Managing Your Boss: Get the Support You Need in 10 Minutes a Week (Includes Free Tool)

When’s the last time you had a really great one-on-one with your boss? If your answer is anything but “in the last 2 weeks,” you’re not alone. A great cadence of good one-on-one meetings is unusual. Why? Well first,  everybody’s busy. It’s easier to cancel a meeting with a direct report than with your boss. Or perhaps, your one-on-ones drag on, lack preparation, or generally feel like a waste of time.

Whether you’re the manager, the one being managed, or both, one the easiest ways to take your performance to the next level is through great one-on-one meetings.

How to Hold a 10 Minute (MIT- Most Important Thing) Huddle

Of course, you need more than 10 minutes a week to build a great relationship with your manager. You need time to get to know one another as human beings and to focus on long-term goals and career development. What I’m about to share here is not a substitute for those vital sessions. This tool is for the in-between times: to help you stay focused each week to clarify expectations, to ensure the MIT stays the MIT, and to get the support you need.

It works like this. You schedule 10 minutes a week with your boss and come prepared to discuss the following:

  • What’s the Most Important Thing you accomplished last week? (This gives you an opportunity to ensure you boss is aware of the good work you are doing)
  • What’s the Most Important Thing you’re working on this week? (This helps clarify expectations and ensure alignment)
  • What support do you need? This gives you a structured time to ask for help AND also makes it easier on your boss if you keep a running list of anything that’s not urgent and can wait.

Our Winning Well clients who are using this approach tell us it’s done wonders to streamline their communications, clarify expectations, and eliminate wasteful work.

You can download the free MIT Huddle Planner here

3 Consequences of Promoting the Smart, Successful Jerk (with video)

Oh he’s good. Very good. He gets sh__ done. It’s hard to argue with the results. So what if he’s ruffling a few feathers… with his team, with his peers, with HR, with IT?  The better he does, the better you look. And so you choose to look the other way, shrug your shoulders and chalk it up to the cost of genius.

And that may work. For a while. If you’re lucky you can get him promoted and cross your fingers that someday he will be in a position to return the favor. Which of course is a roll of the dice with a guy like that. But then again, you certainly don’t want to be on his bad side.

Another shoulder shrug, and there you are defending his obnoxious moves, helping him to move on and get out of your hair.

3 Consequences of Promoting the Smart, Successful Jerk

  1. Everyone’s Taking Notes
    I’ve been in enough focus groups across enough companies to tell you–when you promote the jerk, people assume it’s the jerk behavior that sealed the deal. No one assumes they got promoted in spite of their obvious lack of couth. You’ve just sanctioned destructive behavior that people now justify to themselves as the “only way” to make it.
  2. You Instantly Tank Your Credibility
    Even if you spend most of your time leading as a Winning Well manager, you’ll lose the hearts and minds of those looking up to you believing it’s possible to get results–without losing your soul. Promoting a jerk who gets (short-term) results without looking at the impact on the relationships they need to sustain them, is a credibility busting move with the true A players you need for lasting success. The minute you’ve made the announcement, they’re looking around for a smarter boss to work for, who gets the bigger picture.
  3. You Fuel the “Why Bother?” Factor
    When the “witch” gets promoted, there’s going to be a certain segment of your box 9  high potential employees who are going to shout “No way. If that’s what it takes, I’m not interested.” They won’t say much, and they’ll keep up appearances–but the extra effort will likely go elsewhere. True A players are always working hard… it’s just a matter of where they’re investing their energy.

Don’t underestimate the consequences of supporting and promoting a high-potential jerk. Sure, it’s the path of least resistance. But can you imagine the impact of investing strategically in their development to help them grow past it? Recovering jerky A players rank among some of the best leaders I know.

Take the time to go there.


A Fresh, Fast, and Fun Way to Focus Your Team

If you’re like most managers, you’re neck deep in performance agreements, stretch goals, and the dance between managing your boss’s expectations and warning your team not to sandbag. How you spend January can make the difference between a breakthrough and mediocre 2017.

Too many managers take the goals handed to them, wring their hands for a day or so, and then pull the team together to figure out how the heck they’re going to accomplish all THAT and still “Do their day job.” That approach will get the job done, but it’s unlikely to unleash breakthrough innovation or a head-turning year.

