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

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It seems like a good idea to use your existing senior staff to develop and conduct leadership training for mid and up-and-coming engineer managers. After all, you’re already paying them and they have proven leadership skills. Why not use them to train others?

They may be proven leaders but are they proven educators? Are they trained in designing content to achieve specific behavioral goals? Are they skilled in creating a program that is engaging, memorable and “sticky”? Do they have time to provide follow-up?

Interviews with dozens of senior leaders shows that most companies – if they provide leadership training at all – provide training developed and delivered by their own staff. While it sounds good on the surface, it’s a bad business decision.

  1. Consider the cost of time invested in the participants. The time spent at the training program by attendees is pure overhead. There are no billable hours for the participants or in-house instructors. The attendees are not billable neither are they doing business development or client relationship development. What is the cost of their time alone? Go ahead. Add it up. It’s big. Now, add in the lost opportunity costs. You need the time spent in this program to be high impact with high retention and real-world application.

  2. Consider the opportunity cost of the instructors. You likely have senior staff with deep experience in the company conducting the training. These are some of your highest paid people. Instead of focusing on business development, client relationship management and billing out their time, they are pulling together a training program that isn’t part of their core job, creating materials and taking time from their day to conduct the training. Better for these talented, experienced people to inform the leadership program development using their years of experience and familiarity with the organization. With a smaller outlay of their time in training development, you keep them focused on the work that pays the bills.

  3. Consider the quality of the material. Your senior people are skilled leaders but are they skilled trainers? And do they have the time available to create a thoughtful, impactful, and memorable development experience? More likely they are pulling together word-filled slides in their spare moments or dusting off their session from last year. It takes a lot of dedicated, uninterrupted time to craft a program designed for lasting behavior change. A quality program worthy of the investment in your staff deserves a pro who knows how to create and deliver training that matters. Afterall, you wouldn’t use a geotech engineer to do hydraulic design. Use the right professional for the right job.

  • Separate business process training from leadership development. Use your in-house staff to provide business process training including everything from filling out the time sheets to writing a proposal in your style. Your managers know these issues better than anyone. It’s important information that suits them perfectly.

  • Use a leadership development expert for leadership development. A skilled outside person will talk to your senior staff to gain perspective on your unique needs. They then bring objectivity, experience and skill to the leadership development program.

  • Ask specific questions to get the right person. It pays to be picky. There are lots of people who provide leadership development. You don’t want just anyone. Ask questions and look for these attributes:
    • Experienced. You want demonstrated background in leadership training and with real-world experience leading an organization. Plus, look for someone with experience in your field. Their examples and information will be more relevant.
    • Customized. Your staff isn’t cookie cutter. Your professional development program shouldn’t be either. Ask if they will customize the program to meet your goals.
    • Engaging design. Ask about the level of engagement. You want a learning experience not a set of slides and a lecture.
    • Captivating speaker. What is their speaking background? Have they studied speaking and training? Tip: Ask if they are members of the National Speakers Association. That will tell you if they have expertise in their field.
    • Follow-up. How is follow-up built into the program? One-and-done won’t cut it. The brain doesn’t learn that way. Behavior change takes repetition. How is repetition and practice built into the program?

At the end of the day, for the money and opportunity costs you incur in your professional development time, you can’t afford not to make that time count. Separate business development from leadership development. Let the professional support you, your staff and your clients deserve for future leaders.

Think a leadership development expert with these qualifications doesn’t exist?
When you choose to work with Shelley Row, PE, CSP you get:

  • Experience. Ms Row is a former senior executive for the US Department of Transportation and former association executive. Today she is the CEO of Shelley Row Associates.

  • Custom. Shelley Row works with you and your staff to define your goals and create an interactive learning experience that your staff will remember and apply.

  • Science-based. Shelley’s programs are grounded in neuroscience and informed by dozens of interviews with respected leaders in the transportation field.;

  • Certified Speaking Professional™ (CSP). As a CSP, Ms Row captures and holds the attention of your staff so that they are attentive and engaged.

  • Follow-up. Shelley’s programs include follow-up so that the learning is applied, practiced and remembered.

Want to know more? Contact Shelley Row now.

