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From NetSpeed Leader Volume 23, June 2005
In our last issue, we promised more great tips and techniques from among our 23 hands-on, fast-paced training and development modules. Here they are! The modules themselves feature experiential exercises, self-assessments, discussion, models, and practice, accompanied by online reinforcement.
A "To Do" List from "Coaching Smart People"
Remember to MENTOR:
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Match the right talent to the right assignment.
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Encourage and empower individuals.
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Notice needs for resources and support.
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Train and build skills.
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Open doors of opportunity.
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Recognize and reward performance.
A Practical Strategy from "Creating an Inspiring Work Culture"
Model the behavior: walking the talk is essential. As a leader, review your team's purpose, vision, values, and brand. (This is crucial if you inherit an established team.) Then determine the leadership actions that would be a natural outcome of them. For example, if your team's highest values are commitment, collaboration, and recognition, and your brand is summarized by connectedness, focus, and a handshake, your actions as a leader might include:
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Using a consensus model of decision making
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Beginning each staff meeting with recognition of the group's achievements
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Keeping commitments to staff and customers, through heroic efforts when necessary
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Communicating consistently and well inside and outside the team
Good Advice from “Building the Total Team”
Be sure that job expectations are clearly described for each individual. But at the same time, make sure everyone understands how they flex to support the team, and look for opportunities to cross-train. If team members commit to both their individual job roles and the team, they are more likely to back each other up when needed.
A Creative Technique from “Thinking to Break the Box”
Reverse the Question. In this technique, take your original question and ask it "in reverse." For example, if your original question were “How can we make the best use of our training dollars?” the reversed question would be “How can we waste our training budget?” If the original question were “How can we help employees accept the new parking policy?” the reversed question might be “What can we do to ensure that employees reject the new parking policy?”
Once you ask the reversed question, develop responses to it. Then reverse the responses and look for great ideas. For example, with the reversed question “What can we do to ensure that employees reject the new parking policy?” one response might be to implement the policy with no warning, by suddenly just putting up barricades in the parking lots. The reverse of that response, in turn, might let employees know about the policy change well before the change date.
An Action Step from “Transforming Team Conflict”
When people have been burned in conflict situations that have been resolved destructively rather than constructively, they may not see conflict as a part of the natural creative working of teams. Share your own stories of conflicts that have led to success. Once your team experiences a successfully resolved conflict, they will have their own stories to build from.
A Time-Saver from “Managing Projects by Design”
To avoid rework and wasted effort, involve stakeholders early in any project. Define your stakeholders and consult with anyone who may have a vested interest in the project’s outcome. If you ignore some of your stakeholders, they can rise up and bite you at the end of the project; they can complain to your boss; you can miss key information that is vital to your success. Deciding how to involve stakeholders and communicating the right information at the right time is a key role you play as project manager.
Some Simple Strategies from “Managing Time in Fast Forward”
Invest in a little housekeeping and make sure that your workspace works for you. If your desk now faces out, rearrange furniture so that you are not facing others. That change can easily add minutes to your day. For a productive, uncluttered atmosphere, take time to put files in file drawers—not on your desk or office floor. Each day take a minute to straighten your desk before you leave. Doing so will jumpstart your day tomorrow.
Strategic Questions from “Meeting Change with Resilience”
To help yourself and your staff respond to change with resilience, ask yourself these questions:
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What changes may be ahead for our organization?
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How can we prepare for these changes?
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What have we done in the past to successfully adapt to change? What have we done that has not worked?
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What information could we share with staff now to help them prepare for potential changes?
A Tip from “Connecting with Your Career”
As you review your accomplishments, you may find that many of them are solo achievements. If this is the case, you may be missing opportunities to connect. Depending on your role in the organization, there's a chance that you are delegating or collaborating too little, or working in isolation. If that's the case, you may want to volunteer for team projects, participate in committees, and share your expertise through mentoring or training. Connecting with other professionals gives you information, support, and contacts that can be extremely valuable in your career.
New Perspectives from “Working with Communication Styles”
We can be most successful in our communication if we focus not only on awareness of style differences and adapting to them, but also on accepting and appreciating styles—including our own. Rather than judging a colleague as overly methodical, look to that person as a procedural expert. Instead of seeing a team member as too focused on political correctness, appreciate his/her ability to keep the group out of trouble. And instead of apologizing for your big-picture focus, sign on for projects where it will be valued.
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