how do I build a team of inspired followers?

How to Build a Team of Inspired Followers

How DO YOU build a team of inspired followers?

Early in my career, I had a GREAT boss, Gary, who had hand-selected and developed a team of rock star leaders. It’s arguably the best corporate team I’ve ever worked on. I’m not sure how he pulled this off, but nearly every member of the team was a  Box 9 succession planning candidate. He was all about developing our leadership and visioning skills, and spent many hours with us debriefing our strategies and making plans.

At one point he told us our team was “an experiment.” He claimed he “was in cahoots with HR” (you’ve got to add his deep Southern accent when you say this for full effect) to build an “All-Star Team” and then challenge them to truly collaborate and see what was possible.

Gary tragically passed away years ago, so I can’t verify whether the “experiment” was real. But whatever he did worked. It was not without turmoil, but at the end of the day, we developed a deep respect for one another, blew away results, most of us ended up in senior-level roles in a few years.

AND THEN: He Challenged Us to Be Inspired Followers

I’ll never forget the day the union went on strike. Gary pulled his cahoot experiment team into a conference room and warned us:

Here’s the deal. Each of you are going to spend the foreseeable future doing union jobs, climbing poles, driving forklifts, answering phones. Sometimes these situations can become dangerous–the union is not happy. There are a lot of smart people who have been working for months on how we should respond to this. We can’t explain it all.  So for now, I don’t want you to be leaders. Until this strike is over,  we don’t need your vision, we need you to step up and be the very best inspired followers you can be.

You can learn a lot about leadership when you concentrate on improving your following skills.

My friend, a retired Baltimore City Battalion chief goes to a similar place whenever we talk about growing leaders.

Karin, yes, we need great leaders. But when the building is on fire or the drug raid is underway, you don’t need 12 great leaders. You need one solid leader and 11 highly skilled followers executing the plan.

Five Critical Follower Behaviors to Train, Develop and Encourage Inspired Followers

Following is an undervalued competency. We seldom train or recruit for it. 

And yet, there is huge ROI in training key following and collaboration skills.

If you’re an individual contributor looking to rock your role, or you’re a manager working to get your A team to A+, work to build and reinforce these five critical behaviors.

  1. Holding Tough Conversations: Oh, it’s hard to have a tough conversation when you’re the boss, but exponentially harder when you have no power. Equip your team with the same skills you develop in your managers for giving and receiving effective feedback. I.N.S.P.I.R.E. great communication up, down and sideways.
  2. Thinking Critically: The last thing you want your followers doing is following your stupid mistakes. Train your team how to evaluate nuanced circumstances, ask the right questions, and make the right call.
  3. Managing Time:  Your team is a whirlwind of urgent requests from you, from your customers, and a bunch of crap you may not even fully understand. Help them identify the MIT (Most Important Thing) priorities and behaviors and build a system for managing their day.
  4. Connecting What to Why: We teach this to leaders all the time. But it works even better when you can get the whole team thinking this way. Why are we asking our customers to do this? Why am I performing this task this way? Why are we doing this thing no wants to do? Building a deeper connection between what your team is doing it to the deeper why.
  5. Building Trusted Peer Relationships: In a stack-ranked world, with limited resources creating trusted peer relationships is a fine art. Your team needs tools and practice–and support from you to reach out and build relationships even with the most frustrating folks in other departments.

This year, what will you do to build followership competence on your team?

End-of-year meeting:How to host a great end of year meeting

End-of-Year Meeting: How to Make Yours Remarkable

In one way or another, your team has had an incredible year. Fill in the blank: It was incredibly ________(successful, challenging, stressful). Maybe it was all you hoped and planned for. Maybe you got thrown a whopper of a curve ball. Or maybe you can’t wait for the calendar to turn over and start again. Your team’s feeling it too. Don’t throw the opportunity out with the holiday wrappings. Carve out time to talk about what you learned in an end-of-year meeting.

It’s tempting to have a “no one talks about work” luncheon, do the secret Santa thing and have a few giggles. Or, to jump right into 2018 planning, “after all the past is behind us.” The best meetings build both results and relationships, and an end-of-year meeting done remarkably well sets the stage for thoughtful reflection and a more energized start to the new year.

How to Have a Remarkable End-of-Year Meeting

Make a CAREful plan and have your best end-of-year meeting ever.

C- Celebrate 

Celebrate both results and the human beings who achieved them.  Be sure your team knows the Most Important Things (MIT) they accomplished in terms of both results and building relationships. For example, it’s not just the 28% increase in efficiency, it’s also that they improved the contentious relationship with IT that made the collaboration possible.

If you’re doing formal recognition, resist the urge to just pick the top three by the numbers of a stack rank. Consider HOW the results were achieved. There’s nothing more demoralizing to a team than seeing their boss recognize some bozo who gamed and back-stabbed his way to the top. If there’s any chance your team will be texting one another “WTF” when an award is given, supplement your criteria to include behaviors that matter.

