Connected

No man is an island,
Entire of itself.
Each is a piece of the continent,
A part of the main.
If a clod be washed away by the sea,
Europe is the less.
As well as if a promontory were.
As well as if a manor of thine own
Or of thine friend's were.
Each man's death diminishes me,
For I am involved in mankind.
Therefore, send not to know
For whom the bell tolls,
It tolls for thee.
-- John Donne

Management Matters

When did it become passé to be good at being a manager and to hire people who were expected to be good managers? People want their managers to work with them, to guide them, to support them and hold them to established expectations. So, why am I continuing to see people who are, in fact, good at management the ones not advanced into management positions in favor of those with stronger technical skills or like-minded thinking with existing managers. ‘Tis true what they say, the Peter Principle lives.

Annual Appraisals Are the End, Not the Beginning

Performance appraisals are a necessary and wonderful thing, but too many people approach them with dread -- if they acknowledge them at all.

If you supervise people and dread the annual appraisal, reframe it. The annual appraisal is not a once-a-year review, it should the culmination of conversations that have taken place over the course of the year.

Take on a “bit by bit” mindset and remove the dread of performance discussions for the supervisor and for the employee. Remember that when you avoid something, you often end up making it a much bigger deal that it need be.

Think about how your weekly staff meetings become the foundation for tracking progress and adjusting expectations. Then, remember that weekly check-ins feed into monthly milestones, quarterly reviews and annual appraisals.

A (brief) Word About Six Sigma and TQM

Six Sigma is highly rigid and structured, whereas TQM offers greater flexibility and fluidity for implementation. There is a shared focus on reliability and consistency, but the approaches are quite different. TQM places a higher emphasis on developing the people side of improvement through knowledge transfer and decision-making, whereas Six Sigma focuses on the process side of improvement through things such as batch reductions and streamlined activities.

While the language is different, both approaches do focus on value-added aspects to promote greater efficiency and effectiveness. One could argue there is a similar success to their applications, though one could also postulate there are additional nuances required for the implementation of improvement projects using a Six Sigma methodology.

It is not enough to train people in the basic principles of any employee involvement and enhancement methodology. It must become an expected way of life and rewarded when witnessed. Otherwise, the tools become relegated to the expectations of few and the mass misrepresentation of many.

The Harder Side to the Soft Side of Business

Downsizing can be essential for an organization to survive. Its use as a successful strategic intervention, however, is too often marginal. Leaders often fail in the design and falter in the deployment. They connect the wrong tactic with the right intention. They use it as a means to a different end. They seem to forget the power of fear and bury the emotional implications of affecting someone’s livelihood (and/or reputation).

Downsizing as an improvement strategy is limited in its success. Perhaps it is semantics, but downsizing as a strategy seems wrong. In my work, it is a means to a strategic end. It may be an essential activity in order to align the resources with the intended outcomes and put people in better positions (literally) to advance the mission and achieve success.

The very challenges that bring an organization to this crossroads are often the circumstances that undermine its successful execution. A poorly managed business with a lack of leadership is not necessarily going to benefit from systemic redesign, organizational redesign or downsizing if the intended outcome doesn’t address the leadership void and the lack of business acumen. Also, cutting positions to reduce expenses can be “penny wise and pound foolish” when you diminish the ability to deliver on service or damage relationship channels with key clients. An organization that suffers from poor or disingenuous communication will only suffer more as a downsizing unfolds and people are left wondering or worrying about their future. Executive management without vision will not see more clearly after the downsizing is complete.

Successful downsizing requires broader consideration and visionary planning that starts with the end in mind (ala Stephen Covey). If institutions followed the steps outlined in the text perhaps downsizing would be perceived less negatively and the impacts felt less dramatically. Organizations that consider the options and the consequences are more likely to find success through the downsizing effort. Companies that work from a platform of respect and consideration are inclined to realize the positive results.

Downsizing can be brilliant when truly connected to the strategic intentions of an organization. It can make unworkable situations manageable. Downsizing can even help address weaknesses, when it is intended (and known) to be occurring for that purpose. Downsizing has a necessary place in the quiver and should be used by those skilled in its integrated design, multi-faceted deployment and long-term delivery.

A Person's Self-Vision Can Be Gold

We all have visions of ourselves, however incomplete. Me? I envision myself as someone who works to make things better for other people. I fancy myself as someone who finds clarity and enforces the value of consistency. It blinds me to the weaknesses that inherently go along with it. For instance, I can come off as idealistic or staunch. It isn't the intention, but it can be the result of seeing a way in which clarity and consistency go hand in glove. So, if you work with me -- play into it. Think about the ways in which the organization could be better and challenge me to see it, understand it and move it.

When you work with someone who sees themselves as an educator (which might be a kind way of saying "seeming know-it-all"), put them in situations through which they can share their experiences and expertise to help other colleagues find ways to make improvements. Let them talk. Listen. Gently probe and redirect. And, then, ask them how they would suggest that you tackle A, B or C or what they think you might want to consider in achieving an intended impact.

