Kairospl

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.