Category Archives: goals

Now what?

You’ve hired good people, set goals, helped them identify development opportunities, scheduled and held performance reviews, managed workloads, and overall avoided the “bad manager” actions Dee Anne described. What else do you need to do to build organizational talent and help your people succeed? Give them feedback on how they are doing!

In his white paper, The Hard Truth About Effective Performance Management, Marc Effron highlights the evidence that on-going coaching and feedback is a requirement for effective performance management. To truly help people improve their performance, coaching must be focused and delivered regularly. To help busy managers coach effectively Effron recommends a process called 2 + 2 Coaching. It has four steps:

  1. Have a dedicated coaching conversation once a quarter.
  2. Schedule it for 15 minutes.
  3. Provide two comments to the employee on their progress towards their goals.
  4. Provide two comments to the employee on what they could do more or less of in the future to be more effective.

Clear and direct feedback has been shown to be a crucial element for high performance and goal attainment. Clearly you will be working with your people to solve problems, develop ideas, complete projects and other on-going tasks. However, carving out time for dedicated coaching and feedback on goals will help you effectively develop and build organizational talent and increase the performance of your people and your team.

Todd Thorsgaard

 

GOOOOOOOOAL!!

Every four years I am captivated by the amazing performances of the World Cup soccer players. Add the famous GOOOOOOAL call by announcer Andres Cantor and it is “must see TV!”

Big goals also lead to high performance in the world of work. In Marc Effron’s soon to be released book, 8 Steps to High Performance:Focus on What You Can Change (Ignore the Rest), he highlights the science behind goal setting:

  • Specific goals improve performance.
  • Bigger goals are more motivating than smaller goals.
  • Fewer goals lead to higher performance.

Based on this research he describes a four step process to set goals with your people to help them perform at the highest level.

  1. Align – individual goals need to directly contribute to what is most important to your institution’s success.
  2. Promise – limit individual goals to those important few that an individual is emotionally committed to and willing to “promise” to complete.
  3. Increase – individual goals need to focus on concrete improvement in performance.
  4. Frame – write the goals so they are clear, easy to understand and succinct.

Not everyone gets to score a goal in the World Cup but you can help all your people be star performers in their own way.

Todd Thorsgaard

Help your staff grow

Over the last few weeks I’ve been conducting annual performance reviews with my staff. In preparation for our conversations, I ask my staff to not only document their accomplishments and performance goals, but to think about their professional development goals as well. Helping my staff grow and learn is highly satisfying. And according to career development expert and author Beverley Kaye, it is essential to retaining high performing individuals.

In her book, Help Them Grow or Watch Them Go, Kaye offers up simple strategies that leaders can use help their staff grow in their careers, including:

  • Have short, frequent conversations with your staff about their career development
  • Listen attentively. Let your employees do 90% of the talking in your personal sessions.
  • Be curious and encourage curiosity. You do not need to have all the answers.
  • Provide constructive feedback regularly.
  • Discuss career development as a “rock-climbing wall” where employees can move up, down or sideways – or hang on and stay put

Kaye also recommends employing hindsight, foresight, and insight conversations:

  • During hindsight conversations, encourage people to look within themselves and examine where they’ve been in the past
  • During foresight conversations, ask staff to look outside of themselves and consider their future paths
  • Use insight conversations to combine hindsight and foresight

While professional development conversations between supervisors and their direct reports shouldn’t be limited to once a year, I find annual  performance reviews a helpful time to focus on professional development conversations. It gives my staff an opportunity to discuss how they are wanting to grow their careers and it gives me a chance to encourage them and provide additional ideas for development that might include stretch assignments, new work projects, professional certifications, continuing education, and service opportunities.

How do you help your employees grow?

Anita Rios

 

Want high performance? Build a learning culture!

According to David Mallon of Bersin & Associates, if you want a high performance organization, it’s imperative that you build a learning culture. In his research of successful, high performing organizations, he’s found that “a culture of learning and a culture of high performance are significantly linked.”  Intuitively, it makes sense that the smarter your organization is the better it can perform.

So, what is a learning culture, you might ask?  Bersin & Associates define it as a  “collective set of organizational values, conventions, processes and practices that continuously impels organizations and individuals to build knowledge, competence and performance.” And while a learning culture supports training and leadership development, it isn’t limited to formal development programs.

In Bersin’s comprehensive report, Mallon identifies 40 best practices and seven strategies that organizations can use to create a learning culture. Here is a sample:

  1. Assign staff to do jobs that surpass their skills and knowledge – Ask people to stretch. Use difficult assignments to encourage employees to push themselves to develop new skills and improve their old ones.
  2. Let people participate in selecting their assignments – Employees work hardest when their jobs and tasks interest them. Google takes advantage of this by permitting its engineers to devote a fifth of their time to personal projects.
  3. Recognize workers who learn new information and abilities – Provide rewards that show you care about each person’s learning.
  4. Value mistakes and failures – Employees learn best from their mistakes. Capitalize on errors as learning opportunities. And give people time to reflect on them.
  5. Emphasize learning as an important activity – Demonstrate its value in tangible ways; for example, make managers responsible for their staff’s professional development, not just their output. Actions always speak louder than words.
  6. Take a personal interest in the organizational capabilities of teams and individuals – Mentor the people you supervise.

