Jan Richards

Can you please don't keep talking to the TV

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leadership

12 questions that can keep you from falling into bad management habits

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You want to be a good leader, and manager. 

And you’re trying to do your best.

Yet you wonder how well things are going when situations like these happen:

SCENARIO ONE

You hear laughter at work. Curious, you walk toward it.

There’s lots of work to do (always), but you’re human.

A little levity might help brighten a difficult day, you think as you walk toward the lightheartedness.

Suddenly, as you turn the corner, and the crowd sees you coming, the laughter stops.

Loud silence fills the space.

Everyone freezes…then quickly scatters, amid a variety of mumbled excuses about looming deadlines, contacts they need to make, experiments they need to test…

…anything but continuing to banter when you are present.

SCENARIO TWO

You’re leading a meeting.

The goal: engaging and involving your team in finding ways to meet suddenly more challenging performance targets.

You look out over the group assembled before you.

It’s a sea of bored faces and the tops of people’s heads.

They’re doing their best to be anywhere but here as they daydream, text, tweet, and scan the internet.

SCENARIO THREE 

Performance evaluations are due. You dread this time of year (and members of your team do, too).

Even so, you try to provide good, meaningful feedback to each employee who reports to you.

Your fellow managers tease you, saying that your good intentions and all the time you take on the evaluations are poorly-invested.

“You know that all your employees want to know is, ‘How much? And why not MORE?'” your peers explain, with an amused and cynical smile, entertained by what they think is your naivete.

You get back to work, wondering if they’re right, but continue to work hard to provide the best feedback you can, anyway.

As these scenarios show, the management role, and road, is sometimes a lonely and frustrating one.

When you get right down to it: 

– It’s hard to get people on the same page.

– Then it’s hard to get them moving forward as a well-functioning team.

– And then there is the constant need to keep individuals and the team positive and forging ahead through the many challenges, chores, and circumstances you face…many of which you may not be able to predict or fully be prepared to address.

In the midst of all that, bad management practices can slip in and quickly become entrenched, like it or not.

If you want to avoid (or get out of) the trap of bad management habits, start by thinking of your work as a game. 

Make sure you help your team to:

  • See and understand the game and goals
  • Understand how you customers measure success, and as a result, how you measure success, and progress toward it
  • Learn and practice the skills they need, individually and collectively, to win the game you’re all engaged in
  • Manage their work to desired quality outcomes, deadlines and budgets…and feel safe asking for help when they need it
  • Work well as a group, bringing out everyone’s best efforts and results

Begin by asking yourself these important questions:

1. What “game” is our company or team playing?

2. What’s a win for our customers? What’s a win for us?

3. Who are the main players in this game?

4. What are their roles?

5. What are the rules we play by now? What are better rules for us to use?

6. How do we keep score now? Is that the best way?

7. What’s the reward for playing well?

8. What are the penalties for playing poorly?

9. How are we doing, overall? How do we know?

10. Are we playing better all the time, and achieving ever-better results?

11. If so, why? If not, why not? What can we do to improve?

12. How do we keep ourselves inspired, motivated, and continually moving forward?

Great communication is the lifeblood of great leadership

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Great leaders are great communicators.

Leaders’ effectiveness depends on their ability to inspire, engage, and activate many people to reach for and work for a shared vision, meet common goals, and create significant results together.

Being a great communicator is one of top ten characteristics of great leaders.

Powerful, effective leaders know when and how to communicate, no matter what’s going on with their teams or organizations.

Leaders may face many different emotions at different times in the teams that they lead (and, by the way, in themselves). Some people are excited and energetic, others feel fear, pressure, confusion, and at times, weariness or boredom on the long path to a major goal.

Great leaders know when to observe, when to listen, when to talk, when to show.

And they use all the vital communication skills of leadership effectively.

They also know that the most powerful communication of all is their attitude and their actions – far more than what they say in any circumstance.

Imagine any of the world’s great leaders and what might have been different, had they been an average communicator, at best.

