Archive for October, 2009

Happy Halloween! It’s a great day to talk about a scary topic: setting professional development goals for yourself or for those you lead. I thought it might be helpful to write about how I coach my clients to set their own professional development goals.

Executive coaching uses a process, begining with action planning.A written action plan becomes a reference document that is used as the foundation for the professional development work with a client, and is used to obtain the sponsor`s (mentor or manager) approval for moving forward in the coaching engagement.

The first step in creating an action plan is to decide on the professional goals for the work my client and I will partner on. While I might think that the process of setting goals and creating a written action plan is frighteningly simple, I know it can be difficult when the goals are “about you”. Goal setting can be so personal for my clients that it becomes ghoulish without a way to narrow down and focus on what’s important for them and their organization.

Gathering information and feedback first

Many leaders have feedback in written form ?€“ often from 360`s. Others may have been given some oral feedback and/or may also have taken some self-assessments such as DiSC or MBTI (these assessments aren’t exactly “feedback” but can be helpful in goal setting). Where feedback is scant, I may assist by conducting feedback interviews or administering the 360 assessment I’m certified for. Trust me, even the best leaders aren`t perfect, and there is always something that stands out for them in the feedack they receive that they are fervent about working on.

Deciding on the goal(s)

All of the feedback, from all sources, can be consolidated in some way by using some of the following questions as guidelines:

• What stands out for you in this feedback?
• What surprises you?
• What comes through as your strengths or challenges in this feedback?
• What do you agree or disagree with in the feedback?
• What are you most passionate about working on?

Once narrowed down in this way, the focus begins to become clear. It may not happen immediately ?€“ some of us just need time to reflect.

Leaders who are driven to improve want to set LOTS of goals and achieve them in a relatively short time. Generally this is not a good strategy. Those many goals become ghouls (dictionary definition: an evil demon that feeds on human beings) that can get overwhelm and eat you alive. I suggest one or maybe two big goals at a time. This makes the work focused and achievable. Choosing one BIG STRETCH GOAL (or maybe two) at a time that gets you excited and captures your interest, and you are on your way toward creating an action plan that will get results.

Some examples of goals

Because someone will always ask for examples of goals, here are some from my client`s action plans (note: while some of these may not seem like “stretch goals” to some of you, they were for my clients. Many variables determine the “stretchiness” of a goal for a particular individual. These variables include the client`s pace and personality, the organizational culture, and their manager`s goals for them):

• Learn and demonstrate leadership styles appropriate to particular situations and individuals
• Develop and clearly communicate strategies for the organization
• Communicate in a clear, concise, logical manner
• Collaborate effectively across organizational boundaries
• Increase knowledge and understanding of our customer base
• Formulate and communicate a personal leadership vision
• Recognizing and utilizing the strengths of team members
• Build an effective team and organization
• Learn productive ways to deal with conflict
• Develop a polished leadership presence
• Lead a culture change in the organization to one that is motivated, engaged, and results oriented
• Play a more significant role on the leadership team and be seen as the “go-to” person for knowledge in my area of expertise
• Create and encourage greater efficiency and a sense of urgency in the organization

Next: Action Planning: creating action steps for your goals.

Art Petty of Management Excellence and I had worked together previously on a post called “The Words of a Leader”. I can’t speak for Art, but collaborating in this way was a great experience – a way to exchange ideas on a topic and an excuse to connect with Art – a leader, consultant and writer that I admire.

So we agreed to give it another go. We both wanted to write about the topic of humility, and ended up with similar – and divergent – ideas and thoughts about the topic – all of which can be found below and on his site too. Feel free to leave comments at this site, or at the Management Excellence site or at both; we welcome your ideas wherever you express them!

Art`s Thoughts:

I concede the dictionary war to all of you that will turn to the word “humility” and see a definition that says, “a modest or low view of one`s own importance; humbleness,” or, something as profound as “the quality or state of being humble.”

These are not definitions and words that you tend to associate with successful leaders, and yet, I cannot help but observe that many of the most impactful and successful individuals that I`ve worked with and around have an element of humility in their demeanor and an approach that exudes a quiet but positive self-confidence.

Is humility one of the secret ingredients of successful leaders?

To me, humility in a leader is best described as having the self-confidence borne of experience to be comfortable in your own leadership skin, without having to project to the world that you`re on top and in charge.

To be humble as a leader does not mean that you are weak, but rather that you are thoughtful, considerate and confident in the people around you and their ability to solve problems and learn and solve more problems.

It takes time and experience and self-awareness and raw courage to develop and project humility and confidence at the same time. Both are essential.