A Fresh, Fast, and Fun Way to Focus Your Team (or Yourself)

One of the most important questions you can ask your team (or yourself) is “What will it take to make 2017 the very best year of your career?” In my exec role at Verizon, this was always one of my favorite questions. It’s amazing how few people start their year thinking that way.

We now build that question into the strategic planning work we do with teams. Here’s one easy DIY exercise you can do to help focus your team (or yourself).

The End of Year Letter

Ask each member of your team to write you a letter, as if it were January 2018.  This can be done in email, or the old fashioned way. Just be sure you save it, so you can review at midyear and again this time next year.

It’s helpful to give them a few prompts. Here are some to get you started.

Dear __________ (insert your name here, if they report to you; if you are doing this for yourself use your bosses’ name).

2017 was the very best year of my career.

From there, pick some sentence starters as prompts for them to complete.

We totally changed the game by ____________.

The most important thing we accomplished was ___________.

Everyone is looking to us to understand how we ___________

I (we) got so much better at ______________.

Our customers are delighted because_______________.

I really improved my working relationships with __________ by___________.

Feel free to make up your own. You don’t need to pick many. The point is to ask your team members to reflect individually about what an extraordinary year would look like and then to identify specific behaviors and actions to help them get there.

I encourage you to proactively write a similar letter to your boss, and to ask them to pull it out mid year. It’s amazing how motivating this can be.

Let Us Help You Jump Start Your Team in the New Year

In our strategic Winning Well workshops and off-sites we always include exercises to get past the “Ugh, how can we get all this done?” mindset to identifying what matters most, isolating key priorities and behaviors.

The 7 Deadly Sins of Skip Level Meetings

Skip level meetings always seem like a good idea at the time.  A little MBWA (management by walking around) never hurt anyone. Or did it?

Done well, skip level meetings are a remarkable tool in your Winning Well toolkit. Skip level meetings help you connect “what to why,” reinforce the MIT (most important thing), help you build genuine relationships, give you a chance to ask strategic questions to learn what’s really going on, and most importantly, to build genuine relationships.

Maybe that’s why after over 700 blog posts, the most read is 5 Secrets To Great Skip Level Meetings. In fact, there are some days that this post from 2014 has more hits than whatever new is going on. And how we manage the skip level communication, is always top of mind with my consulting clients.

Why the intrigue?

Because done poorly MBWA becomes OCHTC (Oh Crap, Here They Come). If your skip level meetings are backfiring, or if you have a boss who could get better at this and you want to help them out, be sure to avoid these 7 traps.

7 Deadly Sins of Skip Level Meetings

  1. Not Doing Your Homework
    Sure you’re their bosses boss. They should be glad you’re there, right? Hmmm…Want to ensure you make an impact? Learn what’s up with the people in the room. Get their names. Know what’s driving them crazy. Be able to speak articulately about a few of their biggest accomplishments.
  2. Showing Up Needy
    Yes, I get it. You’re sandwiching this skip level in-between really important calls with C-level execs, vital customers, your boss… Go minimalist here. What do you need? A closed-door in-between your skip-level meetings? Ask for that. Otherwise show up as low-maintenance as you can (and ensure your assistant gets this too.)
  3. Sticking To Your Agenda
    The real magic of skip-level meetings is never planned. Even if your team gave you a carefully crafted list of conversation starters, stay real and open to where the conversation may lead.
  4. Talking Too Much
    Resist the urge. You will learn way more by listening.
  5. Asking the Wrong Questions
    So often I see leaders ask leading questions that ensure they get told what they want to hear. You already know what you think. Have the courage to ask the questions that might surface answers that frustrate you. It’s better to know what people are really thinking.
  6. Failing to Recognize Contributions
    Your people want to know that you know what they’re up to. Be sure you do and tell them.
  7. Neglecting to Follow Through
    If you promise to look into something, be sure you do. If you promise to get something fixed right away, do it. And just as importantly, be sure you close the loop and let them know. Making commitments without follow-through does more harm than not showing up at all.

Great leaders spend lots of time talking to the people closest to the customer. It’s worth the extra effort to dig deep and do it right.

The Morning After: 6 Sure-Fire Ways to Ensure Your Training Sticks

“John” glanced excitedly at the conference room walls filled with easel sheets, plans and ideas. And then sighed deeply as he shuffled though his deep pile of notes and action items.

