So, I’ve Got a New Boss

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You got the job!!!! Congrats!

Which also means you’ve got a new boss. And there is that question in the back of your mind… what kind of boss will they be?

Micro-manage-y? Super hands off? Some type of balance between the two? Way too invested? Kind of aloof?

You know there is a chance for all of them.

And some people are great at expressing their expectations and others are not.

So, with that in mind, we’ve got a couple of suggestions on some types of conversations you may want to have.

First, learn about how you guys will be meeting.

  • Do you have weekly standing meetings?
  • Do you have meetings as things come up?
  • What’s their preference for how to schedule meetings?

Next, learn about their expectations on hearing about how things are going.

  • Do they want status updates? How often?
  • Do they only want to know when something has been completed?
  • Do they want these updates in meetings … or via email … or do they just want to be able to see what they need to in the tracking system you guys have?

Then, learn about how they want to be communicated with as issues arise.

  • Do they want to know as soon as you know there is a problem?
  • Do they want you guys to strategize on how to fix it together?
  • Do they prefer you to come to them with a strategy on how to fix it and they confirm?
  • Or, do they want you to try to fix it first and then come to them?

Let us know how these questions help you structure your new relationship with your boss- or if you have any additional tips you’ve found helpful during this exciting / fun/ and stressful transition time!

That Moment When You Want Your Team to be More Creative

That Moment When You Want Your Team to be More Creative

Have you ever had that moment when you’ve been sitting and listening to your team and you think, “I just want something more… something outside the box – something creative!”

This week we have Coach Keiko Akiba to share with us her thoughts.

Screen Shot 2017-06-08 at 9.57.16 PMWhen you’re sitting in the middle seat and watching how your team is working, you may ask yourself, ‘What can I do to help my team become more creative?’

And – what does it really mean to be ‘creative’?

You may think that creativity is a special talent that only some people have and others don’t have. But the next time you pass a park, you’ll see children making ‘play’ from seemingly nothing. It’s amazing how children create new games by making up their own rules without any equipment in the playground. They are free to explore and enjoy imagination and creativity!

Creativity is a gift that we all have naturally. However, as we grow older and learn what we ‘should and shouldn’t’ (or ‘the rules’), we unconsciously bury the creative mind deep inside of us.

So – what this means is that your workplace is full of hidden creativity!

What if we could unbury it just like peeling off the outer layer of an onion?

And how can you, as a Manager, help?

Start with these 3 “Let Go’s” that you can start doing now to spur your team toward creativity!

  1. Let Go of your judgement

Often, managers tend to have judgements or assumptions toward their team members and may underestimate their capability. However, these judgements may not be reality and it could make the team feel defensive and demotivated. So, try to let go of your judgement and fully trust the team, letting them know that you are here to support them.

  1. Let Go of the reins that you keep holding

Imagine a horse running freely across the field without any control by someone. What does the horse look like? When you keep holding the reins too tight, it often limits the actions and new perspective. People might feel pressure and less freedom by being too controlled. This is not where creativity is developed. Let go of the reins and let them explore and enjoy new possibilities!

  1. Let Go of your stereotyped behavior

It goes without saying that following the tradition and rules is important, and you may feel safe to stay inside where you are. But aren’t you curious to see what’s available and what will happen if your team gets off the existing path and does something different from stereotypical behavior? They will naturally use their creative mind and find something inspiring along the way!

That Moment When You Need Someone To Go The Extra Mile

That Moment When You Need Someone To Go The Extra Mile

We know it all too well. You gave the new project to Joe to run because you needed his expertise to really knock this one out of the park!

You don’t just want Joe to “work” on the project, you want him to invest in the project and do what you’ve seen him do so well.

But, HOW do you actually get Joe to do that on this project?

This week, we’ve got Coach Bill Koch with us to share some of his best insights.

So, without further adieu…

Screen Shot 2017-05-31 at 10.48.00 PM“I often work with clients on the fast track. They have been ‘rock star’ individual contributors with deep expertise, domain knowledge, and amazing abilities to get things done. That track record for great performance gets rewarded with promotion into positions of management and leadership where one is expected to motivate and inspire a team. And this is right where some of the best and brightest people feel stuck – often for the first time on their fast-paced career trajectory.

In coaching conversations, I often receive questions and quotations such as:

  • ‘I know how to perform, but not how to lead.’
  • ‘I feel more comfortable doing than leading.’
  • ‘Management would be fine if it weren’t for all the people problems.’
  • ‘This is hard…I’m not sure I want this.’

Beyond such anecdotal indicators, I have analyzed data from a large body of client 360° evaluations with feedback data collected from Bosses, Peers, and Direct Reports. Among 50+ business competencies that are measured through this 360 instrument, these are among the most frequently rated as Opportunities for Development:

  • Getting Work Done Through Others
  • Motivating Others
  • Managerial Courage
  • Developing Direct Reports
  • Directing Others
  • Building Effective Teams

See the theme here? It’s about leading others. How to manage Direct Reports is one of the toughest challenges because it’s often new to us. Think of leadership skills as an underdeveloped muscle. We need training and exercise – maybe a personal trainer too.

Even more challenging – how do we get a Direct Report to “step it up” and go the extra mile? Should we use a carrot or a stick? Do we demand and command, or can we inspire and attract people to provide peak performance? The answer is “yes” – depending on the situation. It’s art and science. And new leaders need to practice becoming nimble and able to use multiple methods depending on the business need.

What does great leadership look like in your organization? When were you inspired to do your best work? Think of those experiences as you consider what you ask of your team. How can you inspire and motivate your Direct Reports to do the extraordinary?

There are times when leaders must make critical decisions in the face of looming deadlines, limited resources, and organizational demands. These events call for swift action. Think “military threat” kind of situations. The leader takes charge. But this behavior must be reserved for critical situations. “Command and Control” is not for daily use.

Great leadership is about developing people, building a team, and fostering a caring connection that transcends the workplace and the work at hand. It means making a personal investment in others. And it pays dividends in the form of commitment to the company from people who feel a part of the organization. It’s because the leader makes them feel welcome, valued, and appreciated.

What can you do to ‘step it up’ if you expect more from your Direct Reports?

  • Frequent 1:1 developmental conversations
  • Taking a personal interest in your Direct Reports
  • Making sure the work you assign is meaningful
  • Setting clear goals and objectives with your Direct Reports
  • Welcoming feedback on your leadership performance
  • Fostering a supportive team environment that’s friendly – maybe even fun!
  • Recognizing great contributions in front of other members of the team
  • Rewarding good work at the time it is performed

Leaders who invest more effort in these areas will find that their team is in step and capable of doing great work. Your Direct Reports want some autonomy to do things in their own style. The leader is responsible for setting the expectations and objectives so that individuals can flourish in a way that contributes to objectives you establish for the team.

Ask yourself if you’re creating an environment that makes people want to go the extra mile to perform at their best for your organization.