Posts

Checklist for leading one on one meetings

This is the second in a series for people who want to use one-on-one meetings as a great tool for leading the efforts of their team members

A structured but flexible one-to-one meetings approach is probably the best way you’ll find for managing and motivating the work of your individual team members. But sometimes it isn’t easy to know how to go about doing that effectively, or to make sure that it will get the results you’d want – such as switched-on and fulfilled team members and tasks that get done well and on time.

If you right-click the image above and then select “Save as…” you can download your own copy of the checklist.

Life as a manager can often be very busy and quite complicated, so if that’s the case for you – use this checklist as a way of getting started, in this order:

  1. Take stock of which items on the checklist you already have in place or already know the answers to?
  2. Once you’ve done that, which is the most straightforward item on the checklist for you to work on next?

If you need more information, you can read the rest of the tips when published here. They’re essentially a summary of my short ebooklet.

Or go ahead and grab your copy from Amazon here – free to Kindle Unlimited members or otherwise £1.99

I wrote that short ebooklet when, in the space of a fortnight, three separate coaching clients mentioned that they were struggling a little with running their one-to-one meetings with their individual team members. It’s easy to cover those kinds of issues in a coaching session, but it seemed to me that it would make better use of my clients’ time in our sessions if I could also just give them some simple guidance to take away and use as and when they wanted. I hope that the booklet has been useful – it’s been slowly working its way up the independent management books charts anyway. The next in the series will cover Delegation.

What’s essential for you, when running your own one-on-one sessions with your team members? Either leave a comment below if they’re still open at the time of reading, or tweet me @nickrobcoach.

Download a free copy of this useful checklist for running great one-on-one meetings with your team members. No sign-ups etc required #leadership #management. Click To Tweet

 

 

 

The Antidote for too much Snippiness at Work is more Self-Compassion

I’ve noticed there’s a lot more snippiness at work at the moment than is good. People losing their temper and sounding-off; others fault-finding and blaming when there really isn’t any need. I’ve seen it in a couple of board-meetings and in some team-working just over the last few weeks.

Given the circumstances right now, it’s understandable that people might be more stressed than usual and end-up taking it out on others. The answer is to take better care of ourselves first.

Fortunately, I’ve also noticed that there’s much more awareness of how this kind of behaviour in a group or team setting is ‘sub-optimal’ than there was, say ten years ago.

Lots of really useful concepts have made their way into our everyday language:

Things like “Hangry” – a portmanteau of hungry and angry, where someone’s hunger is making them increasingly upset, irritable or even angry.

I’ve even heard people use the HALT acronym – derived from addiction recovery, it reminds people to take a moment (HALT) and ask if they are feeling Hungry, Angry, Lonely, or Tired. It seems simple enough, but when those basic needs are not met, people can be susceptible to destructive behaviours.

The importance of this kind of stuff, in terms of doing well at work, can’t be overstated. Years of co-operation can be written-off with a badly-timed and unfair outburst. Credibility as a competent manager can be lost by a poorly-judged public criticism. Trying to get stuff done when you don’t have a good relationship with the people you depend on is non-starter.

I use my own modified (and backwards) version of the Emotional Intelligence model to help unpick and re-wire how we behave at work. In simple terms, it looks like this:

Leading < Relating < Self-Management < Self-Awareness

If you want to lead well (which is basically, getting stuff done with the co-operation of others), then you need to be aware of how other people are feeling and doing, and manage your relationship with them. And you can’t do that without being aware of how you yourself are doing and then effectively managing your own behaviours.

Start with that Self-Awareness step:

  • Are you Hangry?
  • Do you need to HALT?
  • Are your anxieties taking over?
  • If you were able to be more compassionate with yourself, what would you do?

Let me know what you’re noticing about our self-management these days please?

Either leave a comment below if they’re still open at the time of reading, or tweet me @nickrobcoach.

We're more stressed-out than usual now and might take it out on others at work. The answer is to take better care of ourselves first. Click To Tweet

How to get your mindset right for leading one on one meetings

This is the first in a series for people who want to use one-on-one meetings as a good tool for leading the efforts of their team members

It’s based on my short ebooklet available from Amazon here – free to Kindle Unlimited members or otherwise £1.99

You can read the rest of the tips when published here. They’re essentially a summary of the booklet.

By way of introduction, I wrote that short ebooklet when, in the space of a fortnight, three separate coaching clients mentioned that they were struggling a little with running their one-to-one meetings with their individual team members. It’s easy to cover those kinds of issues in a coaching session, but it seemed to me that it would make better use of my clients’ time in our sessions if I could also just give them some simple guidance to take away and use as and when they wanted. I hope that the booklet has been useful – it’s been slowly working its way up the independent management books charts anyway. The next in the series will cover Delegation.

All great management starts with the manager’s own mindset. To make a good management process work well, it isn’t enough to know what to do and how to do it, you also need to know what attitudes of mind are likely to get the best results for you. Here are the most important ones for running great one-on-one meetings:

  1. Empowerment as an outcome of your management – you’ve got to want to inspire people to get more done under their own motivation and responsibility.