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Exhausted after a Day of Zoom Calls? Four Tips to Manage Your Energy in a Virtual Environment

Meeting after meeting after virtual meeting. It’s exhausting. Have you noticed that meeting online all day is more exhausting than if you were meeting in person? How can that be? You’re calling in from your home or an almost-empty office. You may even be in jeans and flip flops. And yet, all this virtual exchange is draining. 

A few weeks ago, I shared the Over-Thinker’s Guide to Working at Home Effectively. This week we’re adding a new installment to that Guide. We’ll explore techniques you can use to manage your energy so that you are less fatigued by online meetings during the virtual workday and reserve energy for the work that really counts. 

 Let’s start with an understanding of why a day filled with virtual meetings is draining. Think about a typical meeting you would have in your office. Everyone sits around a table. You glance at your papers, your phone, you look casually around the room at the people. Some sit nearby and others farther away. Without realizing it, your eyes focus up close and at a distance. You make eye contact with one person than another.

Now consider a virtual meeting. Instead of looking around the room, near and far, you stare into the screen at faces within a 14” inches of each other. All this staring tires your eyes and contributes to “digital eye strain” including eye fatigue, dry eyes, headaches and more. Did you know that when staring at a screen, you blink less frequently – only about one-third as often as normal – and many of those blinks during computer work are only partial lid closures. 

Those weary eyes contribute to your feeling of weariness. Plus, without glancing around, you tend to be hyper focused on the image on the screen. Your brain is continuously at attention. This part of the brain is the highest energy part of the entire body and it’s not designed to operate at attention all day. But that’s what you’re demanding of it with on-screen meetings one after the other. Your brain drains your energy leaving you even more tired than usual at the end of the day and bleary-eyed. 

Here are four tips you can incorporate into your day to assist with online meeting fatigue. 

  • Use a phone instead. That’s right….a phone. Don’t get me wrong, I’m a fan of the extra connection that video provides; however, if you a) know the person and b) you’re having a day filled with Zoom meetings, switch to the phone. I bet you’ll notice the mental relief immediately and your eyes will thank you. 
  • Take notes during the meeting. Taking notes (on paper) or doodling your thoughts about the meeting (on paper) require you to look away from the screen. You’re still listening but your eyes have a chance to change their focus away from the screen. The back and forth, up and down between the screen and the paper exercises the eyes and helps your brain process differently and stay more present.
  • Give your eyes and brain a break between meetings. You may not always have control over your online meeting schedule but when you do, intentionally plan a break between Zoom, Webex, Teams or other sessions. During your break relax your eyes by walking away from the computer and gazing outside into the distance. Eye care professionals say to exercise your eyes by looking away from the screen at least every 20 minutes and gazing at a distant object (at least 20’ away) for at least 20 seconds. Looking far away relaxes the focusing muscles inside the eye to reduce fatigue. This gives your eyes a break. To give your brain a break, do something mindless for a few minutes. Put clothes in the dryer, step outside to feel the sunshine, walk around the block, bring in the mail, or, my favorite, close your eyes for a 2 to 5-minute meditation. These small tasks give the brain a break and revive your energy.
  • Keep the meetings short. This may not always be possible but if you can, keep meetings at 45 minutes or take short breaks throughout a longer meeting. Even though you wouldn’t typically take a break during an in-person meeting, on-line meetings are different. Short breaks help maintain attention for everyone and keeps eyes more rested. Both help you feel less fatigued. 

This new virtual work world requires adaptations large and small. Make the effort to manage your on-screen meetings so that you, your brain, and your eyes are rested and at their best.

 

 

Photo credit: Aleksandr Davydov

 

This is the fourth newsletter based on the Over-Thinkers Guide to Working at Home Effectively. You can find the original guide here. Each week, we’ve written more information on one of the topics in the guide. This week’s virtual work topic is on the effective use of email. 

Email is More Important Than Ever. Learn Four Tips to Make Your Emails More Effective

Our virtual work environment is creating a heavier-than-ever reliance on email. There’s no more walking around the corner to discuss an issue with a colleague. Our inclination is to zip off a quick email. Zipping off an email is rarely a good idea and that’s even more true now. With fewer opportunities to connect in person, we rely on email even more. Now’s the time to learn tips that enhance your email writing skills. And, let’s face it, we need this skill no matter our work location. 

