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| CONTENTS: |
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| Section 1 |
- Topical Topics |
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This is the sixth in a series about what it is that characterizes a leader.
Me? A Leader?
While some leaders are appointed, formally designated and generally recognized, the vast majority are quiet, ‘unsung’ heroes who simply rise to any one of the myriad occasions we face every day.
Regardless, there are certain characteristics that leaders share. If you consider all the leaders that you know, whether they are current, past or future, real or fictional, well-intentioned or otherwise, and from different fields of endeavor, you’ll find common traits.
These are not magical qualities, reserved for the select few, but rather common abilities which just seem to come together when needed. We continue our exploration of a number of these characteristics over the next few issues of Polaris Digest. This month we will consider:
Confrontation . . .
I’ve never experienced a real leadership situation in any walk of life where there was no threat or manifestation of conflict and attendant confrontations. There’s an old adage, “We can all readily agree on where we need to go but we’ll always disagree how we are going to get there!”
The ability to surface and resolve conflicts is an essential skill in the leader’s tool bag. Too many would-be leaders fold at the first sign of conflict simply because they do not know how to handle the necessary confrontation. We can observe innumerable examples of how conflict can be handled yet without understanding the basic framework. So, let’s take a brief look at the structure of a resolution process that is effective in most situations.
A leader is someone who focuses the desire for change in others and creates a new reality. It’s in the latter part of this definition that the real challenge lies, for many people can focus a need – philosophers, teachers, consultants, coaches – but it’s the leader who must steer the difficult course towards the new reality, and that’s where the challenges lie.
As soon as change rears its ugly head, resistance is encountered. Change causes discomfort for us all and we don’t care for that. There are multiple opinions, options and variations to assess and select as we move forward and our respective past experiences will suggest to each of us that there’s always a better way – ours!
Our viewpoints and contributions may be solicited, but eventually one person will make a decision for a course of action – the leader. If our personal choices are not recognized or selected we can feel aggrieved and tempted to resist the proposed action. The result is conflict.
The metal of the leader is now to be tested. How s/he responds to such conflict is basically a situational choice but it will be seen, invariably, as a ‘personal attribution’ and then it’s ‘us’ against ‘them’! The leader must refocus attention on the communal objectives, agreed upon standards, available resources and individual commitment levels. This latter is often the ultimate bargaining chip. The stakes are high, for there’s not only our immediate success in reaching our objective at risk, but also longer-term credibility and confidence to be considered.
Consider the seven steps that follow as a template for confronting the issues involved:
- Focus on what the real issue is! Make sure that you do choose the real one, not one of several distractions which are bound to arise. If the subject matter relates to character traits or attributes it’s probably the wrong focus. The essential question to be answered could be, “Will resolving this specific issue make a real difference in our intended success?”
- Decide if this is the time and place to confront the issue. There’s a time and place for everything, they say, and very often the worst possible time to deal with an issue is when it’s first raised. The reason? Emotions are usually running high and all of the associated facts may not be available. “What are the consequences of deferring it?”
- Square down! Before any productive interaction can begin all of the parties involved need to feel safe. Those who feel threatened or pressured will respond defensively. We need a stable, secure circumstance to deal with the issues, so we must both soothe and boost a sense of individuality. “Are we ready to tackle the issues?”
- Define expectations and experience. The main opening requirement is to get at the facts and cement the common ground. Each party needs to state, as objectively as possible, what their expectations might be, as well as their interpretation of the realities being experienced. “How can we reach consensus on the ‘gap’?”
- Explore the consequences. Once the gap is defined - the difference between what is happening and what should be happening - we can explore all possible consequences to determine which, if any, could obstruct our progress and to what extent will this frustrate our goals. “What actual difference will each consequence make?”
- Enable solutions through consensus. Our task now, hopefully with a high degree of collaboration, is to consider every reasonable course of action that would mitigate the poor consequences anticipated. This is the time for creativity / innovation amplified by shared appreciation of our condition. “What are our practical options?”
- Request commitment and follow-through. There needs to be a firm undertaking by all parties concerned to a course of mutual action. If disagreements are barely under the surface still, then keep the action plan duration as short as possible. What we have to know is, “Will it actually happen; how will we all know we’re succeeding?”
So, ask yourself:
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“If this is my opportunity to lead, can I be sure that I’m addressing the right issues at the right time to make a real difference to our common outcomes?”
- “What can I say or do to make things safe for all, open to receive different experiences, and fully prepared to participate in defining a workable solution?”
- “How do I encourage fresh thinking, participation and involvement, accountability for defining an acceptable way forward and the commitment to move on to results?”
