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February 01, 2010

Have you wondered why your boss does not listen to you? Here is an article by Steve Tobak to give you the 10 tips:

Most leaders, managers, entrepreneurs, and overachieving types in general, have one thing in common: They think they’re right most of the time. We can spend forever trying to figure out why that is, but for now, just assume it comes with the territory.

Anyway, when I was a young manager, there were countless times when my boss didn’t listen to me. Can you believe that? Well, you know what? Getting snubbed by my boss or, even worse, a top executive or CEO, was a real demotivator. I suspect it’s especially true for overachievers – like me (and you) – who take their ideas, job, and the company’s success very seriously.

Well, a lot of years have passed since then, and I’ve spent a good many years on the other side of the fence. And since I’ve got a unique perspective on the subject, I thought I’d share a few secrets: Why the boss doesn’t always listen to you or your ideas, why he sometimes shouldn’t, and why sometimes he should but doesn’t. Here are 10 scenarios from my own experience: 

1. Low priority. Your ideas, while good, aren’t a priority. Every executive and manager has x things that are critical and even more things that are important but non-critical. Everything else, in all likelihood, falls in the crack.  
2. Bad leadership. Frankly, most senior managers aren’t strong enough leaders to know how important it is to take the time to hear a middle manager’s views and share
3. Narrow view. What might seem important to you may not be important or such a good idea one or two levels up. The higher up you go, the more important it is to see the big picture. 
4. Dumb idea. It’s such a naïve or otherwise idiotic idea that he doesn’t know where to begin to explain it so he just nods politely and waits for you to go away.
5. Bad timing. Sometimes there’s some really hairy stuff going on – finance issues, a merger or acquisition, a major product or customer issue, or even something personal – and she’s distracted or can’t be bothered. 
6. Politics. Oftentimes the answer is an ugly truth that some executives don’t want to admit to you or, worse still, don’t even want to think about themselves. Corporate politics is real.
7. You’re intimidating. Or you’re inflexible and never back down. This happens a lot, believe it or not. Just because he’s the boss, doesn’t make you any less of a pain in the butt.
8. Dysfunctional management. Your boss and/or the entire management team is dysfunctional. I use this as a big ole bucket of scenarios, but some management teams just don’t know how to function right.
9. Not in her job description. That’s right; in all likelihood, her annual compensation plan doesn’t have a line item that reads, “Listen to Bob.”
10. He did listen. You just don’t know it. Sometimes your boss considers it or sends it up the flagpole, and for whatever reason, it doesn’t fly. And getting back to you fell in the crack or he doesn’t want to admit defeat.  

So, the next time your boss doesn’t listen to you, try to get a little perspective and, above all, don’t take it personally. And if you are “the boss,” investing time by explaining your views can go a long way toward inspiring a young up-and-comer.

January 25, 2010

When solving problems it is also tempting to jump to cause without analyzing the problem. Here is an article by William A. Salmon to help you to analyze problems and solve them:

When you are reacting to a problem that already exists, first ask yourself the following questions to help you determine the best approach to take:

1. What will your role be in the problem solving process? Will you make the final decision or contribute input to others who will? Do you need or want to involve your employees in the process?

2. How urgent is the problem? How much time do you have to solve it? How much time do you have to work on a solution?

3. How much money or other resources can you afford to spend on a solution? What are your budget constraints or financial restrictions?

4. How will you evaluate the quality of possible solutions? What information do you need to help you establish criteria and give them an accurate weighting or significance?

5. Do you want to involve others in the problem-solving process? Consider whether you want your manager, coworkers, employees or customers to participate in the process, take accountability for the problem and share ownership of the solution. Once you have answered these questions and weighed all the factors affecting how you plan to proceed, take the following action steps to analyze the problem and develop a well-informed solution:

STEP #1: State the problem as specifically as possible. Ask yourself questions like: What has gone wrong? How serious is it? When and where did the problem begin? Be as exact and precise as you can so that others have a clear understanding of the nature, scope and significance of the problem.

STEP #2: Determine the overall kind of information you need to define the real problem. Identify the most obvious and important symptoms, causes and effects of the problem you are trying to solve. Select the best way to collect the information you need to proceed. Some popular data collection methods include survey questionnaires, one-on-one interviews, work sampling, time-and-motion studies, check sheets, observations and focus groups.