For example, think of Franklin Roosevelt, Winston Churchill, Mahatma Gandhi, Martin Luther King or any of many other world leaders without their powerful oratorical and other communication skills.

Leaders face different communication needs and challenges, depending on the circumstances in which they’re leading their organizations. Here are a few of the main ones:

1. Normal, predictable cycles of operations

These circumstances involve vision-setting, planning, regular action, follow-up, problem-solving and process improvements.

During these times, great communication focuses a team or organization on goals, the path and processes to reach them, roles, consistent check-in points, the ways that progress is evaluated and ensured.

2. Major change or improvement efforts

These circumstances may involve reorganizations or mergers and acquisitions, very rapid growth, major improvements and other types of significant change.

During these times, great communication focuses on what is or will be different, how the change will be achieved, ways of evaluating and communicating progress, as well as how to sustain momentum as change proceeds.

It is essential that leadership communications and processes at these times keep people focused, energized, engaged and encouraged as they go through the often very difficult work of change.

3. High-stress or emergency communications

These include natural disasters, such as earthquakes or hurricanes, and man-made disasters, such as on 9/11/01 in the US, and during stressful times when US and world financial markets lurched wildly in 2008, and the recovery period afterwards.

During these times, great communication is focused on providing clear directions so people can try to meet their immediate and then longer-term health, safety, security and other needs.

In addition, there’s often a strong need for community in high stress times, with ways for people to share, express and process their often-frightening, yet memorable, shared experiences. (These are the conversations that begin with questions such as, “Where were you when you heard the news?” or “Where were you when it happened?”).

No matter what type of circumstance leaders and their organizations are in, most of the same stages of communication must be successfully addressed:

Focus

Earn and hold the attention of their audience.

Connect

Reach people in a personally significant way so that they can relate to what is being communicated, “enroll,” and take appropriate action.

Direct

Create a clear path for the many individual actions needed to achieve shared or individual goals.

Persist

Inspire people to draw on – and continue to draw on – persistence, if it is necessary to see a difficult effort through to completion.

Check/correct

Ensure that actions are moving along as needed in order to reach goals and significant milestones.

Achieve

Coordinate efforts and information so that people can reach goals, solve problems, and create success, hopefully, in the easiest, clearest, most effective way.

Celebrate/Complete

Acknowledge that major goals have been achieved, and create closure in a valued, positive way.

Focused action produces results

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A strong orientation to action is one of the top ten characteristics of great leaders.

Action orientation is not as common a characteristic as you might think.

“Making an idea work is more difficult and more important than having the idea in the first place,” notes author and consultant Edward de Bono.

At many companies, there’s great eagerness and competition for being involved in new and intellectually engaging assignments. These may include deciding and designing how something will be done, such new products and services, or an entirely new division of a company.

When it comes time, though, for some of the every day, nitty-gritty aspects of turning the great potential of those possibilities into consistently bankable results…and ensuring that they continue to perform…enthusiasm may be harder to round up.

And yet, if you’re an action-oriented leader or a member of a team whose focused efforts yielded great results, there’s nothing quite like the thrill of that collective achievement.

That’s when the responsibility of leadership and the accountability for action is clearly worth the risk that the leadership role – and its need for sustained commitment to positive action – brings.

What works to move good ideas, great intentions and high potential into focused action that eventually produces tangible results?

“The most important and visible outcropping of the action bias in excellent companies is their willingness to try things out, to experiment,” note authors Thomas J. Peters and Robert H. Waterman, Jr.

Here’s the bottom line on those with an action orientation: they focus not on the ways things might go wrong, or the risks of the pursuit, or the blame they’ll lay if things go wrong.

They focus on the possibilities, the multiple ways they can get the job done. And then…sooner or later…they do.

They make their way persistently and creatively over, around or through any barrier they find.

That may involve creatively moving forward in ways they did not expect. It may involve changing the timing of their efforts. Or it may mean going back to square one, getting more information, and adjusting, adapting, refining the goal, and they way they hope to achieve it.

