sales team performance: how to level up the game

Sales Team Performance: How to Up the Game

What are the one or two behaviors, if you did them consistently, would dramatically improve your sales team performance?

“Build deeper, trusting relationships.” Table stakes.

“Add real strategic value.” Amen.

“Invest deeply in truly understanding my business.” Please!

“Become an extended go-to member of my team.” Yes, yes!!!

“Become part of a deeper solution and be shoot-yourself-in-the-foot honest about when you’re not the right fit.” Of course.

“Get creative.” One of my favs.

“Care more about me and my business than your profits.” Yup

“Don’t spam me.” %#Q##^T@#  Yes!

“Prioritize me and my calls.” Always.

One Easy Way to Level Up Your Sales Team Performance

One of the most exciting parts of speaking and consulting internationally is experiencing universal truths first hand. In every context, every company, every country, every team, the common denominator to successful growth and change is results AND relationships. It’s about making connections and isolating the behaviors for success.

Here’s one glimpse into what I learned from leading a 2200 person rock star sales team at Verizon.

 

I would love to hear your stories! How do you help your sales team to Win Well? 

critical thinking: 5 ways to increase your team's capacity to think

Critical Thinking: 5 Ways to Build Your Team’s Capacity to Think

“Karin, TRUST me. I would LOVE to delegate more of these decisions and loosen up the reigns, but then I go out into the field and find all this crap. I just don’t think we have the critical thinking skills we need for success.”

Have you ever said those words?

Yeah, me too.

Can you imagine the freedom in knowing that your team will use the same (or better) “common sense” as you when the going gets tough?

I love this simple definition of critical thinking.

Critical thinking is not a matter of accumulating information. A person with a good memory and who knows a lot of facts is not necessarily good at critical thinking. A critical thinker is able to deduce consequences from what he knows, and he knows how to make use of information to solve problems, and to seek relevant sources of information to inform himself.

So how do you build THAT?

5 Ways to Build Your Team’s Capacity to Think

Critical thinking is not a gene. Yes, it comes more naturally to some, but it is teachable (much of the time). Here are a few ways to get started.

1.  STOP being the hero.

It’s hard. Who doesn’t love being superman? Particularly when you know EXACTLY what to do. It’s even harder if your boss is a superman too and you’re their go-to guy.

There’s a certain rush from jumping in and doing what must be done at exactly the right time. And it can’t hurt, right? The worst you’re going to get after your superman intervention is a THANK YOU and a developmental discussion six months from now, saying you need to build a bench.

But here’s what we hear offline. “She’s great. But she’s a do-er. I’d put her in my lifeboat any time. But her team is weak.”

Great leaders don’t have weak teams.

Great leaders take the time to slow down just enough even during times of crises, to bring others along and help them rise to the occasion.

Great leaders aren’t heroes, they’re hero farmers. 

2. Connect What to Why (more often than you think is practical or necessary.)

Yes, you can overload your team with TMI (too much information), but the truth is I’ve NEVER heard a manager complain that their boss overexplained “why.”  It’s impossible to have great critical thinking if you’re not connected to the big picture (including key challenges).  If you want your team to exercise better judgment, give them a fighting chance with a bit more transparency.

3. Expose them to Messy Discussions.

It’s tempting to think we must have it all figured out before wasting our team’s time. But if you’re really working to build leadership capacity, it’s also important to sometimes bring your folks in BEFORE you have a clue. Let them see you wrestle in the muck and talk out loud. “We could do this … but there’s that and that to consider … and also the other thing.”

4. Hold “Bring a Friend” Staff Meetings.

An easy way to do #3 is through “Bring a Friend” staff meetings. Once in a while, invite your direct reports to bring one of their high-potential employees along to your staff meeting. Of course, avoid anything super sensitive, but be as transparent as possible. Every time I’ve done this, we’ve had employees leaving the meeting saying, “I had no idea how complicated this is,” and “Wow, that sure gave me a different perspective.”