We generally don`t come into the leadership world with a sense of humility. Many of the mistakes of early leaders stem from a misguided belief that To Assert = To Lead.

Unfortunately, many carry this belief in assertion equals leadership with them as they climb the ladder. The earlier over-stated and over-projected self-confidence often evolves into arrogance and then hubris. The collateral damage from the leaders that follow this evolutionary path is huge.

The path towards confident humility is considerably more difficult and is filled with its own opportunities for derailment. Those that act humble may be misperceived as weak or uncertain. The To Assert =To Lead crowd likes to hire their own kind in some form of twisted Darwinian practice that ensures the survival of their kind, fully understanding that they may very well be hiring the individual that steps on their back in the climb up the ladder.

Alternatively, I submit that humble leaders are never weak. Like some martial arts experts, they have the skills to strike and defeat, but choose to use them only to defend or to fight for what is right. Fighting or striking out is the last resort of the incompetent who lack the wisdom and intellectual tools and substance to fight fair over concepts and ideas. One of the strengths of the humble leader is that everyone knows that he or she is capable of fighting and winning. This “walk softly and carry a big stick” approach buys the ability for the leader to cultivate his or her humility.

Like so many difficult tasks in life, there is no magic pill or simple guidance that anyone can offer on becoming an effective leader. You learn by doing and YOU choose your own style. I regard leadership both as a profession and as a journey and I encourage people that when they come to the fork in the road on choosing a leadership style, to turn away from the To Assert = To Lead path and start down the more difficult road and spiritual journey that focuses on others over self. I also encourage them to keep their eyes wide open and carry a big stick.

The Bottom Line:

Never underestimate the ability of the quietly confident and slightly humble leader to inspire others to move mountains.

Mary Jo`s Thoughts:

So often, when we think of leadership, we think in terms of the charismatic leader, or the bold leader. We think of leaders as bigger than life, exuding confidence and perhaps, arrogance.

For most, “humility” isn`t a word that comes to mind when considering the leaders we think we know. This is unfortunate, because the best leaders I know have been able to stay self confident without crossing the line into arrogance through the simple act of remaining humble. It isn`t easy, especially for leaders who`ve had big success.

When we are humble, we understand and invite the gifts that others bring to our effective leadership.

When we are humble, we invite participation by others.

When we are humble, we are open to new learning.

When we are humble, we have empathy and compassion.

Arrogance breeds behavior that isn`t inclusive, diverse of thought, creative, or enlightening. We know that we are not humble when we`ve become arrogant.

How do we know when we`ve crossed the line into arrogance?

Be vigilant. Listen to yourself. You`ve crossed the line into arrogance when:

• You take all the credit: real leaders know that their success is a group effort. When we are humble, credit goes to all who share in your success.
• You are the smartest person in the room: learning has ceased. You feel as if you have nothing new to learn from those around you. When we are humble, we are in a state of inquiry; not knowing all the answers, which allows us to continually learn.
• You judge those around you as “less” than yourself: you`ve put yourself on a pedestal. Nobody can do anything better than you can. It`s not important where we are in relation to everyone else. What is important is that you push your own edges outward to continually evolve.
• You`ve lost empathy and compassion: you just can`t seem to identify with those in a tough spot or feel sympathy for those in sorrow. When we are humble, we can walk in the shoes of others and we can reach out to them.

Are you staying humble, or have you crossed the line into arrogance? Spend some time thinking about this question and asking for feedback from those you trust on what they are observing in your behavior. And if you`ve crossed the line, call your executive coach to help you get back to humility.

I was struck by a voicemail message on a client`s phone: “Please leave a message, and I hope you choose to have a great day.” This interesting insertion of the word “choose” in this common phrase was a great reminder of how EVERYTHING we do daily is a choice ?€“ we just don`t always see it that way.

Even the small choices count

Every action we take, every word out of our mouths, and every attitude we adopt involves a choice. Leaders will make daily choices to use the smallest of actions, words and attitudes as weapons to demean, belittle, blame, lie, or wage war. Or they may choose the “higher road” to affirm, build, take responsibility, stay in integrity or encourage peace.

You may make choices that serve your own interests, or those that serve in the best interest of your community, your organization, and your followers.

Your choices are being watched

As a leader, you are being watched for the choices you make and for the meaning behind your choices. Your followers want to know if you are making choices that express your values, those of your organization, and those that are in their interest.

