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

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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

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.



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

Know the Person Who Gets Things Done in the Office!

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

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

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

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

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

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

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

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!



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

 



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. It’s a whole new ball game and a whole new set of skills. As we always said: Technical skills are the easy part. People skills are the hard part.

 

Technically-talented managers can 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 if you have all the information you need.

Here are 10 things that every technical person should know when they become a manager and leader.

  1. Know your staff
  2. Know you
  3. Know your boss
  4. Know the influencers
  5. Know the factors other than the data that are influencing organizational trajectory
  6. Know the person who can get things done in the office
  7. Know a broad range of information sources
  8. Know how to challenge your initial impressions
  9. Know your vision for the organization
  10. Know your leadership philosophy

To further develop your knowledge in these ten areas, click here, to receive questions to prompt your learning.

Contact Shelley Row to assist you and your staff to grow your skills as an insightful leader.



Do you worry about leaving town for vacation? Maybe you are concerned that things may not go smoothly while you’re gone. Or maybe the volume of email to which you’ll return feels over-whelming. Or maybe you feel that the customer may not wait, and you’ll lose business. I understand all those concerns. They were mine, too. But, guess what. I did it.

I took a two-week vacation (to Tibet with the Ra Ma Institute and traveled with my step-daughter, Linnea Miron, who is the CEO of Real Wellness); never touched my computer; didn’t respond to emails and (drum roll) the sky didn’t fall. It is possible to be out-of-touch and the world won’t come crashing down. It takes preparation.

 

Four Tips for Vacationing Without Worry

Here are the four steps I took to prepare so that I had the space to relax and benefit from the trip.

1. Touched base with clients in advance. For any client who had a pending action item or an action that may be needed while I was gone, I contacted them in advance. I explained that I would be in Tibet with iffy wifi and cell coverage. No one panicked, most were pleased that I let them know and all were happy for me.

2. Completed activities in advance. I made an effort to complete tasks in advance that would be due while I was gone. For those items I was not able to complete, we scheduled meetings after I returned to discuss progress, schedule and due dates. Everything was easily worked out.

3. Staff monitored and responded to emails. My staff monitored my emails for any unanticipated issues or for client questions (from current or prospective clients). When appropriate, they let the client know that I was out of the country. If they couldn’t help directly, they worked with the person to schedule a call when I returned. Everyone felt that we were responsive to their requests.

4. Cleaned out the junk emails. This one is tricky. I opted to periodically delete junk emails when I had accessible wifi. I chose this so I wasn’t overwhelmed by the shear number of emails. There is something heart-stopping to see hundreds of emails stacked up after a two-week trip. The trick, of course, is to not get sucked into work. It was effective for me because I scanned email subject lines and the sender. I didn’t open or read anything. It was obvious when emails were junk and were safely deleted. When I returned, there was a manageable number of emails that needed “real” consideration and response.

These four steps worked for me. The preparation was not to be taken lightly. The weeks leading up to my trip were busy, but the payoff was high. (More about that in the next newsletter.) There were many other professional men and women on the trip. All the ones I spoke to did some combination of these techniques so that they, too, had the mental and emotional space to absorb the wonders of the Tibet.

What can you do to prepare so that you reap the full benefits of creative down time?

 

 

 

 



Learn to take back control of your decision-making!

You strive to make data-driven decisions, but too much data can result in analysis paralysis. Plus, in this fast-paced and complex environment, data from the past may not foretell the future. Our interviews with 77 executives show that, to get ahead, today’s leaders need a sophisticated decision-making approach that skillfully balances hardline analytics with gut feel. These leaders see beyond the data.

18575374 - concept of stress with businessman sleeping on a laptop

When you over-think, your tendency is to search for even more data. We think that there is one magical piece of information that will make an ambiguous situation clear. There is no magical piece of information. Rather than seeking more data, you must, counter-intuitively, listen to the nagging voice in your head. That nagging voice is pointing to the problem.

Think about a tough decision that caused you to over-think. If you had been comfortable, you would have made the decision. Something makes you uncomfortable. What is that something that shows up as a nagging feeling? There’s data to be found there, if you know how to unlock it.

Here’s how one leader described it: “It’s like there’s something inside of me that just not sitting right. It’s just agitating.”

To stop over-thinking, you must learn to leverage the intelligence embedded inside gut feel to integrate information with intuition for astute action. You must get under the hood to find out what’s really going on that keeps your decision-making stuck. The nagging feeling may come from a struggle with your values, a reaction to a person, a conflict with your work style. Whatever it is, it’s taken control of your decision-making.

Unless you get under the hood and resolve these real issues, you leave valuable data on the table. It’s just data of a different sort. Learn to use this internal data to improve your decision-making and enhance daily interactions with staff, clients and colleagues.

One leader put it this way: “The intuitive people, I think will excel fester in a leadership position because of the uncertainty they have to make decisions. If you’re a facts-based person, you will get analysis paralysis because you will never feel comfortable with making a decision with a very small amount of information or data.”