“Karin, I guarantee you, I’ll be a better leader tomorrow morning as a result of your Winning Well bootcamp. And I’m almost certain I’ll still be a better leader the following week, and maybe even the week after that.

It’s week three that worries me. How can I be sure to maintain the ROI and that I keep applying these Winning Well techniques when real life hits the fan?” 

John’s question is real. If you’re like most managers, you’ve left more than one training program with good intentions, only to fall back into old behaviors. So how do you make the training stick? 

6 Sure-Fire Ways to Ensure Your Training Sticks

  1. Focus on one behavior change at a time.
    When you learn game-changing leadership techniques, it’s tempting to try everything all at once. After all, if these techniques produce results, you owe it to your team to use them. Right? Perhaps. But not all at the same time. Pick one specific behavior or approach you know will make the impact and integrate it into your leadership approach. Practice it consistently. Tweak it. Make it your own. Ask for feedback. Once you feel confident and competent in that behavior, the timing might be right to add in another technique. Too much change all at once will overwhelm both you and your team.
  2. Find an accountability partner.
    Change is hard, and it can be lonely. It’s much easier to give up when no one’s looking. Find someone you trust who understands what you’ve just learned (someone else in your training class is a great choice). Share the behavior you’re working on and make a commitment to check in with one another once a week to see how things are going and discuss challenges and brainstorm next steps.
  3. Invite your team on the journey.
    Tell your team what you’ve learned and what you’ve chosen to work on and why. Invite them to notice when it’s working and offer suggestions as to what you can do better. Your team already knows you’re not perfect, and they’ll be delighted to know you’re working on becoming a more effective manager.
  4. Teach what you’ve learned.
    One of the best ways to become a rock star at a skill is to teach it. Consider sharing some of the tools you’ve learned and teach them to others.
  5. Ask for feedback.
    Make it a point to ask for feedback on the impact your new approach is having on the people you’re leading. Ask open-ended questions about what you can do to improve.
  6. ww-winning-well-sidebar-impact-live-dec2016-370x370taglineWhen you screw up, apologize and try again.
    New habits don’t come easy. If you slip back into old behaviors, apologize and try again. Your team knows you’re not perfect. They just want to know you’re trying. 

    Training is important, but what matters most is what you do when you get back to your team. With just a bit of focus, you can ensure the strongest ROI for you and your team.

Give yourself (and your team) the gift of a fast start to the new year. Join our Winning Well event in MD this December. Click on the image to the left for more information.


Does Your Customer Feel Like a Commodity?

Once your product becomes a commodity, you’re hosed. Even your once loyal customers start looking around for where they can get your offering cheaper, faster, or with less hassle. Most companies get this and take deliberate steps to differentiate their products.

Sadly, as companies work to scale, one of the biggest mistakes I see is that they begin to de-personalize the customer experience in the name of efficiency. 

The Biggest Reasons Your Customer Feels Like a Commodity

No customer wants to feel like a commodity. If you’re not sure if you wandering into dangerous territory, watch for these symptoms of commodity-feeling behaviors.

You’re Force Feeding Processes for Your Convenience

Have you ever said, “We just have to train our customers to do it this way. They’ll get used to it?”

If how you’re “training” them is really in their best interest, they might see the value in changing the way you work together. But if your new process is clearly all about your own efficiency or to make things easier internally, customers will wonder why they’re the ones who have to do things your way.

I see this all the time when start-ups work to scale. They begin informing their loyal customers who’ve been with them from the start the new rules of the game. It’s quite possible they took a chance on you from the beginning, because you were creative, flexible, and involved them in the process. If they start to smell bureaucracy and overhead, they’re likely to start looking around to regain that “I’m special” feeling.

I’ve left several of the suppliers I used early in building my business for this very reason, and I know I’m not alone.

You’re Reading From a Script

If you can’t trust your employees to have a real conversation, then you’re hiring the wrong people or not training them well. Nothing says “You’re just not that important to us” more than a script.

They Know More About Your Product or Policies than the Person Who Answers Your Phone

By the time a customer picks up the phone, they’re looking for an expert. Be sure the person they reach is both confident and competent.

