The Voice for Insightful Leadership with Shelley Row, P.E.

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The world has shifted and here we are – at home – working. Having worked out of my home office for years now, I can say with assurance that there is a difference between working at home for a couple of days a week and working at home for an extended period.  Extended periods at home offer two challenges: productivity and connection with colleagues. Particularly for technical professionals like me, working from home is a chance to dive into those project details that require uninterrupted time. But don’t underestimate the need for connection (and people who feel connected are more likely to be productive). While our current situation is driven by the response to COVID-19, we are likely to see long-term shifts in our work patterns. Start now to develop the habits you will need to work productively from home and keep connections alive and well.

 

Here are four areas to master to remain productive and connected when working from home.

Manage Distractions at Home

Drop-in a load of laundry, pick up the Amazon package, make a grocery list, put the laundry in the dryer, order an item from Amazon, pay a bill online, do a quick check on social media (okay…so that wasn’t so quick), plan dinner, and, in your spare time, entertain your kids. Before you know it, the day is chopped into bits and productivity disintegrates. Instead, bundle the day into productivity pockets that give you focused spurts for designated tasks. It takes will power but you will be rewarded with that good feeling of a day well spent. Use these bundling tactics to your own productivity pockets.

  • Identify the key tasks that need to be accomplished today. What is the task and what is the outcome for each? Approximately how much time will each take?
  • Align the tasks with your energy. If a task requires significant focus, slot it into your high energy period. For choppy tasks, like emails or phone calls or checking in on staff (see below), slot these into lower-energy parts of the day.
  • Balance work tasks with home tasks. Inevitably there are a few tasks around the house that I want to weave into the day. Identify them, too. Slot them into the space between your productivity pockets. For me, that momentary break is a reward for achieving the task goal. Yes, unloading the dishwasher is a reward. Not because I love unloading the dishwasher but because it’s a brief brain break that allows my mind to rest. Use these personal chores strategically in the day. Otherwise, you break concentration, lose your train of thought and spend more time getting back into the groove.

Set yourself up for success by clarifying expectations for response times.

  • Clarify the expected response times with your boss. We tend to believe that responses are needed faster than they really are. Discuss this with your boss to negotiate reasonable response times that balance promptness with productivity.
  • Clarify your expectations on response times with your team or staff. They probably think you expect an immediate response when that may not be necessary. You should think through the same balance between promptness and productivity. Every time you ask them to break away to email, Zoom or call you, they are distracted from other work. What’s most important?
  • Be transparent about your productivity pockets. Tell your boss and staff that you expect to be focused on THE big project from 10 am until noon. You will be off your phone and off email. You’ll check messages at the end of the window. If need be, coordinate with another person to cover for you during that time so that you alternate productivity pockets.

Once you define your productivity pockets, protect that time from the time vampires that suck away the day moment by moment.

  • Turn off the sound on your computer and phone. Turn off the sound. (Caveat: you may have a family situation like a sick child or elderly parent with whom you need to always be available.)
  • Turn off popups. Every time that tiny envelop popups up that indicates a new email in your inbox, your brain is momentarily distracted. It breaks your focus and time drains away as you regain your focus. Simply turn off the popups.
  • Move the phone outside of view. I confess. To truly focus during my productivity pocket, I do best if I move the phone physically out of the room. It’s simply too easy to pick up the phone to check the time, the weather, text messages, Messenger and more. My level of productivity soars when the phone is out of sight.
  • Execute the plan. Sure, something unexpected may happen (actually, something unexpected will happen). When it does, deal with it and get back on your plan and protect your productivity pockets.

Stay connected to employees

It’s tempting to take a deep dive into focused project work; however, as a manager, your staff need your attention now more than ever. Even if you supervise highly technical people who enjoy working alone, they are human and they need a connection. If you have high social people on your staff, they definitely need connection. How will you help them feel connected when everyone is sequestered in their homes away from the watercooler chitchat?

Touch base just because. Call your staff or team members. If need be, put these calls on your to-do list. Plan them into your day as a productivity pocket. I know…this doesn’t feel productive to those of us who go-go-go. But, bodies of research show that you increase productivity when people feel engaged and cared for. When you place these calls, you are actively contributing to productivity.  Call (not email) to inquire about them (not the project). Ask the impact this pandemic situation is having their life with kids, older parents, and canceled vacation plans. Show interest in their personal well-being. That matters to an isolated person with limited contact.

Offer your support. Whether on a phone call, FaceTime or on a virtual meeting platform, ask how you can help them be more productive.  What would make the experience better for them? What do they struggle with? What is it like for them to work from home? How can you help? Ask how you can help them stay connected to you, staff and the organization. Don’t forget to thank them for adapting to this strange environment.

Weekly summaries of meetings. Consider sharing a brief weekly summary of the status of work across units. It shouldn’t be long. Bulleted points are enough. The goal is to keep everyone in sync with the big picture and each other. You can also request that a short summary of status be sent to you weekly. This keeps you up to date on the work of your dispersed office and conveys your interest in their work.

Connect visually. Use video conferencing services for visual connection. Adding the visual component immediately makes discussions feel more alive and real.  Leverage the visual element by providing a virtual “tour” of your home office or the view from your window. Have you noticed that it helps you feel connected when you have a visual image of someone in their home or office? Give your staff a visual context of you at work in your home office. Plan to connect visually on a regular basis to fight the sense of isolation.

Conduct effective virtual meetings

You’ve probably had more virtual meetings in the last couple of weeks than in the last month. Virtual meeting platforms (I use Zoom) are remarkably good at simulating an in-person meeting environment. But, they are not the same. To get the most from your virtual meetings you need a different approach. Take advantage of this unique opportunity to hone your virtual meeting skills and train your team in the protocols that make a virtual meeting most productive.

