Tips for new leaders Part II

Now that you’re no longer ‘one of the gang’, you may want to make a few verbal contracts with your former workmates to identify potential problems and how to avoid them. The goal is to agree ground rules for working together. Lead the conversation to cement your new relationship. If a team member/friend asks for special treatment, consider whether you’d provide it to other team members. When the answer is No, the answer is No. You will face difficult decisions and doing what is needed sometimes makes you unpopular.

Find a mentor to talk through difficulties with. Build support networks and ask for help when you need it (and offering plenty of help in return). Learn to work well with your new boss and agree your measures of success so you can spend your time working to priorities. That means you may not always be available to your team and sometimes you need to say ‘Sorry, I don’t have five minutes now. Can we catch up at 4 o’clock?’.

Maintain a ‘tidy’ workplace, one that operates safely at all times and respects people as individuals, for the contributions they make and for what makes them special. Not everyone has to love everyone but each team member should understand what the others do, value their contributions and treat each other with professional respect and common courtesy.

Make time to step back and reflect on how you’re going. Do this every day, perhaps as you sit on the train or have your morning cuppa. What are you doing that’s working well? What isn’t working so well? What can you do better? Should the ‘imposter syndrome’ strike, remember that you got the job because you deserve it.

Robert Frost wrote: Education is hanging around until you’ve caught on’. The same might be said of leadership. Build your own leadership model and add to it as you grow into the role and develop your skills in your own way. Adapt effective behaviours of other leaders but don’t copy them because it won’t look authentic; something that is perfectly natural for one leader can easily look fake and forced when copied by another leader. Your actions need to be true to yourself and in harmony with your own personal style.

Here are some concepts to apply in your own unique way:

  • Build employee engagement and motivation to drive productivity and customer loyalty.
  • Build pride in good performance and achievements.
  • Build a solid risk awareness and safety culture.
  • Lead by conversation, not dictation.
  • Make clear and role model the behaviours and attitudes you expect from your team.
  • Show that you appreciate people’s efforts.
  • Show that you expect members to learn and share what they’ve learned.

Leadership begins inside, with your mindsets and world views. More than anything, you need to think like a leader.

Leadership is a lifelong journey. So hang in there and you’ll catch on!

Tips for new leaders Part I

From the moment you take up a leadership role, people are watching you. You are leading by example and the only question is: Is it the example you want to set?

As a leader-manager, you’re no longer a ‘me’ working on getting great results as an individual performer (even though that might be what earned you the promotion). Your job is now ‘we’ – getting great results from others by harnessing the power of collective effort. It isn’t your job to impress your new team. Your job is to get to know them and find out how you can help them do their jobs well.

Build a culture that strives for high productivity and quality and one that is enjoyable and personally rewarding for your team members to work in. You’re only as good as your followers’ performance, individually and as a team, so set high standards and insist on peoples’ best efforts. No one will thank you for mediocrity. That doesn’t mean micromanaging, but finding out what people need, procuring it for them, and standing back while they get on with it, ready to help when they need it.

Australians don’t like a ‘task master’ boss, one who is autocratic, results-driven and provides little feedback. People whinge and ultimately do the bare minimum and ‘the numbers’ crash. Concentrate on your team and helping them hit ‘the numbers’, not on bossing people around.

Good leadership, for Australians, is based on quality relationships and we’re either ‘full on’ or ‘full off’ in terms of engagement and motivation. This means that the little things really count, like saying ‘G’day’ and using a person’s name. Open communication, without compromising confidentiality, is seen as a sign of trust and inclusion. In contrast, ‘mushroom management’ – keeping people in the dark – is definitely not appreciated. Make sure you include all team members when you share information, too, not just a favoured few.

Stay visible and talk – and listen – to people face-to-face. Don’t retreat behind your desk and fire off emails and don’t pretend you have all the answers. Spend time building relationships with your team and across the organisation.  Jot down a few notes to make sure your memory isn’t selective and stay alert for feedback, especially the non-verbal kind that can tell you what team members and colleagues really think of you. Keep your problems – work and personal – to yourself.

Most employees today aren’t too fazed by your place in the hierarchy but they’ll work for you as best they can when they respect you for your personal qualities, know what you stand for and know they can rely on you to ‘do the right thing’. But you need to prove yourself first and earn peoples’ trust and respect by demonstrating your character first and later, your competence.

Australians want positive feedback and recognition, but give it sincerely and keep it low-key. (‘Employee of the month’ schemes may work in the US but tend to flop in Australia.) We also respond best to clear and precise operating guidelines and are powerfully motivated by a clear vision and purpose. So get good at communicating and communicate them often (through different mediums and in different ways to avoid sounding like a galah). And tell the truth – Australians have finely tuned ‘bullshit detectors’.

When the results are good, step back and let your team share the glory. Remember, though, that the buck stops with you and you may occasionally need to take the blame for team mistakes.

