Susan Scott's Blog, page 73

Fierce Tip of the Week: Delegate, Don’t Dele-Dump

What does “delegate that” mean in your organization? For most organizations, that statement means get rid of a task you currently own as fast as possible.

Often times, this is more of what one of our clients fondly calls “dele-dumping”. This is when you say, “Let me take all of these tasks that waste my time and throw them on your desk.” This may be accomplished without making eye contact as you run away as fast as you can. It is almost like a drive by.

The thing is: Delegation is an often misused or under-utilized form of development – whether in the office or at home.

When you look at delegation that way, it may get some juices flowing. What is currently on your plate that if someone else had that responsibility, you would be freed up to take on something else? In that circumstance, both people have more opportunity to grow.

And don’t worry individual contributors, if you don’t have someone to directly delegate to, then you can get resourceful about new things you want to take on while looking at what can be streamlined or changed that is on your plate.

This week’s tip is to reflect on your current responsibilities and highlight three that are no longer the best use of your time. Start to have the conversations about shifting those to someone else in order to free up your time for new things and ALSO help you, your team, and your organization grow.

If you start to look at delegation as development, you may be less inclined to run away when someone says, “I have something to delegate to you.”

Your response may very well be: thank you.

The post Fierce Tip of the Week: Delegate, Don’t Dele-Dump appeared first on Fierce Leadership Blog.

Fierce Resources: Successful Leadership Requires 6 Critical Resources

This week’s Fierce resource was originally published on Forbes.com and was written by Glenn Llopis.

Successful Leadership Requires 6 Critical Resources reflects on the tools that leaders need to make productive decisions that move them and their teams forward. Imagine a day where you had every possible resource available to you, how would you use them? Now think about a traditional workday, many resources are not available, so how do you use your creativity to come up with the best solution?

How do you make strategic decisions for your organization?

“You don’t have all the answers and if you think you do – you will frequently make bad decisions. As such, you must build a team that’s made to last. Earn their respect by being transparent enough to share difficult issues, and you will enable a crowdsourcing environment of problem solvers.”

Read the full article here.

The post Fierce Resources: Successful Leadership Requires 6 Critical Resources appeared first on Fierce Leadership Blog.

Why Managers are the New Trainers

The adage “If you want something done right, you’ve got to do it yourself,” might apply to skill building in the office. Managers and company leaders are taking a more proactive role in training their own teams.

“It began with managers using their own budgets and not relying on the formal training budget,” said Halley Bock, CEO of Fierce Inc., a leadership development company. Brock said her company has seen an increase in the number of leaders within organizations looking for tools to advance their teams.

That makes sense. A University of Phoenix survey released in 2013 found 68 percent of respondents had worked in dysfunctional teams, which soured their interest and ability to lend their skills to teams in the future. By having managers deliver training, it not only ensures that all team members are competent enough to contribute the way their leader wants them to, but also managers can finesse programs to perfectly fit specific employee groups.

“If training was left to a CLO or an HR department, there would be more of a template,” said David Garvin, a professor at Harvard Business School who has researched outcomes associated with cohesive teams. “By handing the keys to individual managers, the managers get to put their own stamp on how the team works.”

Making managers responsible for training ensures that content and delivery is personalized to the team and cuts out programs that aren’t necessary. For example, a program teaching Microsoft Excel could be customized by a supervisor to focus only on the types of tables his or her employees need, rather than including all of the functions the software offers.

Managers who take the lead in training skills and leadership behavior can also help the bottom line by cutting out the need to pay a vendor, Garvin said.

But before managers can make employee development an official part of their job description, they have to know how to work with their subordinates in a way that keeps them in charge but also makes them approachable, engaged and open to new ideas.

“A manager needs to ask, ‘Where are we strong? Where are we weak?’ If I’m a manager, I need to know,” Bock said. Managers need to connect with their team on a personal level. “You can’t fake it. I’ve seen people try.”

One of the potential pitfalls of having a manager lead training is that it may be harder for learners to get constructive criticism — especially if a manager is off the mark, the team will be too. Just as a good manager can create a good team, a toxic manager can create one that’s counterproductive.

