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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Team resists new vision

January 19, 2011

Q: After being in the role of CEO for six months, my executive team continues to resist my vision. I recognize a change in leadership requires an adjustment period. But they agreed to the new direction, so I feel angry and betrayed by them. How do I get them to do what I need to move my initiatives forward?

A: The answer probably lies in your question. You clearly own the vision. Your team must, too. Your commanding style of leadership may be alienating them. They could be resisting you, not your vision.

Try a collaborative approach. Shift your attitude from me and mine to us and we, making room for them to share with you. Begin by being genuinely curious about their perspectives, opinions and recommendations. Switch from telling them what you want to asking them what they suggest.

Encourage and incorporate their input wherever possible. If you continually resist their ideas, they will feel disempowered, quickly disengage and will probably start resisting you, too.

Your team needs to feel included, trusted and supported. Give them recognition and credit, point out what they are doing well. They will likely respond more favourably once you value their unique abilities and contribution.

See things from their vantage point. Demonstrate empathy for their role of integrating a new strategy with staff’s current reality.

Perhaps you moved to action before establishing solid alignment on the vision, goals and methods. Clarify the vision, set outcomes, and targets then give them the latitude to run with it.

Solicit their feedback on your leadership. Make the necessary changes in you so they willingly move forward with you at the helm. It is easier to adapt your style than your entire teams’.

Originally published in The Province, January 16, 2011.

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End bullying in workplace

January 4, 2010

 Q: My boss’s friend is disregarding my role as her supervisor, treating me rudely and telling lies about me. As a leader, how can I prevent this kind of behaviour from spreading throughout the organization?

A: Examples of workplace bullying include being spoken to in a dismissive tone (“talked down to”); spreading malicious rumours; gossip or innuendo that isn’t true; character assassinations; an arrogant attitude; screaming; swearing or being hypercritical. Tolerating this type of behaviour from a subordinate will diminish your authority with others. The most effective way to ending abuse is to demonstrate management’s commitment to respect at work.

-Create a workplace code of conduct with concrete examples of acceptable/ unacceptable behaviours and working conditions. Distribute this among staff, encouraging their input and buy-in.

-Set up a written process for recording and dealing with all conflicts seriously, promptly and confidentially without reprisal to the target. Outline the consequences for acts of bullying and the effective start date of the prevention program.

-Initially, targets should attempt to work out situations themselves by firmly telling the bully their behaviour is unacceptable and asking them to stop. They should record abusive events with the date, time and a detailed account of what happened. Maintain copies of all correspondence from the perpetrator.

If the behaviour continues, the complainant should report it to their supervisor. If their concern is minimized or dismissed, they should escalate to the next level of management. An impartial third party should be available to resolve situations when necessary. Retaliation is not an option; when a victim becomes a perpetrator, it can evaluate the situation and make abuse more pervasive.

Originally printed in The Province  January 3, 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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Validation

April 9, 2009

This very clever 16 min film is SO worth the time it takes to watch!

It is a great reminder of the power our words have on others.  Remember your mom used to say, “if you can’t say something nice, don’t say anything at all”?  Well, mom was right.  We have the ability to literally make or break a person.

The correction, criticism, and negative feedback we are bombarded with throughout our lives can be destructive.  People lose their joy and passion when they lose sight of their own greatness.  As humans we have a deep a need to be seen, heard and valued.

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Outlining expectations will save headaches later

June 1, 2008

Q: I’m an independent contractor and my largest client continually squeezes me for more services for the same fee. How do I stop the bleeding without jeopardizing the deals or the client altogether? 

A: First, don’t compete on price. Promote the value you are providing for the fee charged. Managing client expectations may be even more imperative than delivery of the service itself. 

As an existing service provider, you have the competitive advantage of meeting the client’s evolving needs — even shaping them. Track this vital information by summarizing your progress, reporting results and highlighting achieved outcomes to the client after key milestones.

Here’s your opportunity to elicit feedback from the client. What are they satisfied with? Where are you exceeding expectations? When the client articulates this, it reinforces the return on their investment. The most challenging yet noteworthy question to ask is, “What would you want different next time?” Their responses enable you to refine your service to more closely meet their needs.

When pressed to include additional services, refer the client back to their stated satisfaction levels.

If they insist on bundling more services for the same price, hold firm. Fees that appear negotiable run the risk of being ground down by the client.

Instead, explore what’s motivating their need to discount. Determine what services they are willing to take off the table in order to reduce the price. Alternatively, offer to exchange, reduce or remove other components to maintain your fee.

Originally printed in The Province on June 1, 2008.

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How to mute those inner critics

September 9, 2007

Q:  When I complete a project, I get rave reviews from my supervisor, team and clients. But while I’m running it, I worry someone will discover I’m out of my league. I know it’s ridiculous. How can I  change my thinking?

A:  Most people get stopped by the Fraud Factor from time to time. The internal voices that  motivate our drive can also beat us down when we’re out of our comfort zone, in unfamiliar territory.

  • Keep the inner critics at bay. Recognize every new engagement has new learning edges — a unique set of challenges, expectations and measures.
  • Give yourself a break. Expecting to be perfect is a sure setup for failure because it is unattainable.  You wouldn’t be put in charge if you weren’t capable. To verify this, record your past successful projects. Document the key skills and abilities you will transfer to the new project. Write down your special qualities and strengths as well as the acknowledgements you’ve heard from others. It’s hard to refute evidence in black and white. Review this often during your project.
  • Don’t wait until the end of the project to receive motivating feedback. Solicit it along the way. Discipline yourself to hear and accept it.
  • Acknowledge yourself and your wins regularly. Allowing them to slide by, ignored, is a tactical error and gives more clout to the unrelenting negative voices that blow every minor slip-up into catastrophic proportions.

The inner critics will persist in wrestling for power over you. Reduce them to an annoying nuisance by magnifying your successes and refocusing your attention on your special value and strengths.

Originally printed in The Province, September 9, 2007.

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A bruised ego won’t kill you

March 4, 2007

Q: I was passed over for a promotion in favour of a less-qualified candidate. I’m furious, insulted and feel like quitting. How do I face my humiliation?

A: Being rejected, overlooked or even wronged can be agonizing, but no one has ever died of a bruised ego. Leaving the company will mean enduring yet another application process without a track record to capitalize on. Your greatest victory can still be with your current employer if you take these steps:

  • Get over it. Take a limited amount of time to be angry and nurse your ego back to health. Purge your negative feelings so you can convert the pain into a gain.
  • Get back in the game. Like Olympians, true winners evaluate where they excelled and where they can improve. Schedule a meeting with the decision maker(s). This takes courage, but demonstrates your determination, commitment and passion. Acknowledge the winner. Do not dispute the selection process; instead, be curious and seek feedback.
  • Get the gold. No Olympian trains in isolation. Enlist a mentor and supporters to keep you motivated and moving forward on your plan. Build visibility with decision-makers by reporting on your key accomplishments. Solicit and integrate their feedback.

You are positioning yourself to step into the promotion should the new candidate not work out, to be considered for other upcoming roles or even to have a position created especially for you.

Originally printed in The Province on March 4, 2007.

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