Your role is probably more than helping your team succeed. It’s probably also helping your organisation succeed by innovating improvements that help your team work more smoothly, easily, economically, quickly, reliably, safely and sustainably.

Leadership is a big undertaking. It’s a huge responsibility as well as a privilege. Stay tuned for more tips next week.

Three views of workplace relations

What is your attitude to workplace relations? What is it based on? Whatever it is and whatever it’s based on, it colours how you think about the workplace and even how you approach your own job.

There are three ways to think about workplace relations and most of your attitudes towards the workplace and your work stem from one of them. The three ways are called the unitarist, the radical and the pluralist views.

The unitarist view says employers and employees share the same basic goals – working together to create wealth, or value. This means that the workplace is essentially a harmonious place and any conflict that occasionally pops up will be short-lived and easily dealt with because employers and employees pretty much want the same thing.

The radical view is pretty much the opposite. It sees conflict between employers and employees as inevitable because they have, will always have, different needs and goals. That’s the way the system is set up: employers always want to contain costs, including wages costs, while employees always want higher wages.

The pluralist view also sees conflict as natural because management and workers have different needs and goals. But the good news is that these differences can be managed and contained by rules and regulations and we can all get along pretty well together when we put in a bit of effort and good will.

The particular view that rings most true for you directs your whole approach to the workplace and to your own job, whether you’re an employer or an employee. So which is it for you? Does it match the reality of your current workplace? Is it in accord with its culture and values? Is it helping you be the best manager you can be?

Increasing people’s commitment

When people feel committed to achieving results, they work whole-heartedly and do their best. Low or no commitment yields the bare minimum that comes from half-hearted effort.

Here are the important To Dos to increase people’s commitment:

  1. Paint the ‘big picture’ so they can share your vision.
  2. Help them see the ‘light at the end of the tunnel’ and involve them in helping you work out how to get there. (These first two To Dos are known as ‘engaging people’ in the jargon.)
  3. Match the work needed to reach the goal suits their skill set and personal inclinations.
  4. Next, ‘energise’ them. How does achieving the goal help others? (I posted about this 2 weeks ago.)
  5. Provide the resources – the time, effort, information, etc. – they need to achieve the goal; without this, they’ll feel like they’re beating their head against a brink wall – a sure way to sap the energy you’ve summoned.
  6. Show your appreciation for their contributions. Make it clear you prize what they’re doing because it’s helping to bring that light at the end of the tunnel ever-closer.

So there we have it, a simple enough formula that you can put to work tomorrow to bring out the best in your team:

Engage – Match – Energise – Provide – Prize

Are you working hard enough? (Trick question)

Consider these two situations:

A: You’re at work.

  1. You’re slogging through your usual 10-hour day answering phone calls and emails, trolling through paperwork, rushing to meetings… Are you working hard?
  2. You’ve been in your ‘flow zone’ for two hours of total, productive concentration. You feel energised and knock off early for a walk in the fresh air. Are you working hard?

If you answered ‘Yes’ to 1, you’re kidding yourself.

B. A joiner comes to re-hang a sliding door that sticks and is difficult to move.

  1. He gives it a tap and a whack and it’s in perfect working order. Be honest: Do you feel a bit cheated when you hand him his fee?
  2. The joiner toils and grunts and seems to work quite hard for quite a while before the door is in perfect working order. Do you feel his fee is worth it when you pay him?

If you answered ‘Yes’ to both 1 and 2 in situation B, you’ve fallen for the ‘labour illusion‘.

This same illusion leads people to answer ‘Yes’ to question 1 and ‘No’ to question 2 in situation A. We tend to equate effort, be it long hours or grunts, with hard work. But generally, what really counts is results, not time spent or sweat. The ‘labour illusion.’

When you apply the ‘labour illusion’ to your own work, you kid yourself that long hours and ‘busy’ (but non-productive) work are ‘real work’ and that you’re working hard.

And whether you’re a customer or a team leader, when someone else is working on your behalf, you probably like to see them putting in some effort. Most people prefer the ‘hard-working’ joiner to the expert, experienced joiner who completes a job quickly and proficiently. Many bosses would be rather miffed at a team member knocking off early, even though their work is done or they just cracked a difficult problem or made a break-through innovation. The ‘labour illusion.’ (Maybe that’s what’s at the core of toxic work cultures where you’re not committed and working hard enough when you go home on time?)

Even when the hours you or your team members put in are easier to measure than actual results, don’t let the ‘labour illusion’ fool you. It isn’t how tired you or they are at the end of the day that counts. Results count. (Of course, we aren’t talking about people learning a new job, here. That takes time and effort and results aren’t great straight away.)

Understanding the ‘labour illusion’ helps you to concentrate on what’s important, to do your best and to work as hard as you need to, in order to get the results. It teaches you to not kid yourself that busy work and long hours earn results.

