Hold People Accountable

In our last webinar we focused on setting the priorities and planning for accomplishment.  In this 3rd webinar we focus on good practices for holding people accountable.  We read the HBR article “Who’s Got the Monkey?” by William Onchen, Jr., and Donald Wass.  The concept in the article was the backdrop for holding people accountable for the right things while avoiding taking all of the accountability on yourself. It is a great read.  Research completed by Partner in Leadership reported that 80% of leaders feel less than adequate when asked to evaluate their success in this area.  Clearly, it is a great place to focus.

Our three premise statements for a leader who effectively holds people accountable are:

  1. Align expectations
  2. Consistently follow-up
  3. Create ownership
Align expectations:  Here is the best news about aligning expectations — if you are outrageously clear about the expectations, and the employee understands, and you agree upon checkpoints… holding people accountable becomes the simplest part of the equation!  If your employee knows what you are looking for and when you are going to look, then your task is simply to ask on-time!  No arguments.  No confusion.  Here is the bad news about aligning expectations — not many leaders are strong in this area.  Three things you can do to improve your skills in this area.  First, before you set the expectations with your employees consider the situation from their perspective.  Consider what’s in it for them, what will be easy, what will be difficult.  Think it through before you begin then conversation.  Second, have the conversation.  Notice I did not say “tell them the expectations”.  I said have the conversation; a two-way dialogue.  Involve the employee in the setting of clear expectations.  Finally, restate.  It seems so simple, but it happens so infrequently.  After you have had your conversation and believe you have reached agreement, simply restate or better yet have the employee restate.  If you follow these simple steps, you can guarantee alignment.
Consistently follow-up:  Do you have routines that help you follow-up consistently?  Do you use the same routines for all employees, both high-performing and struggling?  There is no magic bullet here.  To be effective at follow-up you need to establish routines or cues for  yourself to follow-up at designated times — use your calendar, use a follow-up email, ask your employee to follow-up (that means you probably have to set a calendar reminder to remember that you asked your employee to follow-up!).  Whatever you do, be consistent.  And, think about the employee — a struggling employee may need to follow-up after baby steps while the high-performer can clearly be monitored differently.
Create ownership:  In the book, “The Oz Principle” (Connors, Hickman, and Smith) talk about the importance of the ‘line’ when it comes to accountability.  Below the line there are statements that clearly reflect a lack of accountability — “I don’t remember you asking me that”, “I could have accomplished it but…”, “It is really not my fault.”  Recognize these statements as ‘below the line’, lacking accountability and address directly.  You may have to go back to the first step of Align Expectations.  ”Above the line” statements reflect clear accountability on the employee’s part.  Statements such as ‘I have a recommendation’, “Let me tell you how we are going to get this done.”  It is much easier to be successful with employees who stay ‘above the line’.  Follow these steps and make it much more likely!

Lead like a leader

“Lead Like a Leader” was the first of our twelve leadership development webinars.  We had participants read the article “Becoming the Boss” by Linda Hill.  The article provides a perspective on the differences in being a successful individual contributor and then getting to that ‘manager’ role.  It is important that new managers understand what is NOT true about their new role.

We shared three premise statements that define the gist of being a leader.

Leaders who lead like leaders:

  1. Ask more than tell
  2. Teach and Trust to Fish
  3. Respect differences

Ask more than tell:  Obviously, the whole idea behind this premise statement is asking questions rather than being ‘the answer man’.  It is a common misconception that being the manager means having all of the answers and playing the parent role with your director reports.  (Think “Mother knows best”.)  On the contrary, the best managers spend much more time asking questions — they ask questions to understand the perspective of others, determine where another person is coming from, and getting the best ideas there are from the collective group.  It is a simple premise statement to understand, but as we all know, very few (and I mean very few) managers are natural listeners!

Teach and trust to fish:  We added a twist to the ‘teach ‘em to fish’ proverb in this premise statement.  We all know that if we take the time to TEACH someone to do something we are eventually freed-up to do more and better things; we have also developed the skills of another.  Everyone wins.  It was important to us that we add the ‘TRUST” after you have taught.  We don’t mean that you don’t monitor or ask about progress, we simply advise that you teach someone how to do something and then give them space enough to perform.  Every manager needs to find the balance of monitor versus micro-manage.

