As a confirmed and proud introvert it is hard for me to reach out and ask for help. Others of you may be confident extroverts and struggle to truly listen to others. Either way, when you transition into a new leadership role it is crucial to take the time to initiate conversations and to spend time listening to what others have to say.
Peter Daly and Michael Watson, authors of The First 90 Days in Government: Critical Success Strategies for New Public Managers at all Levels, describe five crucial subjects or themes that new leaders need to understand as they move into a new role or take on a new project. This requires having the following “the five conversations” with your leader or colleagues.
- The Situation Conversation – discover how your boss and others perceive 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.
- The Expectations Conversation – define, clarify, and perhaps, negotiate what success looks like for you in your new job.
- The Style Conversation – discuss and determine how the relationship with your new boss and colleagues or stakeholders 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.
- 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.
- 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 leaders strategically approach the transition to a new role.
Posted in change and transition, communication, Leadership, organizational culture
Tagged asking questions, career development, Change, communication, Leadership, leadership journey, organizational culture, questions, self-awareness, stakeholders
A leader at one of our schools remarked that when done right, performance reviews can be energizing and uplifting but when done wrong they are demoralizing. It appears that the latter is what is happening in most organizations. David Ulrich, the Rensis Likert Professor of Business at the University of Michigan and the “Godfather of HR” just published an article in the latest issue of Talent Quarterly titled “Resolving the Performance Management Paradox.” He cites that 90% of HR professionals are unhappy with their review system, only 14% of CEOs believe that the review system is working and only 8% of HR executives believe that performance management makes a contribution to the success of the organization. Yet, he also cites a long history of studies that clearly indicate that accountability makes a difference. In fact one study identified that just the presence of a performance review system is the greatest predictor of success for hospitals. What can a leader do?
Ulrich recommends that regardless of the process or forms used, leaders embrace conversations: conversations focused on what he calls “positive accountability,” conversations emphasizing learning and improvement opportunities rather than evaluating what went wrong, and conversations primarily focused on the future rather than the past. He suggests that leaders look for opportunities to engage in “real time” conversations that are ongoing and revolve around work events (projects, semester start or finish, work cycle periods, annual milestones, etc.) Leaders should focus on asking questions to discover how employees can sustain success and prepare for the future and help their people look forward to apply what they have learned and address new opportunities or challenges that arise.
A simple conversational model for leaders to use with their performance review process includes the following three steps:
- Know Yourself – ask about and discuss each person’s strengths, weaknesses, passions and interests.
- Action for Growth – ideas and concrete action to leverage individual strengths and interests to support success and on-going development.
- My Value – dialogue focused on the value that each employee provides to the work unit, institution, students, stakeholders or overall organization.
By focusing less on the process and more on the conversation we can make performance reviews a more uplifting experience.
Posted in Accountability, build organizational talent, communication, higher education, Motivation, performance management, talent management
Tagged accountability, asking questions, assessments, career development, communication, engagement, evaluation, feedback, leadership development, paradox, self reflection, talent management
“Talk to me, please!”
The Gallup Q12 poll highlights the fact that people need to know that their manager actively supports their development. Yet research by Gallup indicates that less than 20% of employees get regular feedback from their boss. In fact, over 50% meet less than once a month. That is not enough talking about development!
Roland Smith and Michael Campbell from the Center for Creative Leadership suggest that leaders have an opportunity to turn this around quickly by talking talent with their people – in their words start having regular talent conversations. Sincere and direct dialogue with your people focused on their interests, their job, the work that needs to be done and what support or development they need to be successful.
What I like best about talent conversations is that they are for everyone. Not just people who “need” development and not just under-performers. Talking about what is needed to maintain current and future success demonstrates that you are supporting your people.
At Minnesota State we will be working this year to help our supervisors have talent conversations with their people. The first step is to identify the goal for the conversation for each team member based on their current job-related competency and their own personal development needs or interest in growth. In general you will discover that each person on your team will be interested in one of the following four goals:
- Develop full competence. Focus on acquiring the skills and developing the competences needed to become a solid performer in their current role.
- Explore growth while developing competence. Similar to the first group but also include conversations about future opportunities and how current develop will support growth.
- Maintaining their expertise and staying successful in the future. This group will be interested in deepening their skills, sharing their expertise and staying up-to-date in their current role.
- Accelerating their development. These folks are competent and want to learn new skills and develop competencies needed for bigger roles.
Having a simple and clear goal for your talent conversations will make it easier to dive in and start talking talent!
Do you recognize this form? My daughter will be a freshman in college next year so the long and complicated FAFSA form is near and dear to my heart. It reminds me of a form that many leaders and HR Offices use – the IDP or Individual Development Plan. Ask yourself, who likes to fill out forms and sign “on the line?” Not me, I imagine not you, and certainly not the people on your team. Yet we continue to be surprised that a once-a-year form-based event does not engage our people or lead to robust conversations and actual professional development.
Authors and employee development experts Beverly Kaye and Julie Winkle Giulioni agree and wrote Redeveloping the Individual Development Plan to address this concern. Instead filling out an Individual Development Plan once a year they recommend leaders initiate Iterative Dialogue around Possibilities (IDP) with their people. Working together, employees and leaders can embed continuous learning and development into their day-to-day work.
