THE PERFORMANCE EQUATION
Ask any group of professionals to define the elements of performance and you will get a list, a long list. Ask them to define the relationship between these elements and you will get a discussion, a long discussion. Long lists and long discussions are not actionable.
I have reduced these lists down to four basic elements and defined the relationship between each element.
Knowledge (1)
To achieve high performance people must “know” what they are doing, and be “proficient” in doing it. Knowledge of the steps in a good decision making process, for example, increases one’s performance in decision making. Knowing how to do each step in a decision making process also increases performance. The more in-depth the knowledge the more one knows what and how to do things.
Skills (2)
Skill is one’s level of proficiency in doing tasks. Knowing the steps in decision making, and knowing how to do each step, does not necessary mean one can perform each tasks well. Knowing how to play golf, for example, does not translate into being a good golfer. One must be able to swing the club’s with some proficiency – we call that proficiency skill.
Roadblocks in the Environment (3)
To achieve high performance, people must have the opportunity to use their ability to perform. Environmental roadblocks are those aspects of an organization’s infrastructure and culture that inhibit the use of ability. A training program to develop high performance teams, for example, may be rendered useless by a hostile culture and negative attitudes as participants learn that, “This is not the way we do things around here!
Attitude (4)
To achieve high performance, people must be willing to use their knowledge and skills, and be willing to overcome the inherent environmental roadblocks that will inhibit their performance. When we consolidated the elements related to the willingness to perform we came down to one element, attitude.
There has been a great deal written about the effect of attitude on performance.
To maximize performance and the organizations return on its investments in performance, you must ask three critical questions:
1. Do people have the ability to perform?
2. Do people have the opportunity to perform?
3. Do people have the willingness to perform?
If the answer to any of these question is no, maximum performance will not be achieved.
Ready for the next step? Call or email me at Brian@basearchgroup.com with dates and times that work for you, and we’ll set a meeting.
Regards,
Brian Anderson
President, BA Search Group
P.S. - Visit www.basearchgroup.com for a complete overview of my services, or visit my blog for leadership tips at
http://basearchgroup.blogspot.com/.
Saturday, March 07, 2009
Thursday, October 09, 2008
Conflict: The Dance
Conflicts between people are a normal, natural and inevitable part of life--at work, at home and in all our relationships with others. Unfortunately, most of us don't really accept this fact and we still get surprised and distressed when it's clear that a conflict has emerged.
As long as everything is going along smoothly, it's easy to be considerate and respectful of another person's needs. They are in no way interfering with our own. But the emergence of a conflict can change all that--now we can feel threatened, anxious and angry. The same person whom we enjoyed working with yesterday now seems like an adversary. That's because of our vast, past experience with conflict, most of which was negative.
We have a negative attitude toward conflict primarily because we haven't learned constructive ways to deal with it--in fact, the converse is true: we have learned destructive ways of handling conflict. As children, as students and as employees (and too often as spouses) we have experienced losing in a conflict because parents, teachers and bosses use/d their power to win at our expense. Even though we know the feelings of resentment, anger, dislike, even hostility that we experience as a result of losing, the win-lose posture is deeply ingrained and when we get in positions where we have power over people, we often choose to win at their expense.
A great deal of research shows the damaging effects that win-lose conflict resolution has on interpersonal relationships. It creates distance, separation, dislike, even hatred. It's the main reason people leave their jobs for new ones and marriages break up.
How conflicts get resolved is the critical factor in any relationship. In fact, it is the most critical factor in determining whether a relationship will be healthy or unhealthy, mutually satisfying or unsatisfying, friendly or unfriendly, deep or shallow, intimate or cold.
As most of us are aware, there is an alternative to the win-lose posture. It's often been called "win-win" or "no-lose" because the goal is to find a solution to the conflict that meets the needs of both people. Resolving conflicts this way requires three important attitudes and behaviors: 1) the attitude that conflict in general presents the opportunity for constructive change; 2) the willingness to engage in the process of mutually searching for a solution that meets the needs of both people; 3) the communication and problem solving skills that it takes to make this win-win method work. Too often, people want to resolve conflicts this way, but either are not truly willing in their heart of hearts to work for a mutually-acceptable solution or do not have the skills required to work together to find one. When this occurs, the win-win method is doomed to failure.
