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. 

10 Ways to Overcome Negativity at Work

Jane confided, “I feel like an enthusiastic puppy with all kinds of ideas and possibilities, but when I go to share them, there’s always someone who stomps on my tail.” John chimed in, “I know exactly what she means, everyone around here is just so negative. I’m beginning to wonder why I bother.” Perhaps you’ve felt that way too. It can be tough to stay motivated in a negative workplace.

“Just think of any negativity that comes at you as a raindrop falling in the ocean of your bliss.” -Maharishi Mahesh Yogi

10 Ways to Overcome Negativity at Work

  1. Make a list of what you like most about your job. Share it with others. Ask them what they like most about their jobs.
  2. Ask people why they work. In a negative environment, the answer may seem obvious—“For the paycheck, stupid”—but take it a step further. Do they work to support their sick mom? To pay back student loans? To save for their children’s education? Because they enjoy helping customers? Reconnecting to the purpose of work can help make the smaller annoyances less frustrating.
  3. Call out negativity. When you see negative thinking or actions, talk to the person privately to call it out, particularly if other leaders are involved. When negative attitudes and talk are all around, it’s tempting to ignore it. Raise the bar and change the conversation.
  4. Rise above the drama. Refuse to get sucked into the rumors and gossip. Respond to your team’s concerns with transparency and candor. Be the one who people know they can trust for a straight answer.
  5. Find kindred spirits. Not everyone is negative, although it can feel that way at times. Look around and find other folks trying to change the scene for the better. There is strength in numbers. Look outside your organization as well.
  6. Create an “envelope of excellence” or cultural oasis. It’s easy to feel overwhelmed trying to fix the overall culture. Start with your own team and do what you can to make it feel better to come to work.
  7. Find reasons to celebrate. With all the negativity, it’s easy to overlook the good. Go out of your way to recognize and celebrate small wins. Substitute weak phrases like “No problem” with more enthusiastic words like “I’d be happy to.”
  8. See barriers as a challenge. Encourage your team to embrace the problems they see as opportunities and challenges to learn and grow. Recap learning along the way to help them feel a sense of positive momentum even during the most challenging times.
  9. Laugh more. I had one colleague who would respond to the company’s most ridiculous political nonsense by reminding the team, “It’s all comedy.” Step back and recognize how ridiculous some behavior is. You’ll create a healthy distance from which to respond more appropriately.
  10. Hold deeper developmental conversations. In periods of uncertainty, people yearn for a sense of control and connection. Take your developmental conversations to the next level. Ask your team and your peers about their hopes and dreams, what motivates them, and what scares them. Show up as a real human being caring about other real human beings.

Don’t let the naysayers win. Be the positive spark that ignites possibilities in others.

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 www.WinningWellBook.com. 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!

 

Image credit:

Copyright: alphaspirit / 123RF Stock Photo

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 www.WinningWellBook.com. 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!

5 Secrets To Effective Decision Making

“Laura,” a senior exec working to build leadership throughout her team, looked up from her salad and confided.

“Karin, the truth is I have so many things going on in any given day, I may not remember the exact decision I made if it was a trivial matter, and I may not even remember exactly what I said about something important. But what I DO KNOW is what I WOULD HAVE SAID in any given circumstance. My values guide my decision-making, so the answer would always be the same.

If someone tries to twist my words, I just think “Is that something I could have possibly said?” If the answer is no, I move on. At the end of the day, if you are leading consistently, you really don’t have to remember that much.”

Exactly.

5 Secrets to Effective Decision Making

Winning Well managers know that like everything else that matters, decision-making is always an AND game of Confidence AND Humility, Results AND relationships. Winning Well leaders know that making the right decisions is clearly only the beginning, it’s also about building decision making competency throughout your team.

1. Be Crystal Clear on Your Values.

Taking some time to really consider your values and operating principles will save a lot of time-consuming waffling and hand wringing down the line. Write down your leadership credo, that way when the decisions get tough, you’ve got the scaffolding already in place.

