Tag Archive for: Teams

That meeting is costing you more than you think.

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Your presence in certain meetings isn’t helping. It’s editing.

 

As a senior leader, what is your impact on meetings?

You’ve probably done the work of cutting low-value meetings from your calendars. Have you ever looked at what your presence in certain meetings is costing the people around you?

When a Director or VP or someone even more senior shows up to a working session or team meeting, the room changes.

The meeting becomes a performance

Debate narrows. Decisions that were forming get pushed aside. Most people in the room are managing up instead of solving the problem. Instead of a working session, and the real conversation happens afterward in the hallway.

I’ve seen this happen in so many meetings I’ve been in. It’s not about intent — most leaders attend these meetings because they care about the work. It’s about effect. Presence at the wrong stage of a decision doesn’t improve the outcome. It can shortcut the thinking that makes good outcomes possible. 

On a project years ago, the team I was leading had gotten into a rhythm and were making real progress. Then my boss came in the room. She asked questions we’d decided upon weeks ago, added ideas she saw as helpful but lacked context. My team shifted almost immediately to make her happy, rather than make the right decision. It then took us multiple meetings to get back on track.

The practical fix isn’t to become less engaged.

It’s to be more deliberate about what kind of engagement a given moment actually needs — input, oversight, or a decision. Those are three different roles, and showing up the same way to all three is where the cost accumulates.

Two actions worth taking this week

  • Audit the recurring meetings on your calendar and identify which ones you attend out of habit rather than necessity.
  • Then pick one working session where your team is developing a recommendation and don’t attend — let them bring you the output instead. Notice what’s different about what they bring you.

4 Must-Do Items on Every Leader’s January Checklist

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We’re starting another year. Like any other, it will be filled with opportunities and challenges, achievements and disappointments, zigs and zags. During these first couple weeks of the year, position yourself and your team for success in the months to come. Here are 4 actions that will help you start the year personally centered, organizationally aligned, and ready to go.
How can you and your team get off on the right foot in 2023?
Reconnect to your North Star.  What is your big “why?” Why do you do the work you do? How is it helping you live your values? How does your work advance your personal and career goals? Your business goals? What needs to change to move you further along this year?
  • There are hundreds of tools online to help you do this.  Here’s one.

 

  • If you’re already sure of your North Star, here’s a quick tool for moving you forward: with your north star in mind, create a “Start-Stop-Continue/ Improve” list. Focus on specific behaviors like “start spending 5 minutes preparing for every meeting/discussion by writing down how it aligns with my purpose and my goals and the top three things I want to accomplish.” Or “stop complaining in front of my team and focus on solutions.”

 

  • No matter what you do, write your thoughts down and put an alert in your calendar to check in with them on at least a quarterly basis. As this year ramps up we will be distracted by fire drills, urgent requests, and changes in plans. Aligning to your North Star will allow you to focus more fully on adding value and saying no to non-value-add activities.
Clarify goals.  For many of you, December and January are about setting annual goals for yourself and your team. Make sure you and your team are clearly aligned. Engage your team members in individual conversations about how frequently they want to check in on goal progression and the best way you can support them. Also, decide how you will reprioritize when inevitable change comes along. Even if you did this as recently as December, a quick check-in is important. People lose focus over the holidays, things change quickly and clarifying expectations at the beginning of the year leads to better alignment and happier team members.
Assess your personal routines.  Research shows that having routines can allow us to be more creative.  By creating routines around repetitive leadership tasks, we are able to direct our free cognitive resources to learning and creativity.  What are your current routines? What else could you routinize? For example, set up ‘do not disturb’ on your messaging while you’re doing concentrated work.  That way, responding to messages becomes routinized, and you’re able to respond at a time when you can focus more fully on the messages. Another way to improve your leadership is to consider your daily habits… what do you do almost without thinking or planning? What should you start/stop/continue?  Here’s a great list shared by 21 executives.
Do a mental health check.  How are you feeling as you start the year? Take an honest look at your emotional and mental health. Many of us are energized and ready to go. Many others are still feeling overwhelmed, burnt out, and daunted by what lies ahead of us. Commit time each day to taking care of yourself. Go for a walk. Connect with friends. Read. Do something that feeds your energy. Your company likely has confidential resources that you can access to help you understand and improve your health.
Being intentional around these four areas, you’ll position yourself for a great start to 2023.
What else do you do to start your new year with intention?