STEP #3: Collect the data you need. Discuss and document individual views, proven facts and relevant symptoms until everyone involved agrees that there is a problem. Determine possible causes by looking for changes. Determine what factors are different now from the way things were before the problem occurred.

STEP #4: Analyze the data for patterns or trends. Examine each possible cause independently and pick those that are most likely to be responsible for the current situation.

STEP #5: Document your analysis in an understandable form and present it to those involved or to those in a position to help solve the problem. Discuss your conclusions and any implications.

STEP #6: Identify ways to deal with the major causes of the problem or to minimize the effects the problem is creating.

STEP #7: Develop a specific action plan with clear deadlines and responsibilities.

STEP #8: Test and monitor the action plan. If it seems effective, implement the plan. If it needs adjustment, revise the plan and then implement it.

January 18, 2010

The ability to communicate effectively is vital for anyone in leadership positions. Communication has been taken for granted as leaders assume they have been doing that since their childhood days. Great leaders learn the art of strategic conversation. Below is an article by Jeswald W. Salacuse who is Henry I. Braker Professor of Law and Diplomacy, Tufts University, on the art of strategic conversation.

Much of the work of leading leaders takes place in conversations. Despite their individualized personal nature, successful one-on-one strategic conversations are subject to seven rules and principles that facilitate the task of leading other leaders. What are these rules?

1. Define and Stay Focused on Your Goal. Before you begin a strategic conversation,you should form a clear vision of what you want to accomplish in the meeting and keep that goal firmly in mind throughout.

2. Get to Know the Other Person and Particularly That Person’s Interests. All persons, but especially those who are leaders themselves, want and need to be treated as distinct individuals, not just one in a crowd of followers. So if you want to lead a leader, you need to focus on and understand the person as an individual.

3. Appeal to and Shape Those Interests. Once you understand the interests of the persons you would lead, you need to appeal to and shape them in a way that will bring about desired behavior. Sometimes leaders try to induce their followers to give up their interests for the sake of the company or for the leader personally. These types of appeals are not likely to bring about desired results. To work, they may require undesirable forms of coercion—especially with people who are leaders themselves.

4. Anticipate the Possible Actions of the Other Person. In conducting any strategic conversations, a leader must ask three questions: (1) How will my statements be interpreted by the person I am trying to lead in light of his or her interests? (2) What strategies, tactics, and reactions will the person take in response to my statements? (3) What should I then be prepared to say in response to his or her reactions?

5. Generate Options Together. Engage the other person in a process of generating options that will allow you to achieve your objectives and at the same time satisfy some or all of the other person’s interests. Toward this, create a climate in which the person you are seeking to lead believes he or she can actually participate in the process of decision making.

6. Evaluate the Options Using a Fair Process. Research indicates that persons are more willing to accept an adverse decision if they believe it was arrived at through a fair process, rather than one that is arbitrary. Fair process allows followers to be heard, permits their participation, and considers their interests and concerns.

7. Decide and Gain Commitment for the Decision. Your goal in a strategic conversation is not merely to gain agreement from persons you lead but to gain their genuine commitment to act for the benefit of the organization in the way you have indicated. To secure commitment, the two of you might agree on a plan for verifying your and the other person’s action. The obligation to make periodic reports or to allow you to make periodic inspections act as a force to encourage desired action by those whom you would lead.

January 13, 2010

The speed and execution in the game of football contain great lessons for business leaders interested in winning at work. So Clinton O. Longenecker, Greg R. Papp, and Timothy C. Stansfield contend in their book The Two-Minute Drill: Lessons for Rapid Organizational Improvement from America’s Greatest Game (Jossey-Bass).

The authors explain, “Winning in football today is all about teamwork, utilizing offensive and defensive talent, and developing and executing well-designed game plans.” Likewise, teamwork is critical to executing and accelerating change and improvement in today’s businesses. They see the same two-minute drill in football enabling corporations to accelerate sales growth, implement a lean manufacturing initiative, or roll out an improved customer relationship management program. Longenecker, Papp, and Stansfield suggest you assume that you are the quarterback. As such, you are responsible for the following:

Know the score and define winning.

