Leaders Listen: A Process to Assist

Recently several clients have ask for a better way to assist their senior leaders gain a deeper understanding of the ideas, issues, and input from throughout all levels in their organizations. The conversations with them have centered on the need to help them with a process to involve others. Seemingly, there is an understanding that the need exists–so it has been more of a “how to” need.

In working with them, I’ve shared a process I used many times as a manager, mentor, and even now as a coach and advisor to leaders. At its core, it is a structured process to gather input. Yet, it’s more than that. It is a mindset in the leader that there is both a need and structured way to gather input.

In working with them, I have shared the process commonly referred to as “skip level meetings”.

An Overview of Managerial Skip Level Meetings

What is it?

Basically, it is when a higher-level manager meets with employees in-person to discuss organizational issues without the presence of their direct manager.

The purposes include:

  • gain information, perceptions, and ideas on the organization’s effectiveness through honest and unfiltered assessment from front-line employees
  • understand impressions and feelings about the organization, operations, and processes
  • allows employees to speak freely and confidentially

What are the pros and cons?

As with any managerial opportunity, there are potential gains as well as possible pitfalls.  These include:

Gains

  • creates stronger bond among employees and managers
  • opens communication channels
  • discover information of future value to the organization
  • gather insight into management operations and behaviors which can be areas for development

Pitfalls

  • be aware of hidden agendas, historical information, and previous ‘wounds’
  • caution not to give orders, even inadvertently
  • over-reaction to management feedback and the person delivering the message
  • managers do not understand the purpose and process

How do I do this?

Start off with a plan.  Think about when, how often, and why you will implement skip-level meetings.  Once ready, communicate it first to your managers.  Do so with clarity as to why and how–and listen to their input and concerns. 

Keep in mind the following tips for success:

Consider timing–when during the month, year, quarter will you receive feedback you can use?  This may mean avoiding times that are busier or where emotions are higher.  You want to strive for a ‘regular’ or ‘normal’ time.

Frequency–at a minimum, quarterly is often the optimal schedule.  However, if you are new or the organization is undergoing change you may want to do them monthly. 

Format–consider if you will do it as a group or with each individually.  Besides the obvious timing issues, consider confidentiality and participation.  While there is no correct or best format, you should think about implications.  Should you choose to do it as a group, ensure confidentiality.  When doing it individually, understand not all will be as forthcoming. You may even want to do a hybrid approach such as a group meeting following by individual meetings.  This can be especially helpful during times of change or as a new manager.   And these are always in-person.

Equitable treatment–simply put, include everyone.  Do it with everyone.  For a group setting, include the full team.  If doing individual sessions, be sure not to pick just a few since doing so will have people perceive you are biased.

As to process, consider a typical series of events:

  1. Decide on why, how and when you will implement skip-level meetings
  2. Communicate with your managers and gain their input and ideas
  3. Communicate the plan (why, how, when) to all employees directly from you
  4. Send along any questions or items for them to think about ahead of time, if needed
  5. Conduct the meeting(s)
  6. Communicate with full team (managers and employees) most common themes and any changes

And regardless of format–as a group or individually–build rapport as you begin.  Start with a simple question or even chat about something you have in common.

What could I ask?

Keep in mind the purpose is to solicit honest feedback, gain insight, and gather ideas.  Equally, keep in mind that you should organize the session so they talk more and you listen.  The following are suggested questions:

  • What do you like most about working here? 
  • What’s one thing that is working well for our organization? 
  • How do you hear about if you have done something well?   And from whom?
  • What do you like most about your job? 
  • What things would you change or improve about your job, department or at the organization? 
  • How does your manager recognize you for good performance or a job well done? 
  • What resources, information and support do you need to be more successful in your job? 
  • If you experience a problem or roadblock, where do you go for support and solutions? 
  • If you could change or implement 1 new idea, what would it be?
  • What is something you would like for your manager to know about you yet haven’t told them?
  • What would you like to know about me, our department, our strategy, etc?

