Catch People Doing Something Right

When was the last time you praised a direct report, a colleague—or your boss? I’ll bet many of you can remember when you praised a direct report, but you may have to think long and hard to remember the last time you recognized the efforts of a peer or leader.

Catching people doing something right is a powerful management concept to use with direct reports. It can also be a great way to build trust and camaraderie with others. Think about the last time you were recognized for your efforts. I’ll bet you felt pretty satisfied and encouraged to keep up the good performance. No matter what your role, you have the power to ignite that same reaction in others.

Keep in mind that the most effective praising is specific. Don’t just walk around saying “Thank you” to everyone, or even “Great job.” Those phrases become relatively meaningless when people hear them all the time. For example, saying “Thanks” to the colleague who provided help with a project doesn’t have the same effect on them as if you said “Thanks, Renee, for providing the data I needed to finish the quarterly report. I couldn’t have presented it at the board meeting today without your help. I know I can always count on you. I’m so glad you are part of this cross departmental team.” A few simple sentences like this don’t take long to deliver, but they can have a lasting positive impact.

And don’t forget to let your boss know that you think they are doing a great job, too! It’s easy for direct reports to picture their managers getting plenty of positive feedback from their own bosses. But stop and think about how meaningful it would be for a boss to hear this statement from a member of their team: “Thank you, Jessica, for passing along that information from the last board meeting. It really helped me understand the strategic direction of the company and the role I can play in helping achieve our goals.”

The next time you see great performance from a team member, a colleague, or even your boss, let them know that you noticed. Give it a try—I’m sure you’ll see how much stronger your relationships become!

Leadership is a Partnership

Leadership is not something you do to people. It’s something you do with people. I have believed this statement my entire career—and it might be even more important now than it was 35 years ago. Workforces are more diverse, workplaces are less centralized, and technology continues to revolutionize how business is conducted and how people communicate. The most successful leaders are the ones who partner with their staff.

Partnership starts with clear and frequent communication. Leaders must establish a rhythm or consistent schedule of discussions with team members. I suggest that leaders meet at least once a week, for 30 minutes with each direct report. That might sound like a lot of extra work, but I guarantee if you spend this time you’ll create trusting relationships with your team that will improve morale and productivity in your department.

Use these meetings to work with your team member to set clear goals, to praise progress on tasks, to redirect efforts if necessary, and to celebrate the completion of each project. It is critical that the leader and team member participate equally in these meetings, speak their truths, and listen with the intent of learning something—not judging.

Some of you reading this might be saying, “This isn’t new information.” You’re right it isn’t—but it is such a simple truth of leadership that I want to remind people again and again. You’ve probably heard me say that the information I provide for leaders is just common sense. But I also say that my philosophy isn’t always commonly practiced.

My goal is to have every leader start having these important conversations with their teams. I urge you to partner with each team member to help them be successful. So, I provide this reminder for you to be a leader that makes this common sense, common practice. You’ll soon realize how a small investment of time spent partnering with your people will build a stronger, more self-reliant team.

First-Time Manager Challenge: Providing Feedback and Re-Direction

Today is a big day for our company—we are officially releasing our new First-time Manager program based on the essential secrets of The New One Minute Manager.

It’s a great one-day program designed to address some of the key challenges people face when they step into a leadership role for the first time—including how to set goals, praise progress, redirect behavior when necessary, and conduct effective performance review sessions.

One of the challenges we zero in on is providing day-to-day feedback and coaching—especially when it involves redirecting behavior that is off-track.  Typically, new managers receive very little training in this essential skill, and without training they often struggle—either coming on too strong and alienating people, or spending so much time beating around the bush that the team member doesn’t have a clear sense that a change is even necessary.

When someone makes a mistake, you need to tell the truth so the person changes the behavior—but make sure you speak in a caring way. Also assume the best intentions. The best way to do this is to talk to your direct report about what you observed and make sure their goals were clear to them at the time. Once you both determine that the goals were clear, check out the facts leading up to the re-direction, to make sure you both agree on what happened. Discuss the impact of the behavior, and then reaffirm the person in a way that is meaningful. Let the person know they are better than their mistake and you have confidence and trust in them.

Garry Ridge, CEO of WD-40 Company, states it this way: “It’s important to maintain the balance between being tenderhearted and task oriented.” As a leader you must be able to re-direct behavior to keep people on the right track while also respecting their dignity. Remember—when you share feedback it is never about you or the other person; it is about the behavior. A leader’s job is to constantly help people be the best they can be.