Ready for the next step? Call or email me at Brian@basearchgroup.com with dates and times that work for you, and we’ll set a meeting.
Regards,
Brian Anderson
Brian Anderson
President, BA Search Group
P.S. - Visit www.basearchgroup.com for a complete overview of my services, or visit my blog for leadership tips at http://basearchgroup.blogspot.com
As long as everything is going along smoothly, it's easy to be considerate and respectful of another person's needs. They are in no way interfering with our own. But the emergence of a conflict can change all that--now we can feel threatened, anxious and angry. The same person whom we enjoyed working with yesterday now seems like an adversary. That's because of our vast, past experience with conflict, most of which was negative.
We have a negative attitude toward conflict primarily because we haven't learned constructive ways to deal with it--in fact, the converse is true: we have learned destructive ways of handling conflict. As children, as students and as employees (and too often as spouses) we have experienced losing in a conflict because parents, teachers and bosses use/d their power to win at our expense. Even though we know the feelings of resentment, anger, dislike, even hostility that we experience as a result of losing, the win-lose posture is deeply ingrained and when we get in positions where we have power over people, we often choose to win at their expense.
A great deal of research shows the damaging effects that win-lose conflict resolution has on interpersonal relationships. It creates distance, separation, dislike, even hatred. It's the main reason people leave their jobs for new ones and marriages break up.
How conflicts get resolved is the critical factor in any relationship. In fact, it is the most critical factor in determining whether a relationship will be healthy or unhealthy, mutually satisfying or unsatisfying, friendly or unfriendly, deep or shallow, intimate or cold.
As most of us are aware, there is an alternative to the win-lose posture. It's often been called "win-win" or "no-lose" because the goal is to find a solution to the conflict that meets the needs of both people. Resolving conflicts this way requires three important attitudes and behaviors: 1) the attitude that conflict in general presents the opportunity for constructive change; 2) the willingness to engage in the process of mutually searching for a solution that meets the needs of both people; 3) the communication and problem solving skills that it takes to make this win-win method work. Too often, people want to resolve conflicts this way, but either are not truly willing in their heart of hearts to work for a mutually-acceptable solution or do not have the skills required to work together to find one. When this occurs, the win-win method is doomed to failure.
Ready for the next step? Call or email me at Brian@basearchgroup.com with dates and times that work for you, and we’ll set a meeting.
Regards,
Brian Anderson
Brian Anderson
President, BA Search Group
P.S. - Visit www.basearchgroup.com for a complete overview of my services, or visit my blog for leadership tips at http://basearchgroup.blogspot.com
Friday, August 29, 2008
Urban Outfitters
Urban Outfitters has recently restructured and filled what was formerly one vacant president position for its Anthropologie brand into two senior-level management positions. After a lengthy and deliberate search for the Anthropologie vacant president position, they have concluded that a combined leadership structure was the optimal approach for furthering the brand's North American development.
Thought to Ponder:
Great leaders recognize that when to lead is as important as what to do and where to go. Every time a leader makes a move, there are really only four outcomes that can result.
The wrong action at the wrong time.
The right action at the wrong time brings resistance.
The wrong action at the right time is a mistake.
The right action at the right time results in success.
Your thoughts on the succession strategy and what key component needs to be in place for the co-leading to be successful?
Friday, August 22, 2008
Strategic Planning
Strategic Planning
By Brian Anderson BA Search Group, RCC
Strategic Planning has made a comeback worldwide. Companies, governmental agencies and nonprofits are all adopting it. Although Strategic Planning has been around for years and the basic tools are well known, many leadership teams still stumble in the planning and execution stages. The basic eight pairs of "do's and don'ts" are based on the experiences of a wide range of organizations. They will help you lock in your prospects for success and avoid common pitfalls.
