The Happy Burro

On the eve of one of the most important Holy days in the Christian tradition, there is much anticipation of the celebration of the birth of Christ. Preparations, travel, gifts, meals, ceremonies…a lot of activity prior to the annual Christmas festival.

What other times, in your organization, do you feel ‘on the eve’?  This could be prior to a product launch, a project implementation, a new customer signing, a layoff, a merger, a major public announcement (good or bad), a new leader.  There are many similarities to the Christmas story.

A Call To Action

Just as Herod decreed all citizens come to be counted, there could be a significant market change, budget event, etc.

A Heavy Burden

As Mary and Joseph traveled by donkey to get to Bethlehem, so may your project manager, boss, product manager or CEO be carrying a heavy load just prior to the big day.

Scarce Resources

No room at the inn for the birth of Jesus.  You may have to change your press announcement, launch party or administrative resources at the last minute.

Wise Men Visiting

In the biblical account, these wise men were actually astrologers.  On the eve, you may have to take the opportunity to review your plans with those much wiser than you.

Savior Moment

The birth of Jesus was heralded as he was to be the savior.  You may have much to celebrate with your event.

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And finally: A New Beginning

The chance to start anew!

Joe Raasch :: Dec.24.2009 :: Change Management, Life :: No Comments »

Leaders are the architects of boundaries

-  Dr. Douglas Reeves

Leading a team is one of the hardest jobs in any organization.  It doesn’t matter if this is a project team with individuals that do not report to you, or your direct reports that you work with every day.  Somewhere between, “decide and announce” and “whatever you want to do, team, go ahead” is where you earn your keep.

How best to ensure your team is:

• reaching its goals
• exceeding its potential
• working efficiently and effectively
• able to leverage your leadership to get the tools and support they need

Micromanage

Ever work for this boss?  Doesn’t matter what they say, you know they’ll be trying hard to insert themselves every step of the way.  This will happen overtly when they interact with you and your team.  It may also happen covertly, where they hold separate meetings to ensure all of the work is being done to their specifications.  When asked, they’ll typically say, “No, it is your project.  You are in charge.”  Doesn’t feel like it…

Done, but not how I like it done

Your boss gives you basic parameters for completing a project.  You go forth, give your best effort and report back on time, and within budget.  Then the criticism begins:  “Why did you do it that way?”  “Did you ever consider this option?”  “I want a different font size…” etc. etc.  All of these questions/comments could have been part of the original parameters, or requested during the project.  How much motivation is lost when the boss tries to improve the finished product by a small amount?  Too much.

Enough rope to hang

You could hear this too: “Go ahead, you know how to do this.  Get it done.”  You have questions, you have comments, you have concerns.  You get zero information or support from your boss.  Just admonishments for not working harder, leaning into the work and getting it all done.  The direction, support and ultimate outcome are either unknown or sketchy.  Not good business.

Trust – both ways

Or….the conversation goes like this:

Boss:  Go ahead with the project as you’ve recommended.  I just want to be sure there are these outcomes, plus a third that incorporates additional marketing.  You may want to pilot a solution too. etc.

Employee:  Ok.  Who do I go to with questions on this?  It encompasses a lot of departments.

Boss:  Come to me.  I will either answer your question or put you in touch with the person that can.  Put this project as a standing agenda item on your one-on-ones so we can discuss as needed.

Wouldn’t that be great?

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How do you lead as an architect?  Do you draw up basic plans and let the team find a good way to a great outcome?  Do you micromanage every detail?  Do you ignore pleas for help and then get mad when the product isn’t delivered to your specifications?  What is the right level of support to give an employee?

Joe Raasch :: Dec.05.2009 :: Change Management, Employee Engagement, Leadership, Organizational Development, Performance Management :: No Comments »