5. Ask Strategic Questions (and encourage them to go research the answers.)

  • Why have your results improved so substantially?
  • What was different in August (or whenever you saw a change in pattern)?
  • What evidence do you have that this strategy is working?
  • How does this compare to your competition?
  • What’s changed since implementing this program?
  • How do you know it’s working?
  • What are the employees saying about the change, how do you know?
  • How do you know this is sustainable?
  • What would a pilot teach us?

Your turn. What are your best practices for building critical thinking capacity?

mistakes to avoid in your town hall meetingSee Also: 6 Mistakes to Avoid in Your Town Hall Meetings 

How to Help Your HR Team Be More Strategic

the secret to managing remote teams

Managing Remote Teams: Let’s Grow Leaders April Frontline Festival

Welcome to the Let’s Grow Leaders Frontline Festival on managing remote teams. We asked thought leaders from around the world to share their very best post on this topic.

Thanks to Joy and Tom Guthrie of Vizwerx Group for the great pic and to all our contributors!

As we head out to the PMI EMEA Project Management Conference in Berlin, next month’s Frontline Festival is all about project management and planning. New contributors are always welcome. Submit your relevant blog posts here!

Management Mindsets for Leading Remote Teams

Jon Mertz of Thin Difference offers Hope is a Strategy, in which he shares that the key to managing any team, remote or otherwise, is fostering hope. Though it might seem too warm and fuzzy, hope liberates employee engagement. Follow Jon.

Paula Kiger of Big Green Pen writes Think About This Before Joining the Gig Economy Nation. If you manage a remote team, this piece will give you some insight into what to expect. It’s easy to forget that your remote workers have struggle (and triumphs) you don’t see. Follow Paula.

Julie Winkle Giulioni of DesignArounds wrote Rethinking Remote Relationships to remind us that creating connectivity within remote teams is about tapping hearts…not keyboards or touchpads.  Follow Julie.

Success in management requires learning as fast as the world is changing. – Warren Bennis

Building Relationships When Managing Remote Teams

Sean Glaze of Great Results Teambuilding reminds us that it is the job of virtual management to ensure that those necessary relationships among the team, no matter how geographically distant, are supported and maintained. This is not a simple order – and history offers us a cautionary example of the dangers that expansion and distance create. Consider the Roman Empire in Sean’s post: Three Tips to Manage Virtual Teams More EffectivelyFollow Sean.

David Grossman of The Grossman Group gives us Eight Successful Tips for Connecting with Remote Workers. With the numbers of hard-to-reach and remote workers growing, communication is even more of a critical part of a supervisor’s job. As much as remote workers may appreciate the convenience working remotely offers, they still need the human connection, conversation and insight of the workplace even when they are miles away or on the shop floor, to help them feel valued and included. Follow David.

Robyn McLeod of Thoughtful Leaders Blog  provides Three Ways to Hear What Your Team Thinks About You,  sharing three surefire ways to hear what your team thinks by giving them opportunities and channels for sharing their points of view. Follow Robyn.

Wally Bock of Three Star Leadership gives us Making Virtual Teams Productive. In many ways, leading a virtual team is like leading one where everyone is in the same place, except when it comes to social support. Follow Wally.

John Hunter of Curious Cat Management Improvement gives us How to Manage What You Can’t Measure.  The importance of psychology in managing people (remotely or in person) is too often underappreciated. Paying attention to what research can show about motivation, fear, trust, etc. is even more important and valuable for remote teams. A conscious effort is needed to make sure that connections between remote workers and other team members are strong. It is also more important to make communication explicit.  We often create problems – remote or not – when communication is largely implicit. Follow John.

Most good relationships are built on mutual trust and respect. – Mona Sutphen

Overcoming Challenges in Managing Remote Teams

Kaylee Riley of Patriot Software, LLC  knows that although letting employees work remotely has many benefits; it can be difficult to communicate information, set up meeting times, and hold everyone accountable. In Five Challenges of Managing Remote Teams (and How to Overcome Them) she helps us learn how to effectively lead remote teams and keep business operations running smoothly Follow Kaylee.

