2010-3 Leadership Fall by Ryan Lucas

Leadership Quarterly Supervisor Magazine: Fall 2010

In This Issue: Adding Enthusiasm to Your Leadership Skills Creative Problem Solving 101 Listening & Responding to Complaints

Getting a Grip on Multi-Tasking Quiz: Your Communication Style Ten Tips: Communicating with Employees

page 2

adding

ENTHUSIASM

to your leadership skills

ou’ve just been given that promotion you’ve wanted -- and now, suddenly, you’re a manager. To help ease your anxiety about the new position, remember that managing people means more than just giving out assignments. Good managers encourage people to do their best through their enthusiastic leadership and motivation.

and creating a budget, for instance, managers also need to keep an eye on trends and make predictions about the fu

“The business world is changing at an exponential rate. Your business will likely fail to grow and compete successfully if you fail to instill a sense of enthusiasm in your staff,” says Hap Klopp, the founder of North Face and coauthor of The Complete Idiot’s Guide to Business Management.

Consisten��

Mr. Klopp suggests adding the following qualities to your leadership skills.

P�ssion The best managers are passionate about their work and have a sense of urgency about what needs to be done and when. “Leadership in management means getting everybody working together amicably for a common goal. It’s team building, and you’re the coach,” Mr. Klopp says. “Quite simply, leadership is seeing that things happen.” But a sense of urgency is what inspires your people to go the extra mile -- to work at delighting, not just satisfying, the customer, for example. “Passion for a product or service flows from the top down. If you’re excited about your job and your contribution, it’s more likely your people will be enthusiastic about their contributions, as well,” Mr. Klopp says.

An E�p�n�e� Ro�e

ture of their organizations and their positions in the marketplace.

There are many management styles that work. Many people prefer a democratic approach, in which employees are encouraged to ask questions, make suggestions, and have input. “I like this style because it involves team members in the decision-making process and gives them a good feeling about themselves and the company,” Mr. Klopp says. “The one time this doesn’t work is in a crisis; that’s when you need to assume an authoritative role.” Another management style is that of the take-charge autocrat who doesn’t worry about what others think. “I don’t prefer this style, but if this is you, that is who you should be,” Mr. Klopp says. The worst management style “is to waﬄe and waver, to be an autocrat one moment, a consensus builder the next,” says Mr. Klopp. “If you fall prey to this malady, suddenly everyone’s agenda will be more important than yours and no one will believe in your instincts once they see you don’t believe in them yourself.”

Sh�rin� Cre�it Managers who take all the credit for success and blame all the failures on others aren’t popular leaders or successful motivators.

Good management requires having an ongoing set of responsibilities that combine tasks required of an administrator and a teacher with those of a visionary.

“Cultivating a sense of teamwork is best,” Mr. Klopp says. “Don’t think ‘you’ and ‘I’; think ‘us.’ Not only will your group be stronger for it, you’ll get better results.”

In addition to organizational skills that include linking tasks

page 3

Cre�tive Pro��e� So�vin�

101

on’t despair if the same frustrating problems shackle you at work time and time again. Perhaps you’re bored with your job or concerned because the competition is passing your company by. Be aware that you can solve these problems with creativity. Whether you realize it, you already have creative ability. “Ninety-eight percent of people are creative, but our socialization process causes them to put it on the back burner. The fastest way to tap into your creativity is to learn how to use creative problem-solving techniques,” says James M. Higgins, author of “101 Creative Problem-Solving Techniques.” Two of his favorite techniques -- one for individuals, the other for groups -may work for you.

page 4

Min� M�ppin� Mind mapping helps individuals brainstorm solutions to a problem; plan a meeting, party or vacation; organize daily work duties; compose a speech; or take notes at a staff meeting. An Englishman named Tony Buzan originated the technique, which starts with a core idea and works outward instead of from lists or outlines. The idea resembles streets radiating from the center of a city. “What makes mind mapping work,” says Mr. Higgins, “is that it mirrors the way the brain thinks, from a central idea out, with connections made between thoughts.”

Ho� to Min� M�p Draw a small circle in the center of a large piece of unlined paper, and in

it write a word or draw a picture representing your main topic. This is like the center of your city. Radiating from the circle, draw lines representing your topic’s different facets. These are like your city’s main streets. On each line print only key words rather than complete sentences. Connect smaller lines to the main ones to represent sub-categories, ideas, items, or names. These are like your city’s side streets. Whenever you think of a new idea, simply add a line where needed. To spark more creativity and add organization, use different-colored ink for different categories, or draw symbols next to similar or interrelated items. Besides awakening your creativity, mind mapping allows you to see the total picture on one page.

