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.

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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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Play nice with vicious co-worker

November 20, 2012

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.

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Introverts need time and trust to open up

June 18, 2012

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. 

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Take positives from negative

December 5, 2011

Q: I just got my 360 review and I’m devastated. I thought I was doing a great
job because my staff always achieves their results.

I discovered that being task focused makes people feel used and ignored. How
will I recover from this?

A: While the review may be negative, your attitude is positive and open. How
you handle the results is far more important than what you received. Absorb,
understand and act.

Take time to let the results sink in. Pay attention to good feedback, too.
Reflect on the information with curiosity and compassion rather than self
judgment.

Reduce the risk of appearing defensive. Don’t take any action until you are
unemotional.

Never seek more information or confront respondents. They already risked
giving you an honest assessment. Ask yourself: What are the common themes? How
are my good intentions being negatively perceived? What kind of leader do I want
to be?

?What three behaviours that would create the greatest positive impact and
reveal the leader you are aspiring to be?

? What small simple behavioural shifts would make a big difference?

? What manager, mentor, colleague or leadership coach would support your
development with ongoing feedback and holding you accountable to your
commitments.

Bring your staff onside by sharing with them how you intend to change. Invite
them to keep you on track by acknowledging you when you are successful and
calling you out when old behaviours creep in. Making changes based on their
feedback demonstrates you are a leader who values your staff enough to listen
and learn from them. That alone will positively alter their perception of
you.

Originally published in The Province, December 4, 2011.

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Steer clear of minefields

November 3, 2011

Q: My peer’s hypercritical attitude is wearing me down. Rather than deal with it, her supervisors are waiting for her to retire. I try including her in discussions, but it doesn’t help. What do you suggest?

A: Since she interacts with others the same way, this reveals more about her than those she criticizes.

Life rarely measures up to a critic’s expectations, since they usually hold themselves to an even higher level of criticism than they do others. So don’t waste your energy taking it personally. Stress can make people curt or blunt. Maybe she is unaware of how her words come across or how her negativity siphons other’s energy.

If inviting input or opinions, you must to be willing to hear her feedback. Focus on ‘what’ she is saying rather than getting caught up in ‘how’ she’s saying it. Find the golden nugget being offered and acknowledge its value. Leave the rest. Critical people believe the validity of their viewpoint and want it to be heard.

If you’re not ready to hear her insight, do not solicit it. Keep your communications factual, business-like and brief. Stay away from minefields and limit interactions to essential items.

You can’t change others’ attitudes, but you can choose how you react. Why do her criticisms get under your skin? What meaning do you attribute to her comments? What is it that bothers you? Just as the critic’s comments reflect more about them, your reaction reveals more about you.

Ironically, she can be a great teacher. A self-critical person doesn’t have the capacity or ability to offer it to others. However, you will have developed increased self-awareness and self management when you are can respond to her with genuine compassion and understanding.

Originally published in The Province, October 30, 2011.

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Dealing with clashing values

August 21, 2011

Q: Two of my employees clash over their competing values, creating tension in the department. I appreciate both of their viewpoints. How do I get them to do the same so they will work together productively?

A: Values conflicts can be more challenging to work through since they are emotionally charged. People tend to feel judged, threatened or personally attacked because their values reflect deeply held beliefs. This takes a more delicate mediation.

Start by facilitating an honest dialogue where both parties can explain their value freely and fully without being interrogated or criticized. The first step is to break through possible misconceptions or stereotyping by ensuring both parties feel heard.

Build trust and safety by keeping the conversational tone neutral. Ask each party: What does this value mean to you? What’s important to you about this value? Have the other party repeat what they heard and articulate how this complementary viewpoint strengthens the department.

The outcome of this meeting is to open up understanding and mutual respect for each other’s viewpoint. The intention is not for both parties to come to an agreement or to change either party’s values. You will need to remind them of this often throughout the process.

Establish common ground by finding a larger universal value that they can both support. For example: the company’s mission. If the conversation circles back to their differences in belief, keep reinforcing their commitment to the larger shared value.

Operationalize the new mutually held belief by formalizing an agreement on how they will work toward it in their own way. Include concrete action steps that they will be held accountable to attain. Finally, affirm their commitment and mutual respect.

 Originally published in The Province, August 21, 2011.

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Make change easier on staff

April 6, 2011

Q: My executive team spent six months working on some key changes for our business. The staff agrees it makes complete economic sense for our company and their jobs. But when we rolled it out they balked. How can I gain their support?

A: Humans are creatures of habit. Even when change is for the better, people often cling to the familiar because it’s safer than the uncertainty of the unknown. People typically move through stages of shock, denial, anger, bargaining then depression before reaching acceptance.

After planning for months, you will be at a different stage of the change process than staff hearing about it for the first time. Don’t expect them to jump on the bandwagon right away. They need time to absorb the impact.

Communicate your vision and its benefits so everyone has a clear understanding of where they are heading. Give them a forum to air their thoughts and feelings openly and honestly.

Staff need knowledge. How is this going to shake out? How will it impact me and my role? Address their concerns and expect resistance from about 30 per cent of your people. Recognize their counterproductive, negative or sabotaging behaviours. Minimize its influence on the 50 per cent undecided.

Approximately 20 per cent of your employees will be excited to embrace the change. Reward these supporters for their contributions towards the initiative. They have the ability to sway those who are taking a “wait and see” attitude. Encourage employees to get involved in the implementation. This creates ownership and increases commitment.

No matter how well you manage the process, some individuals will opt out. Let them go. Stay focused on your change leaders who will create the critical mass for organizational success.

Originally published in The Province, April 3, 2011.

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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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Walk with your co-worker through his several fears

April 22, 2007

Q: Our team is rolling out a significant project and my colleague (who put the deal together) is suddenly fretting that we won’t make our schedule or budget.  I am confident about delivery but worried about his impact on the team, the project and client.  How do I address this?

A:  Your peer needs his concerns to be heard.  You can be an effective sounding board and keep the project on track.

Set up a meeting where he can verbalize his thoughts unedited for several minutes.  Resist your temptation to correct, comment or defend or he will feel unheard and need to cycle through his concerns all over again.  Remain detached and objective.  Understand what is underlying his concerns.

Once his anxiety has been diffused he can absorb new information.  Summarize and replay his concern back to him.  i.e. “I hear you’re saying….. am I correct?” Acknowledge a positive quality he demonstrated through his commentary.  i.e. “You are responsible and proactive.  Thanks for bringing this up.”  Reaffirming you are an ally and not an adversary.

Steer him to identify the root of his fear and to his own solution for it.  Be curious and interested.

Ask short simple open ended probing questions. i.e. “What was your rationale when you did your due diligence last month?  What’s changed?  What’s your biggest fear?  What’s our blind spot?”

Continually separate fact and fiction.  Redirect him to fact based comments whenever he “worries” about what he “imagines or fears” “might or could” happen.

Also tease out the truth or wisdom.  i.e. “Where is our greatest exposure?  How will we know we are off track?  What do you propose?”

Encourage him to document his ‘risk management’ solution.  He will feel both valued and relieved. You will have shifted him from being stuck in the problem to solution focused.

Originally printed in The Province, April 22, 2007.

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