These are the essential steps to handling confrontations that are inevitable when change challenges are before us. Next issue we’ll look at the immensely valuable role played by recognition and reinforcement. Stay with us, please.
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- Among the last items to be discussed and agreed when adding a prospective new member to the team is the issue of compensation. If we’re not careful, it can all ‘come unstuck’! Dollars aren’t the critical issue, value is! So, ahead of time, define all non-monetary benefits (training, advancement opportunities, flexible time, etc) and match them to individual ‘needs’ during the interviews. Ask for individual salary expectations up front, while indicating salary range (entry/mid points only).Then, matching both market rates and internal parity, consider a balance of base and bonus amounts. Make your best and only offer just once, then add the non-monetary items.
Be prepared to walk away if the deal isn’t accepted. (‘Best offers’ aren’t negotiable).
- Are you aware of your unique skills and attributes? Do you have a clear and compelling Personal Brand? Are you presenting yourself to the right people, in the right way, and at the right time? Or are you like so many of us, anxious to move on and up but not quite certain what steps to take? Confucius said that a man can stand with open mouth for ten thousand years before a roast duck will fly in. You may need the services of a Career Coach – someone to assist you to define your goals, options, your image and strategies. Just for a ‘giggle’, why not take inventory? SquarePeg Solution has just such an inventory. Go to http://www.squarepegsolution.com/HowStrongBrand.html
- One vital set of tools for today’s manager is Project Planning and Management. Projects are increasingly complex, expectations are rising and resources are in scarce supply. Every manager needs to be familiar with planning cycles and scheduling methods like Gantt charts, PERT and Critical Path Analysis. If you’re involved in projects to any extent you’ll also need to include to master prioritization, standards setting, deadlines, tripwires, monitoring, reporting and promotional strategies. Take a look at Mind Tools’ excellent web-based newsletter for comprehensive guidelines and support at http://www.mindtools.com/pages/Newsletters/28Oct04.htm
- Busy? Not enough money in your training and development budget? Too involved to take time out for self development? Here’s a great solution for those who need to keep up with the latest thinking on people management techniques – HR.com. This very useful little site offers weekly updates to a comprehensive program of one-hour teleconferences on related topics - and they are free with registration. Having sampled a few, I can attest to their value – they’re definitely worth the time you’ll invest! Hey, why not try one or two offerings for yourself? http://www.hr.com/onlinelearning/
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The Situation Is Hopeless . . .
Have you ever felt this? The feeling washes over you like a cold wave when you’re already wet through and miserable. Nothing may have changed in your actual condition but you’ve just made the transition to a new ‘low’, and the momentum continues to suck you down.
It’s a terrible place to be and there are very few of us who would choose to stay there. The problem we face though is how to reverse the syndrome. Our resources and morale are probably at rock-bottom; we see confirming signs all around us telling us that this is the new reality; everyone else confirms that they have had exactly the same challenge – or they know someone else who did! And we’re expected to grab ourselves by the bootstraps and pull ourselves clear?
It won’t surprise you to know that every successful person has been there. In fact, there are those who’ll tell you that ‘success’ is a measure of how well you respond under these conditions – those who become successful being the ones who do pull themselves clear. This may have some truth in it, but inspiration probably won’t be enough to dig us out of the predicament in which we find ourselves. What to do?
Someone once told me that those who are cheerful, confident and optimistic obviously don’t understand the situation. Being an ‘introvert’ I have trouble relating to this, for I tend to create my own realities, albeit fed by what I observe around me. The choice is mine to accept what helps me and to decline that which doesn’t.
I’m also a firm believer in ‘eternal truths’ - the virtuous things to which I can contribute but which I cannot change because they are far bigger than I am. These include things like ‘Love’, ‘Truth’, ‘Principle’, ‘Life’, ‘Spirit’, ‘Intelligence’, ‘Soul’ and perhaps others. That part of me which relates to these virtues is ‘waterproof’! Circumstances and events cannot affect this component, and I think that this is the part of me that is worth preserving.
As an ‘introvert’, when I’m down I need a shift of focus – my focus. I will concentrate on these virtue components and rebuild my internal model of ‘reality’. Before you know it, I’m moving back up to the surface where it’s warm and dry. Were I to be an ‘extravert’, who sees reality out there, then I’d focus on the virtues in other people, especially those who have influence over me.
Well, it works for me and for a few others I know. Maybe it’s worth a try?
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| Section 2 |
- Talk Back |
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Dear Coach . . .
A selection of frequently-asked questions.
Q: A colleague is driving us nuts, what can we do?
