The Buzz
Motivate your staff by reviving effective work habits
Q: Last week my team returned from the holidays rested but unmotivated and unfocused. What can I do to re-engage them in work?
A: When depleted employees recharge their batteries during an extended time off, inertia can set in, making re-entry challenging. Cut through the holiday hangover by reviving their effective work habits.
Ride the holiday mood by hosting a new year’s social meeting highlighting last year’s wins, crediting the key players and having them share their key learn-ings. Present lighthearted awards for the accomplishments and comical prizes for meeting participation.
Jump-start their creativity by brainstorming a list of what they want to build on from the previous year’s successes. Stimulate a positive environment by inviting them to dream BIG. What do they really want to create as a team this year? If there were no limitations, what would it look like? How will they define success? What new skills and responsibilities do they want to gain?
As the team begins to imagine what could be possible, compile a list of simple ideas and short-term goals on a large whiteboard.
When your team starts to see the magnitude of accomplishments compared to modest effort required, you’ll create momentum without overwhelming them. As the list grows before their eyes they will feel productive, committed and inspired to move to action.
Finally, paint a compelling vision for them to invest in for the year. What does the team want to be known for at the end of the year? What attributes do they want to be recognized for? Innovative, visionary, bold or customer focused? What is each member’s personal stake in the vision?
When members create and take ownership of a vision, it’s easier to keep them on track, hold them accountable and re-spark them throughout the year.
Originally printed in The Province, January 6, 2013.
Play nice with vicious co-worker
Q: I’m so furious at my colleague who threw me under the bus in front of my entire team. We have to present together to our client next week. How can I work with him when all I want to do is drive over him?
A: Sacrificing a colleague is a cheap temporary solution when the bus is heading directly for him. A convenient scapegoat deflects attention from their mistakes. Running scared creates reactive, short sighted and hurtful actions.
Retaliating may feel better in the short term, but a pedestrian rarely wins when he goes head to head with a bus. It just creates more carnage.
Instead, retreat and nurse your ego until your emotions are no longer clouding your judgment. Replay the situation and identify what you can take responsibility for in the situation.
There is always something. What did you do or not do that allowed you to be cast in a bad light? Find some truth – even if it is only two per cent – in the person’s accusation. As painful as this may be, the self reflection can be a catalyst for huge learning.
Now you have found a starting point to clear the air between you. Take the leader role and book a meeting with your colleague. Open with stepping up and owning your part in the unintended impact. Share what you learned from the situation and what steps you will take to avoid a recurrence. Request his assistance and support. This can create an opening for your colleague to take responsibility for their actions. Discuss how you could both work together next time in a way that respects both of your needs.
The bystanders are still watching to see if the runaway bus could take them out, too. Your responsiveness can reinstate the team’s trust and confidence in you and your leadership.
Originally published in The Province, Nov. 18, 2012.
Clear communication key to managing offshore staff
Q: I have just been given an offshore team on three continents and I am worried about how I am going to manage and motivate remotely without micromanaging or working 36/8.
A: Leading virtual teams with geographic and cultural differences, multiple time zones, and lack of face time is complex.
Start strong by hosting a regional meeting in their location. Create ‘social glue’ by having every member create a one-slider with their photo, role, expertise, hobbies and interests so members can connect faces to voices and emails.
Communicate regularly using a variety of methods – email, web meetings, video and teleconferencing.
Be succinct and state the obvious so your point is not missed. Package information in multiple formats using bullet points, visual aids, charts and diagrams to ensure accurate knowledge transfer. Clearly document your expectations, required milestones and objectives, providing templates and checklists for deliverables. Upload all content to a user friendly web system for easy reference 36/8.
A survey showed that attrition can reach 50 per cent when offshore members are expected to work odd hours. Be patient with time lags, respect local customs and holidays. Accept that emails will take 12 hours to be addressed.
Appoint a local team lead to manage deliverables, resolve issues and liaise with you. This lead also needs time at your site to have a complete understanding of how the offshore roles fit into the overall business. They are instrumental for motivating the team by keeping members connected to your vision.
Collaborate rather than command. Involve them in brainstorming, solicit their input and consult with them before making decisions.
Bring them together onshore to experience your working environment firsthand.
Recognize their efforts often so they feel seen rather than isolated and forgotten. The team’s output will be directly related to how you interact and manage them.
Originally published in The Province, Oct. 14, 2012.
Taking high road pays off in the end
Q: I was wrongfully blasted by my boss in front of my entire team. I was so blindsided that I couldn’t even respond. I’m sure I’ve lost all credibility and want to know if there’s any way to recover.
A: You probably feel like you have nowhere to go except out the door right now. However, your silence probably saved you. A public outburst or retort against someone of higher rank can be corporate suicide.
Choosing the high road versus defending the indefensible in the moment pays dividends.
The exchange revealed not just your character but that of your boss under pressure. It is not a weakness to stand in the tornado without acquiescing to your emotions or retaliating.
Demonstrating self-control shows self-discipline, inner resolve and emotional intelligence.
Leaders who manage their impulsivity create an environment of trust, comfort and fairness. One study showed that executives promoted to CEO demonstrated seven times more emotional self management than those who were passed over.
Your team is unlikely to come to your rescue. However, don’t interpret their self preservation as abandoning you.
They are watching you closely. What kind of leader do you want to be viewed as? It is entirely possible to turn a slap in the face into a powerful victory by being viewed as calm, fair and honourable.
Focus your energy on the issue at hand rather than taking the attack personally. Look beyond the boss’s behaviour and determine the underlying trigger for the outburst.
Detach from your reaction before responding so you will be calm and objective as you determine your desired outcome.
Set up a private one-on-one to understand the boss’ perspective, clear the air and set the record straight.
Following these steps could avert being the boss’s future scapegoat when he loses control.
Originally published in The Province, September 9, 2012
Give critics a chance to be heard
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
