The Buzz

Be co-operative on feedback

Q: As a new manager, I have to give an employee some feedback on a job she thinks she’s doing well. How can I be direct without getting her back up?

A: Hard feedback is effective when delivered with a soft start-up. First, get a clear picture of how your employee thinks she’s doing and why. Suspend your opinion and explore her perspective with genuine curiosity. While you don’t need to agree, letting her know you understand and accept her will make her more open to your viewpoint later.

Point out qualities you value in her — irrespective of her performance — such as her initiative, determination and reliability. Be direct and specific about what is working and why: “You are diligent and meet your deadlines. You keep projects moving forward and on track.”

Provide clear, concise and matter-of-fact feedback about what’s not working. Point to the tasks — not her personally — avoiding all-or-nothing language.  For example, “your reports lack the necessary details to support your point of view.”

Any hint of impatience or blame will raise defensiveness. Calmly explain the cost to her: “When your reports are superficial, the reader can discount your logic.”  Demonstrate your commitment to her success by pointing to specific changes that would produce successful results: “Including relevant case studies and key metrics would make your argument more compelling.”

Let her know you believe in her ability. “You have a solid grasp of the issues. All you have to do is provide more back-up for the reader.”

Ask her what steps she’s willing to commit to and set a time together to revisit the issue. Limiting the amount of corrective feedback and presenting it as a gift will leave your employee hopeful and motivated rather than daunted and demoralized.

Originally printed in The Province August 30, 2009.

Put the spark back into staff

Q: With sagging sales, our company is re-evaluating our five-year plan. My managers are concerned their jobs may be at risk, yet their motivation is waning. How do I reassure and re-engage them?

A: Even with job security down, disengagement is up. People are torn between knowing they must perform to keep their jobs, and the emotional drain of economic uncertainty. It takes fortitude to remain optimistic. You can re-spark your staff with a few simple steps:

1. Reinforce their value and worth. Recognize more than just accomplishments. Make every effort to point out how their actions positively impact the organization. Acknowledge their innate strengths and characteristics liberally.

2. Set up your staff to be successful. Be clear and specific about the expected outcomes, then give latitude and flexibility to complete the job their way. When feeling lack of control in one area, people need to feel in charge elsewhere. The freedom to be innovative and creative will empower and inspire them.

3. Invite input and collaboration. Under pressure it’s easy to revert to a directive style of managing, but it comes at a high cost. Take the time to include staff in decision-making, giving them choices wherever possible. When included, people become invested.

4. Build trust. Open, honest and frank communication is paramount. In uncertainty, silence sends people to imagining the worst. You can avert reactive behaviour with regular updates — and it is just as important to say there’s nothing new.

5. Support their development. Find out where they want to grow and make it happen. Web-based or tele-training, coaching, internal mentoring, mastermind groups or even a new project are cost-effective ways to build new skills.

It’s important in any economy to show your most valuable resources matter as much as the bottom line.

 Originally printed in The Province July 19, 2009.

Time to air your strong points

Q: In a job interview, how do I respond to the question: “What are your weaknesses?” without jeopardizing my chances? I’ve heard the best way is to turn a negative into a positive such as, “I’ve been told that I am a perfectionist.”

A: Many organizations scout candidates with key strengths they can leverage instead of well-rounded generalists. Areas that require development come with the territory.

Your best defence is a good offence. Go into an interview knowing your strengths and weaknesses. Show you’re handling your shortcomings by identifying circumstances where they appear and how you manage them. Make a strong case for how effective your strengths are.

For example, you can reframe your perfectionism as a positive — a keen attention to detail. Combined with one of your key strengths — efficiency, perhaps — may mean you can be counted on to produce superior results, and in much less time than others.

If your perfectionism surfaces when you are unsure of what’s expected, explain how you ask enough questions to get the clarity and context you need to successfully tackle the job.

Finally, you might show you’re striving to improve by completing lower-priority tasks at the 90-per-cent mark, rather than driving for 150 per cent on everything. Describe how you draw on your thoroughness for projects that demand high accuracy and precision.

Sometimes interviewers are less interested in the weakness than in what your response reveals about your character and attitude. Being truthful will demonstrate your integrity and ability to accurately assess yourself.

The employer may be willing to buy your strengths to round out a team. Your weaknesses may be another member’s strong point, making you a perfect fit to fill the gap.

Originally printed in The Province on June 7, 2009.

Lost Generation

This video demonstrates how easily we can believe our perception is ‘The Truth.’   At the same time, it also highlights how there isn’t “One Truth” only different interpretations of something.   

There is only ‘our truth.’  And ‘our truth’ is not even that reliable.  It shifts with our perceptions.  That means ‘truth’ can change from one moment to the next depending on the facts at hand.  Even more importantly- by the facts we choose to give credence to as well as the facts we conveniently choose to ignore in the moment. 

 When I watched this video for the first time, I felt growing sadness and despondency about how this generation views their world and the legacy they are creating.  

Then just as quickly my opinion got turned around 180 degrees to embrace a complete different perspective.  

I learned how susceptible I am to being persuaded by a compelling point of view.  Once I emotionally connect to it, I can be drawn into believing it to be “the truth”.  It is so important to stay present and conscious that ‘my truth’ is only one perspective of many.  All of which may be valid and right.    

This is where coaching is so powerful.  When ‘your truth’ isn’t serving you, your coach can reveal to you what truth you have adopted- perhaps unconsciously.  You can examine the results you have been achieving based on your assumption or ‘truth.’  Then just like in this video, you can consciously choose to alter your beliefs, behaviours and actions to create more effective results.  

This is one way we will change the world.

The Mom Song to William Tell Overture

In Celebration of one of the most paradoxical roles in the world.  Motherhood-  really parenthood- is the most rewarding yet often unrecognized, tireless and tiring, as profoundly joyful and it is painful, grows you and ages you.  I wouldn’t trade it for anything!

The 24 hour daily refrain can be condensed to about 3 minutes.   Yay. More time for fun together.  Happy Mother’s Day to all of you!

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