Good leaders pay attention to what’s going on around them. This includes listening to their employees. While you can take some time to speak with many of your people, you may not be able to get to each and every one of them. It’s a good idea to set up some way for employees to offer feedback to management – a way for information to flow up the ladder. This can be as simple as a suggestion box, or something more involving like a meeting of the minds where ideas are exchanged in person. Make sure that ideas that make a difference are recognized. Whether in a company newsletter, or during a company meeting, give credit where credit is due.
Why is this important? For one, you never know where the next great idea can come from. Your company is full of individuals with ideas. Just as customer service reps will have the most direct feedback from your customers, process improvement ideas can come from people directly involved in said processes. However, benefits of seeking out employee feedback go far beyond process improvement and understanding what your customers want. Every time you ask for feedback, you send a message to your employees. You show them that you’re interested and that you’re listening. It demonstrates your respect and appreciation of your employees, which in turn fosters better employer-employee relationships, creating more satisfied and loyal employees. By now, we all know that a happy employee is a more productive employee. This is just another way of connecting with your employees – one that benefits all involved.
Sunday, March 27, 2011
Sunday, March 20, 2011
Partnering With Your Employees
If managed properly, every employee can be a great asset to the company. However, they can also be a great expense, a tremendous responsibility, and a potential liability. It’s all in how you look at it, and how you manage others. Employees are hired to perform certain tasks. Too often, getting the most “bang for your buck” is seen as piling on more and more work onto each person, sometimes expecting them to do the job of several people. While that may seem like a cost efficient way to do things, nothing could be further from the truth. Sooner or later, this kind of approach will prove itself quite detrimental. Overworked employees become overwhelmed, unhappy, burned out employees. The quality of work suffers, as do dedication and safety.
It’s much more productive to partner with your employees by taking the time to coach and develop them, and by nurturing and utilizing their strengths. Take some time to get to know your employees. This doesn’t mean spending countless hours chatting with every member of your team – a few minutes on a somewhat regular basis will suffice. Start by browsing through previous posts (specifically ones focusing on the coaching and development of your employees, and on ways of utilizing their strengths and talents). The efforts that you put into managing your employees have a direct, positive correlation with the results that you’ll see. Get the most “bang for your buck” the smart way, not the hard way.
Suggested reading (previous blogs): October 2009; 11/3/09; 2/6/10; 4/11/10; 8/22/10; 10/24/10
It’s much more productive to partner with your employees by taking the time to coach and develop them, and by nurturing and utilizing their strengths. Take some time to get to know your employees. This doesn’t mean spending countless hours chatting with every member of your team – a few minutes on a somewhat regular basis will suffice. Start by browsing through previous posts (specifically ones focusing on the coaching and development of your employees, and on ways of utilizing their strengths and talents). The efforts that you put into managing your employees have a direct, positive correlation with the results that you’ll see. Get the most “bang for your buck” the smart way, not the hard way.
Suggested reading (previous blogs): October 2009; 11/3/09; 2/6/10; 4/11/10; 8/22/10; 10/24/10
Sunday, March 13, 2011
Assumptions
The Pygmalion effect addresses the effects that a manager’s beliefs and attitudes have on their subordinates. This phenomenon can be explained through the idea of self-fulfilling prophecies (Livingston, 1988, p.4), which have been visible throughout various environments. Just as a teacher’s expectations affect the students’ performance, management expectations will have a notable bearing on employee performance. Simply put, we will get that which we expect. This applies regardless of how positive or negative the expectations are, as long as they are realistically achievable.
A business-setting coach can utilize this knowledge to set the coachee up for success. In order to establish the kind of atmosphere that promotes the achievement of high expectations, positive attitude and respect must be conveyed to the employee. It’s crucial to keep in mind that non-verbal communications (such as body language) can be a powerful way of projecting messages (Livingston, 1988, p.6). It is also of great importance that a manager has confidence in his own competence. When working with a coachee, a coach can utilize the Pygmalion effect by seeking out opportunities when he can express his expectations of the employee’s success. While keeping the goals attainable, the coach can show confidence in the employee’s abilities.
