Much “closer to the action” – (he’s a natural salesperson himself, and was missing the dynamics of the customer interaction);
c) Also much closer to the missed opportunities, able to help his team assess, evaluate and correct their course in order to keep a sale on track.

So what’s Zach doing differently? It starts with his impassioned “fire up the troops!” speech – he can’t (and shouldn’t) give that up. But in Zach’s determination to be a great leader to his team, he is learning that he has to be more than the motivational speaker, so here’s his formula:

• He meets with his top team ahead of the all-staff meeting to discuss and share the goal, get their input on it, and secure their commitment. They decide exactly what their roles will be in the upcoming meeting with their own direct reports, so the meeting isn’t just “the Zach show.”

• Immediately after the all-staff meeting, after Zach has gotten everyone pumped up and ready, the leaders meet briefly together and then meet with their own staffs to make sure everyone knows exactly what they need to do to make the goal a reality. And over the course of that next day or two, Zach meets individually with each of his top leaders, checking in to make sure the goal, and their individual roles and accountabilities, are clear and well-understood.

• Zach insists he doesn’t want to micro-manage, so he tempers his natural tendency to “jump in and do it” with some coaching methods he’s learning. He checks in weekly with his leaders on how things are going, reviewing interim results and evaluating progress together. He asks probing questions, making it clear he’s available to help. He holds back on prescribing what they should do next – until he gets the signal that they need that.

• When his leaders have good news to share, or may need a suggestion about what they should try next, Zach is there to help. And ---- he’s in touch and up to date. He senses the pulse of how the initiative is going so he knows when another of his energy boosts is needed.

But what is Zach really learning to do? He’s learning to trust. He makes sure the expectations are clear and the training is in place. He’s understanding that “coaching” isn’t jumping in and taking over – rather, it’s frequently checking in, assessing progress, offering guidance, and keeping the energy focused. A good coach wants his team to win – and knows he can‘t be the one to play all the positions.

Posted by Stuart Brooks

Benefits of Executive Coaching

"If you are selected for coaching, the attitude, as they say, is gratitude.... You have after all, just been handed a customized map of the road to success. And fortunate you are ... in the employ that values you despite your flaws and actually — mirable dictum — wants to invest in you."
~ Harvard Management Update

Request Feedback on Your Leadership

Marshall Goldsmith, the world's top executive coach has said "Great leaders should ask for feedback, not just from their superiors, but even their colleagues and direct reports. They listen to what others have to say, learn from their comments, and follow up to ensure positive, long-term change.”

I have found that there are three similar approaches to asking for feedback that provide a framework for the responder, especially direct reports. Instead of simply saying, "I'd like your feedback on my leadership," try asking one of these questions:

• What would you like to see me continue/stop/start?
• What could I do more of/less of?
• What do you think I could do differently?
  

Although it can be uncomfortable at first, you will never know how you can be a better leader to the individuals on your team until you ask them. Are you willing to ask the question?

Posted by Pamela Canning, CSC

It's all about behavior

Generalizations. Labels. Opinions. Inflammatory words. Attitudes. None of these have a place in a conversation that addresses performance behaviors. Let's look at some examples:

• "You are never here on time." - Generalization. The resulting response will sound something like this: "What do you mean? I came in today on time." Never is probably not factual!
• "You are not a team player." Label. And by the way, what is the definition of a team player, anyway? (This one really set off a participant in a recent class I held.)
• "I think that is a foolish decision." Opinion.
• "I've heard that excuse before." Inflammatory word. "Excuse" implies that you are lying to me. The resulting response will sound something like this: "What do you mean, excuse? That's the truth!!"
• "You have a bad attitude." You can't open up someone's head to see their "attitude." You can, however, talk about behaviors that lead you to believe they have a bad attitude. Please do not use the attitude word in a performance discussion with someone!

Focus strictly on behaviors, and be specific about what you have seen and heard. Let's look at some replacement phrases for the examples above.

• "You are never here on time" should be "You have been 15 minutes late for work the last four days." Discuss the facts, not broad-brushed generalizations.
• "You are not a team player" should reference a specific behavior, like "I don't see you helping your co-workers when you are finished your work."
• "I think that is a foolish decision" should be "I think that decision does not take 'X' into consideration." A label like "foolish" is your opinion, and that word will lead to a defensive response.
• "I've heard that excuse before" could be better stated as "I've heard that explanation before."
• "You have a bad attitude" could be "This week I have heard you complain about your workload and call a co-worker a 'moron.'"

When addressing behaviors, focus on the performance - the actions - not the person. Not your opinion, thoughts, generalizations or attitudes. Zero-in on actions. That will lead to a much more productive conversation!

posted by Pamela Canning, CSC

The Value of Relationships

"In organizations, real power and energy is generated through relationships. The patterns of relationships and the capacities to form them are more important than tasks, functions, roles, and positions."
- Margaret Wheatly, Leadership and the New Science

Thought for the Day

"What we allow, we teach."

What are you allowing right now? If you "allow" it, then you are teaching that it (whatever "it" is), is acceptable. "It" could be a number of things: lateness, poor performance, missed deadlines, inappropriate language, unprofessional behavior.

Just remember, "What we allow, we teach."