Follow good meeting protocol. Virtual meetings like a “real” meeting benefit from the same principles. Have an agenda with defined times. Identify the specific goal for the meeting (“By the end of this meeting we will….”). Review action items, the responsible party, and due dates. As in an in-person meeting, you want to be aware of the communication preferences for each of your team members and adapt your style accordingly.

Engage everyone. Virtual meetings, more so than an in-person meeting, benefit from pre-defined roles. Set expectations for their engagement upfront (Keisha will discuss the project x update and Jose Luis will discuss program y). Giving everyone a role also ensures their attention throughout the meeting.

Test technology. Don’t waste the start of the meeting with technology that doesn’t work correctly. Test the link, the webcam, the sound quality, and the connection well in advance. If needed, have participants download the software before the meeting. Make sure that you, as the host, know how to mute/unmute, raise electronic hands, manage a chat function, use the whiteboard, record if needed and share your screen. It’s not hard. Learn these skills in advance, not in front of busy staff.

Set virtual meeting guidelines. You need clear, explicit guidelines to get the most from your virtual meeting. The guidelines may vary based on the size of the meeting. Small meetings of 4 to 6 people have more flexibility. As the number grows, you need more structured interaction. Use this checklist to develop your own guidelines.

  • Everyone uses their camera. This increases the feeling of connection and it discourages multitasking during the meeting since everyone can see each other.
  • Mute everyone on entry into the meeting and keep them muted except when speaking. This is particularly important with large virtual meetings. But even small virtual meetings are disrupted when the dog barks, doors slam, or the lawnmower starts up.
  • Raise your hand (visually or on the platform) when someone wants to speak. This allows you to moderate the discussion and ensure that everyone has a chance to speak. Unlike a real meeting, this method ensures that people don’t interrupt or talk over each other. It also means that the meeting may take longer.
  • Mute cell phones and no multi-tasking. Be clear that phones are not to be used during the meeting. Attention is expected to be on the discussion in the virtual meeting. Participants are not to walk out of the room during the meeting.
  • Introduce everyone. Request that everyone login under their own name so that it appears on the screen. If there’s no video and people are on the phone, request that they state their name before talking.
  • Have a good connection. Ask that everyone be in the best location they can for Wi-Fi or cellular reception or hardwire into Wi-Fi.

Write clear emails

Clear communication is a challenge, particularly when working virtually. Email is heavily used (too heavily?) communication medium on a “regular” day in the office. With staff isolated in their homes, email becomes an even more important communication tool. And, email is routinely handled badly. Now’s the time to enhance email writing skills. And, let’s face it, we need this skill no matter our work location.

Clear language. We zip off a quick email without much thought. We type a response in the last minutes of the day or while rushing to the car. We dash off instructions without rereading them. And, then, we are perplexed by miscommunication. An important email is not fast. It is crafted and careful.

  • Reread the email for clarity. Will someone less familiar with the situation understand the nuances? Since the reader can’t read your mind, how could the email be interpreted differently? Make adjustments to ensure clarity.
  • Remove ambiguous words. Words like “it,” “that,” “this,” “those,” and “them” leave room for ambiguity. Search for those words and replace them with the noun to which it/that/this/those/them refers.
  • Assess acronyms. Will all readers understand the acronyms?

Structured for easy reading. Have you ever received a long email with big, rambling paragraphs? You feel exhausted before you even start reading. Instead of rambling, structure the body of the email so that the reader isn’t overwhelmed. Plus, the structure allows you to cater to the communication styles of different people. Some want the summary; others need background. Provide both for important emails.

  • Prioritize the messages in the email. Start with the most important and work your way to the least important.
  • Put the action first. What action do you want from the reader? When do you want their action? Make the action the first part of the email.
  • Use bold, italics and highlight to focus the readers’ attention. Visually identify the key points or sections in the email using bold, italics and highlighting. These visual tools allow the reader to quickly skim the email and find the most important bits of information. I know…you don’t want them to “skim” the email. But, they will. Make sure they pick up the points you intend by making those points obvious to their eye.
  • Provide a bulleted summary of key information. Bulleted points are also useful to visually identify key points and provide white space in the email. White space gives the brain a break and allows it to more easily process information. The summary allows the person short on time to glean the information she requires immediately.
  • Provide details below. Following the summary points, add detail for those who crave detail. Detail may be the background of the issue at hand. Detail may be research that supports the points. Detail may be factors that contribute to the decision. Providing details serve those who crave research and data and it documents the rationale behind your thinking.

Tone. Unless you are writing to someone you know well – very well – strike a professional tone. No sarcasm, no dry humor, no witty comeback as this writing style is heavily dependent on the readers’ interpretation. Plus, email is an official document. Always consider that someone else may read it. Be professional.

  • Reread the email for tone.
  • No emojis in a professional email (FYI. There is no consensus on the plural. It can be either emoji or emojis. I checked.)

Details. Details matter with email. Have you ever hit Reply All when you meant to hit Reply? I’ve seen terrible situations result from a Reply/Reply All mistakes. Take a few moments to reread and recheck everything before hitting Send. Email is not a fast-medium. To use it well requires thought.

  • Reread the email for the details.
  • Check the people and conversation on the entire email thread before you forwarded it.
  • Imagine that the email was forwarded to someone else without your knowledge. Would it be received in a professional way?
  • Review all the names in the To and CC lines before hitting Reply All or Forward Are your comments and the comments throughout the chain appropriate for everyone on the email?
  • Think about the relevance of your message to everyone on the email. Do they all need to see your response? They do if your comment adds substantive information to the conversation if you want others to see your participation if you want to register your agreement or disagreement with the group, They don’t if there is no added value such as cc’ing everyone only to say “Thank you.”

We are in unusual times and everyone is adapting to the temporary situation. Even after the COVID-19 threat recedes, I believe we will see an uptick in virtual work and the use of virtual meeting platforms. Be the manager who is on top of this shift and create the skills for you and your team to be both productive and connected.


