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

Posts tagged "management skills"

Use This Checklist to Evaluate Your Program!

Your staff is working and serving clients because your organization provides an “essential” function. That’s great…for now. But you foresee a future with tighter revenue, constrained travel, and stressed clients. When belt-tightening the budget, professional development is often the first line item cut. Here’s why that’s a really bad idea.

When resources are limited and uncertainty abounds, clients want to work with organizations they trust. Now more than ever your technical managers need enhanced interpersonal skills so that you are the trusted company with whom clients want to work. After all, there are plenty of architecture and engineering companies with highly skilled technical staff, but not many have high-functioning communicators who can relate to clients, listen with empathy, speak succinctly and clearly, and make the client feel that they “get” them. Those are the skill sets worth investing in now more than ever.

You need technical managers whose interpersonal skills are equal to or greater than their technical skills. You want managers who can:

  • Create client relationships based on trust because your managers are good listeners and can put themselves in the clients’ shoes.
  • See beyond the data to sense the unspoken needs of the client.
  • Articulate your firm’s technical competence without sounding condescending.
  • Be clear, concise communicators without spouting jargon and mind-numbing data.
  • Delegate to build skilled staff so that more work gets done with more satisfied
  • employees.

If you already have a professional development program, use this checklist to assess how it’s working for you.

✓ Is your professional development program designed specifically to meet your goals with engaging and interactive material?

✓ Does it use science-based content to transform touch-feely interpersonal issues into practical, logical technique?

✓ Does it convert number-crunching engineers into high-functioning communicators who write and speak like pros?

✓ Is the program designed to use neuroscientific learning principles like engagement, experiential learning and reminders to enhance retention?

✓ Is the program designed and conducted by a professional who led an engineering organization rather than someone who just talks about the theory?

✓ Is the training leader an engineer AND certified speaking professional™ (CSP) with the skills to maintain participants’ interest through real-life examples rather than a series of lectures with word-filled slides?

✓ Do you see tangible results that lead to practical, real-world applications?

If you are not getting the results you expect, now’s the time to make changes. There’s too much at stake. A sub-optimal professional development program leads to sub-optimal results. Is that why your clients hired you?

If you don’t currently have a professional development program, look for one with the attributes above because this is what your staff and clients deserve and what today’s environment requires.

Above all, keep the funding in the budget! Invest more now and you’ll be the company who comes out of this on top.

At Shelley Row Associates we meet all the requirements above and more. Shelley is a professional engineer, former USDOT executive and a Certified Speaking Professional. Here’s what clients have to say about the impact of her custom-designed programs for technical staff.

“We saw immediate results the first time Shelley worked with our leadership team. She created a program uniquely suited to our company that worked for individuals and teams and was grounded in science. We’ve seen improved relationships, reduced volatility and a resulting increase in productivity. Her ongoing personal and group reminders are an essential part of the program’s effectiveness. If it worked for our team, it’ll work for yours.Bill Russell, Former CEO Eberle Design

Talk to Shelley now about your custom professional development program.

Other Resources:

Top Management Skills for Technical Managers: A Ten-Part Webinar Series

The Over-Thinkers’ Guide to Working from Home Effectively

In case you haven’t noticed by now, an effective webinar isn’t simply a regular presence on a screen. Webinars should be designed differently…well if you want them to be impactful. Particularly now with everyone participating in webinars, yours can stand above the rest for its content, engagement, and memorability. Here’s a checklist to show you how to up your webinar game in a few easy steps.

The first big difference between a webinar and an in-person program, briefing or discussion is that it requires a technology interface. Get the technology right first.

  1. Use video. We forget how much connection comes from being in a room with other people. That’s why it’s essential to use your video. It’s not the same as in-person engagement but it’s a lot better than talking to a black screen. Now that you’re on video, consider the background. We all understand that people are working from home. This is not a normal situation. Even so, do what you can to ensure that the background is reasonably professional or, at a minimum, not filled with distractions.
  2. Make eye contact. If you were in-person, you’d make eye contact with the people in the room. Now, the screen is filled with little squares of people and some are black boxes with just a name or, worse, a phone number. But there is a way to make eye contact with each of them. Look into the camera. Your natural tendency is to look at the faces on the screen. Don’t. Instead, train yourself to look directly into the camera. For those on the other end, it will feel like you are talking specifically to them. Warning! This takes practice because it doesn’t feel natural. It’s worth the effort for audience connection.
  3. Have good lighting. It doesn’t do any good to have your video on and make eye contact through the camera if they can’t see you! Because I do a lot of webinars and virtual workshops I invested in an inexpensive light. (If you’re interested in that, I’m happy to share information about the one I bought.) A special light isn’t necessary if you take a little care. Backlighting is the biggest problem. It might be tempting to sit next to a window but the bright light from the window will render you too dark. Consider your location and use lamps to even out the light so your audience can see you. Most importantly, test it. See how you look on camera with your lighting and background.
  4. Have good sound. Depending on your needs, the speaker in your computer may be adequate. If not, there are external microphones that will enhance the sound quality considerably. After all, it won’t matter if you have great information if they can’t hear you, your voice is garbled or cutting in and out.
  5. Hardwire for reliability. Wi-Fi is great but for a webinar or any online program of importance, hardwiring your computer is the way to go.