“Feedback has to come without consequence,” Bock said. However, this doesn’t mean feedback should be anonymous. Face-to-face conversations can go a long way to build an emotional connection.

One of the biggest areas managers can improve is open discussion and hearing employees, regardless of what they’re saying — or not saying, as the case might be. “Team leaders often overstate the candor on their team,” Garvin said. “As a team leader, just because you don’t hear dissent doesn’t mean there isn’t dissent.”

Here are a few more ways managers can better connect with their teams to prime the way for a trainer-trainee relationship.

Hold your tongue. One of the biggest mistakes a manager can make at a meeting is to present his or her idea first. By waiting to present an opinion, a manager can foster a more open discussion. “If I say what I think what we should do, then ask everybody what they think, there’s less conversation,” Garvin said. “Who’s going to disagree with the boss?”

Think like a millennial. Bock said millennials want a more Socratic approach to training, and they’re not alone — the rest of the workforce is just as interested in having a leader tuned into its needs. Get managers to act as guides who involve their followers, not simply couriers for learning materials.

The key is conversation.  “Look at the word conversation. It has the Latin root con, which means ‘with’ or ‘together,’” Bock said. “Leaders aren’t trained go into conversation [with a together mindset]; no one likes being talked at.”

Halley Bock, President & CEO, Fierce, Inc. was interviewed in the Chief Learning Officer article originally shared on CLOMedia.com and was written by Cameron Songer.

The post Why Managers are the New Trainers appeared first on Fierce Leadership Blog.

Fierce Tip of the Week: Know They Can Handle It

Excuses, excuses, excuses. People make excuses all the time when it comes to not having the conversations they need to have. We hear this everywhere regardless of one’s title, location, or status.

One of the most common justifications to not have the conversation is the other person can’t handle it. Responses look like: They’ll get hurt. They’ll get defensive. They won’t talk about it.

The irony of this excuse is that the person saying it is the one who is scared, uncertain, or assumptive about the outcome. Don’t get me wrong, there are absolutely valid reasons for feeling tentative. You may have been burned in the past. Maybe Johnny in the Finance Department spoke up, and he is no longer with your company. Maybe someone in your family continues to show up the same way every time things get tough. So given those realities, there is absolutely skill in how you approach the conversations.

This means you need to prepare and practice. Yet you still need to do it.

Just remember, if your life succeeds or fails one conversation at a time, ensuring that these conversations take place is up to you. If you know that something needs to shift, you are the one responsible for it.

This week’s tip is to hold people able to handle the truth and the conversation that needs to happen. Do not make compromises for other people about what they can and can’t manage.

Engage and find out for yourself. The outcomes may surprise you.

The post Fierce Tip of the Week: Know They Can Handle It   appeared first on Fierce Leadership Blog.

Fierce Resources: Courage as a Skill

This week’s Fierce resource was originally published on HBR.org and was written by Kathleen Reardon.

An oldie, but a goodie, Courage as a Skill recognizes the importance of making decisions and having the courage to have the conversations. A timeless skill and a valuable ability, how do you prepare yourself to have the conversations that change your role, your business, or your marriage?

Do you wake up with the courage to have the most difficult conversation about your hairiest business challenge? Why or why not?

“In business, courageous action is really a special kind of calculated risk taking. People who become good leaders have a greater than average willingness to make bold moves, but they strengthen their chances of success—and avoid career suicide—through careful deliberation and preparation.”

The post Fierce Resources: Courage as a Skill appeared first on Fierce Leadership Blog.

Love in the Air: Let’s Talk About Assumptions

Office Romance.  Whether this term conjures up thoughts of fondness, anxiety or dread, it is an unavoidable reality in today’s workplace. This Valentine’s Day, here at Fierce, Inc. we have decided to set the record straight on the reality of inter-office dating. There’s a need to question the assumptions many of us have with the idea of dating a colleague—and to take the negative notions out of the equation.

Assumption: We have to keep this a secret; we’ll both get fired if anyone finds out.