· DO follow the (modified) KISS principle: Keep it Simple and Sustained. Less is more. Your goal is to create goals and objectives that focus your work for the next year or two. Limit the goals and objectives to one page so you can manage on the "top page."
· DON'T set too many Goals or Objectives or go into greater detail than necessary. Too many details, goals or objectives lead to confusion, conflicting goals, micromanagement and failure to execute. A successful plan is not measured by the pound.
· DO follow all of the steps as described in proven planning methodology as it was designed. You chose it because of its reputation. Learn from others' success.
· DON'T skip steps or do them partially. If you bought an expensive briefcase, you wouldn't immediately change the handle, put on a different carrying strap or have it dyed another color. Avoid tinkering with the process, since you have no data to justify your changes.
· DO stay focused on the
· DON'T do things because "we've always done it," or "I think we should do it even though it doesn't fit our
· DO use the "brain dump" activity to alleviate the urge to begin the Tactical Plan prematurely. You are an excellent tactician and, faced with a problem, you quickly suggest solutions. This is a liability in strategic planning where you and your team have to create high level goals and specific objectives based on the
· DON'T begin laying out the Tasks before the
· DO Measure, Measure, Measure! Select useful, significant measurements for all goals, objectives and tactics. What information do you need to make decisions? Revisit KISS: Keep It Simple and Significant.
· DON'T avoid measurement because it is hard to do. Measurement may be difficult, especially when dealing with customer satisfaction, employee morale or effectiveness. Define some way to measure these intangibles so you can gauge progress during execution.
· DO measure quality of results, wherever possible. Quality measures how customers judge your products or services. This provides the best information for strategic decision making and keeps you focused on the mission and customer.
· DON'T select productivity measures, just because they are easier to define. Important as it is, productivity does not tell you if you are creating a product or service that the customer wants. You can always make junk faster. When you focus on quality, you are more productive, since you reduce costly rework.
· DO provide support, resources, training, guidance, direction and coaching to assure everyone's success. People cannot perform well unless they have everything they need to do the job. The plan is only as good as its execution, which depends on great people management.
· DON'T dump people into situations without providing what they need to get the job done. Delegation means understanding what the person needs to get the job done and providing it. You can only hold people accountable for what they can actually control.
· DO Manage by Fact: We are judged by our results. Good planning sets the stage for good performance. Review results regularly to make decisions and manage. The basic dialogue: "Are we on target?" "Yes" "Keep up the good work." "No" "What is your plan to get back on target?" Targets are just targets. Look for root causes of undesired results. When you are not getting the desired results, investigate the root causes and modify your plans or targets appropriately.
· DON'T manage by intimidation, placing blame or gut feel. These approaches don't work since people may comply but they won't be fully engaged. Don't ignore off target data or make excuses. The opposite of the "blame game" is denial. If a goal or objective is not reached, investigate, find the root cause, devise a solution and re-plan. Unfounded hope is not a strategy for success in the real world.
Strategic Planning works because it disciplines the organization to harness the intellectual energy of all employees and guides the organization in a clear direction.
Ready for the next step? Call or email me at Brian@basearchgroup.com with dates and times that work for you, and we’ll set a meeting.
Regards,
Brian Anderson
Brian Anderson
President, BA Search Group
P.S. - Visit www.basearchgroup.com for a complete overview of my services, or visit my blog for leadership tips at http://basearchgroup.blogspot.com/.
Friday, September 28, 2007
Team Building Through Change
Team Building Through Change
Brian Anderson, BA Search Group-RCC
When a company attempts a transformation focused on its operations, a sound plan and a robust execution strategy are not necessarily enough. Another important factor in the success of this type of initiative—involving everything from simplifying processes and improving the efficiency of equipment to modifying an entire supply chain—is the designation of specific employees as “change agents” who lead the organization through the journey.