Shelley Row, P.E. explains why NOW is probably the best time for technical managers to work on improving their leadership skills (and earn PDH credits!).
Registration & more info -> https://ilinstitute.teachable.com/

Whether your technical expertise is in engineering (like mine), law, finance, technology or science, we technical folks don’t have good reputations as managers.  When a technically accomplished person is promoted into management, suddenly the old skills that made us successful are not as relevant. 

I’ve seen technically talented managers become perplexed by people issues, stymied by office politics and mystified by seemingly illogical decisions made by “management”. You don’t have to be perplexed, stymied or mystified. Here are the top ten skills that I learned the hard way when I became a manager. Now, you can eliminate the frustration by learning from my mistakes so that your management competence matches your technical competence.  

  1. Know your staff. Take the time to get to know each of your staff individually. 
  • What’s their background? 
  • What are they passionate about in their work and life?  
  • What are the skills that they love to use? 
  • What type of work makes them feel fulfilled? 
  • What is something that you have in common? 
  • What do they need from you to be successful? 

     2. Know your skills and preferences. If you haven’t already, now is the time to become self-aware. You need to see yourself clearly and honestly. 

  • What are your strengths – those behaviors that you do so easily that you didn’t realize it was special?
  • How do those characteristics support you at work? When do you overdo them at work? 
  • What are your communication style preferences? How do you respond to those who communicate similarly to you? How do you respond to those who communicate differently from you? 
  • What are the stories in your life that color your perceptions? 
  • What are the filters through which you see the world? 
  • How do you prefer to work? When will you have that in your management role and when will you not? 
  • What people and situations trigger you and why? 
  • Are you coachable? 

      3. Know your boss. You need to know the motivations, stresses, and strains that your boss is under. 

  • What makes your boss tick? What does she care about? 
  • What’s his career and personal background? 
  • What’s his pet project? 
  • What frustrates her? 
  • What is his biggest time waster? 
  • What keeps her up at night? How can you help alleviate some of that stress?

     4. Know the influencers. Regardless of position, there are people inside and outside the organization who count.

  • Who are the power players who wield influence? Whose opinion carries weight in the office and with your boss?
  • What can you learn about their background, interests, headaches, and passions?
  • Who are the deep thinkers who everyone respects? What do they think? What are they worried about?
  • Where is an area of commonality that allows you to connect with them?
  • How can they become your ally?

5. Know the factors other than the data that are influencing organizational trajectory. Organizations are impacted by factors that can’t be measured.

  • Are there political factors that will impact your organization? If so, what are they? 
  • What are the societal trends that you should attend to? Global trends? 
  • Are there relationships outside the organization that impact its success? 
  • What can you do regularly to remain attentive to these forces?

6. Know the person who can get things done in the office. There is someone in the office who is a skilled networker and sleuth.  She knows everyone! This person has informal power and knows where the bodies are buried. Everyone probably owes him a favor. She will know about birthdays, anniversaries, family illnesses, staff worries, hopes and fears.  Because of these connections, he will have an uncanny way of getting things done. 

  • Who is it? Find out and make friends.

7. Know a broad range of information sources. We all have a natural inclination to seek information from sources that are comfortable and familiar. 

  • Where are you getting your information? Is it from people you know and trust? The people who are like you? 
  • Are you reaching outside your comfortable circle to those with different backgrounds and demographics? 
  • Are you seeking input from the people who make you uncomfortable or who are likely to disagree? 
  • Do you need to expand to a bigger reach?

8. Know how to challenge your initial impressions. It is easy to make and hold initial impressions but there is usually more to the story than that. Our mental shortcuts – the impressions we form – can be heavily influenced by biases of all sorts. 

  • What immediate impressions have you formed about the people on your staff and the people you will work with? Now, challenge those impressions. 
  • Ask yourself why you immediately like some people but not others. Why are you impressed or not? You will likely discover that you naturally connect with people who are like you in some way such as a common background, work style, or value systems 
  • Are you listening more to them and discounting input from those with whom you don’t naturally connect? 
  • Are you allowing this human tendency to skew your perceptions and decisions? 
  • How can you challenge yourself to look beyond initial impressions of people? 

9. Know your vision for the organization. As a leader and manager, you need a vision that charts a clear course for your organization. This creates confidence and certainty for the staff. 

  • Do you have enough information to have a vision? 
  • What are the trends? 
  • What data can you collect? 
  • What is your initial impression of the data? Now, what are the different interpretations of the same data? 
  • What other intangible factors need to be considered? 
  • Combine the data with the intangibles. What’s the trajectory for the organization and the factors you need to watch?

10. Know your leadership philosophy. Like having a vision for the organization, your leadership philosophy guides decisions about the investment of time, money and creation of the office culture. You need clarity about your leadership beliefs.

  • What do you believe about leadership and do you behave in accordance with your belief? 
  • Do you believe in transparency? 
  • Are you willing to allow others to see that you don’t know everything? 
  • Do you trust your staff? Do they trust you? 
  • How much control are you willing to relinquish? 
  • How much do you believe in coaching and staff development? Do you believe in staff development enough to invest time and money? 
  • How do you invest in your leadership growth?

If you found this helpful, there is a ten-part, interactive webinar series based on these skills. Click here for more information and to register. Or, email kerry@shelleyrow.com for details. 

Contact Shelley Row at the Insightful Leadership Institute to assist you and your staff to grow your skills as an insightful leader.

 

What’s your leadership philosophy?

What’s your leadership philosophy?

What’s your leadership philosophy? I’ve asked that question to interview candidates and it has been asked of me. Frequently, the candidate is stumped as was I the first time. Don’t let that question stump you.