Why Going Back to The Office Might Not Be Such a Bad Idea After All

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Let’s face it – the world of work is unlikely to ever be the same again. Most companies that have been remote over the last two years are unlikely to ever require 100% office attendance of all their employees. And that’s a good thing.

No two employees are exactly alike.  They have differing capabilities for working productively at home, and different work-life balance needs. Companies are recognizing that one size doesn’t fit all. The best companies will find ways to accommodate the best talent. And every company will make decisions about how flexible they want to be. Likewise, every person will make decisions about which organization is the best fit for them.

Even with this increased flexibility, there are benefits to going into the office … at least a couple of days per week:

  • Your career – good companies will work to create a culture where your work location doesn’t dictate opportunities. All other things being equal, there will still be an unspoken bias that favors those who come to the workplace more often than their peers. For most executives and managers, this won’t be consciously planned. It’s just human nature.  People give opportunity to those they trust the most. And trust is built through relationships. Relationships that include face-to-face time are typically built more quickly and deeply. Grabbing lunch, a chance meeting walking down the hall, or popping into their office for a quick chat. That VP who just hired you? You’re sitting in her office and notice that picture off to the side with her golfing friends and begin a discussion about your favorite courses in the area. Those are meaningful ways that people develop closer personal ties. And they happen more effortlessly and more deeply face-to-face.
  • Your sanity – some people don’t miss going to work one bit. Maybe it’s the commute. Or you’re a complete introvert and don’t need or want social connection as much as the next guy. It could be you’ve just gotten used to the convenience of crawling out of bed, pouring yourself a cup of coffee, and firing up the laptop. Most people, however, need social interaction to maintain their mental health. Covid has been difficult for all of us for numerous reasons and social isolation is a big part of it. Even if you have a bunch of friends that you’ve been able to stay close to for the last two years, being at work provides a greater variety and number of interactions – both of which are healthier for most people. And sometimes we just need to get away from our home because there are distractions that we need a break from. For some people, there are times when “quiet time” to reflect and get things done is more doable at the office than at home.
  • Your options– being at work at least part-time opens up options that aren’t as easily available if you work from home full-time. Here is a partial list of things that are often done more easily, effectively, or enjoyably from the office:
      • Collaborating on the fly
      • Improving your health as you get up and move around. (It takes many more steps to go grab a coffee or lunch at the office than going to your kitchen.)
      • Work / life balance: the kind where work ends when you walk out the door, not when you finally eat dinner or go to bed
      • Networking before, during or after work
      • Developing a new set of daytime acquaintances that aren’t tied to family and “weekend friends,” which promotes mental health
      • Shopping for the perfect gift at that cool store around the corner
      • Celebrating team and individual successes, holidays and birthdays, and important milestones like promotions and retirements

There is no question that returning to work will also be difficult for many people, and that’s to be expected. It was a big change when you abruptly started staying home and it will be a big change if and when you go back to the office, even if only for a day or two per week. There are steps you can take to help yourself prepare and adjust once you’re back. And make no mistake, your attitude toward going back will impact how hard it is for you to return.

No one is better at gauging how to best meet your personal and professional needs than you are. And that’s why taking a second look at what you’ve gained… and lost… over the last two Covid years might lead you to a more nuanced view of the benefits of going back to the office at least part time. Even if it’s not your choice, appreciating the silver lining is good for your mental health and probably your career.

Who Are We Today? Who Do We Want To Be Tomorrow?

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Three weeks ago, I had the pleasure of working with two executive teams. Their businesses are very different.  One is over 20 years old with almost 4000 employees.  The second is a start-up driving towards commercializing its first product.  While different, both of them were exploring a common question.  Who are we today and who do we want to be?

In both cases we started with who the team wanted to be so we could frame that sometimes more difficult conversation – who are we now?

Answering this question requires that these executives become aware of and more comfortable with the answers to several other, deeper questions about themselves and the team:

  • Do we fully understand who each of us is?  Do we understand how each of us filters information, makes decisions and communicates?
  • Are we aligned around a common vision of where this company or department is going?  And how are we, as a team, are leading it? This may seem obvious, but misalignment amongst leadership is a common cause of organizational dysfunction and average performance.
  • Are we role-modeling the characteristics we want this organization to exhibit?
  • How are we pushing each other to step out of our comfort zonesin a productive and effective way?  Innovation doesn’t happen when everyone is comfortable.
  • How do we provide impactful feedbackto each other so that we increase the team’s effectiveness rather than diminishing it?
  • What about when the inevitable happens – when we’re sometimes annoying each other? Are we avoiding certain people?  Aggressively confronting them?  How well is it working? There’s a third option that gets better results.

