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

Latest "Business Skills" Posts

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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 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 as 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 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 immediately 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 10am 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 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 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 cancelled 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 or 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 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 up front (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 the 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 white board, 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 multi-tasking 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 lawn mower 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 cells 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 a 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 ever start reading. Instead of rambling, structure the body of the email so that the reader isn’t overwhelmed. Plus, structure allows you 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 you 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 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 ccing 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.

 

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 over do 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? About what are they worried?
  • 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 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 a 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 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, you leadership philosophy guides decisions about 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.

Shelley@shelleyrow.com

443 994 3600

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 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. 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.

Our new boss arrived with an agenda and he wasn’t timid about it. It seemed that he gathered input from everyone but us. Because he was influenced by an array of people unfamiliar to us, the work environment became challenging, to say the least. Through this experience, I gained a new appreciation for the power of influencers inside and outside the organization. To be effective, you need to know the influencers in your organization, understand their perspectives and cultivate those relationships.

 

Here are six types of influencers about whom you would be wise to know more. You are likely to feel the influence of all or most of them. Develop skills now to recognize these influencers and learn more about them so that you adapt to accommodate their influence. For each category of influencer, challenge yourself to get “under-the-hood” to learn as much as you can using this framework.

  • Know who they are – What are their names and backgrounds?
  • Know their perspectives – What are their opinions about your industry or organization?
  • Know their agenda – Why do they care (or not) about your industry or organization?
  1. Those who enable your organization to exist. Depending on the type of organization you’re in, this category of influencers may encompass big clients or, in my case, legislators and legislative aides who directly influence funding.

For those people in public sector leadership positions or in businesses who rely on legislated funding, you should know the names and positions of those who control the legislative agenda. You may think that it’s your Congressperson but it’s more likely to be the legislative aides who write the text.

    • Who they are?
    • What are their impressions of your program?
    • Have you met with them to hear and understand their perceptions and questions? Our meetings sounded like this, “We prepared an overview briefing that we are can talk through; however, we’re mainly here to answer your questions. What is the best approach for you?”

If you are in the private sector, you know that all clients are important; however, some clients are REALLY important.

    • Who are those clients who wield extra-large influence?
    • Do you know who they are?
    • Are you networking with them?
    • Are you keeping up with their issues?
    • Do you follow them on social media?
    • Do you touch base periodically to listen to their concerns?
    • Do they feel you are vested in their success? Your goal is to have a genuine feel for their mindset and interests.
  1. Influential organizations/associations in your industry. Whatever your industry, there is an association (or more than one) and other industry-wide organizations.
    • What are those associations/organizations for your industry?
    • Who are the association leaders and who are their board members? For large industry associations, the executive director and senior staff frequently carry great influence. The board chair and board members are also leaders to whom others pay attention.
    • What positions do they take about key issues in your industry?
    • What do those agendas imply for your organization?
  1. Influential people in your industry. Who are the movers and shakers in your industry? These are the people with influence – the thought leaders. Look for them on the boards of associations. Check out the speakers on industry panel sessions.
    • Who are the sought-after speakers who pack the rooms at the conference?
    • Who is interviewed for trade journals?
    • What are they saying about the industry, issues and trends?
    • What do they see for the future?
    • If you don’t already know them, can you get to know them?
    • How do their thoughts and ideas influence your organization or the direction of the industry?

The next three categories of influencers are related to your boss.  Your direct boss has a considerable impact on your daily work life. In the last article, you were challenged to get to know her/him better. This time let’s take a look at the influences to which he is subject and the people to whom he’s listening.