A-Acknowledge

Acknowledge the disappointments. Acknowledge what you could have done better. Acknowledge the effort that may not have paid off the way you would have hoped. Acknowledge the effort that did.  When we ask our audiences  “What’s one thing you feel underappreciated for?” at work, the number one answer is always, “The time I spend developing my people.” Acknowledge that too.

R-Renew

Do something to refresh and renew. One year one of my sales managers took his team bird watching in the local park, before digging into their strategic review. Another year I hired a caricature artist to come do a composite sketch of the team. Another time, we had white elephant exchange, but instead of wacky presents, each member of the team brought their favorite business book– people were stealing from one another right and left, and the side effect was a lot of strategic reading and dialogue happening that year. Most years at Verizon, I brought my team to my home for a planning session followed by a dinner celebration. Find some way to refresh and have some fun along with the reflection and planning.

E-Engage

Engage the team. Ask each team member to reflect on their own contributions in terms of results and relationships this year, as well as disappointments.

If you’re holding a small meeting with just your direct reports give them time to share. If you’re hosting a larger event, there are lots of fun ways to engage and capture reflections, from sticky notes and grouping themes; to “best of”/”worst of” reflections on index cards collected at the beginning and sorted into themes; to simple polling texting apps, with results projected immediately on the screen.

Find a way to get your team’s best view of the year into the conversation.

2018 Fast Start

Operational Excellence RalliesGet your team off to a fast-start in 2018. Learn more about our Let’s Grow Leaders Operational Excellence Rallies. Let’s us help you and your team have a remarkable fast start to the new year.  We’d love to talk more about how we can custom-design a one or two-day strategic working session with high ROI.

 

how to support your project managers

Six Reasons Even the Best Project Managers Fail

The project is mission critical, and complicated with lots of moving parts across departments. You’ve assigned your rock star, PMI certified project manager to shepherd the process and the project is way behind schedule. She’s frustrated, you’re one missed deadline away from frantic, and your boss wants to know what she can do to help. What next? How do you best support her and your team of project managers to ensure their success?

Six Reasons Even the Best-Run Projects Derail (and How to Help Your Project Managers Avoid These Traps)

When great project managers fail, which they sadly sometimes do, the root cause is almost never a breakdown in a technical expertise. More pressure on the PM won’t solve these issues; neither will more frequent readouts or points of escalation. When your great PMs fail, take a step back and check for these surefire project derailers.

1. Lack of Executive Alignment

Of course, every exec in the room was “all in” when their boss said, “Fix this now, we need all hands on deck.” But what exactly does that mean?

What exactly are we fixing now and how?

What does success look like?

Which departments are going to do what by when and how will we know? If this is not clear at the executive level, you’ll never foster true collaboration a level or three below.

How does this issue rank in priority to the other top 3 issues everyone is already working on night and day?

When your PM goes out looking for support and resources, where does this rank? Are you sure all are aligned?

2. It’s Not the MIT (Most Important Thing). 

Closely correlated to number 1, your project team members are attending your meetings, agreeing to next steps, and then going back to their “real” priorities and day jobs. If your project is not what’s top of mind for their boss, it’s unlikely any tasks will be on the top of their to-do list.

3. The Team’s Full of B-Players

I’m guilty as charged. Perhaps you are too. Have you ever been asked to commit resources to a project that you feel is a distraction from your MIT? All “headcount” is not the same. If your project is failing, you may have more than one leader giving you less than their A team.

4. They’re Too Stressed to Put People Before Projects

The pressure’s on and the team jumped right in, no wasted time. Teams take a minute to gain trust and to build collaboration. If the team is failing, a quick time out to focus on the people issues might be just the trick. Go slow to go fast.

5. No One Wants to Hear the Tough Stuff

If #3 doesn’t apply, you have the A-team, everyone’s aligned on MITs and expectations, but you’re telling the team to stop complaining and make it happen– you might be missing the most valuable insights for true project success. Be sure you and your team are taking time to channel challengers.

6. PMs Don’t Feel Empowered to Have the Tough Conversations

No project succeeds without clear expectations and accountability. But so many of the PMs we work with share how hard this is without the support they need to lead through influence.  Here’s our INSPIRE methodology applied to Project Managers.

I.N.S.P.I.R.E. Model for Project Managers

Your turn. When great project managers struggle, or when important projects derail, where do you look first?

How to differentiate your performance

5 Ways to Differentiate Your Performance and Stand Out

Working to differentiate your performance can be a real challenge.

“But I exceeded all my objectives. Why am I not rating ‘leading?”

It’s a frustrating conversation no matter which side of the desk you’re on. The truth is, in most companies, meeting or exceeding your objectives is not enough to stand out. In a stack-ranked world, you’ve got to make a bigger strategic impact.

5 Ways to Differentiate Your Performance and Stand Out

Whether you’re looking for ways to take your own performance to the next level, or to help a frustrated team member differentiate their performance, here are a few proven strategies to make  2018 your best year ever.