During the next month, we’ll be exploring these ideas and more as we dive deeply into our next leadership competency of Building Organizational Talent. What strategies have you used to build a learning culture?

Anita Rios

Conversation-powered leadership

I thought it would be apropos to wrap up our month of exploring the fundamental leadership competence of effective communication by recommending the book Talk, Inc.  In it, authors Boris Groysberg and Michael Slind draw on the experience of leaders in organizations around the world, who are using the power of conversation to increase employee engagement and strategic alignment.

While top-down, one-way communication has been typically used in hierarchical organizations as a way to distribute news to internal and external audiences, it is a relic of a command-and-control model which no longer works.  Groysberg and Slind assert that  “…. people–and the energies and capabilities that lie inside them–are the ultimate source of optimal performance and sustainable competitive advantage.”  Given that, they have found thriving organizations that are using organizational conversation to engage the best in their people to drive performance.

Organizational conversation, in their words,  replicates the elements of good person-to-person conversation where the scale of the conversation is small and intimate; the structure of the conversation is dynamic and interactive; participation is equal and inclusive and the approach is focused and intentional.

Where they have seen organizational conversation flourishing, it has the following four elements:

Intimacy – leaders reduce the distance, institutional as well as spatial–that separate them from their employees. They do this by cultivating the art of listening to people at all levels of the organization and by learning to talk with those people in ways that are personal, honest, and authentic.

Interactivity – leaders talk with employees not just to them. Cultural norms are now favoring dialogue over monologue and changes in the technology of communication especially with social media, support this shift.

Inclusion – leaders invite all employees to add their ideas into the conversational mix. And they call upon employees to participate in the work of representing their organization as unofficial bloggers or trained brand ambassadors.

Intentionality – leaders promote conversation that develops and follows an agenda that aligns with the strategic objectives of their organization.

I’d encourage you to pick up a copy of the book in your local library or bookstore to learn more. Their insights about how to make organizational cultures more intimate, interactive, inclusive, and intentional through purposeful organizational conversation make it a good read.

Anita Rios

 

The over-promising trap

I was recently discussing a large-scale project with some of its leaders. As they looked back on the effort, they agreed that one of the key problems was promising too much, too quickly.

Without carefully talking to the people on the ground, institutional leadership made public statements about how much better the system was going to work, and how quickly it would happen. The system didn’t live up to expectations. We’ve all seen that same thing. For a variety of reasons, leaders often promise more than their staff can deliver.

When we think about the leadership competency of delivering on one’s promises, it’s easy to think about the personal side. As a leader, I try hard to do what I said I was going to do. But sometimes I am making promises for my unit or project team. With the best intentions, I can estimate timelines, costs, and outcomes that end up not being met.

Making the best guess when all the data isn’t available means that we will sometimes be wrong about our predictions. When that happens it’s important to own the mistake and review it to avoid the same thing in the future.

At the same time, we can try to be realistic about the expectations we set. Change is hard, and new systems rarely work perfectly the minute the switch is flipped. Helping people have a realistic picture of what to expect can make the effort more successful in the long run.

Dee Anne Bonebright

Can you see from where you are?

What engages your people? At our colleges and universities we hope it is the success of our students both during college and after graduation! What would your people say?

In reality it is often challenging for people to see a direct connection between their day-to-day work and the ultimate difference it makes to your customers, be they students in higher education, patients in health care, or whomever. Focusing this line of sight for your people helps them directly see the value and importance of their work which has been shown to increase engagement and performance. A real win-win for leaders.

Management educator and author Russ Linden shares a few ideas on how leaders can do a better job to create a line of sight for their people.

  1. Put a human face on your mission and vision. A health care organization I worked at for many years would always invite patients to join our work team meetings. It truly changed how we thought about our work.
  2. Encourage and make it easy for people to take short-term assignments or projects in different departments/divisions/locations. Exposing people to the full range of work required to serve your customers and how the pieces fit together helps them understand the importance of each step.
  3. Turn employees into customers. Actively look for ways to let your people experience your organization as a customer. Make it real for them.
  4. Schedule and hold multi-unit and multi-location meetings and training events. Whenever possible have people working together as a “whole” rather than in separate “pieces” so they begin to see themselves as an integral element in the overall process.

Leaders have the responsibility and the opportunity to sharpen the line of sight for every person on their team. What examples can you share of a leader doing a great job or an idea you used successfully?