In preparing questions and format, ensure the following:

  • Keep questions open–this encourages people to talk
  • Allow for 10 minutes for each question.  This guideline allows for not only time for them to think and respond initially to the question but for you to follow-up with clarification as needed.
  • Prioritize questions.  You’ll likely run out of time so want to ensure most important questions are first.
  • Vary questions as needed to timing of year.  If you’re entering the planning time of the year you may want more questions about new ideas and changes.
  • If you are doing the meeting with the team, consider ways for them to confidentially respond.  This could be using Post-it notes or perhaps having them submit them ahead of time (not via email but through another mechanism). 
  • Always conduct skip-level meetings in a closed, confidential space.  Use a conference room or office.
  • You should take notes.  And in follow-up, include general and common themes.  It’s important to follow-up and follow-through!

Can’t do everything? Well, that is a good opportunity for advocates, ambassadors, and growth

Lately I’ve worked with clients as they struggle to build their organizations.  Usually the conversation contains something like

“I can’t do it all and I need help with people to care and perform as well as I do”

“I need to find advocates for our organization who can get our message out”

“I need people who can present our story to others in a passionate and convincing way”

At the core, what the conversation is about is…inspiring others.

It’s also about creating advocates, partners, ambassadors for you, your organization, etc. which can carry your message within your organization and to others “outside”.

In discussions with them, I’ve mentioned 3 things to keep in mind:

  1. You can’t do everything
  2. No one will do it you way
  3. You have to inspire, train, and appreciate others

Usually, the first one is easy to discuss.  In fact, it’s the impetus.  They already know they can’t do everything.  Yet, what they don’t realize is that it’s not about “can’t” and really about “shouldn’t”.  In other words, they should look to others for help:

  • to develop and implement
  • to communicate with others
  • to improve upon the current situation

The shift to “should” involves helping them understand their role as leaders.  Leaders must focus on their role to lead.  Often, it’s not to focus on implementation.  Rather, they inspire others.  They set the vision.  They set the tone.

The second and third items are related.

Yes, by definition, no on will do it your way.  Early in my career, I was part of a Nortel/BNR program for new employees.  We were trained to do it the ‘right way’–what to say, when, and how.  I didn’t enjoy delivering the program (and nor did the majority of my colleagues).  Why?  Because it was not designed to be flexible to meet local needs.  Variation and customization was frowned up (I was downgraded on an annual evaluation simply for reversing the order of topics). 

But isn’t standardization good?  Shouldn’t people follow guidelines?  I often am asked this.

Well, yes.  But also you need to allow for people to use their brains and not just their hands, as one of my earliest managers taught me.

The implications are this:

Select, train, appreciate, and monitor.  All of these elements are important to success. 

Recently, I worked with a client on a new Ambassador Program for their organization.  This involves asking members to become advocates within their organization as well as within the community.  This exciting program has already inspired more participation and dedication not just with the Ambassadors but also within the organization.  In other words, people have become inspired to use their unique talents.

It’s the unique talent that is at the core of “no one will do it your way”.  As well, because of the training and materials each Ambassador received, they are equipped and inspired.

What has been already seen with this client, is a renewal of participation at all levels in the organization. 

It takes a strong leader to create the environment.  They must become comfortable (and skilled) with letting-go, inspiring others, and focusing on their role as leaders.

Sometimes closing a door means other openings occur

Several weeks ago, I reconnected with an old friend and colleague.  It had been a few years since we’d seen one another.  Both of us have been busy.  Yet, it was fantastic to see each other.

During our conversation we talked about clients and projects over the past few years.  She’s been busy with several young entrepreneurial clients while I have concentrated on nonprofit clients (along with a corporate client that I’ve worked with for many years) particularly concentrating on strategic planning.

What we both discovered that we were at a crossroads, a change, a transition.

We then joked that as consultants who help organizations through change, we should have been able to recognize this!  And know what to do about it!

For her, the change lies in the evolution of her firm and work.  She’s getting less requests for consulting and more for training.  She expressed a mixture of comfort (she knows how to do this and is quite good at it) along with disappointment (it’s less creative and more formulaic than she prefers).

On my end, I expressed sadness in losing two very long-term clients (one of 15 years and the other for the past 7).  As a consultant, you hate to lose a client.

