Archive for category Coaching
There are few jobs today that allow a person to work autonomously. Certainly in government there are many examples of jobs that are interdependent. Even at its most basic level, the branches of government must work together to pass a bill into law. Teams are important. As important as teamwork is in government and business today, working on a team is not always easy, and leading a team successfully can be downright difficult. When it does work, a successful team can feel like magic and every task is easier to complete.
The important thing about successful teams is that they bring together the strengths of a group to work toward a common goal or purpose. Successful teams often view members as equal and have a leader who is just as comfortable taking the lead as he is to step back and let an expert take the reins at the right time.
No one person is as strong or smart as a team but sometimes things or people get in the way. While the leader is not the most important part of a team, he can make or break that team. The best team I have been a part of had a leader who openly admitted he did not know the best way to meet our shared goal. He was often heard letting anyone who would listen know his team was a group of experts who could handle any job they took on. His humility combined with the steadfast belief in his team mates made him a great colleague. His ability to set reasonable goals, communicate effectively, and keep the team on task made him one of the best leaders I’ve met. He wasn’t the magic that made that particular team work but he flamed the fire and built up every team member so they were free to excel.
Being a great team leader is not about being the best in your field, it is about setting up the team for success. The Ken Blanchard Companies promotes the Perform Model as a way to highlight the important aspects of a high performing team:
Purpose & Values
Relationships & Communication
Recognition & Appreciation
With a skilled and knowledgeable team, the leader must only bring them together and help them to move in the right direction. The best question a leader of mine ever asked me is “How can I help you reach your goal?” Team leaders of highly skilled teams are not the stars of the show but facilitators, who get the team in place and cheer the team on throughout the race.
Have you worked on or do you lead a high functioning team? What worked best for you?
Change is a constant. Like it or not, it is inevitable that at some point throughout your career, you will experience a change that forces you to rethink everything; your goals, your strategy, your outlook, maybe even your job. Nobody is exempt from change. Despite whatever GS level you currently hold or where you reside on the corporate ladder, change will find a way to squeeze onto your to-do list. When most people think of change, they think of current events that unenthusiastically impact an agency from the outside in, much like the shutdown or sequestration. The change that I’m referring to is change that comes from the inside and, if leaders are paying attention, has the opportunity to transform the way an agency, even the government, does business. The change agents that initiate these transformations are called intrapreneurs.
Intrapreneur is not a new marketing buzzword. Most people have heard of these idea generating, passionate, radical thinkers. Many companies, like Google and Apple, encourage their employees to spend time thinking outside the box to come up with the next innovative idea. The challenge, when you’ve been lucky enough to uncover a forward thinker within your organization, is preventing leadership from the unbearable internal resistance that can cause intrapreneurs to take their ideas and run. This is the last thing that government agencies need to happen while they try to obtain and retain the talent they already possess. If you are lucky enough to have an intrapreneur working at your agency, there are steps you can take to make sure they don’t jump ship at the first opportunity.
Allow Employees Time to Think – There may be an intrapreneur right under your nose and you may not even realize it. Heck, they may not even realize it! A good leader encourages and coaches individuals to instill forward thinking. Inspire your staff. Build confidence. Empower their originality. Lead change.
Nurture New Ideas – A new idea doesn’t have to derail the overall strategy of the agency. Often times, leaders dismiss what could have been a more efficient and innovative concept, that contributed to the accomplishment of the agency’s mission, simply because it’s outside the routine way the organization does business. As a leader, recognize that your ideas are not the only good ideas that come out of your department. Work with your staff, don’t dictate, about how their ideas could or couldn’t work for your agency.
Incorporate Innovative Ideas into Daily Tasks – Not all ideas will work for your agency but when a thought-out concept is brought to the table, don’t immediately dismiss it unless you’ve given it a test run. Try incorporating innovative ideas into the daily tasks that are already working for your agency. By changing the routine up just a bit, you might uncover a more efficient way of performing a task or accomplishing a goal. Taking small steps to test out a new idea can set a leader’s mind at ease by avoiding a significant set-back that could occur by taking the idea full throttle too soon. It can also make the intrapreneur feel valued, trusted, and supported knowing that their idea spurred a positive change within the agency.
People often resist change when they’re not a part of the change process. Create a culture where intrapreneurship thrives and ground-breaking ideas are encouraged and the idea generators will want to support the mission.
Are you an intrapreneur? How does your agency allow for intrapreneurship at your agency?