If you want to stop over-thinking once and for all, let us show you how to take the mystery out of gut feel, strip away the touchy feely and replace it with practical techniques. The best part?  This real-world program is based in science. It’s not some woo-woo, hocus-pocus program. It’s hard-hitting, practical and insightful so that you and your staff take back control over your decision-making.  It might just be your secret weapon to no-nonsense productivity gains.

Contact Shelley Row Associates now to learn more about their programs and consulting services that can be your competitive edge.

Click here to contact Shelley for more information on how to enhance decision-making for you or your staff through consulting, workshops, keynotes or breakouts. Or email Shelley directly at shelley@shelleyrow.com.

We were fortunate enough to have Shelley Row speak at the Maryland Bankers Association’s Council of Professional Women in Banking and Finance Sixth Annual Conference on the topic of Go with your Gut:  Effective Decision-Making in an Over-Thinking World.  The energy she brought to close to 300 attendees was very engaging and inspiring in motivating our audience in learning how to tap into their “infotuition” – think, feel, and act – for more effective decision-making. – Cindy G.

Shelley’s honesty in telling her own story about how she learned to stop being an over thinker and start using her gut to assess people and situations help her to make the right decisions, was refreshingly insightful. Her natural ability to engage audiences was not lost on our members as they learned new tactics they can now apply to make confident and meaningful decisions in both their professional and personal lives. Infotuition is now part of our everyday thinking and vocabulary thanks to Shelley. – Annemarie R.

The presentation was riveting in many ways that you can deal with common behavior issues in your workplace. – Stephen W

This program will literally help you train your brain to adapt and adjust to situations and make decisions.- Sandra F.

Shelley presentation provides key tools to understanding your leadership style and how to build upon it within your organization. – Christopher M.



Why doesn’t your Employee Development Program work?

Do you have:

  • Out-spoken staff with good ideas who alienate others?
  • Staff who don’t speak up because they want to avoid conflict?
  • Hastily-sent, sharply-worded emails that leave those on the receiving end seething?
  • People with differing styles who can’t see eye-to-eye?

Of course you do! Every work place has these situations and they waste time, stress staff and cost productivity. What are you doing about it? And, will what you’re doing last? Make your Employee Development Program work for your employees and you. Once you feel you have achieved a development plan that can allow employees to look past these issues, you may want to initiate team building activities such as this Great Room Escape to allow employees to gain some personal time with each other outside of work, this could also lead to employees to get along better, allowing your company and workforce to become more efficient.

Consider your car. You wash and wax it so that the exterior is shiny and glossy. It looks great from the outside, but the carburetor doesn’t work. If the carburetor doesn’t work, neither does the car. The only way forward is to get under the hood and fix the real problem.

Your Employee Development Program is the same. You realize there are performance, communication, and/or management issues. You bring in a trainer or a consultant to address the problem, and for a short time, the situation is better. Soon, however, everyone slips back into the same old patterns. A one-time intervention that addresses only the surface issues is like washing and waxing your car. It looks good in the short term but doesn’t get at the root cause. To do that, you must get under the hood, understand “what’s really going on,” and develop skills to manage the behaviors. And, like your car, you need a maintenance program that regularly monitors the old and new behaviors.

Most staff development programs deal with surface behaviors and don’t develop an understanding of the “real” issue. These programs feel good initially, but they don’t result in lasting change. In my experience working in and with organizations, lasting change requires these three criteria:

  1. Top leadership support.
  2. Get to the problem source.
  3. Provides support over time.

Leadership support. In my experience, there is no substitute for active support and engagement of top leadership. Lasting change requires lasting commitment that extends past the initial enthusiasm. The tone at the top matters. If the leader is half-hearted about organizational advancement, so too will be the staff. A lukewarm response from leadership is worse than no response. Once leadership support fizzles, the staff are left thinking, “It’s just a bunch of words. They never meant it anyway.” This is the breeding ground for cynicism.

Get to the problem source. Too many professional development programs seek to address complex issues of personality and behavior with superficial approaches. The more meaningful and long-lasting strategy getting dirty under the hood. Using neuroscience and specific types of self-assessments, we help each staff member understand the science behind their behavior preferences. They have the opportunity to sort out why some people bug them, and others don’t. That understanding opens new, more productive choices and promotes deeper understanding between co-workers. The result is better collaboration with more constructive and lasting behavior change.

Provide support over time. When it comes to professional development, one and done doesn’t cut it. The fact is, the human brain rarely retains and uses new information that it hears only once. Repetition and intentional application begin true behavior change. And I do mean…begin. It takes concerted effort over time to create new behaviors. That’s why the leader needs to be in it for the long haul. That said, providing support over time doesn’t have to be time consuming, expensive or exhausting. You want a drum beat of reminders for the staff. This can come through emails, video clips, webinars as well as repeated sessions for staff. Constant, relentless reminders embed new thought patterns and behaviors. These reminders over time may be the best money you spend because without long-term support, you wasted your time and money on a one-and-done program.

If you want a professional development program for your staff that makes a difference and provides a solid return-on-investment, be prepared to provide leadership support, select a program that “gets under the hood,” and invest over time. The payoff will be meaningful behavior change, easier communication and an ability to get the job done right the first time and in less time. Isn’t that worth it?

Contact Shelley now to find out what’s really going on with your staff!!