Stor��o�r�in� With storyboarding, a group can come up with a multitude of creative ideas quickly while viewing them in an organized fashion. To use storyboarding in a group setting, encourage people to call out their ideas no matter how off-the-wall or outrageous they sound -- and allow no negative comments. One person’s zany idea can spark creative ones from other group members. Later on you can decide which ideas to use. As people express ideas, someone should write them on separate 4-by-6inch sticky notes, which should be placed on a wall so everyone can see the ideas together. Put the notes under appropriate headings, and move them around as needed.

Have you ever had the thought, “I’m not creative. I can’t even draw a straight line”? If so, you’re not alone. Many people think that there is some essential relationship between creativity and the ability to make art. If they can’t paint like Picasso, sing like Josh Groban, or sculpt like Henry Moore, they don’t dare claim to be creative. It feels like an arrogant thing to say about yourself, if you’re not an expert, not making a living from your creations, not well-known and publicly acclaimed for your imaginative gifts. Why, when creativity is our very birthright, do so few of us feel creative? Why, when we’re asked to think of someone creative, do we rarely think about ourselves, but of the public figures that have defined creativity over the years? We think of Monet, Mozart, Jackson Pollack, Martha Graham, Ansel Adams, always the figureheads, when the real truth is that every one of us is a born creator. That’s the hallmark of being human: the ability to create, to turn something invisible into something visible, to forge a poem out of a feeling or a song out of a sorrow. Psychologist Mihaly Csikszentmihalyi, author of Creativity: Flow and the Psychology of Discovery and Invention, says that creativity doesn’t happen in our heads but in the interaction between our imagination and our social context. It’s a matter of experience and response, a matter of relationship to others and a commentary on the significance of our encounters. Creativity is the vivid expression of who we are in the world--our imagination begets our thoughts, our thoughts beget our words, our words beget our actions, our actions beget our experience, our collective experience and expression begets our culture. Each of us is contributing to the creation of the cultures we participate in.

Wh�t is Cre�tivit� An��?

Begin with these three headings: Topic, Purpose and Miscellaneous. When several miscellaneous ideas have the same line of thought, group them under a new heading.

The world is not divided into two groups of the creative and the uncreative. If there’s a distinction, it’s between those who are creatively productive and those with unexpressed potential. We’re creative by default. We’re �� J�n Phi��ips genetically predisposed to create. Each of us, to varying When dealing with a degrees, is intrinsically motivated to create, to be origicomplex project, create nal and to solve challenging problems. The question to four separate storyboards -- one each ask is not, “Am I creative?” but rather, “What inspires me to create?” for planning, ideas, organization and communication.

B��n�e Your Br�in Mind mapping and storyboarding use both the brain’s creative right side and its linear left side. “This is important,” says Mr. Higgins, “because you want a balanced brain so you can take your creativity and do something with it.” Krames Staywell

Personal creativity is not about intelligence or information. It’s about inspiration, from the Latin spiritus, meaning “breath, courage, the soul.” Creativity is about being fully alive, living courageously, or as the painter Joan Miro´ says, “Expressing with precision all the gold sparks the soul gives off.” When is the last time you felt fully alive? What is it that calls forth your courage and trumps your fear of sharing your soul? Knowing this is the key to discovering the creativity that is waiting to be expressed through you. For more on Jan Phillips, visit http://janphillips.com/home.htm page 5

Gettin� � Grip on Mu�ti-T�s�in� A

job that requires you to multitask has many facets -- and you're responsible for keeping all of them functioning at a high level. Being responsible for a range of activities and projects keeps your job interesting but it also can make you feel overwhelmed. It takes skill to be successful at a job with many priorities. You must be organized, good at managing time and proficient in setting priorities. The following recommendations can help you increase your chance of being successful at every aspect of your job.

Prioriti�e Next, rate the tasks on each page as A, B or C, with A being the most important ones. This takes some thought, and you may want to get your supervisor's input.

An��e

Plan-Ahead tasks that are important for your company's future success also should rate an A. These are tasks such as developing a new product or doing market research.

The first step is to analyze your job. You need to know which tasks are required, and how to set priorities in getting them done. You also need to allot the appropriate amount of time to each task.

The problem is, these important tasks can easily be set aside to take care of the more pressing ones. But it's essential to find time to do them, or your company's future may be at risk.