1. Know what matters most.

Have you ever noticed it’s not necessarily the times in your career that you worked the longest or hardest that got the most positive attention? Sure sometimes there’s a correlation, but chances are it’s more a matter of finding that sweet spot where your skills and talents matched a strategic business need and pointing all your energy in that direction. You’ve got at least 37 priorities on your plate, you can’t exceed expectations on all of them. Talk to your manager,  know what matters most, and be sure you nail that.

Ask:

“What’s the most important thing I (or my team) needs to accomplish to really impact the business this year?”

Or, I know everything on this scorecard is important, but if I had to fail at something, which of these metrics matters the least, and what do you want me to really blow out of the water?

Or even, “Imagine we’re sitting here this time next year, and you’re blown away by my (my team’s) performance… what would I (we) have accomplished?”

2. Fix something broken.

What’s not working that’s driving everyone crazy? What process could be made more efficient? What can you do to improve the customer experience (not just once) but systematically? How can you make work more efficient not just for you, but for your peers as well? Find something broken and fix it.

3. Build a clear cadence of communication.

Be the guy that makes everyone’s lives easier through a clear cadence of communication up, down and sideways. Treat everyone’s time as a precious resource. Hold meetings that people actually want to attend. Come buttoned up to one-on-ones with your manager, with a clear agenda (this tool will help).

4. Strengthen strategic peer relationships.

Great work never happens in a vacuum. Invest time in building strategic peer relationships where you truly understand, and help one another to achieve, your interdependent objectives. Nothing frustrates senior managers more than dysfunctional turf wars that distract people from doing the right thing for the business and for your customers. Your competition is not the department down the hall, it’s mediocrity.

5. Invest in your own development.

I once had a mentor who said, “Some people have 10 years of experience and other folks have 1 year of experience 10 times.”  Even if you’re not changing roles, be sure you’re constantly learning and growing. Have a clear development plan that stretches you and helps you contribute more to the business each year.

If you want to truly differentiate your contribution–go beyond what’s necessary for today, and work to make a broader impact for your customers, for the business, and for those around you.

Your turn. What’s your best advice for building a year of truly differentiated performance?

See Also our Fast Company Article: 10 Common Excuses that Silently Damage Manager’s Careers

the power of gratitude and appreciation

Gratitude and Appreciation: A November Frontline Festival

Welcome back to the Let’s Grow Leaders Frontline Festival. This month’s festival is about gratitude and appreciation. Thanks to Joy and Tom Guthrie of Vizwerx Group for the great pic and to all our contributors! Next month’s Frontline Festival is all about your best of 2017.  Submit your best blog post of the year here!

WHY GRATITUDE IS IMPORTANT

Skip Prichard of Leadership Insights  shares three steps to boost your thanksgiving quotient and 17 different benefits for a spirit of gratitude. Gratitude is one of the best ways to increase your success in the coming year. Follow Skip.

Tanveer Naseer of Tanveer Naseer Leadership gives us a look at how expressing gratitude can help leaders bring out the best in those they lead and drive their organizations to succeed. Follow Tanveer.

THE IMPORTANCE OF BEING GRATEFUL FOR PEOPLE

“Piglet noticed that even though he had a Very Small Heart, it could hold a rather large amount of Gratitude.” A.A. Milne

John Hunter of Curious Cat Management Improvement is thankful for the insight provided by his father on how to provide value through your work.  He says, “It seems to me we often neglect to appreciate how important it is for people to take pride in their work.  He gave me an early appreciation that while there are many factors influencing our decisions as we proceed through our careers, it is critical to do work that you are proud of.” Follow John.

Rachel Blakely of Patriot Software reminds us that during the holiday season and beyond, it’s important to step back and think about what you’re grateful for in your business. This year, let your customers know you’re thankful for them with these five tipsFollow Rachel.

Shelley Row of Shelley Row Associates recounts when a plane full of passengers erupted in appreciative applause.  Follow Shelley

Paula Kiger of Big Green Pen mentions thanks for the teachers in our lives, including people who “taught” us outside the classroom. They appreciate hearing our expressions of gratitude, even if quite a bit of time has elapsed. This is a note she wrote to a teacher decades after a meaningful incident. Follow Paula.

Chery Gegelman of Simply Understanding shares five reasons thankfulness is more than child’s playFollow Chery.

APPROACHES FOR BEING MORE GRATEFUL

“This a wonderful day. I’ve never seen this one before.” Maya Angelou

According to Sean Glaze of Great Results Teambuilding, a constant focus on what is missing, what needs to get better, where the flaws are, can turn aspirations into frustrations. As a coach,  manager, principal, or leader in any arena, rather than seeing the hole, we should step back more often to appreciate the doughnut. We should find things to be grateful for. In just five minutes over seven days, you can completely change your focus and impact. Follow Sean.

According to Wally Bock of Three Star Leadership, Gratitude is good for you, but an “attitude of gratitude is not enough. You get maximum benefits if you spread it around.  Follow Wally.