Eleonora Israele of Lead Change gives us Bringing Unity to a Remote Team. There are tons of advantages to working remotely and hiring remote workers, but there are some setbacks too. The lack of face-to-face communication and in-house team-building can cause contract or remote workers to feel less company loyalty, dedication, and connection.  Follow Eleonora.

Ken Downer of Rapid Start Leadership shares 15 Pretty Good Virtual Team Building Notes. Building a team is tough enough when you are all face to face; add time and distance between team members and the degree of difficulty quickly rises. These ideas can help you bridge the gap, build trust, and make you more effective as a team, wherever you happen to be.  Follow Ken.

Eileen McDargh of The Energizer provides The Care and Feeding of Virtual Teams. The good news about technology is that teams can be spread throughout the world, offering a rich background for global enterprises. The difficult news is that time zones and the absence of visual interaction can cause teams to stumble or even fail to start at all. Follow Eileen.

Obstacles are things a person sees when he takes his eyes off the goal. – E. Joseph Cossman

Your turn. We’d love to hear your best practices for managing remote teams. Please share in the comments below.

17 Questions to Help Grow Confidence in Children

19 Questions to Grow Confidence in Children

Questions are a remarkable way to grow confidence in children. Great questions work because they cause children to stop and think. To reflect. To pause and consider what’s going on in their lives and in the world around them. Kids are natural questioners. So why not tap into that curiosity as you work to help build their confidence and leadership skills?

Today we answer the very important question, how can we grow confidence in children, with more questions. Questions you can ask to help your children continue to grow toward becoming remarkable leaders and human beings.

19 Powerful Questions to Grow Confidence in Children

Framed well—powerful, open-ended questions can help children gain a better understanding of their skills and abilities as well as to consider the contribution they’re already making in the world. Here are a few of the favorites we’ve used over the years in raising our own children and in work with other youth.

Asking any one of these questions can be the start of a great conversation. And of course, it gives you a remarkable opportunity to listen well. Nothing builds confidence faster than truly being heard.

Questions to Help Children Tap into Their Strengths

1. Would you please draw a picture of something you do very well?

2. What are some of the nicest things your friends say about you?

Okay, this one’s old school Mister Rogers, but it’s a keeper.

3.  What makes you special?

4. Let’s make a list of 10 things you are really good at. Which of these make you most proud and why?

Questions to Help Cultivate Awareness and Compassion

5. How did you help someone today?

6. I’m so happy about how you help our family. What do you think are some of the biggest ways you help?

7. What do you think that person is feeling right now?

8. When they’re aware they’ve hurt someone: How can you apologize?

Questions to Help Children Overcome Setbacks

Almost any kind of “how can you?” question works well here.

9. How can you be most helpful in this situation?

10. What else could you try?

Nothing builds confidence faster than tapping into past success.

11. Have you ever had something like this happen before? What did you do then to fix the problem?

12. When they make a mistake and spill or break something, rather than freak out, ask: And now what do you do?

Questions to Encourage Children to Try Something New

13. What worries you most about _________?

14. Remember when you were so scared to try _________? And now it’s ________ (one of your favorite things to do, places to go…)

15. Remember when mommy/daddy did ______? I was super scared too. What do you think were some of the ways I helped myself to become braver?

16. When facing an overwhelming problem: What is the smallest thing you can do to solve this? (eg: Pick up a single sock. Take out a sheet of paper. Once that is done, ask again: Now what is the smallest thing can do?)

Questions to Help Children Take a Stand

17. What is one problem in your community that more than ten people you know want to solve? What could you do in the next week to help make that better?

18. Why does that make you so angry? What do you think you could say to help your friends understand how you feel?

Super Secret Bonus Question

When asking these questions your kid might respond with an “I don’t know.” That’s when the super secret bonus question comes in.

19. Let’s pretend you did know. What would you do then?

Sometimes kids (and grown-ups too) get stuck when asked for solutions. They’re afraid to sound stupid or that it might not be the “right” answer. By moving the conversation into the imagination, it helps them tap into their natural creativity and makes it safe to explore options, rather than having to be “right.”

Your Turn

What is one of your favorite questions to help grow confidence and leadership in children?

Other Topics Related to Growing Confidence in Children

Download a FREE copy of Parent’s Guide to Leadership here.