To begin, take two lined pieces of paper and title them Urgent Tasks and Plan-Ahead Tasks. Urgent Tasks are those that must be done immediately, such as answering the phone, taking care of customers and dealing with the daily crises that are inevitable. List all of these on one sheet of paper. page 6

Plan-Ahead Tasks are anything you can schedule in advance, such as writing a report, attending a meeting or planning for a new product or service. List all of these on a second paper.

S�he�u�e The next step is to schedule these tasks on your calendar. To make it easier to organize your tasks, use four different colors to highlight them on your two lists, based on their frequencies: • Daily Tasks = Yellow • Weekly Tasks = Green • Monthly Tasks = Blue • Yearly Tasks = Pink

With your calendar and your two pages of tasks, set aside blocks of time for performing each task. Use the same color you used on your lists to highlight on your calendar the block of time for each task. That way, you'll be able to see at a glance if it's a daily, weekly, monthly, or yearly task. First schedule all of your A tasks, then the B's, followed by the C's. Using your calendar enables you to see if you have enough time to do all the tasks assigned to you. More than likely, you'll discover you don't have enough time to do everything, so here are some options: • Armed with your task lists and your calendar, go to your supervisor and together work out a doable plan • Search for ways to do some tasks more efficiently • Look for unnecessary tasks that can be eliminated. Look at those you rate as C and determine if they're necessary The more tasks you have, the more essential it is to plan. Set aside time each week to plan the next week. Look at your calendar and make any necessary adjustments.

Ensure Su��ess Even after your plan has been put in place, it has to be managed. To do so, check your task list each week for items that can be eliminated or time frames that need to be expanded or shortened. If you do a little fine-tuning, your multiple priorities will cease to be a source of stress or frustration. Krames Staywell

Listening � Responding

��

Receive Complaints Without Judgment Avoid criticizing the employee or maneuvering him or her into defending the complaint.

He�rin� Co�p��ints No one likes to hear complaints. But it's part of your job. Here's how to deal with complaints in a positive way. Take Complaints Seriously Take all complaints, even small ones, seriously. Taking action on a small complaint may prevent a big problem from occurring later. Get the Full Story • Ask for facts and other information. • Probe beneath the surface to get a better understanding. Look for Hidden Problems Sometimes a small complaint is a way to get your attention for bringing up a more serious concern. There may be hurt feelings or a need to correct a misunderstanding. Ask, "Is there anything else you would like to talk about?"

Take all complaints, even small ones, seriously.

•

Focus on what is right not who is right. This way you can deal objectively with the facts of the case.

•

If you made a mistake, admit it and explain what corrective measures have been taken. Everyone admires a person who can admit a mistake and take action to repair any damage that has occurred.

•

If you were right, explain why. Sometimes a complaint is simply a result of a misunderstanding about rules, policies or procedures.

•

Be objective and factual in your response. Stay with the facts about what you did and what the outcome was. Avoid negative or demeaning comments.

•

If the complaint is out of your jurisdiction, find out who the employee needs to talk to and set up an appointment. If the complaint questions your authority or judgment, clear the way for the employee to talk to your boss.

•

Regardless of the outcome, it is important that the employee leave your office feeling positive about how you fairly handled the matter.

Tell the Employee What You Plan to Do If you can’t act immediately on the complaint, tell the employee when you can initiate action. Then stick to your promise. Learn From Complaints Complaints can be a nuisance. But complaints often contain hidden messages that are useful for you to know. For instance, • •

Complaints keep you in touch with staff frustrations. A complaint may point the way to other underlying problems.

By being open to all complaints you make sure people will feel safe coming to you with the important information you need to know.

Respon�in� to Co�p��ints When employees come to you with problems, it's important that you reassure them that they will get a fair response. •

Review the complaint and what steps you have taken to evaluate and respond to it. This demonstrates your interest and willingness to get involved.

QUIZ:

Your Communication Style: Asset or Liability?

Good communication is a matter of give-and-take. Good communication styles involve listening carefully to the other person and to your own responses. Poor communication styles tend to be one-sided. Review these statements and answer yes if they ﬁt your communication style. yes

1. When there’s an argument, I get tough so my opponent will back down sooner. 2. I don’t have to spell out procedures. People are smart enough to figure out what I want them to do. 3. I expect people to know when I’m speaking confidentially. 4. I may not always know the answer, but I feel it’s my responsibility to act like I do. 5. If I sound more technical, it will give me more credibility. 6. Sometimes I know the answer to a problem, but I believe it’s better to let the person figure it out on his or her own. 7. In conversations, I use my eyes as well as my ears to listen. 8. If I don’t know what to say, I say nothing. 9. I pay attention to how I’m coming across and how the person is responding, so I can improve my communication skills. 10.When I’m listening to someone, I take notes and ask lots of questions. Find the corresponding anwers on the following page. page 8

5 1

These communication styles could backfire because....