 

 

How to avoid the most common communication mistakes

Last Friday, I posted twice. In the second post, Do you make any of these common writing mistakes? we reviewed four common mistakes people make when writing. Here are some other common communication mistakes of the non-written kind and how to avoid them.

The first is cowardice. Cowardice may mean taking the easy way out and delivering bad news by email rather than in person, or it might be avoiding difficult conversations. Think about the best way to deliver bad news so you can deliver it sensitively. That usually means putting yourself in the other person’s shoes and thinking about how they will hear your words. It doesn’t mean not telling the truth, but it does mean telling the truth with tact. And, almost always, in person.

When the bad news entails negative feedback, which I prefer to call constructive information or corrective information (the latter being a bit stronger and more directive), the art of providing clear, actionable information is important in our personal as well as our professional lives. So think through what you want to say and practice a bit first, even if only in your head.

Even when the news isn’t bad, you often need to put yourself in the other person’s shoes. When you want to provide some information or instructions or ask a favour, for instance, you’re going to have a better result when you think about it from the other person’s perspective. What does she already know and think about the issue? How can he use the information you’re providing? What’s currently going on in her life? What tack is most likely to motivate him? And so on.

When good communicators have the same message or request for four different people, they invariably give it in four different ways, each tailored to the individual they’re speaking with. Everyone has different needs, life experiences and backgrounds which you can take into account to communicate more successfully.

Another mistake is not being clear about your own motives. What’s your real purpose in communicating? What assumptions are you basing your communication on? What action do you hope for from the other person? When you realise you’re about to communicate based on frustration or anger, for instance, you know it’s time to zip your lips.

Bottom line: Effective communication is about thinking through how best to put your message across, and that means using your empathy and emotional intelligence.

How to be a peak performer

When I was heavily into designing and leading management training programs for lots of organisations around Australia and New Zealand, I got to know thousands of managers. It became pretty clear that the star performers all shared similar attitudes and mindsets towards their jobs and life in general. And I developed a theory about the ways their minds worked.

I took my theory to a cross section of these organisations who agreed to identify their peak performers objectively, based on their results, and I interviewed them individually and in small groups to pick their brains about how they thought. The goal was to train other managers to think and behave like the peak performers so that they, too, could become ‘stars’.

As expected, we found that the peak performers all shared remarkably similar ways of looking at the world. Here are the highlights, in no particular order because they’re all inter-linked.

  • Peak performers have high standards and expect the best for themselves, from themselves and from those around them. That attitude reminds me of a sign that hung in every classroom of my high school: Mediocrity is a choice — so is excellence. Peak performers opt for excellence and don’t settle for second best. Why should they?
  • Those high standards mean they set challenging goals and keep moving towards them.
  • Their high standards also mean that they constantly strive to improve themselves, the way they work and the results they’re getting. Peak performers are always looking for different and better ways. One way they do that is by reviewing the day’s events and selecting one to pick apart — what went well, what could have gone better, how can I do even better next time? Then, when they come across a similar situation, they can put their improvement plan into practice. (Find out more about that here.)
  • This leads to another characteristic of peak performers: they take responsibility. They work out what they need to do in order to accomplish their goals. They don’t sit back and wait for the magic to happen; they get out there and do something in a proactive way. And when things don’t go as well as they’d hoped, they don’t blame circumstances, the economy, the weather, other people or anything else. They take a look at what happened and figure out what they can do to make things better.
  • Peak performers deal with mistakes differently than ‘also-rans’, too. When peak performers make a mistake, they don’t deny they’ve made a mistake, bury it, blame someone else or make excuses. Nothing changes when you do that. Peak performers see the mistake as a practice shot, move on and try something different. Soichera Honda famously said that success is 99% failure, which may be a bit of an exaggeration, but it makes a good point.
  • Peak performers focus their efforts where they’ll count. No one can fix the weather or the economy but when an El Ninio is predicted, peak performing farmers might plant crops that don’t need as much water, put in a more efficient watering system or build a grey water irrigation facility. When the economy goes south, peak performing sales people might figure out ways to sell more to existing customers, pick up new customers or help develop new and improved offerings.
  • Linked with that is focusing not on their difficulties and the obstacles in their path but on what they can do to circumvent them jump over them or work their way through them. They can do this because they keep their eyes on the goal, not what’s getting in their way.
  • Finally, peak performers communicate and work effectively with others. The world of work is changing dramatically and important as this ability has always been, it is becoming ever-more important as work is becoming increasingly team-based and temporary. This means managers (and team members) need to be able to work well with a wide range of people in different situations and work out quickly what specifically they need to do in order to add value.

How many of those mindsets do you share? What about your team members? What can you do to help them adopt those ways of thinking and acting so that you have an entire team of peak performers?