- Revisit your strategic objectives: Remember those objectives that were set at the beginning of the year? Have things shifted, are they still relevant? If not, what has taken their place? Check-in with your boss, your team, and your peers to ensure you are in agreement on what’s most important to achieve between now and the end of the year.
- Map the next ten days: A few months can feel like a long time or no time at all when you’re thinking about achieving results. I’ve started using a planning system that pushes me to create 10-day objectives that map to key goals and strategies. It has caused me to pause, step back and really think about and then focus on what the most valuable use of my time is over the next two weeks.
- Manage Your Energy . Along with those 10-day objectives will be daily to-do’s that pop up and can’t be ignored. Be mindful of what time of day you are at your best. Allocate your time so that your most important work happens when you are at your best. Use the first 15 minutes of your work day prioritizing and planning for the rest of the day.
- Think sprints not marathons: David Rock, co-founder of the NeuroLeadership Institute studied thousands of people and found that we are really only focused for about 6-hours a week and our goal should be short, bursts of distraction-free work. So rather than saying, I’m going to close my door and be focused for the next 3-hours, make a commitment to shut everything else out for 30 minutes. This will give you 5-minutes of transition time at the beginning, 20 minutes of deep focus and 5 minutes to ramp up to what’s next.
- Reward yourself: Multi-tasking is automatically rewarding to our brains. After one of your sprints, take a couple of minutes to do something rewarding. Take a walk, call a friend, grab your favorite coffee and think about how great it felt to have those few minutes of complete focus.
Developing a Change Leader Mindset
- The experience is multi-dimensional: People experienced the eclipse through what they saw, the temperature of the air, the sound during the total eclipse, and more. Companies people love aren’t just defined by a vision, mission statement or set of values that are posted on a wall. That vision, mission and values are experienced in a multi-dimensional way, from what you see in the office design, to what you hear people saying, to the buzz you feel when you walk around.
- It’s rare or at least unique: Companies people love provide them an experience that is difficult to replicate. Others often look to these companies to try to recreate the culture. What they find is that it’s not something you replicate. It is something the company needs to define as uniquely theirs.
- There is a sense of meaning: The eclipse was meaningful to many people for many different reasons. Some were drawn from a scientific perspective (a group of scientists boarded plane so they could be among the first to experience it). Some were drawn because it was an event they could share with millions of others. Some viewed it from a spiritual perspective. Companies people love create a connection with what their employees (and potential employees) find meaningful.
- It’s a shared experience: Those who work in companies people love have shared experiences that define who the company is. In some, it’s the way they onboard people (I wrote about my brother’s experience at Apple a few years ago). In others it’s the way people are recognized no matter their level. For some, it’s meeting the patients their therapy impacts. Those shared experiences live on after people in these companies move on to other jobs. You see them in active company alumni networks. They share common stories. And, they often say working there was one of the best experiences of their work lives.
- It creates anticipation about what great thing we’ll do next: After the eclipse, many people described it with one word – wow. And, at least in my house, we were talking about when the next one would occur. When you experience an event that takes you out of the ordinary, as many companies we love do, you want to know what the next great thing is and how you can be a part of it.
You know, I’ve occasionally caught myself saying ‘change is hard.’ I’ve recently seen an interesting new insight into the power of language during change or transformation. In an article on HBR.org, Nick Tasler discusses the negative bias we create when reinforcing that change is hard.
For decades, we’ve heard statistics about how infrequently change initiatives and transformation are successful. We hear that 70% of them fail. We hear that 50% of mergers don’t achieve their desired results. In addition, we’ve all had our own experiences with changes that have had varying degrees of success. The message this reinforces is that change must be really hard.
What Tasler argues is that part of the reason change is often not successful is that by saying it is ‘hard’ we are creating a negative bias that impacts the actual outcomes. He recommends that rather than focusing on the difficulty of change we should focus our messaging and conversations about the effort involved in change.
Let me give you an example. We all know that part of success in any endeavor comes from the effort you put in to it. Some pursuits are more difficult and require more effort than others. Completing a marathon takes more effort than jogging around the block (although for some of us, they both seem daunting). However, we usually believe something is achievable when we focus on putting in some effort rather than simply focusing on how difficult it is.
At NextBridge, we focus on helping our clients successfully change and transform. We help clients think about the effort needed for successful change and help them achieve it. I encourage you to think about change that is impacting you. Are you focusing on the difficulty or the effort?
