Do you have the guts to go against the crowd?

Many people at work hold themselves back from saying what needs to be said, taking care not to step on others' toes. And many women and men go along with the loudest voices in the room because they assume that everyone knows what they know, that their ideas are not as valuable, that others don't want to hear them. This is not about a lack of confidence, although it may sound that way. You can advise these quiet folks to stand up for what they believe and nothing will change. Usually it is not that they don't have a backbone but that they believe in waiting their turn politely. And their turn rarely seems to come.

In her article for LinkedIn's series, "Best Advice I Ever Got", Sallie Krawcheck, Past President of Merrill Lynch, US Trust, and Smith Barney, writes that her mom's advice to "ignore the chattering crowds" enabled her to "find her voice." Krawcheck made numerous decisions throughout her career that went against the crowd and nearly got her fired, yet each time her actions proved correct. 

Who has advised you to exercise your voice at work? What do you think are the barriers to ensuring all voices are heard?

Help your manager handle conflict well

Today's Human Resource Executive Online presents a survey that shows that 41% of "employees think the person to whom they report does not deal well with workplace conflicts. In fact, of 20 managerial behaviors that the survey asked respondents to rate how much they trusted their immediate supervisor to master, handling workplace conflicts ranked last in the survey."

While managers should learn to both resolve conflicts and to coach their teams to resolve internal conflicts, employees can go a long way toward helping their managers do so by following these steps: 

1. Before bringing a conflict to your manager, work to resolve it on your own. Have you looked at the issue from the side of the other party?  Have you fully listened to and understood his/her concerns?  Have you found ways to help the other party hear yours?
2. When bringing a conflict to your manager, remember to bring the fullest story you can -- not just your own perspective but also what you understand the other party's perspective to be. There's no point in sending your manager off in a huff to confront the other party, then having him or her return to you with the other party's story. This would lead your manager to see you as manipulative. Your manager needs to see you as a partner, not a whiner.
3. Approach your manager from the perspective of a collaborator, not a needy conflict-avoider: you want to resolve the conflict productively and you would like to ask for his help.  You respect your manager's time and have tried all you can think of to resolve the conflict on your own.
4. Don't just drop the problem in your manager's lap but instead come prepared to suggest two or three solutions.

As much as possible, leave personal issues out of the message -- it doesn't matter if you think the other party is a jerk. What you need from your boss is help managing the problem, not the person.

noncash motivators are more effective than financial incentives

"Three noncash motivators—praise from immediate managers, leadership attention and a chance to lead projects or task forces—are . . . even more effective motivators than the three highest-rated financial incentives: cash bonuses, increased base pay, and stock or stock options" according to the McKinsey Quarterly.

As managers we must use these motivators -- we are responsible for creating the context and exploiting opportunities that provide opportunities to employees to lead visible and valuable projects, and for noticing when employees do great work (and therefore praising and giving attention to those employees).

Managers and leaders establish the conditions that enable a person to access his internal motivation by demonstrating non-characterizing, direct, and specific appreciation and by coaching employees whenever possible.



1Dewhurst, M., Guthridge, M., & Mohr, E. (2009, November). Motivating people: Getting beyond money. Retrieved February 25, 2012, from McKinsey Quarterly : http://www.mckinseyquarterly.com/Motivating_people_Getting_beyond_money_2460

business rationale for a leading up culture

You've seen in this blog that I promote the value of a leading up culture -- one where leadership expects, and sets the structure in place for, employees to share critical information with those above them on the organizational chart. Leaders cannot know what those on the front line know --what's happening with competitors and customers day to day, what skills and resources are needed to meet customer needs right now and in the future, and an assessment of our own level of these.

Now there is quantitative support for creating a culture where employees are encouraged to speak up and leaders are expected to listen: The Daily Stat, a publication of the Harvard Business Review, reported today that "Companies rated by their employees as being in the top quartile in openness of communication delivered an average total shareholder return of 7.9% over a recent 10-year period, compared with 2.1% at companies in other quartiles, according to the Corporate Executive Board."

