Give critics a chance to be heard

August 6, 2012

Q My team implemented a company-wide technology change and a small but vocal group of detractors is publicly criticizing the move which is thwarting uptake. How do I get their buy in?

A dissension is normal and creative conflict can lead to valuable improvements when harnessed. Invite the core group to meet with you and other key leaders to voice their alternate viewpoints. Have a few former resisters attend to explain how they overcame their doubts and the ensuing benefits they discovered by opting in.

Set the meeting tone by appreciating their willingness to attend and share. Explain the intended purpose and out-come of the platform change and reiterate that it is here to stay. At the same time, state your commitment to hear their feedback and ease their challenges during the transition phase.

During the meeting, keep the dialogue focused on issues, not on people.

Strive to hear the value, insight and good in their viewpoints.

Remain calm, neutral and objective. Resist judging their opinions or defending yours.

Let disagreements emerge, remain curious and open. Recognize that the emotional stress of any adjustment period can result in a need to vent. Most often people want their views to be heard, accepted and validated, they are not expecting your agreement.

While you may not convert all of the naysayers, your goal is to create enough safety and comfort for them to bring issues directly to you rather than the public.

Schedule regular followup meetings to ensure you remain on common ground going forward.

If handled appropriately, the staunchest opponents can become your greatest advocates.

Originally published in The Province, August 5, 2012

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Plan project in four steps

February 28, 2011

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.

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Managers lead by example

June 21, 2010

Q: I’ve just been promoted into my first management position. Without technical to-dos to check off the list each day, I don’t feel I’m accomplishing anything. How do I ensure I am adding value to my company?

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.

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Start by finding common ground

May 16, 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.

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Be very clear in assigning tasks

October 12, 2009

Q: Even when I give my staff member a simple task to do, such as creating a news release, and explain how I want it done, she solicits her co-workers’ suggestions and the job ends up getting done differently than I wanted. How can I change this?

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, October 11, 2009.

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Be co-operative on feedback

August 31, 2009

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.

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If words alone don’t do it….

May 3, 2009

Q: I was dumbfounded when several of my team separately recalled verbatim what they were convinced I had told them. I never said those words. While they got the gist of the message, how do I ensure that I won’t be misunderstood next time?

A:  For a team leader to function effectively, your team must be clear about your directions. Your team may not have recalled your exact words, but it sounds like they were on the mark with your intended message.

Messages are sent to the listener on two levels simultaneously. Information is transmitted through your words. But studies show 65 to 80 per cent of the message is communicated non-verbally. Facial expression, eye contact, body posture, motions, tone of voice and attitude tell the real story.

If you say a deadline is firm, but your voice tone conveys the blasé quality of “whatever,” don’t be surprised when you’re off schedule.

When your spoken message and your attitude are contradictory, the receiver will interpret from your more accurate non-verbal cues — how the listener “experiences” your message not how they “hear” it.

Take a few extra minutes before you speak to be clear about your content and to be aware of your emotional state. Speak slowly and intentionally to monitor your delivery as well as your words. Your goal is for your non-verbal cues to be congruent with your information.

Understanding deepens when it flows two ways. How well are you hearing your team’s messages? Pay attention to their non-verbal cues this week. Who needs your recognition? Who is eager for a new challenge? Whose tank is empty? A successful leader “hears” and accurately responds to their team’s cues.

Originally printed in The Province on May 3, 2009.

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How to send your message

December 9, 2007

Q: I give instructions to my team and they just don’t get it. I keep repeating myself yet it doesn’t get any clearer for them, then I get angry and frustrated and nothing gets accomplished. What could I do differently?

A: Before you blow another gasket, know that 85 per cent of business issues are people-related not skill-related. Even clear, direct communication can often result in a different message received. The onus is on the sender to ensure it is received as you intended.

Here are some tips:

  • Begin by clearly stating your reason and the result you are expecting from the receiver. Do you want them to take action immediately, to file this information until required, or is it simply FYI? Explain how following these directions will benefit them, the team, the client or other stakeholders.
  • Many people miss this next crucial point: Step outside of what you want and consider it from your listener’s perspective. Are your instructions clear? Are the outcomes realistic? What vital information must they have to carry out these instructions and successfully meet your expectations? The receiver needs enough detail to deliver on, yet not so much that they get bogged down.
  • Your message requires three key elements: What you want done, when it needs to be finished and how you want to be informed when it’s completed. Empower team members to complete the task in their own way.
  • Now about that tone — yes, even e-mail has a voice quality that telegraphs volumes. If your message is emotionally charged, even the clearest directions will be resisted. Keep your message light and to the point.

Originally printed in The Province, December 9, 2007.

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