Change agents are leaders who cut across the organization and its business units without regard to the traditional hierarchy. Often these men and women are freed from day-to-day tasks in order to focus solely on leading and driving change. Directly or indirectly, they implement new processes, train employees on new procedures, and act as role models to demonstrate new and better ways to work. For example, change agents might spend more than 50 percent of their time visiting areas undergoing change, auditing progress, or advising managers on how to improve performance.
Organizations that overlook the importance of an appropriate change agent program risk paying a high cost. Consider, for example, an Asian pulp and paper company that created a change agent team to drive its lean-operations program. The group reported directly to top management and was staffed with new hires. However, senior executives failed to recognize and combat the tenacity of the operating group’s silo mentality and culture. Plant managers, who held the real organizational power, resisted what they saw as intrusion by a team of young outsiders, leaving management with no choice but to abandon the change program after several months. The change agents could not establish themselves as a credible force in an organization that valued experience and seniority over youth and innovation.
Experience suggests that a carefully constructed change agent program is essential to any reorganization effort. Such a program requires three elements: a thoughtful design, the careful recruitment and development of personnel, and close integration between the change agent team and the organizational areas targeted for transformation.
Two of the most important tasks when creating a change agent team are defining the roles of its members and establishing a reporting structure.
As in any organization, each individual on the change agent team has a specific role. For example, executers are responsible for implementing solutions, experts use their extensive knowledge to solve difficult problems, coaches train line employees in the new processes, custodians ensure that knowledge is shared across organizational units, and controllers track what’s been done and what must still be accomplished. How much emphasis an organization places on each of these roles will depend on the nature of the change program and the existing culture of the organization; for instance, an organization with a weak culture of accountability will need more coaches and controllers in order to ensure consistency.
As for reporting structures, there are two possible models. One is to create a centralized change agent team that reports directly to the top team. The other, decentralized option is to keep change agents in their respective groups so that they report through a dotted line to a central change agent leader. In our experience each of these approaches has its advantages and drawbacks, and no one plan will work for everyone. A centralized change agent team encourages new ideas, the thorough development of new thinking, and a standard set of solutions across the organization. Alternatively, the decentralized model tends to foster greater skill building, the quicker dissemination of the program’s values, and better customization of solutions for each site or group. Short-term priorities, the long-term rollout plan, and the culture of the existing organization are all factors that must be considered when determining which change agent structure will be most effective. For example, at the Asian pulp and paper company mentioned previously, where plant managers saw the centralized model as an outside intrusion into their operations, a decentralized plan might have been more effective.
Recruiting and developing the best team
With a change agent organizational structure in place, the next step is to identify and recruit the best team possible. A crucial component is spelling out the benefits and opportunities members will receive as a result of moving outside their existing career paths.
A useful litmus test when considering possible change agents is to anticipate the reaction from other staff members when an appointment to the new position is announced. Selecting high-performing people who are already well respected within the company sends a clear signal that management takes the program seriously. Moreover, a credible set of team members will be better able to drive change and implement recommendations.
Change agents need more than raw analytical power to solve complex business problems; interpersonal skills are also critical if they are to lead others through change. Important traits for a potential change agent include empathy, strong communication skills, perseverance in the face of challenge or ambiguity, and an ability to deal with conflict constructively.
Change agent teams must also make a strong effort to hire people with an appropriate mix of skills. A balance should be struck between young “academic types” who have strong analytical capabilities and seasoned managers who have proven track records within the organization. Working together, these two types of employees complement each other, broadening the team’s skill base and providing for the two-way transfer of knowledge and capabilities within the team.
Potential change agents need to understand the explicit benefits and career opportunities that will be open to them as a result of joining the change effort. The best employees often hesitate to take an assignment that may last only 18 months—which is usually the minimum amount of time required for a transformation—fearing that it will damage their careers in the long run.
