Do You Have What It Takes to Lead Others?

what it takes to leadIt happens every day. Someone is put in the position of managing people for the first time and finds it is daunting and very different from what they expected. If this happened to you, you might have been completely unprepared for what it takes to lead other people. Just being the one in charge coupled with their own sparkling personality was supposed to make you a “hit” with your team, wasn’t it?

Au contraire, mon frere.

What does it take to lead employees in the workplace successfully? In addition to skills you can learn (how to interview, how to address behavior and performance issues, how to communicate better, etc.), it takes a couple of other qualities that usually come with maturity and are not always easily acquired:

1. Self-Awareness.

To maintain your composure under stressful situations at work (and at home), you must be aware of your underlying assumptions about people and work, your motivations, your own hot buttons, your talents, and your limitations. A tall order, I know, but without this basic awareness, you are prone to react (and over-react) to situations at work without producing the results you desire. In fact, without self-awareness, you’ll probably make the same mistakes over and over, producing exactly the opposite of what you desire. Becoming a manager is a great experience for learning these things about yourself. If you aren’t already self-aware, leading others will help you increase your self-awareness, but you have to be willing to recognize and own your “stuff”.

2. Balanced Ego.

You also must be self-aware enough to realize that even though you would like to believe you “deserved” the promotion to manager, the workplace is not always about merit. Maybe there are others who would be as good or an even better manager, but you were in the right place at the right time to be selected. Realize this, have some humility about it, and keep focusing on your own growth as a person to enhance your growth as a supervisor of people.

3. Appropriate and Flexible Boundaries.

Having flexible boundaries means you decide what to let into “your space” and what to keep out. Good but flexible boundaries make you resistant to influences that will get in the way of your ability to function as a healthy manager. As you understand your role as manager, you should come to understand that your role is to get the best out of those who work with you while enforcing all the rules of the organization. (Sometimes that means you will not be the most popular person around. You have to be OK with that.) As you create professional boundaries with your employees, you are establishing the ground rules for how you will behave and others are to behave around you. Having flexible boundaries means . . .

  • You build trust with your employees as you maintain confidences; are firm, fair, and consistent in your dealings with others; and admit when you make a mistake.
  • You understand that you and your employees have roles to play and that the decisions made and the actions taken at work are not designed to personally favor you or another individual.
  • You do not make decisions out of pity for others or just so your employees will like you.
  • You hold yourself and your employees accountable for expected performance and behavior in the workplace based on the business objectives for your work group.
4. Compassion.

Compassion is the ability to understand what someone else might be experiencing. It’s the ability to put yourself in their shoes. Compassion allows you to meet others where they are and assist them as they move to where they need to be based on what the work requires. In general, I think the more self-awareness one has, the more their compassion for others increases.

Becoming a manager/leader will be challenging and rewarding. Instead of validating your talent and wonderfulness, it is a wake-up call and a growth opportunity for most. Enjoy!

Copyright – Beth Strathman 2011-2018
All rights reserved

Don’t Believe Everything You Think

beliefsThroughout my career, I have learned that much of what is thought, is only in your own head and is not necessarily true.  Yep.  Humans make up a lot of stuff about the world. But creating clarity of thought comes only if you decrease the amount of our own interference with the information you take in.

The brain has been described as a pattern-making machine.  It looks for patterns everywhere (even where there aren’t any).  You have many THOUGHTS that come together in patterns, which eventually form BELIEFS about everything.  And although you like to think of yourself as a rational, logical being, you typically don’t investigate the objective TRUTH of those THOUGHTS and BELIEFS. In fact, most of our beliefs were formed before you were 7 years old.

Based on the way the brain is designed, the more you practice a belief, the more you see it in the world around you.  And if you don’t examine what is going through your mind, you can end up making decisions about or reacting to situations and people in ways that can look wacky to others and that don’t serve you in the long run.

In other words, you have filters in place that color what you see, hear, and experience. The more you use these “filters”, the stronger the neural connections become around a belief. In turn, these “filters” shape how we interpret our experiences.

To get clearer about your interpretation of things around you, become aware of a few of the negative thoughts or beliefs you hold about a situation or another individual at work.  Something for which you don’t have much of a factual basis.  Own up to the fact that the stories you tell yourself are often merely your interpretation of what happened and may not fully describe the entire situation.

Explore processes like The Work by Byron Katie  to help you question beliefs that especially cause you to react negatively with frustration, sadness, or anger.

As a leader, question a negative belief you have about someone at work.  Is it true?

 

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 leaders as they evolve into the leader they are meant to become and learn to maximize the people side of business. Learn more about her at: firebrandconsultingllc.com.

Follow Beth:
YouTube: Firebrand Consulting LLC
LinkedIn: /company/firebrand-consulting-llc or /in/bethstrathman
Facebook: /firebrandleadershipconsulting

Enabling Versus Empowering in the Workplace

co-dependent managerDo you have employees who are poor performers or who don’t get along with others and who have been in your company for too long?  Why?

