The Buzz
Plan project in four steps
Q: I tried to empower my director with an important project. Each time I checked in with him he said he was on track and didn’t need any support. But when he presented to the client, it wasn’t at all what I envisioned. When I told him how disappointed I was, he said that he felt set up because I didn’t tell him my expectations ahead of time. What should I do in the future?
A: It can be tricky anticipating how much support and clarity a seasoned leader needs. To spare future headaches, follow these four simple steps for every initiative.
1) Create a united vision. Begin by sharing both of your visions for the project. Have your direct report go first. Discuss best possible outcomes and what they would actually look like in reality. This minimizes the expectation gap.
2) Plan and strategize. Once you’ve reached mutual agreement, forecast potential obstacles and an plan to resolve them should they occur. Put three to four key expectations on the table so your director knows exactly where the goalposts are. Be specific and measurable. Share any wisdom, insight or mentoring you would appreciate receiving if you were in his shoes.
3) Empower him to take action. Set up realistic targets and timelines for progress reports. Then turn him loose to meet the expectations and desired outcomes in his own way. Schedule regular meetings to ensure the project stays on track or to allow for course correct if the project requirements change
4) Debrief each project for the key learning. Grow your director by hearing what he thought was successful and why. Then share what you found successful and what you want next time.
Empowering your employees does not mean abdicating your responsibility as their leader.
Originally published in The Province, February 27, 2011.
Team resists new vision
Q: After being in the role of CEO for six months, my executive team continues to resist my vision. I recognize a change in leadership requires an adjustment period. But they agreed to the new direction, so I feel angry and betrayed by them. How do I get them to do what I need to move my initiatives forward?
A: The answer probably lies in your question. You clearly own the vision. Your team must, too. Your commanding style of leadership may be alienating them. They could be resisting you, not your vision.
Try a collaborative approach. Shift your attitude from me and mine to us and we, making room for them to share with you. Begin by being genuinely curious about their perspectives, opinions and recommendations. Switch from telling them what you want to asking them what they suggest.
Encourage and incorporate their input wherever possible. If you continually resist their ideas, they will feel disempowered, quickly disengage and will probably start resisting you, too.
Your team needs to feel included, trusted and supported. Give them recognition and credit, point out what they are doing well. They will likely respond more favourably once you value their unique abilities and contribution.
See things from their vantage point. Demonstrate empathy for their role of integrating a new strategy with staff’s current reality.
Perhaps you moved to action before establishing solid alignment on the vision, goals and methods. Clarify the vision, set outcomes, and targets then give them the latitude to run with it.
Solicit their feedback on your leadership. Make the necessary changes in you so they willingly move forward with you at the helm. It is easier to adapt your style than your entire teams’.
Originally published in The Province, January 16, 2011.
New exec tip: take it slow
Q: I am the first woman in my organization to be promoted to the executive team. I’m putting a lot of pressure on myself to perform. How can I create a powerful presence so that my perspectives and leadership style will be accepted?
A: First there’s no need to prove yourself. A 19-year study showed that 25 of the top Fortune 500 firms that promoted women into the executive suite were 20-80 per cent more profitable than the medium firms in their industries.
New members provide the team with a valuable point of view that can provide more sound decision-making for a homogeneous team. As part of this team, you are responsible to bring your unique perspective to the table so that it’s heard and considered even though it may not be accepted and adopted.
One of the biggest challenges for any new executive is to step into your new identity so it matches your new role-including viewing corporate issues strategically now instead of tactically. Believing you belong on the team is key since your attitude impacts how you are perceived. If you feel you are fighting to represent an unpopular viewpoint you may come across as defensive. How can you lead so others will follow?
Before rushing to establish your executive presence on the team, assess and manage the relationships. What are the member’s unique drivers, strengths and styles and how are they leveraged on the team? How do members come to agreement on issues? How do they raise and resolve difficult issues?
Collaborate in areas you are already aligned demonstrating your strengths and forging alliances. Credibility and trust take time to develop. Like you, the team needs time to adapt. Enjoy the challenge — you’ve earned it.
Originally published in The Province, November 28, 2010.
It pays to hire female execs
Q: None of my top women managers are applying for executive positions. How can I change that?
A: Good idea, since studies reveal companies with more women in the C Suite and on the board financially outperform others by 35 to 65 per cent.
Results are best generated with an initiative actively championed by the CEO that implements a structured hiring policy, targeted development and a workplace that recognizes women’s need to balance work and life.
The easiest way for managers to fill roles is through their networks. Research shows 70 per cent of executives favour promoting men. Make gender parity a top management goal by rewarding it. By identifying particular capabilities to be promoted, current leaders will not merely replicate themselves. Require two qualified women be shortlisted for all leadership roles.
Fill the pipeline with eligible candidates, grooming high-potential women for promotion. Most women downplay their strengths and need to be persuaded to apply. A Hewlett Packard study found women apply for promotions only when they fill 100 per cent of the requirements. Men apply if they possess 60 per cent.
Offer women technical and leadership training. Give them high-profile assignments that partner them with a mentor. Appoint an internal champion to put capable women’s names forward. Coach women on navigating the organization, executive presence and negotiations.
A culture that supports women’s advancement rewards collaboration, promotes work-life balance, less travel, flexible work options and job sharing. It sponsors events during business hours so working mothers can attend.
Finally, measure your success. Track women’s progress, survey them to find out what best supported them and adjust the initiative accordingly.
Originally published in The Province, October 24, 2010.
How do I keep staff?
Q: I’m having nightmares about coming to work only to find I have no staff left. My company laid off 1/3 of our workforce, and has a wage and hiring freeze so everyone is doing double duty. My staff is overworked, overwhelmed and threatening to leave. How can I hang onto them?
A: A Right Management survey found 54 per cent of U.S. organizations lost key leaders in the first half of 2010. Replacing these people is more costly than investing in them.
Keep your brightest in house by valuing them. Give them complete credit for their ideas, solutions and results. If there are no bonuses or raises, find other creative ways to recognize them. They need to believe their work makes an important contribution to the company. Prove it does and celebrate their efforts.
Reinforce job security and foster loyalty by creating a growth plan that can lead to future promotions. Give staff the tools they need to succeed by investing in their professional development.
Enhance their performance with leadership coaching or training. You may not be able alleviate their stress, but you can reduce it by creating a positive environment.
Be their advocate. Remove unnecessary obstacles and streamline tasks so they can more easily achieve their targets. Acknowledge personal sacrifices.
Give them more control. Autonomy to get their jobs done their way will empower, motivate and satisfy them. Focus on their outcomes not on how they accomplish them. Intuit’s founder Scott Cook discovered “people will work nights — weekends — because it’s their idea.”
Share decision making with your employees. When people are consulted about things that affect them they are more apt to stay.
Originally printed in The Province, September 19, 2010.