To counter these fears, high-performing organizations tend to develop a formal career plan for change agents. Some make participation a requirement for promotion to senior management; others build a career-development track within the program. Such mechanisms can prove to be highly effective recruiting tools, motivating potential candidates by offering short-term benefits—including opportunities to build new capabilities and exposure to new areas of knowledge—as well as the longer-term payoff of career advancement. Companies with traditionally weak human-resources processes may find it worthwhile to invest in a distinct HR system for change agents, including specific recruiting, development, and compensation schemes.
Ready for the next step? Call or email me at Brian@basearchgroup.com with dates and times that work for you, and we’ll set a meeting. Regards,
Brian Anderson
President, BA Search Group
P.S. - Visit www.basearchgroup.com for a complete overview of my services, or visit my blog for leadership tips at http://basearchgroup.blogspot.com/
Brian Anderson, BA Search Group-RCC
When a company attempts a transformation focused on its operations, a sound plan and a robust execution strategy are not necessarily enough. Another important factor in the success of this type of initiative—involving everything from simplifying processes and improving the efficiency of equipment to modifying an entire supply chain—is the designation of specific employees as “change agents” who lead the organization through the journey.
Change agents are leaders who cut across the organization and its business units without regard to the traditional hierarchy. Often these men and women are freed from day-to-day tasks in order to focus solely on leading and driving change. Directly or indirectly, they implement new processes, train employees on new procedures, and act as role models to demonstrate new and better ways to work. For example, change agents might spend more than 50 percent of their time visiting areas undergoing change, auditing progress, or advising managers on how to improve performance.
Organizations that overlook the importance of an appropriate change agent program risk paying a high cost. Consider, for example, an Asian pulp and paper company that created a change agent team to drive its lean-operations program. The group reported directly to top management and was staffed with new hires. However, senior executives failed to recognize and combat the tenacity of the operating group’s silo mentality and culture. Plant managers, who held the real organizational power, resisted what they saw as intrusion by a team of young outsiders, leaving management with no choice but to abandon the change program after several months. The change agents could not establish themselves as a credible force in an organization that valued experience and seniority over youth and innovation.
Experience suggests that a carefully constructed change agent program is essential to any reorganization effort. Such a program requires three elements: a thoughtful design, the careful recruitment and development of personnel, and close integration between the change agent team and the organizational areas targeted for transformation.
Two of the most important tasks when creating a change agent team are defining the roles of its members and establishing a reporting structure.
As in any organization, each individual on the change agent team has a specific role. For example, executers are responsible for implementing solutions, experts use their extensive knowledge to solve difficult problems, coaches train line employees in the new processes, custodians ensure that knowledge is shared across organizational units, and controllers track what’s been done and what must still be accomplished. How much emphasis an organization places on each of these roles will depend on the nature of the change program and the existing culture of the organization; for instance, an organization with a weak culture of accountability will need more coaches and controllers in order to ensure consistency.
As for reporting structures, there are two possible models. One is to create a centralized change agent team that reports directly to the top team. The other, decentralized option is to keep change agents in their respective groups so that they report through a dotted line to a central change agent leader. In our experience each of these approaches has its advantages and drawbacks, and no one plan will work for everyone. A centralized change agent team encourages new ideas, the thorough development of new thinking, and a standard set of solutions across the organization. Alternatively, the decentralized model tends to foster greater skill building, the quicker dissemination of the program’s values, and better customization of solutions for each site or group. Short-term priorities, the long-term rollout plan, and the culture of the existing organization are all factors that must be considered when determining which change agent structure will be most effective. For example, at the Asian pulp and paper company mentioned previously, where plant managers saw the centralized model as an outside intrusion into their operations, a decentralized plan might have been more effective.
Recruiting and developing the best team
With a change agent organizational structure in place, the next step is to identify and recruit the best team possible. A crucial component is spelling out the benefits and opportunities members will receive as a result of moving outside their existing career paths.
A useful litmus test when considering possible change agents is to anticipate the reaction from other staff members when an appointment to the new position is announced. Selecting high-performing people who are already well respected within the company sends a clear signal that management takes the program seriously. Moreover, a credible set of team members will be better able to drive change and implement recommendations.