2. Insist that people on your team make decisions they should make.

You use energy to make decisions. The more decisions you make in a day, the more difficult it becomes to make the next one. Stop making decisions you don’t need to make, and invest in helping your team build their decision making muscles. Ask great strategic questions. Be sure your team understands your values and any big rules. Most importantly, if you empower them to make the decision, don’t freak out when they make the wrong one. Take a deep breath and then work to understand the thought process, so the next decision they make will be less wacky.

3. Make low-risk decisions quickly.

If the consequences are minimal, make decisions quickly and move on. Save your 3 am worry for decisions that matter.

4. Make decisions once

This is an old and essential productivity tool. Look at an email once, then either delete it, act on it, schedule it for future action, put it in a file related to its project, or put it in a “maybe read later.”

5. Include the right players.

Before making any major decision ask yourself, “Who really needs to be involved in this and why?” Stakeholder, yes, but resist the urge to over-include.

Of course, you can follow these guidelines and still screw it up. Sometimes I do too. When that happens, don’t obsess, but do take a moment to reflect and take that learning with you for the next time.

How to Not Screw Up Your Career– #WinningWell in Fast Company

You’re working hard to build a good reputation as a manager. So you’re taking on new projects and delegating certain tasks to others. You think you’re getting the hang of it, but then you make a remark that seems to rub someone the wrong way—and you aren’t sure why.

Being decisive and knowing how to say no are important leadership skills, but handled the wrong way, they can come off as excuses that can damage your career. Managers need to lead with confidence, humility, and a long-term focus on building relationships. That means being vigilant about avoiding these statements or anything that sounds like them. Read more at Fast Company

WINNING WELL UPDATE

Our new Winning Well landing page is here, including the opportunity to download a few chapters for free, and to Winning Well-3Dorder customized, autographed bookplates as a thank you for pre-orders. Click here to see more. Also please know that CEO Reads is offering a nice discount for quantity orders.

I’m working on my Spring Winning Well Speaking tour. Please contact me if you would be interested in a keynote, workshop, or virtual training.

 

really bad boss

An Anatomy of the "User" Manager

If you only care about next week’s results, bring in a User Manager. He’ll get it done. But watch out for the aftermath. You know the type–the kind of manager who works to win at all costs. The guy who’s “all business” or the woman who’s “got no time for that crap (meaning connection and understanding).” They’ve got their teams spinning, scared to under-perform. Although there’s lots of work being done, stress and fear squelch creativity and conversation. The sad truth is, a “User” mentality can often improve results in the short term, but is no way to add lasting value.

An Anatomy of a User Manager

In our Winning Well model, David and I call folks like this “Users” because they tend to see people as objects to be used in order to get results.

VALUES:

User managers value confidence above humility. They prioritize results above relationships.

FOCUS:

User managers focus on short-term results. They emphasize getting things done today and will worry about tomorrow when it gets here.

BEHAVIORS:

User managers tend to treat people as objects—the people are there to achieve results and that is their only value. These managers push hard for results and try to compel productivity through fear, power, and control. At the extreme they say things like, “If you don’t like it, leave” and, “Why should I say thank you? It’s their job.” They do not offer relevant encouragement and are inconsistent with accountability, often becoming reactionary and explosive when frustrated with poor results. Their meetings are often one-way information dumps with requests for input met with silence. Meetings also end in silence, which the manager mistakes for agreement.

OUTCOMES:

People—User managers create work environments that resemble sweatshops. They do achieve results, but at a high cost. Their employees do the least possible to avoid punishment. People leave as soon as they can afford to. Employees don’t solve problems or take initiative; they are happy to leave those tasks to their manager.
Manager—Since they get things done through fear, power, and control they have to spend a tremendous amount of energy policing their workers, forcing people to work, and replacing employees who leave. They often feel out of control (since they can’t possibly control everything or everyone.) Frequently, these managers are frustrated, bitter, stressed, and suffer from poor physical and emotional health.