  1. Your boss’s influencers from outside the organization. Perhaps you work for a boss who came into this position from outside the company.
    • Who has his ear?
    • What are they telling him? Knowing who has access tells you a lot about the likely perspective your boss will take. You see this play out in the political arena daily. High-level officials bring their past impressions and opinions with them into their new role.
    • Who are the people your boss maintains connections with outside your organization?
    • Where are they placed within your industry?
    • What perspectives are they sharing with your boss that influence his viewpoints?
  1. Your boss’s inner circle of trusted advisors. Whether your boss is new to the organization or has risen through the ranks, she is likely to have a circle of trusted advisors within the organization. These are the people she calls for input, whose opinions she trusts, whose counsel she seeks.
    • Who are they for your boss?
    • What perspectives do they bring to the table?
    • What kinds of persons are they?
    • If you aren’t a trusted advisor, how can you make friends with those who are?
  1. Those your boss seeks to impress. Your boss needs to look good in front of someone.
    • Who is it? Is it the board, a higher-level boss, the city council, or the public?
    • Why are those people important to your boss? In the public sector where some leaders are appointed, they need to stay in the good graces of those who appointed them. Your boss will need to match her style to the interests of her influencers.
    • Do you know the interests of those your boss seeks to impress? Elected officials need to look “good” to their constituents and that frequently means the media. If your boss is aspiring, he may seek approval from the company’s board members. Figure out who your boss wants to impress.
    • How can you make your boss look good in front of them?

Managing these six influencers feels like a lot; however, in my experience, a little knowledge goes a long way. Try this: First, take inventory of the influencers in each category to identify the key players. Second, assess which influencers make the biggest difference. Next, take a deep dive into those few to learn more about their perspectives and agendas. Lastly, examine what those perspectives mean to you and your part of the organization. You’ll have the context you need to adapt your communication approach, position your work and develop relationships with the influencers. It’s worth the effort.



 

 

Teresa wanted to see the big picture strategy before discussing specifics. Tom wanted general ideas with time to think before deciding. Paul wanted to give orders that were followed to the “T”.

To be successful, each of these bosses blog 100919required a unique approach. The approach that worked for one wouldn’t stand a chance with another. You can save time and frustration by giving serious consideration to the approach, topics and personal agendas of your boss. Here are five areas to study about your boss so that you can be more effective in your job. Let’s face it, a happy boss makes for happier days at work!

Communication style. Save yourself time and headaches by studying your boss’s communication style in advance and adapting your approach.

Their communication styles couldn’t have been more different. Teresa expected me to lay out the big picture, have a clear strategy and logical recommendations for next steps. I learned to be thoughtful, prepared and develop my recommended action plan. And it worked…with her. When I changed jobs, I used this same approach with Tom. It was a miserable failure. After a few flops, I learned the hard way, that he was a tactician who looked no farther than the next move and he needed time to think about each step. He needed to come up with the answer – not me. I learned to present general ideas, brainstorm briefly and walk out the door. In a day or two, he’d come back with his own thoughts about the situation and we’d move forward.

What’s your boss’s communication style:

StrategicTactical
Big picture thinkerWants all the details
Visual learnerAuditory learner
Wants the storyWants the data
Gets down to businessChats first
Quick decision-makerNeeds to ponder
Goal-focusedRelationship-focused

Power position. Your boss’s power position will be a motivator in his behavior and decision-making.

Mariana was a hard-charging Gen Xer intent on making a name for herself. She took uncommon risks on projects that, if successful, would garner attention within the organization and industry. John saw a succession of managers get fired from the position he now held. Not wishing to follow their lead, he was super-duper conservative in his decision-making. He kept a low profile, backed no risky projects, and shied away from controversy. He opted to stay in the middle of the road and to not rock the boat (to mix land and sea metaphors).

What’s your boss’s power position?

RetiringAspiring
On the way upOn the way out
Well-connected internallyIsolated internally
Risk tolerantRisk averse
Promoting him/herselfPromoting the organization
Political aspirationsNo political aspirations
Well-connected externallyIsolated externally

Personal interests. Every boss has personal interests or pet projects. These are areas that hold special passion and where they want to make an impact. It’s helpful to know their area of interest and why it’s an area of interest. Their “why” can range from an intellectual interest to a personal passion based on a traumatic event in their life (such as the death of a friend due to drunk driving).

