The Buzz
Keep your global team well engaged
Q: My new executive role means I’m managing a global team. How do I keep them engaged, on track and working together without having to travel every week?
A: To avoid excessive travel and working 24/7, a team charter is essential for a geographically disperse team. Create a compelling vision and motivating purpose that each member aligns with.
Clearly defined roles and responsibilities, agreement on the team’s goals, and how it will operate as a unit helps members stay on track when you are unavailable.
With a range of cultural, language and time differences, regular communication is vital to keep everyone on the same page and moving forward together.
Clear, concise, direct communication will help minimize misunderstandings. Reiterate key objectives often by email.
Technology can be highly effectively when face to face isn’t possible.
Maintain frequent visual one-on-ones with everyone, allotting time to connect with them personally. Regular group meetings which include some informal team bonding time build regarding readership understanding, camaraderie and unity.
An intranet site where members can share best practices, photos, wins and personal updates keeps them in community between meetings.
Demonstrate fairness, equality and consistency so each individual feels valued as an integral member who brings a unique and vital contribution.
If some have regular access to you in person, pay special attention to those who are more isolated. Those who are more isolated may need more recognition to prevent the perception of others getting preferential treatment while they feel under-appreciated, invisible or unmotivated.
Watch for signs of flagging engagement such as resistance to implementing new ideas, reduced output, short or curt emails, or a reluctance to communicate from your team members.
Make sure every member feels you are accessible any time if needed.
The benefits of a well-managed global team are motivated individuals who thrive on independence, require little supervision resulting in time efficiencies and cost savings.
Originally published in The Province, August 4, 2013.
Lead from the middle
Q I am an influential VP who pushes agendas forward and gets results. I would bring huge value to the executive team, but the CEO says I come on too strong and need to “tone down” first. That’s not my style. Why should I change?
A You are confident and competent at leading from the front. Rather than perceiving the feedback as a need to change, what if it is an invitation to expand your leadership range? How skilled are you at leading from the middle and the back?
Leading peers requires different skills than leading directs. It involves relinquishing control, responsibility and ownership; collaborating, supporting and championing another’s ideas; being curious rather than convincing; listening, questioning and guiding other’s initiatives. Using their influence to persuade others align to the goal and obtain necessary resources to ensure its success.
When leading in the middle, the leader resists jumping in even if they know the answer.
They are not the dominant player. Instead they create a climate of openness and trust by encouraging all viewpoints, soliciting input and active involvement in decision making.
They point out the value in others opinions, facilitate debate, guide conversations rather than take a position. They ask rather than tell.
When leading from behind, the objective is to stay out of the limelight so others receive recognition for the work.
Ensure everyone works together collaboratively, only contributing strengths where there are deficits.
Effective inspiring leaders are adaptive and can accurately access which style is best suited for the situation to achieve results effectively while maintaining strong working relationships. They are able to hand over the steering wheel – becoming a gracious passenger, not a back seat driver.
Originally printed in The Province, June 16, 2013.
Succession planning faux pas
Q : Two key executives unexpectedly announced their immediate departure for different reasons but we don’t have the appropriate talent in our pipeline to replace them. How can we prepare our juniors to take such an enormous leap?
A : You’re not alone. While the risk of sudden executive turnover is ever present, many companies still scramble in the wake of sudden vacancies because succession planning is often overlooked.
Leadership transitions are stressful for the entire organization. The goal at this time is to ensure a seamless transition. A transition consultant could assist in creating a new organizational vision and managing the transition process. This is an ideal time to determine the leadership skills needed for your organization’s future success.
Identify the crucial leadership characteristics and skills for each of these and other senior roles. Assign promising internal leaders to special projects to assess their capabilities and compatibility with the business’s future direction. Ask board members to remain beyond their terms for continuity during this challenging transition. Which internal high potentials could assume acting roles as you look for the ideal candidate?
What skill or experience gaps do your junior leaders have? What accelerated development, training programs or assignments would provide them with the necessary tools or expertise to get them ‘ready now’ for a potential advancement? Match them with leaders who can mentor them.
Annual executive planning sessions should include updates on the development of talent – their strengths, weaknesses and succession feasibility. A successful succession plan has more than one good person available for key roles.
A well-developed process increases the retention of superior employees. Continually challenging and rewarding talented employees reduces their need to seek opportunities elsewhere. They feel recognized, valued, invested in. The key is to match their career aspirations and the company’s future needs.
Originally printed in The Province, May 19, 2013.
Timely tips save effort
Q I’ve just been promoted to the C-Suite and the time demands are daunting. I am an effective time manager but I can’t stay on top of all the additional requirements of the role. What more can I do?
A Protect your most productive hours of the day to do your big picture strategizing and reflective thinking. Since 20 per cent of your efforts produce 80 per cent of your results, prioritize your tasks and stick to it. Delegate the rest. This is more effective than doing it all. Studies show that a 60-hour work week decreases productivity by 25 per cent and gets worse as the work hours increase.
Executives waste almost a day a week in meetings. Consider limiting meetings to between 10 a.m. to 4 p.m. Keep them on track by sticking to a clear agenda, beginning and ending on time with specific actions for each individual, following up on their accountabilities at the next meeting.
Email is often the biggest distraction. It helps to check email only at specific times of the day and to give your people guidelines on what you want to be copied. Have someone pre-screen and file items for you. Take the time to clear your inbox weekly. Additionally, the average leader is interrupted every three minutes – that is two hours a day. Instead of inviting intruders with: “How can I help” narrow their access by asking: “What do you need from me for you to accomplish this?”
Forget multi-tasking altogether. it takes 20-40 per cent more time to finish items when you multi task compared with completing the same tasks in sequence. Time lost switching among tasks increases with the complexity of the tasks diminishing productivity and quality.
Stay focused on holding the strategic vision, holding others accountable for operational details and keeping both in alignment.
Originally printed in The Province, April 14, 2013.
Confidence needed to be team leader
Q: I’ve been hired to lead a team of directors on a project. I have the specific skills for this role, but I’m younger than everyone. They aren’t taking my direction and I need help overcoming my intimidation of them.
A: It is often easier to believe more in your team’s capabilities than in your own. Remind yourself that you earned the seat at the helm. Trust you know what you’re doing.
Your executive presence is a key indicator of how your team responds to you. Authority matters more than age.
Owning your expertise with confidence will instill their trust in you. Your job is to set strategic direction and motivate the team to own the project and its success. Share a strong vision for success assuring the team you know where you are heading.
Lead expedient meetings that are focused and practical. Welcome ideas and suggestions that further the outcomes, but don’t be taken off track. Your experience will be apparent as you inform the team of potential risks and possible benefits of their contributions. Set clear expectations for deliverables with due dates for each member monitoring progress at subsequent meetings.
Be willing to say no when you know it is not the right course of action. Your team may not like it, but they will respect you. Speak with conviction and surety, being mindful to avoid appearing arrogant or controlling. Avoid voting to achieve consensus. It can lead to division or a perception that you are more inclined to please than to take a stand for what is right. Indecision signals self-doubt and undermines your authority. Focusing on your purpose rather than on other’s opinions will help you.
If insecurity still plagues you, seek a mentor or coach to become the leader the organization knows you to be.
Originally published in The Province, Feb. 17, 2013.
