Show Belief in your Employees

October 23, 2016

Q: While I received overall positive scores on my annual employee opinion survey, a couple said they wanted more coaching. As the Head of Finance, I don’t want to be the kind of manager that people leave the company because of. How can I be a more effective coach?

A: Employees are most engaged and satisfied working for leaders whose focus is on developing and supporting them to be successful. Here are four coaching concepts you can implement immediately.

Believe in your people: Maintain the mindset that they are totally capable. Really. It’s harder than it sounds. Give them tasks that are a stretch, show them how to achieve the target, then trust they will be successful. Don’t doubt them. Be available for help along the way. Avoid relying on the same dependable team members every time.

Recognize and acknowledge often: Creating a culture that focuses on strengths and successes will generate even more. Build confidence by acknowledging sincerely and publicly, giving developmental feedback respectfully and privately. When individuals mess up they forget they are also competent. In those moments remind them of how valued and capable they are. Reinforce the invisible — attitude, character and qualities.

Move them up and out: I know, you want to keep good people you have groomed. Admired leaders find opportunities for their people to grow beyond their role by recommending them for high visibility initiatives that match their talents and aspirations and by placing them in front of influential decision makers.

Hand over responsibility: Share the vision and how their work is imperative for its success. Set clear expectations, hand over ownership of the deliverables and responsibility for accomplishing it. Then back off. Give them room to figure it out and rescue them — shame free — if needed.

Watch the uptick in engagement and loyalty.

Reprinted from The Province, October 23, 2016.

Posted by jonimar | Filed Under Coach's Corner | Comments Off on Show Belief in your Employees 

Best ways to deal with work stress

March 27, 2016

Q: Our company recently acquired another business. Workload and pressure to perform have increased. My team knows it’s temporary, however if we don’t manage our stress I’m afraid we’ll implode.

A: Your awareness of your team’s ability to cope is the first important step to managing this transition. When the brain is overstressed, executive functioning shuts down. People experience foggy thinking, poor decision making and memory loss. They are less patient, more reactive and make knee-jerk actions they often regret later.

THESE FIVE STEPS WILL HELP THEM DEAL WITH THE STRESS

1) Articulating emotions calms the brain so people can address it rather than bury it. Name what the team is experiencing in meetings or conversations. Suppressing reactions doesn’t work. They leak out in reactive ways when not acknowledged.

2) Ask the team what support would help with workflow: Getting temporary support, reprioritizing projects or negotiating delivery dates. Do whatever you can to make it happen, so your team feels some sense of control over their situation rather than being a victim to it.

3) Hold an inspiring vision. Keep the team focused on the big picture, the rewards and significance of their work. When people understand the ‘why’ they are more motivated to contribute to the larger purpose.

4) Reframe negative to positive, challenges to opportunities, hard to manageable. Reappraising from half empty to half full whenever possible feeds and maintains momentum.

5) Mindfulness is the most effective de-stressor. Focusing attention on the present helps let go of past regrets and worries about the future — which breed paralysis. Check in regularly with where people are at; ask what is working and what they’re proud of. Encourage frequent breaks, fresh air at lunch, leaving work at the office so people can recover to calm and their brains can reset.

Reprinted from The Province, March 27, 2016.

Posted by jonimar | Filed Under Coach's Corner | Comments Off on Best ways to deal with work stress 

Keep your global team well engaged

August 4, 2013

Q: My new executive role means I’m managing a global team. How do I keep them engaged, on track and working together without having to travel every week?

A: To avoid excessive travel and working 24/7, a team charter is essential for a geographically disperse team. Create a compelling vision and motivating purpose that each member aligns with.

Clearly defined roles and responsibilities, agreement on the team’s goals, and how it will operate as a unit helps members stay on track when you are unavailable.

With a range of cultural, language and time differences, regular communication is vital to keep everyone on the same page and moving forward together.

Clear, concise, direct communication will help minimize misunderstandings. Reiterate key objectives often by email.

Technology can be highly effectively when face to face isn’t possible.

Maintain frequent visual one-on-ones with everyone, allotting time to connect with them personally. Regular group meetings which include some informal team bonding time build regarding readership understanding, camaraderie and unity.

An intranet site where members can share best practices, photos, wins and personal updates keeps them in community between meetings.

Demonstrate fairness, equality and consistency so each individual feels valued as an integral member who brings a unique and vital contribution.

If some have regular access to you in person, pay special attention to those who are more isolated. Those who are more isolated may need more recognition to prevent the perception of others getting preferential treatment while they feel under-appreciated, invisible or unmotivated.

Watch for signs of flagging engagement such as resistance to implementing new ideas, reduced output, short or curt emails, or a reluctance to communicate from your team members.

Make sure every member feels you are accessible any time if needed.

The benefits of a well-managed global team are motivated individuals who thrive on independence, require little supervision resulting in time efficiencies and cost savings.

Originally published in The Province, August 4, 2013.

Posted by jonimar | Filed Under Coach's Corner | Leave a Comment 

Motivate your staff by reviving effective work habits

January 6, 2013

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.

Posted by jonimar | Filed Under Coach's Corner | 1 Comment 

Clear communication key to managing offshore staff

October 14, 2012

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.

Posted by jonimar | Filed Under Coach's Corner | Leave a Comment 

Managers need to buffer staff from stress

May 14, 2012

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.

Posted by jonimar | Filed Under Coach's Corner | Leave a Comment 

Hints to help bump up 2012

January 16, 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.

Posted by jonimar | Filed Under Coach's Corner | Leave a Comment 

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.

Posted by jonimar | Filed Under Coach's Corner | Leave a Comment 

Put the spark back into staff

July 19, 2009

Q: With sagging sales, our company is re-evaluating our five-year plan. My managers are concerned their jobs may be at risk, yet their motivation is waning. How do I reassure and re-engage them?

A: Even with job security down, disengagement is up. People are torn between knowing they must perform to keep their jobs, and the emotional drain of economic uncertainty. It takes fortitude to remain optimistic. You can re-spark your staff with a few simple steps:

1. Reinforce their value and worth. Recognize more than just accomplishments. Make every effort to point out how their actions positively impact the organization. Acknowledge their innate strengths and characteristics liberally.

2. Set up your staff to be successful. Be clear and specific about the expected outcomes, then give latitude and flexibility to complete the job their way. When feeling lack of control in one area, people need to feel in charge elsewhere. The freedom to be innovative and creative will empower and inspire them.

3. Invite input and collaboration. Under pressure it’s easy to revert to a directive style of managing, but it comes at a high cost. Take the time to include staff in decision-making, giving them choices wherever possible. When included, people become invested.

4. Build trust. Open, honest and frank communication is paramount. In uncertainty, silence sends people to imagining the worst. You can avert reactive behaviour with regular updates — and it is just as important to say there’s nothing new.

5. Support their development. Find out where they want to grow and make it happen. Web-based or tele-training, coaching, internal mentoring, mastermind groups or even a new project are cost-effective ways to build new skills.

It’s important in any economy to show your most valuable resources matter as much as the bottom line.

Originally printed in The Province July 19, 2009.

Posted by jonimar | Filed Under Coach's Corner | 1 Comment