It isn't easy, but playing into someone else's vision of who they are can make your more effective in navigating or influencing the desired change.

Build Better Relationships

A few tips for building productive relationships -- be they between Boards & Executives or Executives & Staffs:

• Be clear on roles and responsibilities (and be distinct so people don't get confused)
• Develop a shared understanding for mutual accountability (the two-way street of responsibility)
• Understand each other's personal/professional intentions (avoid assumptions or projections)
• Be direct and transparent during recruiting (paves the way for good things to come)
• Pay attention to how people are brought into the organization (you care now, they care later)

Consider that when people feel informed and confident, they can become better sounding boards and reviewers. The resulting level of engagement often becomes more productive for everyone.

No More Meeting Complaints

No more complaining about wasting your time in meetings. If you truly believe that your time is being wasted, do something about it. Even when you don't control the meeting, you can influence it.

You can ask the organizer (before the meeting begins) about the purpose and the intended outcome. If you don't like what you hear (or you don't believe it), you might even ask a tactful question or two to either uncover a rationale or to prompt a reconsideration or redirection by the person who called the meeting.

You can engage in the discussion. Sometimes, the best meetings are those in which you don't see an obvious purpose but you do hear the avenue through which you can speak to help give it more meaning for yourself and/or for those around you.

You can always not go. Don't absolve yourself of the associated responsibilities, but depend on a follow-up with the organizer to get the assignments. And, remember, then when you don't attend, you give up your opportunity to influence what goes on and what comes out of the meeting. (In other words, if you don't go, you are expected to go along with whatever was discussed, determined or decided.)

You can, also, go and discreetly do other things. I'm not suggesting you engage in Blackberry bingo or laptop lunacy (neither sends a good message), rather catch up on reading printed reports or articles, refine your to-do list, review your group's progress against its strategic plan or just reflect on issues of the moment.

Meetings are not going away -- and good meetings are means through which to make solid progress through any organization. So, become a good meeting goer and use your influence to make the meeting better for everyone.

Greatness is in the Giving

Daniel Boulud is among the best chefs in the United States, and he is at the pinnacle in the realm of French cooking. He holds high standards and works hard, getting in the trenches when needed. Boulud offers an interesting blend of business savvy and an insightful recipe for success that works well beyond the confines of a cooking pursuit:

"To be a great chef is to be able to express what makes you the most happy, and the most in harmony.... In the end, everything we do is not for ourself but to give it to someone else. What I love about cooking is the personalization of the work and the spontaneity of it. For me, the definition of a great chef is to be able to be spontaneous as well as intellectual and disciplined -- it is a combination of things that give a little more power in the soul." (Wine Spectator, 09/30/11).

Personal success (and organizational leadership) evolves from clarity about where you want to go and commitment for how you are going to get there. Add a splash of curiosity and, as another famous icon once wrote, "Oh, the places you'll go." (Dr. Seuss, 1960)

The Competitive Edge of the Curious

I believe curiosity is among the four cornerstones that drive effective organizations and strong leaders. Mike Myatt does a nice job of pushing reflection along those lines in one of his blog posts. I was particularly taken by his point about the value of genuine curiosity for encouraging curiosity in others. He writes:

"If your ego is messaging you have all the answers, and that your way is the only way, then why would anyone ever be inspired to pursue change and innovation? A leader who doesn’t encourage others to challenge their thinking isn’t a leader – they’re a dictator. Dictators suppress individual thought and new ideas, while leaders encourage it at all costs."

For the next few days, while you serve your organization, observe yourself and reflect upon your actions. Are you inquiring out of curiosity or control? Do you put aside your ego without apologizing and encourage the risk of new thinking among those around you? If not, what do you need in order to start doing it? If so, what do you need to keep it up?

Change Starts with the Right People

People can forget that moving from a change through transition into the desired new world takes people. They have to be able to see the value of the change and commit to the value of the transformation enough to want to start it and see it through. McKinsey offers a quick read for how a bank revamped its change strategy by focusing on the people who could make it happen. (McKinsey requires a free registration or email me and I'll share a PDF). The key is to find the people who have influence and focus; support them with customized solutions. Help them realize the change you both want to see.

Reward With Experiences

People crave experiences. They find greater reward from experiencing something than from possessing it. These are incredible truths from which managers might benefit when considering how to reward their employees. Give them something from which they can expand their perspective and discover something about themselves and they might give the organization the benefit of that growth.

Follow Your Yellow Brick Road

Sometimes, the best workplace lessons are found in the pages of literature. Consider The Wizard of Oz. A panoply of organizational lessons are to be found amidst the plot, the setting, the characters and the journey. Don't work so hard to unveil the man behind the curtain, rather help him (or her) discover the responsibilities they can embrace and the positive power they can compound by working in the better interests of those around them. Find your way around the schemers and the doubters; don't allow them to drive away the talents of those truly seeking collaborative success. Don't forget, too, to celebrate the value of affirmation and positive reinforcement and recognize the value of connectors who can bring together the talents of others in order to realize greater gains. And, always remember that you have with you what it takes to stay true to your path so that you can return home having made the workplace better for all.

