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May 31, 2017 bstrathman
5 Signs You Shirk Responsibility When Communicating

angerCommunicating effectively is probably the most common area where most leaders need to grow. In fact, a 2016 Harris poll found that 69% of managers surveyed said that they're often uncomfortable communicating with employees. I wager that discomfort comes from not knowing how to connect with the other person in a way that both of you will leave the conversation on the same page and feeling respected and heard. First, however, you must become aware that you're not taking responsibility in your interactions with others. One simple (but not easy) technique to take responsibility and thereby improve your communication with others comes from the teachings of Dr. Marshall B. Rosenberg on Non-Violent Communication (NVC). Dr. Rosenberg’s teachings are based on consciously taking responsibility for yourself during any conversation. When you do this, you tune into your own observations, negative emotions, and underlying unmet needs that are shaping negative reactions you may have in a given situation. You can then make a request of the other person that will allow you to meet those needs. You will create connection and understanding by discerning and meeting your own needs and the needs of others.

Here are 5 signs that you might be shirking responsibility and inhibiting your ability to communicate effectively:
1. If I don’t get what I want from an interaction, I give up and blame the other person for not understanding. 2. If business results are poor, I look at what other’s did or failed to do to cause them. 3. Under pressure, I get reactive and express my first impulse or feeling regardless of how it will impact others. 4. When in a conflict with another, I don't give in and wait for them to apologize first. 5. Even if others admit mistakes, I often hold a grudge and have a hard time working effectively with them in the future. If even one of the above statements describes you, consider taking a hard look at your responsibility in that instance. Leadership requires you to look at yourself first and to shoulder the responsibility for everything that happens on your watch. Learning more effective communication techniques, like those taught in NVC, can help you do just that.   WANT TO USE THIS ARTICLE IN YOUR NEWSLETTER, BLOG OR WEBSITE? You can, as long as you include this information with it: Beth Strathman works with business leaders who want to increase productivity and retention by shifting their focus from daily tactical work to the strategic work required to move their companies forward. Learn more about her company Firebrand Consulting LLC at: firebrandconsultingllc.com.
Thanks to Julie Warr of The Compassion Connection for being my podcast guest. Julie-Warr-NVCJulie Warr has a passion for compassion. Inspired after her attendance at the 2015 Parliament of Religions, followed by a serendipitous suggestion from her coach, Julie explored the teachings of Dr. Marshall B. Rosenberg, the founder of the Center for Non-Violent Communication. For Julie, “the heavens opened, angels sang, and my mind lit up”. She knew she had found what she was meant to do. Although she still works full-time in the financial services industry, Julie continues to pursue what she considers her life’s work. She is in the process of forming a non-profit organization, with the intention of bringing NVC to Salt Lake City. Julie and I met at her office recently to talk about NVC and how it can be used in the workplace to create more satisfying, productive, and peaceful interactions. You can find out more about Julie's endeavor,The Compassion Connection, on Facebook and Instagram. You can contact her at juliewarr.nvc@gmail.com.

March 30, 2017 bstrathman
How to Be Unpopular During Strategic Plan Execution

executionCreating a strategic plan is such an accomplishment. After all, you spend tons of time, energy, and money going through the planning process. However, the work has just begun. Now, as the rubber meets the road, things can easily fall apart. Many employees will resist changing what they have always done. Yet, others will be excited at the prospect of going in a different direction. If, as part of your strategic plan, you don’t have a specific plan to execute your strategy, you will be a very unpopular leader.

