The Happy Burro

You’ve read the books, attended the training, maybe even passed a test or two. You have subscriptions to Fortune, FastCompany and Harvard Business Review. Tom Peters’ blog is a daily read. You know more about Peter Drucker than you do your own family.

NOW you’re ready to manage people!

Right? You mean you can’t just jump in and get it done? Having trouble translating books and classes to the real world? What sort of support do you need?

PERFORMANCE SUPPORT

There are four key areas that new managers need to understand. These areas may not overtly exist in your organization. Search for them and know them well before you start managing people. Managing people is THAT important!

1. Messaging – “this is what we expect from our leaders and this his how we do it here” – this should come from a senior leader and be supported by all leaders in the business. Usually the company credo works just fine.
2. Culture – is the culture in your organization one of a group of “do-ers” or independent contributors that are used to blazing their own trails?
3. Team – are you planning to get every member of your team to be promoted from the ranks to manager or higher-level management? Are you OK with team players – those that know how to follow?
4. Models – Is there a framework or way of managing that you’ve experienced that you like? What about mentors?

By now you’re wondering why I haven’t mentioned attaining an MBA, attending an internal or external ‘leadership’ training course, or spending a weekend with a ‘leadership consultant’ whipping you with PowerPoint and trying to sell their next book. That’s because any sort of formal training is just 10% of the equation. Want to know what the other 90% is? Click here.

With these performance support tools, you’ll be able to excel as a manager!

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Check out Jim Stroup’s interesting take on the relevance of an MBA to leadership!

Joe Raasch :: Mar.29.2008 :: Change Management, Employee Engagement, Innovation, Leadership, Performance Management :: No Comments »

“Illegitimi Non Carborundum” – in mock Latin this means, “don’t let the bastards get you down!” In practicing and managing many or all of the 12 Issues Managers Face in the Workplace, you’ll notice a few additional issues to contend with.

The most significant issue is that you will be demanding excellence from yourself, and expecting excellence in your team and organization.

Individual Effect

Once you give yourself permission to bring your “A game” every day, you’ll wake up refreshed and excited to get going on your work. Problem is, you might find those around you a bit surprised that you are so motivated. Especially if you hadn’t been bringing that “A game” so often. This change is not that different from getting a new haircut, a new pair of glasses, or losing a lot of weight. People will see you differently, experience you in a different way. You’ll act different. Most importantly, you will feel different!

Team Effect

If your team isn’t used to being accountable for delivering projects on time, on budget and with superior quality, this expectation of excellence will be a big change. Resistance will be shown, or not (think passive/aggressive) and a certain ‘soreness’ like a workout, will be felt. Keeping tight to goals and objectives will require your team to either get on the train, or feel left behind. Know that this is their issue, not yours.

I heard a story a few weeks ago about a team that went through some wrenching ‘excellence’ changes. One of the biggest resistors started wearing a tie a few months into the changes. When asked why he voluntarily started dressing more professionally, he said, “Things are better now. I have a new level of excellence to attain. I want to wear a tie.” The employee made the unprompted change. This change in dress code was not part of any methodology or excellence plan.

Organization Effect

Others in organizations are more reactive than proactive. Giving and requiring excellence are proactive and will bring out some significant reactions in your organization. You’ll start getting inputs on time. People will improve their quality to you, knowing that it will come back if they don’t produce. Others will openly try to pick apart everything you do. Remember, you have to deliver more excellence that you could ever expect to receive. There should never be any question of excellence in your work. Let the naysayers do what they wish – excellence is the path to accomplishing your goals and the mission of your organization.

Remember: “Illegitimi Non Carborundum!”

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Be ready for the change around you when you start to change. Be a student of the game! Keep your stance of curiosity. You will be amazed at what a difference one person, one team, can make in an organization. There is no need to defend excellence.

Joe Raasch :: Mar.22.2008 :: Change Management, Employee Engagement, Leadership, Organizational Development, Performance Management :: 5 Comments »

The Italian poet Dante Alighieri wrote his epic masterpiece poem The Divine Comedy in the early 1300s. The poem tells the story of Dante’s travels into and out of Hell, accompanied by the Roman poet Virgil. There are nine circles (levels) of Hell – the worst being the ninth. The first eight are reserved for everything from sins against nature, to robbery and murder. The ninth circle is for those that commit the most heinous of crimes: betrayal. Dante wrote about four distinct types of betrayal found in the ninth circle. What would these four areas look like in the workplace?

Betraying Colleagues

“No problem, I am sure we can get that done for you…” “I knew he wasn’t going to close that deal…” “Between you and me, she shouldn’t get that promotion…”

Ever lie at work? Be someone’s best friend, then abandon them when trouble starts or errors are made? That is betrayal.

Betraying Your Organization

“I’ll never eat at one of our restaurants…” “I don’t use any of our products…” “How did we make THAT list? We aren’t that good…”

Ever say disparaging things about your organization? Tell friends not to buy the products your company sells? That is betrayal.

Betraying Those That Trust You

Ever say, “I need your best people on this project…” Knowing it was doomed to fail? Or…”If I was you, I’d go for it…” knowing full well it was a ‘career limiting move’ and would ruin the career of that person? That is betrayal.

Betraying Leaders

Every say this in confidence, “my manager has no idea what we’re supposed to do…” and in public to your manager, “I love working with you…your leadership gives our team great direction…” That is betrayal.

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Betrayal takes many forms in the workplace. Staying true to who you are, what you stand for, who and what you believe in, is difficult. Be persistent.

Persistence isn’t using the same tactics over and over. That’s just annoying. Persistence is having the same goal over and over. (Seth Godin)

Joe Raasch :: Mar.15.2008 :: Leadership, Life :: 2 Comments »