I’m working with a colleague who manages a specialist department in our company and I am frustrated by his protectionism. The department is a key link in adding value for our customers and performs functions which are not only vital, but difficult to outsource.
The Manager is very controlling and resists any suggestions or offers of assistance that would improve the quality of that department’s contribution. He’s driving us nuts, what can we do?
Coach:
Shift your focus from the personality to the problem - the real problem.
- Define the real problem - which is likely a systems issue rather than that of management style.
- Help the manager (and the department) understand that the company is based on a service chain concept – that is, a linking of all internal activities, each of which should be adding value to the customer.
- Use a Big Picture approach (and “we” language ) to solicit their voluntary agreement to contribute to the total organizational service chain – helping them to define where their link is in the chain and the impact of their efforts – or otherwise!
- Caution – avoid “fundamental attribution error” - that is, the temptation to attribute all difficulties to characteristics or personality traits in an individual.
There are some situations where the individual is the wrong fit for the job. There are also situations where an individual’s character and style can get in the way of ultimate effectiveness and efficiency. The danger in both these situations is that we ‘write off’ the problem (every problem!) as ‘Oh, that’s just George”.
Q: We recently had an explosion in the office. Two individuals, colleagues, who have never gotten along, went ‘head-to-head’ on an inconsequential issue embarrassing themselves and everyone else in the process. As the department manager, how can I resolve this long standing issue and what can I do to avoid blow-ups in the future?
Coach:
Get to the root of the problem. The incident is not likely the basic issue. There may be a history between the two or it could be simply perceptual or value differences. Either way, the relationship is their problem. They must be persuaded to resolve it fully – once and for all.
Consider the following options:-
- Give them a date and time by which the relationship between them (and any friction) will be resolved. Emphasize that you will no longer accept any disruptive behaviours.
- Facilitate a meeting between the two of them where they will discuss their differences and agree on a ‘go-forward’ position. You should facilitate the process but do not, repeat, not become involved as an arbiter or judge.
This may be more effective and efficient if you gain prior knowledge of each of the individual’s positions. However, do resist taking sides! Just steer them to a more harmonious way forward.
End with an unequivocal statement of understanding that such behaviour and outbursts are both unprofessional and totally unacceptable. They must own the responsibility to control / moderate their behaviours. |
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The Right Questions .
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During a recent meeting on the topic of key person selection the comment was made, “We need to use the services of a specialist in assessment techniques; s/he will know the right questions to ask”.
Surely this is a central skill for all leaders / managers - to know what questions to ask and how to ask them? It’s certainly a most valuable skill set and, on reflection, perhaps one of the most neglected. The impact is extremely high, for if we don’t ask the right questions we’ll not gain the right information. This could be devastating!
The truth is that questions, whether for selection or other situational appraisals, are not obvious. They require careful thought and detailed planning if we are to get them right. We all have the basics, such as the difference between open and closed questions, and we’re likely familiar with the idea that questions beginning with “Why . . .” are likely to provoke defensive reactions.
Perhaps we also know that the proper technique for exploring the breadth and scope of an issue is a balanced positing of what? when? where? why? who? and how? The complimentary technique for insight and depth in an issue is to ask “Why?’ five times in succession.
But let’s look at broader strategies and a few samples that can assist us. When we are seeking or offering information of others we are best served by considering our intention before we set strategy or technique. For example, if our intention is to Qualify a topic – to find out how important it might be to another person – use ‘layering’ questions such as “Would you like the thirty second answer or the three minute version?” Be very careful not to overwhelm people with unwanted information if you can avoid it.
If your intention is to Define an issue you will want to construct a series of questions that penetrate the subject matter in a deliberate way. An example of this could be, “Who are your existing customers?” Then, “Who would be your target customers?”, followed by, “What constitutes an ‘ideal’ customer?” And lastly, “Who actually writes the cheque?”
Let’s say that your intention is to Clarify a situation. This means that you seek to understand the underlying motivations and principles upon which decisions and actions are going to be based. This is vital for those who, like SMEs, are so busy ‘doing’ and ‘surviving’ that they have little time to plan their future. Try, “What is your organization’s reason for being?” and “Why would you be missed if you weren’t here?”
If your intention is to gain Commitment from another, we can learn from the adept car dealer. If you want the business you must ask for it directly. So, straight to the heart of the matter, the salesperson who aspires to be Employee of the month will ask, “Are you looking to buy today?”
Another intention-driven approach is favored by coaches, counselors and trainers. It is designed to Confirm the effectiveness and/or efficiency of a stated position and to provoke a shift in attitude or perspective, “So, how has that been working for you?”