In the post, Making Thanksgiving a Leadership Skill, Robyn McLeod of Thoughtful Leaders Blog shares that we can reap greater benefits by making “giving thanks” a year-round leadership practice.  Follow Robyn.

Paul LaRue of The UPwards Leader shares that we can appreciate leadership in many forms, but true leadership of positive influence on others is what it’s really all about. Follow Paul

“Feeling gratitude and not expressing it is like wrapping a present and not giving it.” William Arthur Ward

David Grossman of The Grossman Group shares his Thanksgiving tradition: Grandma Elsie’s Chiffon Pie– and celebrates her generous spirit every holiday season. Follow David.

Chip Bell of Chip Bell Group is grateful for PASSION!! Without it, life would become plain vanilla, greatness would become mediocrity, and commitment would become complacency. In the words of English novelist E.M. Forster, “One person with passion is better than forty people merely interested.” Follow Chip.

According to Michelle Cubas, CPCC, ACC, of Positive Potentials, LLC,  gratitude is a state of mind when you allow it to be. Gratitude is not a natural state. Consider two toddlers in the same room with a fistful of goodies. Often, they will want what the other one has too! This description derives from a selfish desire for survival that is hard-wired into us. We must make a choice for a different state of mind.  Follow Michelle.

The deepest craving of human nature is the need to be appreciated.” William James

Ken Downer of Rapid Start Leadership shares: An attitude of gratitude can provide lots of benefits, like increased happiness, improved health, and even a better night’s sleep. Here are eight things you can do today to make life better, both for you, and those around you, by focusing on what you have, instead of what you don’t. Follow Ken

Beth Beutler of H.O.P.E. Unlimited suggests that a good mindset about giving/receiving revolves around forgetting what you give and remembering what you receive.  Follow Beth.

WHAT TO DO WHEN IT’S HARD

Jesse Stoner of Seapoint Center for Collaborative Leadership reminds us that the holiday season can be difficult for many people, but it’s still possible to feel joy and gratitude in stressful times… which is good for your physical and mental health. She gives us three steps to access gratitude when you’re feeling stressed. Follow Jesse.

Eileen McDargh of The Energizer asks, “Do you ever have a moment when the world feels upside down and you are stressed or sick?” Eileen shares how the little things in life can give us pleasure even when we’re under the weather!  Follow Eileen.

Chris Edmonds of Driving Results through Culture reminds us that while civility and respect is not demonstrated daily in many of our homes, neighborhoods, or workplaces, now is the time to begin being thankful and kind in every interaction. The choice is ours.  Follow Chris.

How about you? What are you most thankful for? How do you keep a grateful approach?

How to Help Your HR Team Be More Strategic

When I started my first HR job on an HR team at 26, my boss handed me a stack of books and two pieces of advice. (1) Always read what the client is reading and (2) learn to “talk trucks” (meaning, “learn the business, kid.”) Straight out of grad school and fired up about all I thought I knew, the reading part was perfect for me. I think she was worried I’d be telling the guys three levels up what to read (and think), and far better to meet them where they were with a little humility.

And the second piece of advice, “talking trucks,” learning the business so well that I could add real value and perspective to the conversation, was PRICELESS.

I spent as much time learning the business as I did doing HR. Back then I thought when someone said,  “You’re the least HR-y HR person I know” that was a compliment. My approach didn’t always sit well with some of the old-school HR execs, who would remind me to “Remember who’s side I was on.” My team and I stayed the course, and always strove to be business people first, who happen to have expertise in HR.

A decade later when I pivoted from HR exec to a variety of field executive assignments in customer service and sales, I was shocked at how few HR managers supporting my team truly understood the business. They’d come in talking about constraints and rules and time to hire stats that all sounded like a big “why we can’t” do the things that, with a bit of HR creativity, we surely could.

Four Ways to Help Your HR Team Be More Strategic

Today we work with a wide range of clients from fast-growing start-ups to those with large corporations with employees scattered around the globe. A clear common denominator of those executing well, growing deliberately in size and margin, and building engaging cultures,  is they have a strong, STRATEGIC HR team, who get it, and because they do, they have a seat at the table. They influence from the inside.