Why so many questions?  Because good answers require good questions.  In today’s environment, personal and organizational curiosity is a prerequisite for leadership and business growth.  And if you’re not digging deeply…, you’re limiting the depth and speed of your growth.

Which Blind Spots are Hurting You? Your Team?

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“Knowing yourself is the root of all wisdom.”
– Socrates –

One time when working with a coach to prep for a job interview, I was videotaped.  I was completely unaware of some of the things I was doing.  With the help of the coach I was able to see the behaviors that could interfere with my success.  I was made aware of my blind spots.

The most successful leaders I work with are always looking for ways to continue improving, and that includes uncovering and addressing blind spots… which often change over time.

Blind spots can be feelings and thoughts we have, mental models we employ or behaviors we exhibit that we aren’t fully conscious of.  Or behaviors that we just aren’t aware are producing a negative result.  These could include overestimating your change agility or being too data driven.  Perhaps relying too heavily on your own enthusiasm for a project, or not knowing about a new market disruptor that is about to impact your business.  And we are all familiar with leaders who don’t see how their communication style is impacting others.

Not understanding your blind spots can significantly limit your success as a leader.  It limits your team’s performance.  It can even cost your company its market and customers. 

Some leaders don’t understand that they are shutting down innovation or new thinking.  I work with teams all the time where performance is hurt by members who don’t realize, for example, that they’re interrupting too often, or conversely, not vocally contributing enough.

Kodak famously had a blind spot about the impact of digital photography on their market.   They chose to do nothing with the very technology that was invented by one of their own engineers in the mid-1970’s. From the executives’ viewpoint, they were incredibly successful.  They dominated the market.  Why worry?

Other people usually see your blind spots long before you do, so you don’t want to be unaware of them for long.

One of the best way to discover them is through frank feedback from others, coupled with self-reflection.  Here are three approaches to gathering feedback that, when used effectively, will uncover your blind spots:

  • Conversations focused on feedback.  You may be thinking, I’ve asked people to give me feedback and I don’t’ get any.  Don’t discount the fact that you may be getting feedback, but it’s either too subtle or you’re not tuning into it. Remember – it’s a blind spot. And many people are reticent when given general invitations. Can I really give feedback about anything?  It’s more effective to ask for feedback about specific situations or behaviors.  If you’re having trouble with employee feedback, ask a peer you trust.  If it’s a team issue, ask someone who worked with you on another team.  Finally, if you’re known for not asking or for not reacting well to feedback, it’s going to take a while.  Be patient.  Keep at it.
  • Formal 360 feedback.  Handled correctly, this can be a powerful tool for collecting feedback because it is often gathered by someone other than you and then shared with you. This can help people feel safer about sharing what may be unpleasant for you to hear. I use a mixed approach of a survey tool and confidential interviews to help the executives I work with gain a 360 perspective.
  • Validated, reliable self-assessment toolsthat generate in-depth feedback about your personality preferences.  They are predictive of how you typically behave in various situations. I’ve found Insights DiscoveryTMto be one of the best of these tools.  It’s easy to use and utilizes a straightforward framework that generates nuanced, personal results.

Simply becoming more self-aware and identifying your blind spots is not enough.  You can know that you’re coming across as a jerk and still continue to be a jerk.  You need to be purposeful in applying that awareness to your own improvement.  Some people refer to this as mindfulness – being self-aware and acting with intentionality.

Follow up on your new awareness with an intentional approach for development.  It should include:

  • Yourself through coaching or numerous different learning opportunities
  • Your team through conversations focused on how each other’s strengths and blind spots impact the team, as a start
  • Your organization through purposeful development of a culture of self-awareness and intentional action.

There are a number of strategies and techniques you can employ to overcome blind spots.  If you’d like to continue the conversation, please contact me at 978-475-8424 or e.onderick-harvey@NextBridgeConsulting.com.