After technology, the next significant difference with webinars is the challenge of keeping attention and engagement. You’ll want to redesign your presentation specifically as a webinar. Here’s what you need to do:

  1. Move slides often. Movement on the screen is like a shiny object for the brain of your audience. Use more movement in your slides than you would during an in-person briefing. By “movement” I don’t mean animation like bouncing, flipping or sparkling text. I advise using animation sparingly and only when it helps make your point. Consider doing more “build” slides where each point comes in as you discuss it. That’s more interesting for their brains than talking for 5 to 10 minutes about a single slide. That’s too long for your participants’ brains to stay engaged.  Images are another way to engage the brain. Use real photos (not clip art!) that illustrate your points in a vivid way. Visual images or visual language engages the vision center in the brain which helps embed memory.
  2. Simplify your slides. While it’s never a good practice to have numerous words on a slide, it’s even worse in a webinar. The screen size is small, and the distractions are big. PowerPoint (or other presentation media) are a visual Simplify your presentation with large fonts conveying key points only. You don’t have to write in complete sentences. Plus, if you only have keywords on the screen, their attention is on you. Instead of all that text, use photos instead. Oh…. did I mention photos already? I’ll say it again. Use photos instead of text.
  3. Get engagement immediately. Intentionally look for ways to engage the participants. Tell them upfront that you’ll be asking questions, encouraging “chat” and other forms of interaction. That makes them more attentive. They now have a job to do. Then, ask a compelling question immediately. Ask them about why your topic is of interest or relevant to them. This gets them thinking and they make their own case for why they care about your subject.
  4. Use other engagement tools. Depending on the webinar platform, there are other types of engagement tools you can use. Know them. Use them. It may be a poll, a raised hand, a yes/no button, or thumbs up/down button. Review your presentation or briefing and identify places where you can ask for a response in chat, insert a polling question, ask for raised hands or unmute for real-time discussion. Plan interaction throughout your presentation so that people are engaged, listening and learning.
  5. There’s a good chance we’ll see more webinars and remote programs even after COVID-19 issues scale back. Now’s the perfect time to up your game so that you are the person people are pleased to engage with online.

Shelley Row, P.E. explains why NOW is probably the best time for technical managers to work on improving their leadership skills (and earn PDH credits!).
Registration & more info -> https://ilinstitute.teachable.com/

Photo credit: Aleksandr Davydov

 

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

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

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

Tip 1. Use clear language. We dash off a quick email without much thought. We type a response in the last minutes of the day or while rushing to the car. We send off instructions without rereading them. Then, we are perplexed that there is miscommunication. Email is not fast. It is crafted and careful.

  • Remove ambiguous words. Words like “it,” “that,” “this,” “those,” and “them” leave room for ambiguity. Search for those words and replace them with the noun to which it/that/this/those/them refers. 
  • Assess acronyms. Will all readers understand the acronyms? If not, spell them out.
  • Reread the email for clarity. Will someone less familiar with the situation understand the nuances? Since the reader can’t read your mind, how could the email be interpreted differently? Adjust your text to ensure clarity. 

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

  • Prioritize the messages. Start with the most important and work your way to the least important. 
  • Put the action step first. What action step do you want from the reader? Do you want their input on a big decision, participation on a doodle poll, or to send an update on the project status? And, when do you want their action? Make the action the first part of the email.
  • Use bold, italics, underline and highlight to focus attention. Visually identify the key points or sections in the email using bold, italics, underline and highlight. These visual tools allow the reader to quickly skim the email and find the most important bits of information. I know…you don’t want them to “skim” the email. But they will. Make sure they pick up the key messages by making those points obvious to their eye.
  • Provide a bulleted summary. Bulleted points are also useful to visually identify key points and provide white space in the email. White space gives the brain a break and allows it to more easily process information. The summary allows the person short on time to glean the information she requires immediately. 
  • Provide details below. Following the summary points, add detail for those who crave detail. Detail may include the background of the issue at hand, the research that supports the points, the factors that contribute to the decision. Providing details serves those who crave research and data and it documents the rationale behind your thinking.
  • Reread the email for ease of reading. Before you hit Send, take another look at the email. For those who skim, can your eye easily pick out the main points? Is there a clear organizing structure?

