Category Archives: Developing Capacity

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

 

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Who’s making the coffee?

We know that leaders play an important role in ensuring that everyone has an equal chance to perform at their best and achieve their career goals. A recent blog post from Harvard Business Review highlighted one key aspect of this responsibility.

The authors described two types of work: “office housework” and “glamour work.”  As you’d expect, the first consists of the backstage tasks necessary to keep things flowing – everything from making coffee and taking notes to sitting on routine administrative committees. It needs to get done, but it rarely happens in the spotlight. Glamour work, on the other hand, consists of chairing key committees or task forces, serving on innovative teams, and high-profile or stretch assignments.

The research found that minorities and women spend significantly more time on office housework than their white male counterparts. In some cases, certain people are perceived to be better at organizational or care-taking roles. Others may feel pressured to volunteer for these tasks or face negative consequences for not being a “team player.”

What can managers do?  The first step is to identify the main office housework tasks for your team, and then assess whether anyone is doing more than their fair share. Create a system for rotating the tasks and hold everyone accountable for completing them.

When glamour work is assigned, be intentional and strategic to be sure everyone is considered. If some team members are more prepared than others, use strategies such as job shadowing and development plans to ensure that everyone is able to showcase their strengths.

Creating a team where everyone pulls their weight on the routine tasks and has opportunities to grow professionally not only demonstrates inclusivity. It also builds high-performing teams and creates an environment where everyone can succeed.

Dee Anne Bonebright

https://hbr.org/2018/03/for-women-and-minorities-to-get-ahead-managers-must-assign-work-fairly

Focus on strengths!

Best of HigherEDge, first published on December 12, 2012.

I am kicking off a leadership program today. I am looking forward to another engaging discussion about how we can help our team members fully develop their strengths. Todd Thorsgaard

What is right about me? What is right about the people on my team?

These are the questions that led to a very energetic conversation during the three day leadership development program I just finished facilitating with a group of higher education leaders. We were discussing the Clifton StrengthsFinder assessment and their individual strengths profiles. (Rath, Tom. StrengthsFinder 2.0. Gallop Press. 2007.)  The work of Donald Clifton and Tom Rath encourages us to embrace our strengths and use our natural talents to enhance our leadership by focusing on “what is right about me!”  I was struck, once again, by how passionate and enthused the 34 leaders got when I asked them to share stories about their strengths, about what is “right about them?”  The conversations were full of laughter, vigorous head nodding and an authentic sense of pride and satisfaction.

Their conversations were a reminder to me of how powerful a small shift in perspective can be as I work to be the best leader I can be. From my experience, and the stories I hear from leaders, it is easy to feel overwhelmed by the challenges we face in higher education. I can feel stuck and unable to work effectively with those around me who are also feeling overwhelmed. Yet I know when I rely on my strengths and ask myself, “how can I use my strength of individualization (the ability to identify unique attributes in others) to solve a problem with a course I am developing or a program I will be facilitating,” I have much more energy to tackle the challenge and I am more likely to come up with an effective solution.

This small but purposeful shift in perspective when working with others also makes a big difference in my leadership. I find that when I specifically start interactions with colleagues by asking myself, “what is right about this person?” or “what unique attribute or experience or information makes them successful?,” I am more open to new ideas and better able to move beyond the frustration I feel when things don’t go the way I expected!

Next time you feel stuck or overwhelmed, stay energized by asking, “What is right about me and what is right about the people on my team?”

Todd Thorsgaard

It’s all in your mind….. thank goodness

As Buddha said, we can use our minds to drive our behaviors. Developing a more strategic way of thinking leads to more strategic behaviors.

In fact, leadership development expert Melissa Karz highlights how having a “strategic mindset gives you a lens to think big in every moment.” In a recent article, she suggests practicing four specific habits to develop your own strategic mindset.

Align to Organizational Objectives. Asking yourself the following questions can help you stay aligned and take the actions necessary to help your team be aligned to the vision, values and goals of your organization.

  • Where are we today and where do we want to be in 12 months?
  • What skills am I missing, and is my team missing, to accomplish those goals?
  • What relationships do I need to build or nurture?
  • How are we defining success now, and in the future?

Identify Highest Value Activities.  Strategic thinking means scanning all the demands, options, requests, and opportunities and identifying the ones that will best support short-term and long-term success. Prioritization means saying no or delegating. High value activities include:

  • Coaching and developing your direct reports.
  • Building relationships and networks to facilitate collaboration and a broader perspective.
  • Creating a direct line of sight for your team so they can see how their work contributes to the big picture.

Seek Under-The-Radar Information. The reality is that leaders are shielded from much of the information they actually need. It is human nature to withhold bad news or to hesitate to “bother” leaders. To overcome this leaders need to actively seek out information and make it easier for people to share information, even bad news. Practice:

  • Asking questions.
  • Using mistakes as a learning opportunity.
  • Reinforcing open and transparent communication.
  • Taking time to meet with colleagues and peers.
  • Meeting with people outside your own industry.

