When I am observant of leaders in the workplace, there is a recurring theme: one of the best, most-meaningful (and yes, revenue producing) things a leader can do is to be present to the workplace.
I will not let it be a trite phrase; this is what it deeply means.
To be present for the team and workplace is a consciously unselfish act. The leader knows that the well being of the team is first and foremost. The leader demonstrates that by making it a priority to spend time with the team in earnest listening, idea building and yes, even social conversation.
To be present for the team means optimal availability. To be sure, 24/7 isn't a reasonable expectation - but neither is it unreasonable to ask that the leader is able to be readily contacted. And when the leader isn't available, the team should be assured that the ability to take care of them has been carefully delegated to someone who can be available in the leader's absence.
Strong leaders recognize that bringing with them a laundry list of micromanagement details is unnecessary baggage. To support the team, the leader should bring with them a few, strong action points that will make the team and the business better.
While it is fair for the leader to express concern about the state of business, it is unwise for the leader to exude anxiety and pressure; these are counterproductive to being available for whatever support it is that the team really needs to be successful. In their conversations with the team, leaders should focus on the very real and positive opportunities that are here and now.
To be present means that the leader is there to share opinions and have opinions shared with them. "Being in the business" means that the leader is freely collaborative with the team in creating a shared agenda.
And simply put, being present means that the leader is there just to listen. . .which is perhaps one of the greatest gifts of all
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, May 25, 2018
Friday, May 18, 2018
What to Do Next?
Of all the tools we possess as leaders, prioritization is one of the most powerful. Provided it is used correctly.
As is true with most disciplines, there are two extremes: "I do the exact same thing every day at the exact same time because these things are important to me," and the other extreme is "I have no plan or discipline in my life whatsoever." Somewhere between these two is the sweet spot which is defined as this:
"I have a great understanding of the goals of the company and what our team needs to do to attain those goals." This is foundational for the setting of priorities. For instance, if you work for a retail organization, sales should be at the forefront of everyone's mindset.
"Since I understand the business well - I also recognize that fluidity is important in prioritization." This is absolutely key to success; without this ability, people drive themselves (and others) bonkers. Currently at my place of work, we are in the annual budgeting process. For a few weeks, it is a priority - it is essential to the business and it must be done within a limited time frame. Even when I think I may be through with budgeting - but a question comes up - it needs to go to the front of the line for a successful completion of this task.
Yes, I have many other priorities: reports to be done, conversations to be had and planning to be accomplished. During budgeting season, I find I am constantly re-prioritizing so that I am serving the needs of the business to the best of my ability. If I didn't re-arrange my priorities - the budgeting would never get done (or it would get done without me - and I don't like that alternative!)
"I understand that helping team members re-set priorities is one of the most helpful things I can do." This is a story of one of the smartest people I ever had the privilege of working with. About every 3-6 months she would present herself in my office and being a smart person, she would ask this smart question "I have all of these things to do - what do you want me to work on first?" So, we would work through the list - decide which things were high importance, which ones were low and which tasks could perhaps go away. It enabled her, and the team, to work so much better.
Priorities should be not rigid; the fluidity of priorities should serve the business as well as the team members.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
As is true with most disciplines, there are two extremes: "I do the exact same thing every day at the exact same time because these things are important to me," and the other extreme is "I have no plan or discipline in my life whatsoever." Somewhere between these two is the sweet spot which is defined as this:
"I have a great understanding of the goals of the company and what our team needs to do to attain those goals." This is foundational for the setting of priorities. For instance, if you work for a retail organization, sales should be at the forefront of everyone's mindset.
"Since I understand the business well - I also recognize that fluidity is important in prioritization." This is absolutely key to success; without this ability, people drive themselves (and others) bonkers. Currently at my place of work, we are in the annual budgeting process. For a few weeks, it is a priority - it is essential to the business and it must be done within a limited time frame. Even when I think I may be through with budgeting - but a question comes up - it needs to go to the front of the line for a successful completion of this task.
Yes, I have many other priorities: reports to be done, conversations to be had and planning to be accomplished. During budgeting season, I find I am constantly re-prioritizing so that I am serving the needs of the business to the best of my ability. If I didn't re-arrange my priorities - the budgeting would never get done (or it would get done without me - and I don't like that alternative!)
"I understand that helping team members re-set priorities is one of the most helpful things I can do." This is a story of one of the smartest people I ever had the privilege of working with. About every 3-6 months she would present herself in my office and being a smart person, she would ask this smart question "I have all of these things to do - what do you want me to work on first?" So, we would work through the list - decide which things were high importance, which ones were low and which tasks could perhaps go away. It enabled her, and the team, to work so much better.
Priorities should be not rigid; the fluidity of priorities should serve the business as well as the team members.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, May 11, 2018
So. . .You Want People to Stay
Imagine for a minute that you are a houseguest of friends. Even though your hosts feed you and provide you a room - they are distant. Yes, they cordially greet you: "Good Morning," with a perfunctory smile. "Is your room okay?" they query out of necessity. They even communicate, "I'll be back from work at 6."