Reality: In this day and age of social media and a need to overshare, chances are, people will find out. And you don’t want your boss or colleagues to find out via a tweet or Facebook post that you are dating their officemate. Even if you aren’t officially “friends”, news gets around (as do retweets). Instead, schedule a meeting early in the relationship, and come clean. Open communication is key here. If it happens, the goal is to be open and honest while sharing the perspectives, so you can figure it out as a team. Most companies acknowledge that relationships between colleagues occur and provide guidelines around what is acceptable and what is not. For example, relationships between supervisors and direct reports are prohibited and professional behavior is required at all times, but that doesn’t mean that you aren’t allowed to date within the organization.

Assumption: It will be awkward for everyone.

Reality: A new couple should be open and honest about their relationship, however beyond that, if a couple is handling the situation correctly, you do not need to be reminded hourly, or even daily, of the fact they are dating. While once the news is out the couple may feel relieved to not have to sneak around, this does not give them carte blanche to flaunt their new love around the office. Sure, you may see them getting lunch together more frequently, but any and all visible romance should, and for the most part is, kept out of the workplace. If this isn’t the case, speak with your boss about how it’s affecting your work. Chances are they may not be aware of the impact they are having, and once brought to their attention, will cool it around the office.

Assumption: Productivity will drop- I am going to have to pick up their slack while they flirt all day

Reality: Often, the opposite is true. Couples just starting out are often very self-conscious of their reputation within an organization once people know they are dating someone at the office, and to avoid rumors or claims of slacking, will actually step up their game and work harder than ever. It is important that their relationship does not define their place in the company. Once the novelty of the relationship wears off, things will settle down and the grove of a team will go back to normal.

Assumption:  Two co-workers dating is a recipe for disaster—it’s just a matter of time before the company will be sued for sexual harassment

Reality: By far the majority of office romances are not construed as sexual harassment, nor will that topic ever come up throughout the relationship. With that said, every organization needs to provide a sexual harassment policy that clearly states how a claim will be handled and the consequences for such behavior. Underscore that the company has a zero-tolerance policy and doesn’t discriminate on the basis of title or tenure.

So this Valentine’s Day, rest assured knowing that if you do feel a spark with the guy or girl down the hall, all is not lost. Or if you have two employees that seem to be hitting it off, it doesn’t have to be the end of the world. Being open and honest about these relationships is the best way to ensure the drama is avoided… at least where the office is concerned.

The post Love in the Air: Let’s Talk About Assumptions appeared first on Fierce Leadership Blog.

Fierce Tip of the Week: Address Your Mokitas

Mokita is a Papa New Guinean term for that which no one speaks of but everyone knows. Papa New Guineans measure the health of their tribes by how many mokitas they have. The less mokitas, the healthier the tribe.

In other words, the tribes that can talk about the difficult topics are the most healthy.

We have this concept in America. It’s the elephant in the room. That thing that we know and feel compelled to not talk about, because the consequences may not be “pleasant”. The family gather may have its own special elephant while your team meetings may have another.

Mokitas can show up everywhere. One could be that your one team member is always late, and although it has negative impact on everyone, no one ever says anything. It could be that your mother always pressures you on a particular topic, and no one ever tells her that it pushes the family apart. It could be that your board president thinks that a goal is attainable, and everyone else knows that it isn’t.

If you were that person, would you want someone to tell you? Consistently with our clients and work, the resounding response to that question is yes. People would rather know than be oblivious.

This week’s fierce tip is to write down three mokitas. Are they at work? At home? With your parents? With your friends? With your husband/wife?

Once you have mokitas identified, decide the conversations you need to have to make the environment more healthy. Reference other fierce tips and considerations, so that you can prep to be authentic and real when going into the conversations.

Please share what gets in your way about addressing mokitas.

The post Fierce Tip of the Week: Address Your Mokitas appeared first on Fierce Leadership Blog.

Fierce Resources: Developing Resilience

This week’s Fierce resource was originally published on MindTools.com.

Developing Resilience looks at what it takes to bounce back from a not so pleasant event, a bad experience, or frankly a conversation that didn’t go so well. What is it that allows you to move forward and not dwell on the past? Or are you someone who analyzes and assesses a situation till you’ve figured out what went wrong? We all know someone who becomes consumed with “figuring it out” and the truth is, sometimes we need to just let it go and move on.

Think about one thing you want to change in your life. Now make sure you think about how you will achieve it, instead of what’s standing in your way.