As we begin to wrap up 2013, many of us are starting to think about resolutions for the New Year and what we can do differently in 2014. The common resolutions like going to the gym more often, losing 20 pounds, or the like tend to lose their luster before the end of January. Why not take a different approach to your New Year’s resolutions and make it a goal to be a better leader? People follow and support leaders they believe in and create positive influences in their lives. A Gallup poll found that only 1 in 11 (9%) employees are engaged when led by a leader that neglects to focus on individual’s strengths. Yet when a leader acknowledges an individual’s strengths, that statistic jumps to 3 in 4 (73%) employees.
While we can’t necessarily control the budget cuts or whether there will be another round of furloughs next year, we can absolutely control the type of leader we choose to be and the reputation we build as we lead others to greatness.
Here are a few traits you can add to your resolution list in your quest to becoming a more well-rounded leader.
1. Allow for autonomy – Empowering your staff to make decisions is key to creating a motivated and productive staff. Employees need to be allowed to make mistakes as well as have the support and guidance from their manager when flubs do happen. A Situational Leader knows when to provide support and allow individuals to grow into great leaders, while a self-serving leader only has their best interest in mind. Coach your direct reports to come up with a winning strategy and work with them on defining that strategy rather than dictating their next move.
2. Build trust with everyone – This is a tough one as trust among many government employees has been tested with the recent sequester, shutdown, pay freezes, and furloughs mandated government wide. But all hope is not lost. The individual encounters you as a leader have, not just with your staff but with everyone you come across at the office, help to build, or in some cases rebuild, trust. Trust is the crux of everything we do and is the foundation of effective leadership. Without it dedication, loyalty, motivation, willingness to support the agency’s mission falters. The ABCD Trust Model that promotes a leader’s Ability, Believability, Connectedness, and Dependability is a good place to start to evaluate how trustworthy you are within your agency.
3. Create a culture that people want to be a part of – I recently watched a news segment about Zappos, the online shoe retailer, and was impressed with the culture they’ve created at the organization. The CEO of Zappos, Tony Hsieh, was proud to say that the first requirement they take into consideration when hiring for a position at the company is whether or not the candidate would be a good culture fit. In fact, they label the coveted culture they’ve built as their biggest asset. Take a look at this 30 second video the folks at Zappos created to give you an insight to their fun, yet productive, culture.
4. Acknowledge even the smallest successes – It’s an important motivator and morale booster when you catch people doing things right. People like their accomplishments to be acknowledged and to know they are truly appreciated for the hard they do day in and day out. The number one criteria, however, is to MAKE IT MEANINGFUL. There’s no point in praising someone for a task they’ve accomplished if there’s no substance behind it. Be authentic with your praisings.
5. Thank your employees – It’s amazing the impact a smile and a thank you can have. Government workers are dedicated and work hard, despite the continuous ups-and-downs they’ve endured lately. Showing your employees some gratitude for that dedication, loyalty, and unrelenting productivity makes a difference. Follow your action from item #4 above with a thank you and watch your employee’s motivation and satisfaction soar.
What steps are you taking to become a more motivating government leader?
Posted by Kristina Marzullo in Attitude, Change, Coaching, Communication, Employee Engagement, Feedback, Goals, Government, Ken Blanchard, Leadership, Leadership Development, Management, Morale, Motivation, Performance, Productivity, Roles, Supervisor, The Ken Blanchard Companies, Training, Trust on September 25, 2013
Today’s post was written by How Gov Lead’s new contributing author, Amber Hansen. Amber has worked in Government contracting for over nine years. She is currently a Project Manager working with Federal Government clients at The Ken Blanchard Companies. Watch this blog for more thought leadership from Amber.
Have you ever met someone who is really great at one part of their job and terrible at another? I happen to be married to a man who for many years was a Navy Corpsman who loved his job but struggled with some of what comes with being in the military. I once heard a leader of his say he was “an amazing Corpsman and a terrible sailor.” To put it in very simple terms, that means he was really good at caring for his patients and training junior members of his team and not so great at keeping his uniform in order and being on time. This leader understood clearly that my husband had significant strengths but like all of us, he had weaknesses, too.
What happens when forgetting to bring the right kind of socks for a uniform becomes a reason to be reprimanded at work? That may depend on one’s leader. Some of us are truly adept at handling the details of life; we might keep backup socks in the car just in case. Others just do not think this way. My husband is very bright, he learns things quickly, takes what he believes is useful and leaves behind what he sees as a bit of a waste of his time. I suspect the things that may have made him a good sailor, like bringing the right pair of socks, were the same things that appeared to him to be a waste of time. In my husband’s world, ensuring he had the right medical supplies packed for a mission ranked just a little higher than the socks. If my life depended on him and I had to choose between socks and medical supplies I would be glad to have left the socks behind.