Validation is yet another intention that requires its own approach and example. When someone pitches you a ‘vapour’ deal – all smoke and mirrors – you need to cut to the heart of the matter to define and prove the real substance, so your question must be razor sharp and unavoidable. “Can you send me a proposal on paper?” will achieve this more often than not.
Lastly, one of my personal favourites is the Tag question, so ably demonstrated by the fictional detective, Lt Colombo. In practice it was successfully used as a clever interviewee completed an interview, having delivered all the right answers but having left a strong residual doubt. I thanked the person for attending the interview and walked him to the door. Then, in that casual, “just-thought-of-it” Peter Falk style, “So, tell me: why did you leave your previous job?” For the first time, the candidate let down his guard. “My boss was an *sshole!” Truth will out! The candidate displayed true colors and failed the interview. Don’t you just love it?
Keep your intentions clear and the questions structured before the interaction begins. You’ll be amazed at how much you’ll discover – without feeling in the least self-conscious. |
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This section is a guest column. Those with different and interesting viewpoints are invited to state a case on a related topic. Articles are most welcome – up to 250 words, please.
Gotta Like Accountants . . .
Unfortunately most Accountants seem to get a bad rap! Known as the ‘bad cop’, we frequently are criticized for enforcing rules and regulations that in turn, smothers creativity and freedom. Well I’m here to tell you the Accounting function is guided by a rule book that may be applied to other areas of business and that we can actually show levels of creativity in our everyday work.
The Accountant’s rulebook, also known as GAAP, contains some very simple guidelines that I believe can be utilized in other areas of business or even life in general. Some of these rules include:
- Be consistent and apply the same method from one year to the next and inform your audience if a change takes place.
- Be conservative, err on the side of caution and be fair and reasonable
- Materiality – if it makes no difference don’t sweat it!
- Be objective – try to apply an independent and unbiased opinion
- Follow the matching principle and ensure revenue streams are aligned with the associated expenses incurred
- Apply the business entity approach whereby business affairs should be separate from the personal affairs
- Apply the continuing concern principle and assume the organization will continue to operate into the future
But besides dealing with debits and credits, I think most Accountants can offer creativity - it’s just displayed in different manners. Talents include creating wonderful spreadsheets that can be called ‘works of art’ as they may dissect problems, tell a story, use various colour coding and font choices and can contain neat techniques such as pivot tables, hyperlinks and data filters.
So next time you think that the Accounting department are a little on the anal side, or if you experience ASPM when you are near an Accountant, please think again!
That’s my thought of the day . . . from an Owl’s point of view!
Janet Knight, Controller, Hamilton Port Authority
P.S. if you are unfamiliar with ASPM just call David Huggins!
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| Section 3 |
- On the Horizon |
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Emerging Trends & Developments . . .
Happiness and Growth Count . . . Big Time!
The new catchword in organizations is “engagement”. All the research organizations are publishing similar statistics: Workers aren’t happy, and they will vote with their feet if things don’t change. The Society of Human resource Planners say that eight out of ten of your employees will jump ship when the economy ‘lights’ come back on. This will hurt!
Savvy organizations will invest time, money and other resources on this issue. The savviest among them will find ways to hold managers accountable. Organizations that can increase engagement will gain a competitive edge over those who can’t!
In a similar vein, the mantra of the emerging workforce is, “Develop me, or I’m history!” People are building their portfolios and strengthening their resumes. It may seem counter-intuitive, but helping them to grow as individuals will help you to keep them. Encourage your managers to hold periodic developmental conversations with key staff and train your staff in ways to hold up their side of those conversations. You’ll be glad you did!
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Opportunities & Challenges . . .
Relaxation . . .
While some “A” types do their best work when under extreme pressure or stress, most of us will perform best when relaxed. Psychologists have demonstrated consistently that sustained tension, both physical and emotional, causes deterioration in focus, output, contribution, quality standards and creativity and innovation.
Such tension also has an impact on health and longer-term well-being. The results include reduced immunity, diminished healing capabilities and higher blood pressure, among a legion of other totally undesirable effects.
The answer, according to Dr Herbert Benson in his classic book, “The Relaxation Response”, is simple, within our personal control and very practical. There are many organizations that have introduced Dr Benson’s elegant techniques and who see a direct impact on the bottom line.
Of course it’s necessary to eliminate the negative effects of stress by removing the basic causes – the stressors that each one of us has accumulated over time. Practicing a healthy life style will also go a long way to improving our resilience and recovery time when we are under pressure. Beyond this, says Dr Benson, since we’ll never remove it all, we need some ‘first aid’ treatment. Here’s his prescription:
- Sit quietly in a comfortable position (stationary vehicles and toilets are good!)