You Under-Appreciate Their Tenure

I can’t tell you how many times I’ve heard employees quibbling over five bucks with a customer who has spent thousands over their tenure because some “policy” told them to.

You Make an Exception, But Offer a Lecture

I was at the hairdresser the other day when a woman came in to buy some shampoo with an expired gift certificate. The owner cited that their policy was quite clear to the person who had bought it. When the customer asked if there was anything that could be done, she cited the policy twice more and then gave in. After the owner honored it, she then gave the customer a lecture about expiration dates and how it’s really just better to give people Visa gift cards.

That customer bolted for the door as soon as she had her shampoo in hand. The owner lost twice. She was out the cost of the bottle of shampoo, and she had a detractor poised to tell the world about how she was made to feel.

No customer wants to feel like a commodity. Be sure you keep people feeling special as your business grows. 

Winning Well Bootcamp

5 Behaviors That Keep You From Getting Promoted

I run into them in every company I work with. Solid managers with real contributions. They work hard, they’re incredibly loyal, and they’ve been on the succession planning list forever. Much of the time they even have an MBA…AND they’re stuck. The promotions come and go. They’ve heard the pep talk so many times they can recite it in their sleep.

5 Behaviors That Keep You From Getting Promoted

Of course, there’s no easy way to know what’s holding any individual back. But I’ve done enough diagnosing, supporting, and helping to transform careers over the years that I’ve seen some consistent patterns. Don’t get stuck in these common traps.

  1. Relentless Self Promotion
    The minute people begin to think you’re more interested in your career than the organization’s mission you’re sunk. Do great work, find a sponsor, and stop tooting your own horn.
  2. Non Stop Energy
    Everyone loves a go-getter, do-it-all-fast kind of guy–at the frontline and middle manager level. But the time I spend in the C-Suites across a variety of industries reinforces what I’ve believed for a long time. Energy and intensity are great, but if you want to play with the big guys project an aura of calm, cool-headed control.
  3. Keeping Your Head Down
    You’re so focused on your team and your team’s results you miss the bigger picture. Work on strengthening your peripheral vision.
  4. Competing With Peers
    Real leadership takes more than being consistently at the top of the stack rank. Winning Well leaders know the important balance of results AND relationships. If it’s unlikely your peers will want to crack open some bubbly with you when you get that big promotion, chances are you may never get the chance to know.
  5. Inability to Let it Go
    Tenacity is one thing. But as they say, when the horse is dead, get off. Sometimes the answer is no, and you need to let it go. Winning Well leaders learn when to keep trying and when it’s time to move on (at least for the time being).

The Inspiration For This Post

One of my favorite clients has been using my Results That Last: 7 Roles Every Manager Must Master  program as the foundation for his mentoring circle work. Each week, they go through one module together, discuss the content and tools, and then they each go off and do the exercise with their teams before meeting again to review the next module.

Sometimes he brings in internal executives as guest speakers who are particularly good in the role they will be discussing that day. He’s also doing the 360 degree feedback tool twice, once at the beginning and once at the end of the program. I love the approach, and he’s seen a significant lift in business metrics. (If you want to learn more how you can use the course in this way, or other creative approaches, please call me on 443.750.1249.)

 As various questions comes up, he’s been batting them my way for additional perspective. I was intrigued by the one that came up last week.

 If we were coaching a person that has been a supervisor or leader for 10 plus years … What has held them back?  What characteristics have they been missing or overlooked? What haven’t they done that others have?  (The road map is not paved or golden? Or is it?)

More about my online courses can transform your results

10 Things to Do When Your Team's Not Listening

Her call touched me deeply. She was trying so hard…to establish the right vision, to key in on the important behaviors, to scaffold and develop…and her team just wasn’t listening.

Perhaps you’ve been there too. You’ve got vision. You care deeply. You teach. You repeat yourself. But no one seems to “get it”?

Here are ten questions worth asking when you hit that wall–when your team is just not listening. Note this is a preview of Winning Well Insights from our new book. You can download the first few chapters for free here).

1- Do you say it in different ways?
People learn differently—some by seeing things, some by hearing, some through practice, and so on. As you practice communicating frequently, use different techniques. Try our Winning Well 6×3 communication strategy: repeat critical information at least six times through three or more channels. For example, to communicate a new procedure, you might use email, a staff meeting, and one-on-one meetings for your three channels.