What are some of the other challenges you’ve seen new managers struggle with?  Share them in the comments section below.  I’d love to tap into our collective wisdom and begin to identify more of the challenges new managers face and some ways to effectively address them.  With approximately two million people stepping into new management roles each year, it’s important we help them—and the people they serve—get off to a great start!  Share your thoughts below and I’ll use them as jumping off points for upcoming posts, tweets, and comments.

Building Collaboration with Open and Honest Communication

Effective communication is the lifeblood of an organization, so it is critical for leaders to create a safe and trusting environment where people can share information freely. In our new book, Collaboration Begins with You: Be a Silo Buster, my coauthors Jane Ripley and Eunice Parisi-Carew and I offer tips for listening, giving feedback, and encouraging people to seek information and ask questions.

We use the UNITE acronym to introduce the five key elements needed to build a collaborative culture: Utilize differences; Nurture safety and trust; Involve others in crafting a clear purpose, values, and goals; Talk openly; and Empower yourself and others. In this post, let’s look at the importance of Talking openly.

As a leader, you probably already support your staff by working with them to create clear goals, supporting them, and removing roadblocks that hinder their ability to get things done. I hope you also praise them for their progress toward goals and redirect them when they get off course. But other components of communication need attention, too. Collaborative leaders need to develop their listening skills to truly understand what their direct reports are saying and to determine whether underlying issues exist. I suggest leaders also have an open door policy to encourage spontaneous interaction where people can speak candidly and ask questions. In turn, leaders must share all relevant information, give constructive feedback, and be open to receiving feedback from others. This kind of clear, honest communication will build the respectful and trusting environment necessary for a collaborative culture.

Think about how you interact with colleagues and your team. Now ask yourself these questions.

  1. Do others consider me a good listener?
  2. Do I share information about myself with my teammates?
  3. Do I seek information and ask questions?
  4. Do I give constructive feedback—and am I open to receiving feedback?
  5. Do I encourage people to network with others?

If you answered yes to these questions, you have probably created a trusting environment where people can talk openly. But pay attention if you answered no to one or more questions—because that’s where you need to start improving your skills on your way to become a collaborative leader.

Collaboration Begins with You Book coverTo learn more about Collaboration Begins With You: Be a Silo Buster, visit the book homepage where you can download the first chapter.

We Need to Talk: A 5-Step Process for Leaders

man wearing a suit sitting in a table with clasped handsHave you ever heard the words, “we need to talk” and not felt a little uncomfortable?

In a fast-paced work environment, communication challenges come up every day.  It’s natural for conflict to arise and disagreement to occur, so leaders need the skills to successfully manage emotionally charged conversations and help resolve issues between team members.

To help improve their skills in dealing with challenging conversations, Eryn Kalish, the co-creator of our Challenging Conversations program teaches leaders how to speak up without alienating the other person and how to listen even if they are “triggered” by what they are hearing.

The concepts are easily understandable, explains Kalish, but it is something that’s challenging emotionally to practice. For leaders just getting started, there are five skills represented by the acronym SPEAK that Kalish recommends as a way of becoming comfortable with, and open to, others’ feelings.

S. Stating concerns directly. Speak up in a way that doesn’t alienate other people. Understand how to get at the essence of what’s important.

P. Probing for more information to gain a deeper understanding. Learn how to get more information from someone who might be hesitant to talk. Learn how to gently, but firmly, probe and get somebody to speak out when it is going to serve them and the situation.

E. Engaging others through whole-hearted listening. Be able to listen even when it is uncomfortable. Learn how to work with your reactions so that you can focus and understand what the other person is saying.

A. Attending to body language. Pay attention to body language and be able to spot discrepancies between what you are hearing and what you are seeing. How many times have you been sitting in a meeting when somebody said everything was fine but his or her body language was saying that it is clearly not? Avoid the temptation to say, “Oh, good, everything is ok. Let’s move on.”

K. Keeping forward focused, but only when everybody is ready to move forward. This can be a challenge for leaders with a natural bias for action. Learn to resist the urge to move forward prematurely. In challenging conversations the real issues often don’t come to light at first.

Perhaps the most important thing about using a process like this is teaching a common language and approach that can be used by everyone in your company. Remember to address the issues directly—ignoring them will only make things worse. But using the SPEAK approach will improve communication, trust, and employee engagement. I encourage you to try it out soon to see the positive impact it will have.