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

Posts tagged "goal-setting"

We were having dinner at a friend’s house and admiring his family memorabilia neatly arrayed in the bookshelves. There were the kid’s sailing trophies, family photos, delicate antique demitasse cups and a bright blue tube. A bright blue tube? “What’s that?” I asked. “Oh….it’s a kaleidoscope,” my friend replied. “Here, try it.” As I turned the tube, colors swirled and twirled. Each small movement altered the view and each view was as lovely as the other.

Why can’t we bring a kaleidoscopic view of the world into our workplace and into our leadership? When it comes to new perspectives, your brain works against you. It’s easier on the brain to see the world, to see a person or to see a decision as you’ve always seen it. But, with a little effort, other views – just as relevant – become visible. It’s as though you slightly turn the kaleidoscope.

Here are three areas where a kaleidoscopic world view is particularly valuable to your leadership and life.

See personnel situations from several perspectives – A disgruntled employee complains to you about his co-worker who they “just can’t work with,” and the list of grievances starts. In that moment, their argument sounds reasonable and valid. But, when you ‘turn the kaleidoscope’, you can likely see opportunities for misunderstanding, miscommunication and differing opinions. There are at least two sides to every story. It’s best to, first, seek out other perspectives; second, help the employee see beyond their singular view, and perhaps facilitate a conversation that highlights varied views of the situation.

See options for big decisions –When faced with a big decision, the brain prefers familiar solutions because, for the brain, the familiar is a short cut that feels effortless. However, big decisions benefit from a kaleidoscopic view. Here’s a technique that I discovered in a Harvard Business Review. As you debate a big decision and your team comes up with the expected approach, ask, “Let’s pretend that this option is not available to us. If not this approach, then what could we do?” This is a simple and effective way to force a shifted perspective. It’s as though you turn the kaleidoscope. Plus, you can use the same question repeatedly until you have a range of options upon which to base the decision.

See that it’s not always personal – Whether it’s with family, friends or co-workers, situations inevitably arise where feelings get hurt or questions arise in your mind. An offhand comment makes you feel peeved and you think, “That was an insensitive remark.” Or, maybe you’re left out of a meeting and you wonder, “Did they leave me out on purpose? Is the boss trying to tell me something?” In those moments, turn the kaleidoscope to see another perspective. In my experience, these situations are almost always explained away when viewed from a different viewpoint. Before letting your mind run away with your first interpretation, shift your outlook to find a different interpretation – one that doesn’t have you at the center.

Kaleidoscopes remind us that there’s always another way to see the world. Even a small rotation shifts the image, shifts the interpretation, and shifts the options. As an insightful leader, you must see a variety of views. And maybe you’ll discover that, like the kaleidoscope, each view is beautiful in its own way.

It was a dark, stormy night. Rain was falling in buckets as we drove to Houston to pick up my sister at the airport for the holidays. The white lane lines were scarcely visible. We had a general outline of the road but were stressed because of the limited visibility.  Suddenly, the road lit up like the proverbial Christmas tree. The lane lines were raised reflective markers and they glowed through the dark rain like beacons. The road was clearly visible.  There was no question that we were on our path and our relief was palpable.

Your plans for 2019 are like the road. Perhaps you set your goals and they are completely clear in your mind. But how well have you communicated those goals to staff?  Even if you see clearly, your staff may not. They may be generally on the right road but without clarity, they can feel the stress of uncertainty and that wastes energy and time. When your goals are crystal clear, your staff is relieved of that uncertainty and can focus on execution. It’s like having the road to their goals lit up with reflective markers.  How do you bring that goal clarity into your workplace?

  1. Set clear goals. Your staff wants to know that you, as the leader, know the direction of the organization. If you haven’t already, take the time to consider your 2019 goals. It’s like picking the route you’ll travel this year just as we picked the road to Houston. When you think about 2019, what course are you on? What are your goals for the year? What are the major activities you intend to accomplish? Write them down now.
  2. Metrics. How will you know that you achieved the goals? I like to ask clients, “What does success look like?” This question is a great way to crystalize your expectations. Success may look like a revenue target, or a target for new clients, or specific behaviors for customer service. Once you know what success looks like, what are the metrics? Maybe it’s financial or maybe it’s that staff manage client calls in an efficient, friendly way. For each goal, write down the metrics or behaviors you associate with your goals.
  3. Share with staff repeatedly. You need goal clarity and so do your staff. Don’t underestimate the difficulty of assisting staff to internalize the same goals. This is a key job for you! You must share the goals and share them again and again, to embed them in long-term memory. Once is not enough. Neither is printing them on a poster and thinking you’re done. Repeated, specific goals, with metrics, are the reflective markers along the way that reduce stress and provide clarity. It’s key for staff to know, really know, the expectations for them and the organization. Clarity eliminates wasted energy on speculation and allows all that energy to be directed into performance.
  4. Report progress. Progress reports demonstrate that you are serious about the goals. Visible reporting of progress reinforces the goal and creates more clarity. It reassures staff that they remain on the right road and that their way forward is still lit with bright lights.
  5. Celebrate success. Divide the goal into chunks and have mini-celebrations along the way. I recently read Chip and Dan Heath’s book, The Power of Moments. They note the success of dividing a big goal into chunks that can be rewarded along the way. The brain likes rewards for meaningful progress. Completion of interim steps encourages one to tackle the next step. What intermediate milestones can you celebrate?