2- Do you say it often enough?
We have worked with so many frustrated leaders who complain that their team is insubordinate or unresponsive. When asked if they communicated the issue to their team, they say “yes.” Here are a few of the answers we got when we asked, When was the last time you communicated the issue?
“Last year.”
“At that off-site the year before last.”
“We were in the hallway six months ago.”
“At the staff meeting last month.”
“In an email.”

If you’ve communicated something once, you haven’t communicated. Managers who win well communicate frequently.

3- Do you check for understanding?
An idea is rarely as clear to the listener as it is to the speaker. Ask your listeners what they heard, what they understood you to be asking, and what they understand the consequences to be.

4- Have you explained the “whys”?
Even military briefings include the reasons and objectives behind the orders. Sometimes people’s lack of response results from not understanding the consequences of their action or inaction.

5- Are you ordering or inviting?
Invitation is the language of collaboration. We don’t mean the literal phrasing of the words (although that can make a difference too), so much as the attitude behind them. People know when you focus on relationships along with results. Do you communicate that you’re better than everyone else and they should serve you? Or do you invite people with mutual dignity to participate with you?

6- Do  you know what matters to them?
Everyone values something. If the values you promote conflict with your people’s values, you’ll have trouble being heard.

7- Do you have credibility?
If your team can say, “You don’t know what you’re talking about,” and they have evidence to back up their conclusion, expect to be ignored. Credibility is built, not demanded. If you don’t know what you’re doing in a certain arena, admit it and seek out others with the expertise to supplement what you do know. When your people can’t trust you or rely on you, but you insist on compliance, you fight an uphill battle you cannot win in the long run.

8- Do you listen?
If you don’t hear what people tell you, they’ll naturally think you don’t care, they’ll lose heart, and they will stop caring. To learn whether or not you’re hearing people, ask a few team members to share with you: “Is there anything you’ve been trying to tell me that I’m just not hearing?” Be quiet and listen. Thank them for sharing, and respond in time. You don’t have to agree, but you do need to hear. It takes both internal values of confidence and humility to truly listen without defending yourself. When you listen, you strengthen the connection with your people and learn what areas of training, execution, and accountability need attention.

9- Do you speak their language?
Do the words and concepts you use mean the same thing to your team that they mean to you? Do you share numbers and facts when stories and demonstrations are needed—or vice versa?

10- What do you really want?
Whenever you have management challenges, the first thing to examine is your own motivation. Are you truly focused on results and relationships, or are other self-protecting or self motivations creeping in? There’s a big difference between wanting what’s best for the team and wanting what’s best for you. So what is it you really want? If the answer is submission—“I know what’s best, and they’d better listen to me”—then you won’t ever have a team that wins well. They will act out of fear when they have to and ignore you when they feel it’s safe. When you want more—for the group to succeed together, to make an impact—you’re on your way to Winning Well

If you feel as if no one’s listening, ask yourself these ten questions, be honest with yourself, and take action in response to your answers. Winning Well managers master these challenging communication moments.

Want to learn more about Winning Well? You can see our book trailer, and download the first few chapters for free by clicking here. 

What's the Real Problem?

Have you ever had a leak, repaired it, only to find the drip, drip, drip showing up someplace else? Or have you recognized a familiar employee engagement problem, and breathed an immediate, “Oh, I’ve seen this movie before” sigh of relief and began to apply your time-tested know-how, only to realize the sequel was far different from the original?

When Sebastian was little, our dining room chandelier started leaking. It didn’t take us long to realize the drip was related to the tub on the floor above. We caulked. We tightened up the faucets. The problem seemed to stop, until one day, it didn’t, and the water dripped down right into our lasagna. This time, the water all over the bathroom floor gave it away. Our leaky lighting was a result of over zealous bath-time fun. A quick conversation on bathing etiquette, and we never had the problem again.

So the other day when the recessed lighting in my new home office started to weep, I knew just what to do. “Sebastian, stop it!” “But Mom…. “of course he was right. As it turns out, the builders had missed an important piping connection.

Getting to the Root Cause of the Problem

What people bring to you is likely a symptom of the problem, not the problem itself. Pause. Get curious. Ask questions. Get the relevant facts. Here are three specific questions you can ask to help identify the real problem and not waste valuable time addressing symptoms:

1. What is different from what you expected?
In The Rational Manager, Charles Kepner and Benjamin Trego identify a problem as “a deviation from some standard of performance.” Simply put, what didn’t go the way you expected?