Some of the military leaders I have met would focus on those missing socks because they see that as the foundation to doing the rest of any job well. They could not see past the socks to find a truly valuable and talented team member. They allowed the socks to become the focus of their interaction with a Corpsman who by the end of his career was influencing the careers of junior Corpsman, helping them build their skills, improve their productivity, and learn to teach others.
Our military is dealing with stressors many civilians cannot fully comprehend. From multiple deployments and Post Traumatic Stress to shrinking budgets and less time and resources to train; our military members work hard and they deserve leaders who are prepared to support and serve them. Our military and government leaders need to be innovative in this new world of looming sequester budgets and ongoing wars. And they must ensure their teams are able to fully realize their potential in order to bring the most value to the organization and to themselves. Empowerment is key!
When a team member can’t seem to remember to bring the right socks the leader must set him up to succeed anyway. Helping that direct report remember to “bring the appropriate socks” may seem like a waste of time, but if it is a waste of time for the leader, perhaps that is the heart of the reason it’s a waste of time for the individual. If a leader can show that helping that sailor succeed with his socks, the payoff is that the sailor will trust the leader to help him succeed in much more significant ways.
I work for a leadership organization. On a daily basis, I am surrounded by comments, articles, research, subject matter experts, blogs, and books on how to be a great leader. I believe in these wisdoms and the years of research that the experts walking the halls around here have uncovered. They are prudent truths to me and I try to adopt these best practices every day. A few months ago, I made the decision to go back to school and pursue a Master’s of Science in Leadership. As if I am not inundated with enough about leadership, I wanted to learn how “outsiders” interpret what a great leader looks like, the experiences they’ve had with the leaders in their lives, and how they plan to be the best leader they can be both in and out of the workplace.
This educational journey has been interesting and exciting. What I find most intriguing are the vastly different interpretations of what makes a great leader and the behavior great leaders demonstrate day in and day out. I recently conducted a poll on Facebook and GovLoop and asked people what they believe to be the top three traits of a great leader. The responses I received were so varied. Some of them include thoughtfulness, integrity, consistency, good listener, collaborator, honesty, action oriented, passionate, empathy, and trust. After reading all of the feedback, I started contemplating whether or not there really is a general list of the best leadership traits. Does a leadership model, that we can provide to every individual that wants to be a great leader, really exist? Or does every individual require their manager or supervisor to possess the specific leadership skills that will motivate, engage, and help guide them to success? What if you find your dream job but not your dream leader?
Two traits that over 50% of the responders included in the conducted poll as a must-have in every great leader are communication and listening skills. These skills are critical to every single relationship you will encounter in your life. Sharing information, facilitating conversation, and listening to each other fosters trust and motivates people to want to do something good and productive. What I realized is that if we do find our dream job minus the dream leader, we have the ability to “lead up” and communicate our needs to our leader in order to create a successful relationship. This does require us as individuals to have good communication skills ourselves. An effective way to build on these skills for both you and your manager is to hold regular one-on-one meetings that will allow the two of you to discuss each other’s needs that will lead to goal accomplishment. After all, what should be equally important to the both of you is the success of the organization.
How are you leading up? Are you able to openly communicate to your supervisor the needs you have in order to be successful in your agency?
Posted by Kristina Marzullo in Attitude, Buy-in, Change, Coaching, Collaboration, Commitment, Culture, Employee Engagement, Employee Passion, Engagement, Federal Agency, Goals, Government, Ken Blanchard, Leadership, Motivation, Performance, Productivity, The Ken Blanchard Companies, Trust, Vision on November 28, 2012
Fiscal cliff, political objections, merging agencies, and pay decrease discussions around the water cooler have many government employees concerned. Many of us are wondering what exactly 2013 is going to look like for ourselves and for our country. Now is the time for agency leaders to take action and encourage their teams.
Culture can be a powerful change agent. If you think about high performing agencies, most of them have a clear culture that is actually implemented within the organization. An agency’s culture generally dictates the values, vision, and missions. It is an indicator of how the agency gets things done on a daily basis. When leaders adhere to the culture when integrating change, it will support and encourage employee’s reaction to the change.