Ten Tips on How to Build Confidence in Kids (Working Mother)

9 Secrets of Confident Kids (Parents)

How Being a Parent Improves your Leadership Competency

Children’s Books on Leadership: Questions to Inspire Young Thinking

Be the Leader 52 Tips

52 Tips to Be the Leader You Want Your Boss to Be

Be the Leader You Want Your Boss to Be

You’ve got this. You care, you want results, and as a leader you’re committed to Winning Well. But life gets busy and complicated. Sometimes you just need a quick reminder to get you back on track. Here they are: 52 tips to be the leader you want your boss to be.

1 Remember why you choose to lead: prioritize people and purpose above power, prestige, or pennies.

2 When stuck or overwhelmed: Ask “How can I…?”

3 Solve problems before they occur with clear expectations. Mind the MIT (Most Important Thing)

4 Know your addictions: Are you prone to do it all yourself, people-pleasing, using fear and using people to get things done, or playing games to keep yourself safe?

5 Land in the “And” – It’s not an either/or choice. In every circumstance choose to show up with confidence and humility. Choose to focus on results and relationships.

6 Remember that everyone you lead is a volunteer – even when they’re paid they have a choice about how they show up. You get to influence the choice they make.

7 What matters to them should matter to you.

8 End every meeting by asking: “Who will do what, by when, and how will we know it is done?”

9 Apologize when you screw up, break your word, or hurt someone.

10 When leading peers, be clear whether you’re speaking as their leader or as their colleague.

11 When delegating, create a mutual face-to-face appointment on both calendars where you will receive the project. This ensures delegated tasks don’t fall through the cracks.

12 Hold everyone accountable. It tells your high-performers that you value them. When you let performance or behavior slide, you’re telling everyone you don’t care.

13 Terminating someone for cause is compassion for them and an investment in your team. Be the leader that cares enough to let them go.

14 Connect every “what” to a meaningful “why”.

15 Value people’s time – treat it with respect and expect results from everyone.

16 You can’t lead if you’re always exhausted. Take care of yourself.

17 You’re the drummer of the band. Be the leader who keeps the beat for your team with consistent expectations.

18 You won’t have all the answers and shouldn’t solve problems on your own. Share them with your team. Ask “How can we…?” and let the team take it.

19 Cultivate confidence by asking “What would a confident leader do here?” Then do it.

20 Ask for, and expect the truth. Don’t shoot the messenger.

21 Promote wisely. The most important decision you make is whom you will trust with power and authority.

22 When you don’t agree with a decision, own it anyway. Empower your team by asking “How can we?”

23 Be clear about who owns the decision before you ask for ideas.

24 You can’t ‘do your best’ at everything. Know your MIT (Most Important Thing.)

25 Check for understanding. Don’t ask “Any questions?” and assume they get it.

26 Choose to be effective rather than ‘right.’

27 Things will go wrong – sometimes badly. Don’t blame. Ask, “How can we fix this?”

28 Ask your team “How can I help?” and listen to what they need that only you can provide.

29 When asked for answers, don’t rush to help. First, ask questions that promote critical thinking and problem-solving.

30 Every meeting should achieve results and build relationships.

31 Meetings: invite the least number of people to make the best decision.

32 Meetings: choose only one discussion at a time: Where will we go? or How will we get there?

33 Meetings: begin by clarifying how the decision will be made. Will you make it? Will the team vote? Or by consensus?

34 Learn and leverage your team member’s strengths. Don’t waste time or energy on weaknesses unless it’s limiting the use of their strength.

35 Find superstars by hiring for the strengths displayed by your top performers.

36 When interviewing, avoid hypothetical questions. Ask: “Tell me about a time when…” they demonstrated a key competency.

37 People are different. Value, embrace, and incorporate the strengths in those differences.

38 Ask “How can I help?” when you know things are going well.

39 Release energy with specific, meaningful, and relevant encouragement.

40 Know where your team needs to go. Focus on the steps to get there, not on the obstacles.

41 Put people before projects. The project will end, but the people will still be there. Invest and collaborate.

42 To influence your supervisor, know what keeps their leader up at night.

43 People need to hear you say “You can do this.”

44 Want innovation? Make it safe for people to have ideas that don’t work.

45 Address performance issues by observing the behavior, ask about it, confirm the desired behavior. (See the INSPIRE model for more.)