It’s a bit like having teenagers, they need to learn how to do stuff for themselves. Until you’re prepared to adopt this as part of your mindset, you’re likely to be spoon-feeding people and picking-up after them long after they could have learned to do it for themselves. I think the trick here is to actually include empowerment as one of the outcomes you’re after. Put it up there alongside the tasks that you want this person to achieve and give it as much, if not more, weight as all the other important stuff you need to ensure gets done.

  1. Coaching as a leadership style – where you put a big chunk of your leadership energies into the longer-term development of others.

It’s not the only leadership style you’ll need to use, but it is very effective and very rewarding for you. It’s also a good partner to empowerment. You could think of a coaching leadership style as being NOT about you as leader having the answers, but about guiding people to find their own answers to things.

If I had to encapsulate it in a single phrase for leaders to use, it’d be something like:
“How about trying this…?”

  1. The transition from doing to leading – the more your responsibilities increase, the more you need to shift from actually doing stuff yourself, to getting stuff done by acting through others – by leading.

If you’re like most people, you’ll have got to your position at least partly because you’re good at what you do. And so this can sometimes be a tricky transition to make, or even to be aware of its significance. It’s also quite scary because of course it takes you outside of what you know you’re good at doing, into possibly new territory – and people are often much more complex to understand and influence than the tasks themselves.

But this is a really important place to get your head into. Take a deep breath, stop doing stuff yourself, and start making sure that you act through others.

Let me know what kind of mindset works well for you, when running your own one-on-one sessions with your team members please? Either leave a comment below if they’re still open at the time of reading, or tweet me @nickrobcoach.

To make a good management process work well, it isn’t enough to know what to do and how to do it, you also need to know what attitudes of mind are likely to get the best results for you. Click To Tweet

 

 

 

Influence – or Crash and Burn

The Marketing Director stared at me, hard.
He wasn’t buying the perfect logic of my first-ever corporate strategy board presentation. In fact, he looked positively hostile.

I could see my boss nodding encouragingly. And the Finance and Personnel Directors looked convinced. But the Marketing Director always sat next to the CEO, with the Ops Director on the other side. Without positive signs from those three I knew this was crash and burn.

As a recently-minted Accountant, plucked-out of Finance for a Strategy job half-way through my qualifying studies, I was so surprised by that boardroom reception!

Why hadn’t my logical arguments won the case?

My analysis was deep and thorough. My slide deck was good. The conclusions were inescapable – and expensive for us if we didn’t act as recommended.

I knew as I was watching the Marketing Director’s face that I’d missed some crucial way of getting my point across. Something maybe less about logic and more creative than usual. Click To Tweet

The board sent me back to “do more work on the analysis”. My ego took a real battering, but it was such a useful lesson for a keen young manager.

The next week I found an old copy of “How to Win Friends and Influence People” on a stall in Borough Market and that opened the door to a whole new world for me.

What’s your view – how crucial (or not) is it for managers and leaders to be good influencers too?

Please leave a comment below if they’re still open at the time of reading, or send me a tweet @nickrobcoach

The Hierarchy of Soft-Skills

It used to be “technical” skills that were most important. Now though, according to Forbes, soft skills, such as empathy, adaptability, integrity and resilience, have become crucial success factors at work. But did you know that there’s also a hierarchy to soft-skills?

In my view, it goes something like this, starting with self-awareness and self-management:

  1. Understanding about what makes us fulfilled is the gateway skill.
  2. Then comes knowing and influencing the conditions that help us to be motivated.
  3. Followed by managing the fears, doubts and other emotions that can get in the way of being at our best.
  4. Then, because we can never control all of the conditions around us, come soft-skills around being adaptable and responding to change – and being authentic at the same time.

After that, the soft-skills focus shifts to other people:

  1. How well do we understand what makes others tick?
  2. How skilled are we at being authentic and adaptable as we communicate with others?
  3. How good are we at balancing out the needs of the job and the needs of other people to be fulfilled and motivated?
  4. Beyond that, comes inspirational leadership, which I’ll cover in a future post.

What’s your view of the most important soft-skills; and which needs to come first?

 

Thinking is more painful than electric shocks!

Why people often don’t get clear about their desired outcome or choose the best approach to take, before they act

It’s helpful for people to think about stuff more – particularly on why  they’re about to do something and on how  they’re about to do it. This is because:

1. Knowing why  we’re about to do something – the outcome we want to achieve – is much more important than the first few steps, the tactics, that we might take to get to it.

It’s easy to grasp this. If your desired outcome is clear but the first few steps you take towards it don’t work, you can simply try some other tactics. But if you start from the tactics themselves without really being clear about where you’re trying to get to, then early failures tend to derail all your efforts.

(There are exceptions to this rule: notably if you’re stuck and don’t know what you want to achieve then just trying something – anything – can be sometimes be more empowering than staying stuck);

2. Actively choosing how  we’re going to do something – the strategy, route or approach we might take – is a key determiner of success.