Patti cared about motorcycles in transportation policy and safety. Jose cared about cyclists. In both cases, we always had a project of some sort that included motorcycles and/or cyclists. Felicia wanted to leave a legacy of safety advancements.

What are your boss’s personal interest areas and why?

Intellectual interestPersonal interest
Mild interestAvid interest
Focused on leaving a legacy in this areaNice to make an impact if feasible
Interest area is central to your missionInterest area is tangential to the mission
Easy to accommodate their interestIt’s a stretch to accommodate their interest

Personalities and background. Your boss’s background can provide clues to working effectively with her.

Mike was a southerner who came from a military background. Consequently, he was the epitome of a southern gentleman who valued respect, protocol and manners. Always soft-spoken and polite, he expected a calm, courteous exchange with gracious acceptance of his final decision. Yvonne was young and proud of her accomplishments. She was successful because she was well-connected. She knew everyone who mattered. In briefings, she wanted to know who would “win” and who would “lose” because of her decision. She needed to understand the political connections within and outside the organization.

What do you know about your boss’s personal history and career background? What experiences will have colored her perspective and how?

Rural upbringingUrban upbringing
Raised in the United StatesRaised outside the United States
Large familyOnly child
Prestigious educational backgroundOther educational background
Work experience in the private sectorWork experience in the public sector
Work experience in associationsWork experience in academia
Extensive leadership experienceLimited leadership experience

Their Headaches and frustrations. What keeps your boss up at night? What are her daily headaches? What phone call does he dread and who is it from?

Bill was the executive director of a professional association. Effective and efficient, his day went downhill when his Board Chair called to discuss “an issue.” To support him, we had to consider the Board’s reception to each topic in advance so that Bill didn’t get “the call.”

Joanne just wanted to stay under the radar – nothing controversial, nothing high profile – just let her do her work quietly without fanfare. She dreaded a call from anyone “up the chain.” She cringed when she was asked a tough question in a senior staff meeting. The trick to working with Joanne was to ensure that all potentially sticky issues were resolved before she engaged. We went forward only with projects where the wrinkles had been ironed out in advance.

John wanted it his way and he didn’t like anyone who got in his way. He didn’t want someone telling him that he couldn’t move forward as planned. He didn’t want to hear about roadblocks or setbacks. Our job was to demolish the roadblocks and find ways to achieve his goals no matter what.

How dialed in are you to your boss’s worries and concerns?

Issues with problematic staffIssues with a tough boss
Problems with internal stakeholdersProblems with external stakeholders
Financial concernsProcess concerns
Lacks trust from othersFeels like an outsider
Struggling to change the cultureStruggling to fit into the culture
Customer complaintsStaff complaints
Dropping salesStaff attrition
Technology disruptionManaging change

Assess your boss using these five areas. See if you can walk away with a deeper understanding of what makes her tick. Now, use that information to adapt your briefing style, the way you approach them for decisions, and the type of interaction you have with them. The more you can work from their perspective, the more effective you are likely to be and with the least amount of stress and frustration. Try it and let me know how it goes!



Imagine a Ferrari. It looks sleek and fast. Now imagine a Ferrari with a Ford Focus engine. It still looks sleek but its performance is impacted by the mechanics under the hood. It’s not so different for you. The influences “under your hood” dramatically impact your performance, your work style and communication style. Assessment tools give insight into your workplace behavior; however, they are less helpful for identifying other factors that exist under the hood particularly your stories and filters. Values also have a key influence on your behaviors and are linked to stories and filters. We aren’t going to work on values today, but you can refer back to my previous article to refresh your memory.

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Today we dive under the hood to identify and learn about the impact of your filters and stories.