1. Arguments rarely solve anything. You may overpower an "opponent" with harsh judgments and name calling, but it doesn't mean you've won. It's better to de-escalate, using phrases such as "I can see you have strong feelings" or "Let's summarize our main differences." If tempers are hot, it's better to set a time for further discussion when things have calmed down. 2. No matter how smart people are, they deserve a clear picture of the expected results. It will save them and you a lot of false starts and embarrassment. 3. If you don't feel comfortable telling someone you're speaking confidentially, don't discuss the matter at all. Avoid "confidential" revelations except when absolutely necessary. 4. Avoid the pitfall of having all the answers. Some alternatives: "I'll have to think about it"; "Let's talk more about it and see if we can come up with a solution"; "What do you think should be done?" or "I don't know, but maybe so-and-so does." 5. Using technical terms, jargon or complex words may not be the best way to get a message across if your audience doesn't understand. You don't have to impress your audience with big words and technical jargon. To gain credibility with your audience, you need to convey your message in terms they can easily understand.

6-10

These are good communication styles because...

6. Unless it's a simple procedural question, giving people a chance to draw their own conclusions sometimes helps them grow, and they'll be more likely to follow up on answers they find for themselves. There's often more than one right answer anyway. 7. Body language, tone of voice and phrasing say things that words don't say. A pleased expression and confident stance may tell you there's full agreement. A pained expression, a discouraged slump or nervous fidgeting can be an invitation to probe.

8. Saying nothing gives you a chance to think about the problem and how you want to respond to it. You don't always have to jump in immediately with a plan or solution. 9. No one is born with perfect communication skills. Be on the lookout for things you'd like to improve, whether it's too many "ya knows" or getting too many puzzled looks from the people you're talking to. If your communication is frequently misinterpreted, work on explaining more clearly and getting people to explain to you what they think you said. 10. Taking notes can help you remember what was said and help you organize it. Asking questions is a good way to clarify meaning and to let the speaker know you're listening and you understand. Parlay International ÂŠ2010

page 9

TENtips: Here are 10 tips for keeping the avenues of communication with your employees wide open.

Make it easy to talk with you. Have an open door policy in your office or arrange office hours when you’re always available. Talk with each employee regularly, even if an employee never approaches you.

3 5 7

Get “personal” some of the time. It shows that you recognize employees have a life, not that you’re nosy. It softens the edges of your communication to take a moment for brief personal interchanges: “How’s the new baby?” “Is your brother feeling better after his operation?” Know the person you’re talking to. Review an employee’s personnel file before discussing a problem, change, or opportunity.

Maintain confidentiality. Never repeat anything told to you in confidence. Avoid being judgemental. Never judge people’s personal or lifestyle choices.

Be slow to judge an infraction of rules or standards until you have the whole picture. Invite feedback. Unless you’re perfect, your employees’ frank assessments can help you do a better job if they’re not afraid of retaliation. Ask for both positive and negative feedback, and thank the employees who provide it.

If employees make comments to you that are inappropriate or unfair, continue to treat them on the basis of their job performance, not their opinions of you. Don’t be afraid to say no. It’s not enough to expect your employees to be honest. You must be honest and tell them no when you mean it.

A Note to Supervisors... From time to time, situations arise when a supervisor is not sure how to respond to a particular behavior. The EAP is available on a 24/7 basis for consultation on issues such as: referring an employee to the EAP, how best to respond to and manage difficult behavior in the workplace, and whether training or some other form of group intervention (such as an organizational intervention or a conflict resolution) may be helpful for a particular situation. The EAP can serve as an ally to anyone who is working with a troubled employee. •

24/7 supervisor consultation regarding problems in the workplace

•

Assessment of behavioral risk on the job

•

Return-to-Duty conferences

•

Advisory services in writing, revising, and implementing policies

•

Supervisor and Manager training

•

Unlimited formal Work Performance Referrals

•

Coaching for management and leadership skills

•

Conflict resolution for supervisor-employee problems

Toll-Free: 800-873-7138 • www.MINESandAssociates.com