- Close your eyes (don’t attempt this when driving or in management meetings!)
- Deeply relax your muscles, starting with your feet and progressing up to your face.
- Remaining relaxed, breathe through your nose and become aware of your breathing pattern. When you’ve breathed out say “ONE” silently (breathe in . . out, “ONE”, in . . out, “ONE”, repeat). Adopt a rhythm that’s natural for you.
- Continue for ten minutes: stay seated, slowly open your eyes. Resist standing up immediately.
- If distracted or interrupted, return to breathing and “ONE”.
Plan to do this twice every day, for just ten to fifteen minutes, and see the difference it makes. The same technique will help you sleep, prepare for stressful events, wind down after a heavy event or day, focus your mind before a challenging task or simply serve as a ‘power-break’. Do try it – it really works! |
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Who Develops the Developer?
Richard has been an enthusiastic mentor and coach for his people ever since he took the reigns as Director of Finance. Every quarter he schedules an extended coffee break or working lunch with each staff person to discuss individual growth and development plans. His people appreciate his interest and encouragement and most of them respond well to his interventions.
The results have been noticeable. Already this year, three of his key people have been selected for promotions and special assignment. While this placed a burden on him for re-staffing and orientation training, he’s never had a problem in attracting and retaining good people. In fact, there’s a ‘waiting list’ which contains both internal and external candidates.
But what can be done with Richard? How can he be guided and stimulated to develop his knowledge, skills and abilities? Yes, there are the professional sessions arranged by his Institute, usually on topical issues and developments. In addition, there are the industry conferences and symposia that occur annually. They are not a coherent plan, nor are they responsive to his particular needs and they are insufficient.
There are emerging trends in training and development that can contribute. One of these is tutorials through ‘distance learning’, webinars and teleconferences. Richard doesn’t even have to leave the office in order to gain up-to-the-minute briefings on a wide range of professional and technical subjects.
Also there’s ‘network learning’ where peer groups are brought together, in person and through technology, to explore and discuss concepts, application strategies and implementation options among a cadre of like-minded individuals from different organizations. This is equivalent to ‘best practices’ in systems and programs.
Then there’s the Executive Coach whose role it is to guide and stimulate Richard in the practical use of leading edge ideas and practices within the context of his current and future roles. Enlightened Coaches are very spontaneous and readily available on demand these days.
All Richard needs is a personal route map for the future and all these methodologies can be applied as a cohesive personal action plan. Add periodic reminders, reinforcements and rewards and you have the Polaris Master Coach program! Richard has been lucky enough to find it and he’s ‘cooking with gas!’ What about you?
It may be the right program for you, too. Polaris Master Coach can offer a great deal for the senior corporate leader / manager or for the SME leader / manager who’s ready for growth. The networks alone are worth the price of admission, and a relatively small investment pays back within three to six months.
Contact us for more details – we’d love to have you join us..
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Harness the power of a sparkling new thought every week. By subscribing to our "Reach Out" service you'll receive a short, high impact, motivating and often provocative quotation every Tuesday morning. It will lend focus to your week, stimulation for your thinking, insights into your whole life and perhaps even solace for your soul.
Best of all, it's free! Take a moment for yourself and make room for a little refreshment. http://www.reachoutdirectory.com
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| Section 4 |
- Secure Site |
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Polaris Participants . . .
Polaris members are invited to visit http://www.polarisprogram.com/members.php to review the modules for Work Out 1:
- Operating Strategically – Understanding Strategy
- Operating Strategically – Analytical / Logical Thinking
- Influencing Others – Understanding Differences 1
and the modules for Work Out 7:
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Personal Organization – Schedules and Priorities
- Obstacles and Setbacks – Principled Negotiation
- Integrity & Ethics – Affirming Authenticity
Preparatory readings for Work Out 2 (November 30th) will be e-mailed and posted no later than November 23rd, covering the topics:
- Operating Strategically – Levels and Quadrants
- Influencing Others – Understanding Differences 2
- Focusing Principles – Self Regard & Awareness
Work Out 8 (December 2nd) will also be e-mailed and posted by November 23rd. Our topics will include:
- Implementation – Personal Strengths in Action
- Obstacles & Setbacks – Adaptability and Resiliency
- Integrity & Ethics – Personal resiliency
Please set time aside for your preparatory work, and call your coach with any questions and comments. |
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Be kind to yourself - and to someone else! |
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Stay well, live long and prosper.
David Huggins and Amanda Levy
Andros Consultants Limited
http://www.andros.org
Helping individuals and organizations be their best
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