Leadership excellence: Courage is power

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cour·age, noun

The quality of mind or spirit that enables a person to face difficulty, danger, or pain without, or in spite of fear; bravery.

We admire courage when exhibited by others.

Yet do we want to be in situations where our own courage is called for?

In a word, no – or most people don’t.

Such times center around high-risk circumstances that could so easily go wrong. But for so many reasons…and because they may affect many people…situations that call for courage really must go right, somehow.

Not surprisingly, great courage is one of the top characteristics of great leaders.

What does courage really involve?

Courage is the ability to look beyond one’s own fear, to find and draw on one’s strongest reserves to get a critical job done, no matter what stands in the way.

It is the ability to assess risks and reduce them however possible, and yet to carry on with integrity in the face of the risks that still remain.

Courage, as a leader, is also the ability to incite a group to move forward and to continue to work toward a goal in spite of what may be their natural desire in a risky situation to freeze in place, or retreat.

When you hear the word, “courage,” what people and situations come to mind?

Is it Captain Sullenberger and his co-pilot, who brought US Airways 1549 down safely in the Hudson River, and the team of many people on land and in rescue boats who rapidly coalesced, moved into action, and ensured that everyone from the downed plane was saved?

Is it Neil Armstrong and Buzz Aldrin, the first men to walk on the moon, and the achievements of many other people, over many years, that led to those first lunar steps?

Is it Marie Curie and other scientific explorers who forge on despite uncertainty, doubt and resistance, making discoveries that benefit many people in countless ways?

Perhaps the courageous people and circumstances you think of involve world leaders, whether elected or personally inspired to act based on the strength of their beliefs.

Gandhi, Martin Luther King, Jr., Franklin Roosevelt, Winston Churchill, and many other leaders in history led people they inspired through sometimes dark and difficult days.

Of course, there are many other courageous leaders who may inspire you. And more will emerge through the course of history.

We can also see courage in people around us, in our daily lives. These may be people who are not widely known so their acts of great courage may be quiet, even subtle, but still significant, and deeply inspiring.

You, too, have surely exhibited courage at times.

Think back to times when you had to press on – and did – even though you might have wished to give up and admit defeat.

In those circumstances:

  • What were your beliefs – before the danger or difficulty arose – about what you were capable of handling?
  • When pressed by circumstances, what did you discover that you could, in fact, handle?
  • Did tapping your courage strengthen it, and enable you to be courageous again in the future, when needed?

Here are guidelines to help you increase your comfort and preparation for uncertainty…and to prepare you to be courageous when needed:

1. Anticipate and prevent problems from occurring in the first place.

That’s easy to say, and not so easy to do, but it works much of the time. It requires good foresight, planning and follow-through.

It also calls for, among other things, strong risk assessment, problem analysis and prevention skills.

2. When, despite your best efforts, danger arises, do your best to size up the risks, and quickly control the things you can control.

This may also enable you to reduce, as much as possible, the impact of factors that you are less able to control.

3. Also, set up systems to monitor key aspects of the situation you are facing to help you decide as early as possible what actions to take.

In circumstances requiring courage, conditions are likely to be changing rapidly.

Create an early warning system of some type, if you can, and do so ahead of time if you can anticipate that a situation is volatile, unpredictable.

Know, however, that you won’t have perfect information at times such as these.

Just get the best information you can, as quickly as possible. Then use that information to guide the best decisions and actions, moving forward.

4. Check in with your team in simple but effective ways.

You need to stay in close touch with others on your team. However, keep the information exchange simple, and focus on the most important decisions and details.

5. Stay the course, as long as you can tell that it is working.

Don’t be blind to what you find. At the same time, this isn’t a popularity contest. There’s a risky, and possibly even a physically dangerous circumstance to be fought.

Pay attention to the information you have, as well as your own intuition, and prior experience if you or others on your team have experience that’s relevant. And, of course, as always, use your good common sense.

At times when courage is called for, your quiet inner strength and wisdom is an invaluable asset.