Tip 1. Use clear language. We dash 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 send off instructions without rereading them. Then, we are perplexed that there is miscommunication. Email is not fast. It is crafted and careful.

  • 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? If not, spell them out.
  • 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? Adjust your text to ensure clarity. 

Tip 2. Structure for easy reading. Have you ever received a long email with big, rambling paragraphs? You feel overwhelmed before you start reading. Instead of rambling, structure the body of the email so that the reader isn’t intimidated. Plus, the structure allows you to cater to the communication styles of different people. Some want a summary; others need background. For important emails, you can provide both with good structure. 

  • Prioritize the messages. Start with the most important and work your way to the least important. 
  • Put the action step first. What action step do you want from the reader? Do you want their input on a big decision, participation on a doodle poll, or to send an update on the project status? And, when do you want their action? Make the action the first part of the email.
  • Use bold, italics, underline and highlight to focus attention. Visually identify the key points or sections in the email using bold, italics, underline and highlight. 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 key messages by making those points obvious to their eye.
  • Provide a bulleted summary. 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 include the background of the issue at hand, the research that supports the points, the factors that contribute to the decision. Providing details serves those who crave research and data and it documents the rationale behind your thinking.
  • Reread the email for ease of reading. Before you hit Send, take another look at the email. For those who skim, can your eye easily pick out the main points? Is there a clear organizing structure?

Tip 3. 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.

  • Consider the reader. What tone do you “hear” in their emails? Is it light and friendly, serious, to the point, formal? Match that tone in your response. What do you know about the sender’s situation? If they have a sick child at home with COVID-19, that’s not the time for, “Hey! Don’t you love working from home!?!” 
  • Weigh the use of exclamation points. An exclamation point can convey lightheartedness (Are you as stir crazy as me?!). Sometimes I see an exclamation point used to convey urgency such as, “We need this proposal finished now!” Personally, I shy away from the latter as it comes across like yelling. If there is a problem with timely performance, that’s the time to pick up the phone. 
  • Prohibit emojis in a professional email. When in doubt, skip the emoji particularly if the email is to a key person (client, boss, elected leader) or the email will be shared widely. However, if the email is to a close friend or is unlikely to be shared with others, an emoji may be fine. (FYI. There is no consensus on the plural. It can be either emoji or emojis. I checked.) 
  • Reread the email for tone. Go back and read for tone. How does the language come across? Is it too cutesy, too stiff, too familiar, too businesslike? Is the tone appropriate for the receiver’s situation? If you don’t know his/her situation, tread even more carefully. Almost everyone is impacted in some way by the pandemic. Be sensitive to the possibility that all may not be well.

Tip 4. 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 mistake. Take a few moments to scroll down to reread and recheck everything before hitting Send. 

  • Review the entire thread. Check the people and conversation on the entire email thread before you forward it.  Otherwise, you risk sending information that was not intended for the bigger audience. 
  • Review all the names in the To and CC lines. Before hitting Reply All or Forward review the names on the receiving end. Are your comments and all comments throughout the chain appropriate for everyone on the email?
  • Review for email overload. 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; you want others to see your participation; you want to register your agreement or disagreement with the group, They don’t if: there is no added value to the group (such as cc’ing everyone only to say “Thank you”); there is nothing in your response that furthers the discussion (such as “Received”). We all receive plenty of emails. Don’t copy everyone if it isn’t necessary. 
  • Reread the email for the details. It is no coincidence that each of these four tips concludes with “reread the email.” That practice is worth learning and using every day. Think of it this way. The time it takes to reread the email and make adjustments is small when compared to the time it takes to unravel a misunderstanding due to a poorly worded email.

We are in unusual times and everyone is adapting to the temporary situation. Even after the COVID-19 threat recedes, we will likely 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. Learn effective email techniques. And, remember, email is not a fast-medium. To use it well requires thought.