46 Foster collaboration and end needless bickering by establishing clear expectations, priorities, and how everyone interacts to achieve these results.

47 Play the game, don’t game the score. What are the key behaviors that drive results. Your customer doesn’t care what you get on your internal scorecard.

48 A blunt axe can’t cut down a tree. Invest in your skills and health.

49 It’s not about you – people’s behavior is about them. Help things make sense to them.

50 Remote and virtual teams are still people. Treat them as such.

51 Use performance reviews to develop strengths and limit liabilities. Everything else is a waste of time.

52 Grow your leadership and impact by connecting to your team, to a community outside your job, and to mentors.

Your Turn

We’d love to hear from you. What would one vital leadership tip you add to help others be the leader they want their boss to be?

trust the trenches

Trust Builders: Five Ways To Convince Your Team You Trust Them

If your team doesn’t think you trust them, there’s no way they’ll trust you. And of course, when results are lagging or stakes are high, you’re only human if your first inclination is to be just a little skeptical. After all, there’s a lot at stake.
And yet, time and time again, we see that the teams with the biggest turnarounds have one thing in common—their leader believes in the team’s ability to accomplish the extraordinary and believes in their ability to make it happen.

Trust Builders: 5 Ways To Convince Your Team You Trust Them

Today we share a few ways trusting more leads to better results.

1.Set audacious goals.

Oh sure, your team may grumble, but managers who win well know there’s no greater gift you can give your team than leading them toward head-turning results. Set the bar high and then tell them, “I believe in you. I know what this team is capable of.  Now let’s figure out just how we can make this happen together.”

Show trust by believing it’s possible.

2. Believe in them.

We watched Sam, a manager in a small nonprofit, handle this masterfully with his direct report. The organization worked to ensure water quality in mountain streams. Laura, a free spirit who cared passionately about her people and clean water, managed a team of paid engineers and volunteer inspectors. She worked hard but her team wasn’t satisfied with her performance. They wanted to see her in the field more; she didn’t know how she could make them happy, and she didn’t feel she was making a big enough impact in a cause she cared deeply about. She came into Sam’s office, slumped down in a folding chair, and declared, “I’m done.” She said she would turn in her resignation, that she’d lost faith in her ability to be effective.
Sam was devastated. She was one of his rock stars. How had he missed conveying that to her? Sam did not accept her resignation. “You may have lost your belief in yourself, but you have a problem,” he said. “I do? What’s that?” “I still believe in you. You can quit on yourself, but don’t expect me to quit on you.”
Of course, that conversation was only the start. It eventually led to Laura’s taking a more balanced view of her accomplishments and gaining the confidence she needed to continue her vital work.
Show trust by believing in their capabilities.

3. Invite them to come along.

Early in her career, one of Karin’s first bosses, Gail, brought Karin with her to senior-level meetings, arguing that “no one could explain it better” than she could. Of course, that wasn’t true; Gail was a seriously gifted explainer. She trusted Karin would do okay and was secure enough to give up the spotlight. We are amazed at how many bosses are afraid to give such opportunities to their team.

Show trust by sharing the stage.

4. Admit what you don’t know.

Show your team you trust them by admitting you don’t have all the answers. Trust them with your concerns. You’ll be surprised how your people rise to the occasion when you trust them with your questions.

Show trust by being real.

5. Encourage them to meet without you.

A great way to show trust in your team is to give them a big hairy problem and ask them to meet to figure it out. Be sure to define what success looks like. Get any information, criteria, and parameters they may need out of your head and into theirs first—otherwise, they’ll spin their wheels.

Show trust by getting out of the way.

Your Turn

What are your favorite ways to show trust in your team?

