DATE: Wednesday, September 09, 2015
TIME: 10:30 AM – 11:30 AM EDT
Conflict is a normal and necessary part of healthy relationships yet is is one of the greatest challenges for most leaders. Some leaders completely avoid conflict at all cost and other leaders embrace it every chance they get ... which in turn, causes people to avoid them. As leaders we must learn to be confident in leading ourselves and others through proper conflict resolution. When a leader mismanages conflict it can harm relationships, break down trust and have long term results on projects… ultimately hitting the bottom line and affecting the entire organization. On the contrary when conflict is handled in a respectful and positive way, it creates the opportunity for the following:
Through learning the skills you need for successful conflict resolution (which includes managing conflicts between your team members as a mediator), you can face disagreements with confidence and keep your personal and professional relationships strong and growing.
Have you ever given or received feedback and it did not turn out at all the way you expected? In this webinar we will explore the SBI feedback model. This model is a powerful and useful tool in leadership and life for giving and receiving feedback in a safe manner. SBI is a model designed by the Center for Creative Leadership for self-evaluation and giving feedback to others.
SBI is an acronym that is defined below:
There are several ways to engage the SBI model in your leadership. You can use it to observe yourself as a leader, work with your team, colleagues and boss. In this webinar we will take a deeper dive into using the SBI model, discuss how to use it effectively in your leadership.
While creating a training program for newly appointed managers, I reflected on commonly faced challenges, as well as my own personal experiences. One of the greatest challenges I faced as a new manager was micromanagement. In fact, I may have been the worst micro-manager ever (to all of you out there that I may have micromanaged, I apologize).
Micro-Managing to Create “Mini-Mes”
Micro-managing drove me crazy, so I know it drove my team crazy. As these embarrassing and painful growth experiences went through my mind I began to process through the reasons a new manager, or any leader, micromanages. I decided to throw the question out on Twitter™ and received great feedback from my Twitter world, including these answers:
I think all these suggestions can be correct for different people in different situations. Upon pondering my own personal reasons for micromanaging, I found several of these to be true. I was a star individual performer who was promoted to management without any training in leadership. I knew how to do my job well as an individual performer. Once I was promoted, therefore, it made sense to create “mini-mes”. This is a really bad idea. It’s not a way to win friends and influence people. I thought that to increase someone’s performance all they needed to do was to do exactly what I did before I was promoted. I thought this would make them successful, thus making me successful – huge misconception. I know to those of you in leadership, this is obvious, but more often than not, it is not obvious to a new manager.
I was also fearful. I still made bonuses, but they were no longer based on my individual performance. Instead, they were based on the team’s performance. In my young mind, this made it even more reason to create little “Me Robots.” If they could do the job exactly as I did, they could generate the same revenue I did, and we should all be happy… right?
As with most new leaders I was tapping into familiarity. I was doing what I knew how to do, but what I was doing was not producing the results I hoped for. It was not until one of my team members was leaving the organization that I had to face the truth. His parting comment to me was “you use the word team all the time, but there is no team here.” It was then that I realized that what I was doing was not working. I decided to educate myself on the skills of leadership. Following are the seven things I learned that helped me to regain perspective.
All aspects of the leadership journey are part of an insightful learning process. We never “arrive” and we are always gathering new information to apply. As leaders, it is meaningful to reflect on our journeys, seeking ways to improve our methods and style. As you reflect on your own journey, ask yourself what you have learned and how you can help new managers along the way.
Why do you think leaders micromanage? Do you have some tips to help micro-managing leaders overcome this addiction? Please share you thoughts by leaving a comment to this article.
Strategic Transformation Series: Post 3
Thanks for joining us again for the third post for the Strategic Transformation Series. In the first two entries we talked about The Strategy and Engagement Connection & To Plan or To Transform? We look forward to your comments and questions as we dive into how strategic planning can not only enhance your company’s bottom line, but the engagement of your employees as well.
True transformation comes down to Intent. If our intention is to truly transform our organization through strategic planning, then that significant intention will require significant action.
Create a Strong Foundation If your last strategic plan is collecting dust on the shelf, let me ask you a few questions:
By answering YES to these questions, we show our intent to create strong foundation for success by HOW we prepare. Important work and we haven’t even started the planning! This important phase of creating cultural preparedness for your organization will help you create that all important buy-in from your teams that you need to have the transformation you desire.
Once you’ve created the foundation, it’s time to get to the business of planning. Here are some things to consider as you create the high level strategy that we are all familiar with.
Strategy, at its heart, is about great communication. Remember – this intent is that this strategy be something everyone in your organization understands and lives by. Be mindful of the strong foundation and work to develop the goals and objectives collaboratively and interactively through a series of facilitated sessions that draw upon all stakeholders’ input and perspectives.
As you write the plan, keep the messaging clear, concise and actionable. Less is more. Consider a strategy map to help as a communication tool that can help to internalize this strategy in your culture.
The typical next step is to issue the plan to the entire organization and instruct that they cascade the high-level goals and objectives into their operational divisions. We might even instruct that performance goals be tied to this strategy.
This all sounds good, in theory. However, Implementation Planning is often missing key results such as:
HOW you plan to implement the strategy is key to its success. Don’t let all that hard work go to waste; be sure to create a consistent process by which divisions are creating work plans that contribute to an overarching organizational work plan. Then work collaboratively to ensure the proper priorities and resources are allocated to TRANSFORM your organization!