Category Archives: The Brain-Based Boss
I ran a couple of workshops this week on effective delegation with a law firm. I’ve also run these many times with many non-law firms. There’s a point after we agree on a definition of what delegation is, then discuss the potential benefits and differing objectives delegating might purposefully achieve if conducted effectively in a structured and tailored way. Right after that we tackle the reasons, justifiable or otherwise, why some people might choose not to delegate, or to do so ineffectively (whether or not those people were even consciously aware of why they were doing so).
Earlier, I’d sought from participants real-life stories from their own experience or observations of instances they considered to be effective and ineffective delegation. This week, as always, the vast majority of ineffective and unfortunate examples involved actions that could be encapsulated as ‘micro managing’.
We’ve all been there.
My own story was being lectured and berated on my sweeping technique in a building supply warehouse in which I worked in the mid 80s. I’m certainly over it but even in the retelling, I still get a hackle-raising sense of frustration in my blood. Others shared similar tales from their own back-stories.
One of the major reasons the groups self-identified behind people choosing to either not delegate or to pretty quickly start sticking their oar in again was to do with time and perspective.
If all you’re focused on is today and the ticking clock of a deadline, it may well be true that you can do it better and quicker yourself rather than delegating it. But if you’re focused on the big picture and the long game, you’re more open to realising and accepting that the point of delegating isn’t just about getting this piece of work done as soon as possible. It’s about getting many more pieces of work done again and again constantly. It’s a false economy to try and fool yourself that hanging onto tasks that could be done by others is effective leadership, simply because this one time you beat the buzzer. There are many more pieces of work than you are physically and mentally incapable of doing. It’s a simple capacity issue – if you’re focused beyond today. Delegating isn’t about flicking a task or two to the lowest-cost grunt able to competently do it, it’s about building capacity in your team in a planned, measured and deliberate way. Quite apart from getting stuff done, it exposes different people to your clients, builds trust, identified problems and mistakes early enough to rectify them, creates skills for succession planning and developing cover. If only one person can do a particular task and they get hit by a bus, or leave, or set up in competition, that’s a poorly managed risk.
Some people naturally have a time focus on the immediate short-term; others naturally look down the line a bit. The group had some ideas about how to not rely on nature, logical argument and luck to nudge the mindsets of those those now-fixated folk into the future a bit. One was around stories – not dissimilar to Scrooge and the ghosts of Christmas past and present. If micro-managing leaders can be exposed to leaders who used to be like them but saw the light, or that light they saw was the fire that burned them, them some lessons can be passed along forming organisational learning and memory. And everyone benefits, maybe not today but soon enough. And the sooner they start, the sooner it’ll happen.
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More ideas at http://gettingbetterbuyin.com/
There’s a lot to be said for working for an organisation where your personal values overlap significantly with the organisation’s. In the employee recruitment process, along with interviews, CVs, referees and behavioural profiling, I’d really appreciate a single, simple graphic: a venn diagram showing how much of a ‘values overlap’ the applicant has with the potential employer. The temptation would be to print it out in full colour. Out of respect for the planet and its future, please do not do this.
How do we know what a person’s values are or those of an organisation? Quite a lot of people and organisations might publically declare them to us and the world. Individuals can pop memes and inspirational posts up on social media in a hope that we will view them and extrapolate them to be lovers of sunrises, geese in migration, or, on Mondays, flocks of geese migrating across sunrises. Companies have professionals facilitate out of their leadership team a printed list of values that gets framed and hung pride of place in reception and the lunch room. I’m sure all these people and organisations are well-intentioned but reality is often incongruous with those stated intentions. The road to hell is paved with good intentions, which still makes it infinitely superior to the intersection of Albany Highway and Oteha Valley Extention which seems to have been paved with 3 different sized ox carcasses, then a very thin and crumbly layer of off-brand asphalt.
Regardless, or irregardless, of what we say our values are, our behaviour betrays us. This is true of us and of organisations. There’s plenty of white collar fraudsters in prison who had accountability, excellence and integrity on the values statements of their business or professional association. Although, in fairness, the fact that they’re in prison does at least tick the ‘accountability’ box.