Perhaps you’ve worked with people who were especially good or bad leaders. Perhaps you are a reader of leadership books that fill-in-the-blanks around your belief system. Whatever the sources from which you draw, your leadership philosophy is essential to guiding your work every day. It is your North star, your guiding light, the keel that keeps you upright, the rudder with which you steer, your boundary within which you work … and live. What do you believe about leadership? What are the leadership principles that guide your behavior?

This article encapsulates key considerations that formed my own leadership philosophy even though I haven’t successfully embodied all of them all the time. Without them, my work was fraught with indecision, suffered from wishy-washy direction and drifted due to lackluster communication. I offer these ideas as you develop your own leadership philosophy.

  1. Align behavior and strategy with vision (see my last blog). Once she has her vision, a strong leader constantly verbalizes that vision and ensures that her behavior is fully aligned. Nothing torpedoes a compelling vision than a leader who doesn’t walk her talk. Similarly, nothing cements an organizational vision like a leader who aligns her behavior and language while rewarding the behavior of others.
    • Strategy aligns with vision. I’m a believer in vision but vision is nothing without strategies that become actions. I like to identify the three to five critical success factors needed to achieve the vision. Strategy flows from them. For example, when I ran a research program for the US Department of Transportation, our critical success factors were: Money (funding from Congress); Staff; Engaged community (organizations and people with whom we engaged); Impactful projects with a clear federal role. Our strategies flowed directly from these critical success factors. In my current business, there are three critical success factors: 1) Compelling, useful content, 2) Interested, engaged audience 3) Methods to connect the content with the audience (newsletters, books, webinars, keynotes, consulting, coaching). It’s that simple. What are your critical success factors? Do your strategy and activities flow directly from the vision?
    • Budget aligns with strategy. Your strategy should be visible within the budget. Can you see your strategies in the funding within your budget? If not, you don’t have an achievable, sustainable strategy.
    • Communicate, communicate, communicate. The leader is the chief representative of vision and strategy. He must be an artful and constant communicator outside the organization, across the organization and to staff. A mentor taught me that your message is only beginning to get through when you are exhausted communicating it.
    • Staff should “feel” their role in the vision. Leaders frequently assume that staff “get” the big picture. Experience tells me that is rarely true. Staff need support to explicitly understand where their work fits within the organization and vision. With that knowledge, their work is grounded in relevance and they feel more fully a part of the organization.
  2. Work is about people and people have feelings. As an engineer who became a leader, I naturally gravitated to data and strategy. Consequently, my biggest realization was appreciating that all work is inherently human and humans function on feelings, not data. Don’t underestimate the importance of feelings at work.
    • Create a feel for the organization. What’s the feel of your organization and culture? Do people feel good about their contribution? Is there fun at work? Is there humanness and caring at work?
    • Treat others well. How do people feel when interacting with you? One of my barometers of a leader is to observe their treatment of the lowest service staff: janitorial staff, cashiers in the cafeteria, wait staff. Do they make them feel seen and valued?
  3. Tone at the top. What you say and how you say it matters. You, as a leader, are contagious. I’ve worked for a leader steeped in integrity and another leader who bullied and fostered fear. In both examples, overall behavior in the office shifted to mirror the tone at the top. What tone do you set?
    • Transparency. Staff don’t have to agree with your decisions, but it helps if they understand your thought process and considerations. Inevitably, leaders have more information and factors to consider than staff realize. Transparency into your decision-making process broadens understanding and creates trust. Of course, not all the reasons can be disclosed, but the more transparent you are about small decisions, the more likely they will trust you with the big ones that, by necessity, must be less transparent.
    • Provide immediate, constructive feedback. I’m astonished by the number of staff who have no feedback about their performance. One person said, “I have no idea how I’m doing.” There’s no reason for that. Research shows that the best performance motivator is immediate, informal feedback on performance or behavior. Give specific, useful feedback in as close to real-time as is feasible. Specific is key.
    • Be appropriately fair. The brain likes fairness, but a workplace isn’t always fair. My goal instead was to be appropriately Being appropriately fair allowed me flexibility to consider the individual, his circumstances, his past performance, and the context of a specific situation. Frankly, I think this is more fair than the blind application of a generic policy.
  4. Have high expectations. Expect top quality performance of yourself and staff (this doesn’t equate to long hours). Don’t tolerate consistently poor performance. If termination is needed, terminate. Even as a government leader, I terminated employment for several staff (it can be done in government but it’s not easy). When discussing the termination of staff on a panel of leaders, I was asked, “Aren’t you afraid people won’t want to work for you?” My response, “You’re right. The poor performers don’t want to work here, but top performers do.”
    • Support staff in development. “How can I support you?” That’s the question my boss asked me. It was the first time a boss specifically asked how they could be of service to me. Have you asked your staff? What can you do to support their professional development and what can you do to support their current work?
    • Reward the behavior you seek to create. Be crystal clear on the behavior that supports your culture, its tone and the vision for your organization. Then, watch for it, recognize it and reward it – visibly and vocally. The hardest part is having clarity on the behavior you seek to create. Oh…and say “thank you.”
  5. Be thoughtful. I wrote last time about the importance of connecting the dots (read here).  To do that you need time. Not just any time but quiet time for thinking, observing and connecting the dots. Some of the most visionary, compelling leaders I worked with made time to think and reflect. I call it taking a brain break. How do you take a brain break and ensure that you have that thoughtful time? Being busy is not the same as being important.
  6. Be focused. It’s easy to be pulled in a thousand directions at once. As a leader, focus is key. You need clarity on the important work when the urgent work strives to derail your attention. Guard the time to work on the important activities for you and your staff. Prioritize ruthlessly. Stick with the priorities.
  7. Share control. The brain feels comfortable when it has control. Consequently, you will be uncomfortable as you enable your staff to be comfortable that they have control over their work. The biggest problems I’ve had with giving control to staff stemmed from my lack of clarity about expectations and priorities.
  8. What are key attributes of your leadership philosophy? Share them with Shelley here so we can compile a more complete list to share with others. Whatever your leadership philosophy, have one and live it.



