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Beware the Write-Off

8/17/2014

I was recently working with a team that has a long history. These folks have worked together for a period of time, and in that time they have come to know each other and create patterns of interaction that hold them together in predictable ways. This is called, "Norming." Teams "settle in" to habits with one another. We learn how to respond to one another, effectively creating "rules of engagement," for our team, and then we follow those rules. Let me clarify. We MAKE the rules, and then we FOLLOW the rules.

This is a perfectly reasonable thing to do from a behavioral perspective, but it must be monitored if a team is to continually thrive. For example, a team might "norm" by figuring out and then accepting that it is fine to disagree with Mary's ideas, but don't EVER disagree with Bill. He will blow a gasket if you disagree with him, and he is the boss, so just accept his ideas and move forward. As you can imagine, this is NOT GOOD for team engagement, and it dampens the creativity and potential of the team.

Often, when I hold up a mirror to the team and try to show them their patterns, they will say, "that's just the way Bill is. I have tried to address it, but it won't change. Bill is just Bill."

THAT is what I call a "Write-Off."

How to Handle a Write-OffWhen we "write-off" another person as I have described above, it's like putting them- and ourselves- in a box. We have a nice, neat prediction that gives us permission to continue accommodating as we have done in the past, and allows us to keep the discomfort of change at bay. We feel that we already know how someone will act (and we may have lots of experience that supports this feeling), so we can rest on the laurels of our own predictable behaviors. Again, this makes perfect sense! We are creatures of habit, and with the growing complexity of our daily lives, we seek continuity and predictability to make things easier.

But it works against our own growth.

If I am to grow as a team member, as a leader, and as an individual, I have to see my own blind spots. I have to re-approach the situation and try to find a different way to talk with Bill. After all, people evolve and relationships are dynamic and changing.

Now that you've read this article, I challenge you to look for a person that you have "written off" as utterly predictable in their behavior. Remember that this effectively puts them in a box. Now look deeper. Find your own blind spot that is created in the wake. Try to identify your own part of the pattern. Your belief that they are predictable usually points to your own predictability. Break free. Try something new. Re-approach with a different attitude or new words.Get curious about the other person. Dig deeper.

This fresh perspective may just be the thing that transforms your relationship with the other person and helps you forge a new habit based on awareness and capability.

And by all means, CONTACT Claire Laughlin at Leadership4Design.

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A Change in Perspective

1/20/2014

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I was in the forest a few mornings ago, before the sun had hit the forest floor. It was cold at the top of the trail and frigid by the time we hit the bottom of the canyon. To stay warm, my running partner and I decided to run “backwards” on one of our regular loops. This would get us moving uphill right away, and we would get warm quickly.

As we started up the trail, I noticed that I had to pay attention in a way that I normally don’t. The fallen tree that we usually hop over was a climb in this direction. The roots and rocks that my feet are accustomed to navigating without notice were in different places and posed a tripping hazard. When we came upon a fork in the road, I had to stop and look because it wasn’t immediately obvious which way to go.

I love this kind of experience! It makes me wake up! It brings to my attention, all of the ways that I go through life on auto pilot without really noticing three-quarters of what is happening around me.

And, it reminds me how imperative it is that we find regular (but not habitual) ways to “shake-up” our perspective and try to see things with a fresh mind. Driving home a different way from work; trying a new restaurant or a new food; reading a new book on a familiar subject… all of these are ways that we can shift our perspective and see the world “anew!”

And of course, my favorite is taking a class! (I’ll bet you guessed that!) Professional development is about more than just getting better at your job skills. It’s about stretching yourself mentally- and sometimes emotionally. It’s about meeting new people and hearing about new ways of doing things. It’s about looking inward, and assessing how you are doing from a new point of view.Contact us if you want to learn more about the courses we offer!

Written by Claire Laughlin, Consultant & Trainer

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The Art of “Managing Up”

8/6/2013

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If you are a frequent visitor to ManagingAmericans.com, your career is probably on an upward trajectory. You are likely looking to expand your knowledge, integrate new skills, and build new networks. And, if you are a growth-minded professional, chances are you are given new responsibilities and opportunities on a regular basis.