Even the smallest choices you make in your every day are being watched, and can lead down a path that is affirming or destructive:

• The three minutes that you stop, turn, and really listen to an employee rather than choosing to check your Blackberry.
• The expression of gratitude to someone for a job well done instead of choosing to find small faults in how they did it.
• Credit deflected to the individuals who actually did the work instead of choosing to take personal credit for it.
• Firm belief that your employees are capable of stretching themselves rather than choosing to assume that they aren’t capable.
• Rolling up your shirtsleeves and pitching in when the going gets tough instead of choosing to get frustrated.
• Living in the questions instead of choosing to have all the answers.
• And yes?€¦.. even choosing to have a great day when you would rather wallow in self pity.

Think about it. All the choices you make in a day without conscious thought impact your leadership. Stop, think and become intentional in your choices. What small choices will you make today that will make a positive difference in the way you lead?

I am passionate about working with local government managers. Why?

Because they are some of the most passionate professionals I know of when it comes to the work they do. And they provide an example that passion matters, particularly in tough times.

Who are they?

“Local government managers” are professional non-elected public managers who touch your life on a daily basis through the roads you drive on, the parks you play in, the police and fire protection you receive, and the water you drink. They are appointed by your elected city council, county commission, or township board. They serve at the will of these elected “boards” to manage the people and processes that keep your locality running smoothly. I encourage you to look at the website for the city, county or township you live in and note the array of services your local government provides to you.

Local government managers have titles such as “City Manager”, “County Administrator” or “Township Supervisor”. I am continually astounded at the breadth of knowledge and responsibility it takes to do their job well. The work they manage/lead directly affects the quality of life for millions.

What makes their job so tough?

Local government managers have one of the most difficult jobs around. On contract to an elected council, they must remain non-political. They lead organizations (“city hall” or “township hall”) that are responsible for assuring the daily services you receive in your city, village, township or county. They are subject to the harsh scrutiny of the public because they are spending tax dollars. They are closely observed closely by their employees and unions, their council, the newspaper, radio, T.V., neighborhood groups, watchdog groups, activists, and more. They can, very publicly, take the heat for their council, employees or contractors. The pay is generally lower than a manager would receive for similar responsibility in the private sector.

The shear amount of leadership required to maintain and balance good relationships with infinite local interests boggles the mind. They do not work side by side with peers or people they can regularly talk things out with. And yet, this group does their job invisibly, quietly, and passionately. They serve so that you and I can have a better life in the places where we live, work and play. Most answer their own phones, return calls promptly, smile, and have an inner fire for what they do; making the world better, one city, village, township and county at a time. The word “community” runs in their veins.

And why does passion matter?

Yet, even the best local government managers get burned out; the hours are long and irregular, complaints abound, and any expression of appreciation for their work is sporadic, at best. This recession has been particularly tough. High foreclosure rates, lowered home values, and significant decreases in revenue sharing are all making significant dents in their budgets. They are dealing with layoffs and furloughs without pay.

Yet I`ve seen these leaders, time and again, pick themselves up, remember the passion for what they do and the impact they make. And therein lays the secret. When we are passionate about the work we do, the obstacles can be hurdled, the work can flow, and despite great odds, we can continue to make an impact.

It is a joy for me to work with these fine servants. My own passion for helping them to make an impact on the lives of others is rekindled every time I have the opportunity to work with them.

What are you passionate about? How does it affect the work you do?

A previous post about extraverted leaders explores some of theory behind Extraversion and Introversion. In brief, an extravert prefers to orient attention on the outside world ?€“ people and activity. An introvert prefers an orientation of the inner world ?€“ reflection and thoughts. In both cases, this is where people with that preference get energy. For instance, an extravert may feel energized after a party; an introvert may feel drained.

A minority of Americans are introverted ?€“ 40%. According to Jennifer B. Kahnweiler, Ph.D., a workplace and careers expert and author of “The Introverted Leader: Building on Your Quiet Strength“, that is also the percentage of introverts that we would expect in positions of leadership in organizations.

It is surprising to some, even the introverts themselves, that introverts can be leaders. Introverts bring great gifts to the world of leadership. I`ve also observed some behaviors in introverted leaders I`ve worked with that they should take notice of, which may detract from effective leadership as well.

Gifts of the introverted leader:

• Provides well thought out strategies and decisions
• Exhibits calm in the midst of calamity
• Focuses on what matters to them with great determination
• Enjoys listening to others

You can see that these strengths can be of great value in our organizations and communities. However, the introverts themselves often feel as if they don`t fit in; with some justification, since our organizations and communities tend to be largely extraverted by nature.

There may be some traits in introverted leaders that bear caution. If you identify with being an introverted leader, you might want to take notice of some of the cautions below, as they are the traits that can possibly cause trouble for you. I`ve included ways to mitigate the behaviors as well.

