Kairospl

November 30, 2009

The problem with most of us is that we are the go-fers. We think that we must always be on the go, having no time to rest.  In the article Peter Bregman, advises us to slow down to get more done.

On a Friday afternoon almost twenty years ago, soon after I had started working at a New York consulting firm, I was working on an important presentation with Andy Geller, who ran the office. We’d promised to deliver it Monday morning, and we were running behind.

At 2 o’clock, Andy  told me he had to leave.

“But we’re not done,” I stammered. Andy was not one to let work go unfinished and neither was I.

“I know,” he said, looking at his watch, “But it’s Shabbat in a few hours and I need to get home. I’ll come back Saturday night. If you can make it too, we’ll continue to work together then. Otherwise, do what you can the rest of today and I’ll pick up where you left off tomorrow night.” I decided to leave with him and we met again at 8 p.m. Saturday night. Refreshed and energetic we finished our work together in record time.

A little back-story: Shabbat is the Jewish Sabbath and it starts at sundown on Friday and ends when it’s dark Saturday night. The exact time changes depending on sundown — earlier in the winter, later in the summer. For observant Jews it’s a rest day. No work, no travel, no computers or phones or TV. The way I heard it once, the idea is that for six days we exert our energy to change the world. On the seventh day the objective is simply to notice and enjoy the world exactly as it is without changing a thing.

Observant Jews spend Shabbat praying, eating, walking, and spending time with family and friends.

They’re onto something.

This life is a marathon, not a sprint. Most of us don’t go to work for 20 minutes a day, run as fast as we can, and then rest until the next race. We go to work early in the morning, run as fast as we can for 8, 10, 12 hours a day, then come home and run hard again with personal obligations and sometimes more work, before getting some sleep and doing it all over again.

That’s why I’m such a fanatic about doing work you love. But even if you love it, that kind of schedule is deeply draining. Not an athlete in the world could sustain that schedule without rest. Most athletes have off-seasons.

So if we’re running a daily marathon, it might help to learn something from people who train for marathons.

Like my friend Amanda, who recently told me she was training to run the New York City Marathon. She’s never run anything before. I asked her how she planned to tackle this herculean feat with no experience.

“I’m just going to follow the plan,” she said and later emailed it to me. Here’s what I learned: if you want to run a marathon successfully without getting injured, spend four days a week doing short runs, one day a week running long and hard, and two days a week not running at all.

Now that seems like a pretty smart schedule to me if you want to do anything challenging and sustain it over a long period of time. A few moderate days, one hard day, and a day or two of complete rest.

But how many of us work nonstop, day after day, without a break? It might feel like we’re making progress, but that schedule will lead to injury for sure.

And when we do take the time to rest, we discover all sorts of things that help us perform better when we’re working. Inevitably my best ideas come to me when I get away from my computer and go for a walk or run or simply engage in a casual conversation with a friend.

There is a down side to rest days though, and it’s serious enough that I believe it’s the unconscious reason many of us resist taking them. They give you time to think. My friend Hillary recently broke her foot and was confined to bed rest for several weeks. “The cast gave me a timeout card which I never would have taken on my own,” she told me, “and when I did slow down, I felt a deep sadness. I had nothing to distract me from the feeling that I had been living a life in which my needs were never a priority.”

But while it was hard for her, it also gave her renewed energy to refocus on her priorities. When we rest, we emerge stronger. There’s a method of long distance running that’s becoming popular called the Run-Walk method; every few minutes of running is followed by a minute of walking. What’s interesting is that people aren’t just using this method to train, they’re using it to race. And what’s even more interesting is that they’re beating their old run-the-entire-distance times.

Because slowing down, even for a few minutes here and there and even in the middle of a race, enables you to run faster and with better form. And, as a side benefit reported by Run-Walkers, it’s a lot more fun.

Faster, better, more fun? The only downside is time to think? You don’t have to believe in God to realize that a day of rest is a good idea. But you do have to be religious about it.

November 27, 2009

The ability to influence and motivate others depends on our skills of building relationships with others. Some leaders are too focused on acheiving results that they forgot about rleationship building. The article below by Alan Henderson describes the need to master the art of building relationships.