Ask yourself how the organization is performing and what you really want to achieve. Share that information with team members.

Develop a scouting report. Going into any change effort, it is critically important to know your talents and those supporting you, as well as potential opponents to your change plans.

Create a sense of urgency. It’s important to raise operational levels to implement a plan for rapid change.

Develop your winning two-minute drill package. Now it’s time to take ownership of the effort. Identify the people you will need and the right plays to use.

Execute the right plays. The key here is execution, write Longenecker, Papp, and Stansfield. “Manage the clock and keep the team hustling.”

Close out the game, then celebrate. Before you take bows, be sure that the score holds up. Don’t celebrate until you know you are winning.

Conduct a post-game analysis. Analyze what happened to learn from the experience.

 From: Executive Matters, January 2008, AMA

January 11, 2010

There are gender differences in communication at work and also in the way managers engage both genders.  Below is an article by Cindy Marsh who is the president and COO of PDI.

A study of 1,500 male and female managers found that there is no magic bullet for keeping key managers. Still, we found insights that organizations need to keep in mind to motivate and retain top performers.

The study found:

Males and females value different forms of recognition. For instance, men place greater importance on “financial and career prospects” than females, regardless of leadership level. For their part, women were much more likely than men to place higher importance on being recognized at work and gaining a reputation for expertise. 

It’s unwise to assume you know what motivates people professionally.

You need to ask them. Ask your high performers, both men and women, to share their work aspirations, and fully explore what they mean.

Promotions should be based on an individual’s current performance as well as their potential to fill a new role. Don’t make judgments just on how obvious they are being about their desire to advance.

Employees need help to make the right choices for their own particular goals and aspirations. Our study found that women will often develop deep expertise in a certain niche area valuable to their employer. In some cases, these individuals cultivate such expertise solely because they get fulfillment from being seen as an “expert,” but in other cases such specialization is undertaken as a way to stand out as a high achiever suitable for promotion.

Financial and career prospects are just one of many potential motivators. Smart businesses will proactively seek input from these players on what else might make their careers more fulfilling. Examples of alternative motivators include opportunities for new learning, work on cross-functional teams, flexible scheduling, and autonomy in accomplishing a desired corporate outcome.

Programs that will help you identify high-potential employees should be considered: that is, individuals who would excel at a job two levels above their current position. Offer these future key players targeted development opportunities to help them prepare for the next level.

Retention efforts should start early The fight to attract and retain star talent is fierce, and losing the fight could have catastrophic impact on your bottom line. Put a people strategy in place to keep consistent flow in your “leadership pipeline”—all the way from front-line leaders to the C-suite.

January 05, 2010

If you want to empower your staff, you need to create a culture of support. To that end, you need to do the following:

Listen to your employees’ ideas.

More important, determine how to make them work.

Demonstrate trust in your employees.

If you behave as if you expect them to do their jobs to the best of their abilities, they will go that extra mile to exceed expectations.

Keep employees informed.

Give your employees the real picture, not corporate speak.

Help employees balance work and personal demands.

Recognize your employees have lives beyond the office. Working long hours may occasionally be called for, but should not be a measure of performance or a requirement.

Offer opportunities for lifelong learning.

The more trained, the more able empowered employees are to assume greater authority.

Foster open communication.

Show your employees that you consider yourself and them a part of a team—which means you will share all you hear from senior management when you can do so.

Don’t sugarcoat bad news.

Likely, your employees will know the real scoop. You’ll only lose your workers’ trust if you deviate from the truth or wimp out on the bad news.

Encourage reasonable risk.

Let your employees know they will not be penalized for taking calculated chances that fail. If there is a mistake made, analyze it with the employee so he or she can avoid a similar error in the future.

Foster autonomy.

Make recommendations instead of issuing commands. Better, when an employee comes to you with a question, ask the employee how he or she would handle the problem. Getting an employee to think for himself or herself is critical to empowerment.

Praise successes.

When your employees meet or exceed expectations, recognize that fact in public. Praising build goodwill and also sends the message to all, within and outside your operation, that your employees are doing well.

Link rewards to organizational goals.

