When stake holders really matter in your change
In my last blog, I suggested that leaders not ask for input on a change plan when they are not flexible on that change plan. I suggested a "tell, explain, and gain buy-in to how the stake holder can help implement the change" approach.
Now what if you are the CEO and the stake holder is the Board? Chances are the board gets to veto your decision. If that is your situation -- your stake holder holds veto power -- you need their buy-in. Soooo..... How do you get it?
Do NOT start by building a fancy power point presentation. In my experience many people start here. They feel comfortable when they have a glossy presentation or document ready for presentation. However, glossy presentations rarely get you buy-in. This approach creates an effect similar to my neighbor experience outlined in the last blog. People listen and think about why they don't agree. You have to work hard to get them onside and with this approach, you risk blowing your only shot.
Instead, start by spending some time on stake holder analysis. Answer four questions:
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1. Who matters most to this decision?
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2. Who has the most influence?
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3. What do these people care most about?
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4. How do these people make decisions?
Once you have the answers, develop a plan. Implement that plan. After all this work, you can start your power point presentation.
Are you really REALLY listening?
Or are you just talking? A neighbour came to me a few weeks ago to ask my input on an issue that affected both of us. After speaking for several minutes, it became obvious to me that he was less interested in my opinion than he was in convincing me that his opinion was the right one. As you have probably guessed, our opinions on the matter were different.
So now what? I am annoyed. My feeling is "why ask if you have already decided?" I think less of him now than I would have if he had not asked and gone ahead with what he wanted to do. I see him as insensitive and insincere.
All this got me thinking about leadership. (Something I do a lot!) Leaders today understand that the best way to implement any major change is to get buy- in from key stake holders in the decision.
Here's a little lesson in buy-in courtesy of my neighbour. If you go into a discussion unprepared to change your opinion, you are better off not asking and just going ahead with the decision. When clients ask me about obtaining buy-in around change I usually ask, "Are you OK if they say "No" to your proposed change?" If the answer to that question is "No", then I suggest that they don't ask for opinions on the change. Instead I suggest they tell the stake holder what the change is and why it is important. The leader should ask for the stake holder's support and make it clear that the decision has been made. The leader can obtain input on how the stake holder can help but not on the decision itself. Asking for input when you are not prepared to change your approach reflects poorly on you and creates greater resistance to change. You are better off not asking and going ahead.
One caveat to this..... If the stake holder can quash your decision you need a different approach! If that's the case read my next blog.
How to estimate how long things will take
A great set of tips from Heidi Grant Halvorson from the Huffington Post:
http://goo.gl/PKtpE
Career Playbook
How to navigate today’s complex career paths. “Practical Tips for Professional Success.”
http://www.kornferryinstitute.com/files/pdf1/Career_Playbook_single_page1.pdf
From the Korn/Ferry Institute.
Theories on Leadership
Interesting website... all about leadership theories.
I particularly like the the “portable guide to management” and the “portable guide to leadership”. They are short guides that outline all of the major theories on management and leadership. Good, quick reads.
http://theleaderlab.org/leaderlab-papers/
You can’t spend too much time setting expectations
I recently employed two different people in the same contract job.
I followed the same orientation process with both young women. I spent a couple of days orienting them to their new job and to their new surroundings. I shadowed them for the first few days making sure I was available for questions and then I let them run with their new roles.
One employee was beyond our expectations. She did everything she was asked and more. If she thought something should be done, she did it. If she had a suggestion, she made it. When her term was over we knew we missed her but it took a few weeks before we realized how much she added. She was the perfect employee for us and honestly I was lucky.
The other employee was also good. She did mostly what she was asked and yet did it well. She didn't do much extra. We had a few issues, nothing major but each time we had to have one of "those" conversations. We liked her and certainly missed her after she left. After all she did her job and she was a lovely young girl. She made less of an impact. I was not as lucky.
Our third contract employee is coming next week. I have learned from the first two the importance of setting expectations both on the expected job duties and on how we want the nature of employment relationship to be. You cannot leave this to chance. When you do, it forces many more negative conversations then are necessary and those conversations are not fun for either party.