Genuine Actions Reinforce Good Intentions

A lot of workers right now are unhappy. Surrounded by negativity, they seek support that motivates them to survive another day. Recent research by Mercer reinforces long-held attitudes of employees: 28%-56% of them are seriously considering leaving their jobs. Regardless of today's stats, management cannot afford to take things lightly ever. People are vitally important to the success of organizations. So, be straight up. Give them the respect they deserve as fellow human beings just trying to make a livable life.

Consultant Ray Williams makes some good connections in his post, "Good leaders are careful to not demotivate employees." Referencing Collins' new book is solid. My take-away: use genuine actions to reinforce good intentions. Without good intentions, don't bother with your actions. You run the risk of demotivating your people further and forcing an exodus that might have been avoidable. Be real. Know the true future of the organization. And, don't invite input you have no intention of using.

Reshape Agenda for More Strategic Board Discussions

Boards of Directors should discuss issues strategically. They should help the organization's leaders stay on track and identify when they need to refocus or recharge. The agenda of the Board meeting can be a good signal and a good tool for keeping those discussions at an appropriate level.

Following is a sample from the nonprofit world to get you thinking.

A. Welcome and Introductions
B. Special Recognition or Announcements (mission moment)
C. Consent Calendar/Agenda
     • Minutes of the previous board meeting
     • Minutes of a recent Executive Committee conference call or meeting
     • President’s Report/Executive Director’s Report
     • Development Committee Report
     • Other Committee Reports as appropriate
     • Routine correspondence
D. Major Discussion Items (taken from Strategic Goals)
     1. Finance Committee Proposals
     2. Governance Committee Proposals for Consideration
          a. Proposal of New Board Member Orientation Program
          b. Approve revised Committee Descriptions
          c. Consider Bylaw revisions
          d. Consider undertaking a board self-assessment
     3. Review and Update of Major Program Strategies
     4. New Cooperative Programs /Strategic Alliances
E. “What did we do in today’s meeting that helped us advance our mission?”

Confine the routine business with a consent agenda. Leverage the strategic plan to parse meaningful issues throughout the year. Allow ample time for discussion. Always recap with a reflection that ties the meeting actions to the intended purpose.

(While geared for nonprofits, it works equally well across sectors and the concepts can be adapted for a variety of situations.)

It's the Way You're Viewed

"... being nice, contributing costly resources to the group, acts of generosity—these all increase your prestige. Other people admire you and say, ‘Oh, that’s really great. This is a kind person who’s doing all these wonderful things.’ But it decreases your dominance. It makes you look not so tough.”

So says research released by the Kellogg School of Management, which also highlights that prestige matters. Clearly, there is a delicate balance between these two concepts and it goes beyond surface impressions and fleeting actions.

People respect power when those yielding it demonstrate compassion (or at least consideration) for the people side of the equations. Yet a steely disposition trumps the winsome smile. So, a challenge for leaders is to examine the culture in which they operate and to understand the people involved in the dynamics -- reflecting just the right combination and/or shaping qualities in those who are intended to rise to the top.

Leaders Have Vast Responsibilities

The vast responsibilities of a leader can be overwhelming -- inspire strategic focus, motivate focused implementation and provide inspirational motivation. IBM's HR leader provides some interesting commentary on its culture and its influences on how to motivate and reward behavior. He speaks of how the organization values stamina and thinking beyond business as usual -- two things reflected through my own methodologies and intent. Leaders who move beyond themselves and align their interests with that of the overall organization become far more effective in helping others engage for the greater good. Find your way.

The Power of a Vision is in What Others See

A person deserves a purpose and is less than complete without it. Helping someone find their purpose within an organization is among the most powerful and important responsibilities of a leader (executive, manager). It can, however, take time. And, it isn't solely the leader's responsibility to convert that inspiration to action -- that's where the person comes into play. Offer a direction and watch the response. So shares Barbara DeBuono in The Corner Office. Success is a multi-person adventure and a process of exchange. So, model behaviors you seek; reflect the shared purpose for which you strive and, above all, stay connected!

5 Ways To Enhance Team Effectiveness

Here are five things a leader can do to enhance its team's effectiveness:
1. Establish clear direction and align actions accordingly.
2. Foster curiosity and collaboration for moving the organization forward.
3. Model active two-way communication consistently.
4. Reflect and reward commitment to advancing identified intentions.
5. Make tough decisions from a position of mutual respect.

From Strategy to Action: 10 Steps

First thing to do is take out your strategic plan. Then:
1. Go Goal By Goal
2. Brainstorm What Activities will Move You Toward It
3. Review the Activities Against the Mission
4. Prioritize the Activities, based upon impact and upon necessary sequencing
5. Assign the Lead Person Responsible for the Activity
6. Set a Deadline (quarters work well here)
7. Review everything by goal
8. Reorder everything by timeline (use quarterly or semi-annual targets)
9. Sift and winnow to promote focused progress
10. Get Started!