Schedule Time for Reflection. Developing a strategic mindset requires action and reflection. Scheduling time to analyze and assess what you have learned, what you want to continue doing, and what you want to do differently is strategic. Just like you schedule important meetings, dedicating scheduled time daily, weekly, quarterly and annually is a challenging but necessary habit to develop.

Over time these habits reinforce a strategic mindset which leads to more strategic behaviors further establishing strategic habits making strategic leadership a part of who you are.

Todd Thorsgaard

 

Transformational leadership

This year my talent development colleagues have been engaging our chief human resources officers in conversations about transformational HR. The conversations are meant to support human resources leaders as we begin a system-wide effort to move key transactional work to regional service centers. The move is designed to create efficiencies in our system and assist HR leaders so they can spend more of their time doing strategic work at the local level.

As we go down that path, it begs the question, what do we mean by transformational? Our HR community has agreed upon a discipline-specific definition of transformational HR that includes mastery of the following leadership competencies:

  • strategic leadership and partnership
  • organization development
  • employee engagement
  • diversity, equity, and inclusion
  • change management

Still, the core idea of transformational HR builds upon transformational leadership itself. With that in mind, we thought it might be helpful to discuss the broader concept of transformational leadership this month. We’ll explore the following questions:

  • What exactly is a transformational leader?
  • What differentiates transformational from transactional leadership?
  • Why does it matter?

We’ll also explore some of the characteristics of transformational leadership in our blog posts.

Before we dig in, tell us your thoughts on transformational leadership. What does it mean to you?

Anita Rios

 

 

 

Should leaders set the vision?

Last week I had a chance to hear a presentation by Gervase Bushe, an internationally known author and scholar in my field of organization development. One of the first things he said was that, basically, he thinks leaders with a clear vision can be dangerous to organizations.

That was unexpected. Aren’t leaders supposed to create a clear vision, get others on board, and then lead the organization to success?  Well, not always.

We’ve written before about adaptive challenges. Unlike technical business problems, they don’t have clear solutions, a right answer, or a single clear end goal. Leaders who treat adaptive challenges as technical problems are doing what Bushe called the “pretend it isn’t really complicated” method of leadership. They can cause great harm.

Instead, Bushe said that what we need is “generative leadership” in which leaders promote dialogue among the stakeholders who actually do the work. The role of generative leaders isn’t to drive change, it’s to support the change process and promote collaborative decision-making.

This article from the Higher Learning Commission talks about the benefits of generative leadership in community colleges. I appreciated this observation:

Sometimes community colleges try to do so many things that they have difficulty doing any one thing well. Often, especially at small colleges, employees wear so many hats that it is difficult for them to find the time to communicate with each other, as well as to reflect on their practices and the theories inherent in them, and to exercise their creative energy to think through challenges and to innovate instead of simply adapt.

We’re all been there, and it can be easy to create coping strategies rather than systemic change. In addition, there are challenges in moving higher education from a culture of isolation and stability to one of collaboration and nimble change.

The article says that anyone in an organization can show generative leadership. What examples have you seen?  Who on your team has been a generative leader, and how can you support them?

Dee Anne Bonebright

 

 

Let someone else decide?

youdecideOne of the best decisions a leader can make is to decide to let others make decisions and to create a decision-maker culture. That is what Dennis Bakke recommends in his book, The Decision Maker: Unlock the Potential of Everyone in Your Organization, One Decision at a Time.

As a leader, you are ultimately accountable for how decisions turn out. That can cause many people to hold tightly to their decision-making authority. Instead Bakke reminds us that sharing decision-making responsibility actually can lead to better decisions, more employee engagement, develops employees expertise and supports professional development. To help leaders identify the best person, or group, to make different decisions Bakke describes a formal “decision-maker process.” Use the following four elements to guide your selection:

  1. Proximity – how close to the situation is the person and can they also see the big picture?
  2. Perspective – can the person bring a different point of view or utilize multiple points of view?
  3. Experience – does the person have enough experience in the situation to be able to actually make a decision?
  4. Wisdom – will you and others trust their decision?

From my experience, when a leader asks me to make a decision it can feel overwhelming and I may feel like I need to prove my worth by making the decision all on my own! If your people react in the same way sharing decision-making can actually backfire. To help address this issue Bakke encourages leaders to coach their people on how to seek out and take advice when making a decision. He also defines good advice as coming from people who have:

  • Experience – they know or understand the situation.
  • Different positions in the organization – they can provide multiple and diverse perspectives.
  • Responsibility – they have an actual connection to the situation and the decision or outcome.
  • Ownership – they will back up their advice and the ultimate decision.

It can be scary to relinquish decision-making responsibility but it is a risk worth taking!

Todd Thorsgaard