Venn diagrams and values posters aside, if you’re into observing reality, a good indicator of shared values are the growing range of corporate social responsibility projects going on. Some are well established and more about support and sponsorship. Funding a native parrot is great. Few employees or customers are going to tweet, “I hate Kakapos!!!” Nor should they, as three exclamation points are excessive and the plural of Kakapo is Kakapo not Kakapos. These types of corporate social responsibility efforts are passive for the vast majority of employees. The ones that may be a measure of some degree of values overlap and engagement are the ones that require overt activity from people on the ground. Some are well established and most worthy but do not require a lot of effort or cognitive contribution. Collecting coins in a bucket outside your work’s front door in exchange for colour-coded flowers or stickers for a good cause is admirable. Hoofing it into a steep muddy forest to plant carbon-offsetting treelings to save the world for our grandchildren is up the rankings a bit in my opinion.
If corporate social responsibility can be defined as a corporation’s initiatives to assess and take responsibility for the effects on environmental and social wellbeing, then we need to look at funding or support via inertia for the production and distribution of nukes, landmines and cigarettes. I’m not a fan of smoking but it is kind of shocking to see cigarettes third in a list that started with nukes and landmines. I guess if you added up the death, injury and misery, then cigarettes belong on the list. Someone recently sent me the findings of a study into the world’s deadliest animals. First was mosquitoes, then mankind itself, then snakes. Sixth was freshwater snails. That’s way more out of place than a list with smoking, nukes and landmines.
Collectively, we as consumers have more power than we realise. If we can leverage the power of the group to stop buying the products or services of a company that doesn’t agree with your views on marriage equality, then why can’t the talent in the employee marketplace exhibit that same influence by choosing to work with someone who does agree. A company cannot and should not ask an applicant their views on marriage equality or many other belief-based topics. Most applicants are not going to directly ask a recruiter or potential employer their official or personal views on such topics either. But, they might watch the news or so some internet searching and the organisation’s behaviour will betray its true values.
For an activity to learn more about your team’s values and internal ‘operating systems’, check out my one-page personal user-manual project at http://www.myusermanual.net
The term ‘silent majority’ is likely equally applicable to employers as it is to the voting public. Most people do not attend marches or sign online petitions. Most employers do not declare themselves to be pro or anti most things. But if you’re an employer who wants to attract the truly talented and those within that group with whom you share values, you’ve got to stand for something. Those potential employees are talented; they’re not psychic.
More ideas at http://gettingbetterbuyin.com/
Taking photos of volcanos in action must be scary. That’s probably part of why they do it. Changing careers for many of us might be the scariest thing we ever do, or, more likely, contemplate doing but never actually do.
I threw myself into the internet to glean a bit of inspiration for this post. Not literally, we can’t actually throw ourselves into the internet… yet. Online research is fine but some sort of Tron-like immersion within the ethereal plains of the worldwide web seems impractical and risk-prone. If you think you have a problem now spending a lot of time ON the internet, just wait until you can spend a lot of time IN the internet.
I found one article about career transition and it used the metaphor of the software upgrade: Career 2.0. I think that’s part of the problem. Going from career 1.0 to 2.0 is blunt and quite a leap. Why not take an incremental leaf from Apple’s upgrade strategy and have career 1.1, 1.2, 1.3, etc rather than one substantive chasm-leaping transition straight to 2.0 when it’s thrust upon you? I know it’s a freakin’ pain every three days when those upgrade messages splash themselves across your screen or interrupt your other activities. Maybe this software upgrade imagery doesn’t stretch too far with career upgrades? For a start software can “live in the cloud,” whereas your job cannot. That said, I do have a guy on fiverr.com who does all my illustrations for me.
The term seems to have a bit of baggage and mixed perceptions too. One Forbes article seemed in favour of transitioning to something more in line with your values after slaving away for a while, having built up your CV, garnered some experience and contacts, and built up some reserves just in case it all goes south. (I don’t know why “in case it all goes south” is an expression for something going horribly wrong? I’m from the south. It’s awesome. If you want horrible, I’d go west). With a positive outlook, Forbes proffered some tips that I’ll share shortly.