If your HR team isn’t there quite yet, here are a few good places to start

  1. Align HR process measures to business outcomes.
    When I took over in my first executive HR role, one of the first things we did was change our scorecard to align with business outcomes. Of course, we kept some vital HR favorites (e.g  attrition in the first 90 days; time to fill positions; diversity distribution) but we added in revenue and customer experience targets as well. My team went nuts at first. “We can’t control NPS, why should our bonus depend on it?” Welcome to every manager you’re supporting’s world. They can’t control it all either. Great teams share common goals, and as HR professionals we need to be part of the team, not outside. How you train new hires impacts the customer experience and sales. The employee engagement support does too. If our programs, policies, and procedures don’t ultimately have a business impact, we’re focused on the wrong things.
  2. Share sensitive information.
    If you can’t trust your HR team with sensitive information, why in the world would you entrust them to manage your companies’ most important asset– your people? If you don’t have an HR team you can trust, fix that. If you do, err on the side of letting them in. The number one reason people can’t think strategically is that they lack information and context. Share what you can. Have them sign internal NDAs if that helps. But the longer you wait on sharing your (fill in the blank here) merger intentions, location closings, reductions in force, new product launches, etc. the less time they have to be proactive and help you plan a solid execution strategy. HR practitioners all over the world complain of being brought in too late in the game to make a difference. They’re left punting–doing the best they can with the situation they’ve been handed and frustrated with what they know they could have done if they only had a few more months to plan and execute.
  3. Rotate them through a field assignment.
    Do you have a high-potential HR manager you’re grooming for a larger role? I know it feels like cutting off your right arm now, but an 18-month assignment in a field role could make all the difference. If they come back to HR, great, they’ll understand the business pressures so much more. If they chose to stay in the field, they’ll be applying all their HR knowledge to building great cultures and leading effective teams. Either way, you win.

    A pivotal point in my career was when a senior leader I had been supporting as an HR business partner, looked at me and said, “Karin, you’re young in your career (I was then) and if you don’t go get some field experience soon, the very best you can be here is a VP of HR. I think you can do more. If you want to go back into HR after the field assignment, cool, you’ll be that much stronger.” Three months later I found myself leading a bunch of B2B call centers for which I had no experience. Now I was not telling people how to lead, I was leading from the deep end and learning the business through a fire hose. Then I rotated back into HR for a turnaround effort of the training organization, and then back to the field to lead a 2200 person retail sales team (a role for which every ounce of HR training came in helpful.) If you want your HR team to truly understand the business, let them lead it.
  4. Foster a “how can we” attitude
    I still run into companies that view their HR teams as police or a hurdle to get through. Work with your HR team to listen carefully to new ideas and strategies and start with a “How can we?” attitude to identify creative ideas to be part of the solution. 

Your turn. How do you help your HR team to be more strategic?

I enjoyed speaking at the SHRM Volunteer Leaders Summit in Washington, DC. We are happy to be a recertification provider. Please drop me a note at karin.hurt@letsgrowleaders.com to learn more!

 

why to explain why again

Why To Explain Why, Again.

Last week, we were wrapping up our final session of a six-month strategic management intensive with a group of engineering managers by helping them to synthesize what they’d learned. In addition to a number of more mainstream techniques, we asked them to craft strategic stories to pass along their key messages to the next generation of managers coming behind them.

They picked a leadership priority or approach they wanted to reinforce, and then found a real story from their personal or work life to make the message more impactful and sticky.

As you can imagine, this is not the sort of exercise that is necessarily embraced with a gung-ho attitude by engineering types. Even with a formula, this process was a stretch (that’s why we saved it to the last session so we couldn’t get fired 😉

They nailed it.

“Steve” picked the Winning Well principle of connecting “What to Why” to ground his story.

“When I was 17, I worked at Ace Hardware. It was my job to keep track of the inventory in the back and sometimes I ran the register. My boss had made it perfectly clear of what you would call a “MIT (most important thing).” If a customer asked for something they couldn’t find, our only response should be “I’ll be happy to go in the back and check for you.”

But on this particular day, I KNEW the tool the customer had asked for was not in the back because I had just noticed the issue when I was working in the back. When the customer asked me to go in the back and double check, I informed him that I was absolutely sure we were out and there was no reason to check.

My boss overheard me and when the customer left, he let me have it, and told me in no uncertain terms that if I ever told a customer we were out of something without going into the back to check, I would be fired.

I thought this was ridiculous, but I complied, AND thought my boss was a jerk. I didn’t understand why we would have such a stupid policy—what a waste of time.

Fast forward a decade to a few months ago. I was neck deep in renovating my house and I ran out of something I really needed to get the job done. My fiancé and I were really tired of all the mess and I just needed to get this done.  I ran over to Ace and asked the kid at the counter for some help finding what I needed. “Oh no man, we’re out,” the kid shrugged, and moved on.

And then, I found myself looking at this kid in disbelief and saying “Come-on, can’t you at least go look in the back?”

And then it hit me.

That’s WHY my boss had that “stupid” policy. To make frustrated customers like me feel just a little bit better—that someone cares enough to go one more step.

It’s tricky. We always make sense to us, and the “why” behind our intentions always seems so obvious–to us. If your  “why” really matters, why leave the understanding to chance?

Reinforce your “why” every chance you get.

Tips For Sharing Why

  1. Check Your Gut. Be sure you know why what you’re asking them to do what you’re asking them to do, and that it still matters.
  2. Reinforce. Share stories, dig for data, illuminate examples.
  3. Check For Understanding. Ask strategic questions to help your team see what you see, or just ask them what they heard.
  4. Repeat anything that’s important is worth communicating five times, five different ways.