This year I have added to my orientation process. I have put my expectations clearly in writing.(People who know me will be shocked by the detail. I hate process and detail. So when I take the time to be detailed, it is because I think it is really important!)
Our new employee will now have a document to refer to when she is unsure. I will also have something to refer back to so there is no confusion if we need to have a tough conversation.
(By the way, I will not just hand her the document. We will sit down over a leisurely coffee and go through it together discussing details and clarifying all points.)
I used my experiences from the first two contract positions to build this written document. I have been refining it over the past week or so. I am happy that is clear on duties and on the nature of the relationship. The nature of the relationship is important because it tells her things like "we like initiative" or "we expect you to become part of our team". Understanding both the duties and the nature of the relationship helps her better understand how to approach her role.
I will let you know how it goes but I am convinced that spending the extra time on writing out my expectations will mean that our third contract employee will start more effectively than she would have without the extra work. I am determined to rely less on luck this time. I think she will also appreciate the clarity. After all, new jobs are tough sometimes.
Be an Optimist Without Being a Fool
Don't visualize success — visualize the steps you will take in order to make success happen.
http://goo.gl/JkuHQ
The 30 Second MBA
Here's a very cool site on Leadership... 30 second videos from a variety of leading thinkers – from business people to sports figures to celebrities.
http://www.30secondmba.com/topic/essential-leader
Posted by Sandra Oliver on August 12, 2011
Leadership
Why It’s Important to Initiate Relationships at Work
Very interesting! The more you give to others, the more you get promoted!
http://goo.gl/iPWVq
From Harvard Business Review Blog Network
Be a Presentation Pro
Good, practical presentation tips...
http://goo.gl/YjYVh
From All Things Workplace
You can’t succeed on positive thinking alone
Here's a good article on positive thinking.
It occurs to me that when people are asked to think about their “envisioned future state”, it is just as important for them to make sure they are also noticing the potential barriers and thinking through the steps to success.
Read more from the Science of Success.
Delegation: sometimes it is like washing dishes
Let's face it. There are very few people who relish washing dishes. Our kids certainly don't enjoy it and make it known to me on a regular basis. So what do I say to them? "Guys I know washing dishes is a drag. I don't really like it either. We have to do it so let's do our best and get it finished so we can do other things." They grudgingly wash away.
My point? In a perfect world we would only delegate the really stretching and interesting work but sometimes you just have to "do the dishes." When you are delegating mundane work, acknowledge that fact and encourage your staff to do their best. Tell them it just has to be done and that you've been there. It makes it easier.
Take a deep dive
Great leaders ask pointed questions every opportunity they get. Great leaders ask pointed questions all day and in every interaction. Why? So they know what is really going on. So they know who is good. They know what is working. They know what is not. They also find out what's next.
Asking really good questions is a rare skill. If you lead a group of people, I challenge you to consider if you are asking really good questions to a variety of people or if you are listening to the opinions of a select few. In my experience, it is very easy for senior people to slip into the "safe zone" of listening only to a select number of people. You'll be better if you make it a practice to ask really good questions of many different people in many different circumstances.
HR people seem to be too busy all the time
I don't work with a lot of HR people but I do work with a few. It seems to me that all of the HR people I work with share one common trait. They are too busy. HR people are most likely to cancel meetings, most likely to have voice messages that say they are in all day meetings and most likely to have trouble getting back to you for several days. This trend is universal in every organization we work with.
So what? Maybe it means nothing but as a former HR person, I find the trend interesting. Either HR teams are understaffed or working on too many things or both. It feels like a function that needs a refocus. Everyone needs time to reflect, answer calls and emails and have lunch -- particularly those in HR. How can you help others when you have no time to reflect yourself?
Is it harder for direct and outgoing women?
Yes it is. I was talking to a client yesterday and she was complaining that men who state their point of view in a clear direct way are admired yet women who do the same are seen as pushy. You know what? She’s right. There have been lots of studies that prove this out. I can tell you from my own coaching experience that it is in fact true.
Now what? Not much. There is not much women can do about this except notice it and modify their behavior where necessary. I hope the men who read this will do the same. Sometimes things are just not fair and we learn to accept and "deal".
Here's a truly excellent article on this topic.