How to Have Tough Conversations at Work

How to Have Tough Conversations at Work: An Interview

As we travel the world keynote speaking and working with leaders across a variety of organizations and contexts, we find one of the biggest challenges across cultures is how to have productive, difficult conversations. I was delighted to grab a few minutes for this interview with Moustafa from Passion Sundays to talk about specific ways to have these tough conversations in a way that improves both results and relationships.

How to Have Tough Conversations Without Ruining Anything

An Interview from Singapore with Moustafa Hamwi

Do you excessively sugarcoat work-related issues? Postponing giving unpleasant news will only make matters worse for company’s future.

Things don’t always go smoothly in an organization. Karin Hurt is a leadership expert who talks about ‘owning the ugly’ and discussing the issues before they escalate.

She says people should encourage dialog at all levels of the business. The team members should analyze the problematic areas and what they might be underestimating.

Karin developed the ‘INSPIRE’ method of communication to help organizations and leaders – Initiating, Noticing, Supporting, Probing, Inviting, Reviewing and Enforcing.

When individuals follow these steps in a conversation, they can discuss the pressing matters promptly and come up with solutions together without destroying connections or the workplace.

Karin emphasizes that everyone should talk about the things happening in the organization. She points out the importance of having ‘real conversations productively in a way that focuses on results while also maintaining the relationships.’

Do you want to stop being afraid to give feedback? Get confident and remember to share it with your friends and spread the passion.

You can also watch David’s Interview with Moustafa on finding your path toward Winning Well.

Project Management: How to Hold the Best Accountability Conversations

Project Management: How to Hold the Best Accountability Conversations

Project management isn’t for the faint of heart. You’re pressured from above to produce results and from below to cultivate relationships with your project teams. And in between, you’ve got scope creep, stakeholder politics, and vaguely supported contingency plans. You can become an expert at managing these and other core project management challenges. But to do so, there is one skill you’ll need to master.

FOR EVERY $1 BILLION INVESTED in the

United States, $122 million is wasted due to poor project performance.

–Project Management Institute 

The Biggest Project Management Challenge


Projects may fail for many reasons. But projects that have failed all have one thing in common: accountability has been replaced by finger-pointing.

You can learn to support people to take responsibility for their roles in a project’s outcome. Through short, strategic accountability conversations, you can teach people to do what they’ve agreed to do, ask for help when they need it, and dig in to contribute at their highest possible levels.

When you have accountability conversations consistently, your projects will meet schedule, budget, and quality goals more often.

An appropriate feedback conversation is a short, specific talk that (1) draws attention to the issue; (2) facilitates mutual discussion; and (3) inspires and confirms commitment to new behavior.

 The I.N.S.P.I.R.E. Model For Project Management Accountability Conversations

To begin and guide such a conversation, you can use the I.N.S.P.I.R.E. Accountability Tool from our best-selling book Winning Well: A Manager’s Guide to Getting Results Without Losing Your Soul:

Effective Communication Karin Hurt and David DyeI- INITIATE

Initiate the conversation in a respectful manner. Traditional feedback models often start with the person giving the feedback asking for permission. For example, you might ask a colleague, “Can we talk about what happened with this deliverable?” Feedback is best received when you’ve been welcomed to provide it.

Sometimes, though, the conversation isn’t optional. You may need to be more direct. Even in those instances, you can still establish respect. For example, you might say, “I need to talk with you today. Is this a convenient time or would you prefer this afternoon?” Initiate accountability conversations as close to the moment of concern as possible. Don’t wait three days to address an unkept agreement or heated conversation. Take care of the issue at the first opportunity.

N- NOTICE

Share your concern or observation.

  • “I’ve noticed that you agreed to a deliverable beyond this project’s____.”
  • “I’ve noticed that your conversations with IT have gotten more ____.”
  • “I’ve noticed that you haven’t weighed in on the contingency plan I ____.”

S- SPECIFIC SUPPORT

Provide specific, supporting evidence you can see.

  • “We agreed that all additional requests from the client would be discussed before being agreed to. That discussion did not____ .”
  • “In your last two conversations with IT, you were shouting by the end of the____ .”
  • “I asked for your feedback or approval within two weeks, but I haven’t received a response from____. ”

P- PROBE

After you present the situation, the other person needs a chance to talk. Ask a question in a neutral, curious tone to allow her to share

any relevant information. Generally, “What happened?” is adequate and allows the person to share information or to own the situation.

