Take high road and don’t question decision

March 16, 2014

Q: I was promised a promotion to vice-president based on my knowledge, experience and performance.  Then last month a political appointment was inserted above me, pushing me down a level.

I’m convinced my opportunity has been torn from my grasp.  I feel betrayed and want to get to the bottom of how this happened. What’s the best way to do that?

A: It is devastating being passed over when the selection appears biased, unfair or undeserving. You may have been assured the role, but it still is not an entitlement. Therefore, you have nothing to gain and everything to lose by hunting down the culprit.

How will judging or critiquing the boss’s choices reflect on you? A knee-jerk reaction to quit or blame may, in their mind, justify their decision that you were not the right person for the role. This is not your first obstacle en route to the executive suite. The hardest distance to run in a marathon is the last mile.

If you choose to stick it out, take the high road to the finish line.

Keep your disappointment away from the workplace, seek feedback for improvement and support the new leader.

Believe that your continued commitment and outstanding abilities will once again be recognized.

If the leader is not a fit for the role, the obstacle may only be temporary. Therefore, staying the course may still pay dividends, albeit delayed.

Use the additional time strategically, exhibiting qualities of a resilient team player, trusted ally and reliable leader. If this is not the first time you have been passed over, your future may be limited at this company.

Best to move on perceived as a diplomat caught in the crossfire than an antagonistic bridge burner.

Originally printed in The Province, Mar 16, 2014.

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Effective mentors make great leaders

January 19, 2014

Q My goal for 2014 is to be promoted to director level. Other than the specifics my boss has told me, what else should I ensure I do?

A: Performing every aspect of your job in a professional and exemplary manner is a must. Going above and beyond expectations, operating as if you are already at the director level will help decision makers envision you in the new role. Focus on tasks that are appropriate for your level. Delegate the others.

When handing work off, enrol individuals so they feel inspired and empowered – not resentful – to help you. People want to grow and learn. Show them how these are opportunities to support and develop them. Coach or mentor them along the way. Step up for high-visibility projects that showcase your strengths and versatility. Increasing your areas of expertise raises your value to the organization. Share your accomplishments where appropriate in ways that are humble and matter-of-fact, not self promotional or aggressive.

Broaden your network to align with the right people outside of your department or functional area. Cultivate strong relationships with peers, your manager and others in positions of power. Collaborating with others to help them succeed shows you are confident, trustworthy and respectful. Communicate clearly, conveying the appropriate amount of information for a director.

Too often, leaders give too little context – confusing the listener – and too much detail, which undermines their message. Find the right balance of both for every audience.

Above all, be yourself. When what you do is a right fit, work is easier and more fun.  Passionate committed leaders are infectious.

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MBA no guarantee of success

October 27, 2013

Q: I received my MBA in April and I still can’t get my first job. I’m overqualified for most entry-level jobs, but when I apply for the ones that match my education, I never make it past the first interview. Why don’t they see what an asset I am?

A: While employers may be seeking the specific skills and abilities promised on your resume, they often hire for attitude. Gen Y employees bring significant skills but can show up in interviews with characteristics that are unwelcome at work.

Interviewers are most likely going to be of a different generation than you. They value initiative, critical-thinking skills and effective communication. They are looking for loyalty and a strong work ethic. Be sure you haven’t embellished skills on your resume or you will be dead in the water in the interview when your level of integrity and honesty is exposed.

They want employees who respect authority, are willing to adapt to someone’s idea – not reject it out of hand without weighing its merits and can accurately access likely consequences.

While you may feel the position is below your qualification level, show up prepared, enthusiastic and engaged in the company and the role. Keep the discussion professional. Ask pertinent questions demonstrating that you have done your research and are giving this serious consideration.

Leave personal conversations to social media. In the end, you may need to accept a job that pays less than you want to get your foot in the door of your ideal employer. During those first few years focus on learning, demonstrating your abilities, and willingness to invest the hours to get ahead.

This paves the way to being a top earner in subsequent years. As the boomers retire, there will be plenty of promotions up for grabs.

Originally printed in The Province, October 27, 2013.

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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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Expert status now a barrier

February 29, 2012

Q: I have pride in being an expert people seek out in my organization, only to discover that it is now the barrier to moving into the executive suite. What can I do to change this?

A: Years of acquiring technical expertise or knowledge makes you so reliable in your current role that there may be a reluctance to promote you. Who else could possibly replace you?

Up to this point you’ve received your satisfaction from accomplishing things, feeling productive. Now, delegation is a high priority. Make yourself obsolete rather than indispensable. Transfer your knowledge to your staff. Give them opportunities to learn and grow so they can take over your job.

Relinquishing control of the daily tactical issues will also showcase your ability to manage a team to successfully meet outcomes. Have them replace you at meetings you cannot attend so others can see how capable they are. It will also give you time out from doing so you can begin thinking strategically at a level above the tactical.

While you progress from being task to strategic focus, you will also need to shift other leaders’ perception of you as a big-picture thinker. Find every opportunity to get visibility at your manager’s level and above. Take on a high-visibility project which would require you to consult with them. Meet with them informally for coffee.

In presentations to leaders, demonstrate your ability to transfer tactical information to the audience at the appropriate level of strategy for their needs. Be clear and succinct when outlining the key critical priorities for success and how they tie back to the strategic objectives and corporate vision.

Make it easy for others to view you as a visionary leader.

Originally published in The Province, February 26, 2012.

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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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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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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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Your strengths will sustain you

October 5, 2008

Q: I’ve just been promoted to senior manager, but I’m intimidated about meeting customers more senior than I. I doubt I have enough to offer someone so experienced. How can I overcome this immediately?

A: A new role can definitely push you out of your comfort zone, but if you didn’t have the potential to grow into the responsibilities, you wouldn’t be in this position.

Build your confidence by leveraging your current strengths. If spontaneity is a challenge, pre-plan your presentation.

Steer the meeting to showcase your unique strengths and knowledge. Promote whatever it is — your technical expertise, business systems integration or financial forecasting. Clearly outline how your solution benefits the client, demonstrating you really understand and care about their needs. Resist the temptation to over-compensate by exaggerating your expertise. They’ll see right through that.

Be honest about what you know and don’t be afraid to say you’ll get back to them when you don’t. Creating space between your interactions can buy you time to formulate intelligent responses.

Before each meeting, take several minutes alone to collect your thoughts and decide what kind of executive presence you want to project: trustworthiness, confidence, flexibility, determination or ingenuity? Think about how you need to show up to demonstrate those characteristics to create that impact.

Finally, enjoy this honeymoon period by giving yourself time to get acquainted with your clients. It is more advantageous to uncover what’s important to them than it is to show off how much you know.

Spend the bulk of your time being genuinely curious about them, what they want, need and how they define success. Forging solid relationships is a wise long-term investment for any promising up-and-comer no matter where their future sights are set.

Originally printed in The Province on October 5, 2008.

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