In researching this article, I found countless resources on “how to write a vision and mission statement,” “how to execute a vision and strategy,” and “why you should have a vision statement.” I found no articles on how to create a vision in the first place.  An organizational “vision” too often is a set of action items that preserve the status quo. The vision doesn’t simply show up. You have to take action and be thoughtful to have vision and create a vision.

Organizational Vision Connect the Dots

“What do you want your footprint to be?” That’s the question my friend, Susan, was asked when she started her position leading a key government agency in Canada. They went on, “If you were leaving this job in five years, what footprint would you leave behind?” Good question.

As Susan and I organizational vision, we realized that vision requires you as the manager or leader to connect the dots. That means you need to first see the dots and have time to step back and think about how they connect.

Let’s start with seeing the dots. In this case the “dots” are trends, organizational competencies and opportunities that are uniquely filled by your organization. The organizational vision is the place where the three intersect.

Trends. To consider trends necessitates that you zoom out and see the world through a telescope. Zooming out requires accessing and assimilating information from a wide variety of sources. Read news articles, trade journals, magazines, and books. Listen to podcasts, news programs, industry conference sessions, radio and thoughtful people. From that information, look for common threads, emerging issues, and high-level movements. Here are some questions to prompt your thinking.

  • What trends are impacting your industry?
  • What trends are shaping other industries that are tangential?
  • What’s happening at the fringe of the data that may foreshadow the future?
  • What are thoughtful voices talking about?
  • What data can you collect?
  • What is your initial impression of the data? What are different interpretations of the same data?
  • What threads shine through the articles you read in trade journals and the news?
  • For what products or services are clients and customers starting to ask?
  • What is happening in industries outside of your own that point to related trends?

What is the core competence of your organization? Whether public agency, private company or educational institution, your organization serves a function within the bigger industry. When I ran a government office, our role was to incentivize action in areas that would not be fulfilled by traditional market forces. A company I work with has a core competency in the manufacture of highly reliable electronics. Your vision lives at the intersection of trends, competencies and opportunities. What is it for you?

  • What is your organization known for?
  • Does your organization have a specific mandate? If so, what is it?
  • What special role does your organization play within the industry or within a larger organization?
  • What are the key skills that support your organization’s business?
  • How will these skills need to evolve in the future to keep up with the trajectory?
  • What makes your organization stand out from others?
  • How can the core competence be used in new ways?
  • How can core competencies be used for new clients or customers?
  • What niche does your organization uniquely fill?

Now, connect the dots. Project the trends along with your core competency to search for opportunities that your organization is uniquely positioned to fill. There may be a role to be played, a product or service to be created, or spokesperson who needs to speak out.

  • Where are the gaps likely to occur in the future?
  • What will be needed in the future that aligns with your core competencies?
  • Who will need it?
  • Where is leadership needed?
  • What should you do that makes the most impact in terms of revenue or influence?

Don’t constrain your thinking too much with the practical realities needed to implement the vision. That comes next as you refine the vision and the steps needed to create an organization that can execute every day drawing a little closer to your vision. With your vision in mind, consider these three factors that are necessary to implement a vision.

  1. Staff. As you project the trends, consider the evolution of skills needed in the future. What staff skills are necessary to execute the vision? Will existing skills be obsolete or replaced by machines and artificial intelligence? How many staff will be needed? What shifts are necessary to position the staff resources to be ready and capable to drive the vision forward? Do the current staff have the core skills and interests to grow into the future? How can you start now to develop the necessary skills? How can you pique the curiosity of the staff so that they see the needs of the future and respond to them?
  2. Structure. By structure, I mean the processes, procedures, and resources needed to achieve the vision. Are the existing structures adequate to support the vision? Or, are they antiquated and designed for a time that has come and gone? Do they support the type of customer interaction needed for the future? What performance benchmarks will be important in the future?
  3. Culture. I no longer remember where I read it, but it stuck: Culture eats strategy for lunch. Basically, the best laid strategy is useless without a companion culture. As you consider your footprint five years into the future, what culture exists in your office? How does it feel to work there? How do the staff describe the work environment? Is it cutthroat, collegial, trusting, suspicious, collaborative, competitive, fast-paced, considered? What behaviors are indicative of the desired culture? What rewards exist that are tied to the behaviors that are tied to the culture?

Leaders are masters at connecting the dots. They see with a microscope and with a telescope. They are keen observers of their environment and are constantly thinking about the big themes and the implications on their organization. And, there is one more element essential to creating vision. That element is quiet time to consider, digest and think. Collecting and connecting the dots can’t happen in the midst of hurried days, jam-packed schedules and frantic work assignments. Thoughtfulness and creativity live in quiet places: a walk, mowing the grass, driving in quiet, sailing, running, cooking, or anything that allows your mind to wander. To create vision, you need reflection time to discover the footprint you wish to leave in your organization.

How do you ensure there is quiet time in your work for visioning?

 



Hard-to-work-with, passive-aggressive, disagreeable, arrogant, unresponsive, unmotivated, angry. Know anyone like that?

Rational, levelheaded, thoughtful, curious, respectful, friendly, easy-to-get-along-with, agreeable. You probably know people like this, too.

Whether negative or positive, we throw labels onto people until they stick. Those labels are a product of our judgement and are heavily influenced by our biases and filters. Without awareness of the potential for bias, you can under or over-estimate a person’s skills, discount their input, fail to take advantage of their knowledge or only hear ideas from those with whom you agree. All of this artificially narrows your viewpoint, restricts options and skews your decisions. On the other hand, an insightful leader knows to recognize his own biases and intentionally see beyond them. She knows to challenge her own limited viewpoints to intentionally gather the information that differs from her own opinion…and then listen to it.