2. What has not changed?
This is a critical step that most managers skip altogether. When you identify a problem, it is helpful to know what has not changed. This helps eliminate issues that needn’t concern you.

3. Have I faced a similar issue before?

What’s the same? What’s different about this scene?

4. Why? Why? Why?
Once you’ve limited the problem to what it is and what it is not, look for causes by asking, “Why?” You will often have to ask several times.

You can waste incredible amounts of time in vain attempts to solve the wrong problem. Managers who win well don’t leap in with solutions right away. When they are presented with a problem, they pause, ask questions, and work to identify the real issue.

Winning Well Pre-Order Bonus

Winning Well-3DFor every copy of Winning Well that you pre-order, David Dye and I will send you a free custom-signed bookplate with your requested message.

Simply order Winning Well from your favorite bookstore (eg Amazon) or CEO Reads for bulk orders, then go to Click on THE BOOK, then on CUSTOMIZE YOUR BOOK, and submit your message in the form. When the book ships, we’ll send you a custom, hand-signed,adhesive bookplate that you can put inside the front cover.

Even better, there is no limit to the number of bookplates you may get. Get an affordable, customized resource for yourself and for all the managers in your life!

You're Busy, But Are You Productive?

I see them in every organization I work with–the super-busy, really stressed manager who gets in early, stays late, eats lunch at their desk, and still can’t get it all done. Sadly they’re also often resentful that their performance doesn’t warrant an “exceptional” rating or a promotion. They lament: “Can’t they see how hard I’m working? I’m sacrificing everything for this job.” The problem is not lack of effort, it’s effectiveness. Often this stems from letting other people set your agenda and spending too much time on tasks that add little value.

This week, I was interviewed for the terrific post by Kelsey Manning in the Levo League:  11 Differences Between Busy People and Productive People. It’s so timely for our LGL Accelerator week, that I’ve shared an exerpt here. I loved all 11 tips.

The Difference Between Busy and Productive

1. Productive people view productivity differently.

Get rid of that checklist mentality, stat. “Busy people concentrate on the task completion aspect of duties and responsibilities—maintaining a ‘checklist’ focus—while others embrace a broader perspective of contributions that measurably contribute to the higher strategic objectives of the organization, says Donn LeVie, Jr., a career strategist and former Fortune 500 hiring manager. “Workaholics ask: ‘What’s next on the list?’ while high performers ask: ‘What’s going to provide the biggest bang for the buck for the organization?’”

2. Productive people understand which tasks actually matter.

The tasks that feel urgent are not always the most important. Productive people understand that the point of any job is to deliver value. “It’s vital to understand which behaviors and actions are getting results and which are not,” says Karin Hurt, CEO of Let’s Grow Leaders. “And then, you need to have the courage to stop wasting time on the behaviors that get no ROI [return on investment]. The biggest time-suckers are conference calls and unproductive meetings. Truly productive people don’t sit on conference calls that don’t add value. If you find you can multi-task through an entire call, that’s not an indicator that you’re productive, it’s a sign that you shouldn’t be on that call. Speak up and change the approach.”

Continue Reading…

How to Help Your Team Get Results FAST

You need to move results– quickly. It’s tempting to try everything you can to make things better.  But the all too common “throw everything at the problem and see what helps” approach may make things worse in the long run. Your team will be frantically trying to execute on too many cylinders, and even if results start to improve, you won’t know why.

When you need a quick turnaround, I recommend following this Winning Well F.A.S.T. model.


To move results quickly, focus is key. Resist the urge to fix everything. Identify and communicate the biggest priorities and break the work into manageable tasks. Focus on what each team member needs for success.

  • Communication: Align on 2-3 key leadership messages to share in every context.  Communicate them to the point of obnoxious… then communicate more. Check for understanding. Communicate again. Test it, “What do you think I most want to talk about today?” If they don’t shout out your priorities, you’re not clear.
  • Activity: Make big work small. It’s tempting to build action plans with lots of activity to show you are trying. Less is more. Too much action overwhelms and confuses. Identify 2-3 actions that will make the biggest impact and hit them hard. Reinforce with focused and consistent leadership messaging.
  • Outliers: Use data to get surgical in your approach. Know the outliers and give them focused recognition and support. Avoid broad-brush interventions. Focus just-in-time actions on those who need them. See Also: How to Break the 80/20 Rule


When results aren’t moving, your team probably knows why. It’s tempting to start with answers–it’s far more useful to ask great questions and truly listen.