The Harvard Business Review (HBR), on the other hand, took a dim view of career transitions. Their first article was about having to explain it when someone called you out on it, as if it would be an embarrassing blip. I know we could all use some tips on explaining gaps in the timelines of our CVs when potential employers ask about our unrevealed years in prison or that time we faked our own death. Any employer who claims to want to employ someone with problem solving skills, initiative and learning flexibility should realise that career transitioning is an absolute finishing school for that sort of thing. So, I wouldn’t worry too much about this, unless you ever get interviewed for a job as a reporter for the Harvard Business Review, in which case, you have been warned.
Let’s get back to those tips from Forbes. If anyone knows about career transition tips for mere employees, it’s the media outlet that relies on their listings of the 500 richest people on the planet in the same voyeuristic way that Sports Illustrated relies on their swimsuit issue. Now, I was primarily drawn to the Forbes article as their first example was that of a Navy Captain who became a circus manager. Possibly not that much of a lateral shift but definitely the adult version of running away to join the circus. Their key tips: know the underlying reason why, get fit, do it in stages, find a mentor, prepare for setbacks, volunteer or moonlight first, have some ‘rainy day’ money set aside, and do something every day to move towards what you’re after.
I MC’d an HR conference a while back where one of the speakers demonstrated a very useful technique I’ll call ‘Timelining’. You scribble an X/Y axis on a sheet of landscape paper – the bigger the better. The horizontal axis (X – c’mon team) is time, so mark out the years of your career. The vertical axis (Y) is satisfaction on a scale you’ll have to imagine yourself. You then mark out the various highs and lows and milestones on three timelines – career, personal and relationships. The second part is self-analysis – when were the sweet spots of mutually-intersecting highs and, vice versa, the lows? Then you ask yourself for both, why, what was happening in each type of scenario? I was coaching a forty year old man once with this activity and he had the epiphany that he hated working indoors. It had never occurred to him, then he transitioned on a dime and now he never met a grapevine he didn’t like. It’s a great technique – google a book called ‘Taking Charge’ by Chris Johnson.
I’m not going to completely dismiss HBR’s advice. How can I ignore phrases like “compelling narrative” or “professional reinventors”? If working for a living doesn’t pan out for me and I end up a crazy old guy in a shed, I’ll be an inventor working on my compelling narrative. And a time machine.
I sometimes flash the Gallup (and others) engagement questions as a prompt in workshop activities. One question that always raises a few eyebrows (and rolls a few eyes) is, “Do you have a best friend at work?’ While I get the vibe they’re trying to tap into in terms of workplace culture, is that really the best indicator and really the best question? This article suggests an alternative that I quite like: Do you have many strong working relationships at your job? You don’t have to donate them a kidney or go to their barbeque but positive and constructive connectivity is crucial. Even then, they don’t all have to be positive in the sense of friendliness – an argument can be positive.
This article offers alternatives:
BI Worldwide Rodd Wagner’s (new) key questions
- Do managers support each employee as a unique individual?
- Is pay fair, if not generous?
- Are leaders transparent?
- Is there a clear mission and do employees feel a strong connection to it?
- What paths do people have to advancement?
- Do more junior people sometimes get to take charge?
- Are employees well recognised?
- Is this a cool place to work?
- Do people feel energised or fearful?
- How well do colleagues work together?
- How often do people feel a sense of accomplishment?
A good friend will donate you a kidney. A great friend will donate you a kidney… that isn’t their own…
This HBR article about debriefing is one I wish I’d written. (From meglomaniacal me, that’s high praise.) I’m often directing participants in my training workshops to conduct debriefs. I tend to use experiential models a lot. For non-trainers (muggles?), that means we do things, then learn from them in a structured way. I favour a 3-phased approach FAD, repeated over and over:
- Frame the activity
- Debrief the activity
I hear a lot of people using the word ‘debrief’ and its meaning seems to vary wildly. In that sense, the word ‘debrief’ is much like the word ‘spicy’ or the word ‘love.’ I try to consistently summarise the meaning of it in my workshops, not just because we’ll use it in the workshops but because it’s one of the most useful things you’ll ever learn in life, not just for work, but for situations where things happen and you’d benefit from learning afterwards. That applies a lot outside work (hopefully.) Relationships and families could well do with that skill. It’d certainly give us something to talk about over compulsory Sunday night family dinners.