If you recognize these symptoms in yourself or others, we’ve got really practical tools and techniques to help you win well in the long run. Learn more here. http://winningwellbook.com

one secret to managing up

The Best Secret To Managing Up (With Video)

Have you ever been in a scene like this? Your team is working hard. Results are solid. But nobody seems to notice. Or worse, any skip level visits turn out so poorly, you begin to dread the very thought of a well-intentioned executive stopping by to talk with your team. How do you teach your team to get better at managing up?

An important part of Winning Well is helping your team showcase their results.

Here’s one of my favorite approach, I learned from Pete, one of my best District Managers in my role as a Verizon executive.

Even frontline teams need to learn executive presence.

Executive Presence Simplified

At Verizon, executives spend lots of time in the field observing and talking to teams— mostly unannounced. It’s a great way to stay close to the business.

They look for knowledge, service, culture, and execution.

One of my teams was notorious for “bad visits.” Until almost overnight the visits got better. Results improved. Reputations were saved.

I took Pete, the district manager to lunch. “Every visit’s been great! What changed?” He smiled, ‘it’s the green jacket effect.”

“I’ve been practicing with the team. We have all the store managers take turns visiting one another’s stores wearing a really ugly green jacket. The jacket triggers a simulation of an executive visit. Whoever is wearing the green jacket is to be treated like the executive visitor. We practice controlling the story. Practice helps. They are less nervous. They can now explain their results, articulate their action plans, and recognize their best performers. It’s an elevator speech on steroids.”

Tips for a Great Green Jacket Experience

  • Greet them proactively with a firm handshake (demonstrate that you’re glad they came)
  • Proactively explain your numbers and the reasons behind them
  • Start with your opportunities and articulate key actions
  • Share your creative approaches to implementing key initiatives
  • Introduce them to other employees, and share something unique each person is doing
  • Recognize a few people for their “wow” contributions
  • Talk about your challenges and how they can help
  • Share ideas for improved processes and how you are pursuing them
  • Take active notes on all suggestions
  • Send a thank you email summarizing all follow-up items

 

The Amazing Side Effect of Make-It-Right Customer Service

I thought I was getting ahead of the blizzard, After all, the snow wasn’t supposed to start until Friday morning. But apparently I wasn’t the only one thinking Thursday morning was a good time to slip out to our local Trader Joes. Every register was open and the every line stretched all the way to the back of the store. I had to give them credit–they had clearly planned for the onslaught and called in reinforcements.

Knowing that customers weren’t happy, the manager was getting on the microphone being a merry as possible.

“Hey everybody, oh my gosh, did you hear it’s going to snow?”

 A few minutes later she was back on the mic.

“Okay raise your hand if you are number 7 in your line.”

We all worked together to count. Nice distraction.

“Wow! Just wow! Today is your special day! Everyone of you in the number 7 spot gets a candy bar.”

She approached the #7s behind me, “Can you share?” The skinny 70 somethings behind me looked at her longingly and she caved, “Okay here’s two.”

She was clearly trying, and empowered.

After about 45 minutes, I was next in line. The woman in front of me tried to pay with her smartphone and it completely crashed the computer register in my lane which I had already observed was lane 8, #justincasetherewasanothercontest. At this point I was hungry.

They had to call headquarters IT. After 10 minutes of trouble shooting, I turned to the candy-bar-crunching 70-something- number-7s behind me.

“Okay, they were doing great, but now this is a fiasco.  I’m a leadership and organizational effectiveness consultant, here’s what I think they need to do next… I’m so ready to go give them some free consulting. Do you think that would be rude?”

They were all ears on my plan, so we began chatting about how I could offer to help in the spirit of being useful vs. obnoxious.

As it turned out no intervention was necessary. The jolly manager once again grabbed the mic.

“Okay, so this happened…. we have a lane down, so here’s what we’re going to do. If you’re in lane 8 raise your hand.”

We were all ears in lane 8, and eagerly raised our hands in surrender. Everyone else just rolled their eyes.