For example, when I ran a research program for the federal government, we created active research programs of which I was proud. And then, we got a new boss. Within a few short discussions with him, I labeled him, “arrogant, difficult, and a jerk.” I’m sure he labeled me something like, “bureaucratic, wimpy, and weak.” Because I labeled him as “difficult,” I avoided talking to him, asking his opinion or working with him, as much as possible. He didn’t relish working with me either. In our meetings, he became frustrated and yelled his orders. My bias was so strong that projects he started, I discontinued when he left. Similarly, he disliked our programs and tried to stop the ongoing work. Sadly, neither he nor I could see beyond our biases to the value we each offered. The result – bad decision-making. He couldn’t the value in our projects and I couldn’t accept his good ideas (and he had good ideas). The big loser was the program of research that would have been stronger if we saw past our biases. To keep this from happening to you, you must first realize that, from a neuroscience perspective, the deck is stacked against you. You are designed to gravitate and believe those people you like.

You see, your brain takes shortcuts to make things easy for it. Those shortcuts create natural biases. It’s easier for your brain to talk to people for whom you feel a connection. Maybe they think like you, have a similar background, or you have something in common. Similarly, it’s easier for your brain to avoid those for whom you do not have an affinity. Perhaps they have different ideas, work processes, values or backgrounds.  Another brain shortcut is to unconsciously hear and give more credence to information that supports your existing viewpoint. When presented with a wide range of information, your brain will naturally gravitate to the information that is most like your existing perspective. Basically, it’s easy to see a situation as you always have but you must work harder to force your brain to be flexible to new ideas coming from different people.

You simply can’t afford to let your biases be in control of your decision-making and skew your perceptions. Here are five steps to challenge your existing impressions so that you create insightful decisions.

  1. Recognize the labels you’ve created. Recognize the labels that you have imposed onto others and that may hold back your receptivity to some people and overly rely on other people.
    • What impressions have you formed about the people you work with?
    • Who are your “good guys” and who are the “bad guys?”
  2. Challenge those impressions. Notice your natural preference for some and not others. Now, do the hard work of challenging your own impressions so that you create more balanced input.
    • Are you talking only to people with whom you’re comfortable?
    • Are you asking for input from those most likely to agree with you?
    • Are you avoiding those who rub you the wrong way?
    • Are you discounting (or not asking) opinions from those for whom you find tedious, annoying or difficult?
  3. Question your experience. Your brain easily gravitates to answers based on your experience. But, in a changing world, the past may not be prologue. Past experience may be of limited value.
    • Does the future resemble the past?
    • Do the old answers pertain to new questions?
    • Your experience may provide valuable input but are you sure?
    • Are you over-relying on experience from the past when the past may not be a reliable predictor of the future?
  4. Broaden your input. To change the impact of bias in your decision-making, intentionally identify a broad range of people from whom to seek input. Balance input from those likely to share your views with those likely to have a contrarian perspective. Talk to a range of people who are different from you. I once interviewed the head of the engineering department for a major university who was also a former astronaut. He explained that when faced with a difficult decision, he intentionally sought the opinions of women peers. Because, he noted, they approach problem-solving differently. He felt that he benefited from their shift in perspective. You can do the same if you intentionally challenge your biases.
    • Are you talking to a wide range of people including those with whom you easily relate and those you don’t?
    • Is the input you receive balanced between expected and surprising?
  5. Truly listen. Even when you make an effort to talk to a wide range of people, the natural inclination of your brain is to hear, remember and give more validity to opinions, facts and data that support your existing It takes more effort for your brain to internalize different perspectives.
    • Are you only hearing the input that supports your viewpoint?
    • Are you discounting the information that is contrary to your current beliefs?
    • Are you spending the extra time and energy to really listen and absorb other ideas?

How can you be more insightful about the impacts of your biases? What steps will you take to accommodate for your biases so that you make more robust decisions? Try these five steps to overcome your natural biases. You’ll take full advantage of many perspectives so that your viewpoint broads and you make more insightful decisions.

Share your stories about how you challenge your impressions and overcome biases with Shelley here.



I recently was asked to speak on the PharmCast podcast (where they talk all things pharmacy and wellness.policy, people and the profession) to share ideas and tools for pharmacy leaders to steady themselves and their staff. This is part two of my conversation with PharmCast where I share how to separate yourself from the crowd in Episode #5: Why Should You Get Hired?

Every year a new cohort of P4s joins the job/residency hunt and other professionals are looking to change companies or practicing settings. With clinical skills being on par, how are you communicating what you bring to a practice that is different than your counterparts? I share tips for creating a personal branding statement that lets anyone know you are right for the job. These tips shared in this podcast are applicable to any profession.

Listen to the episode here:

We’re learning about the ten skills that technical professionals need when they become a manager. Let’s discuss the importance of having a broad range of information sources.

Big Decisions: Are you considering a broad range of information sources?

When you need to gather information for a big decision, who do you go to? Your most trusted buddies. Your go-to people who always have wise input. Respected leaders outside your organization. These are what I call your “usual suspects.” You talk with them often and you trust their judgment. But what about the others – that argumentative person, the contrarian who always sees a situation differently from you and isn’t afraid to point that out, the inquisitor who asks question after pointed question? Be honest. Do you find that you avoid their input? It’s time to change that.

Why? Because you cannot make a wise decision by talking only to those with whom you prefer and who are more likely to agree with you and more likely to see the world from a similar perspective. That leads to insular thinking and can cause you to miss key inputs that could sway your decision.

To lead with insight and make the best decisions, you must push yourself to also engage with and listen to those who are not likely to agree and who are likely to have a different perspective.

There’s a reason you are inclined to talk with whom you agree. It is easier and less energy-intensive for your brain and theirs to seek out those who agree. Notice the increased energy needed to engage with those with whom you don’t agree. You need more energy to listen and self-manage your reaction in order to remain open to their different ideas. It can be exhausting….and it’s critically important to robust decision-making.  Without considering a wide range of perspectives, you will miss opportunities or miscalculate pitfalls.