Tip 3. Tone. Unless you are writing to someone you know well – very well – strike a professional tone. No sarcasm, no dry humor, no witty comeback as this writing style is heavily dependent on the readers’ interpretation. Plus, email is an official document. Always consider that someone else may read it. Be professional.

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

Tip 4. Details. Details matter with email. Have you ever hit Reply All when you meant to hit Reply? I’ve seen terrible situations result from a Reply/Reply All mistake. Take a few moments to scroll down to reread and recheck everything before hitting Send. 

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

We are in unusual times and everyone is adapting to the temporary situation. Even after the COVID-19 threat recedes, we will likely see an uptick in virtual work and the use of virtual meeting platforms. Be the manager who is on top of this shift and create the skills for you and your team to be both productive and connected. Learn effective email techniques. And, remember, email is not a fast-medium. To use it well requires thought.


Shelley Row, P.E. explains why NOW is probably the best time for technical managers to work on improving their leadership skills (and earn PDH credits!).
Registration & more info -> https://ilinstitute.teachable.com/ 

 

 

I bet you have been on more virtual meetings in the last couple of weeks than ever before. Locked in the house avoiding COVID-19, we’re all working on virtual meeting platforms. Take Zoom, for example, the company added more users in the first two months of 2020 than in all of 2019. More than 10 million people join a Zoom meeting every day. Whether you use Zoom or another virtual meeting platform, these platforms are the best option we have to simulate an in-person meeting environment. Take advantage of this unique opportunity to hone your virtual meeting skills and train your team in the protocols that make a virtual meeting most productive.

 

 

Follow good meeting protocol. The basics of a well-run meeting are the same whether the meeting is virtual or in-person. Defined goals and agendas benefit any form of meeting. Here’s a short checklist to ensure that you covered the basics.

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

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

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

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

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

Set virtual meeting guidelines. To get the most from your virtual meeting provide clear, explicit guidelines. Develop and enforce virtual meeting norms such as the use of cameras, muting, and multitasking. The guidelines may vary based on the size of the meeting. Small meetings of 4 to 6 people have more flexibility. As the number grows, use more structured interaction. Here’s a checklist to develop your own guidelines.

  • Everyone uses their camera. This increases the feeling of connection and it discourages multitasking during the meeting since everyone can see each other. Note the point above about having a strong Internet connection. You’ll need that.
  • Manage the mute function. I prefer to mute everyone on entry into the meeting. For large meetings, you might consider leaving them on mute except when speaking. This is particularly important with large virtual meetings. But even small virtual meetings are disrupted when the dog barks, doors slam, the Amazon delivery person literally drops off a package, or a lawnmower revs up.
  • Raise your hand (visually or through the platform) when someone wants to speak. This allows you to moderate the discussion and ensure that everyone has a chance to speak. Unlike a real meeting, this method ensures that people don’t interrupt or talk over each other. It also means that the meeting may take longer.
  • No multi-tasking during the meeting. Be clear that cell phones are not to be used during the meeting. The participant’s attention is expected to be on the discussion in the virtual meeting. You wouldn’t walk out of the meeting to grab a cup of coffee or answer the door if you were there in-person. Don’t do it during the virtual meeting either.
  • Introduce everyone. Request that everyone login under their own name so that it appears on the screen. If there’s no video and people are on the phone, request that they state their name before talking.

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


Shelley Row, P.E. explains why NOW is probably the best time for technical managers to work on improving their leadership skills (and earn PDH credits!).
Registration & more info -> https://ilinstitute.teachable.com/

 

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

Use this checklist to plan your connection strategy.

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

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

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

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

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

For office productivity:

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

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

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

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

Weekly summaries or meetings. Consider sharing a brief weekly summary of the status of work across units. It doesn’t need to be long. Bulleted points are enough. The goal is to keep everyone in sync with the big picture and each other. You can also request that a short summary of status be sent to you weekly. This keeps you up to date on the work of your dispersed office and conveys your interest in their work.

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

For personal connection:

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

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

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

  • What would make the experience better for them?
  • What do they struggle with?
  • What is it like for them to work from home?
  • How can you help?
  • How you can help them stay connected to you, staff and the organization?
  • Don’t forget to thank them for adapting to this strange environment.

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


Shelley Row, P.E. explains why NOW is probably the best time for technical managers to work on improving their leadership skills (and earn PDH credits!).
Registration & more info -> https://ilinstitute.teachable.com/

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.



In researching this article, I found countless resources on “how to write a vision and mission statement,” “how to execute a vision and strategy,” and “why you should have a vision statement.” I found no articles on how to create a vision in the first place.  An organizational “vision” too often is a set of action items that preserve the status quo. The vision doesn’t simply show up. You have to take action and be thoughtful to have vision and create a vision.