Respect differences:  This is another no-brainer that we took to a different level.  Of course you respect the differences in your work group.  We spend considerable time talking about the advantages and disadvantages of hiring all ‘mini-me’ employees.  Most managers are naturally inclined to hire people just like them — you understand where they are coming from, you understand what buttons to push, and you appreciate in them what you like in yourself.  However, consider the lost diversity of thought.  Consider the good ideas that will never occur to someone with a perspective that is similar to yours.  Consider the tasks that will never get done because all of you dislike the same tasks.  It takes all kinds.  The best managers know that and put up with the pain of having to get to know someone who is different!

The elbow turns are critical to prepare a new leader

I am facilitating a group of first level managers through a great series of topics that deal specifically with the fundamentals of management — really focused on new mindsets, management behaviors and people skills to add to your arsenal as a leader of individuals and teams.

In one of our recent sessions we discussed the typical transition from individual contributor to manager that is characterized by ‘doing more of what you did well as a successful individual contributor, only working faster and harder, doing more of what got you here’.  You can imagine the rich conversation and even the sighs of relief when the participants realized they were not alone.  They all, to some extent, relied heavily on what ‘got them here’ to be successful as a manager.

On one hand the discussion made me realize how valuable our 6-month series will be for these managers who are quite successful in their own right, but will clearly benefit from some new mindsets that will generate a different perspective, some new behaviors, and a bolstered management toolkit.

Yesterday, though, a thought came to my mind.  No wonder these new managers are leaning on exactly what got them to the management position in the first place!  No wonder they are exhausted from doing more, faster, harder, and with higher expectations!  I say ‘no wonder’ because I ask myself — how have we prepared them for the transition?  We focus on operational and financial skills and knowledge.   Of course those are critical.  However, those skills are necessary, but not sufficient.  We need to pay much stricter attention to the exact behaviors these new managers need that they did not need to be a successful leader of others.

I first considered this concept while reading “The Leadership Pipeline” (Charan, Dotter, Noel).  This book discusses the concept at length.  I have used the idea throughout our company and refer to these ‘transition’ skills as ‘the elbow in the turn’.  In other words, what skills are required as a manager that were irrelevant to a successful individual contributor?  After you have identified the skills, dig deeper to understand the mindsets that underlie these skills and behaviors.  The easiest example for a new leader is the difference between getting results by driving your own behavior toward target versus as a manager having to equip, enable, and energize others toward their own goals.  It is critical — a leader cannot carry the entire team on their back for long!  You get the idea.

Careful consideration of these ‘elbow turns’ is so important for every change in management level.

Focus. I need it.

Clearly you can tell from the inconsistency of my blogging habits that I am a novice.  But, I am certain that this is a space for me.  As soon as I can get good habits and routines around blogging, I will LOVE it.

“Failing to plan is planning to fail.”  I love Winston Churchill.

I am a self-proclaimed ‘jack of many, master of a few’ in my professional life.  I am easily interested in many topics, which turns into easily distracted; or diverse experience if you are an optimist like me.  Recently I came to the realization that I am at the midpoint of my working life.  Call it a mid-worklife crisis if you will.  After 25 years of dabbling in some very interesting things (instructional design, learning, facilitation, organizational development, product design, knowledge management, electronic performance support systems, change management, and even a stint in sales and operations) I would like to pick a keen focus.  I want to gain deeper knowledge about a few specific areas; not that I will stop exploring other areas, but I would like some focus and depth.

And, I am pretty sure I have found my future niche, an area that capitalizes on my strengths and interests:  leadership development and coaching.  Helping people get the most out of themselves!

I am excited.  I get energized when I think about it.  I need a plan to make it a reality.  I have a lot of work to do and a lot of experience to gain. The good news is that my current job and this area of interest are perfectly aligned!  I want to get smarter about it every day.

That is my next step:  a plan to sharply define a focus for my 2nd half of work life, and of course, my blog.

Golden rules for coaching teams.

A team is simply a collection of individuals, right?  So, coaching a team is just like coaching individuals, right?

I remember right before I had my third child a friend told me my world was about to change exponentially because of the dynamics of three versus two children interacting.  I did not truly understand what my friend meant at the time, but it did not take me long to figure out that adding just one more person to the ‘team’ changed the whole game.

When coaching teams in the workplace, consider the following a few ‘golden rules’.