Your turn. What are your favorite ways to connect what to why?

how to help your team deal with uncertainty and change

7 Ways to Lead Well During Times of Uncertainty and Change

Sometimes when you go to build your strategic plan, it can seem like there are more questions than answers. We’ve seen changing regulatory environments, disruptive technology, and natural disasters lead to a paralyzing cycle of “what ifs” that lead to inaction. One of the best skills you can develop as a leader is learning to help your team strategically manage through uncertainty and change.

Ways to Help Your Team Deal With Uncertainty

“Accepting that the world is full of uncertainty and ambiguity does not and should not stop people from being pretty sure about a lot of things.” – Julian Baggini

1. Ground Yourself In Confident Humility

Know your strengths and consider what behaviors have served you well during other times of stress and change. If times of uncertainty don’t lead to your shining moments of leadership brilliance, acknowledge that. Seek out team members who find change and ambiguity exhilarating to help you with your plan. Do your freaking-out in private. In uncertain times, nothing will calm and inspire your team more than your “game on” attitude.

2. Draw Strength from Your Mission

It’s easy to feel like everything is uncertain in times of uncertainty. That’s never true.  Reinforce your mission and core values–and communicate what’s not going to change, no matter what. Help your team draw strength from your bigger “why.”

Own the Ugly3. Know What You Collectively Know and What You Don’t

Chances are that you and your team know more than you think. Resist the urge to focus only on what everyone already knows. Write that down, but then add to the list of what each person knows or suspects based on their area of expertise. Then write down what you don’t know, and brainstorm ways to gather more information in that arena. A very useful exercise we use to help leaders navigate strategic ambiguity is our Own the U.G.L.Y. conversation. 

4. Don’t Waffle

When you make decisions, stop second-guessing them out loud. If you need to change course, do it boldly with strong communication and explanation. Otherwise, keep your boat sailing swiftly in the announced direction.

5. Encourage Risk Taking

Even if you’ve reacted poorly to mistakes before, admit that, and promise support in taking calculated risks. Put in place whatever parameters and checkpoints you need to feel comfortable in your world, but allow space for creativity and brilliant thinking. You need every single brain cell operating on full-cylinder at times like these, not censored with fear of making mistakes.

6. Envision Alternative Scenarios

When the future is uncertain, it’s easy to think that “anything could happen.” That’s seldom true. More often the most probable scenarios can be boiled down to two or three. Brainstorm those possibilities and develop contingency plans. This exercise goes a long way in calming minds and spirits while generating creative possibilities that could actually work across scenarios.

7. Engage Other People and Perspectives

The more people you engage in the solution, the less frightening the problem becomes. Enlist unusual suspects to weigh-in.  Engage some cross-functional collaboration. Benchmark externally. Ask your children (hey, you never know).

Most importantly keep your cool and focus on the possible.

Your turn. How do you lead well during times of strategic ambiguity?

how to get feedback from your peers

Four Powerful Ways to Get Helpful Feedback From Your Peers

I’m sure you ask your boss for feedback. And, I imagine you’re checking in with your direct reports regularly on how you’re doing. If you’re like many managers we work with, you may be less inclined to seek out and get feedback from your peers.

Why? Let’s face it, your peers are not always the friendliest source. In some companies, peers can feel more like “competitors” for resources, a position in the stack rank, or bonus funding. And it’s just possible peers in other departments are the folks most ticking you off: the finance guy who doesn’t see the value in funding your project; or the woman in IT who always has 10 reasons why what you want can’t be done.

Four Ways to Get Helpful Feedback From Your Peers

Your peers see how you act under stress and behind closed doors in ways you might not show your boss or your team. Like the time I regretfully let the F-bomb fly at a peer (#NotRecommendedWinningWellBehavior).

Are you seen as a team player? Do you share resources or just look out for your own team and objectives? How do you act when things don’t go your way? Chances are your peers have a pretty good sense of how you act when “no one is looking.” See also Eight Reasons Your Peers Rate You Low on Your 360 Assessment  

Here are four ways to get more helpful feedback from your peers.

  1. Make It About More Than You

    Like it or not, sometimes your peers may also see YOU as a competitor and question your motives for seeking out feedback. Your request for insight is more compelling when you ground it in a desire to improve the business or the customer experience.  “What do you think I could do differently to create an even better experience for our customers?” “I really care about our team effectiveness, what specifically do you think I could do to help our team collaborate better?” “This project is on such a tight deadline, what specifically can I do to make our work processes more efficient?”

  2. Model it

    Want great feedback from your peers? Start by being a great feedback giver. Be the guy who your peers can count on to tell them the real deal. Be generous with your specific and timely praise, and develop trust so that they are interested in what else you have to say. It will be that much easier when you turn around and ask, “And how do you think I could be more impactful?”

  3. Get Specific

    “Do you have any feedback for me?” Is likely to be met with a generic “No, man, you’re doing great,” response. This might feel good, but is not all that useful. Instead try, “What is one behavior I could change that would make me more impactful on this project?” Or, “I’m really working on improving my communication skills, can you give me one suggestion to help me improve my communication with you?”