Introverted leaders:

Can be underestimated when they don`t allow their voice to be heard: Your opinions and thoughts are important to the conversation. If you are unable to give them the proper thought in the moment, request permission to offer your opinions later, after you`ve had time to deliberate and think them through.

May not recognize the importance of connections and relationships in the workplace: Recognize that leadership is fundamentally relational, and if you aren`t out being seen and heard, your followers will make up their own theories and stories about you and what you are thinking. Schedule the time to get out and be seen, and build the relationships you need to grow a network of support.

Might not provide the detail behind their decisions: Because introverts do so much of their thinking by reflecting rather than speaking, there can be a perception that the decisions they make aren`t as well thought out as they really are. Your followers need to know what goes into your thought process. You might consider journaling the detail of your thoughts and practice saying them so that the people who need to hear them can understand the entire picture.

Can become stressed when they don`t pay attention to their need for time alone: Pay attention to the physical symptoms that indicate that you are draining your energy and not recharging your batteries. Finding strategies that help you to maintain this balance are important to avoid stress-induced illness. For many introverts, actually scheduling solitary activities or hobbies into their calendar may be helpful.

Introverted leaders, I wish you the joy of knowing the strengths you bring to your organization and community as well as the full understanding of the cautions that may be barriers to fully using them.

Carl Jung`s work, as interpreted by Katherine Cook Briggs and Isabel Briggs Myers describes a personality preference pair of Extraversion and Introversion. An extravert prefers to orient attention on the outside world ?€“ people and activity. An introvert prefers an orientation of the inner world ?€“ reflection and thoughts. In both cases, this is where people with that preference get energy. For instance, an extravert may feel energized after a party; an introvert may feel drained.

The majority of Americans are extraverted ?€“ 60%. I would hazard a guess that this holds true for leaders as well. In my own experience of working with extraverted leaders, I`ve observed some strong behavioral gifts they bring to the world and some things that they need to be careful of.

Gifts of the extraverted leader:

• Quick in decisions and movement to action
• Comfortable in interactions with people
• Easily expresses thoughts, feelings
• Enjoys initiating and participating

You might notice that the characteristics described can be great strengths for an extraverted leader. Eager participation, quick action, and comfort in interactions are a natural for an extraverted leader. I`ve always thought that many organizations are extraverted by nature, making an easy fit for leaders with this preference.

However, I`ve noticed some traits in extraverted leaders that bear caution. If the characteristics of an extraverted leader ring true for you, you might want to take notice (and ask for feedback) on whether you are exhibiting some of the following behaviors. Ways to mitigate these behaviors are included below.

Extraverted leaders:

May not consider all sides of an issue before taking action on it. The solution may be to stop, reflect, and ask others what they think. Involve others in your decisions and consider all sides. People love to be included, and your decisions will often be better with diverse input.

May not listen well. Listening better has great advantages. Your employees will think you are brilliant, and you will learn a lot. So simply: just shut up and listen. It`s a huge boost to your relationships.

Might think out loud. Sometimes people don`t understand that you are not making a decision or directing something to be done when your thoughts come directly out of your mouth. Yet an extravert often thinks through things by talking about them. Find a way to “think out loud” with a mentor, coach or peer whom you trust. Alternatively, remember to let people know when you are simply thinking by talking.

May overwhelm, dominate, and sometimes intimidate others. Others may feel overwhelmed by an extraverted leader`s pace and large presence. Slow down when you can, listen to others and allow them the time they need for doing their best thinking; it will pay off for you and your organization.

Best wishes, extraverted leader, in using your gifts; they are plentiful. Become aware of the things that might get in your way of fully using them; and best wishes in developing new behaviors that will make you an even more “gifted” leader.

Integrity is hard to define, yet we know when someone else doesn’t have it. We`ve seen a lot of “missing integrity”, in a big way, from leaders over the last few years. The big, public, C-suite execs who go to prison aren’t exhibiting the kind of missing integrity I`ll address here (enough has been written about this).

I`m addressing the silent, insidious, creeping compromises against our personal value system that we may make every day, without thinking. Small, ugly, cloying assaults that we make on our own integrity. Over time, they eat away at our character and can turn into something much larger and potentially dangerous.

A difficult conversation avoided here, a small truth left out there. It all adds up. These may not make headlines, but they change us. And others notice, too. Over time, they can erode our moral character like a rusting, abandoned `58 Chevy. Soon, the shiny paint is gone and there is nothing left but brown ugliness.

Our relationships, organizations, community and world will continually test our integrity. A leader can be swept along at a pace that can (unthinkingly) lead to tradeoffs that compromise the ethical path. When we make those tradeoffs, we can stray into territory that is dangerous, indeed.

How do you stay in Integrity?