1. First, pay attention to the energy. It is where you should head.  Pay attention to your team and team members — watch when energy rises.  High energy can be a key indicator of who should do what on your team.  People like to work on things for which they feel passionate, but make sure that the body language shows similar energy.  Many are good at saying ‘yeah, yeah’ when they really mean ‘whatever you say, let’s just move on’.  True energy is expressed verbally and non-verbally.
2. Be purposeful to ensure that all are heard.  There are so many good ideas in the minds of very quiet people!  As a coach or facilitator, if you are not purposefully asking for everyone’s opinion, you won’t get to the best decisions.  Diversity of thought must be actively pursued.  Sometimes you must actively address the dis-engaged part of your group.
3. Allow individual thinking prior to group thinking time for maximum impact. Everyone’s brain works differently and at different speeds.  Be sure to build-in ‘quiet’ time for individual thinking before going to a group brainstorm.  Brainstorming activities are fabulous for getting to innovative ideas, but only if everyone has a chance to contribute.  Offer 3-minutes of personal reflection and idea-generation before brainstorming as a group.  You’ll be amazed at the level of quality that comes from everyone.
4. Clear rules of engagement make it possible to hold each other accountable.  When you start working with a team or a group, decide the ‘rules of engagement’ or expectations of all team members.  If the team agrees upfront that prompt start times is a critical success factor, it is much easier for fellow team members to hold each other accountable when lateness occurs.
5. Watch for ‘energy circuits’  that exclude others, either intentionally or unintentionally.  A few dominant team members that agree often or think similarly can get the whole team railroaded into a less than optimal game plan!  This can sometimes feel like the team is moving, but if you pay attention, only a few members are moving.  As a coach, pay attention to where agreement is coming from — if only a part of the team is actively participating and agreeing, see #2.

Whose job is it anyway?

In my previous posts I have mentioned the Neuroleadership Group and what I am learning through their Results Coaching approach.  What I have learned so far has made me change my approach by 180-degrees.

We all have lots of opportunities to influence others, no matter what our role — parent, peer, partner, coach, manager, friend.  I don’t know about you, but my modus operandi historically, has been to be very free with my advice when people ask.. and sometimes even when they don’t ask.  I like being a problem-solver.  I like being sought out for advice and I like giving it!  (There may or may not be a little ego in there, she types while wearing a smirk!)  But, it is also a tough job, taking on the responsibility of being the problem-solver, advice-giver.

What I am learning and practicing lately are models and tools for helping people move themselves from their defined Point A to Point B.

There are two critical points in that last sentence.  The first important point is that A and B (starting point and goal point) are both defined by the ‘coachee’.  The second very important point is that I am NOT moving the person from their starting point to their goal, they are moving themselves!  It is not my job to move them, nor is it even possible.  My only “job” is to ask questions that make the ‘coachee’ think about their own thinking, and determine the best steps to get them from point A to point B.

There is actually liberation in my new ‘job’ in the process.  I no longer feel the pressure of getting the right answer, giving the right advice, thinking of all the new solutions.  Instead, my job is simply to ask questions that help the person find the solution for themselves.

I don’t know why I am still so amazed by the process and how it works, but I am.  Just asking someone to think about their own thinking works – the coachee has insights (new connections in the brain).  The solutions are in there, they just need to be teased out.

Here are few links to books and resources…

I need some new networks… in my brain, that is.

There is definitely something brewing in my brain; I can sense networks that are not related yet being activated and trying to find the connections.  And, I can almost identify new networks that I need to build in order to make those connections happen.

Let me explain.  I have an educational background that is steeped in psychology,  counseling and learning.  I have learned hundreds of theories, models, and techniques for working with people.  I am so energized by the path my education and work has taken me.

In June I got on a new path toward becoming a certified coach.  The program I chose for my initial certification is based on the work by David Rock of the NeuroLeadership Group.  I am learning more about the brain and how to facilitate a ‘quality conversation’ (see David’s book Quiet Leadership).  I am learning models and tools for helping people move themselves from their defined Point A to Point B.

There are several new concepts or areas that have been coming up over and over for me since began this journey and this is where things are brewing in my brain.  Before 2-years ago I had never heard about the fields or concepts of  ”Positive Psychology”, “Appreciative Inquiry”, and “Mindfulness”.  In the past two years these fields and concepts keep coming up over and over.  I think I have found my next path of study for the ‘middle’ part of life!

 

 

To be simple is complex

I know more, therefore I say more.  I wrote 100 pages about a topic, which shows my mastery of that topic.  I have many slides with many details about my topic, so I must know much about that topic.

I remember the first time I had a hint that these statements might not be true.  My Advisor in graduate school shed the light for me.  I had just handed in what I thought was a brilliant first draft of my research paper.  I had read a ton.  I really got it.  I made many connections for myself and I thought I had synthesized the research very well.  I was proud of that first draft, sure that it was going to come back with little feedback and a note that said ‘move on, fabulous start’.  Not quite.