Todd Thorsgaard

 

Your best laid plans

Strategic plans, work plans, goals, action items, tactics, timelines… these are all fantastic tools for strategic leaders. They are important, and even necessary, to help leverage people’s work efforts and accomplish organizational mission. But we all know that our best laid plans can be disrupted by problems and opportunities during the year.

In those cases, what is a strategic leader to do? Abandon all hope of strategic planning and just go with the flow? Dump your plan and stay in reactive mode? I think not!

One strategy my team used to plan for unexpected problems or opportunities was a priority-setting brainstorm session. We identified criteria that should be used in prioritizing the activities we already have in our work plan as well as any new work that might emerge during the year. Some of the questions we explored included:

  • How should we set priorities?
  • What criteria do strategies or activities need to meet in order to be included in our work plan?
  • What goals and guiding principles should we be consistently supporting as a unit?
  • Does new work need to meet ALL priority-setting criteria or just some?

It was a fruitful discussion that helped us anchor our work plan and work priorities in overarching goals for our division and the system. We discussed the impact of our work, our customer’s needs, and the environment in which we work. We also had a useful conversation about how we want to work together as a team, and we agreed upon our own set of operating principles.

Since that conversation, I’ve noticed some of my team members have been more mindful of high-level priorities and have increased confidence in setting boundaries with other colleagues. In fact, just today I was copied on an email one of my team members sent to a colleague, explaining that a particular project would need to sit on the back burner until her higher priority work was completed. Now that’s leading and working strategically.

Anita Rios

 

 

Co-creating the future

Last Wednesday, my team and I met for a long overdue planning session. (The photo featured here depicts some of our work.) Usually we conduct these every summer and spend a day off-site to re-focus on our mission, review our collective work from the year before and to set goals and priorities for the year ahead. Needless to say, due to staff turnover and my absence on medical leave, we didn’t get around to this important task until October.

In our two-hour abbreviated planning session, we still made time to include a discussion on each person’s “big ideas” for enhancing the programs, services, and resources we deliver to our campuses. And we talked through a draft workplan for this year in record time. While it wasn’t ideal…I would have liked to have had more time for everyone to discuss their ideas in detail…it was a start to reconnecting as a team and continuing to c0-create a desired vision for the near-future.

When I look at the Bass’s 4 I model of Transformational leadership, planning sessions are a key tool that leaders can use demonstrate Inspirational Motivation. If you recall from last Monday’s post, it was defined as:

  • Inspire and motivate followers by providing meaning and a sense of challenge to their work.
  • Involve followers in creating a desired vision for the future
  • Communicate clear expectations
  • Demonstrate commitment to shared goals of the team

Team planning sessions involve followers in creating a desired vision for the future. Documenting what happened in those planning sessions through a workplan can help set clear expectations and demonstrate commitment to shared goals. In addition, making sure that your team is grounded with a set of guiding principles or goals helps to provide meaning for everyone as they work together and contribute to the good of the organization.

What other tools, processes, or behaviors have you used to demonstrate Inspirational Motivation? Please feel free to share your expertise and leave a comment below.

Anita Rios

 

 

 

 

 

Hit the ground running – maybe not!

Bull in a china shop photoYou nailed the interview, you got the job and now it’s time to prove your value – full speed ahead! Peter Daly and Michael Watson, authors of The First 90 Days in Government: Critical Success Strategies for New Public Managers at all Levelsencourage leaders to take a different approach to successfully navigate one of the most treacherous transitions you will face – starting a new job.

The pressure to deliver results – fast – can backfire and end up looking like the proverbial bull in the china shop. Making a lot of noise, causing a lot of action but not demonstrating your ability to lead and succeed.

To avoid a crash, Daly and Watson describe five crucial subjects or themes that  new leaders need to understand before they charge forward. This will require structured on-going dialogue with your boss that they call “the five conversations:”

  1. The Situation Conversation – discover how your boss perceives the current standing or status of the overall organization and your unit. Your goal is to ensure a shared understanding of the challenges and opportunities you face.
  2. The Expectations Conversation – define, clarify, and perhaps, negotiate what success looks like for you in your new job.
  3. The Style Conversation – discuss and determine how the relationship with your new boss will work. How do you each prefer to communicate, what boundaries exist, how are decisions made, and how frequent do you need to interact to ensure trust and success.
  4. The Resources Conversation – determine what resources are available, what you believe you need, confirm how resources are allocated and begin negotiating to ensure access to critical resources.
  5. The Personal Development Conversation – mutually identify opportunities and expectations for continual development to ensure success in your current and future roles in the organization.

In reality these will not be distinct one-time conversations but they are a framework to help new leaders strategically approach the transition to a new role. This is a time that it is “all about you!”

Todd Thorsgaard