But with these opportunities can come stress and overwhelm. One of my clients recently told me about the struggle he was having after being given a “promotion” into being the sales manager for a territory that was twice the size of the one that he was already struggling to manage. While his boss thought that the promotion was a validation of his ability and something he could clearly handle, my client felt that it was a burden thrust upon him and that he was destined to fail.

When you are a top performer, you will be offered new opportunities and responsibilities. The challenge occurs when our plates get too full and things start to fall off the edge. This is the classic “Peter Principle” wherein we are promoted up to the point in which we are no longer successful. Does any of this sound familiar?

But career growth is our own choice and it needs to be managed with commitment and a degree of precision. When you are offered an opportunity for new responsibility it’s important to think it through carefully AND help your manager support you in being successful.

Take a moment to ask yourself five important questions:

Is this something I am excited to do?
Do I have the skills and ability to perform in this new role? If not, what do I need to learn in order to prepare myself? What kind of training is available to me and when can I get it?
Does this new opportunity align with my other responsibilities? Are there any economies of scale I can achieve by taking on this new responsibility?
Can I see myself doing this is 5 years? Is this part of my long-term plan?
What (if anything) can and should I delegate to someone else so that I have the bandwidth to do a good job if I take on this new responsibility?

Once you have pondered these questions, you’ll have a much better idea about whether or not you are up for the challenge. If your answer is either yes or maybe, be sure to investigate further by scheduling a structured, uninterrupted conversation with your manager or the person to whom you will be reporting.

Remember that your career growth is important! That is why we tend to say, “yes” to too much and why we allow ourselves to get overwhelmed. Instead of a simple yes, go into the conversation with an optimistic, “can do” attitude and some thoughtful questions. This will ensure that you are seen as a team player, and also as someone with a long-term vision and a commitment to success!

Follow these guidelines to shape a productive conversation:

1) Set the stage by naming your positive intentions. This will help ensure that your message is seen as collaborative and not resistant or unappreciative.

“I sure appreciate your time. I’d like to be sure I really understand the scope and depth of this new responsibility, because I want this endeavor to be successful for the organization.”

2) Start with the end in mind.

Ask about what constitutes success from the perspective of the managing supervisor or project sponsors. Be sure to ask about the impact on business results, as well as about specific behaviors rather than vague impacts.

“You’ve asked me to take on this new responsibility. Tell me more about what you envision when you look into the future a year or two.
If this project is very successful, what will we see happening?
How will we measure the success of this project as a business?”
“How will we know if I am performing as expected?
What will you expect to see me doing?
What results will I be getting?
How will I be achieving those results?

3) Explore the lay of the land.

It is imperative that you understand the scope of the job, the team culture and dynamics (especially if you are entering into new relationships or reporting structure), and the degree of autonomy and responsibility associated with the position or project.

“Tell me more about the job itself. What kind of a team will I be working with?
Who will I report to?
May I interview the members of that team?
“What am I NOT going to be involved with?
What are the outer boundaries of responsibility associated with this job?
“What kinds of relationships will I need to develop in order to be successful?”

4) Get a commitment for support.

In order to perform successfully in any job, you must have the knowledge, skills, tools and motivation to do so. Presumably, you have the motivation– but don’t forget to assess the other components. Find out more by asking questions like these…

“Tell me about someone who performed this job with great success in the past. What did she or he know? What did he or she do? What tools did she or he use?”
And, most importantly, “how can I attain the knowledge, skills and tools described?
What kind of training will I receive?
To whom should I go when I need additional support?”

Taking the time to engage in these in-depth conversations results three distinct advantages.

First, it shows your managing supervisor that you are taking a thoughtful approach to your job and responsibilities.
Second, it provides an opportunity for the manager to think about the issues you raise in more depth. You’d be surprised at how often the questions above prove challenging. All too often, these questions are not thoroughly considered before an offer or new opportunity is extended.
Finally, it ensures that you will not become a casualty of your promotion by taking on new responsibilities for which you are unprepared.

Managing Up is an art. Many of us shy away from it because we carry the implicit assumption that we should “already know” the answers to our questions. But I encourage you to break through that assumption and do your due diligence. A failed project or job is NOT normally a positive career move. Do your best to ensure your own success by exploring before you commit.

Written by Claire Laughlin, Consultant & Trainer

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Beware the Write-Off

A Change in Perspective

The Art of “Managing Up”

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