To make good decisions, you must engage with four types of people.

  1. Your closest colleagues.
  2. Your biggest critics.
  3. Those with fringe opinions.
  4. Those outside everyone’s circle.

Identify people who fit into each bucket. For big decisions, make a plan to gather information from people in each bucket so that you have complete and realistic input.

1. Your closest colleagues. This is the easiest group. You know these people. They are your buddies, friends and respected colleagues. You probably share a similar world view and leadership approach. Talk with them and push them to consider other perspectives. When you identify a desirable approach, ask, “If this approach isn’t available, what is another approach to consider?” This question forces a conversation that expands perspectives.

  1. Who do you trust?
  2. Who are your go-to people?
  3. Who are your most trusted colleagues?
  4. Who are you comfortable talking to?

2. Your biggest critics. Who are the people who always disagree with you? They will argue the point, flag all the problems, and ask annoyingly tough questions. Identify them and seek out their opinions. This can be challenging and it will take a lot of energy so be sure to talk with them when your energy level is high and you can use your mental capacity to truly hear their thoughts and ideas. There is wisdom here if you can hear it.

  1. Who are the people who ask pointed questions?
  2. Who are the contrarians who always have an opposing viewpoint?
  3. Who are the people with whom you regularly disagree?
  4. Who are the people who you don’t really trust?
  5. Who are the people with whom you dread talking?

3. Those with fringe opinions. Consider a bell curve. It’s likely that the people in buckets 1 and 2 are on either side of the mean in the center of the curve. Who are the people on the tail ends of the curve? These are the people with fringe opinions. They probably don’t have a big following behind their opinions, but you need to hear from them. Innovation doesn’t come from the center of the bell curve, it comes from the far edges. While you may not adopt their perspective fully, you may discover a nugget of truth that should be considered, particularly for long-term decisions.

  1. Who are the people on the fringe of each issue?
  2. Who are the people who speak up but are ignored?
  3. Who are the people talking about topics that make others uncomfortable?
  4. Who are the people that others make fun of?

4. Those outside everyone’s circle. What are industries adjacent to yours? What industries have gone through an evolution similar to yours? Are you able to identify a few people to talk within those industries? If not, can you research that industry and the issues with which it grappled? There may be powerful learning opportunities from other industries that can inform your thinking or open new ways of perceiving your decision.

  1. What other industries are going through changes like yours? What can you research about the evolution of that industry?
  2. Who do you know in other industries who may have a useful perspective?
  3. Who from another industry has a thought process you respect?

 If you want to make a well-informed decision, take the time to identify people in each of these four buckets and consult with them. Hear their ideas without judgment, let their input sink in and weave it into your decision-making process. The result is enhanced decisions from deeper insight. That’s a key to sound leadership. How well are you considering input from a wide range of sources?

Share your stories about gathering input from others with Shelley here.

I recently was asked to speak on the PharmCast podcast (where they talk all things pharmacy and wellness.policy, people and the profession) to share ideas and tools for pharmacy leaders to steady themselves and their staff. I help provide guidance for navigating professional and personal storms in Episode #4: Four Anchors to Weather any Storm.

There’s quite a bit of disruption in the pharmacy community these days—whether its consolidation, low reimbursements or unfunded legislative and regulatory mandates. It can cause anxiety and stress when there is uncertainty and a lack of information.

Listen to the episode here:

 

 

We’re learning about the ten skills that technical professionals need when they become a manager. Today let’s discuss the importance of getting to know that special person who simply knows how to get things done in the office. And it’s not simple!

Know the Person Who Gets Things Done in the Office!

Who is the super-connected person in your office? This person has power (informally) and knows where the bodies are buried. Everyone probably owes him a favor. Because of these connections, he will have an uncanny way of getting things done. You need to know him.

I learned the value of this special person by accident. One of my staff members, while skilled in some areas was struggling in her current role. It was a rare moment of clarity that I realized that her real skill was in getting things done through organizational connections. She knew everyone’s deepest secrets. She knew who cared and about what; she knew who pulled which strings to get things done; she knew the struggles and successes of everyone on the staff. She became my Chief of Staff.  We didn’t have a Chief of Staff position, but we created one to house her skills. She was excellent. And, I learned the value of this skill set.

Who is it in your office? Here are the key attributes to help you identify this critical person. Once you find them, get to know them and make friends.

Knows the staff. Who is the staff confidant? Who knows the birthdays, anniversaries, graduations, family illnesses, staff worries, hopes and fears? You can count on them to fill you in on everyone’s personal and professional issues and dramas. Pay attention to their intel. This person is your personal staff cheat sheet to keep you in tune with the happenings in the office. You need to know to stay connected.

Knows how to get things done. She not only knows the staff; she also knows the processes needed to get things done inside the organization and the people essential to each step. This knowledge matters because every so often you’ll need to expedite something-or-the-other. You’ll need greased skids and this person has the grease. She already has the relationships and she knows what to say to get your items moved to the top of the list. Jump the line, float to the top and move to the head of the class – that’s what this person can do for you. When you need this, it is invaluable.

Knows the insider political information. Who is in? Who is out? Who is moving up? Who is moving out? These are the political machinations that are at work behind the scenes in an organization. This well-connected person has his ear to the ground and knows the unspoken power players. He knows who has fallen out of favor and whose influence is rising. This information allows you to better position your work within the organization so it is well-received by the right people.

Who is the super-connected person in your office? It’s time to figure that out, take them to lunch, learn their interests and make them a key part of your team!

We’re learning about the ten skills that technical professionals need when they become a manager. Today we’ll talk about the importance of knowing the influences outside your organization that can shift its direction and how you can stay on top of them.