There is no reason why you should tolerate employees who continually produce substandard work, exhibit unsatisfactory attendance, or who behave badly as a general rule.  Yet, you, like most leaders, have at least a few of these employees.  The sad fact is that you have no one to blame but yourself.  Even in the public sector, where employees are entitled to “due process” before they are fired or demoted, it is very do-able to address the performance and behavior issues and even discharge someone, if warranted.

The issue is often includes a co-dependent manager, who would rather be liked than to hold the employee accountable.  Another word for it is “enabling”.  Enabling behavior encourages the “bad” employee to continue being bad.  It’s the same dynamic between loved ones and an addict, which prevents the addict from addressing her addiction –like allowing drug use in your home or giving the alcoholic money for rent because she used the rent money to buy booze.  If you are “walking on eggshells” around an employee in your organization and avoiding a necessary conversation about unmet expectations, chances are, you are part of an enabling dynamic.

When you are an “enabler”, you prevent or interfere with holding the employee accountable to acquire new competencies.  It keeps her stuck in her unproductive performance and poor behavior.  Enabling keeps the employee believing she has no power or control over her life , her work, and her self-efficacy.  You become complicit in reinforcing unproductive behavior such as procrastination or passivity by not expecting more.  In short, if you are a co-dependent manager, you are silently communicating that the “bad” employee is not capable of changing and is not capable of taking responsibility for her performance or her actions.

Here are some examples:

  • Looking the other way when the employee mistreats a customer or co-worker.
  • Talking yourself out of addressing an issue as you pretend “it isn’t that bad”.
  • Giving the employee adequate performance reviews, so you don’t have to justify your observations of inadequate performance.

By avoiding the issue, you are effectively ignoring your duty to the organization and to the rest of the employees who are meeting company expectations.

If you are enabling an employee, you might fear the reaction from an under-performer if you address the work issues. Like the addict or alcoholic, the enabled employee will most likely have an emotional outburst that deflects the attention away from herself as she points the finger at others, including you.  Not a comfortable place to be.  In short, it’s just easier to tolerate the substandard employee and hope it doesn’t get any worse than it already is.

The healthier way of dealing with the substandard employee is to expect more of her by empowering her.  But this takes guts, an acknowledgment that it’s your job as a manager to do this, and a belief that it is better to respected than to be liked.

Empowering is behavior that expects the employee to acquire new competencies for better performance.  It increases the employee’s sense of control or power over a situation, and encourages the learning of new coping abilities to replace the unwanted behavior or performance.

What does empowering look like?  Good old-fashioned management:

  1. Talk to the employee about what you are experiencing, giving her a chance to explain;
  2. Restate your expectation for what acceptable work product or behavior looks like;
  3. Offer or require training if appropriate for the issue at hand;
  4. If applicable to the situation, ask the employee for options for how she can do things differently to achieve the results you expect;
  5. Follow up and follow through with the employee to make sure the necessary changes are taking place;
  6. If the necessary changes do not occur, start summarizing your conversations about performance or behavior with the employee in writing, and escalate the formality of the written summaries from a warning to reprimands to a letter of suspension or termination as warranted and according to your company policy.

As with many things, if you want an employee to change, you might have to change first.

 

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 leaders who want to confidently become the leader they are meant to be as they maximize the “people side” of business. Learn more about her at: firebrandconsultingllc.com.

Delivering Performance Feedback without Performance Evaluation Forms

feedbackI often rail against the typical, formulaic performance evaluation.  So, if typical performance evaluation forms aren’t effective for communicating a manager’s desired performance from employees, then what is?

Simple . . . a little something I like to call, “communication”.  Assuming you did a decent job of hiring a qualified, sane person for the job.)

I’m a big proponent of the adage a la Oprah that when “people know better, they do better”.  And for employees to know what “better” looks like, managers have to talk to them.  In turn, for managers to talk to employees, managers can’t be conflict avoidant (see December 2010 blog entry , “3 Reasons Why Being a “Nice” Manager is “Mean””).  So here are some tips for giving performance feedback to your employees:

Focus on an employee’s strengths.

If possible, assign employees to work on tasks and projects that will utilize their strengths.  They still must be able to perform the essential job functions, but when there’s a choice steer them to what they do best.

Communicate clear expectations to employees.

One of the biggest misconceptions managers have is that the employee SHOULD know what to do and how to do it.  Or that the employee interpreted the boss’s directions exactly how the boss intended them.  Wrong.  That’s why we have managers to make sure everyone’s on the same page.

Talk to employees about their work daily, weekly, and monthly.

It’s a manager’s job to talk to employees about their work, whether things are going well or whether there are problems. To do this, meet with employees at the outset of a new project to clarify your expectations and to get their input; check in with the employee regularly on an on-going basis to see if changes are required; and after the work has been done debrief with the employee to help reflect on what went right, what didn’t turn out so well, and what might be done in the future to achieve the best possible outcome.