A coach can assume one of two motivating forces driving his employees: the desire to contribute and advance, or a wish to do as little as possible. Gaber refers to this as Theory Y and Theory X, respectively (1987, p100). By assuming either set of motivations, management pre-sets expectation of their employees, which can lead to self-fulfilling prophecies.
Gaber, B. (January 1987). I’m OK, You’re Theory X. Training, 99.
Livingston, J.S. (September – October 1988). Pygmalion in Management. Harvard Business Review, 3.
A business-setting coach can utilize this knowledge to set the coachee up for success. In order to establish the kind of atmosphere that promotes the achievement of high expectations, positive attitude and respect must be conveyed to the employee. It’s crucial to keep in mind that non-verbal communications (such as body language) can be a powerful way of projecting messages (Livingston, 1988, p.6). It is also of great importance that a manager has confidence in his own competence. When working with a coachee, a coach can utilize the Pygmalion effect by seeking out opportunities when he can express his expectations of the employee’s success. While keeping the goals attainable, the coach can show confidence in the employee’s abilities.
A coach can assume one of two motivating forces driving his employees: the desire to contribute and advance, or a wish to do as little as possible. Gaber refers to this as Theory Y and Theory X, respectively (1987, p100). By assuming either set of motivations, management pre-sets expectation of their employees, which can lead to self-fulfilling prophecies.
Gaber, B. (January 1987). I’m OK, You’re Theory X. Training, 99.
Livingston, J.S. (September – October 1988). Pygmalion in Management. Harvard Business Review, 3.
Sunday, March 6, 2011
What’s in a vision?
When facing change one of the most important elements is having a clear vision. The lack of one can have disastrous effects. Think about your goals. How do you see the end results? Your vision must be clear and well defined, and it should only take you a few minutes to communicate it to others. Make it short, sweet and to the point – and yes, interesting. At the end of the presentation (of your ideas) it should be obvious that your audience understands and that their own interest has been provoked.
But before a vision can inspire and be shared by others, it has to inspire you – the leader. Your vision must be in harmony with your own values, and you must be willing to set an example with your own actions. This goes back to the idea of walking the walk rather than telling people to do as you say, not as you do. It’s your task to convey the image of an exciting future to others, appealing to shared values and aspirations, thusly enlisting them to share the vision. If others see your passion and enthusiasm, they’re going to get curious. This curiosity provides you with the opportunity to share your vision with others, hopefully inspiring them and enlisting their help in achieving that vision.
But before a vision can inspire and be shared by others, it has to inspire you – the leader. Your vision must be in harmony with your own values, and you must be willing to set an example with your own actions. This goes back to the idea of walking the walk rather than telling people to do as you say, not as you do. It’s your task to convey the image of an exciting future to others, appealing to shared values and aspirations, thusly enlisting them to share the vision. If others see your passion and enthusiasm, they’re going to get curious. This curiosity provides you with the opportunity to share your vision with others, hopefully inspiring them and enlisting their help in achieving that vision.
Sunday, February 27, 2011
Influence Tactics
When it comes to influencing superiors rationality seems to be the preferred tactic. It only makes sense that when addressing someone who can say “no” to us, we try our best to present a good case. Another tactic trend is coalition. The idea of joining forces with others to strengthen our position can be helpful when trying to influence.
Interestingly enough, influencing subordinates seems to rely on rationality just as heavily. People respond much better to being told to do something when they know and/or understand the reasoning. Letting your subordinates know why you want them to do something illustrates your respect for them, encouraging a favorable response to the request. Coalition is the second most highly used tactic with subordinates as well. This seems to suggest team building by aligning ourselves with others within the company.
People relate to their co-workers on a more similar level, making our influence tactics a little different from those that they use on superiors and subordinates. Tactic choices seem more evenly spread out across the board. People still like to use rationality, but ingratiation, coalition, exchange of benefits, and upward appeal are just as likely to be utilized when influencing co-workers.