We arrived in Houston safely and with less stress due to the clear, lighted path. You can provide your staff with a clear, well-lit path by identifying your goals and clearly articulating them … regularly. When you do, you reduce their uncertainty and stress so that they can focus on performance. And that makes for a great 2019!

You drive along admiring the fall colors when suddenly the check engine light comes on in your car. What does that mean? For most of us, the check engine light indicates that something is wrong inside the car. We best find out what it is.

You have an internal check engine light. It’s the nagging feeling you get when something isn’t sitting right. Do you diagnose your nagging feeling just as you diagnose your car?

You tape over it. At a recent keynote address, I asked the audience what they do when their car’s check engine light comes on.  A woman on the front row said, “I tape over it!”  When your check engine light comes on, do you tape over it, ignore or discount it? As with your car, ignoring it is unlikely to be a sound solution. The source of the nagging feeling is still there.

Much in our culture reinforces the misguided notion that feelings lack validity or are not worthy of notice. We may be embarrassed by them or simply not have the skill to notice. The nagging feeling typically arises because the situation is incongruent with your brain’s expectation. Maybe the situation (or person) flies in the face of your value system. That always sets off the check engine light. Maybe the person has a communication or work style approach that radically differs from yours and it feels uncomfortable.  Maybe your experience leads you to see the situation differently from your colleagues.

Incongruence increases stress, causes you to over-react, make a poor decision or create an upset with a colleague.  You can prevent those unhealthy outcomes if, like in your car, you notice it.

Notice the check engine light. You notice the light in your car and you know that you need to do something … soon. Unfortunately, many of us power through the day without attending to the emotion that bubbles under the surface. We shove it aside.

It’s time that we relearn how to notice the nagging feeling in the gut. The feeling brings information and wisdom to your situation. The best way to notice the feeling is to practice naming it. “I feel annoyed by that discussion.” “My boss frustrates me!” “Something doesn’t feel right about this decision.”

Give voice to the gut feeling. It’s like acknowledging the check engine light and the need to attend to your car. You need to attend to your inner wisdom.

Understand the problem. The best action is to dive under the hood of the car (for real or with a mechanic) to find the source of the alert. Maybe it’s an indication of a big problem or maybe it’s an easy fix. It’s the same for you. The wisest of us notices the check engine light and dives under the hood to understand the nagging feeling.

What is incongruent for you? Does their behavior fly in the face of your values? Does the decision you face challenge your assumptions? Does the person conduct their work differently from you? These are examples of incongruence in the brain. Your experience doesn’t square up with your expectations. When that happens, the check engine light goes off. It’s your job to understand why and decide if the reason is valid.

Your car may break down if you ignore the check engine light. Your health, life and leadership depend on noticing and resolving the nagging feeling inside. What’s your check engine light telling you?

Photo: Bwylezich

 

attentionAs Thanksgiving approaches in a couple of weeks, let’s turn it upside down. Rather than giving thanks, let’s give those around us something to be thankful for.  Here’s the perfect gift – your attention.

A friend recently said to me, “The most precious gift you can give someone is your attention.” That idea stuck.  Today’s world is cluttered with demanding gadgets that insistently beep and buzz until attended to; pop-ups that relentlessly hog the screen and bully their way into the forefront.  Attention becomes a precious bit of energy that we pilfer away carelessly.

Here are three actions you can take to give others that precious gift of your attention.

  1. Your next meeting. In the next meeting you participate in or lead, walk in the door, sit down and put your phone conspicuously on the table face down and don’t touch it until you leave. As conversation unfolds, look each person in the eye and listen. Notice their reaction and the quality of the relationship that is generated by the simpe giving of your attention.
  2. Visitors in your office. You are knee-deep in emails when your co-worker walks in the door. Stop typing; remove your hands from the keyboard and turn to face your guest. For the next few minutes, give them your full attention. Perhaps you’ll find that you reach resolution quicker or you generate more interesting ideas together or, maybe, the person feels heard. That last one is indeed a precious gift.
  3. The others. This last one is my personal favorite.  As you go about your day, notice all the small interactions you have with the other people like Tim, the person taking your order at Panera; Joyce, the checker at the grocery store; or Juanita, the bank teller (all people I encountered today). Maybe for you it’s Julio who makes your coffee or Susie at the dry cleaners. Whoever it is, for each of them, pause, make eye contact, hold eye contact, smile and engage in momentary conversation. The exchange may not last a minute and yet it matters. These are people accustomed to being overlooked.  When you instead give attention to them, notice how they brighten–and all it cost you was a moment of attention.

And for me, I would like to thank you for reading. Through reading, you give me the gift of your attention. For that, I am most grateful. I hope you go and share the gift of your attention with others.