Empathy


EMPATHY 3

Use Empathy to Improve Your Next Meeting

Improving meetings isn’t just about inviting the right people and being prepared. You also need to employ empathy, an emotional intelligence competency that can help you better manage discussions.

Empathy allows you to read people: Who is supporting whom? Who is coasting? Where is the resistance?

Carefully reading people will also help you understand the conflicts in the group so that you can manage the power dynamics. You may think these sorts of politics are unimportant, but power matters — and it plays out in meetings. Learning to read how the flow of power is moving and shifting can help you lead the group.

It’s your job to make sure people leave your meeting feeling good about what happened, their contributions, and you as the leader.

Adapted from the HBR Emotional Intelligence Series

EMPATHY 2

Trevor Lee

tblee@ceo-worldwide.com

http://www.ceo-worldwide.com

@trevorblee

Encourage Collaboration – Make It Easier


Collaboration takes time and resources. So if you want people to work together, you have to make it as easy as possible.

For example, you can use simple, off-the-shelf tools like Dropbox and Skype to help people share and communicate. (Be sure that any programs you use work seamlessly with your IT system.)

If some of your employees aren’t confident with the technology, pair them with someone who is. People are much more likely to adopt a new technology if they have someone they can turn to for help, rather than learning it on their own or relying on an IT hotline.

And for major collaboration projects, consider assigning co-leaders who can shoulder the administrative burdens.

Adapted from “How to Get People to Collaborate When You Don’t Control Their Salary,”
by Heidi K. Gardner

MIDDLE

Trevor Lee

tblee@ceo-worldwide.com

http://www.ceo-worldwide.com

@trevorblee

Earn Trust by Showing Trust


Most people do their best work when they know their manager trusts them. If they worry that you think they’re lazy, incapable of directing their behavior, or lack integrity, they’re unlikely to take feedback or coaching from you.

So go out of your way to gain your employees’ trust by demonstrating positive assumptions about them.

Give challenging assignments, with the clear and confident belief that your expectations will be met.

And don’t hide information, or assume people will mishandle it. Instead, promote transparency.

Try adding a “through the grapevine” agenda item to meetings as a fun, informal way for people to share company information they’ve heard, so you can either confirm or debunk the rumor. When managers demonstrate positive assumptions, employees respond in kind.

Adapted from “If Employees Don’t Trust You, It’s Up to You to Fix It,”
by Sue Bingham

TRUST 4

Trevor Lee

tblee@ceo-worldwide.com

http://www.ceo-worldwide.com

@trevorblee

Set Clear Ground Rules for Your Virtual Team


All workplaces need ground rules, but they’re particularly important for remote work.

When a team is spread out among branch offices, coffee shops, and hotel lobbies, people may have wildly different ideas about what’s expected of them.

Make clear what kind of latitude and independence team members can expect, what resources will be available to them, and how much team members will be expected to travel.

If people work in different time zones, it’s critical to set ground rules around working hours, too. Managers should think about these questions:

  • What times of day are team members expected to be available?

  • How will you schedule meetings to accommodate each person?

  • What should people do if they find their responsibilities require them to work overtime or outside their scheduled hours?.

Giving the team this kind of guidance up front will help them work more effectively.

Trevor Lee

tblee@ceo-worldwide.com

http://www.ceo-worldwide.com

@trevorblee

Create an Ad Hoc Leadership Circle to Generate New Ideas


leadership-circle

When leaders need innovative ideas to grow their company, they often turn to their direct reports for guidance. But this group, by design, represents the current operating units and functions, which often have a status quo to defend.

So when you need creative thinking, try forming a leadership circle, a diverse, ad hoc team of 15–18 people from throughout the company who can work together for about six months.

The circle should focus on the future, not the past, and healthy debate should be encouraged. Within the circle, each member should hold equal status and should not feel that he or she is being asked to represent the point of view of accounting, sales, shipping, or whatever their home department is.

Most important, whatever ideas come out of a leadership circle should be handled in the same way they were generated: They should be rigorously and systematically discussed, debated, and explored.