Rationality appears to be the most effective influence tactic. Presenting a case using facts and reason helps to paint a clear picture to the other person. It shows respect for the audience by suggesting that they’re intelligent enough to see the facts and make the right decision. Blocking and sanctions, on the other hand seem least effective. They’re negative in approach and they can result in unpleasant feelings for both parties. Blocking and sanctions alienate people and hurt the sense of teamwork.
Situational factors can greatly influence the effectiveness of each tactic. When the audience refuses to cooperate, rationality or the exchange of benefits may not work. Harsher tactics may have to be employed. In some instances, the audience may not have to capacity to understand the reasons behind the request (such as when dealing with children). Tactics have to be adjusted to tailor our approach in a way that improves our chances of influencing the other person.
Interestingly enough, influencing subordinates seems to rely on rationality just as heavily. People respond much better to being told to do something when they know and/or understand the reasoning. Letting your subordinates know why you want them to do something illustrates your respect for them, encouraging a favorable response to the request. Coalition is the second most highly used tactic with subordinates as well. This seems to suggest team building by aligning ourselves with others within the company.
People relate to their co-workers on a more similar level, making our influence tactics a little different from those that they use on superiors and subordinates. Tactic choices seem more evenly spread out across the board. People still like to use rationality, but ingratiation, coalition, exchange of benefits, and upward appeal are just as likely to be utilized when influencing co-workers.
Rationality appears to be the most effective influence tactic. Presenting a case using facts and reason helps to paint a clear picture to the other person. It shows respect for the audience by suggesting that they’re intelligent enough to see the facts and make the right decision. Blocking and sanctions, on the other hand seem least effective. They’re negative in approach and they can result in unpleasant feelings for both parties. Blocking and sanctions alienate people and hurt the sense of teamwork.
Situational factors can greatly influence the effectiveness of each tactic. When the audience refuses to cooperate, rationality or the exchange of benefits may not work. Harsher tactics may have to be employed. In some instances, the audience may not have to capacity to understand the reasons behind the request (such as when dealing with children). Tactics have to be adjusted to tailor our approach in a way that improves our chances of influencing the other person.
Sunday, February 20, 2011
Minding Your Emotions
Part of being a great leader/manager is setting the right example for others. Part of setting a great example means not only being aware of your emotions, but also being in control of them (and the related behaviors). Emotions are part of being human, but emotional reactions must be kept in check at the office. It’s one thing to show excitement or disappointment, but emotional outbursts are an absolute no-no. The last thing a leader/manager needs is for his people to think that highly emotional behavior is acceptable at the office. When emotions run high, others may catch the fever and things can escalate.
High emotions are not only a bad example for your employees, they can also affect your business decisions. A decision that may be emotionally satisfying at the moment may prove to be disastrous (and irreversible) in the long run. Furthermore, making emotionally charged decisions will create an atmosphere of uncertainty, where irrational decisions are a high possibility. No one likes to walk on eggshells, especially when the reason is the boss who has the potential to “flip out” at any time.
Although leader/managers are fully human, and therefore emotional creatures, you have a responsibility to keeps your emotions in check, make rational decisions, set a good example, and promote a healthy work atmosphere. No small feat, but it’s all part of the job. If you think all of that is difficult, imagine trying to manage a group of emotionally irresponsible or unstable people. Instead, mind your emotions and give them something good to imitate.
High emotions are not only a bad example for your employees, they can also affect your business decisions. A decision that may be emotionally satisfying at the moment may prove to be disastrous (and irreversible) in the long run. Furthermore, making emotionally charged decisions will create an atmosphere of uncertainty, where irrational decisions are a high possibility. No one likes to walk on eggshells, especially when the reason is the boss who has the potential to “flip out” at any time.
Although leader/managers are fully human, and therefore emotional creatures, you have a responsibility to keeps your emotions in check, make rational decisions, set a good example, and promote a healthy work atmosphere. No small feat, but it’s all part of the job. If you think all of that is difficult, imagine trying to manage a group of emotionally irresponsible or unstable people. Instead, mind your emotions and give them something good to imitate.