Can you explain your agency’s culture? Are your goals and the goals of your team members aligned with the organizations culture? If not, this could be a great discussion to have in your next one-on-one meeting with your employees. Employees that know their performance and success is contributing to the success of the organization are more motivated, confident, and passionate about what they do.
Involving your employees with the agency’s mission can lead to confident, engaged, and high performing individuals. Studies reveal that the more employees are involved in the decisions of a change that will impact them, the more committed they are to the agency. In turn, the more committed they are, the better their performance. The better their performance, the more effective the agency will be at accomplishing their mission.
Would you be more accepting of a decision that was made by others and dictated to you or would you rather have an opportunity to provide your contribution and feedback to that decision? An effective way to implement any change is to allow those who have to endure the change to be involved in the change process.
Our immediate reaction to change tends to be objection. This is where leaders can really use their skills and influence a direct report’s perception of the impending change. An employee’s supervisor is the first line of defense against a closed-minded approach to change. Scheduling regular one-on-one meetings, building trust, and providing the tools the employee needs to successfully overcome the negative mind-set that can occur during change can be the difference in an employee staying with the agency versus leaving for another job.
Do you have a strategy to resolve people’s concern and negative mind-set on change? Ken Blanchard, author and co-founder of The Ken Blanchard Companies, reveals that “none of us is as smart as all of us.” Shifting your employee’s outlook can often lead to a change of heart and commitment to the agency.
Want to hear more about how you can motivate yourself and your employees? Join Dr. David Facer, author of Optimal Motivation, today at 12:00pm EST today as he shares a fresh approach to motivation that can increase employee engagement, productivity, and employee well-being. Now who doesn’t want that during these hard times?
Today’s blog was written by guest blogger, David Carroll, Consulting Partner with the Ken Blanchard Companies and President of Carroll and Associates. David also writes for his own blog, Leadership Manager.
Organizations today are constantly undergoing change in order to stay competitive. These changes demand flexibility, fluidity, and innovation as well as a high priority on being “people-focused.” Customers and employees both must feel that the organization cares passionately about them. This only happens when organizations, and the organizations’ leaders, are trusted. All relationships, personal and professional, are based upon trust. However, trust means different things to different people. It is difficult to define what an environment of trust looks like…in fact it is easier to describe what a distrustful environment looks like: people withhold facts and information; managers set convoluted goals; management is not available; people talk behind each others’ backs. The list goes on and on.
I recently heard a frustrating story of a real-life situation that left an employee feeling demoralized and undervalued. The experience significantly diminished the level of trust he had with his manager. The experience began when an, the employee responsible for reviewing inquiries and sending proposals received an e-mail from a client about a project. The employee spent several hours researching and assessing the difficulty of the proposed project. He then followed-up with an email to the client asking additional questions to clarify any current work being done relative to the project. The client had very little information but was clearly very frustrated with the lack of progress on receiving a proposal. The employee notified his manager that due to the level of difficulty and the lack of clarity on the project that he recommended that the project should not be accepted. Although the employee attempted to explain the supporting evidence for his decision, the manager responded that the employee had not spent enough time researching the project and that he would do the research himself. The manager took two days to research the project and forwarded the research data to the employee late in the evening on the day before a scheduled call with the client. During the call, the client struggled to answer any questions brought up by the manager or employee and was unsure on what approach should be taken to resolve the issue. The client then asked if the organization would be willing to send a proposal and take on this project. The manager eventually agreed to accept the work and send a proposal…against the recommendation of the employee. The manager told the employee to generate a proposal that included a quote for a two weeks feasibility study. The feasibility study gave the agency a reason to back out of the project if it proved to be too difficult. The manager told the employee to tell the client that the agency couldn’t start work for at least a couple of weeks…hoping that the client would find somebody else to work on it. The employee reluctantly did was he was instructed. The feasibility study was conducted and it was determined that the project was beyond existing technology to complete.
How often do situations like this occur? Unfortunately, more often than some would like to admit. Events like this result in wasted time, energy, productivity, and trust. Some managers may say they want to build an empowered work force, but get in the way of their own best intentions. So how can they create an environment of trust…one that fosters empowerment? They must demonstrate trust for their staff and be trustworthy themselves. Blanchard’s Building Trust program illustrates for us what a trustful environment looks like by teaching us exactly which behaviors build trust using the ABCD Model. The model guides individuals to identify aspects of their relationships that need repair, as in the example above, or need to be further nurtured in order to build and maintain trust.
Are you currently experiencing a lack of trust with one of your co-workers, managers, or direct reports? Learn how you can utilize the ABCD Trust Model within your agency.