Our last three blog posts have outlined collaboration challenges and solutions. In this fourth and concluding post, we’re talking about the role the organization plays in making collaboration work. The way you design your organization — your rules, tools and people practices — has a substantial impact on how effectively you and others collaborate.
What is the collaboration culture like in your organization? Are the ‘rules’ about collaboration mostly unspoken or informal? They shouldn’t be. Organizations that thrive in our fast-moving business environment tend to be intentional about how collaboration takes place.
A good place to start is to look at your decision rights – your framework for the decision-making process in your organization that includes who makes what types of decisions. Effective decision rights/governance structures include guidance about who and how people collaborate on decision-making. A lot of collaborative effort may not seem to be directly linked to organization-level decision-making. But embedded in the day-to-day collaborative work everyone does are numerous decisions which should follow from and support those higher-level decisions. Being intentional about decision-making clarifies, streamlines, and improves collaboration.
I’ve run into many organizations over the years who, when I ask them to describe their culture, use the word collaborative as one of the first descriptors. What that means need to change as your organization grows. Small start-ups often thrive in a culture where everyone is involved in everything. Different perspectives and viewpoints create energy and momentum. However, as the organization grows, continuing to live by the ‘involve everyone’ mantra actually slows momentum, delays decisions and creates roadblocks. You need to establish and adapt your culture’s norms around collaboration. The more complex your business, the more you need formal decision rights.
Some questions for further thought… Is your organization structure designed to facilitate the right level of collaboration and drive effective, timely decisions? Are your senior leaders all explicitly on the same page and do all your leaders have the right knowledge and skills to leverage decision rights?
There is no shortage of technology tools designed to facilitate collaboration, with more on the way. And with good reason. Used effectively, such tools can improve collaboration, enhance productivity, and accelerate innovation, among other things. We’re not experts on specific tools, so we’ll leave questions like functionality, platform and scalability to others. However, there are significant ramifications for what you choose, and some consideration for how you do it.
(1) How does your choice align with your business strategy? Are you looking to acquire businesses over the next few years? Are you looking to rapidly expand globally? Are you about to take on new products and services that impact what types of projects you run or the talent you hire? Make decisions based not just on your current challenges, but on your future ones.
(2) What problem(s) are you trying to solve? Or put another way, what are you trying to accomplish? More effective sharing of resources? Better decision-making? Improved communication? It’s easy to say “all of the above,” but what specifically does that mean? This should be one of the first questions you ask, and then dig deep on the answers.
(3) How will your choice impact users? Is the tool great for one group, but not another? What will the transition to the tool require of users? What do they lose in the changeover and how will it impact their work? Does the new tool fully compensate?
(4) How important is it to standardize your tool set? Issues arise when the organization allows every group or business unit to determine what its tool of choice is. Then you have certain groups that can easily collaborate while others either have to spend time learning multiple tools or work around tools which don’t integrate effectively. Even organizations that don’t want to mandate tools and technology will benefit by standardizing or integrating their collaboration tools.
Not only are high-performing organizations clear about decision rights and what that means for who and how people collaborate structurally, they tend to be clear about what it looks like behaviorally.
When you consider all the practices that we could discuss here there’s enough fodder for multiple pages. Boiled down, here’s my mantra… Define it. Communicate it. Integrate it.
Communicate it. Starting at the top, let people know what’s expected of them. “Here’s what our company believes in and expects when it comes to collaboration.” Make it a formal part of things like project charters, personal goals and feedback discussions.
Integrate it. From competency development and selection to performance management and training, ensure that the organization places the appropriate priority on collaboration. Furthermore, it’s critical not to send mixed messages across practices. In high-collaboration cultures, it’s not uncommon for goal-setting, development activities and formal recognition programs to reinforce collaboration. And yet, performance management and compensation practices don’t always support it. Research shows that about 20% of an organization’s “stars” don’t collaborate. They hit their numbers (and receive kudos and raises for it) but don’t do anything to amplify the success of their colleagues. That hurts the business in the long run.
In a world where collaboration is increasingly essential for business success, how you collaborate can create competitive advantage. If you’re mired in slow decision-making, faced with abundant project bottlenecks or losing good talent because of “collaboration burnout,” then you’re not staying ahead of the curve.
Properly leveraging rules, tools and people practices makes a huge difference in how well you collaborate and how smoothly your business functions.
To read the other blog posts in this series go to:
Collaborate The Right Way and Free Up 20% More Time
Solution #1: Over-Collaboration: Be More Intentional About Meetings
Solution #2: Over-Collaboration: Better Skills and Behaviors