Change agents need more than raw analytical power to solve complex business problems; interpersonal skills are also critical if they are to lead others through change. Important traits for a potential change agent include empathy, strong communication skills, perseverance in the face of challenge or ambiguity, and an ability to deal with conflict constructively.
Change agent teams must also make a strong effort to hire people with an appropriate mix of skills. A balance should be struck between young “academic types” who have strong analytical capabilities and seasoned managers who have proven track records within the organization. Working together, these two types of employees complement each other, broadening the team’s skill base and providing for the two-way transfer of knowledge and capabilities within the team.
Potential change agents need to understand the explicit benefits and career opportunities that will be open to them as a result of joining the change effort. The best employees often hesitate to take an assignment that may last only 18 months—which is usually the minimum amount of time required for a transformation—fearing that it will damage their careers in the long run.
To counter these fears, high-performing organizations tend to develop a formal career plan for change agents. Some make participation a requirement for promotion to senior management; others build a career-development track within the program. Such mechanisms can prove to be highly effective recruiting tools, motivating potential candidates by offering short-term benefits—including opportunities to build new capabilities and exposure to new areas of knowledge—as well as the longer-term payoff of career advancement. Companies with traditionally weak human-resources processes may find it worthwhile to invest in a distinct HR system for change agents, including specific recruiting, development, and compensation schemes.
Ready for the next step? Call or email me at Brian@basearchgroup.com with dates and times that work for you, and we’ll set a meeting. Regards,
Brian Anderson
President, BA Search Group
P.S. - Visit www.basearchgroup.com for a complete overview of my services, or visit my blog for leadership tips at http://basearchgroup.blogspot.com/
Thursday, April 26, 2007
WHAT IS EMOTIONAL INTELLIGENCE MADE OF?
WHAT IS EMOTIONAL INTELLIGENCE MADE OF?
Emotional intelligence comes down to four important skills.
The First Two Skills Focus On You:
(1) Self-Awareness - Your ability to accurately perceive your emotions and stay aware of them as they happen. This includes keeping on top of how you tend to respond to specific situations and certain people.
(2) Self-Management - Your ability to use awareness of your emotions to stay flexible and positively direct your behavior. This means managing your emotional reactions to all situations and people.
The Last Two Skills Focus More On Your Contact With Other People:
(3) Social Awareness - Your ability to accurately pick up on emotions in other people and get what is really going on. This often means understanding what other people are thinking and feeling, even if you don't feel the same way.
(4) Relationship Management - Your ability to use awareness of your emotions and the emotions of others to manage interactions successfully. Letting emotional awareness guide clear communication and effective handling of conflict.
WHAT DOES EMOTIONAL INTELLIGENCE LOOK LIKE?
The four parts of the emotional intelligence model are based upon a connection between what you see and what you do with yourself and others.
WHAT I SEE
WHAT I DO
PERSONALCOMPETENCE
Self-Awareness
Self-Management
SOCIALCOMPETENCE
Social Awareness
Relationship Management
Ready for the next step? Call or email me at Brian@basearchgroup.com with dates and times that work for you, and we’ll set a meeting.
Regards,
Brian Anderson
Brian Anderson
President, BA Search Group
P.S. - Visit www.basearchgroup.com for a complete overview of my services, or visit my blog for leadership tips at http://basearchgroup.blogspot.com/
Emotional intelligence comes down to four important skills.
The First Two Skills Focus On You:
(1) Self-Awareness - Your ability to accurately perceive your emotions and stay aware of them as they happen. This includes keeping on top of how you tend to respond to specific situations and certain people.
(2) Self-Management - Your ability to use awareness of your emotions to stay flexible and positively direct your behavior. This means managing your emotional reactions to all situations and people.
The Last Two Skills Focus More On Your Contact With Other People:
(3) Social Awareness - Your ability to accurately pick up on emotions in other people and get what is really going on. This often means understanding what other people are thinking and feeling, even if you don't feel the same way.