Here are 10 surefire ways to become that unpopular leader:
1. Never mention your big-picture vision.
Employees need to be reminded of the big picture your company is working towards. However, some leaders rarely or never refer back to that vision during the execution of the strategic plan because they get so focused on “doing” the plan. Realize that keeping that vision fresh in people’s minds helps guide them through the excitement and the drudgery of change.
2. Attempt to eat the elephant all at once.
One way to decrease the awkwardness and the anxiety of any change is to break the overall plan down into manageable pieces. If you do not look for quick wins that are easy and map out milestones to focus on along the way, you are likely to overwhelm employees who will give up before they even start.
3. Discount stakeholder interests
Can you believe that not everyone is going to be psyched about any new direction mapped out by your strategic plan? You’ll be extremely unpopular if you fail to leverage the enthusiasm and support of those who are on board. And you’ll be “toast” if you fail to influence the “resistors” or neutralize those who are outright antagonistic.
4. Ignore potential risks.
Hopefully all will go well with your new strategy; however, you’ll lose support if you don’t plan for the worst in at least some respects.
5. Overlook current company processes, structures, and systems that get in the way.
Ever been subject to a process or system within a company that seemed to be at odds with what the company said was important? If you change your strategy, your employees will loathe you if you don’t also update and align the way things work.
6. Remain silent and aloof.
The most common way to be unpopular while executing your strategic plan is to rarely if ever speak of it. Employees get disgruntled without almost constant references to why, what, who, and how things are proceeding.
7. Fumble new insights and ideas along the way.
If you don’t have a way to capture new insights as you go along, your employees will lose respect for you and what you’re trying to accomplish. Without a way to vet and champion unanticipated new ideas, you will miss out on new innovations that could make you a hero.
8. Allow employees to dodge adopting new conduct and attitudes.
You will surely become unpopular if you don’t require everyone (including yourself) to adjust your thinking and conduct to support your strategic plan. When conduct and attitudes don’t align with new goals, old patterns will sabotage what you’re trying to achieve.
9. Fail to resolve setbacks and remove obstacles.
Your popularity will take a nose dive if you fail to follow up on setbacks and obstacles. Tracking and tending to these issues is critical.
10. Forego recognizing and celebrating achievements.
Employees feel dejected if you forget to acknowledge the attainment of milestones or even the final goal before jumping immediately into the next phase or initiative. Don’t be the leader who forgets to acknowledge and celebrate success and achievement throughout the journey.   WANT TO USE THIS ARTICLE IN YOUR NEWSLETTER, BLOG OR WEBSITE? You can. Simply include this information with it: Beth Strathman works with business leaders who want to increase productivity and retention by shifting their focus from daily tactical work to the strategic work required to move their companies forward. Learn more about her company Firebrand Consulting LLC at: firebrandconsultingllc.com.

March 22, 2017 bstrathman
How to Add Wisdom to Your Company’s Strategy

"We are drowning in information, while starving for wisdom. The world henceforth will be run by synthesizers, people able to put together the right information at the right time, think critically about it, and make important choices wisely.” – E.O. Wilson, entomologist
leverage, key performance indicatorsIf your company is like most, you set goals then wait to see what happens -- as if merely stating the goal will bring it about. In reality, for goals to make a real difference to your company, you need to pay more attention than that. You must pay attention to what you and your employees will do differently to move an ambitious goal forward. And this often requires infusing some wisdom into the process – wisdom that comes from using data that drives and measures progress toward a goal. How do you gain the wisdom to get the results you want? You get it from past experience and intentional trial and error now. It is wisdom, rooted in the experimentation of science in the form of “independent variables” and “dependent variables”. In science, an “independent variable” is a condition or value you change to see what effect it has on something else. That “something else” meant to be impacted is the “dependent variable”. Think of a science fair and the ubiquitous experiments involving growing plants. Usually, kids varied one of many growing conditions to see what would support or inhibit plant growth. Some of the things they would vary included amounts of sunlight, amount of water, etc. Each condition changed was an “independent variable”. Plant growth is the “dependent variable” because it would depend (hypothetically) on what was done with the chosen independent variable. A straightforward business example would be a desire to decrease production time for a widget by minimizing manufacturing downtime to while maintaining current quality. Manufacturing downtime is the independent variable and production time is the dependent variable. Applied to your company goals, independent variables are called Key Performance Indicators (KPI) or “lead measures”. Thus, independent variables are to a hypothesis as KPIs are to strategic goals. They are the key to gaining real wisdom around what will allow your company to successfully achieve its goals. To gain such wisdom regarding your goals, run the experiment by simply restating your goal in the form of a question to more easily identify relevant KPIs. For example, if the goal is to decrease production time by 10% by December 31, restate it as a question. “How can we decrease production time by 10%, by December 31, without sacrificing quality?” The answers to your business question will point you in the direction of possible KPIs. Then, you can vet further for potential impact and your ability to control them. Unfortunately, many leaders fall short when it comes to gaining wisdom. They don't develop and track KPIs in an intentional and deliberate way. Instead, many leave it to chance that employees will make the adjustments needed to get to the company goal. Or if they do identify the KPIs, they don’t work with their teams to design “experiments” to prove or disprove that the KPIs are affecting the goal. How are you adding wisdom that informs your company’s strategy? Which goals and related KPIs is your team focusing on now? How are you showing a correlation or causation (or lack thereof) between those KPIs and the goal? WANT TO USE THIS ARTICLE IN YOUR NEWSLETTER, BLOG OR WEBSITE? You can. Simply include this information with it: Beth Strathman works with business leaders who want to increase productivity and retention by shifting their focus from daily tactical work to the strategic work required to move their companies forward. Learn more about her company Firebrand Consulting LLC at: firebrandconsultingllc.com.