Sunday, February 13, 2011
The Self-Confident Leader
Consider the fact that when it comes to effective leadership, self-confidence can make all the difference in the world. A self-confident leader can project exactly that in what he does, therefore inspiring his employees to trust and follow him. So how do you improve your self-confidence? There are several things to consider here:
1. Make the decision and follow through. This applies to improving your self-confidence as well as to all the decisions that you face as a leader/manager. Accept that life isn’t always black and white, so working in grey areas will happen. Although clear right answers don’t come by too often when making complex business decisions, hesitation and second-guessing can prove to be costly – instead gather your information, consult the right sources, and make the call.
2. Make peace with your humanity and accept that sometimes you will make mistakes. Regardless of your experience, level of education, or title, you are human, and as such vulnerable to making mistakes. Turn your mistakes into opportunities to learn and improve.
3. Project the image that will inspire others. Even if you’re feeling scared and unsure, focus on what your employees need to see to inspire them. Leading others (especially in difficult times) calls for showing more courage than fear.
4. Remain in control of yourself and your team. Take on the command position by knowing and acting on expectations for self and the team.
5. Be realistic in your expectations. While striving for excellence is great, don’t set your sights on goals so high that they become unrealistic. Being a leader doesn’t equate to being a superhero (although it may appear as such at times).
6. Look for guidance. Even the best need someone to teach and help them. Having a mentor is a must. Find someone who can teach and guide you – someone to support and keep you grounded.
7. Remain inspired. Being inspired isn’t always easy. We tend to get lost in our daily tasks as we take on projects and put out fires, but you must take the time to find and keep what inspires you – that which keeps you going and helps to make sense of it all. After all, you can’t inspire others if you’re not inspired yourself.
Given that your self-confidence has a great deal of effect on your leadership abilities, it’s in your best interest to take the time to give this some thought. Improving the self is always a good idea, so take each opportunity to strive for excellence. Finally, don’t confuse self-confidence and arrogance. After all, arrogance is quite the opposite of self-confidence.
1. Make the decision and follow through. This applies to improving your self-confidence as well as to all the decisions that you face as a leader/manager. Accept that life isn’t always black and white, so working in grey areas will happen. Although clear right answers don’t come by too often when making complex business decisions, hesitation and second-guessing can prove to be costly – instead gather your information, consult the right sources, and make the call.
2. Make peace with your humanity and accept that sometimes you will make mistakes. Regardless of your experience, level of education, or title, you are human, and as such vulnerable to making mistakes. Turn your mistakes into opportunities to learn and improve.
3. Project the image that will inspire others. Even if you’re feeling scared and unsure, focus on what your employees need to see to inspire them. Leading others (especially in difficult times) calls for showing more courage than fear.
4. Remain in control of yourself and your team. Take on the command position by knowing and acting on expectations for self and the team.
5. Be realistic in your expectations. While striving for excellence is great, don’t set your sights on goals so high that they become unrealistic. Being a leader doesn’t equate to being a superhero (although it may appear as such at times).
6. Look for guidance. Even the best need someone to teach and help them. Having a mentor is a must. Find someone who can teach and guide you – someone to support and keep you grounded.
7. Remain inspired. Being inspired isn’t always easy. We tend to get lost in our daily tasks as we take on projects and put out fires, but you must take the time to find and keep what inspires you – that which keeps you going and helps to make sense of it all. After all, you can’t inspire others if you’re not inspired yourself.
Given that your self-confidence has a great deal of effect on your leadership abilities, it’s in your best interest to take the time to give this some thought. Improving the self is always a good idea, so take each opportunity to strive for excellence. Finally, don’t confuse self-confidence and arrogance. After all, arrogance is quite the opposite of self-confidence.
Sunday, February 6, 2011
How Motivating Your Employees Is Good For You
This log has in the past discussed the idea of motivating your employees. Knowing what truly motivates people involves effort on your part. You as the leader/manager must take the time to speak with people on a regular basis. We’re not talking about hours of elaborate sessions, but instead a few minutes on a somewhat regular basis. Listen to what they’re saying, as well as to what they’re not saying. In other words, you may have to read between the lines to get the real message. It’s not because people are trying to be deceitful. Some may simply feel guarded in what they express to their manager, merely wanting to say the “right things”.