They do not, however, engage in conversation other than that they consider absolutely necessary. When they inquire regarding your well-being, the question comes with the distinct feeling that "Well, that box was checked." In fact, they do absolutely nothing to suggest that they are interested in an ongoing relationship with you.
Do you feel welcome? Probably not. Are you thinking about how soon you should be leaving? Probably yes.
So it is with work. If bosses communicate only out of work necessity. . .if the questions are perfunctory (checking that box) . . and if perhaps the boss really doesn't seem interested. . . .do you feel welcome? Are you thinking of leaving? Probably yes.
Check it out. Google or Bing "Why do people leave their jobs?" Among the top ten, or even top five answers is. . .ding-ding. . .the relationship that people have with their boss.
So when the company strategic conversations turn to retaining top talent or being a great place to work. . .please, please don't suggest that more swag (with the company logo!) or picnics or social gatherings or even recognition drives retention. As nice as all of that is - none of it is as powerful as the choice you have as a leader - and that is to have a solid working relationship with your colleagues.
Taking time to have meaningful (or maybe not even that meaningful) conversations is important. Sincerely being interested in the team's work and life is important. Genuinely caring is essential.
Recently I had a top assistant manager tell me that he spent the last three hours in conversation with his team. Here's the thing - in an age when it is difficult to attract talent - this leader has 3-6 people waiting to work for him.
He wants people to stay. . .he wants to attract talent. . .and he invests in the relationships that meets both of those goals.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
They do not, however, engage in conversation other than that they consider absolutely necessary. When they inquire regarding your well-being, the question comes with the distinct feeling that "Well, that box was checked." In fact, they do absolutely nothing to suggest that they are interested in an ongoing relationship with you.
Do you feel welcome? Probably not. Are you thinking about how soon you should be leaving? Probably yes.
So it is with work. If bosses communicate only out of work necessity. . .if the questions are perfunctory (checking that box) . . and if perhaps the boss really doesn't seem interested. . . .do you feel welcome? Are you thinking of leaving? Probably yes.
Check it out. Google or Bing "Why do people leave their jobs?" Among the top ten, or even top five answers is. . .ding-ding. . .the relationship that people have with their boss.
So when the company strategic conversations turn to retaining top talent or being a great place to work. . .please, please don't suggest that more swag (with the company logo!) or picnics or social gatherings or even recognition drives retention. As nice as all of that is - none of it is as powerful as the choice you have as a leader - and that is to have a solid working relationship with your colleagues.
Taking time to have meaningful (or maybe not even that meaningful) conversations is important. Sincerely being interested in the team's work and life is important. Genuinely caring is essential.
Recently I had a top assistant manager tell me that he spent the last three hours in conversation with his team. Here's the thing - in an age when it is difficult to attract talent - this leader has 3-6 people waiting to work for him.
He wants people to stay. . .he wants to attract talent. . .and he invests in the relationships that meets both of those goals.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, May 4, 2018
But. . .Do You Really Want to Be a Manager???
Recently, a feature piece said there are five questions we are to ask ourselves if we want to be a manager. It suggested that questions regarding career, conflict, motivation and fairness are in order. . .and, of course, they are. Glaringly absent from the list of suggested self-inquiries, however, is the one that I consider to be the most key.
Do you want to be responsible for the workforce?
Leading others is a sacred responsibility. . .and that responsibility is to the team. Are you prepared to support the team? Are you prepared to step out in front of the team and show them the way? Are you prepared to take care each individual and nurture them to the best of your ability?
Do you care?
And you know what - if you don't, that's okay - just don't take the responsibility for the workforce. All too often in our society we come to the conclusion that the only why we can achieve career aspirations and make more money is to manage people. If you really just want to be responsible for yourself and your own personal achievements. . .that's cool. Find a job in which you can do that.
On the other side, if you get a great deal of satisfaction out of working with a team. . .
If you love collaboration. . .
If you are certain you can drive a business through group accomplishment. . .
If you are prepared to pick up the pieces after someone fails. If you can coach and counsel. If you selflessly not only share credit, but give credit. If you are able to admit failure and secure victories. If you believe in options. If you truly value diverse opinions and skill sets. If you can move forward and others willingly follow. . .
Then by all means, be a manager. Lead.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Do you want to be responsible for the workforce?
Leading others is a sacred responsibility. . .and that responsibility is to the team. Are you prepared to support the team? Are you prepared to step out in front of the team and show them the way? Are you prepared to take care each individual and nurture them to the best of your ability?
Do you care?
And you know what - if you don't, that's okay - just don't take the responsibility for the workforce. All too often in our society we come to the conclusion that the only why we can achieve career aspirations and make more money is to manage people. If you really just want to be responsible for yourself and your own personal achievements. . .that's cool. Find a job in which you can do that.
On the other side, if you get a great deal of satisfaction out of working with a team. . .
If you love collaboration. . .
If you are certain you can drive a business through group accomplishment. . .
If you are prepared to pick up the pieces after someone fails. If you can coach and counsel. If you selflessly not only share credit, but give credit. If you are able to admit failure and secure victories. If you believe in options. If you truly value diverse opinions and skill sets. If you can move forward and others willingly follow. . .
Then by all means, be a manager. Lead.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
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