My Advisor met with me and told me it was a good start.  (What?  A good start?) What he explained to me has stuck with me for 20-years.  He explained the difference between a good summary of what I had read and a valuable summary that the average person could read and understand.  He explained to me that this very smart-sounding summary was the easy part.  He wanted me to take the next and more difficult step – to summarize, synthesize, AND to make the prose something that my mother could read and enjoy.  (And, by the way, my Mom is a wicked-smart woman.)

I didn’t understand.  I thought I was going after the advanced degree to become an expert in area of interest.  I thought I was going to grad school to join an elite group of people who could write all kinds of things that only others ‘in the group’ would be interested in.  But, as he spoke to me, I started to understand.  It made sense. And, it WAS the more difficult task.  Much more difficult.

Fast-forward 20-years.  I have submitted the first draft of a presentation at work.  There is great information on those slides – all 29 of them!  You guessed it- the same feedback came my way.  Eileen, exactly what is the core message? What are the (maximum) three key points you want the audience to walk away with?  What do you want people to actually remember at the end of your slide presentation? 

Guess what – if our short term memory can hold only a limited number of ideas at once, then not too many of my 29 slides will be remembered.  Every good nugget of information or insight will be competing for brain space such that not one of them will be remembered.  And if I have not facilitated a connection in the brain, nothing will be remembered.

It’s about the brain.  It’s about the brain and how much information it can hold at once (in working memory).  And it’s about the connections that have to made in the brain to increase the likelihood things will be remembered.

So, I have developed a new habit.  I won’t claim to have mastered the habit, but I ‘get it’ now.  Once I have worked through my first draft of anything I am now committed to reworking it one more time.  My first pass is typically from my perspective.  That is, what information and message do I want to convey?  What key points do I want to make?  What is the ‘why’ behind my message?  Notice the ‘I’ and ‘my’ in the description of that first pass.

My second pass MUST be from the perspective of the audience.  From what perspective will the audience hear the message?  How will my message create value for the audience?  To what can I connect this message that will make sense to my audience?  What are the 1-3 key messages I want to convey?

That second pass, from the perspective of the audience, is what makes the message meaningful to the audience rather than simply a way to feed my own ego.

“Any intelligent fool can make things bigger, more complex, and more violent. It takes a touch of genius — and a lot of courage — to move in the opposite direction.”  Albert Einstein

It is a luxury to focus!

Remember when there was 1 TV in the house, the family gathered around watching one show from start to finish?  Remember when there was one phone in the house and it was probably in the kitchen?  Okay, admittedly those might be realities that are too distant for most of you to remember, but it is a fun exercise to name all of the technology developments that have occurred in your life time, no matter when you were born.  The pace of technology advancement is exciting and impressive.  I love being an ‘early majority’ adopter myself.

So, forgive me while I lament one of the biggest problems I see in our techno-capability.  From my living room chair today I can… write this message, post it to my LinkedIn and Twitter, take a picture of myself with my phone, post that picture to my Facebook page and send an MMS to my Mom.  I can do all of this while watching TV, engaging in a text-conversation with my teenager, and playing “Words with Friends” to take a mental break.  Oh yeah, and my husband is talking to me about the last Red Sox game.

I imagine this one is not a difficult scenario for any of you to picture, right?  Some call it multi-tasking.  But, I wonder.  Although many of these very unrelated tasks is not highly taxing on my brain, the question is am I doing any of the tasks with ‘all’ of me?  Clearly not.  When is the last time you focused one thing at a time?  When is the last time you participated on a conference call without your email open and working?  When is the last time you were (slightly) offended by someone you were talking with who proceeded to respond to an incoming text message?

I am as guilty as the rest, but I am on a mission now, starting with myself.  I am currently participating in a 13-week series of conference call-based training sessions; the facilitators asked us prior to session #1 to totally focus on the call — turn off computers, cell phones, free ourselves of all distractions to focus on one thing — the learning experience.  I was not sure I could do it, but decided to try.

Of course, at first, I was panicked about what I might miss during the 90-minute sessions.  I was afraid I would miss that very critical email, urgent text message, or entertaining Facebook post.  But, I had committed.

And now I am clearly seeing the benefits!

Not only am I learning more than I ever would if I was being my typical ‘multi-tasking’ self, but I was surprised to feel the difference.  I cannot believe what a relief it is to have the ‘quiet’ that I need to focus on the learning.  My mind is literally more quiet as I listen. My stress level goes down.  I can feel it.  It is a luxury to focus.  It is a luxury to pay attention to one thing and one thiing only.

I highly recommend it!  I am on a mission to use my technology to the fullest, but at the same time to protect the brain space I need to do all things well, one task at a time.

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