(4) Relationship Management - Your ability to use awareness of your emotions and the emotions of others to manage interactions successfully. Letting emotional awareness guide clear communication and effective handling of conflict.
WHAT DOES EMOTIONAL INTELLIGENCE LOOK LIKE?
The four parts of the emotional intelligence model are based upon a connection between what you see and what you do with yourself and others.
WHAT I SEE
WHAT I DO
PERSONALCOMPETENCE
Self-Awareness
Self-Management
SOCIALCOMPETENCE
Social Awareness
Relationship Management
Ready for the next step? Call or email me at Brian@basearchgroup.com with dates and times that work for you, and we’ll set a meeting.
Regards,
Brian Anderson
Brian Anderson
President, BA Search Group
P.S. - Visit www.basearchgroup.com for a complete overview of my services, or visit my blog for leadership tips at http://basearchgroup.blogspot.com/
Thursday, December 28, 2006
Trust Me: Communication Is Key
By Brian Anderson BA Search Group, RCC
Effective communication involves much more than sharing information. It is about building trust.
"To see real change and gain significant benefits from their strategies, leaders need to establish an environment of trust. Leaders who are trusted - even in times of great difficulty - are skilled communicators."
My experience suggests the following communications fundamentals when leading in times of change and transition:
- Communicate relentlessly. Now is not the time to keep quiet. Leaders need to be able to communicate information, thoughts and ideas clearly - and frequently - in different media. Find many ways to share information; keep processes open and transparent.
- Listen. Good communicators are also good listeners. Allow people to air their gripes and complaints. Pay attention to what others are saying, thinking and feeling. What is said? What is left unsaid?
- Explain the change. People are often skeptical of change. Share your thinking and the trade-offs you've weighed - not just the final decision or strategy.
- Make an appeal. Draw on a sense of loyalty, courage, morality or other principles that tie the organization's change strategy to what is important to people.
- Articulate expectations. Clearly explaining why, how and when things need to happen will set expectations and create a healthy level of stress and pressure. It also establishes a mechanism for monitoring and addressing performance.
- Be visible. If you communicate well, you won't be out of sight. Find ways to interact with all of your stakeholder groups.
- Confront problems and conflict. Don't postpone dealing with challenging issues or conflict. By avoiding the difficult people or difficult issues, you can do great harm to yourself, your co-workers and your organization.
- Be honest and open. A commitment to genuine change requires honesty, clarity and truth. An effective leader will ask the hard questions and foster an environment of honesty and candid discussion.
- Show respect. Treat people with genuine concern and sincere consideration. Spend time with them, ask them about the things they are interested in and consider their hopes as important as your own.
- Make room for doubts. Establish a climate that processes resistance rather than attempting to squash it. Don't dismiss, write-off or label employees too easily or too quickly.
- Don't dismiss the old. Ignoring, demeaning or dismissing people and "the way things used to be" prevents them from moving on. Help people through transition by acknowledging their history and attachments.
- Be sincere and authentic. Communicate truthfully and honestly, follow through with what you say and avoid deception. Don't try to bury or deny your own reactions to ongoing events. People pay close attention to their leaders in such times and are looking for indications that they are real people who are capable of having human emotions like their own.
- Trust people to handle the truth. Tell them what you know and own up to what you don't know. Avoid putting a false positive spin on decisions or events that are inherently negative or difficult to handle.
- Demonstrate that you can handle the truth. People may not readily tell you the truth or give you feedback. You have to set the tone and model the behavior that makes truth-telling okay. Stay connected to a broad circle of people and make it clear that you want them to share their concerns and ideas.
Ready for the next step? Call or email me at Brian@basearchgroup.com with dates and times that work for you, and we’ll set a meeting.
Regards,
Brian Anderson
President, BA Search Group
P.S. - Visit www.basearchgroup.com for a complete overview of my services, or visit my blog for leadership tips at http://basearchgroup.blogspot.com/.
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