- Purpose– Remember why you decided to make these changes. Focus on the benefits for yourself and others.
- Patience– Expect that you will fall back into old behaviors under stress. Give yourself a break and ask others to do the same.
- Practice– It takes about a year of consistent practice, feedback and accountability to sustain a behavior change.
- Plan– Who will be your feedback and accountability partners? How will you deal with setbacks?
“He is a genius with 1000 helpers,” the CEO said, quoting the business classic Good to Great to describe one of her direct reports. “He has to move from being a technical expert to a leader and focus on developing his people.” This is a very common scenario in my coaching practice.
When a technical expert who has been rewarded for his knowledge and results is promoted to a leadership role, he can feel woefully unprepared. That can lead to fear of failure and a tendency to fall back on what has served him well – being an expert who solves problems. Except that even a genius can’t solve every problem and a leader’s job is to coach and empower others.
How do you do that? A recent Gartner survey concluded that the most effective style for developing high performers is a Connector. Instead of being too hands-on or too hands-off, the Connector asks the right questions, provides tailored feedback and connects team members to others who can help them.
A technical expert is usually good at connecting dots. If he can evolve into a leader who connects his people to the right developmental resources, he will no longer be a genius with 1000 helpers.
Last month I described the results of a session on creating a “Secret Sauce for Successful Leaders”: vision, communication, confidence, positive role modeling, reliability, trustworthiness and transparency with generous dashes of encouragement, motivation, appreciation, fun, coaching, caring and steadiness.
In our “How to Avoid Burning Your Fingers” exercise, the group identified the following potential distractions to implementing that Secret Sauce recipe:
- External market factors
- Loss of business
- Morale / Negativity
- Safety or other incidents
- Resource management
- Personal distractions
Could you choose the perfect dessert for each member of your team without asking them what they want? Our last item on the menu for this session, “Why We Shouldn’t Skip Dessert,” explored the importance of celebrating successes in ways that motivate each individual. Here are some of the techniques that were mentioned:
- Positive reinforcement
- Involvement in decision-making
- Meaningful work
- Training & development
- Career advancement
I invite you to create your own secret sauce recipe, develop a plan to put the lid on potentially painful distractions, and serve each of your team members a dessert that will motivate them to succeed even in a challenging market.
I recently facilitated a session for leaders in the energy industry. Those of us who have worked in and around this industry for many years know that it is cyclical but that doesn’t make it any less painful when we’re in a downturn. We also know that leadership can have a huge impact on whether companies and people survive or thrive. Warren Bennis, an organizational consultant and author of many books on leadership, said, “A leader doesn’t just get the message across. A leader is the message.”
These were some of the ingredients the group identified in our exercise to create a “Secret Sauce for Successful Leaders” recipe: vision, communication, confidence, positive role modeling, reliability, trustworthiness and transparency. They also suggested adding generous dashes of encouragement, motivation, appreciation, fun, coaching, caring and steadiness.
Next steps included “How to Avoid Burning Your Fingers” – developing a plan for dealing with potential distractions that might prevent them from using their secret sauce — and “Why We Shouldn’t Skip Dessert” — celebrating successes in ways that motivate people. I will share more on these two topics next month but I welcome your questions or comments in the meantime.
I am celebrating the fifth anniversary of founding my executive coaching and team development practice. The time has really flown by because I love what I do. I have had the privilege of working with and learning from amazing clients. It has been incredibly rewarding to hear clients say, “My colleagues and my family can tell I have been working hard to improve.” That means they are getting it — and applying it in all aspects of their lives.
In the process of completing my certification in Organizational Dynamics, I was reminded of the importance of recognizing people who have had an impact on my career. Thank you to those who encouraged and supported me, those who challenged me, and those who tried to hold me back. I wouldn’t be here without all of you.
Have you acknowledged the people who have helped you along the way? It’s never too late …
Holding Onto the Seat
Do you remember learning to ride a bike? Your mom or dad probably held onto the back of the seat and ran alongside you a few times. Then they encouraged you to try it on your own. You wobbled a little before falling and skinning your knee. Depending on their approach, you either kept trying or you gave up until someone pushed you back outside and made you do it again.
But Not Too Long
In my coaching practice, I see a lot of leaders who are discouraging their teams by holding onto the bicycle seat too long and micromanaging. Understandably, they don’t want anyone to fail but they don’t realize the importance of encouraging people to learn from falling down. In these situations, I work with my clients to become effective leaders who equip people with the tools and support they need and then let them do their jobs.
Micromanagement or Motivation?
In the book What Leaders Really Do, John Kotter points out that, “Motivation and inspiration energize people, not by pushing them in the right direction as control mechanisms do but by satisfying basic human needs for achievement, a sense of belonging, recognition, self-esteem, a feeling of control over one’s life, and the ability to live up to one’s ideals.”
I invite you to envision what you and your team could achieve if you trade micromanagement for motivation.