To do something and to deliberately learn from it is what successful people do. That might even be a great definition of what success is. To do something and maybe learn from it or not learn from it is what most people do most of the time. Don’t be most people. They’re nice enough but…
The HBR article gives a great structure if you want to either learn debriefing yourself or communicate it to others:
- Schedule a regular time and place (ie make debriefing part of the way things are done around here!)
- Create a learning environment
- Review 4 key questions: What were we trying to accomplish?; Where did we hit or miss our objectives?; What caused our results?; What should we stop / start / continue doing?
- Codify lessons learned (People after us will learn from our mistakes, not theirs.)
This recent article in the business section of the New Zealand Herald cites research conducted by a firm of recruitment consultants. I’m not suggesting for a moment that they have a vested interest in interpreting the results in any particular way, but they interpret the results in a particular way… that says employers aren’t recruiting effectively. (If only there was someone around who could help them?)
Sarcastic and cynical as I am, I’m not disputing the results of the survey – just their narrow interpretation of the cause. There’s never ONE cause. Maybe poor recruitment contributes. I bet it does.
The Hudson survey “paints a bleak picture for employers”, saying: “Of every 10 employees: four are not good hires, eight aren’t engaged in their work and six are actively seeking other employment.” Ouch! This is born out by other research I’ve been reading over years and around the world. There’s a bit of variation, mostly by industry, but this survey isn’t that surprising and New Zealand isn’t that bad. Nevertheless, there’s plenty of scope for improvement.
Apart from the recruitment tools being used which the recruitment company focuses on, the primary cause of the problem implied is that employers are recruiting almost entirely for skills – technical skills. It’s that old mindset of, “I’ve got a vacancy, I’d better fill it because it’s costing me money” without doing the correlating maths on how much it costs to fill that vacancy and get it wrong – to fill it with someone technically competent (and that’s even assuming they get that bit right) but quickly disengaged or a misfit in several other ways.
Bad luck? Like most games, you make your own luck in the recruiting game. I was meeting recently with a manager who hadn’t had a single instance of negative turnover for nine years. Yes, people had moved on but for the right reasons such as internal promotion. He used the usual suite of tools to find a pool of potential applicants, whittled them down through CV checking, interviews, reference checks and even the occasional behaviourial profile. But he added another step. Shortlisted applicants all got to sit in on some actual work with some people who, if their application was successful, would be their co-workers. Those co-workers got a right of veto. I used this myself in the past with some success in a call centre that wasn’t a typical call centre. It gave applicants a dose of what their potential working reality could be. Sometimes they got put off by us and our work; sometimes we got put off by them. Either way, it’s better for both parties that be known early and up front so neither employer or employee have to suffer the consequences of misfitting. And those are greater than the costs of vacancies.
Another means of increasing your odds is to encourage referral of potential applicants from existing employees. Some firms even offer a commission for this. BUT if you do that, ponder how this might affect behaviour and what exactly it is you’re wanting to incentify and provide commission on. Any commission should be for a successful applicant who is still there after a predetermined period and performing well. Not just for putting someone with a pulse into a vacancy. Rather than just advertising to the great untargetted masses for your specific vacancy, wouldn’t it increase the chances of success if you sought via an informed gene pool – the people who are already aware of what it takes to do the job and who is likely to prosper there?
Wringing the final life out of my luck metaphor, when it comes to those few shortlisted candidates who are demonstrably technically competent but you’re not absolutely certain that they’ll fit and be engaged, you’ve got to know when to hold ’em, know when to fold ’em, know when to walk away, know when to run. Often it’s better to walk away and play another day. Cheaper in the long run even if baby needs a new pair of shoes.
Re-blog from Nov 2011 & my most read post ever
Here’s a neat DIY psych test for yourself, your friends or soon-to-be-ex-friends, and maybe colleagues. Don’t you hate people who are bottom-of-escalator-blockers & doorway blockers & non-indicating-drivers? They skew heavily towards being self-centric people generally, which is never much fun or productive in teams.There’s a neat amateur psych test you can do and covertly get targets to do. Get them to use their finger to ‘write’ a capital E on their own forehead. They’ll either write it so it’s readable from their own point of view or the point of view of others. Also relevant to those who tattoo their own faces but that’s a whole different psych test…