Adapted from “To Seize the Future, Create a Leadership Circle,” by Joseph Pistrui

leadership-circle

Trevor Lee

tblee@ceo-worldwide.com

http://www.ceo-worldwide.com

@trevorblee

Successful Business Transformation


9 implementation principles that will guide you toward a successful transformation:

The problems facing every company are different. They largely depend on history, culture, capabilities, and information technology. However, the importance of vision and communication cannot be overestimated.


Therefore …

A clear vision of the tasks ahead and good communication skills will enable you to navigate around the most difficult obstacles and prevent the organization sliding back into its old habits. The following principles will guide you toward a successful transformation:

  1. Think like a revolutionary

  2. Build an urgent case for change and convince the board

  3. Establish a ‘guiding coalition’

  4. Create a compelling and coherent vision for change

  5. Communicate the vision

  6. Enable and encourage people to change

  7. Look for quick wins

  8. Work around the resistors

  9. Consolidate the gains and maintain the momentum

Ed: These are principals that form the core of my friends at the Beyond Budgeting Institute – bbrt.org – and form the business model of such diverse companies as AstraZeneca, Arla, Danfoss, Handelsbanken, HILTI, Lego, MAERSK, Michelin, Sodexo, SKF, Timpson, Volvo and many more.

But getting back to point number 2,

because it is crucial to discuss how we sell the case for change to the people that matter.

Who are the key ‘influencers’ that you need to convince?

In most companies, the two primary persons to convince will be the CEO and CFO. However, it is of great importance to engage the whole organization. I will get back to that later.

While the case for change might appear to be compelling to you, it can seem too vague and “in the future” for others.

Hard-pressed managers need more organizational change like a hold-in-the-head. Therefore, the reasons must be compelling and the case well prepared and presented.


So how do we convince key influencers?

Ask yourself the following questions:

  1. What will it involve?

  2. What are the costs and benefits?

  3. Which parts of the business are affected?

  4. Is this the only option?

  5. What evidence do we have that it will work?

  6. What are the risks?

  7. How long will it take?

  8. How will we know if we have succeeded or failed?

Addressing them objectively will strengthen your credibility and increase your chances of success even though these questions are difficult to answer. 


Remember …

One common pitfall of implementation is believing that the total transformation of the model can be driven by finance (or any other one function) alone, and failing to engage other parts of organization such as Human Resources or members of the management team.

Author: Anders Olesen – Director, Beyond Budgeting Institute.  E-Mail: info@bbrt.org

transformation

Curated by Trevor Lee

tblee@ceo-worldwide.com

http://www.ceo-worldwide.com

@trevorblee

 

Experiential Discovery Learning


A guest post from Alan Matcham

Partner in Accelerance – Leadership for Business Performance

Bridging the knowing-doing gap

knowledge-2

Knowing is not the problem

Organisations are full of intellectually bright executives who have no trouble articulating a good game. Consequentially they produce an endless array of professional looking, well intentioned strategic plans, presentations, action lists, commitment statements and meeting minutes. The problem is that most, if not all, of these well intentioned initiatives fail to deliver on the majority of what they set out to achieve. This is known as; “The Knowing-Doing Gap.” The difference between what you know needs doing and what actually gets done.

Jeff Pfeffer the renowned Professor of Organisational Behaviour at Stanford Graduate School of Business and co-author of “The Knowing – Doing Gap” states it very clearly, “If you know by doing, there is no gap between what you know and what you do.”

Working with Executives over many years I have found there to be two constants in any effective learning or transformational experience. The first is the power of discovery and the second is the power of doing. Combined, these approaches have a significant impact in translating new insights into positive action. They are also inextricably linked because to discover you need to do and to do you need to discover.

This has huge implications for anyone involved in Executive Development. Designing interventions that make executives intellectually richer with more content, more concepts, more models, more theories and more plans runs the risk of fuelling the knowing-doing gap. On the other hand if you design interventions that are grounded in real business issues and learning by doing then the change that is sought will more likely be achieved.

