What are the Drivers Behind Your Behaviors?

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

Your Search for behavior

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Share your filters and stories with Shelley here.



It was another one of those days. There were too many things on the to-do list to squish into the available time. I fretted and agonized. “How will it all get done?” The anxiety in my body mounted: tightness in my chest, knots in my stomach. “Oh no! You’re going to fail! This is it! Everyone will know that you can’t handle this business.” Thankfully, this time was different. Over weeks and months I had been training myself to respond with focus to these moments of over-whelm, and it was working, slowly but surely.

The brain has an optimal performance point – a point where there is enough stress or pressure to get it interested but not too much to create over-whelm. If there is too much or too little pressure, the cognitive part of the brain does not perform at its best. The trick is to manage the stress to keep it in the “just right” range – like Goldilocks. High stress levels also trip the alarm mode in the brain. Alarms generate reactions in the body – tightness in the chest, sweaty palms, racing heart. These are the tell-tale signs that you have tipped over out of the “just right” range. The body reactions are like the “canary in the coal mine.” They are warnings that you are moving out of cognitive mode and into reactionary mode. Continue reading

Leadership development is about applied learning that lasts. When I shifted to applied learning techniques, I saw increased impact, transformed behavior, and lasting change.

Why leadership development trainings don’t work

· Does your organization provide periodic in-house leadership training that is developed and delivered by senior staff?

· Does your organization rely on on-the-job-training to develop leaders?

· Does your organization give employees an opportunity to select online training?

Interviews with technical leaders show that most training programs fit into one of these models. However, even those with in-house programs are likely to waste time and money. Why? Because they are either hoping that lessons will be learned, or they are focused on delivering content. Content-based training is an old-school approach unlikely to yield real impact.

How do I know? Because previously, I focused on delivering great content. But delivering great content misses the point. Leadership development is about applied learning that lasts. When I shifted to applied learning techniques, I saw the increased impact, transformed behavior, and lasting change.

It began with a footnote. I’m not one to read footnotes but this one caught my attention. The footnote was to L. Dee Fink’s book, Creating Significant Learning Experiences. Fink’s approach starts with the question, “One year after this training, the participants will be able to …..” In one statement, Fink brilliantly shifts attention to both behavior change and retention.

Think about it. You intend for your leadership development programs to shift behavior and last. However, when you really examine results, at best you get small, short-term changes. After a couple of weeks, everyone returns to earlier behaviors. What have you really accomplished with your training time and money? Not much.

How do you assess and revise your program to pay off rather than waste time?

Two basic principles are fundamental to successful retained learning. If your training misses either, you are not getting the value you need from your leadership development.

I. Shift from delivering content to enabling behavior change

Even great content can be forgettable if delivered in an old instructional style. You know that your program is content-driven when the instructor says, “Next, we’ll cover….”, or “we have a lot of content to get through.” The learning-focused instructor says, “Next, you’ll learn to apply….”, or “how would you apply these principles in your work?” Hear the emphasis on using knowledge in a real application. Application is the foundation for behavior change.

Drawing from Fink, these three steps shift from content to behavior change.

          A. Define behavior goals. What behavior will you observe when successful? For example: “The participant will be able to engage in difficult conversations without procrastination and with successful outcomes for all.

          B. Identify foundational knowledge needed to support the behavior change. Foundational knowledge includes listening, self-management, empathy, and the ability to adapt communication styles.

          C. Determine metrics. How will you know they can execute the behavior change? What exercises provide practice in the application of foundational knowledge? The class may discuss approaches to a difficult conversation, write their own script for a real encounter, do mock discussions in class, and commit to one real conversation in the workplace.

When my instructional design switched to applied behavior change, I discovered students’ true level of learning (which was less than indicated by quizzes that regurgitate facts), actual student learning increased, and their confidence soared through application.

II. Shift from one-and-done training to retained, long-term learning.

Rarely does new learning embed in the brain after one course. Learning takes practice, but most training isn’t designed to support the long-term. There are, however, several strategies that, when designed into leadership programs increase retention.

          A. Design training to be memorable. Memory is enabled with application-based training (rather than “stand and deliver”), use of compelling visuals, and interactive, tactile exercises. For example,, participants assemble a small cardboard box, put the names of “difficult” people inside the box, seal it and write the nasty labels that they’d like to use on the box. And they feel terrible afterward. That feeling is the motivation to learn techniques for difficult discussions that open the box. They practice conversations in class to build skill and confidence.

         B. Provide time to reflect. The brain embeds memory better if there is time to digest new information and consolidate information that is most relevant to the individual. At the end of the program, participants are given time to write down the top three take-aways that they want to apply to their work.

         C. Create follow-up activities as reminders. The brain is lazy and needs reminders to practice a new behavior. Reminders can be a simple drip email campaign on key applications. Homework assignments with follow-up are also useful.