5 Tips for Handling a Bad Situation

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How should you handle a bad situation?
Facebook is facing a crisis. Cambridge Analytica used 50 million users’ personal information without their permission to create targeted campaigns during the 2016 presidential campaign. Users want answers. The media wants answers. Congress wants answers. Still, during this storm, Facebook’s CEO Mark Zuckerberg was conspicuously absent. From news accounts, it’s not just that he wasn’t appearing in public. He also seems to be invisible internally. One news account was speculating that we had more concern about protecting his brand than facing the bigger issues. He broke his silence yesterday, after #WheresZuck took over social media. By not being present, his leadership brand has taken the hit.
Crisis situations (and even garden-variety mistakes) often involve rapid rates of change in stakeholder perceptions and actions. How should leaders handle it when things go wrong? When poor decisions are made? When they simply make a mistake? Here are four tips:
  • Get in front of it. News travels fast these days. Whether it’s through social media or the good old fashion office grapevine, people will know something has happened. Don’t wait to acknowledge the issue.
  • Own it. I very vividly remember sitting in a meeting with a CEO and his team. The CEO called one of his directs out about something that didn’t go well. The leader’s response was simple: “I made a mistake. Here’s what I’m doing to resolve the issue.” No hemming and hawing. No blaming. And, this admission didn’t tarnish his reputation. It continued to elevate it. Both before and after, he was consistently regarded as one of the best division heads in the company.
  • Keep people informed. For a situation like the one Facebook is dealing with, there is no quick fix. A multitude of conversations are happening and decisions need to be made out of the public eye. That said, employees and customers need to know that something is happening. Whether the mistake is visible to 1 person or millions, they need to know that something is happening. And, avoid the platitudes. “We’re in discussions” or “We’re assessing the situation” sound like corporate-speak. Treat people like the adults they are. Even if there is no decision or resolution yet, people need to know what has been done and what your general goals are for resolution.
  • Take the heat. It’s likely that there will be unhappy people in this situation. Even senior executives shy away from conflict and are known to avoid situations that involve a strong negative reaction. However, leadership means that the ‘buck stops here’. People need to know that you understand the situation. And not not just on an intellectual level but that you acknowledge the emotions involved. Don’t just talk about the facts, allow space for the feelings. “We know that some people are frustrated by…”
  • Say “I’m sorry.” Or, “I take responsibility.” Or, “I apologize.” But only if you mean it. Leaders are successful, in part, because of the actions they take, the decisions they make, and the results they get. That success can make it hard to admit that what you did or how it turned out had a negative impact or hurt people. Trust is the foundation of leadership. Without saying those two or three small words when it’s needed, that foundation will erode. You could end up being labeled as that person who thinks he or she can do no wrong.
How have you seen leaders handle bad situations?

Is 20% the Number?

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How hard is it to get 100% of even the smallest group of people to agree on anything, never mind a whole company? We’ve all struggled with that dynamic. But when it comes to culture change, Konica Minolta CEO Shoei Yamana believes the number is a lot smaller:
“Across a big company it is impossible to get 100 per cent of people to change. But you only need 20 per cent of the people. If I can do that, I am 100 per cent confident I can change the whole company.”
Last week, the Financial Times asked me to share my perspective on culture change. Their How to Lead feature was a profile of how Yamana is moving Konica Minolta past 140 years of success into a new business model. I shared my perspective in their companion piece Ask the Outsider. While his journey is focused on leading a traditional, 45,000 person, Japanese company through a major shift, his insights can help anyone who is trying to change mindsets in their team, department or company.
  • Give the words meaning: In the article, Yamana highlights the importance of telling evocative stories to paint a picture. It illustrates and reinforces behaviors that supports the new culture. He cites some actions taken by staff to meet a customer’s desire to see digital stars in their hospital room. By telling that story, he makes the ideas of nimble and customer-focused real.
  • Make people hungry: Complacency is the enemy of innovation. In it’s long history, Konica Minolta was focused on making products without regard for whether it was something the customer wanted or needed. The company wasn’t hungry to do something that was truly breakthrough. Success was simply assumed until Yamana no longer made it acceptable.

 

  • Change who you see as competition: Konica Minolta couldn’t rely on its past. Success was getting in the way of the future. Rather than positioning the company against its traditional competitors, Yamana positioned start-ups and industry disruptors as the competition. That shift, along with putting the customer at the center of their conversations, is changing how the employees at Konica Minolta see their roles.
What do you think? Is 20% buy-in the tipping point for change?
At NextBridge, we advise leaders and leadership teams on successfully changing their organizations and cultures.
What conversation would you like to have? Call me at 978-475-8424. I’d love to hear what you have to say.