  • Slow down early and listen to concerns. Stop to acknowledge progress.
  • Competing Priorities: New initiatives are almost always piled onto existing workload. Acknowledge conflicting goals and competing priorities. Listen carefully to concerns. Prioritize. Give permission to stop. Some balls must drop. Decide which ones.
  • Progress: When you’re moving fast, don’t forget to pause at progress. Acknowledge small wins. Celebrate new behaviors. Recognize breakthrough thinking (see also In Defense of Wow)


Fast-paced change provides great growth opportunities. Stretch yourself and others.

  • People: Fast paced change provides stretch opportunities. Provide special projects and stretch assignments. Turn strong players into teachers. Ask everyone what they must do next to achieve.
  • Boundaries, Assumptions and Rules: Stretch people to try new behaviors. Stretch boundaries, assumptions, and rules. Spend time asking the question, “What have we never tried before…?” Engage unlikely thinkers from outside the team.


Go slow enough to think about what you’re doing and who you’re involving.

  • Stop stupidity: Every fast-moving project contains elements of stupid (e.g. time wasting tasks, old processes and reports that no longer align with new vision). Empower everyone to say stop as needed. See Also: Seth Godin’s Basting the Turkey)
  • Assess and Fine-tune: Carefully measure progress and fine-tune as needed. Watch for unintended consequences. Be ready to change course as needed.
  • Stakeholder: When moving fast it’s easy to exclude. Think about peripheral players that must understand your plan. Slowing down to include the right players early, leads to smoother acceleration.

When in doubt, go slow to go fast. A few deep breaths before launching will provide vital oxygen for the sprint ahead.


3 Roadblocks You Must Remove For Your Team (before they go insane)

Even if it all feels warm and wonderful, your team needs you to remove roadblocks. If they’re frustrated with stupidity in the organization, they’re frustrated with you. Sure, they appreciate the check-ins about their kid’s soccer victories. And they want you to prepare them for the next promotion. But, if you’re not out there with them doing some basic blocking and tackling, I’d venture to guess, they’re frustrated. Be a backer, and remove these three common roadblocks.

Three Roadblocks Your Team is Longing For You to Remove

Roadblock #1:

You’re clear about what you want, but your colleague in the other department is sending an equally strong message to his team leading them in another direction.  Your team wants to achieve your vision, and feels your urgency, but they can’t resolve the conflict without involving you–and the other team feels the same way. The conflict is getting more intense because no one feels empowered to reach a compromise. Both teams worry that any level of “giving in” will tick off their boss.

  • The Roadblock: Lack of Leadership Alignment
  • To Get Results That Last: Meet with your peer (and include a few key team members as appropriate) and align on a path forward. Hold metaphorical hands and send a clear messages to both of your teams about what needs to be accomplished and how they must work together. Anything else will waste precious time and energy, and make them question your leadership tenacity.

Roadblock #2

You know what your boss is asking for doesn’t make sense for customers, employees, or shareholders.

  • The Roadblock: Your Boss’ Idea is Going to Hurt the Business
  • To Get Results That Last: When you let this go, you’re hurting the business, and seriously damaging the relationship with your boss you’re looking to protect. Trust me, your boss would much rather you take him off-line, in a private conversation and explain your concerns (listen carefully, she may have more information and an alternative perspective), than have you make a stupid decision.

Roadblock #3

Your team feels like they’re operating in the dark. They do the best they can to guess what the stakeholders want, but when they present their strategy, it gets shot full of holes and creates frantic rework.

  • The Roadblock: Unclear Expectations
  • To Get Results That Last: Identify the key stakeholders and discuss their vision and expectations before your team gets to work. If gathering them all in the same room (or phone call) isn’t wise or practical, do it one-on-one. If expectations aren’t aligned it’s better to work that out before the work begins. (See #1.)

When you remove roadblocks, the team feels like you’re on their side. Work gets done faster and with higher quality and less stress.