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/ 

 

 

I bet you have been on more virtual meetings in the last couple of weeks than ever before. Locked in the house avoiding COVID-19, we’re all working on virtual meeting platforms. Take Zoom, for example, the company added more users in the first two months of 2020 than in all of 2019. More than 10 million people join a Zoom meeting every day. Whether you use Zoom or another virtual meeting platform, these platforms are the best option we have to simulate an in-person meeting environment. 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. The basics of a well-run meeting are the same whether the meeting is virtual or in-person. Defined goals and agendas benefit any form of meeting. Here’s a short checklist to ensure that you covered the basics.

  • Have an agenda with defined times.
  • Identify the specific goal for the meeting (“By the end of this meeting we will….”).
  • Review action items at the end including the responsible parties and due dates.
  • Be aware of the communication preferences for each of your team members and adapt your style accordingly.

Engage everyone. Involving everyone in the discussion can be a challenge on a good day where everyone is in the office. Virtual meetings can allow a person to sit quietly and not engage or multitask. It can be tricky to assess the dialog and jump in appropriately until you create virtual meeting norms pertaining to engagement. Instead, take a proactive approach that more consciously engages everyone in the virtual meeting. Giving each person a role also ensures their attention throughout the meeting.

  • Define a role for participants and set expectations for their engagement upfront (Keisha will discuss the project x update and Jose Luis will discuss program y progress).
  • Give everyone a heads-up about their participation (After Keisha tells us about her project, Dave, I’ll be particularly interested in your marketing perspective).
  • Use casual conversation to kick start engagement. You can go around the virtual “room” and ask about their work-at-home experience (What do you like best about working from home? What do you miss that surprises you?)

Test the technology. You’ve been there. You log into the virtual meeting only to discover that the sound doesn’t work properly, there’s screeching feedback, the meeting host struggles to share their screen, and a key participant can’t find the video button. Don’t waste the start of the meeting with technology that doesn’t work correctly. Check everything in advance and be prepared for the unexpected.

  • Test the link in advance. Encourage everyone to download software in advance. Some platforms are sensitive to the browser. Test it before the start of the meeting.
  • Test the connection in advance. When the virtual meeting link is critical, hardwire your computer to the Internet. If that option is not available to you find a way to make it available to you. If the meeting is critical, so is the connection. If the meeting is not as critical a wireless connection may do. If problems develop turn off the camera.
  • Test the webcam. One of my laptops has the camera at the bottom of the screen near the hinge – yes, the hinge. It provides an excellent visual image of my nose! Know that in advance. I’ve been on calls where the speaker’s head is cut off or only the top of their head is visible. In another call, the camera dropped so that we saw the participant’s lap. Check the webcam and the video image beforehand. We don’t need to see what we don’t need to see.
  • Check the sound. Sound is the most common problem I encounter in a virtual meeting. I’ve seen issues with computers defaulting to a headset so that sound won’t come through the computer. If you are the main speaker, test a headset. It may provide greatly enhanced quality. Sound quality is a key determinant of a successful meeting.
  • Know how to use the basics. 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.
  • Zoombombing. Yes…Zoombombing. Like photobombing, an uninvited person arrives in your Zoom meeting and may share unwanted, unwelcome and potentially obscene images. You don’t need that! Here’s a link to an article that provides the settings to use that will impede Zoombombing. https://www.adl.org/blog/how-to-prevent-zoombombing

Set virtual meeting guidelines. To get the most from your virtual meeting provide clear, explicit guidelines. Develop and enforce virtual meeting norms such as the use of cameras, muting, and multitasking. 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, use more structured interaction. Here’s a 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. Note the point above about having a strong Internet connection. You’ll need that.
  • Manage the mute function. I prefer to mute everyone on entry into the meeting. For large meetings, you might consider leaving them on mute except when speaking. This is particularly important with large virtual meetings. But even small virtual meetings are disrupted when the dog barks, doors slam, the Amazon delivery person literally drops off a package, or a lawnmower revs up.
  • Raise your hand (visually or through 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.
  • No multi-tasking during the meeting. Be clear that cell phones are not to be used during the meeting. The participant’s attention is expected to be on the discussion in the virtual meeting. You wouldn’t walk out of the meeting to grab a cup of coffee or answer the door if you were there in-person. Don’t do it during the virtual meeting either.
  • 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.