    Once they give you one idea, then you can always say, “Great! Thank you. What else?”  Or you can take it one step further and conduct a  DIY 360.

  4. Respond

    If they’re right, act on it. And if you think it’s B.S., ask a few more folks for their perspective. The best way to get more feedback is to accept it graciously. Even if you don’t agree, always say thank you.

    See also: How Do I get my peers to trust me?  

Your turn. What are your best tips for soliciting feedback from peers?

Frontline Festival: Leaders Share About Employee Engagement and Customer Service

Welcome back to the Let’s Grow Leaders Frontline Festival. This month’s festival is about employee engagement in relation to customer service. Thanks to Joy and Tom Guthrie of Vizwerx Group for the great pic and to all our contributors! Next month’s Frontline Festival is about gratitude.  Submit your relevant blog posts here!

Creating Great Customer Experiences

Nate Regier of Next Element Consulting shares that openness is critical to excellent customer service because customers want to know you care before they can engage in problem-solving. When employees engage emotionally with customers, they recognize that emotional problems are at the route of customer service complaints. I love his 3 part model for connecting with empathy. Follow Nate

According to Chip Bell of Chip Bell Group Attitude is the foundation of innovative service and that takes leaders who stay on the hunt for spirit leeches and “burn” them out with the heat of their passionate commitment to the customer! Real leeches suck blood; spirit leeches suck spirit. Remember: customers abhor indifferent service more than bad service! Bad service could be the result of a faulty system, a process with a glitch, or a leadership vacuum. But, indifferent service always signals a complete lack of caring!  He also provides a post to encourage remarkable serviceFollow Chip.

According to Chris Edmonds of Driving Results through Culture, great customer service is delivered only by trusted, talented, engaged employees. In this short post and three-minute video, Chris’ insights from a remarkable family vacation leads to three keys to building incredible customer loyalty.  Follow Chris.

Paula Kiger of Big Green Pen shares a personal story related to Disney’s commitment to customer service. When she had a family member helping to make the magic, her appreciation changed and grew deeper.  Follow Paula.

Shelley Row of Shelley Row Associates shares some customer service lessons from helicopter pilotsFollow Shelley

Beth Beutler of H.O.P.E. Unlimited reminds us that sometimes, attention to just being responsive is a key way for your employees to serve customers and clients well. Follow Beth.

Building Service into the Fabric of Your Culture

John Hunter of Curious Cat Management Improvement advises that it is very difficult to create a system with customer focus by all staff without several basic supports in place. Respect for people needs to be practiced, not just mentioned. Staff have to be given authority to act in the interest of customers.  Follow John.

Jesse Stoner of Seapoint Center for Collaborative Leadership reminds us that customers can always tell whether a company is values-driven. You don’t need an expert to tell you. She provides five ways to look to your own customer service experience to tell what’s really going on. Follow Jesse.

David Grossman of The Grossman Group  advises leaders to communicate their company brand on the inside to engage employees, which in turn creates happy customers and a more successful business. Follow David.

Employee Engagement and Customer Service

Amanda Cameron of Patriot Software, LLC  shares that how your employees feel about your company has a huge impact on customer service. Business leaders who promote employee engagement should see both work culture and customer satisfaction improve.  Follow Amanda.

Wally Bock of Three Star Leadership provides a post showing that when engagement grows, so does retention, productivity, and customer service.  Follow Wally.

According to Chery Gegelman of Simply Understanding uncommon employee engagement and superior customer service doesn’t just happen. It begins with us, learning to create environments that support and direct the behavior of our co-workers, and yes, even our bosses.  Follow Chery.

How about you? How do you work to enhance the customer experience where you work?

how to next your next interview

How to Nail Your Next Interview–Honing Your Story

Even if you’re the right candidate for the right job, if you don’t have your story together in your interview, the job’s going to the other guy.

In fact, I’ve sat through too many panel interviews over the years with my heart breaking because I knew the RIGHT guy was telling the WRONG story…or the RIGHT story in the wrong way.

And the “committee” chose the bozo instead.

It’s not just what you’ve done, but how you tell it that matters in a behavior-based interview. With a little preparation, you can avoid the common mistakes that prevent you from bringing all your Winning Well wisdom to the scene.

Common Mistakes in a Behavior-Based Interview

In a Behavioral Based Interview, candidates are asked to describe a situation, share what happened, and communicate the results. In other words, to share a story.

Behavior-based questions work well because they require candidates to draw on real experiences and communicate stories in an articulate way.

They can also backfire when great candidates bomb the interview because of lack of preparation.

Avoid These Interviewing Mistakes

  • Picking the wrong story. (Usually, the first one that comes to mind.)
  • Selecting a story with a bad ending (backing yourself into a corner, and wishing you told another story.)
  • Getting carried away in your story-telling, sharing too many details and going in circles.
  • Leaving out the detail, leaving too much to the imagination.
  • Forgetting to share the point of your story.
  • Sharing a story in which you did not have a central role (or in other words, sharing someone else’s success.)
  • Over-using the word “I” when you are describing an effort you led (remember to include the team.)
  • Continuing to use the same story with a different twist, leaving your interviewer to conclude you’ve only got one example of success.