Don’t get me wrong, we weren’t drowning our sorrows or venting on one other.

Rather what happened was a discussion on ‘change’.

You see, change isn’t easy for anyone–even those who help others through it.

So we spent a couple hours walking through the various models and tools that we use with others–on ourselves.

We talked about SARAH–the model based on the work of Elisabeth Kübler-Ross that I frequently use with clients:  Shock, Anger, Reflection, Acceptance, and Hope.

Then about Lewin’s model of change–quickly realizing there was something to be said about those things that “help” you and those that “hinder”.

It was perhaps during this part of the discussion that I remarked to her “so your long-proven skills as a trainer, an educator, a mentor, an expert are helping you.  This return to training isn’t a return.  It’s a movement towards something at which you have expertise”.

In turn she said “what you forget is that you work to improve people and organizations and that part of that help is to get them a point of being self-sufficient.”

All fine and good but we had to then confront what was making us feel bad about these changes.  Then it dawned on us that it was back to the early stages of change–whether that be the “shock/anger”  of SARAH or “unfreezing”  of Lewin.

There was a bit of silence and then we both remarked that this was good–not the conversation but what we were going through.  It was forcing us to change.  It was presenting us with closed doors.  It was also presenting us with other channels to move forward.  Other openings were happening.

You see, both of us have a lot of options in the coming months.  We just couldn’t see them.  We were looking too much as the back of a closed door and, in doing so, were missing the many other ways to move forward.

As she remarked “one of my favorite things to tell others is that leadership is about how to cope with change while management is coping with the resultant issues and tasks”. 

This really hit home for me particularly with a current strategic plan project I’m doing with a synagogue.  I quickly realized that the reason it was going so well was because they have a very strong leadership team in clergy, staff, and among lay leaders.  Yes, to be a leader means you have to cope for yourself, others, and your organization.

Coping is about emotions and feelings–something we often push aside even in ourselves.

Of course, there is always some degree of sadness at an ending.  But, there is also time to look forward to new challenges.

We then scribbled a few notes for ourselves:

  • Moving forward and change happens to everyone, often without warning
  • Change isn’t always your choice–your reaction to it is
  • Take time to ponder your past–analyze what helped your success–and then make a plan to move forward
  • Find a trusted person to help you, to talk with, and that can be honest with you
  • When doors close, windows and other doors open–look at them instead of the back of a closed door

We chuckled towards the end.  We realized that what we had done together is consult with one another.  That added another one to the list:

  • Everyone experiences change

We ended by taking our own advice and with a commitment.  Don’t go it alone.

So we’re having lunch again in August.

 

© Copyright 2018, Dynamic Growth Strategies.  All rights reserved.

Revisiting: Putting Vacate Back into Vacation

Some six years ago I blogged about the need for putting vacate back into vacation.  In other words, why you should unplug from the workplace while on vacation.

To read the original blogpost, click here.

Almost immediately this got me into trouble.  I had several clients scoff at it.  I even had a prospect call and say he wanted to cancel our next meeting and would never hire me because of what I wrote.

Wow, I thought.  Either I hit a nerve or maybe I was wrong.

In either case, this particular post has continued to be one of my most popular.  While it wasn’t meant to be controversial, it was meant to make people think.

To think about the linkage between being a leader, trust, and technology.

However since publishing,  I’ve also had a number of clients and people in general say that they resonated with it and, in particular, it’s message.  That’s reassuring.  I always I try to reinforce that I’m not advocating reckless leadership.  Rather, responsible leadership.

Yet, I think it’s time to update the original posting with a few practical tips.  These, in particular, are due to our ever-connectedness world and continual-advancing technology.

