Leaf Blowers in the Workplace

Perhaps it's out of the bitterness of not owning one that I take glee in pointing out what I find obnoxious about leaf blowers.   Naturally, I can't resist the temptation to personify what I find wrong with leaf blowers into this allegory. . .

Do you know any leaf blowers at work?

Here's how I see leaf blowers.  Perhaps they are well-meaning individuals (or not) who are wearing a giant set of headphones to mask out the noise (which, of course, they are generating).    They seldom look up or around because they are very intent on focusing on the debris which they are trying to move off of their turf with the wind force of a small hurricane.   In a grand finishing sweep, leaf blowers swoosh all of their own debris. . onto someone else's property.

Here's how to recognize leaf blowers at work.

Leaf blowers at work create such a ruckus that even they cannot stand to be around it - hence they "headphone" themselves off from hearing anyone or anything.    So, while they generate a lot of sound and fury, they somehow find a way to distance themselves from it.

Secondly, they don't look up and look around them.   Seriously, marching bands could parade behind said leaf blower and they wouldn't even notice.    Leaf blowers don't care what anyone else is doing - consequently, they are disabled from observing and learning about the world in which they operate.

Point three.   Leaf blowers focus on just the debris:   all they see is everything they want to get rid of - resulting in a failure to notice and nurture the good that surrounds them.

And here's the kicker, leaf blowers don't bag their own mess!  They just blow it into someone else's workspace or team environment.     While they may think that they discarded the problems, all they've done is move it around their own universe - much to the chagrin of their team mates.

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My book "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs from Amazon Kindle

Why Modern Family Matters

I promise; I will not spoil the fun that is Modern Family by analyzing it to death. There is, however, much to be learned from this most excellent sitcom.  Now that the USA Network is airing repeats, it has given me a chance to sit back and not only laugh again, but observe the true brilliance of the writers, directors, cast and crew.

Look for the contribution of the "less-showy" roles.  Sofia Vergara has been richly awarded, and justly so, for bringing Gloria to life. . .and let's face it, it's a, shall we say, showy role.  But, focus on Julie Bowen (Claire Dunphy) for just one episode.    Look at the nuances, the quick glances, the little things  she does that set-up big laughs.    Too often in life we focus just on those with the "showy" roles;   let's also pay attention to those that do great work every single day.

Listen for the little things.    One of the beautiful things about the writing, and the direction, is that it packs in a lot of little things. . .if you aren't listening or watching closely, you'll miss them.  If you are paying attention, you will be richly rewarded.     This is true in life as well.  . .whether in the workplace or at home.

It is an ensemble.  Can be we talk about near perfect team work?   The ability of players to complement one another?   There is so much to be learned about playing well together from watching this cast do their thing.

Yes, there is that much humor in life.    Whether in the office, in the gym or at church. . .there is always something that is funny. . .and that makes the world go around.   You just have to be aware of it and open to it.

It is about moving forward.   As much as Modern Family is about everything, ultimately it is about growing and moving onward. . .as difficult, as klutzy and as messy as that can be.   The sheer joy at the end of each thirty minutes is that the characters have moved forward from where they started thirty minutes prior.

Just in that, there is so much to be gained.

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And if you like it - check out my book, "Courageous Questions, Confident Leaders" available for e-readers, PCs and tablets on Amazon Kindle.

How to Make Your Message Heard

One of the principles in my chosen profession, marketing, is one of frequency.  To convince consumers that they should buy or utilize your product, you need to tell them more than once.   Conversely, in the workplace, often you hear managers say, "Well, I told them once. . . I'm not going to repeat myself."

Actually, much like the marketing principle, repeating yourself is a very good idea.

People lead very busy lives - you need to make your message heard.  Bet you anything that at your workplace, you have a hundred thousand things going on. . .sometimes it's even hard for you to keep track.  So, if you happened to drop a mention during one of these very busy days, about how you want a detail handled. . .it's very likely, and very human, that the direction could get lost in the shuffle.  Yes, you do need to say it more than once.

Use multiple channels to deliver the same message.  Given a substantial budget, smart marketers will use multiple media channels to deliver the same message because they know that not everyone listens to radio, not everyone uses social media and less people are relying on print advertising.  Same principle applies in the workplace.  Not everyone is an e-mail person.      In face to face conversation, some people are distracted.   Use as many workplace communication channels as is practical to deliver the same message.

Change the creative, but be consistent with the content.  Especially when addressing diverse audiences, marketers will utilize variations on their creative approach, but the content of the message is always the same.    This is a good idea.     This is the value in knowing what's important to  your workplace audience;   change up your delivery of the message to hit your target audience, but be very consistent with the content so that every person who hears your message knows exactly what it is that you wish to accomplish.

It is actually a time-saver (and frustration-buster) to strategize how, and with what frequency, you will deliver the important messages to your team.

Brent Frerichs is the author of "Courageous Questions, Confident Leaders" offering practical advice for all levels of leaders.  It is available for e-readers, tablets and PCs on Amazon Kindle.

How People See You

How people see you translates into what they believe about you and that, in turn, becomes how they interact with you.   It is really important, then, to assure that how people see you is in fact how you wish to be seen.

The issue of transparency.  It is my experience that probably about 90% of all leaders (yours truly included) are far more transparent than they think they are.   The workforce is extremely sensitive to the leader (after all, you are the boss and you, in large part, determine the team's future). Team members become acutely aware of  mannerisms, moods and nuances. . .anything that they think will help them predict your actions.

For instance, if you are not feeling up to par . . .it is very helpful to all (including you) if you explain yourself.  "Look, I'm not feeling like myself today. . .don't take it personally."  If you are preoccupied, you may say, "I'm concerned about a dear friend."   Truthful explanations like this do not demean you, instead, they allow you to control the interpretation of what the team is seeing.  Once the team has an interpretation of what they see - they are able to move forward.

And speaking of moods. . .be careful.  Don't expect your team to be upbeat if they are reading that you're not upbeat.   Don't expect them to be in a good mood if you're in a bad mood.   General rule of thumb - project the attitude and demeanor that you wish your team to project. . that's why you are a leader.

Consistency.  I never gave any thought to the issue of consistency until I had a boss who was extremely consistent. . .and then I realized how incredibly helpful that is to the team.  Again, teams like to predict how you are going to re-act. . .most teams will craft their actions to generate a positive reaction from you.   The more consistent you can be in your actions and reactions. . .the more consistent your team will be in their performance.

The key here is selflessness. . leaders who are responsible for a group of people need to think outward on how the presentation of their leadership will be read, and responded to, by the team members who are ultimately responsible for winning the game.

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Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, tablets and PCs from Amazon Kindle.