Leadership training whether in-house or outsourced is a huge investment in time and money. Assess your training for application and retention to ensure you get the impact you expect. If you aren’t convinced that your leadership training is meeting your expectations, contact us to create a solution that does.

I started with a footnote and I’ll end with a footnote. For more information about excellence in learning design see:

· Creating Significant Learning Experiences by L.Dee Fink.

· How Learning Works: Seven Research-Based Principles for Smart Teaching by Susan Ambrose and others.

· The Science of Making Learning Stick: An Update to the AGES Model by David Rock and others.

I’m sure you all can relate to the fact that many of the goals I set for my business at the start of 2020 look nothing like where we’re going to land on December 31st  (just 106 short days from today). For the companies I work with, I know their 2020 visions also did not include anything remotely close to a cease to all travel, live events, and in-person meetings.

I believe the companies who have the best chance to survive this cataclysmic event, and any future global pandemics, are the ones that already have a set long-term vision for their organization. While your vision may not solve all of the urgent problems you are facing in the present, it will keep you focused on having a better future, even in the worst of times. This is because the vision serves as the guide for you and your teams, in good times and in bad. Think of it like a north star.

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?

 

Is learning something new the best way to combat “pandemic fatigue?”

I don’t know about you, but since mid-March I’ve now seen, heard and read at least a gazillion advice columns and podcasts from “experts” all telling us ways in which we could be improving and enhancing our lives during the pandemic. Whether it’s by organizing the garage or challenging ourselves with new and better habits like baking bread or launching a new career path, these lists of what we “could” be doing are seemingly endless.

As a coach and business mentor, I do find it interesting that experts think the best use of our time in lockdown is to go “outside-of-the-box.” While discovering if you’re good at kneading dough or brewing your own beer will pass the time, it’s not likely going to change who we are as people and our view of the world (Because, are you really going to stop buying bread at the store now?).

On the other hand, what I teach clients to do in their “down time” is a different kind of exploration. It’s one that doesn’t require you to seek out brand new ways of doing things or embracing a totally new way of life. What my coaching program does is it teaches you how to look inward to bring about real change. Neuroscience shows us not only what filters are clouding our view of the world, but also how removing these filters can change everything.

What are the drivers behind your behaviors?

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

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

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

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

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

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

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

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

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

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

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

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

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

According to a June Gallup poll, 54% of workers surveyed said they are currently not engaged, meaning they are “psychologically unattached to their work and company.”

Another 14% said they are actively disengaged, meaning they “have miserable work experiences and spread their unhappiness to their colleagues.”

The number of engaged workers dropped 7% from the month prior, which counted as the most significant dip in employee engagement over the last 20 years.

If you’re currently struggling to lead your team under strange new circumstances, you’re clearly not alone. Often times people think leadership training is learning how to manage or control what other people think and do – i.e. how to motivate them, how to get them to listen better, get along with each other and perform at a higher level.The truth is, a lot of the work I do is actually focused on getting individuals in management to better understand themselves.

Yes, leadership is being able to motivate a group of people to act towards achieving a common goal. However, what most people often don’t realize is that we must get to know ourselves, first, so that we can understand how our own thoughts and behaviors are (or, aren’t) influencing the people within our organizations.

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, you can find personality assessment tools from the likes of Tilt 365 that can provide insights into your behavior. If you don’t naturally observe your behavior, these tools can be particularly helpful for your team and yourself. 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 technology or solutions are you using to communicate with employees? Do you need to go to a SIP provider (Visit Website of one here) in order to improve it? 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

Reference

Harter, Jim. (July 2, 2020). Historic drop in employee engagement follows record rise. Gallup. Retrieved from: https://www.gallup.com/workplace/313313/historic-drop-employee-engagement-follows-record-rise.aspx

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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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) Your employees would however require a stable network connection in order to have a virtual meeting. Make sure that they have the same by providing them with something similar to ziply fiber plans.

  • 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. Since this pandemic has made the workforce extremely health conscious, you might also need input on what health benefits you can add for employees to make them feel safe and secure. Making sure they have access to a care team of medical providers, behavioral health specialists, and health insurance experts might be a good start. In order to curb the general anxiety of workers, hence boosting productivity, you may want to take a look at blogs like https://www.edenhealth.com/blog/what-are-employee-benefits/ and catch up on the different benefits (health and otherwise) that might help you stay more connected with your staff and make them feel like protected assets. Here are some other questions that might be helpful.

  • 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/

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

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

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

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

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

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

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

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

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

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

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

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

  • Who is it? Find out and make friends.

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

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

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

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

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

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

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

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

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

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

 

What’s your leadership philosophy?

What’s your leadership philosophy?

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

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

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

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