Discovery & Doing

At its heart discovery is learning from the unorthodox and the unusual and appreciating there is learning in everything. It is about taking time to “walk in other worlds”, to get your hands dirty, to ask great questions, to let go, to see, to feel and to experience new, different and challenging perspectives and ways of doing things. In doing so the aim is to bring new and fresh insights to address an increasing array of highly complex and adaptive business challenges related to change, innovation, creativity, agility, collaboration and transformation

Organisations seeking to create a cadre of executives who will lead change, build a more innovative culture or transform their organisation in some fundamental way will not do so by seeking inspiration or insight from people in the same industry, with the same world view or with the same basic DNA. That approach inevitably leads to sameness not difference.

I go to a meeting with a group of managers who attended the programme. Met them earlier where they fired questions at me. Thought initially this programme was a bit weird.

What do visits to Salvation Army, eating in the dark with blind people and talking to researchers from Shell have to do with leading better in the bank? I was mistaken.

Entering and discovering a completely different world and to hear how motivated others are, how they take responsibility and innovate is an inspiration to think about your own role.

During the meeting today, I hear how participants take initiatives to break through their own ways of doing and realise concrete improvements. What triggers me most is that they do not talk about what others should do better, but what they themselves can do differently and better.”

Genuine quote

Chairman of a major European Bank – 2012

How and what to discover?

If you believe, as I do, that the ultimate aim of executive education is to help people think things through for themselves and their unique context then discovery should be at the core of any learning strategy. The role of the expert facilitator or programme director is to create the context within which discovery learning is optimised. This is achieved by encouraging a set of skills and behaviours which:

  • Develop curiosity

  • Develop the ability to ask great questions

  • Engage all the senses

  • Learn how to learn and find learning in everything.

  • Observe the world through different lenses

  • Experience and feel new or different emotions

  • Try new things through experimentation and testing

In my experience the most effective discovery experiences have tended to follow certain basic steps which are outlined below. Each step requires significant attention but perhaps none more than the actual execution of the experience itself. It is crucial that all participants play an active role and are fully engaged.

Over the years I have led many discovery experiences. Below are a few examples of what is possible and the learning that is available. All are based on genuine examples where the discovery experience has been tailored to specific learning objectives to help resolve specific business challenges.

The Discovery experience

The Learning

The Business Challenge or Issue

Junior school in rural China

Challenging the traditional system of learning

Culture change

Salvation Army in Holland

A cause worth serving, humility and compassion

Employee engagement.

Blind Community in Hong Kong

Overcoming adversity and working with all your senses

Collaboration, resilience and communication.

Creating and reciting poetry in Singapore

Everyone has capability and talent. Building leadership confidence

Effective communication and meaning making.

Playing Jazz and Blues in Chicago

Creativity and team work as well as fun

Interdependencies and team work. Joy in work.

Prisoner reform group in Holland

Changing deep seated behaviours and potential in everyone

Behavioural change and business transformation.

Monastery and meditation in Europe

How to reflect and be in the moment. Self awareness

Finding time to think and reflect rather than just do.

High end restaurant in Vietnam

Discipline, clarity of role, all one team and client insight.

Customer intimacy

Children’s charity for those out of mainstream education in UK

Engagement, trust, compassion and meaning

Personal and team transformation

In conclusion

Knowing is not enough and knowing more is not enough, the translation into doing is everything if meaningful change is to be achieved. Doing and knowing should not be mutually exclusive and the most effective executive programmes understand this and design in these critical attributes.

About the author:

Alan Matcham (alan.matcham@btinternet.com): Is an internationally experienced executive development programme director, facilitator and educator. A passion for making work fit for people and people fit for work. His expertise is focused on Leadership and Management transformation, working to release the untapped potential in all employees. He has a record of enabling public and private sector organisations rise to the complex challenges of the 21st century.

Curated by Trevor Lee

tblee@ceo-worldwide.com

http://www.ceo-worldwide.com

@trevorblee