During this COVID-19 period, virtual meetings are the norm. As you gain proficiency with the virtual meeting platforms and master these tips for conducting effective meetings, you may find this tool to be a valuable option even when we all can go back to the office for real.


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/

 

Particularly for those of us who work on technical projects, it’s tempting to use the time working from home to focus project work; however, as a manager, your staff need your attention now more than ever. Maybe you supervise highly technical people who enjoy working alone. Or, perhaps you have a team filled with social butterflies. Likely, it’s a mix of the two. In either case, they are human and they need connection – some to a greater degree than others. Plus, for productivity sake and collaboration, you want them to stay connected to each other. How will you help staff and team members feel connected when everyone is sequestered in their homes away from water cooler chitchat? Think about connection for the sake of productivity to keep projects moving forward. And think about connection for the sake of mental health, general well being and to create a sense that you care personally. As a leader, you need to provide both.

Use this checklist to plan your connection strategy.

Know your staff or team. Think about your team or your staff. What do you know about their communication styles?  If you participated in my webinar last week, Know Your Staff: Know Their Superpowers and How To Use Them, you have a good idea of who your detailed data people are and who needs the stimulus of other people. If you weren’t on the webinar, why not?  Just kidding. If you weren’t on the webinar take a mental assessment of your people.

  • Who likes to focus on their project with minimal interruptions?
  • Who likes to chat with colleagues?
  • Who is the person who networks with everyone?
  • Who are the data-driven researchers?

Now, consider their environment. You may need to adjust your expectations based on the realities of personalities, communication styles, and home care logistics.

  • Who has small kids at home?
  • Who has other responsibilities that will challenge the at-home work environment?
  • Who has support at home to help with the kids?
  • Who may be lacking a support system?

With that mental map of your people in mind, consider your plan for keeping you and they connected.

For office productivity:

Have regular meetings. If you had regularly scheduled meetings with your team or your managers, keep them up virtually. Include a few minutes at the beginning of the meeting to chat about the COVID-19 situation. Continue with:

  • Staff meetings
  • Project team meetings
  • Working groups
  • Task forces
  • Committee meetings
  • Office happy hour
  • Office lunch and learn or just lunch and chat

Connect visually. Use video conferencing services for visual connection (I use Zoom). Adding the visual component makes a virtual meeting feel more conversational and alive.  Have you noticed that you feel more connected when you have a visual image of your employee in their home office? Leverage that natural tendency by providing a virtual “tour” of your home office or the view from your window. Give your staff a visual context of you at work in your home office and offer them the opportunity to share their home workspace (if they wish).

  • Determine the video conferencing service for the team
  • Ensure that everyone has the equipment and information to successfully connect.
  • Test the functionality that you are most likely to use.
  • Provide a virtual tour of your work environment.
  • Offer that option to others.

Weekly summaries or meetings. Consider sharing a brief weekly summary of the status of work across units. It doesn’t need to 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.

  • Would a weekly status summary assist in keeping the team on the same page?
  • Could you manage the work better with a bulleted update from staff each week?
  • Are you receiving adequate information for decisions and informing your boss?

For personal connection:

Touch base just because. Call your staff or team members even if you need to put these calls on your to-do list. Plan the calls into your day. For those of us who go-go-go, this may not feel like a productive use of your time.  But research shows that people who feel engaged and cared for are more productive. You are actively contributing to productivity when you place these calls.  Call (not email) to inquire about them (not the project). Show interest in their personal well-being. That matters to an isolated person with limited contact.

  • Ask the impact this pandemic situation is having their life with kids?
  • Do they have older parents?
  • Have vacation plans been canceled?
  • Have they tried any virtual parties with friends or family?
  • Are there any health situations with family members or friends?
  • Is there a funny story about working at home?

Offer your support. Whether on a phone call, FaceTime or on a virtual meeting platform, ask how you can help them be more productive and feel more connected.

  • 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?
  • 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.

These are strange times and they call for unique management considerations. Make sure your staff feel connected for productivity’s sake and for a sense of caring during an unsettling time. Your efforts to provide connection will pay off now and will pay dividends with goodwill when this is all behind you.


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/

photo credit: rawpixel

 

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/

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?

 



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!