Ideally, rewards should reinforce the behavior that leads to attainment of organization goals.

January 04, 2010

A Happy New Year to all who are reading this blog.

Below is an article on preparing the next generation of leaders by William F. Baker and Michael O’Malley to start the new year:

The four qualities that great leaders are able to instill in others are:

• Self-confidence
• Self-control
• Self-awareness
• Self-determination

These four qualities—confidence, control, awareness, and determination— are not entirely independent. For example, leaders who are self-aware, who are attuned to their thoughts and feelings, in the context in which they are generated, are better equipped to offer calm and measured responses—that is, to stay controlled. Those who are confident are better equipped to take personal responsibility for outcomes and to take necessary action accordingly, without prodding from others. Taken together, these qualities form a cluster of abilities that others may admire as aplomb and maturity.

Self-Confidence

Successful executives naturally do not believe that they control the vicissitudes of life. What they can influence, however, is the way unpredictable occurrences are converted into meaningful experiences. It is only when the unsuspected is welcomed that it can be met with assuredness and the prospect of opportunity. Indeed, confidence in their abilities creates these situations in the first place. Those people who greet their worlds with confidence are much more adventuresome and have the personal resources (and resourcefulness) to meet new acquaintances, locate promising deals, and acquire interesting snippets of facts—even when stumbled upon by chance.

Self-Control

A well-adjusted adult is able to control his impulses in order to maintain a healthy perspective on what is most important and advantageous to his welfare in the long run. A well-adjusted leader, who is presented daily with a host of distractions, must be able to cut through the clutter and avoid being derailed or consumed by temptations and ancillary issues. The proverbial low hanging fruit that many managers reach for may be bad apples. Often these are diversions that use up precious time and resources and sidetrack leaders from the company’s main focus.

Self-Awareness

Great leaders recognize self-awareness and personal examination as virtues because these keep leaders attuned to the kinds of people they wish to be. Conversely, leaders who become divorced from their moral centers are able to justify any act, no matter how reprehensible it may be.

Self-Determination

By self-determination, we mean that ownership of results resides with each individual. Responsibility for one’s actions can’t be carved up or displaced. It means there is always choice.

Rather than hold people accountable, some managers often let employees off the hook by rationalizing or avoiding employees’ failings and thereby becoming duplicitous in excuse-making. But if you really want others to succeed, you have to fight your way through all of the obstacles that prevent honest feedback, and to combat the tendencies people have to deny personal obligation. 

December 16, 2009

Some managers believe that leadership means putting in lots of time on the job. We see our bosses do it and we want to do a good job so we do it too. We end up putting more and more hours on the job. It becomes our life. But should our lives be only work?

To effectively lead others, we first have to lead ourselves. Which brings me to questions each and every one of us needs to answer: 

• How many hours should we work per week? 50? 60 plus? Why?
• What are we trying to achieve?
• When we put in these kinds of hours, what kinds of things are we missing? Time with our family and friends? Time to be alone with our thoughts? Time for exercise and health check-ups?

In the U.S., workers now average more working hours per year than the Japanese do. Europeans work fewer hours, yet their productivity is rising. Food for thought: If we s-l-o-w-e-d down, would our productivity actually improve? Possibly.

The following is my Top Ten List for (Life) Time Management. It is my wish that it will give you food for thought and action. 

1. What is most important to you? To determine what is most important to you, you must know and honor your personal values. If one of your core values is “Free Time” and people accuse you of being a “Workaholic,” you might start to get the idea that all is not as you would like it to be.

Do you bring a laptop to your child’s soccer game? How many weekends do you work instead of spending time with your family?

You may need to put some think-time into focusing on your values. Ask yourself, “What is truly important to me?” Then ask, “What am I willing to do to make it happen?” Take a good hard look at your work/life balance and develop a plan to keep them aligned. Do not take for granted those things closest to your heart.

Three years ago I rediscovered something very important to me when my husband gave me a figurative whack across the side of the head. It was the gift of a wake up call that made me sit up and take notice and re-evaluate my work, my life and my values.

I had been in business for ten years as a consultant and a trainer. One day Mark caught my attention for a “serious” discussion. He pointed out that I was never available for him. Surprised, I countered that I was often home with him. He agreed, but pointed out that I was always “working.” I couldn’t argue.