March 20, 2017 bstrathman
Effective Presentations: The Foolproof Five

I had the pleasure of interviewing communications coach Beth Noymer Levine. She graciously allowed me to share the following blog post, excerpted in part from her book, Jock Talk: 5 Communication Principles for Leaders as Exemplified by Legends of the Sports World, www.jocktalkbook.com.   team; working in groups; leading groupsMore often than not, what makes people freeze before a big presentation is the nagging question, “Am I even doing this right?” and its companion, the fear of embarrassment. I’m always taken aback when smart, successful, otherwise confident people reveal that they’re afraid to make a fool of themselves. I would never have guessed in most cases. Trust me when I say that no one is “a natural” at speaking and presenting; even the best of the best think about it, worry, and work at it. Regardless of your style or your comfort level with public speaking, it’s wise to consider some core guiding principles for yourself as a speaker. Below are five foolproof principles of being an effective speaker or presenter that will give you the confidence to know you’re “doing it right,” and will leave your audience quite impressed. The five principles are:

  • Audience-centricity
  • Transparency
  • Graciousness
  • Brevity
  • Preparedness
Taken together, they send two really important messages about you to your audience:
  1. That you care about and respect them.
  2. That you’re real and therefore credible and trustworthy.
Audience-centricity
It may be a new term to you, yet it’s probably the most fundamental of the five principles. Simply put, audience-centricity is making the audience’s interests and experience a top priority in the planning and execution of a talk. Too many speakers prepare and deliver what is important and interesting to themselves without enough careful considerations of their listeners. Being audience-centric is a mindset shift that encourages the speaker to prepare and deliver content in a way that will matter to and resonate with the audience.
Transparency
It is exactly what you think it is; it’s about being open and direct — yes, and honest, too. Transparency is critical. It contributes to the levels of sincerity and trust that are accorded to you by your audience.
Graciousness
It is the art, skill, and willingness to be kind-hearted, fair and polite. As motivators and influencers, love and peace work far better than anger and war. Speaking in positives rather than negatives leaves lasting, favorable impressions.
Brevity
Brevity is a crowd-pleaser and needs no further introduction.
Preparedness
Preparedness speaks for itself as well. The unprepared speaker is the one who is most likely to be long-winded, not to mention unfocused. While the mere thought of preparation might bring feelings of dread, the feeling of approaching the front of the room ill-prepared is far worse – and it shows. Success is in the eye of the beholder – your audience. Show care and respect, be real, and your audience is much more likely to listen, like you, and be impressed.   Beth Noymer Levine Beth Noymer Levine - Communications Coach at SmartMouth Communications SmartMouth Founder and Principal Beth Noymer Levine is a Communications Coach who is emerging as one of the country’s leading voices on how to prepare and deliver speeches and presentations that actually work for both the audience and the speaker.

February 22, 2017 bstrathman
5 Beliefs That Are Wasting Your Time

jugglingFeel like you don’t have time to get around to important tasks? You might be frustrated that you are extremely busy but aren’t accomplishing the important stuff that would move your strategy forward. Underneath, you may be angry or resentful that you have to do it all. What if you are wasting your own time because of a few of your own subconscious beliefs? These five beliefs are counter to time mastery and could be causing you to waste your time:

1. “No one else will do it right.”
Have you ever found yourself working on a project or task that you could have delegated or assigned to someone else because you didn’t have faith that others would do it correctly? You are the victim of a perfectionistic belief that only you know how to do things to high standards. That may or may not be true, but does everything need to be done perfectly? When assigning a task to a direct report, make sure you describe the quality standards required. To keep things on track, schedule follow-up meetings to check in and encourage your employee to check back with you if there are questions about how well something needs to be done.
2. “I can’t count on anyone else to get it done.”
Do you find yourself working on something that a direct report should be doing because you don’t trust them to get it done? Similar to the control of perfectionism, you might have a trust issue around the timeliness of completion. In addition to deadlines and check-in points along the way, counter this belief by working with your employee to prioritize the work. This may include identifying other tasks that can be postponed, re-assigned, or dropped altogether. This way, you can keep things on schedule for timely completion without doing it yourself.
3. “I’ll pick up the slack because my employees are already overworked."
It's not a bad thing to assist your team with task work once in a while. However, you know it’s a problem if you believe you need to rescue them often. Also, you may feel resentful that you are picking up slack even though you chose to do it for them. When you frequently take on the work of others, you often bury yourself with work that is not of strategic value for your own role. Before being tempted to ride to your employees’ rescue, help direct report prioritize their tasks. Often, they will be able to see where they are spending too much of their time on tasks and projects that are not that important at the moment in favor of those that are more pressing and strategic.
4. “I need to be available to everyone 100% of the time.”
When you put yourself at the mercy of the needs and timetables of others, others will interrupt your attention and focus frequently. You might “need to be needed” or “need to be liked”. It’s not selfish to schedule some uninterrupted time to work on your own tasks. It’s akin to being in a meeting when you wouldn’t expect others to interrupt you for routine questions. To counter this belief, train your staff that a closed door means “I can’t talk to you now.” Also, build some predictable “open door” time into your schedule, when they are welcome to pop in. Finally, train them to save non-urgent questions for regularly scheduled meetings, such as weekly one-on-ones or weekly team meetings.
5. “It’s easier to do it myself.”
Yes. You can do many tasks faster than your employees because of your experience and knowledge. However, when you do this, you deprive employees of the experience. You also deprive them of the lessons they could learn from making a few mistakes along the way. Either you’re showing off or you are falling victim to a notion of false expediency. Making time to delegate the task with clear expectations and a reasonable timeline will save you time in the long run as you build up employees’ independence and competence. Over time, you’ll be able to delegate more and more to them, saving you more time in the long run. As a leader, your main job is to facilitate the work of others based on strategic priority. Your job is not to mire yourself down in the task work of others. When you catch yourself with these beliefs, you’ll find that they are really about you wanting to show that you can produce the work like a sole contributor. Great. But that’s not your job anymore. Time to pass on your know-how to your direct reports and free up your time to lead.   WANT TO USE THIS ARTICLE IN YOUR NEWSLETTER, BLOG OR WEBSITE? You can, as long as you include this information with it: Beth Strathman works with business leaders who want to increase productivity and retention by shifting their focus from daily tactical work to the strategic work required to move their companies forward. Learn more about her company Firebrand Consulting LLC at: firebrandconsultingllc.com.

February 16, 2017 bstrathman
The Hidden Meanings Behind Those Pesky Interruptions by Employees

“Hey, Boss. Do you have a minute?” How many times a week do you hear that? It can be frustrating to hear those words when you interruptionswere finally getting some momentum on your own projects. What can you do to maximize your own time at work by minimizing interruptions by your direct reports? First, you need to understand the hidden meanings behind them.

Hidden Meaning 1: “Should I even start this?”
Employees will interrupt you to get clarification about what you really expect them to do. This occurs when employees are unclear about your expectations or when you have a habit of jumping in a doing their work (aka “micromanaging”). To counter this, get clear about how your time is best spent and which tasks and meetings could be delegated to direct reports. Also, clarify your expectations by defining the scope of work they are tasked with along with deadlines and check-in points.
Hidden Meaning 2: “I’m not touching this with a 10-ft. pole.”
When things “blow up”, employees will interrupt you to solve the problem they see as above their pay grades. Often, you can avoid “fires”. Minimize this type of interruption by exploring “why” things went sideways to begin with by using The 5 Whys technique. Once you know the root cause of the “fire”, you can put things in place to avoid these types of events and the interruptions that result.
Hidden Meaning 3: “This isn’t working the way it should.”
When processes aren’t working consistently to produce the expected results, you’re likely to get an unannounced knock at your door about how to get something done. Decrease interruptions due to process questions by spending time up front to (1) clarify ownership of processes, (2) automate what you can, and (3) fix the root causes of backlogs, poor handoffs, and errors.
Hidden Meaning 4: “When are you gonna be around to discuss this?”
Your employees will interrupt you haphazardly if they are uncertain of your availability for questions and consultations. It pays to create predictable and consistent opportunities for them to give and receive information they need to do their jobs. To do this, ensure you have scheduled, timely meetings with direct reports – in groups or individually -- for reporting back, checking up, and checking in. This allows you to stay abreast of what’s going on and encourages employees to save their updates for your next scheduled meeting. Daily huddles and meetings on a weekly, monthly, and quarterly basis can cover the strategic and tactical information that needs to be shared. Additionally, you can schedule a couple hours throughout the week where your door is open for employees to talk with you for up to 15 minutes about the inevitable “things that come up”. Instead of getting annoyed at interruptions, take the time to assess the reasons for the interruptions. Then, create the clarifications, processes, and meetings that give your direct reports the access to you that is warranted and productive. WANT TO USE THIS ARTICLE IN YOUR NEWSLETTER, BLOG OR WEBSITE? You can, as long as you include this information with it: Beth Strathman works with business leaders who want to increase productivity and retention by shifting their focus from daily tactical work to the strategic work required to move their companies forward. Learn more about her company Firebrand Consulting LLC at: firebrandconsultingllc.com.