IMAGINE SITTING ON a beach on a wind-less day, building a pile of dry sand. Once the pile has reached pyramidal proportions, the next handful of sand you put on top runs down its sides. You can’t build higher until the base is broader. The same applies to our relationships with one another. Relationships – knowing what one stands for, having the freedom to communicate concerns, and being clear about what one can count on others for-are the foundation of all innovations, productivity, and breakthroughs.

Yet few managers are skilled at building relationships. Their efforts have more to do with personality and style than with deliberate action. This may be sufficient for a one-time sale of an inexpensive item, but as the job gets bigger the need for mastery in relationship building increases.

Tandem Computers deals in installations costing up to US$10 million. A salesperson needs only one or two sales a year to achieve his target, but it typically takes six months to a year to close a deal. The relationship here needs to be a partnership instead of the usual vendor-client hookup.

“Where companies are buying ‘bet-the-business’ applications,” says Tarny Perkins, Tandem’s area director of sales and marketing in Hong Kong, “the person on the vendor side needs to be seen as ready to risk his career for the client’s success.”

How to create such an extraordinary relationship?  Here are some steps:

Learn to recognize when the foundations of a relationship are insufficient.  If your products or services are perfect for the client’s needs but he still won’t buy, it may be a sign that you’ve not yet established enough common ground.

Express yourself.  Let your customer know how you can be counted on. Show your hand.  Excessive caution can pre-vent the development of a partnership.

Invest in your team. Too often we think breakthroughs-unprecedented, unpredictable, positive events-take place on a knowledge or technical base.  Possibly, it is the relationships between team members that allow for breakthroughs.

Listen.  The other person is expressing himself the best way he knows how.  Pay attention.

Make promises, and keep them. Trust builds with the keeping of small commitments.

When negotiating, consider conceding freely some points you don’t really care about. The best and longest-lasting agreements are achieved between partners, not adversaries.

Respect the other’s freedom of choice. Everyone hates the hard sell, being told what to do or, for that matter (let’s be honest), being managed.

Be patient. Today’s results take place on a foundation that took years to build.  Work now to create the relationship you want in the long term.

 Many managers fail because they are strong at establishing relationships but weak at nurturing them.  The wisest executives recognize that giving even lavish attention to an existing relationship is not a luxury. It is a much less expensive and time-consuming process than developing a new relationship.

November 26, 2009

When it comes to difficult conversations, leaders may seek to avoid them as they become uncomfortable with them. Below is an article by Sheila Dicks on the 7 strategies to handle difficult conversations.

A good leader has the ability to empower others. It is important that a leader develop people who want to share and help in carrying out the goals of the organization. If it is your intention to develop a company where employees feel valued and appreciated, then how you handle disagreements can be crucial. 

1. Whatever the issue – bring it up in private. When you bring up disagreements in public those not involved feel out-of-place and uncomfortable. Also, their opinion of you is lowered.
2. Be sure of what you want to say, do it as soon as you can and deal only with the facts. Know what you want to say before bringing up the issue and don’t let a lot of time go by before you say anything. Letting the issue sit will not make it go away but will make it bigger. Resentment sets in when there is a problem or a difficult situation and nothing is being done to solve it.
3. There may be many issues that you want to discuss but discuss only one at a time. Too many issues at one time can be overwhelming and it will be difficult to come to a solution.
4. Keep your voice at a moderate tone and do not speak in an accusatory manner. Using a loud voice and an accusatory tone can be intimidating and will be seen as aggression and can lead to a battle of words where no one listens and both parties lose. For those more timid, when faced with an intimidating person they will retreat, say nothing or say anything to keep the peace. 
5. Give the person a chance to state their feelings or opinion and if you think you have heard something that you do not like, ask them to repeat it and try to understand – do not get defensive. Sometimes when we assume we know the whole story and in our quest to be ‘right’ we only half listen. Instead of listening to understand we listen to contradict. Listen to understand 
6. Look at the issue from their point-of-view. Do not assume you know what the other person is thinking or that you know the whole story. Do not bring up things that the person cannot change.
7. Treat the person with respect and try to come to a solution that will benefit both parties. If you were wrong apologize.

November 13, 2009

Below is an article by Mark Vickers, Institute for Corporate Productivity on the leadership competencies that matter in today’s trying economic times.

In August, the Institute for Corporate Productivity (i4cp) and AMA conducted a study to determine which competencies leaders need to succeed.  The top three:  knowing the business, knowing the customer, and having the ability to execute strategy. 