Leaders must create a psychologically safe environment, one where employees can share bad news and know that their leader won't shoot the messenger. The Corporate Executive Board's report goes on to say that "nearly half of executive teams lack information they need to manage effectively because employees withhold vital input out of fear the information will reflect poorly on them."

How can leaders surface the critical yet hidden information employees are afraid to share? What can you do to enhance "employee's comfort in speaking up, even when they have negative things to say"? -- the "one (indicator) most strongly correlated with a company's 10-year-returns"?

What are you doing to ensure you hear what needs to be said?

Quotes sourced from: Open Door Policy, Closed-Lip Reality, by Michael Griffin, Executive Director, Head of Global Research, Corporate Finance, Corporate Strategy, and Corporate Services Practices. © 2011 The Corporate Executive Board Company.

A healthy diet plan -- for your brain?

This week I met with a highly educated, very dedicated group of attorneys. Several times throughout our meeting I heard one or another comment on their overwhelming quantity of work. Harvard Business Review has just published a blog by David Rock that states that so many people are overwhelmed that the problem has reached the danger level (http://blogs.hbr.org/cs/2011/06/this_week_the_us_government.html)

Rock recommends a brain diet, similar to the revamped US government's food pyramid, now "choose my plate". Rock's "healthy mind platter" has us balancing focus time with play time and connecting time and so forth, much in the way Steven Covey's Seven Habits of Highly Effective People recommends we plan for all aspects of our lives, not just our work life.

All great advice, but what will help the group of overworked attorneys? Unless we reduce the work quantity, how can they allocate time to other aspects of their lives/brains? While I agree they would be more productive with, and less stressed about, their excessive work load if they took a walk at mid-day, regularly scheduled 10-minute calls with loved ones once a day, and got a good 7-8 hours of sleep each night, ultimately I believe that they'll have to set limits on work quantity.

They'll have to learn to say "yes, and", as in "yes, I can complete the first step in that process by Friday and meet your full request by two weeks from today." Or, "yes, I'd be happy to help you with that research. And if you'd review my other priorities with me, we can find which item could be delayed."

How do you accept work requests?

Interestingly, I know of many employees who are under-worked! When a team mate is producing less than others, the overworked folks not only feel overworked but also angry. Burnout is not due to excessive workload, it's due to negative feelings about the workload. Managers must coach all employees, and communicate about workload openly and honestly, to prevent burnout.

Your thoughts?

Who defines project goals: top management or implementers?

It matters. When top management defines a project they usually do so because they have information front-line employees don't have: a competitor's new market strategy will affect sales; a new technology will soon be available that may reduce costs; the cost of capital is going up/down which influences the ability to expand.

All good reasons. The risks of a top-defined project: top level managers often don't know enough about implementer constraints and resources: current employee skills do not match the project requirements; current technology can't support project needs; other projects and daily tasks are more critical or salient to the employees' success. Sometimes current employee evaluation, compensation and promotion systems lead employees to focus on goals that are at cross-purposes to the project goals. While this is something within top management control, they rarely acknowledge or even notice it, and therefore it goes unchanged.

When front line employees define project goals, they may do so because they see the need first hand: customer behavior changes, calling for a new service method; access to a supply changes, requiring substitutions; or there's a shift in the labor pool, requiring new training systems.

Again, good reasons. The risks of bottom-up defined project scope are that folks at the front don't have access to or understanding of corporate resources, and may ask for unreasonable funding or management attention. They don't see where the overall organization is headed, and may not realize that their project goals run counter to the strategic direction. And they don't have access to competitive analysis that might require them to speed up or slow down or drop their project.

Ultimately, when project requirements come from the top, the implementers complain that management is being unreasonable: "we can't possibly get this done in that amount of time!" When project requirements come from the bottom, senior managers don't value the outcome and therefore don't reward success and may not supply needed resources or champion-support.

Solution? Communication!

While ideas for projects should come from everywhere, project scope and resource allocation must be defined by a cross-level group. Senior people in the group must recognize that by their very title they may inhibit surfacing of critical information and must therefore make extra effort to create psychological safety within the group. Everyone should recognize what each member brings to the table.