I was lucky. I heard his message and saved my marriage. While I was diligently keeping my nose to the grindstone in the belief that I was creating a better future, I almost lost a future that I cherished greatly.

 What are your values? Accomplishment? Family? Commitment? Competence? Health? Integrity? Relationships? Recognition? Respect? Travel? Lifestyle? 

Remember to schedule time for what you want to do, not just what you need to do. Otherwise your week will be consumed with the stuff you “have to do.” The old adage holds true: “No one ever died wishing that they had spent more time at work.” 

2. Think versus do. Take time to plan. Peak performers understand the need for systematic relaxation and reflection. They tend to spend time away from work thinking. Workaholics keep their noses to the grindstone — and get their noses grounded down.

Take the time to stop and reflect. Don’t act just to be doing something. Plan your work and work your plan. Things will rarely go exactly as planned, but you can minimize disruptions. More work gets done by those who plan than by those who do not. Record goals that are explicit and specific. Remember to look at the forest as well as the trees. 

3. Prioritize your life. One executive I had the privilege to work with has a terrific success formula for getting things done. He writes down his top three daily picks and focuses on getting them done every day. His prescription for balance is to choose one work task, one personal task, and one household/family task that become his “must do” list. These get written and reviewed several times throughout the day along with the rest of his action items. Despite all the swirling chaos that can invade his workdays, he knows that at the end of the week he will have a minimum of fifteen meaningful tasks accomplished.

4 Focus on results, not on perfection or process. To illustrate, a young child was asked by his father to dig a ditch four feet deep, two feet wide with square corners. The purpose was to lay a pipe. His father then left. The youngster dug the ditch four feet deep and two feet wide, but wasn’t fussy with corners. After all, the dirt would just be thrown on the pipe, and that the end result would be the same without the perfection of square ditch corners.

5. Reinvent how you think. The rate at which the world is changing is forcing business to reinvent itself and the ways in which business is conducted. This requires establishing a conscious model of how you want to manage your time, your organization, people and the results to be achieved. Like a submarine, occasionally send the periscope up and observe what is going on outside of your specific sphere of existence. Look for new tools to enhance productivity. Look for new opportunities that you can exploit.

6. Connect your actions to existing systems. Think in terms of your systems and how your actions impact them. Start looking at how you are managing your interaction with others. For every action you take, there is a reaction. Keep people involved and informed, and think through the consequences of your actions.

A senior vice-president for a bank gives us a perfect example of not connecting her actions to existing systems. One day the vice-president working on the SVP’s team received a phone call from a customer wanting a new loan rate. The VP firmly stated that the bank was not offering this particular rate. The customer persisted in his attempts to get the low rate, saying that the rate was advertised in that day’s newspaper. Upon investigating, the VP discovered that the SVP had put the ad in the paper for a new loan rate, but had not informed the rest of the team.

7. Be gracious with people and ruthless with time. A technical services representative laser-focused on big projects and treated customer calls as a nuisance. This put his job in jeopardy. He wasn’t answering his phone or returning voice mail and e-mail messages, causing complaints to reach two levels above him. He was being ruthless with time at the expense of being gracious with people.

Find a way to be gracious that is friendly and courteous, yet still protects project time. Remember that interacting with people is often critical to a project’s success. Learn to cut people off in a polite and professional manner. Do not use words or time carelessly. Neither can be retrieved.

8.  Use technology for personal productivity. The general manager of a sales division of a large national company still has his secretary print out his e-mails; he hand writes his responses and has her type and e-mail them. What an alarming waste of resources this is!

How computer literate are you? How would you and those in your organization benefit from learning and using more of it? Laptops, e-mail, voice mail, cell phones, and Palm Pilots are but a sample of the tools available to help you manage your time. Learn how they can suit your needs. Also learn when to turn them off.

9  Breathe. Breathe deliberately! Breathing brings oxygen to your brain and helps you think with clarity. To breathe deliberately, sit or stand up straight but relaxed. Put your hands on your belly. Breathe in deeply and let your inflated lungs push your belly out. Now exhale and feel your belly go down. This is full, deep breathing. Slow down and do three or four, breathing in through the nose, out through your mouth. Deliberate breathing helps calm you and helps you refocus on what is truly important to you. Remember to breathe. 