Organizational Vision Connect the Dots

“What do you want your footprint to be?” That’s the question my friend, Susan, was asked when she started her position leading a key government agency in Canada. They went on, “If you were leaving this job in five years, what footprint would you leave behind?” Good question.

As Susan and I organizational vision, we realized that vision requires you as the manager or leader to connect the dots. That means you need to first see the dots and have time to step back and think about how they connect.

Let’s start with seeing the dots. In this case the “dots” are trends, organizational competencies and opportunities that are uniquely filled by your organization. The organizational vision is the place where the three intersect.

Trends. To consider trends necessitates that you zoom out and see the world through a telescope. Zooming out requires accessing and assimilating information from a wide variety of sources. Read news articles, trade journals, magazines, and books. Listen to podcasts, news programs, industry conference sessions, radio and thoughtful people. From that information, look for common threads, emerging issues, and high-level movements. Here are some questions to prompt your thinking.

  • What trends are impacting your industry?
  • What trends are shaping other industries that are tangential?
  • What’s happening at the fringe of the data that may foreshadow the future?
  • What are thoughtful voices talking about?
  • What data can you collect?
  • What is your initial impression of the data? What are different interpretations of the same data?
  • What threads shine through the articles you read in trade journals and the news?
  • For what products or services are clients and customers starting to ask?
  • What is happening in industries outside of your own that point to related trends?

What is the core competence of your organization? Whether public agency, private company or educational institution, your organization serves a function within the bigger industry. When I ran a government office, our role was to incentivize action in areas that would not be fulfilled by traditional market forces. A company I work with has a core competency in the manufacture of highly reliable electronics. Your vision lives at the intersection of trends, competencies and opportunities. What is it for you?

  • What is your organization known for?
  • Does your organization have a specific mandate? If so, what is it?
  • What special role does your organization play within the industry or within a larger organization?
  • What are the key skills that support your organization’s business?
  • How will these skills need to evolve in the future to keep up with the trajectory?
  • What makes your organization stand out from others?
  • How can the core competence be used in new ways?
  • How can core competencies be used for new clients or customers?
  • What niche does your organization uniquely fill?

Now, connect the dots. Project the trends along with your core competency to search for opportunities that your organization is uniquely positioned to fill. There may be a role to be played, a product or service to be created, or spokesperson who needs to speak out.

  • Where are the gaps likely to occur in the future?
  • What will be needed in the future that aligns with your core competencies?
  • Who will need it?
  • Where is leadership needed?
  • What should you do that makes the most impact in terms of revenue or influence?

Don’t constrain your thinking too much with the practical realities needed to implement the vision. That comes next as you refine the vision and the steps needed to create an organization that can execute every day drawing a little closer to your vision. With your vision in mind, consider these three factors that are necessary to implement a vision.

  1. Staff. As you project the trends, consider the evolution of skills needed in the future. What staff skills are necessary to execute the vision? Will existing skills be obsolete or replaced by machines and artificial intelligence? How many staff will be needed? What shifts are necessary to position the staff resources to be ready and capable to drive the vision forward? Do the current staff have the core skills and interests to grow into the future? How can you start now to develop the necessary skills? How can you pique the curiosity of the staff so that they see the needs of the future and respond to them?
  2. Structure. By structure, I mean the processes, procedures, and resources needed to achieve the vision. Are the existing structures adequate to support the vision? Or, are they antiquated and designed for a time that has come and gone? Do they support the type of customer interaction needed for the future? What performance benchmarks will be important in the future?
  3. Culture. I no longer remember where I read it, but it stuck: Culture eats strategy for lunch. Basically, the best laid strategy is useless without a companion culture. As you consider your footprint five years into the future, what culture exists in your office? How does it feel to work there? How do the staff describe the work environment? Is it cutthroat, collegial, trusting, suspicious, collaborative, competitive, fast-paced, considered? What behaviors are indicative of the desired culture? What rewards exist that are tied to the behaviors that are tied to the culture?

Leaders are masters at connecting the dots. They see with a microscope and with a telescope. They are keen observers of their environment and are constantly thinking about the big themes and the implications on their organization. And, there is one more element essential to creating vision. That element is quiet time to consider, digest and think. Collecting and connecting the dots can’t happen in the midst of hurried days, jam-packed schedules and frantic work assignments. Thoughtfulness and creativity live in quiet places: a walk, mowing the grass, driving in quiet, sailing, running, cooking, or anything that allows your mind to wander. To create vision, you need reflection time to discover the footprint you wish to leave in your organization.

How do you ensure there is quiet time in your work for visioning?

 



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

 

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

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

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

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

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

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

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

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

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



 

 

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

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

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

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

What’s your boss’s communication style:

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

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

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

What’s your boss’s power position?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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