Jeff Taylor

The Impact of Recognition and Praise

In Tom Rath's book "How Full Is Your Bucket?" he itemizes the impact on individuals who receive regular praise and recognition (based on Gallup's research and analysis):

• individual productivity increases
• engagement among their colleagues increases
• probablility of retention increases
• their customers report higher levels of loyalty and satisfaction
• individual safety records are better and they have fewer accidents on the job

Rath goes on to say "Studies show that organizational leaders who share positive emotions have workgroups with a more positive mood, enhanced job satisfaction, greater engagement, and improved group performance."

You, the leader, have it within your power to provide deserved praise and recognition. Are you using this powerful tool? If not, why not?

Pamela Canning, CSC

"I think that the best training a top manager can be engaged in is management by example. I want to make sure there is no discrepancy between what we say and what we do. If you preach accountability and then promote somebody with bad results, it doesn't work. I personally believe the best training is management by example. Don't believe what I say. Believe what I do."
- Carlos Ghosn, CEO of Renault-Nissan

Bucket Filling

Leaders have a wonderful "bucket filling" technique at their fingertips that costs nothing except a couple moments of your time. It's about a few sincere words of recognition or praise.

A recent Gallup poll found that 65% of Americans received NO recognition in the workplace last year. No wonder low employee engagement is an issue in corporate America, since one of the key indicators of employee engagement is recognition. A question in Gallup's Q12 engagement survey asks: In the last seven days, have you received recognition or praise for doing good work? Notice the timeframe is the last seven days!

Let me be clear - recognition does not necessarily mean a bonus or pay increase. It is primarily about words of acknowledgement, praise, thanks or congratulations. Unfortunately, words of praise are very rare in most workplaces, yet they can be a powerful motivator. And it can be as simple as a sincere "thank you."

Have you said "thank you" in the last week? Have you acknowledged a job well done? extra hours or effort? improvement in performance? high quality output? the closed sale? an instance of superior customer service?

In Rath's book "How Full Is Your Bucket," he states that bucket-filling drops (words of praise and recognition) must be individual, specific and deserved. "Good job" is better than nothing, but it's not specific. "Brian - Good job in getting that proposal out so quickly. Thank you!" is even better.

Who do you need to recognize or praise? I think we all have the opportunity to do more bucket filling than we have in the past. And when we do, we'll see a positive impact on those who work with us and for us. I guarantee it!

Pamela Canning, CSC

How Full Is Your Bucket?

"How Full Is Your Bucket?" by Tom Rath and Donald O. Clifton is the title of a book that I recently pulled off of my bookshelf and skimmed once again. This is a powerful little book that I suggest you read.

The "bucket" theory stems from studies of POW's during the Korean War. These studies revealed that "relentless negativity resulted in a 38% POW death rate - the highest in U.S. military history." Apply that theory to the workplace, and you get a similar finding - negativity kills. Negativity kills employee engagement, morale, productivity, spirit, motivation - the list goes on and on.

The theory of the dipper and the bucket states that "each of us has an invisible bucket. It is constantly emptied or filled, depending on what others say or do to us. When our bucket is full, we feel great. When it's empty, we feel awful.

Each of us also has an invisible dipper. When we use that dipper to fill other people's buckets -- by saying or doing things to increase their positive emotions -- we also fill our own bucket. But when we use that dipper to dip from others' buckets -- by saying or doing things that decrease their positive emotions -- we diminish ourselves.

Like the cup that runneth over, a full bucket gives us a positive outlook and renewed energy. Every drop in that bucket makes us stronger and more optimistic.

But an empty bucket poisons our outlook, saps our energy, and undermines our will. That's why every time someone dips from our bucket, it hurts us.

So we face a choice every moment of every day: We can fill one another's buckets, or we can dip from them. It's an important choice -- one that profoundly influences our relationships, productivity, health, and happiness."

I'll have more insights to share from this book in upcoming posts to Straight Talk From the Coach.

Pamela Canning, CSC

Thought for the day:

"The growth and development of people is the highest calling of leadership." Harvey S. Firestone

"Berating"

I was facilitating a leadership class a few weeks ago, and at some point one of the participants mentioned that he had been “berated” by his senior manager. BERATED. I don’t know what circumstances precipitated this encounter with his senior manager. It really doesn’t matter.

What vision comes to your mind when you hear the word “BERATED?” Raised voice, shaking finger in your face, inappropriate language, emotions out of control, humiliation. Doesn’t sound like the actions of a leader to me.

Does it bring back memories?

If you have been on the receiving end of a "berating", I feel for you. Hopefully that experience has taught you what NOT to do as a leader.

For the employee, the end result of a berating tirade is often anger, fear, humiliation, trust-busting, and creates an environment of blame and CYA. Long term, employees are afraid to tell you the truth. Why? Because they don't want to be on the receiving end of your tirade. Odds are, they probably won't be telling you much of anything in the days or weeks to come.

Next time you think about “berating” someone who works for you, STOP! THINK! What do you want to communicate? What’s the best way to do it? How can you communicate your message and be respectful to your employee? How does this become a learning experience, and not an opportunity to verbally beat someone up?

Pamela Canning, CSC

Welcome to Straight Talk from the Coach

Thank you for visiting "Straight Talk from the Coach," a blog authored by the executive coaches at the RC Taylor Group. We blog about leaders and leadership: performance, issues, behaviors, practices and observations relevant to senior managers and executives. If you are a leader who wants to excel with your team and in your business, then stay tuned!

Take a moment to explore our site - meet our coaches, hear testimonials from our clients, and see how executive coaching can take leaders to the next level in their professional life. To learn more about the RC Taylor Group and our other professional services, please visit our website at http://www.rctaylor.com/.