Coaching a sign you’re valued

July 21, 2014

Q: I am a new team leader and feel I am being pressured by my boss to take coaching. I don’t feel I need it, but they are insisting I take it. Since the external coach has been hired by the company, I am suspicious that he will try to force the company’s agenda on me. Do you agree I should be concerned?

A: Coaching is a sign that the organization values you enough to invest in you because it is intended as a developmental, not a remedial platform.

Organizations commonly sponsor coaching to support the employee’s performance, career objectives, role confidence and management competencies.

If coaching is part of your company’s leadership development strategy, get clarity from your supervisor about their expectations for the engagement. Organizations often hire external accredited coaches who have no roles or influence within the organization so they can provide objective feedback and perspectives and avoid conflict of interest.

While the organization pays for the coaching and the supervisor and coachee may together determine the coaching goals, the conversations between coach and coachee are confidential.

The coachee, not the coach, reports out any results.

During the sessions, the coach does not direct, advise or tell the coachee what to do. They develop the client’s ability to make decisions, address key concerns, and develop themselves – to get feedback, to determine priorities and set the pace of learning, to reflect on and learn from experiences.

It is the coach’s duty to advocate for the coachee.

Surveys have shown 85 to 95 per cent of coachees have been satisfied with their coaching experience and return on investment to the organization can be as high as 800 per cent.

Reprinted from The Province, July 20, 2014.

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Lead from the middle

June 16, 2013

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.

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Succession planning faux pas

May 20, 2013

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.

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Confidence needed to be team leader

February 18, 2013

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.

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How to give feedback to under-performers

April 9, 2012

Q: One of my managers cannot address his poor performers. We talk about it, he agrees to do it, then returns with reasons why he didn’t have the conversation. Any tips?

A: Even seasoned managers can cringe at that thought of confronting their loyal staff with bad news. It can be so anxiety provoking they procrastinate, deny, turn a blind eye, excuse, give in or give up. Unfortunately, poor performance doesn’t heal itself.

Shift your manager’s attitude. Remind him that since most people want to do well, they welcome feedback intended to support their development. Leadership’s commitment to preserving an employee’s job rather than setting him up for termination can deepen their relationship.

Your manager may be feeling responsible or guilty that this represents his own failure to support his staff. Consider having the employee’s performance review be reflected in his overall performance rating to hold him accountable. Without consequences, what motivates the manager to keep his team on track?

Enlist a coach or HR consultant to role-play the conversation, anticipate reactions and ways to address them. Have the manager follow these simple steps:

  • Write down the concern with specific examples.
  • List the consequences and implication of the employee’s actions.
  • Identify possible solutions and/or resources for the employee: i.e. coach, mentor, course
  • Set uninterrupted time aside to meet with the employee. Have a clear desired outcome. Prepare mentally.
  • During the meeting, be matter of fact, respectful and direct.
  • Ask the employee for their perspective. Listen openly, offer support.
  • Document next steps in a work plan. Hold employee accountable. Give specific feedback.

Your manager is also under performing. In the bigger picture, what might this reveal about your organization’s culture?

Originally printed in The Province, April 8, 2012.

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Take positives from negative

December 5, 2011

Q: I just got my 360 review and I’m devastated. I thought I was doing a great
job because my staff always achieves their results.

I discovered that being task focused makes people feel used and ignored. How
will I recover from this?

A: While the review may be negative, your attitude is positive and open. How
you handle the results is far more important than what you received. Absorb,
understand and act.

Take time to let the results sink in. Pay attention to good feedback, too.
Reflect on the information with curiosity and compassion rather than self
judgment.

Reduce the risk of appearing defensive. Don’t take any action until you are
unemotional.

Never seek more information or confront respondents. They already risked
giving you an honest assessment. Ask yourself: What are the common themes? How
are my good intentions being negatively perceived? What kind of leader do I want
to be?

?What three behaviours that would create the greatest positive impact and
reveal the leader you are aspiring to be?

? What small simple behavioural shifts would make a big difference?

? What manager, mentor, colleague or leadership coach would support your
development with ongoing feedback and holding you accountable to your
commitments.

Bring your staff onside by sharing with them how you intend to change. Invite
them to keep you on track by acknowledging you when you are successful and
calling you out when old behaviours creep in. Making changes based on their
feedback demonstrates you are a leader who values your staff enough to listen
and learn from them. That alone will positively alter their perception of
you.

Originally published in The Province, December 4, 2011.

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It pays to hire female execs

October 25, 2010

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.

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How do I keep staff?

September 19, 2010

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.

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Be honest with career coach

April 6, 2010

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.

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Coaches build on your career

February 15, 2010

Q My boss says I need coaching if I want to be promoted. I’m feeling singled out. How is coaching going to help me and what guarantee do I have that what I say won’t be used against me by my boss?

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 February 14, 2010.

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