How to Prepare for Success

  • Make a list of the competencies or skills most required for the job.
  • Go back through your work experiences, and find the best examples (stories) that showcase your skills in these areas. If you’re a spreadsheet guy or gal, go for it.
  • Develop a plan for which stories you plan to share.
  • Build out your stories to include brief context, specific actions, and results.
  • Practice telling them to a mentor or friend.

But wait–don’t wait until you need a job. Start now.

Some of the best interviewers (and leaders I know) keep journals of their best stories along the way to use when they need them–in interviews, mentoring, heck, who knows, maybe even a keynote someday. Capture the details while the story is fresh so it will be easier to recall when the time is right.

5 ways leaders screw up management by walking around

Five Ways Managers Screw Up Management By Walking Around

No matter what level leader you are, if you want to really make an impact on your team, get out of your office. Walk around. Connect with the human beings you’re supporting, and their customers. Listen to them. Act on what you hear. Explain the “why” behind “what” you’re asking them to do. Ask deeper questions and listen even harder. Thank them for their input. Recognize their efforts. Management by walking around is a powerful tool.

Do even half of this every single week and your influence and results are bound to improve.

And yet, if you get out of your office, and stir things up, without a sincere “How can I best help?” and “What must I learn?” approach, you’re likely to make things worse for your employees, your business, and your customers.

If you overreact, under-support, or act like you’re above the day-to-day BS that’s driving them crazy, you’ll jeopardize your credibility and influence, not to mention the results you’re looking to achieve.

Five Ways Managers Screw Up Management By Walking Around

Be careful that Management by walking around (MBWA)doesn’t become OCHTC (Oh Crap, Here They Come)

1. Over-reacting to a Single Incident

One employee in one office is screwing up your new program, or can’t explain your new product, and you conclude that “no one gets it,” and frantically start gathering all your National leaders together to fix this “Big Problem,” which might actually be just one dude with his head in the sand.  And you know what everyone else is thinking, including your National leaders who are scrambling to fix the “Big Problem?”

“Seriously, if s/he wants to work on something BIG, let’s me show him the real fish we have to fry.” But of course, they don’t say that.

That would be defensive, and they’re not stupid. So they diaper drama  the conversation and do exactly what they’re told. And save the real conversation for another time.

If you’re lucky.

2. The “Gotcha” Game

With the wrong tone and an imbalanced lens, all those “helpful pointers” feel more like “gotcha.” It’s great to point out what can be done better, along with stories and sharing of best practices, but be sure you’re also looking for the good news. I’ve seen many execs come through sweating all the small stuff that was “wrong” and completely overlooking the huge accomplishments of the team. Sure, they MAY remember to throw away the pizza box in the break room next time, but they’ll certainly remember that you didn’t even mention their significant sales wins. In some cultures the word on the street is that you “Can’t ever have a good executive visit, the best you can do is not have a bad visit.” Trust me, if that’s the case, you’ll get better long-term results by staying in your office.

3. The Drive-By

You come in long enough to make an appearance, but don’t spend time making any real connection. Such drive-bys feel like you’re checking off a to-do. Equally destructive is showing up, and heading to a nearby office to close the door and take calls. Wandering around takes time.

4. The High-Maintenance Prep

In anticipation, the team runs around making everything just right. Even if you think you’re low maintenance, watch what your local team is doing to prepare. It sends a terrible message to the frontline when local management starts scurrying to “clean up the place” or order special food in advance of your visit. A clean work environment is important for the employees every day, not for the execs. I once had a Director apologize to me that he had not “had the rugs replaced in advance of my visit.” They were filthy and needed replacing, but not for me.

5. The Talking Tour

Management by walking around is about listening and learning. Sure it’s great to reinforce priorities, but be sure you’re really taking the time to listen to ideas and concerns and to ask what you can do to be most helpful. Listen well, take great notes, follow-up with the person who shared their idea.

A MBWA  (Management By Walking Around) Secret Weapon

When I was a call center Director, I worked for a Senior VP who was strong, tough and introverted. Wandering around did not come naturally for her. But, she was a good leader who deeply understood the value and made it a point to spend quality time in the centers. So the morning before her visit, we went to each rep’s desk and color-coded their cubes with helium balloons all representing something they had accomplished:  yellow was perfect attendance, red meant they had attained a degree or certification that year, white symbolized they were exceeding goals, etc. We even threw in a few personal ones, like having a baby. That way as she wandered around she had instant conversation starters. Her congratulatory remarks flowed easily into how they were accomplishing their work and where they needed the most help. Plus, the visit felt like an uplifting celebration of the team, not of making things just right for her.

Management by walking around is powerful and important. Done well, it makes all the difference in the world. Take the time to do it right.