The Buzz
Introverts need time and trust to open up
Q: I have inherited two executives who are challenging me.
The rest of the team exchanges ideas and dialogues passionately while they sit withdrawn and silent.
When asked to contribute, their ideas are well formulated and sound. But they are painfully slow at articulating so I often pass over them. How can I get them to keep up with the rest of us so we can include their input?
A: Recognize these leaders are likely introverts. Introverts reflect, think and process information internally before responding to a situation. They need to be asked for their opinions as they rarely volunteer their depth of knowledge. Introverts prefer to listen. They think before they act and once decided, aren’t easily swayed.
These executives may not appear as team players. Introverts are generally private, requiring time and trust to open up.
Extroverts process their thoughts by saying them aloud.
Comfortable in groups, they take up a lot of space and their energy drains introverts.
Communicating in larger groups is more challenging for introverts. They far prefer deep discussions one on one.
Introverts have a greater ability to focus their attention narrowly for longer periods than extroverts.
Get the best from these executives by giving them time to prepare their thoughts. Tell them you’ll be asking them for their viewpoints shortly. Draw them out by asking them specific questions.
Pause and leave space for them to participate. Give them the time they need to talk.
Understand it takes extraordinary effort for introverts to get their momentum.
Don’t interrupt. Keep meetings short and regular rather than infrequent and protracted so it is less taxing. Give them the option to communicate their views in writing after the meeting. Respecting the introverts’ style will bring out their best providing your team with more range and depth.
Originally printed in The Province, June 17, 2012.
Managers need to buffer staff from stress
Q: Our region has been understaffed and over-worked for almost 18 months due to output demands and a head count freeze. My staff is burned out, tempers are flaring and productivity is dropping. How can I reduce the stress when I can’t hire?
A: The high price of stress includes errors in judgment, interpersonal conflicts, increased com-plaints and absenteeism.
Stress caused by organizational issues or poor leader-ship decisions can be mitigated by ensuring staff perceive their work as meaningful and valuable.
Managers may unknowingly contribute to employees’ stress by treating all assignments as urgent and pressure employees to meet unnecessary deadlines.
Recognize the volume and intensity of the work-loads. Multiple assignments increase stress. Set realistic expectations and deadlines. Prioritize and provide clear instructions so staff can make effective choices. Stream-line or eliminate extraneous steps.
Micromanaging also causes undue stress, as staff feels controlled and stifled. Develop employees’ skills and abilities so they work independently to achieve their own success. Assign tasks and responsibilities that play to employees’ strengths. Recognize their accomplishments.
Studies show that the leader’s energy is contagious. Humour and fun increase positivity. Managers who take their jobs and themselves too seriously risk depleting their workforce.
Encourage staff to take lunch and breaks to recharge and connect with colleagues. Flexible hours or telecom-muting gives employees autonomy. Time off enables them to return refreshed and more motivated. With-out any vacations, staff will begin performing worse and working more slowly.
Invite staff to face-to-face meetings to discuss and dif-fuse conflicts. Validating their viewpoints serves as a safety valve to vent their fear, frustration and concerns. Man-agers must also buffer their staff from the stress produced by those higher in the chain of command.
Managers who communicate with their staff fairly, openly and honestly can preserve a cohesive productive workplace.
Originally printed in The Province, May 13, 2012.
How to give feedback to under-performers
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.
Expert status now a barrier
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.
Hints to help bump up 2012
Q: I love my work, team and organization, so I don’t understand why I’m feeling so
stagnant and bored. I’d appreciate some suggestions to kick start my year.
A: Sometimes we need a change and a challenge. Here are some ideas to make 2012 a
motivating adventure.
– Take on something completely different at work. Step up for an acting role, a
secondment to a project, or an assignment in new department where you would be
shaken out of your com-fort zone, challenged and grow.
– Initiate a cause in your organization that’s meaningful to you. A client of
mine led a team to build a school in Kenya.
– Hire coach to give you a shot in the arm, a kick in the butt and explore more
of your potential!
– Mentor someone who you really want to see succeed at work or in your community.
– Take an intensive leadership pro-gram, get a degree, learn to conquer a fear.
Engage your mind in new ways.
– Set a lofty career aspiration with an unrealistic timeline and ask a mentor to
hold you to it.
– Take a sabbatical to work with a community that would benefit from your
expertise. Nothing is more humbling or rewarding than serving those who attempt
to do so much with so little.
– Transfer to another geographic region or business partner. Be bold. Go
somewhere you don’t speak the language.
– Write a professional bucket list and start tackling it NOW. If you only had one
year left at your company what would you want your legacy to be?
– Email me what you choose and in December let me know how it went. Make it a
breathtaking year!
Originally published in The Province, January 15, 2012.