Look Up and Out to See the External Factors Influencing Your Organization

Be super-duper cautious. Don’t rock the boat. Keep it under the radar. Send up no red flags. Milk toast all the way. That’s the environment my boss wanted and needed. It was, you see, an election year. His strategy: No news about his department was good news. Those factors impacted the projects selected, the reports released, events attended and briefing points (which was the art of saying something without saying anything).

The political environment is only one outside influence beyond the data that impacts your organization’s trajectory. For example, within the growing cannabis industry, understanding how the best trade associations may affect your sales output is vital, as their strategies in marketing can directly affect your reach. While these influences may seem tangential, they are serious business to others and impact your organization in a very real way. What are they for your organization? And how are you tracking them?

In order for your organization to stay relevant, here are five factors to consider, along with methods to keep you on top of the game.

Political factors. If you work in a public agency, you already know that your world shifts during an election year. Even so, I saw staff taken by surprise when their project was swept up or swept out during the election season. There’s no reason to be surprised if you’re paying attention. Those outside of the public sector aren’t immune. Is your company affiliated with a headline-grabbing project or policy? Does that visibility work to your benefit or do you need damage control? Do you need to shout your involvement from the mountaintop or hide under a bushel? You can only answer those questions astutely if you’re paying attention, looking up and out and adapting accordingly.

Questions to ask yourself about political factors include:

  • What are the local hot topics?
  • Is there a high-visibility project that’s been in the news?
  • Is a large-scale development pushing through the process?
  • Is there a controversial policy up for a vote?
  • How do you need to position your organization to account for these issues?

Methods to track political factors include:

  • Read the newspaper (for local and national news)
  • Listen to a variety of news sources with different perspectives
  • Subscribe to trade-specific newsletters (Politico e-newsletters are one example)
  • Read trade magazines
  • Participate in local clubs (such as Rotary)
  • Be part of the local Chamber of Commerce

Outside relationships. What outside relationships is your organization courting? Maybe your organization has a strategic partner or a key client. If so, that relationship likely influences decisions, projects, and resource allocation. It may require extra effort to make them feel special. That relationship may move them to the head of the line for product delivery or service needs. Your responsiveness and tone may need to be extra accommodating when working with them. Or perhaps your industry is going through consolidation so that mergers and acquisitions are common. In my exposure to this type of external influence, the organization may choose to closely manage cash flow that could impact funds flowing to travel, training and other supportive features. How might this external influence impact you? You may want to keep your ear to the ground so that you can adapt your approach to external relationships.

Check out this article from The Globe and Mail about making the most of organizational politics.

Ways to stay informed on your organization’s relationships.

  • Read the company newsletter (if there is one)
  • Talk to people throughout the organization
  • Notice where your organization spends its resources
  • Create and use an internal network
  • Attend trade association meetings and talk with other organizations you work closely with

Societal trends. If your organization is composed of people and serves people, then you are impacted by societal trends. Take a step back and consider the trends you observe. What has shifted? How has the way you live your life changed? What do these changes mean to your organization, the people in it, the people it serves? Will the societal shifts impact hiring practices, will your marketing messages change or the services you offer to staff transform? Societal trends may be anything from shortening attention spans, the rise of visual communication, shared-ride services or even the shift in legality of cannabis. All of this and more have potential implications for your organization. What are they? And, are you anticipating the implications?

For example, if your organization carries out drug tests as part of its pre-employment screening process, it is in your best interest to advertise this fact. A large number of employers in diverse sectors such as healthcare, transport, and government now require employees to complete a 7 panel drug test as part of the recruitment process. This is often due to federal regulations and safety concerns. It is therefore important to keep changing attitudes towards drug use in mind when recruiting.

Review this Forbes article for a shortlist of societal trends.

You can stay on top of societal trends by:

  • Paying attention in general
  • Noticing trending topics
  • Reading/watching/listening to articles on current trends

Technology trends. There is no doubt that in today’s world, technology impacts every aspect of life and business. What technology trends will influence your organization? In my world, connected and autonomous vehicles are changing everything. What’s the equivalent for your industry? Consider the impact of voice control like Alexa and Siri. How are you staying on top of these new technologies and their implication? I confess, I’m not an “early adopter.” Now, however, I’m intentionally investing in new technology to force myself to stay reasonably up to date. Without it, I will lose relevance. How are you staying relevant? How are you adapting your organization for these and other coming trends? You can’t afford to be lax where technology is concerned.

This article from SimpliLearn has a summary of some of the most relevant technology trends.

Here’s a short list of technology innovations to watch:

  • Artificial intelligence
  • Blockchain
  • Cyber Security
  • Internet of things
  • Connected and automated vehicles
  • Robotic process automation

Stay up on technology trends by:

  • Reading/watching/listening to popular press
  • Read about the latest technology at the Consumer Electronics Show
  • What technology is new on the market?
  • Buy new technology when you can to gain personal experience.

World trends. Now take a step way back. As you scan the horizon what global trends will influence the trajectory of your organization and how? Admittedly, these may be high-level trends, but they arise from the consolidation of local trends. These may be long-horizon issues that require consideration of long-term positioning for your organization and industry. You don’t want to be last but you will be if you’re not paying attention.

Here’s an excellent McKinsey article on world disruptive trends.

World trends are easy for some, less so for others as it requires an ability to assimilate information from more sources. If this is not your skill set, identify and follow people who do this well. Consider:

  • Futurists (like Jude Foulston)
  • Columnists or authors (such as Thomas Freidman) who are particularly skilled in assimilating trends.

All of these factors influence your organization now and into the future. The question for you is: Are you paying attention? Are you making time to stay in-the-know? If not, you may need to adjust your information sources.

An executive once told me to see through a microscope and through a telescope. Are you doing both?

Share your stories about external influences and how you’re preparing with Shelley here.