Filters. Filters are the screen through which you see the world. They come from your background and provide your context.  Filters color your perception and impact your decisions, judgements and connections. For example, I’m from a small farming town in Texas, the oldest daughter of a disciplinarian father and polite mother. We attended the Baptist Church every Sunday and always did our homework. Some of these filters showed up early in my engineering career when I worked for the Texas Department of Transportation. An engineer from New York State came to Texas to learn about our projects. As we drove from project to project together, I politely answered his questions, “Yes, sir…” “No, sir….” After a few exchanges, he grew agitated and said, “Why do you keep saying, ‘sir’?  Are you patronizing me?”  I was stunned. When viewed through my filters, I was being respectful by saying “sir” but viewed through his filters, I was patronizing.

What are your filters? Consider your background, family norms, your geographic area and more. All those factors color your perceptions and judgements. Without your awareness, they work from under the hood to sway your view of the work world.  Here are questions to aid you in identifying a few of your filters.

  • Are you from the big city, small town or countryside?
  • Are you the oldest, youngest, middle or only child?
  • What religious tradition were you raised in (if any)?
  • What educational background does your family have?
  • What cultural background were you surrounded by?
  • What hobbies were your family involved in – sailing, camping, music?
  • What hobbies are you passionate about?
  • What did your parents or family do for work?
  • What type of work did you do early in your life?
  • What was your family community involvement like?
  • What political philosophy you were surrounded by?
  • What other environmental factors color the context of your life?

How do these filters impact your world view, your perceptions of others and, possibly, even your decisions? Pay attention to notice their subtle – or sometimes not so subtle – influence.

Stories. Stories are our perceptions of “truths” we internalize from parents, family, teachers, friends or other influential people in our life. The stories stick in the brain and, sometimes when we aren’t even conscious of them, they sway your behavior. Here are a few of my stories:

  • Be nice
  • Work hard
  • Don’t interrupt
  • Play fair
  • Don’t impose
  • Do as you’re told

Stories are powerful influencers from under the hood. For example, I struggled to terminate an under-performing employee because “be nice” echoed in my head. Jumping into a high-energy conversation to express my idea was hindered by the “don’t interrupt” soundtrack. I couldn’t ask for help from a colleague for fear of “imposing. Stories like these get in my way until they are identified and  you develop the skill to consciously choose if, when or how they apply.

One of my coaching clients struggled to overcome his story when applying reflective listening skills. Reflective listening is when you reflect the content from another person to ensure that you understand correctly. You use a phrase such as, “What I hear you saying is….” This client had a strict upbringing by a mother who tolerated no backtalk at all. When he reflected a statement back to a colleague, it sounded like backtalk to his brain. His “no backtalk” story created a block to his communication skills until he diagnosed the story and neutralized its power.

Many stories sit just under the surface so don’t be surprised if they don’t quickly pop to mind. Here are some techniques to aid you in uncovering your stories. Let the questions sit with you and then observe your behaviors and thought processes. What stories or rules are at work under the hood?

  • What “truths” that you were taught by parents, teachers, family or other authority figures stuck with you?
  • What personal “rules” do you adhere to in everyday life?
  • What beliefs do you hold that put boundaries on your behavior?
  • What situations trip you up needlessly? Why? (An example: I couldn’t ask my neighbor to feed our cat while we were on vacation because I didn’t want to impose.)
  • In what situations do you hesitate for seemingly no good reason? Why?

What stories live inside your head? Some may immediately come to mind as mine did. Others take quiet observation and insightful questioning.

What are your filters and stories?  Take time to identify them. They work under your hood and impact your management decisions in unintended ways unless you are aware and actively managing them.

Share your filters and stories with Shelley here.



Can You See Your Humps? Your Strengths and Communication Styles? Keep Reading To Learn Here.

How do you behave at work? What work style and communication traits are associated with you? There’s an African proverb, “The camel never sees its own humps, but that of its brother is always before its eyes.” Others see your style. Do you?

Over the years, I’ve found that technically skilled people (like me – an engineer) do not often have an innate ability to be self-observant. We’re like the camel. We see the humps of those around us but not our own. As a manager, you need to know your work and communication style. Thankfully, there are tools like DNA Behavior, DISC, Strengthfinders, Enneagrams, Myers-Briggs Type Indicator that provide insights into your behavior. If you don’t naturally observe your behavior, these tools can be particularly helpful. Even if you are self-observant, these tools still offer aha-moments about yourself.