The context for leadership is dramatically different from what it was even five years ago. Customers are harder to get and to keep, profit margins tend to be slimmer, and lots of employees live in a state of anxiety, stressed by overwork and worries about their jobs.

What’s a leader’s role in these trying times, and what competencies do leaders need to succeed? The Insitute for Corporate Productivity recently conducted a major new study in partnership with American Management Association (AMA) to find out.

In August 2009, the Institute received responses from about 600 employees working at the manager level or above in a wide range of industries. We found that three competencies clearly came out on top:

1. Knowing the business
2. Knowing the customer
3. Having the ability to execute strategy

In tough times, companies need leaders who know the nitty-gritty details of their companies, and none of the details is more important than knowing the customer. They also need to be able to act on this knowledge, and that means excellent execution of the strategies that serve those customers.

But these aren’t the only critical competencies today. Respondents were asked to identify, from a list of 14 leadership competencies, the six that best characterize the most successful leaders in their organizations currently. Among the other most widely cited competencies were these:
• Building good relationships
• Having good communication skills
• Creating an environment of trust and respect

These three competencies were more widely cited than such important issues as being able to develop strategy and knowing how to align the organization well.

A similar leadership survey was conducted by the Institute in 2005, also in partnership with AMA. It is interesting to note that while knowing the business and knowing your customer were also important a few years ago (that is, when the economic pressures weren’t as intense), “building relationships” has gained significant ground in importance. Taken together, these results suggest that while technical competence is still paramount, there are softer skills that leaders cannot ignore, especially during the tough times.

One of the companies that has weathered the economic downturn well is McDonald’s Corp., a longtime member of the Institute for Corporate Productivity’s network. When Slate magazine recently looked at “who won the recession,” its answer was that McDonalds did. No doubt McDonald’s business model was largely responsible for its success, but it’s probably no coincidence that the corporation has also been in the forefront of identifying and developing leadership competencies that are helping to build bench strength around the world.

Developing a strategic perspective and maximizing business performance are two key leadership competencies at McDonald’s. Additionally, coaching and developing others and improving the performance of teams are critical components of the leadership mix. That is, the corporation emphasizes the “hard” skills such as maximizing business performance even as it leverages “softer” skills such as coaching and communication.

What’s more, McDonald’s knows that leadership competencies must change with evolving business circumstances, so management constantly scans the external and internal environment to make sure the firm’s leadership competency model accurately reflects current needs.

The Institute’s 4-Part Recommendation:

1. Ensure your leaders understand your business and, especially, your customers. Employees attribute competency to leaders who demonstrate superior knowledge in these areas. By retaining close relationships with key customers during a down economy, good leaders reassure their employees that the organization will weather the storm.

2. Leaders must have the skill of making the right things happen. This is what strategy execution is all about. It isn’t enough to simply tell people “execute this plan.” Good leaders know which people to involve, which processes to promote, how to track progress, and how to untangle situations where progress isn’t being made.

3. Leaders need to be able to do more than interpret the balance sheet. They need to know how to communicate well and build relationships. Leaders can easily forget what it’s like to not be in the information loop. They need to be able to share information and explain why decisions were made. Even an explanation that isn’t well liked will be perceived more favorably than a decision that apparently comes down without rhyme or reason.

4. In a tough environment, good leaders must still be able to create an environment of trust and respect. For example, employees must believe that layoffs and restructurings are motivated by the best interest of the organization instead of pet projects and personal agendas.

November 09, 2009

 What does it mean to be an introvert—a quiet, thoughtful, unflashy professional— in today’s business world?  According to my research—a two-and-a-half year national study—four out of five introverts say extroverts are more likely to get ahead in their workplace.

Introverts struggle with multiple challenges at work.  Because of their low-key personalities, they regularly undersell themselves, refrain from voicing their ideas, and lack the social networks that can help them get ahead.  The result:  they feel ignored, marginalized, and misunderstood.  Over 40% say they would like to change their introverted tendencies, but don’t know how to begin.

The good news is that introversion can be managed. There is no one-size-fits-all strategy, but with time and practice, introverts can learn to build on their quiet strength and succeed.

 What is introversion anyway?