10.  Cherish balance. Life is not a race but a journey to be savored each step of the way. Take breaks and vacations to recharge your batteries and stay rationally sane. What have you been postponing – personally or professionally? When will you do it? Make a note of it and make it happen.

In closing, know what is most important to you. Reinvent how you think about your work and your life. Take time to breathe and smell the goodness of life. Cherish and protect your balance. Be an example to others. Lead the way. Lead through (life)time management. Go out there and seize the day!

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By: Ethel Cook, founder of the Corporate Improvement Group, a management consulting firm, Bedford, MA.

December 14, 2009

What do bad “leaders” have in common? In its June issue, Harvard Business Review spells out some common characteristics.

1. Lack energy and enthusiasm.
2. Accept their own mediocre performance.
3. Lack clear vision and direction.
4. Have poor judgment.
5. Don’t collaborate.
6. Don’t walk the talk.
7. Resist new ideas.
8. Don’t learn from mistakes.
9. Lack interpersonal skills.
10. Fail to develop others.

December 07, 2009

Having difficulty to communicate with a tough boss? Read the following article by Alan Vengel.

Most tough boss problems center on communication. If you take the time to ask yourself nine basic questions about how you and your boss communicate, your boss will learn to value and trust you more. And most important-you’ll learn how to ask for and get what you need to become happier and more productive on the job. Learn more….

Do you have a boss who:

• Changes priorities often (usually without informing or consulting with you)?
• Doesn’t give you regular feedback on your work, so you have no way of knowing whether or not you’re meeting expectations?
• Never shows appreciation for a job well done?
• Micromanages every little thing to the nth degree?
• Is a “big picture” type, giving you a vague idea about what needs to be done, but no real direction?

If any of the above scenarios sound familiar, you’re probably suffering from Tough Boss Syndrome. (This list of symptoms is by no means exhaustive.)  Don’t despair; the power of the cure lies within you. You can empower yourself to improve the situation.

The key is influence, which is not manipulation, but rather the ability to shape another person’s behavior in a positive way. Most tough boss problems center on communication. You can get the results you want and build a better relationship with your boss when you influence him or her to communicate with you more effectively.
 

Ask yourself the following nine questions:

1.  How does my boss like to receive information?

What’s the best way to deliver information to your boss—e-mail, hard copy memo or face to face? The easiest way to find out is simply to ask. Also seek the advice of peers who have already established successful relationships with the same boss.

2. How much should I involve my boss?

Some bosses want to know everything and to be consulted on every decision. These micromanagers have a strong need for control. Other bosses prefer a more hand-off approach. While you can’t change someone’s personality, you can find ways to influence them to tell you exactly what they need to know in order to feel comfortable in the workplace.
 

3. How can I solve my boss’s problems?

Like it or not, your boss’s problems are your problems. If you can figure out what keeps your boss awake at night and then find ways to help solve those problems, you will become more valuable and, so, more influential. You can’t force your boss to disclose problems but you can say, “If there’s something you want to talk to me about, I’m available to listen. I have the skills to help you in areas relating to (X). If you think so, too, let’s discuss how I can be of assistance.”

Responsibility also means not being a victim. Responsible people make changes when they find themselves in a bad situation. When you don’t take responsibility for making a change or getting what you need, you end up blaming your boss, the organization or your co-workers. Always ask yourself, “What can I do to improve this situation?”

6. How can I make my boss’s job easier?

Influence and negotiation are very similar. You can make your boss’s job easier by taking on some tasks that he or she either doesn’t like or isn’t very good at. You’ll create a win-win situation by doing this for a few hours every week while influencing your boss to relieve you of work you don’t want to do.
 

7. How can I make my boss look good?

One of the best ways to improve your relationship with your boss is to find ways to look good in the eyes of his or her boss and customers. If you can accomplish this, your boss will be much more likely to listen to you and grant your requests.

Once you experience the positive changes brought about through the practice of these key skills you’ll want to use your influence to turn all of your relationships from tough to terrific!