Put your observations about an employee’s work in writing.

Whether an employee excels at the work or whether the employee’s work is shoddy, have a conversation with the employee about their work and put your observations in writing (give a copy to the employee).  Letters of commendation, letters of warning, and letters of reprimand should also be placed in the employee’s personnel file.

By following these actions, managers are able to create performance feedback that is more effective, timely, and believable than using the typical pre-fab performance evaluation form.

Want help planning out what to say to an employee about their performance? Get my Conversation Planner.

3 Reasons Why Being a “Nice” Manager is “Mean”

Have you been “putting up with” a certain employee’s bad conduct or poor performance for a while now in an effort to avoid conflict and be “nice”?

It never ceases to amaze me how often managers avoid addressing issues with employees, as though bring up an employee’s poor conduct or performance would be “mean”.  Guess what? That’s a manager’s job. when you are avoiding an issue with an employee, it tells me (1) you have limiting beliefs that are holding you back, and/or (2) you don’t know how to set expectations or correct an employee in a professional and respectful way.

In reality, avoiding conflict in order to be “nice” or likable is actually “mean”. It creates an enabling, co-dependent relationship that isn’t good for anyone.

You are being “mean” when you don’t address employee issues because you are:

  1. Preventing the employees’s acquisition of new competencies, instead of providing feedback that will help them grow
  2. Reducing the employee’s sense of self-efficacy and control over their work, instead of empowering them, and
  3. Reinforcing old or maladaptive behaviors, instead of encouraging new coping strategies or behaviors.

When you address issues timely and appropriately through healthy conflict and confrontation,  your company, department, work group, business unit, or team will operate much more cohesively. They will become more aware of their strengths and weaknesses and more likely exhibit the behaviors required to work together effectively. However, when you don’t approach conflict in the context of your responsibilities, your workplace becomes coated with the waxy buildup of poor performance and conduct that fuels unvoiced concerns, resentments, passive aggressive behavior, disengaged employees, and gossip.

Reflect on how well you are addressing issues rather than avoiding them. Are you really being “nice” or “mean”?

Want support for planning out tough conversations, so they are more likely to stay on topic and on track? Get my Conversation Planner today.

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 leaders as they evolve into the leader they are meant to become and learn to maximize the people side of business. Learn more about her at: firebrandconsultingllc.com.

Follow Beth:
YouTube: Firebrand Consulting LLC
LinkedIn: /company/firebrand-consulting-llc  or /in/bethstrathman
Facebook: /firebrandleadershipconsulting

The Myth of the Performance Evaluation as an Effective Management Tool

performance evaluationLet’s stop pretending. Performance evaluations don’t work. But organizations do them anyway because they think that if they don’t do them, they won’t . . . . well, I’m not sure what organizations think will happen if they stop doing performance evaluations. Maybe they think won’t look like they are “managing” employees. Well, here’s a news flash: performance evaluations don’ t help you manage employees, and by using them, organizations are dodging the real problem: conflict avoidant managers.

The standard performance evaluation usually has a grade-card-like section that rates an employee’s ability to do aspects of the job or to exhibit the organization’s expected behavior. Seriously? NOW, you’re grading the employee’s abilities in these areas? Wrong. The time to grade the person was BEFORE you hired him . . . during the selection process. Grading the person’s abilities AFTER you hired him is a bit late. If the person made it through your selection process and landed a job he can’t do well or at all, you don’t need a performance evaluation tool: you need ways to assist you in hiring hire better. At this point, you’re really grading how well your selection process worked.

Also, research shows that it’s really difficult for an employee to turn ability deficits into strengths. So what do we think we’re going to accomplish by filling out a grade card on each year? Not a lot. Oh sure, you need to document poor performance to justify remediation or eventual termination, but you can do that in timely memos or letters created after each conversation a manager has with the employee about deficit performance.

You see, the real reason organizations create and use forms called performance evaluations is that managers are conflict avoidant. Managers cross their fingers hoping maybe the form will do the managing for them. But the forms don’t do the manager’s work. And that leads to the heart of the matter. Because even if managers have a handy form to communicate their perception of an employee’s performance quality and ability, they don’t do it! They often avoid the tough news anyway!

In my HR career, almost 100% of the time I found that each performance evaluation form in an employee’s file showed at least an acceptable if not downright stellar performance. Why? Because most supervisors don’t want to ruffle feathers or rock the boat by subjecting themselves to the negativity that might occur when bad news is delivered to a poor performer. Conflict avoidance.

Well, in my book, any manager, who hires the wrong person and doesn’t take timely steps to address performance issues when they occur, ought to experience a little negativity. The issue isn’t about the employee’s performance level or the fact that the company doesn’t use a performance evaluation form.

So, whatever shall we do without the performance evaluation? Trade all the time and money used to create, distribute, complete, file and store annual performance evaluations for management training on how to hire the right person in the first place. Oh, and use a hiring managers’ track records of hiring sub-par employees as feedback when talking to THEM about their performance.