A: Corporate e-mail users receive up to 200 e-mails a day. If the recipient only spends a minute on each one, that’s over three hours a day reading e-mail. In an overflowing inbox, you have seconds to grab the reader’s attention and make your e-mail a priority to open and answer.

One topic per e-mail is the surest way to get a clear direct response. E-mails with several items require extra thought and time to address. Points often get missed and replies are slower, if not forgotten. Numbering the items and identifying each topic in the subject line helps.

A subject line that gives enough detail about the message in a few words or includes a call to action such as “Please respond by . . .” attracts the reader, while a friendly opening line and an appreciative closing personalizes the message and builds rapport.

People appreciate brevity. State the purpose of the message up front, then get to your point quickly in a conversational style. Straightforward, short messages that are easy to follow and specify the desired response get dealt with promptly. Incomplete messages, where recipients have to write back for more information, frequently get dropped.

Proofread every message from the reader’s vantage point. E-mails convey emotional tone. Is it neutral, courteous and respectful?

Following these simple steps to be a more effective electronic communicator can create a positive impression, enhance credibility and elicit the responses you want.

Originally printed in The Province, August 22, 2010.

A: It’s a common mistake for new managers to gravitate to tasks instead of people. You got the job because you accomplished things in an outstanding way. Now your role is to support others to produce results and reach their potential. Your success depends on your team’s performance.

Great leaders model and mentor others to achieve their goals effectively. Find out what matters to your people then advocate for the resources and tools they need to flourish. This may mean helping them leverage their strengths, reach their career aspirations or work smarter not harder.

While you have the experience, you’re not the expert. Valued managers coach their people to perform at ‘their best’ by listening more, talking less. Set clear expectations, empower them to do their job, then stand back and let them do it as long as their output meets the expectations. Give direct feedback on areas for improvement privately in a way that motivates them to rise to the challenge rather than discourages them.

Your role is to make sound and often tough decisions with which others may not agree. Create an environment of trust and respect, demonstrate desirable behaviours and foster collaboration by being an example.

A leader’s responsibility is to be the keeper of the vision. Hold the big picture and articulate it in a way that inspires the team. You provide individuals a sense of purpose so they are engaged and aligned with the organization. Valuable leaders have the ability to make their people feel valued.

Originally printed in The Province, June 20, 2010.

Q: Two of my managers have been squabbling for years. Rather than working things out between themselves, they bring everything to me. I’m tired of mediating. How can I put a stop to this so they focus on their jobs?

A: Being a middle man is a no-win position. It fuels their feud as both parties vie for your attention and allegiance. The cost in lost productivity and increased tension is too high for these behaviours to continue. Reinforce this with consequences if they are unable to collaborate effectively.

Moderate rather than mediate a meeting where they speak directly to one another rather than through you. Point out wherever common ground exists between them on objectives, outcomes or vision.

Give both parties equal chance to present their point of view dispassionately. Trust builds when speakers feel their opinion is being heard and listeners know they are not forced to agree.

Conflict often stems from miscommunication and misunderstanding. Ask the listener to restate what he or she heard, plus one benefit of that viewpoint. Explain they are simply acknowledging they heard the person’s perspective, not that they are necessarily agreeing with it.

Alignment can break down in the tactical stage of determining how to implement plans. Individuals may attack or defend when trying to marshal support for their ideas.

Resist getting dragged into conflict or feeling responsible to resolve it. Neutralize things by asking how they will leverage each other’s strengths to create combined success. Keep the discussion solution focused and acknowledge effective communication when it occurs.

Be sure they leave with strategies to interact more productively. Arrange a followup to check in on their progress. If additional support is needed to de-escalate conflict, contact your HR department or a certified corporate coach while you reassess the roles and responsibilities of these team members. 

Originally printed in The Province, May 16, 2010. ]]> http://www.jonimar.com/start-by-finding-common-ground/feed/ 0 http://www.jonimar.com/be-honest-with-career-coach/ http://www.jonimar.com/be-honest-with-career-coach/#comments Tue, 06 Apr 2010 12:33:11 +0000 jonimar http://www.jonimar.com/?p=1096 Q: I am finally warming to my boss’s recommendation to get coaching. Now how do I choose the best coach for me and get the most value from the experience?

A: You’re already on the road to getting more value by your shift in attitude. An open and willing coachee achieves far greater results than a closed and resistant one.

Request a complimentary coaching session with a few coaches so you can test drive the different ‘models.’ Select a coach who is qualified, has strengths that match your needs, and a style that you can comfortably trust. Follow your gut when making your choice.