While some people may be motivated solely by money, other employees may respond to formal recognition, or may be satisfied simply knowing that they do a great job. Keep in mind that some employees may not even completely understand what it is that motivates them. Taking the time to talk to them gives you an opportunity to help them figure it out.
So how is any of this helpful to you? Once you know what motivates an employee, the two of you can formulate a plan that will optimize his performance and increase his satisfaction. Understanding what motivates someone allows you to offer to him the most effective kinds of rewards. Motivated employees mean better results, which can be translated into things like higher productivity and better goal achievement – something that any manager can appreciate.
Sunday, January 23, 2011
How Good Are Your People Skills?
Good people skills are a must to a successful leader/manager. Consider the wide range of (your) tasks that rely on your people skills:
1. Coaching and developing employees
2. Leading and inspiring employees
3. Encouraging and motivating employees
4. Supporting employees & peers
5. Setting an example/modeling desired behavior
6. Developing beneficial relationships
7. Utilizing available talent
These are just the tip of the iceberg. Surely, you can add to the above list.
When was the last time that you assessed your people skills? Do you know where to begin such an assessment? Think about you behavior around others. Are people open and trusting with you, or are they reserved and seem fearful/mistrustful of you? Are you available to others and willing to listen to them and answer their questions frankly and honestly? Such simple questions can provide a good appraisal of your people skills.
This kind of assessment is even more important during tough economic times. Do your employees know that you value and appreciate them? Are they stressed and stretched to the max? If so, do you encourage them to rest and re-charge? Are their talents aligned with their tasks and projects? Limited resources and reduced numbers of employees make it crucial for us to work efficiently and utilize the available talent to the max. This also means maximizing our own talents and focusing on self-improvement. Take the time to consider your people skills. No matter how good they may be, there’s always room for improvement. The better your people skills, the better your relationships, and ultimately the better the results of all of your efforts.
1. Coaching and developing employees
2. Leading and inspiring employees
3. Encouraging and motivating employees
4. Supporting employees & peers
5. Setting an example/modeling desired behavior
6. Developing beneficial relationships
7. Utilizing available talent
These are just the tip of the iceberg. Surely, you can add to the above list.
When was the last time that you assessed your people skills? Do you know where to begin such an assessment? Think about you behavior around others. Are people open and trusting with you, or are they reserved and seem fearful/mistrustful of you? Are you available to others and willing to listen to them and answer their questions frankly and honestly? Such simple questions can provide a good appraisal of your people skills.
This kind of assessment is even more important during tough economic times. Do your employees know that you value and appreciate them? Are they stressed and stretched to the max? If so, do you encourage them to rest and re-charge? Are their talents aligned with their tasks and projects? Limited resources and reduced numbers of employees make it crucial for us to work efficiently and utilize the available talent to the max. This also means maximizing our own talents and focusing on self-improvement. Take the time to consider your people skills. No matter how good they may be, there’s always room for improvement. The better your people skills, the better your relationships, and ultimately the better the results of all of your efforts.
Sunday, January 16, 2011
The Art of Listening
How good a listener are you? If you’re the boss, you may be thinking that others are supposed to listen to you, right? Well sure, but that’s only part of the equation. How important is it that you listen and do it well? As a leader/manager, you have the great responsibility of not only listening, but also actually hearing others. This may mean listening to your employees, your colleagues, your supervisor, and your customers. It means hearing the words, the messages, and any hidden meanings.
Being a good listener can benefit you in so many ways. Listening to others can provide you with the opportunity to receive valuable feedback and great ideas. It can also invite others to share with you promoting open communications and the exchange of ideas. As a good listener you will model the way and set a good example for others.
While at a first glance listening may not seem as important as the mountain of other responsibilities that you face each day, it can prove to be detrimental if neglected. There’s an old adage that tells us that having two ears and one mouth means that we should listen trice as much as we speak. Clearly there’s a great deal of wisdom in those words.
So how good a listener are you? Take some time this week to consider your listening style, habits, and effectiveness.
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