mindset – Fast:Forward Farther

August 29, 2012August 23, 2012

Understanding Self

One piece of the executive coaching program I deliver to senior leaders involves conducting feedback interviews with superiors, peers and direct reports. Everything is anonymous – and as a trained journalist I tend to induce candid remarks that serve as valuable data during the coaching engagement. After speaking to 10-12 people, I transcribe comments then sit with a client to review others’ perceptions one by one.

Before these debriefing sessions, I give clients a ‘what to expect when you receive feedback’ document to help them prepare for hearing views about their performance and style. The range of emotional reactions is described as the SARAH Cycle: Surprise, Annoyance, Resistance, Acceptance, Hope. Much like the five stages of grief (DABDA) are non-linear, clients flow back and forth among SARAH before becoming open to change.

“I didn’t realize…” is an oft-heard response during a debriefing. When we finish, I tell a client to put the report away for a week and let some time pass. That allows the emotional response to dissipate and places a client in a much better mindset to work on changing what she desires. Interestingly, about half the people – and I’ve presented at least 50 of these over the years – tell me during our next session they read everything again that night. Then they showed the report to their significant other. Then they kicked the dog. (Just kidding about one of those.)

Yet, with all the angst that comes with having me ask, “What do you think about _____?” clients discover this is one of most important steps in growing into a stronger leader. If you’re looking to build on your strengths and improve areas where you’re challenged, have someone ask about you.

August 30, 2011August 15, 2011

Confrontation Station

One impressive thing I find in working with large organizations – those with HR departments – is a focus on conducting regular performance reviews with employees. Many of these include creating development plans to help direct reports improve in needed areas. Smaller companies? Not so much. It seems every time I ask a small business owner, “When was the last time you conducted employee reviews?” the answer is, “I need to do that.”

There are two sticking points that seem to get in the way of accomplishing this important task. One is time. That’s a given in both large and small organizations. There is always something else to do. Who has hours available to review eight or 10 people? The other challenge is strictly internal: aversion to confrontation.

Most of us simply don’t like to address hard issues. After all, if we call someone out on a behavioral trait, several things could happen: 1) They could react – with anger, with tears, with the silent treatment; 2) They could leave – it’s easier to move on than to change; or, 3) They might not like us – and who enjoys being the bad guy. Makes sense that the way to prevent any of this is to avoid the issue altogether.

Of course, then there is no growth and you continue having employees with the same challenges. You’ve substituted frustration for confrontation. A better way is to change your mindset. Instead of thinking of employee reviews as a ‘time to point out what Susie does wrong’ exercise, look at them as the opportunity to have a candid and open discussion around how to help Susie improve.

If you’ve never done reviews, here’s a simple process to implement them:

1) Spend one hour thinking about your employees’ individual strengths and opportunities for improvement – make notes on each person (a common form would be a good thing to use);

2) Schedule a 30-minute meeting with each employee, letting them know the purpose is to help them identify ways to be a better contributor and to seek their input on how you can be a better leader… and when you get together allow them to share first (you may have to prompt them with a few ‘What do you do best?” and “How can we improve?” questions);

3) Acknowledge their answers (no need to defend your shortcomings or respond to their suggestions, just say thank you and let them know you’ll consider), then share your thoughts – be sure not to focus on just negative things… complement their positive attributes;

4) Agree to two or three things they want to improve over the next three-to-six months – then check in with them every few weeks to see how they’re doing… following up is essential to keeping them on track.

Take this approach and you’ll see reviews are more about helping your employees grow and learning ways you can better serve them. Instead of confrontation, you’ll discover cooperation.

June 9, 2010June 9, 2010

Bountiful Feast

Yesterday during a phone coaching session with one of the franchising groups I facilitate (our monthly lunch-and-learn discussion), someone commented they’re awaiting the economic turnaround to occur before making a big decision about an opportunity for their business. This person suggested there is too much uncertainty right now to commit without knowing when things will get better. I responded they might want to consider ordering off that menu now in order to position themselves ahead of everyone else when a better day arrives.

You have to eliminate inertia to achieve results – in business or boiling water. While this is not the time to spend lavishly at five-star restaurants, it’s also important not to be paralyzed by fear and eat TV dinners. The objective, during high-flying times and periods of hunkering down, is to improve the bottom line. If you’re like most businesses, you’ve carved all the fat out of expenses. That means the only way to improve profitability is to increase sales, and with your customers in a similar dollar-menu mindset, you’re going to have to take market share from competitors in order to enjoy your desserts.

During economic expansion there’s room for everyone at the dinner table… and the feast is extravagant. Today, it’s a blue plate special… and there aren’t as many place settings. To ensure you don’t go away hungry, you need to be assertive and show up early while others are standing around waiting on an invitation. Eventually, everyone will be clamoring to get inside the most popular establishments; you’ll already be there dining on the delicious entrée.