Today, let’s examine your strength and communication style.

Strengths.

What’s your go-to strength? Your strengths come naturally to you. So naturally, in fact, that you may not even notice them. When I work with coaching clients, we do exercises to identify strengths and I frequently hear, “Wow. I didn’t know that was a strength! I thought everybody could do that.” Your strength is hiding in plain sight, but it’s hiding. Let’s find it.

Pretend that you are faced with a difficult work problem. It’s a dilemma. How do you approach it? When you get stuck, on which behavior do you consistently fall back? For example, when I’m perplexed by a problem I think, “Okay. Let’s take a step back and see the big picture. What’s the goal and the steps to reach the goal?” My ability to see the big picture and dissect the problem into core elements for action is a key strength for me. I thought everyone could do this but I was wrong. It’s my superpower. What’s yours?

What do you do when the going gets tough?  Do you:

  • Dive into the research
  • Gather all the details
  • Collaborate so that all are engaged
  • Start with the big picture
  • Create a step-by-step process
  • Seek to know the people involved
  • Network
  • Consider the personalities
  • Assess the office politics
  • Look for trends

Your natural approach to a tough situation likely reveals clues to a key strength. What is it for you?

Advanced consideration: Overused strengths.

For those of you who want more advanced consideration, take your strength to the next level. You should feel good knowing your strength as it is always available to you. That’s good news. However, you probably heard the saying, “If you only have a hammer, everything looks like a nail.” That’s the case with your strength. You will try to use it ALL THE TIME whether it fits or not. As I mentioned, my strength is being goal driven…every day. That’s been a formula for success most of the time but not all the time. I learned a hard lesson when a staff person came to me in tears thinking that I didn’t like her because I never spoke to her. I never spoke because I was wrapped up in prioritizing goals in my head each morning as I walked past her desk. I over-used my strength.

What about you? Are you a great collaborator but collaborate so much that you miss opportunities? Are you exceptional at managing office politics to the point that you can’t be candid? Are you skilled at gathering and analyzing data to the point of analysis paralysis?  Where have you over-used your strength?

Communication styles.

Your communication style is another “hump” or trait that is on display every day. What is your natural communication style? Here again, assessment tools (DNA Behavior and DISC, for example) give clues to your communication styles. Without self-awareness, you are likely to use this style whether it suits the situation or not because your natural style is the easiest for your brain to enact. In order to manage your approach, you first must be aware of it.   Consider a time when you were under pressure. How did you communicate to others or what type of communication worked best for you?

Are you:

  • Quick or cautious
  • Direct and candid or tactful and polite
  • Drawing visuals or writing words
  • Collaborative or in control
  • Quick to get to the point or prefer to chat first
  • Conceptual or data-driven
  • Considered or hasty
  • Speaking your mind or holding your tongue
  • Intense or restrained

Advanced consideration: Your communication style from other perspectives

You’ve considered your communication style but how does that style come across to peers and staff? They experience your communication style every day. It may not be what you think.

You think you’re being succinct, and they see it as brusque.  You think you’re being flexible, and they see it as wishy-washy. This is where 360 tools can bring compelling insight. Consider your last interaction. How would you describe your communication style? Now consider it from other’s perspective. How might they have perceived it differently? Is there someone you trust with whom you can ask – “How did that conversation come across?”

By examining your strengths and communication styles you move past the proverbial camel. You have a sense of your “humps” and that makes all the difference.

If you see the power in knowing yourself, you may be interested in my Mini-Coaching Program.  It uses a simplified self-assessment tool followed by an individual session with me. Clients walk away with a surprising amount of information about their strengths and communication style. As one client said, “The results…opened up new ways to see myself and position myself for future positions. The bottom-line impact is greater confidence and that’s critical.”

Click here to Contact Shelley for more information