Your coach is your ally, be straight with them. Provide your new coach with relevant background about yourself.

I mean the good, the bad and the ugly. The good — your strengths and desired outcomes; the bad — where you get in your own way, your shortcomings; and the ugly — the self-defeating behaviours and habits.

You are responsible for getting value from the coaching. Your coach is your ally and wants you to be successful.

You know what makes you tick. Tell your coach what motivates you. Do you excel when you are pushed hard? Or do you thrive with gentle prodding? Growth in coaching can happen in fits and starts. Be patient, realistic and enjoy the process.

 The results from coaching are directly proportionate to what you invest in it. Create three to five significant goals that would make a considerable difference to you at work or in your life by achieving them. Bring a relevant topic to every session. Expect to be amazed by yourself.

Originally printed in The Province April 4, 2010.

A This is the best possible news. Your boss is actually saying he’s confident in your untapped potential and you’re worth the investment. You’re also in good company. Up to 40 per cent of Fortune 500 companies engage coaches for their high performers.

Coaching is a powerful way of moving you from where you are currently to where you want to be — producing extraordinary results in less time than you could typically accomplish alone.

In two or three focused confidential sessions each month, a coach accelerates progress by asking provocative questions, listening, contributing observations and directing your awareness, choices and actions. Any reporting out to management will come from you, not your coach.

As a client you’ll gain clarity, insight and learning. By building on your strengths, revealing blind spots, developing new competencies and taking effective actions, you’ll be able to replace unproductive outdated strategies.

Results are entirely dependent on your willingness to invest in the coaching. Ninety seven per cent of clients report coaching exceeded their expectations. More than 75 per cent experience improved working relationships, while over 60 per cent experience smarter goal setting, an increase in job satisfaction and less stress. Who doesn’t want that?

Choose a coach you trust and who is certified by the International Coach Federation — the worldwide professional governing body. A full description of the ethical standards is available at www.coachfederation.org.

Originally printed in The Province Feb 14, 2010.

A: We expect bullying will end once we leave the school yard; however, according to the Workplace Bullying Institute (www.workplacebullying.org), almost half of working Americans have been affected by bullying on the job.

Workplace bullies use words or actions to assert power over their targets through aggression. They degrade, belittle, sabotage, threaten or humiliate to psychologically hurt or isolate.

If you feel you are the victim of bullying, first acknowledge that it’s happening and the emotional stress on you. Don’t allow this cruelty to undermine your self-confidence or feel ashamed of yourself. Stop being a target by seeking the advice of a mentor, coach or health professional who understands bullying.

Recognize that the perpetrator needs to control someone who enables or tolerates their behaviour. It continues as long as it is rewarded with the desired reaction or response. What repercussions are you afraid of that are preventing you from standing your ground?

While you can’t change another person, you can influence the situation by asserting yourself. Only confront the bully if your physical safety isn’t threatened. Only address the facts by remaining calm and professional. Don’t show any weakness or self-doubt.

Often subtle, bullying can go undetected — except by the intended target. Document the offensive behaviour and tell your supervisor so it is exposed. If the abuse continues, you can contact the provincial human-rights office or a lawyer to determine your right to recourse.

Bullying doesn’t flourish where it’s not tolerated. If you are not getting the support you need from your leaders, you may decide to leave the workplace with your dignity for an organization committed to a culture of respect.

Originally printed in The Province, Nov 22, 2009.

A: It sounds like your direct report may need some additional time or reassurance from you before she is set loose. Here’s an approach that may generate more productive results.

She may be feeling micro-managed when you tell her how to accomplish the task. If she doesn’t feel she has the freedom to incorporate her own great ideas, she may be rallying support to defy “your way.”

Rather than telling her how you want it done, inform her of the end result you’re looking for. Explain why this task is important and relevant. It is more meaningful when she understands how it ties into a larger picture.

Let her know what key elements need to be included in the project and the deadline, then give her free reign to make it happen.

Before she leaves, check to see if she needs any further clarification. To ensure you are both on the same page, ask what she views is the value of this task and what support she thinks she might need for her to successfully complete it according to your requirements.

Boost her confidence by acknowledging one of her shining qualities or characteristics.

For example, “You are creative and organized. You’ll produce a great news release.” Assure her that you are available for further assistance.

When she returns with the finished product, find something positive to acknowledge. That will encourage more of the same behaviour next time. Finally, re-evaluate if the tasks are appropriate for her skill or interest level.

Originally published in The Province, Oct 11, 2009.

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.

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.