This new approach to IDPs relies on the following four key ideas that are easy to try out.
- Start a new conversation. Begin having regular dialogue focused on asking questions and exploring interests. Demonstrate sincere curiosity in your people’s interests and be open to their questions. Clearly demonstrate that you expect and are confident that everyone can learn and develop.
- Move away from complicated forms and plans and try development “Post-Its.” Simplify the process and make it an iterative and flexible approach that can be easily modified, re-sequenced, and updated.
- Promote possibility thinking. Encourage your people to be creative and unbound when they think about development. Ask to to build long and diverse lists of ideas and options for development to discuss and share. Facilitate team members working together to explore development strategies and experiences.
- Distribute development. Move development conversations and actions into the day-to-day work and communication of your team. Include updates and debriefing conversations into staff meetings, one-on-one meetings, prep time, and other regular work activities.
Together, you and your people can energize both the conversation and the action that is needed to continuously develop everyone in your workforce.
Pssssssssss – the dreaded sound of air leaking out of my tire. Nothing can ruin the best planned bike ride as a slow leak in my tire. I pump it up, it looks good but a few miles later I am slowing down. Stuck on the side of the road and the precious air that I work so hard to pump in is escaping.
Leaders face the same issue when building a diverse workforce. You work hard to expand your recruiting pool. Your organization weeds out selection practices that unfairly penalize diverse candidates. You hire an increasingly diverse team but you notice over time that you lose more of your diverse employees. All that work leaking away like air out of a tire! Now what?
Josh Bersin, principal, Deloitte Consulting LLP, encourages leaders to focus on providing training and support for all your people to make your organization irresistible , one that people won’t want to leave. Bersin cites research that reinforces the importance of development activities and opportunities for growth as a key determinant of retention, particularly for new hires. A starting point is formal training that leads to competence and success in their current role. Your willingness to provide the time and support of training demonstrates your commitment to your new employees. As important are the more informal development opportunities you provide through:
- Developmental and stretch assignments
- On-the-job training
- Lateral assignments
Focusing on professional development and formal and informal growth opportunities will patch the leaks in your organization and help you keep the people you have worked so hard to recruit and hire.
Best of 2014, first published on January 29, 2014.
Happy New Year’s Eve! Before you set your resolutions and goals for 2015 take time to look back, reflect and learn from what happened in 2014. How did you react to change, what worked well, what didn’t work as well? What do you want to continue to do in 2015? What do you want to do differently? Through reflection leaders can grow and not just repeat experiences — Todd Thorsgaard
Successful leaders are vigilant and pay attention to factors, large and small, that will have an impact on their people and themselves. It is almost impossible to not be aware of the key issues that exist in higher education that will be driving change over the next year. Yet as leaders it is also important to be continually scanning the entire environment and using that information to help you lead your people during change.
In conjunction with leadership consultant Sarah Bridges, we have created a Situational Awareness Worksheet that can be used to help you conduct an “environmental scan” to identify external factors that will need to be a part of your overall change leadership strategy. One factor when leading change is an awareness of the workplace culture. Each institution and each work team has its own culture but a recent article from the Society of Industrial and Organizational Psychologists provides a Top 10 List Workplace Trends for 2014 that can be used as a starting point when you scan your environment.
Trend #6, Integrating Technology into the Workplace, is one that will be very important in my work leading change over the next year. I have discovered that new technology often feels like a threat and that reaction can derail change efforts. What I view as a tech enhancement and a positive change is viewed as a condemnation of past practice and stops collaboration and change! Including that knowledge into the change plan ensures that it is not overlooked and the concerns addresses.
What trends will be most important for you as you lead change in 2014?
Posted in change and transition, Evaluation, Leadership, leadership development, self awareness
Tagged asking questions, blind spots, career development, Change, Charting the Future, Leadership, leadership development, leadership journey, questions, self reflection, self-awareness, vision
A key strategy for leading change is to empower others to take initiative to support an organization’s change vision and goals. And one of the most important ways a leader can accomplish this is by creating a climate where it is safe to make mistakes.
As we all know, one of the side effects of innovation is failure. You can’t be part of major change efforts without taking risks, and not all risks work out. How we as leaders deal with failure is critical to creating an environment that fosters innovation.
There’s a new trend among some creative companies – the “Heroic Failure Award.” This award is given an honored place along with the more typical recognition for success. The Wall Street Journal quoted an executive from one of these companies who believed that “if employees try something that was worth trying and fail, and if they are open about it, and if they learn from that failure, that is a good thing.” (Read the article here.)
A contributor to the Harvard Business Review blog made the case for failure even more strongly in a post on “Why I Hire People Who Fail“:
We don’t just encourage risk taking at our offices: we demand failure. If you’re not failing every now and then, you’re probably not advancing. Mistakes are the predecessors to both innovation and success, so it is important to celebrate mistakes as a central component of any culture.
Most of us have a hard time celebrating failure – our own or others’. This mindset may be holding us back from creating the kind of new and innovative solutions we need to address tomorrow’s challenges.
Can you identify a time when you tried something new, failed, and learned from it?
How do you typically respond to employees or colleagues who have failed?
Dee Anne Bonebright