Tips for wisely staying connected on vacation:

  1. Remember why you are on vacation–family, friends, experiences.  You’ve taken time off and probably fronted money to enjoy the time off.  So strive to do so.
  2. Make it clear before you leave how you can be contacted.  Do so with only a select few who may need to contact you.  Set parameters on when, how, and frequency.  I know one executive who only lets his assistant know and she then acts a gatekeeper (and I’m thrilled he came up with this idea after reading my blog.)
  3. When possible, delegate your signing authority via passwords or company policy.  That’s why such policies exist!  And train your delegate on what to review.
  4. If you will receive calls, screen judiciously.  You pay for voicemail; use it.
  5. If you will check emails, consider doing so late at night when most likely the kids are asleep and you are winding down from the day.
  6. If there are systems you need to routinely check (and which can’t be monitored by your delegate), likewise do these at night.
  7. Strive to keep any night work to a maximum of 30 minutes.  Consider doing it only every other night.
  8. If appropriate and possible, use out-of-office autoreplies for email and change your phone greeting.
  9. Don’t take paperwork with you.  At best, take a WOTR (Work On The Road) folder with you.  Keep the folder small including only critical documents or summaries.  I know of one CEO who always does this whether on a business or pleasure trip–she’s learned that it forces her to prioritize and summarize information even during non-travel times.
  10. If in doubt or confused, go to #1.

Look, I’m practical.  I realize the advancement and availability of technology.  I see how it integrates into our lives.  I’ll admit that at a family reunion last year it was handy to text people in order to find them.  I get it.

But, I stand beside the main point of my original blog post.  That is:

A leader must train their team so that they become self-sufficient.  Doing so not only allows for greater commitment, creativity, and loyalty from the team but it also frees up the leader to concentrate on further developing the organization (including their own development).

Avoid the temptation to stay in-touch with your office while on vacation.

Put vacate back into vacation.

 

 

© Copyright 2015, Dynamic Growth Strategies.  All rights reserved.

W@ys to get a#ention

Ok, so it’s happened again.  I’ve found myself in the midst of another spirited debate on social media and leadership.

I was at a luncheon a few weeks ago when the speaker presented each table with a question to discuss.  My table received “What are the best methods to advertise and get attention for your leadership”.

The discussion began rather predictably.  We discussed what it meant to be a leader.  We moved on to the philosophical discussion on whether a leader needs to advertise.  Frankly, I found this to be much more interesting since I tend to come from the camp that leaders become leaders because others want to follow, not because they are enticed to follow.

Actually, psychologically it goes a bit deeper.  Followers see in leaders something that rekindles a positive emotional memory which they wish to recapture and, more importantly, they want to use in their present situation.  That situation could be work, personal, developmental, relationship, etc.  The point is there is a connection to the leader because of a memory coupled with a desire.

We then moved on to discuss the importance of influence in the leader-follower relationship.  I mentioned that I resonate with much of what is known about influence from research and then from practice.  This included Cialdini’s six principles of influence where I mentioned that leaders are often likable, have proven experience and authority, provide consistency, and gather groups of followers who not only follow the leader but who can also learn from fellow followers.

The discussion then moved to examples from each of us.  I used the example of a longtime client.  What makes him a leader is his uncanny ability to gather people around him.  While he has had enormous success in business, he often cites his success in making the world a better place and especially in inspiring others to do so.

He has learned how to challenge people while also serving as a role model.  Low-key and likable, he stands firm in his beliefs and convictions.  He wields influence not from his wealth but from his abundance of experience demonstrated in a steady, calm, and respectful manner.

During a discussion several years ago he taught me something about leading by giving-back.  He simply said “If you’re going to take being a leader seriously, you have to give back to the community.”  I mentioned that I had made an anonymous donation. He furrowed his brow a bit and said “Don’t do that.  People who respect you, won’t know how to follow your lead.”  He went on to say that giving provided direction and that a true leader was public about their convictions and gave more than money–gave their time, attention, and support to the community.

Many of the other examples at the table were strikingly similar.  They all centered around being a visible example so others can choose to follow.

We then turned our attention to the “how” or the “best methods”.  We quickly decided we had answered this and that we were done.

And then it happened.  A guy spoke up and said “horse-hockey” (well, he used a different word that I won’t repeat here but will rely instead on this placeholder from MASH’s Col. Potter).

Ok, he had our attention.

He began by saying that we were focusing on the wrong part of the question.  Instead of what leadership meant, we should focus on the best methods to get attention.  We had, in his opinion, wasted our time on stories and folklore.  Rather, he espoused, a leader must focus more on the method to get noticed.