Far too many people simply do everything the same way, or the same way that they did it before, regardless of whether or not this gets results. It’s where that old saying comes from, “If you’ve only got a hammer, everything starts to look like a nail.” Actively choosing the way to go about doing things, dependent on the circumstances and the people involved, creates flexibility of approach. And flexibility of approach in our behaviour is what leads to win-win.

Why don’t people do this kind of thinking more?
Get clear about their desired outcome and choose the best approach to take, before they act?

One part of the answer is in an article I was delighted to discover recently, headlined “People Would Rather Experience An Electric Shock Than Be Alone With Their Thoughts”!

A team of researchers have discovered that:

  • Left alone in a room with just their thoughts, more than half the participants described the experience as ‘not enjoyable’, most found it difficult to concentrate and reported their minds wandering. The negative aspects went up further in another group who were asked to repeat the task at home;
  • In one experiment people had the option of giving themselves an electric shock rather than complete the full thinking time. Even though they’d had that level of shock before and had said they’d pay $5 not to be shocked again, 67% of the men and 25% of the women involved chose to shock themselves rather than just sit and think!

You can see their article here: https://www.sciencemag.org/news/2014/07/people-would-rather-be-electrically-shocked-left-alone-their-thoughts

My take on this is that human minds are evolved to deal with the real, physical world and with the web of social relationships that it takes to thrive. Disengaging from actual, concrete tasks and from real interactions with others long enough to do this kind of outcome/approach thinking is not something we’re naturally evolved to do. We have to learn it. And sticking with it long enough to get results ‘hurts’ and takes a lot of energy. Similarly, if you’re anything like me, there’s a whole load of failed adventures, thwarted ambitions and personal shortcomings that I’d really rather not think about at all, if only if wasn’t for the chance to improve things in future.

As my coaching practice evolves, I find that more and more people are saying things like: “I just need to hear myself think out loud”, or “I need some space to reflect on things and work them out, a kind of sounding board.” The hardest thing to do when I’m coaching in that kind of situation, is to do nothing but listen – but at least I don’t feel the need to give myself electric shocks!

Let me know if you’ve noticed any of this too please – or what you’re discovering about thinking, outcome-focus and behavioural choices yourself.

Please leave a comment below if they’re still open at the time of reading, or tweet me @nickrobcoach

Does it really hurt to think a bit more? Click To Tweet

Six Things that Great Time-Management is about NOT doing

“#1 Will Surprise You!”
(It won’t – that’s just my silly way of highlighting that #1 is about NOT getting distracted.)

I’m writing this as the world re-opens, in stops and starts, post-covid lockdown.

And I notice that a lot of people are struggling with their Time Management. That’s understandable. So much of how we’re doing things now has had to change, that it can be difficult to find our old patterns of effectiveness. Worse, nearly everyone else is in the same situation, so that when my time-management misses a beat, it can affect several other people’s timing too.

In case it helps, here’s my six things to NOT do, if you want to have great time-management. None of these are necessarily easy by themselves, but if you or the people in your teams are finding it tricky to manage their time just now, these are the things to focus on first:

  1. Not getting Distracted
    A lot of great time-management is actually about Attention-management. Give some attention to how you can block, control, ignore or manage those things that might otherwise steal your attention – and therefore your time.
  2. Not feeling Overwhelmed
    One of the key reasons why people aren’t effective and don’t work at their best is the sense of feeling overwhelmed by all that’s required; to the point where it’s either difficult to see where to start, or hard to believe it’ll ever be finished. Start anywhere and go step-by-step if that happens.
  3. Not being Bored
    Human beings are generally hard-wired to go off and look for interesting stuff. I think it helps to not fight this. A meditation teacher once described the mind-sharpening part of meditation to me as being like training a puppy to sit still. When it wanders off, you can just gently bring it back again.
  4. Not forcing Creativity
    For most people, creativity is a process that requires inputs and some system of stirring around, before it can produce an output. Nothing wastes time quite like trying to force a high-quality decision to come or to force a deep insight into a knotty problem to arise without that process happening first.
  5. Not confusing Immediate with Important
    This is often the starting point for a lot of writing about time management. And with good reason, as it’s so easy to get into fire-fighting and so much harder to justify fire-prevention. But once you’ve dealt with the immediate priorities, don’t just focus on preventing bad stuff in the longer-term. What are the long-term benefits that you could be working towards too?
  6. Not overlooking Sequence and Task-Dependency
    Some things need to be done in a certain order to be successful. Or are dependent on other things happening first, before they can take effect. If you can avoid the paralysis sometimes caused by over-planning, then a project-management approach is often also a brilliant way to have great time-management.

Let me know if you’ve noticed any of this too please – or what you’re finding out about time-management in the “new normal”?

Please leave a comment below if they’re still open at the time of reading, or tweet me @nickrobcoach

What is your Time-Management NOT about? Click To Tweet