Introverts may be a quiet group in the workplace, but by all accounts they outnumber extroverts. Even many high-powered executives—a full 40%—describe themselves as introverts, including Microsoft’s Bill Gates and uber-investor Warren Buffett.  President Obama may be an introvert as well.
Unlike shyness, a product of anxiety or fear in social settings, introversion is a key part of one’s personality—a hardwired orientation.  Introverts process information internally, keep personal matters private, and avoid showing emotion.

Here are some basic differences between introverts and extroverts:
Extroverts: Talk first; think later
Introverts: Think first; talk later

 Extroverts: Seek out other people
Introverts: Prefer going solo

 Extroverts: Tend to be “babbling brooks;” people often tune them out
Introverts: Don’t speak up too often; people tend to tune in when they do

 Extroverts: Draw energy from other people
Introverts: Are energized by time spent alone

 Some additional introvert behaviors:

• Introverts seek depth over breadth. They like to dig deep—delving into issues and ideas before moving on to new ones. They are drawn to meaningful conversations—not superficial chit-chat—and know how to tune in and listen to others.

• They prefer writing to talking. On the job, they opt for e-mail over the telephone and stop by only when necessary. They are averse to excessive conversation and many gravitate toward social networking Web sites such as LinkedIn, Facebook, and Twitter.

• They are usually quiet, reserved, and low-key. They have no desire to be the center of attention, preferring instead to fly below the radar. Even in heated conversations or circumstances, they tend to stay calm—at least on the outside—and to speak softly and slowly.

• Introverts can experience “people exhaustion” that results in an assortment of ailments at work—headaches, backaches, stomachaches, etc.—yet feel fine off the job.

• They may have difficulty saying no.  They find it equally difficult to ask for help or direction. As a result, they frequently feel overloaded with projects and deadlines—and their on-the-job performance and work-life balance suffer as a result.

Moving onward – and upward

There is no magic bullet for managing introversion. But introverts can learn how to thrive in today’s noisy business world and workplace. The goal is not to change one’s personality or natural work style, but rather to embrace it and expand on it.

If you are an introvert who wants to move ahead, follow the “4 Ps”:
1. Preparation (devising a game plan)
2. Presence (focusing on the moment)
3. Push (stretching and growing)
4. Practice (rehearsing and refining new skills)

 Here are seven tips for getting started:

• Have a game plan

When it comes to the “people” part of your job, never just wing it.  Prepare for high-stakes meetings and conversations by anticipating possible questions and rehearsing your responses. Just as you strategize for key projects and tasks, you need to plan ahead for connecting with people – and to take regular breaks to refuel your energy.

• Communicate early and often

It’s easy for introverts to remain out of sight – and out of mind. So, take the initiative in sharing information with higher-ups, team members, and project stakeholders.  Don’t wait to be asked for updates or news about your accomplishments. Find out what information people need to feel confident about you and your performance and provide it to them – ahead of time.

• Match the medium to the message

Resist the temptation to hide behind e-mail. It may appear to be the easiest or safest channel, but it’s not always the right one. For every exchange, match the medium to the message – determining if texting, email, phone or face-to-face is best. Texting and email may be great for quick exchanges, but they miss the mark in critical high-touch areas, including developing relationships and delivering difficult news.

• Use social networking to set the stage

Technology is a great tool for introverts. Use social networking Web sites such as Facebook and Twitter to set the stage before connecting with others in person at meetings and events. You can introduce yourself, send “news you can use” items, and warm up cold leads—all in a low-key yet friendly way.

• Make yourself heard

Make a conscious effort to speak up in meetings and conference calls. Try to make your first comment no more than five minutes into the session. Even a quick question, remark, or paraphrase will do. You need to be seen as a contributor, but the longer you wait, the harder it becomes.

• Stand up to “talkers”

Don’t be afraid to take on the talkers in group or one-on-one settings. There are several ways to get a word in edgewise. One simple, sure-fire strategy: hold up your hand, give the stop or timeout signal, and calmly announce, “I’d like to say something.”

• Value humour

 “A smile is the shortest distance between two people,” mused entertainer Victor Borge. As a reserved, inner-focused contributor, you can overcome perceptions of being standoffish or too serious by smiling, laughing, and having fun now and then. You need not “yuk it up”—just be good-humored.

Finally, practice, practice, practice. Learning new skills and behaviors may be uncomfortable at first, but with conscious repetition and refinement, you can manage your introversion – and thrive in the extroverted business world.

By: Jennifer B. Kahnweiler, Ph.D.