He then asked for show-of-hands on who was on Twitter, Facebook, Instagram, LinkedIn.  Most of us said we were on at least 2 of these (I’m on all except Instagram).  He then said that a leader must get their word out.  They must tweet several times a day.  They must post on the other media at least every week, if not every few days.  You have to include hashtags and at-signs in all messages.  It’s the only way to get noticed and to advertise.  He was adamant and passionate that leaders must focus on using media.

To his amazement, none of us fully disagreed with him.  Except on one major, crucial point.  That is, a leader who focuses time and effort on publicizing their message at the expense of living it through actions and relationships runs the risk of having fake-followers.  We harkened back to the earlier discussion regarding the leader-follower dynamic and the power of influence.

To that point, he shouted “aha”.  Yes, leaders are influential. He pointed to the number of followers of famous leaders–Ellen, Kim K, Taylor Swift, Pope Francis, and the president–and the ways they influence others.  (I think at this point most of us were just stunned at the lumping of these 5 people.)

I warned not to confuse followers on Twitter with followership.  In social media, some follow out of curiosity.  Some follow because of likability.  Some follow, and this somehow surprised him, to “know the enemy”–in other words, to keep tabs on what the opposition or competition says and does.

Yet, he did have a point to make, which is what I took away from the discussion.  That is,

  • Leaders influence through actions.  They must also find a way to get attention.
  • The challenge, though, is not to focus solely on one part of this equation.
  • Yes, you have to get attention but once you have it, you better have something people can use and which inspires.

 

© Copyright 2015, Dynamic Growth Strategies.  All rights reserved.

Social Media and Leadership (or Lack Thereof)

I love a spirited debate!  Last week was one of those times I had the unexpected opportunity.  While attending a local entrepreneur’s breakfast, a debate started at my table on how social media can make someone a leader.  I started as a passive participant but soon found myself embroiled in a fascinating and spirited exchange on leadership and social media.

It started rather simply.  We were introducing ourselves around the table with our usual elevator pitches when one person said that he was a leader (in the field of marketing) because he had 3500 LinkedIn connections, 1600 Twitter followers, 1850 Instagram followers, and 1000 Facebook friends.

A few of us took the bait…we asked about his experience and, in particular, why so many people were interested in him.

Let me summarize both sides of the debate.

Pro–social media is built on the premise that people “follow” and “like” you

Con–it’s true that people like and follow leaders but social media is about connections; sometimes people “follow” and “like” you in order to learn what not to do, sort of a voyeuristic learn-not-what-to-do-or-say

Pro–social media leaders can incite people to do good things–like the ALS Ice Bucket challenge

Con–social media leaders can incite people to do bad things–there are numerous examples of cyber-bullying leading to unfortunate outcomes

Pro–it’s much easier and clearly more efficient to communicate via social media

Con–it’s easier and probably more efficient but you also lose control of your message, can’t gauge understanding of followers, and can send quick messages that you later regret (and rarely are messages gone completely even if you take them down)

Pro–people follow me because they have a relationship with me

Con–relationships, particularly those between a leader/follower, are built on mutual knowledge, deep understanding of each other, and ongoing two-way communication and not all social media are designed to foster all of this (often they are one-way vehicles)

Pro–I have a message to get out

Con–So what is your message?  What experience do you have that can help a follower?  Why do people follow you?

This last question sort of stumped him.  It was at this moment that I think everyone realized that the debate wasn’t just about social media.  It was really about why people follow, not necessarily how they follow.

It reminded me that people follow leaders because of their knowledge, proven abilities, outlook, and charisma.

Upon reflection, it seems to me there are a few things to keep in mind:

  1. As a leader, use media appropriately and integrate it into your leadership yet don’t rely on only one way to lead.  No one method works (and for many, it is multiple methods).  Some will follow simply because they are in awe.  Others may want a dialogue.  Some learn from observing.
  2. Be clear on why someone follows you, is connected with you, likes you, friends you, etc.  Upfront make it clear what is your expertise and outlook.  Tell your story succinctly.
  3. Have something meaningful to say.  Share your experience.  Tell stories, give examples, and refer to other sources.
  4. Find a way to foster a mutual relationship–make it a two-way communication.  Engage with others–keep the “social” in social media.