With open communication and clear understanding of each person's limited vision, project goals will be defined more precisely, leading to greater success.

Powerlessness corrupts too

"Powerlessness corrupts as much as power does." -- Linda Hill (professor at Harvard Business School)

Have you had (or been) an employee who had no authority but was held accountable? What usually happens as a result? How do people get around that -- either they take what they have to take or they find a way to squirm out of the accountability.

Have you been in this position? Share the outcome or what you did to overcome it.

What is courage?

Courage, says Brene Brown, comes from the Latin root, cor or heart. Its earliest meaning was: tell the story of who you are with your whole heart.

Many people are afraid to be authentically themselves at work. We wear a mask -- I'm dependable; I'm smart; I'm tough; I'm nice. But that mask, even if it describes a part of who we are, hides the whole truth of who we are.

The cost to ourselves and others is that we find ourselves working to support that mask -- taking care not to do or say anything that might put a nick in it in others' eyes -- while others don't have access to those hidden parts of us that may be supportive of their work. Further, others may be more likely to wear a mask themselves because we do; we've made it de rigueur.

For example, let's say I maintain the nice-guy image at work. What do I do when someone asks me for something that is going to slow down my current projects? What do I say when I'm passed up for a promotion? Most likely, I say nothing. My company loses because I am less productive on my project in the short term and because they are missing the opportunity to fully utilize me long term. And clearly, I lose visibility and promotions.

Are you wearing a mask? What benefit does it provide? Would you be willing to risk that benefit? Why or why not? What would happen if you told the story of who you are with your whole heart?

If you have time:

http://creativecommons.org/licenses/by-nc-nd/3.0/

Is failure an option at your organization?

What happens if you fail at something you try at work? I once made a $5 million error (on paper, thank goodness, not in actual dollars; but still!). I called a favorite professor and asked him if he thought I should resign. He told me the story of a man who lost a million dollar client. When the man went to his company president, hat and resignation letter in hand, his enlightened president responded, "You can't leave! I just spent a million dollars on your education!"But what if failure in your organization isn't an option (and you can tell by the way leaders respond to those who've erred in the past)? What does the organization lose by disallowing errors?

How would your boss respond if you lost a million dollar client, or made a $5 million error?

What would you say or do if your direct report made a huge error (assuming he or she admits it quickly and offers solutions)?

And, what are the likely outcomes of different responses?

If it's in your head, it's hidden to everyone else

Does your team know the changes you are making to project plans? Often we think because we've discussed something (however long ago), then thought about it and come to a decision on our own, everyone will know our intentions. But they can't read our minds! We have to take that extra minute to communicate our decisions to those affected by them.

What decisions have you made today? Who will be affected by your decisions? How will you let them know? --call, email, IM, other?

Are you afraid to ask "what if" because others will think you're stupid?

An HBR article on how successful innovators think states that innovators ask a lot of "what if", "why" and "why not" questions. They then "associate" -- connect their own challenges to other seemingly unrelated ideas -- matching the questions with potential solutions.

How many opportunities do you have today to ask, "what if"? What, if anything, might get in your way of asking?

When spiderwebs unite . . .

. . . they can halt even the lion.*

So many of my workshop participants say, "Everyone agrees we need to make that change but no one will stand up and say so." What we often fail to realize is that one person speaking alone is rarely able to make major changes within an organization but several voices together can turn it in a new direction.

Who are your natural allies -- who already agrees but hasn't said anything publicly? Who shares your interests and hasn't given much thought to the change you seek? Who has the ear of the powers that be?

Gather allies and make a coordinated effort to achieve your change goals. Use numerous influence techniques -- don't just talk, take action. Show results. Demonstrate the quantitative and qualitative cost of not making changes and the quantitative and qualitative benefits of the change. Don't hide the risks or you'll limit your credibility, but offer mitigation strategies. Tie the change to the organization's mission, vision, or strategic goals. Gather your spiderwebs together.