  • “What happened with that agreement?”
  • “What happened on those calls?”
  • “What happened that you haven’t responded?”

Occasionally there will be an understandable reason for the poor performance. For example, the person may be struggling with family issues. If this is the case, ask what support they need to regroup and get back on track.

I- INVITE SOLUTIONS

Once the other person has had a chance to share his thoughts, invite him to solve the issue. Start with a review of the expectations, then ask for his thoughts on how to resolve the problem. If he can’t come up with an effective solution, you can provide specific suggestions on how the situation could be handled.

  • “The success of this project hinges on our ability to deliver on schedule and within budget. We can’t do that if we get overextended. I suggest you revisit your agreement with the client and explain that we can only add this deliverable if we receive additional resources to do so—making it crystal clear that we are committed to this project providing the highest quality outcome for them.”
  • “I recommend that you ask yourself what your colleague in IT is actually trying to communicate to you. Consider if you may be overly defensive in how you’re responding. How might your conversations be different if you extended the benefit of the doubt?”
  • “It’s critical that we develop a plan to mitigate this project’s risks. Your perspective is important to that process. I need you to weigh_____. ”

Sometimes you may discover that people simply need more training about how to manage their emotions, energy, and time effectively.

R- REVIEW

Ask one or two open-ended questions to check for understanding and one closed-ended question to secure commitment.

  • “What concerns do you have about this approach?”
  • “How would your results be better if you did that every time?”
  • “Can I count on your commitment?”

Ask the contributor to review her specific commitment: “To ensure I’ve communicated effectively, can you please recap what you will do?”

E- ENFORCE

Enforce the behavior and why it’s important while reinforcing your confidence that the person can do this.

  • “I’ll look forward to hearing about how the client wants to move forward to resource this new____.”
  • “I’ll check back with you on your next three calls and listen for you extending the benefit of the doubt to your colleague. This project needs your relationship with IT to be healthy and productive.”
  • “I’ll look forward to seeing your feedback to the contingency plan I suggested within the next three____. ”

You might conclude with:

  • “I appreciate your taking the time to make this____. ”
  • “I have every confidence that you can do____.”
  • “Thank you for your time and____. ”

According to a recent study in the Harvard Business Review, 92% percent of people agree that if delivered appropriately, negative feedback is effective at PMI EMEA Congress 2018 Karin Hurt and David Dyeimproving performance. When behavior doesn’t change, it’s often because the feedback is too vague, or the conversation goes so long that the other person forgets what he needs to do. Work to I.N.S.P.I.R.E. specific behavior change and deepen accountability through managing the art of tough conversations.

Are you headed to the Project Management Institute’s EMEA Congress in Berlin? So are we. We’d love to have you join us in our session.

For more information on our keynote programs  and Project Management PDU training, contact us at info@letsgrowleaders.com

 

collaboration - can we trust you

Collaboration – Can We Really Trust You?

It’s easy to talk about collaboration. It’s much harder to do it.

After visiting one of our clients in Guatemala City, Karin, Sebastian, and I traveled to Antigua, Guatemala where my daughter owns a clothing design business. She took us to Hobbitengango, a Tolkein-inspired Hobbit-like village set in the mountains overlooking a beautiful Guatemalan valley whose motto is “Disconnect to reconnect.”collaboration - building trust

There, we met Dan, one of the visionaries and architects behind the solar and wind-powered village (where you can stay overnight in a Hobbit house and enjoy fantastic food.) Dan is passionate about Guatemala’s natural resources. He works to fight deforestation, regrow Guatemala’s forests, and clean up trash in the countryside.

He shared some of the challenges he encountered creating what has become a popular tourist destination.

When he started out, Dan encountered a man who was illegally harvesting lumber. He called the authorities. They caught the man and asked if Dan wanted to press charges.

Instead, Dan offered the man a job: planting trees.