To finish the story, our debate went on for another 10 minutes with no real resolution.  But I’m not sure there was a need for one.  What started as a debate became a discussion.  Both sides made cases for appropriate social media usage.

And it ended on a profound notion that we all agreed to:  that this debate helped us to bond, to learn, and to respect each other deeper.  The respectful exchange of opinions deepened our knowledge and understanding.

Yep, leadership is about the character within and not just about the characters in a message.

 

© Copyright 2014, Dynamic Growth Strategies.  All rights reserved.

When You Need Help

In earlier posts, I’ve talked about what to look for, how to utilize, and what to avoid in an advisory board and a mentor.  In addition to the value this collective group and these mentors can bring to any organization, I find that leaders today seek individual advice.  Whether you call this a coach, advisor, confidant, or some synonym, I believe there are important considerations in formalizing this relationship.

Start by asking yourself “what do I want from this relationship?”

Be clear if you are seeking advice, looking for a sounding-board, need someone to confidentially confide in, need an expert to guide your development, or want someone who can challenge you.  While these may sound similar–they are not.  The nuances between these are important to note and can help you begin to determine who can help you.

Consider the following checklist to guide you in determining why you are seeking such a relationship (mark any and all that apply):

I am…

  • trying to improve performance
  • building my confidence and assurance in making decisions
  • seeking personal growth
  • preparing for a greater scope and breadth of responsibility
  • dealing with a new, increased role and responsibility
  • facing a complex challenge
  • building a new future for me/my organization
  • coping with a disappointment
  • planning for a future transition and goal
  • seeking advice from someone who has already experienced what I am now experiencing

Being clear in what you want and, more importantly need, is perhaps the most important step in selecting a coach or advisor.

It should be noted that there are a few pitfalls in making this choice.  These include:

Expecting therapy–coaches and advisors are not qualified for this role.  If you have personal needs, seek a licensed professional counselor or therapist.  Be wary of people who want to be your therapist without professional training.

A substitute–whoever you select should not be expected to act on your behalf or, even worse, to do your own work.  Rather, they should help you determine your needs, provide ideas and solutions, and keep you on-track.  They are not simply another “pair of hands”–that is what an assistant does.

A crutch–they should partner with you on your development and not become a gatekeeper, medic, or best-buddy.  Independence is critical to your success (and they should work towards it with you).

A buddy–seek people who can objectively provide advice, ideas, and information.  Doing so provides you with unfettered and uncluttered attention while ensuring confidentiality, honesty, and perspective.  You’re not looking for a pal or someone to hang around with–you’re looking for someone who’s role is to challenge you.

Beyond this, consider the level and type of expertise you need.  Ask yourself, do I need someone…

  • who has been in a similar situation?
  • with expertise I lack?
  • who is not familiar with my exact situation but who can give me a new, different, and perhaps unbiased perspective?
  • with connections to other people and organizations that can also help me?
  • who will bluntly challenge me, my ideas, and my performance?
  • who is unfettered by alliances, allegiances, and is not beholding to me, my organization, etc.?
  • with a proven track-record of success?
  • who has the willingness to meet with me and help me?
  • with professional credentials?

And once you have found an advisor or coach, follow these steps:

  1. Formalize the relationship–set objectives, schedule meetings, document expectations
  2. Respect the relationship–make it a priority, keep appointments and commitments, monitor progress
  3. Evaluate the relationship–periodically ensure progress is made and objectives are met

Keep in mind that often these relationships are finite.  It’s rare that your coach or advisor can provide you with ongoing advice and expertise.  Plan for a transition to a new person.  Plan for how you will keep in contact with your coach and advisor once the formal relationship ends.

Such relationships provide an opportunity for leaders to enhance their abilities, provide feedback on ideas, provide information on direction, and present an opportunity for candid conversations.  Strong leaders consistently will seek such advisors and coaches throughout their career.

 

© Copyright 2013, Dynamic Growth Strategies.  All rights reserved.