“First of all, if you are in lane 8, Steve here is going to come by and ask you what your favorite Trader Joe’s item is. He’s going to go get it for you and you will get that for free.”

But here’s where the rest of you come in. Some of these folks in lucky lane 8 have been waiting for nearly an hour just like you. So, you don’t have to do this, but if you would be willing to let them step in front of you, raise both of your hands (yup, that’s how many feet of snow we’re getting), and you too will get your favorite Trader Joe’s item for free. Raised hands all around, and the people began chatting and moving in an orderly fashion.

Her plan trumped mine by a landslide.

The lady next to me kindly let me step in front. We both got our steaks for free.

As my new cashier was ringing me up, she was all smiles.

“How great is this?” She questioned. “Can you imagine ANY OTHER grocery store that would respond this way?

We both knew the answer.

“This is why I work here.”

6 Competencies Your Sales Team Must Master

My husband looked at me in bewilderment as I explained why I couldn’t buy that “perfectly good” house in the neighborhood with the great schools, close to his work, UMD where I teach, BWI airport, our church, and our gym.

“I love the house. It’s a great community. But I just can’t trust that builder. If they hire someone LIKE HER as their sales manager, I question who’s running the place. How can they allow her to act so cocky? How can we be sure their project managers or contractors will be any less self-centered? I’m sorry, I know you like it, but can we just keep looking a little more?”

We settled on a similar house a mile down the road. They probably thought it was the fireplace options. Nope. It was “Sarah.”

6 Competencies Your Sales Team Must Master

Great selling never feels like it. That’s why so many companies are moving away from traditional sales roles and teaching their teams to be “consultants,” “strategic partners,” and “solutions architects.” Of course a rose by any other name… Here are six key competencies fundamental to your sales team’s success.

1. Knowing When To Walk Away

Kenny Rodgers was right, at least on this note.  Your team will do more harm selling the wrong fit. Train your team to understand the value proposition behind: “I’m not sure this is the best solution for you right now, may I recommend…(insert competitors name here).” Trust me, I do this all the time in my own business. It’s painful. But this approach builds loyalty and referrals. Never sell anyone anything that isn’t just right.

Your customers must know that your team has best interests at heart. They have to be sure you care more about their mission and the greater good, than your numbers.

2. Asking Great Questions

Your team can’t make great recommendations if they don’t get the scene. Train them to ask strategic, open-ended questions and truly listen to the response.

3. Showing Up With Confident Humility

Your customers want to know you have a great solution to their problem. Start with a great product that your team can be proud of. Then work hard to get your team past their own agendas, listening well to offer real solutions that meet the need. If it’s ever more about the sales guy than the customer, you’re sunk. You can’t fake confident humility.

4. Building Genuine Connection

People don’t do business with businesses, they do business with human beings. Encourage your team to slow down and learn about the people they’re working with. Then stay connected by remaining interested. “How did your daughter do in that game?” “How was your trip?” “Is your wife feeling any better?”

5. Staying Patient

Yes, I know that most B2B sales take at least seven touch-points before the decision maker takes action. Of course your best sales people stay hungry. But no one wants to be rushed into a decision. Customers appreciate being given the space to make the right decision.

6. Giving Generously

Almost every day I get asked, “If you keep giving away all this free content why would any one ever hire you?” Sure there are companies that will take your free ______ (trial, consulting, white paper) and run. But those aren’t the clients you want to work with in the long run. Teach your sales team to give generously and add value above all else. It might take some time, but your company will be top of mind when they’re (and others they know) are ready.

In an era where almost anything can be bought with one click, if your customer wants to talk to a human, be sure they’re a good one.

A Deeper Dive into Developing Your People

When I ask managers where they regret not spending enough time, unequivocally, the number one answer is “Not spending enough time developing my people.” There never seems to be enough time, or resources, or support from above, or fill in your favorite blank here _______. And yet when I ask managers to identify one thing they KNOW would improve their results, you guessed it… the same answer, “If only I had more time to develop my people.”

Perhaps you’ve felt that way. Trust your instinct.