* Ethiopian proverb, according to various web sources

Managing your boss may mean managing yourself

In its Management Tip of the Day, Harvard Business Review editors advise those whose boss's style doesn't work well for them to look elsewhere for direction and inspiration. Not every manager knows how to coach employees. If yours doesn't, search for inspiration in the work itself and seek out mentors who can guide you in the right direction. Communicate upward to your manager, letting him or her know what you've accomplished. While you should not expect a "great job" to come from that direction, you never know what positive outcome may arise from the boss seeing your work outcomes.

If your boss is a micromanager, they suggest preempting that involvement by inviting it. "He's likely to include himself anyway, and bringing him in increases the likelihood he will support your work."

Stop writing!

and start using pictures and diagrams to persuade:

"One of the first to use the visual world to navigate numbers was Florence Nightingale.

Although better known for her contributions to nursing, her greatest achievements were mathematical. She was the first to use the idea of a pie chart to represent data.

Nightingale's diagrams were designed to highlight deaths in the Crimea

Nightingale had discovered that the majority of deaths in the Crimea were due to poor sanitation rather than casualties in battle. She wanted to persuade government of the need for better hygiene in hospitals.

She realised though that just looking at the numbers was unlikely to impress ministers. But once those numbers were translated into a picture - her Diagram of the Causes of Mortality in the Army in the East - the message could not be ignored. A good diagram, Nightingale discovered, is certainly worth 1,000 numbers."

published in BBC news article

22 November 2010

Diagrams that changed the world

"I'll just explain why it's necessary"

. . . the answer most people give when asked how they will persuade someone to make a critical change. And yet:

"Two years after receiving coronary bypass surgery to save their lives, 90% of patients are back to old behaviors." -- Dr. Edward Miller, Johns Hopkins University*

Can you imagine a more persuasive argument for changing behavior? "Change your behavior or die"; yet, it doesn't work!

Explaining is not persuading. What else can you do to persuade others to make needed changes?

* as quoted by David Maxfield in his program, Influencing for Change

Leadership is a team sport

In my leadership courses and when I conduct corporate training, participants/students often point to great historical leaders' qualities as examples of successful leader characteristics. Yet, follower characteristics are critical to determining the leader characteristics that are most successful within a certain context. Leadership is only successful when followers follow!

Recent research by Adam M. Grant, Francesca Gino, and David A. Hofmann demonstrates that extroverted leaders succeed with passive employees while introverted leaders succeed with proactive employees.

What type of team do you play for? How are you leading that team?

(title source: Trina Soske and Jay A. Conger in HBR article, It's Time to Focus Executive Development on Real Business Issues. Research source: Reversing the Extraverted Leadership Advantage: The Role of Employee Proactivity)

Does your team share privately held information?

Is your organization a "best place to work"?

According to Harvard Business School's Working Knowledge, companies that are on the best places to work lists are also the most profitable in their industries.

Perhaps people prefer to work for profitable companies? Or, are the companies profitable because the culture supports employee innovation and ownership, which in turn lead to employee satisfaction?

What do you think?

Would the people who report to you say they work in a great environment? Why or why not?

source: http://hbswk.hbs.edu/item/5917.html

Where Will We Find Tomorrow's Leaders?

Is honesty the best policy?

Yesterday several people in a workshop introduced themselves as honest or candid. As the workshop progressed, however, I realized a flaw in their use of honesty. They seemed to say whatever was on the top of their minds at any given moment, regardless of whether their comment was applicable and with no thought as to how their tone affects their meaning.

Something should be said now if it passes all three of these tests:

1) it is true (honest) to the best of your knowledge
2) it is useful
3) the person(s) who needs to hear it can hear it from you.

Yes, always speak the truth. Frankly, it is a lot easier than trying to remember to whom you made up what. But decide before you speak: is what I'm saying necessary and useful? Yes? Then you must say it; otherwise, you will have committed the sin of omission. This is a form of lying.

Now that you know you must say it, you must decide who needs the information. Then, will that person hear the information from you, or must it come from some other source?

Finally, assuming you are the right person to say it, think about how it will be received. Be sure your truth is told with mercy.

It will not be heard otherwise.