“Resilient people view a difficulty as a challenge, not as a paralyzing event. They look at their failures and mistakes as lessons to be learned from, and as opportunities for growth. They don’t view them as a negative reflection on their abilities or self-worth.”

Read the full article.

The post Fierce Resources: Developing Resilience appeared first on Fierce Leadership Blog.

No Excuses: Have the Conversation

How many times do you find an excuse not to have an important conversation? What excuses do we give ourselves?

As a principal I had conversations all day. Conversations about student learning and achievement.

“All conversations are with myself and sometimes they involve other people.” – Susan Scott

A lot of the conversations I wasn’t having with others, I was having with myself. They kept me up at night. I thought about how the other person would react, then what I would say.  During my morning commute to work, I would think about the conversation I needed to have with a teacher and how it was going to play out, it never ended well. I gave myself the excuse that I had too much to accomplish that day, so I pushed it out another day.

We all have these conversations with ourselves. I had them all the time at school. Here’s one example. After not sleeping for days, I knew I had to have a fierce conversation about the negative impact she was leaving on colleagues- several of them. I scheduled a conversation to talk, I knew I needed to address the behavior immediately. When Natalie arrived in my office, I shared feedback I received from her colleagues; how others felt as she yelled at them. She listened carefully and began to cry.  She was so sad to know that she left this impact on her fellow colleagues and didn’t know how to respond in a way that would -support change while still maintaining the relationships.

This was the real surprise for me-the unexpected turn in the conversation. The unrehearsed turn I thought to myself “I can help with this and THIS is certainly not the conversation I had with myself the last several nights!”

We talked through next steps and I gave her a formal written warning for her behavior. She received the feedback with grace and appreciated that we had the conversation.  I was able to express my desire for her to remain on the team and speak with clarity regarding the behaviors that needed to change.

Our relationship changed that day. Natalie said she knew I would always be honest with her, even when it was a tough conversation that we needed to have. I also knew she valued feedback and she would provide me with the same.  We became very close conversation partners.  To this day, we still call each other when we need a trusted advisor before we have the conversations with our colleagues, family and friends. There are fewer sleepless nights and a strong, authentic relationship that we’ve created.

When we let go of the excuses and come to conversations openly, we have a lot to gain.

What is at stake to gain if you have the conversation and it goes well?  

Tip to use with Students: Kids can read you and they know when you aren’t saying what needs to be said. Give honest and direct feedback. How do you most clearly deliver your message, while still building the relationship?

Try laying out exactly what is taking place and the implications it has on them, you, and the rest of the school. Remember, don’t use blaming language, you are there to have an impactful conversation that changes his/her life.

The post No Excuses: Have the Conversation appeared first on Fierce Leadership Blog.

Fierce Tip of the Week: Cut Your Victim Bonding

We all love to victim bond at times. Victim bonding occurs when people get together and talk about how horrible a situation is. At its core, it is consistent with talking about the situation rather than doing anything to change it.

Common foreplay for victim bonding looks like this:

Person A: Oh, you are having trouble with Bill?

Person B: Yes, absolutely. Are you having trouble with Bill? He’s horrible. He never gives me enough resources.

Person A: Me either! Oh, let me tell you this story…

And so the bond begins. It feels so good. It feels so right. Someone actually “gets it” or “gets you”.

Let’s pause on that.

The quote “misery likes company” applies to this situation. Essentially, you are not only choosing misery, you are choosing to have someone else’s misery in your life as well. Is that what you really want?

With our Fierce Accountability work, one of the foundational concepts is: If it is to be, it is up to me. And yes, that means if a situation is going to change, you are responsible. That is the hard part.

The prognosis isn’t good: You most likely will become more miserable from your victim bonding.

And the kicker: No amount of victim bonding will change your situation.

So I ask: Think of an area in your life that you feel victim to a person or circumstance. This week’s tip is to not victim bond about the situation and have the direct conversation to start to change it.

Are you a victim bonder? Recovering victim bonder? Wherever you are in your journey, if you focus on having the conversation, you should feel success in trying to move the situation forward.

The post Fierce Tip of the Week: Cut Your Victim Bonding appeared first on Fierce Leadership Blog.