I will never forget the year that I shifted my approach to spending 30% of my time developing people–within three months results had taken a hockey stick turn for the better and engagement was way up.

Sure, it’s scary.

Yes, it takes serious effort.

But no matter how competent you are, you are one person.

No matter how hard you work, developing a team of A players will blow anything you can do on your own.

Spending 10% of your time developing your people is standard. For three months, try investing 30% and see what happens…

A Metaphor From the Deep

As I was doing a lot of underwater photography while scuba diving in Bonaire over the Christmas holidays, my mind kept moving to what a wonderful metaphor underwater photography is for employee development. So here’s a bit of deep-dive reflection for you as you begin your 2016 developmental planning process.

Be Still and Observe

48c5bb99-4289-44d8-b7c0-b5306141ab63

Sometimes the biggest developmental needs are the least obvious. Invest the time to observe behaviors across a variety of contexts and situations. Where do they feel most confident? What scares them? How are others responding to their style? Where do they need to be challenged? In which areas do they need some additional training?

Anticipate the Future

It’s impossible to get a decent picture of a swimming fish by pointing the camera where the fish is, you’ve got to anticipate where they’re heading. It’s the same with employee development. Great employee developers envision what their employees are capable of becoming and help people see themselves as more than they ever thought possible. Then they build the development plan with that lens in mind.sting ray

Be Patient

lion fishThe hardest part of underwater photography for me is patience. My inclination is to chase the fish, which of course scares them. Sometimes it’s important to move a little slower, to build confidence and incremental improvement.

There’s no greater gift you can give your team then challenging them to become more than they ever thought possible. Go deep.

 

What's Going to Happen to You in 2016

If only you had a crystal ball. The planning, the decisions, the choices would be so much easier. But you don’t. And those decisions and tradeoffs aren’t easy. Should you stay? Should you go? Is that project realistic? What if they reorganize… again? Are you getting the whole story?

What You Do Know About 2016

There’s much you can’t possible predict. But I’m confident…

  • A co-worker will really tick you off.
  • An unlikely subject will surprise you with their generosity.
  • Work you do will be vastly under-appreciated.
  • You’ll learn something new.
  • You’ll regret what you said.
  • He’ll take more credit than he should.
  • It will be one of those weeks.
  • The balance will get way off kilter.
  • You will know you did the best you could.
  • You will screw it up.
  • The news will suck.
  • You will fix it.

Knowing natural ups and downs are going to happen, and they are happening to everyone, will help you save vital energy for what matters most.

There’s much freedom that knowing the minor frustrations are not so much a matter of “if” but “when.” That way when they do show up, instead of reacting poorly you can say “Oh there you are… I’ve been expecting you” and keep perspective on your bigger mission.

I was inspired to write this post when my blogging hero, Seth Godin, shared his more universal Surefire Predictions.

How to Launch a Successful Project

Have you ever been handed an “impossible” project, only to realize that the next step is to convince your team it’s completely doable?

In this video, I share two manager’s responses to the identical task. The project was identical, their team’s response and level of engagement is worlds apart.

I imagine both scenarios will feel scarily familiar. What can you do to encourage more from scene number two in the New Year?

Thanks so much for your support of Let’s Grow Leaders in 2015. I love the feedback I’m receiving on the 2016 planning survey. If you have asked for something specific, and not included your contact information, please send me a note to let me know how I can reach out to you.

Also for anyone near the DC area, I’m excited to be supporting the Project Management Day of Service, where hundreds of project managers will volunteer their time to help non-profits organize and plan their projects. There are lots of ways to get involved, from volunteering to signing up your non-profit to benefit from the free services, or becoming a sponsor. It’s an amazing endeavor. Last year they had over 400 project managers donating their time and helped over 100 organizations. I encourage you to check it out.

I’m not going to be writing between Christmas and New Years, spending time with extended family and headed out on a scuba trip (Sebastian’s first, now that he has aged in at 10.)

Merry Christmas, Happy New Year, and Namaste,

Karin

grow in peace