“He needed to make a living and support his family. He can’t do that from jail,” Dan said. “Now he’s able to provide and he’s repairing some of the damage he did to the forest.”

Dan shared another incident where a car drove off the road and into a neighboring farmer’s field where it did a lot of damage. As soon as he heard about the damage, Dan went to see what had happened.

When he arrived at the field, a woman “rushed out of her house, waving a machete, and yelling, saying I destroyed her fields and don’t care about anyone.”

Dan explained that another motorist had caused the damage. He had also already called his soil construction expert to repair her field. In addition, he would build a fence for her property at his expense to prevent future problems.

“She seemed surprised that I didn’t fight back, that I didn’t want to argue.”

Dan smiled, then said, “Why make enemies when you can make friends?”

Why make enemies when you can make friends?

Land in the And

We meet many leaders who talk about the value of collaboration, who want their people working together, and who get frustrated when their colleagues won’t cooperate (which often means “why won’t you see things my way?”)

It caught our attention is that, as a leader, Dan wasn’t just “being nice” in building the relationships with his neighbor and the illegal logger. He was focused on achieving his business results: reversing damage to the forest and building a viable visitor attraction. He does it by building collaborative, results-focused relationships.

This is the heart of Winning Well: your ability to “land in the and” – to focus on both results and relationships, to show up with confidence and humility.

Collaboration – Can We Trust You?

Real collaboration isn’t easy because it requires you to put people before projects and truly invest in the other person’s success. How can you help your colleague achieve their results while they help you with yours?

If you’re in a cutthroat work environment and true collaboration is rare, this might feel incredibly vulnerable and perhaps even naïve.

In these situations, don’t sacrifice your project for the sake of building collaboration. Find small ways to invest in other people, to build trust, and create mutual wins. If someone is toxic and destructive, focus your energy with others.

It will take time.

Dan gained a great team member when he offered the illegal logger a job. His relationship with the farmer, however, didn’t turn into a collaborative success. He greets her and she nods. “But,” says Dan, “She’s not an enemy.”

Your Turn

Collaboration requires trust and investment in other’s success. Leave us a comment and share: How do you build collaborative results-focused relationships at work?

5 ways to drive results through fear and intimidation

5 Ways to Drive Results Through Fear and Intimidation

You’re on the fast track. You don’t need sustained results, you need quick wins. Results matter. You’ve got a review coming up. With a few simple tactics, you can get your organization performing in no time. You’ll be promoted and someone else can deal with the fallout. Just follow these tips for leading with fear and intimidation.

5 Ways to Drive Results Through Fear and Intimidation

1. Prey on their Insecurity

Employees are inherently lazy. They can work harder, they just need the proper motivation. Threaten their jobs (this is easier in a bad economy). Announce a downsizing, but don’t give any details. That will keep them on their toes.

2. Create Competition

It’s all about the stack rank. Don’t reward behaviors, reward results. When employees help others, take them aside and explain the consequences (see #1).

3. Expand Hours

It’s only common sense. The more they work, the more they will get done. Cancel vacations. Create weekend projects. Sunday mornings are a great time for emergency conference calls.

4. Raise Your Voice

Fear creates adrenaline. It’s better than Red Bull. Raise your voice. This works best when you single out an employee in front of their peers. Yell at one, get everyone moving. You must time it carefully. Keep your calm demeanor when managing up. This will help dispel any potential concerns about your style.

5. Hold Daily Check-Ins

Empowerment is the invention of academicians and sappy bloggers. For fast results, micromanage. Hold daily check-ins with each employee. Never be satisfied. I find it best to practice exacerbated facial expressions on my way to work (a little cosmetic mirror works just fine). If you can’t master the facials, try deep sighs.

Happy April Fools Day from Let’s Grow Leaders. If any of this sounded familiar, attractive (and especially if it ticked you off, please subscribe by entering your email address. We have a growing community of interactive leaders sharing their leadership ideas. Or better yet, take a look at our book, Winning Well. 

Footnote: Concerned that my International followers would think me insane, I learned that many countries celebrate similar practical joking days in the Spring, April Fools Day Traditions Around the World.