So, you are a leader with high morals. You are ethical and honest ?€“ how do you stay in integrity? A few ideas:

• Know thyself: spend the time, effort, and (sometimes) pain to figure out who you are, and more importantly, what matters most to you. Understanding your values are most important. I`m also a big fan of knowing and using strengths to bolster personal leadership. But understanding your weaknesses and dark side are important for knowing what to avoid.
• Know your boundaries: particularly around your values. How much are you willing to compromise them? How negotiable are they? Can you stretch them in any way or are they hard and fast? When your values are tested, there is no black and white and you need be ready to know what it means to you and others to “stretch” or compromise them.
• Take time out: to reflect, to journal, to converse about what matters to you. Do what works, but find a way to spend some time several times a week (yes, I know how hard this is!) to get clarity on what matters to you. Before you think you don`t have time to set aside for this, think again and make it a priority. In order to remain in integrity, you MUST reflect.
• Be clear about what you say you will do, and then do it: communicate to your followers your values and how you will act them out (in specific situations as well as in general); and then do it. Make sure that your feet follow your mouth.
• You will make mistakes: as a leader with a strong value system, you will do your best to follow the right path. But even so, your decisions are often complex and murky. You will make mistakes and stray. Get back on the path quickly, and learn from your mistakes, apologize when it makes sense and forgive yourself.

It may be that staying in integrity will take great effort and require great life changes. But making the adjustments to stay on the right path will be well worth it in the long run.

When I had an idea about a post I wanted to write about what executive coaches want from their HR partners, I thought it would be interesting to get a view from a seasoned HR pro on what HR wants from the executive coaches they contract with.

Dan McCarthy is just that guy. He works at a Fortune 500 company as the Manager of Leadership and Management Development, writes the well respected Great Leadership blog and has become a blogging friend. We are co-posting our different views at the same time, so be sure and stop over at his site too for his, What HR Wants From an Executive Coach. We`d love for this to be a conversation, so please leave comments at either or both sites.

1. Hire the best coaches you can find.

Before you contract with a coach, ask for references, business experience, training, credentials, the ethical and confidentiality code they follow, and anything else that is important to you and your organization. Coaching requires a process and a communication skill set that is different from consulting, therapy, and other helping professions. There are low barriers to entering into the profession and coaches who`ve worked hard to get experience and build a reputation appreciate the time and effort you put in to make sure you contract with top-notch coaches. Your due diligence in hiring the best will reflect well on our profession.

2. Understand that you get what you pay for; don`t attempt to choke an experienced coach on their fees.

Experienced coaches cost more. It may well be worth it, as you are paying for their experience (including years as an executive, training, and years of coaching execs in similar situations) which can actually save you money through the results they can help your executives achieve. And don`t expect a coach to be in and out of a coaching engagement in one or two meetings! It can take months for an individual being coached to make sustainable change. An experienced coach should be able to work with the client to make changes in the least amount of time necessary, possibly saving you money on the length of the engagement.

3. Discuss your role in the coaching engagement with the coach before it begins.

Some HR professionals will want to keep in touch with the coach as the process rolls out. Others may prefer to take a back seat. Having full agreement ahead of time will prevent misunderstandings. Collaborate with the coach if you are the process owner, and trust that they know what they are doing from their experience. Most coaches will appreciate your involvement and collaboration in the process.

4. Don`t ask a coach to work with someone you are going to fire anyway.

We don`t want to work with your worst so that you can make the case that you`ve tried everything. This would be akin to throwing money away, and it`s not fun for us to work with these people; in fact, the best coaches will refuse such a gig. It`s better to save the money for the recruiting fees you`ll need to spend for this individual`s replacement or for someone who has great potential to move up in your organization.

5. Hire a coach for motivated executives.

Executives and high potentials who need polish, need to achieve a professional goal, and who are motivated to work with a coach are the best candidates. Never make working with a coach a condition of employment or promotion; they must want to work with a coach without feeling coerced.

6. Ask the person being coached how the experience is going.

Stay on top of things. Ask the executive if they are getting value from the experience of being coached. Find a way to ask the coach to make adjustments, if necessary, based on what you heard. If there are problems, let the coach know. This will help to serve the executive and your organization best. And the coach wants to be successful too, so your interest and suggestions will create a partnership that can only work for their betterment too.

7. Don`t expect the executive coach to divulge confidential information or opinions about the client(s) they are coaching.

General information, such as where they are at in the process, can be requested. But questions such as “are they making their goals?” or specific details discussed in meetings with the client should not be requested. The executive coach should be following a code ethics requiring confidentiality and will not answer these questions. Better to ask the client or the client`s manager about specifics.

8. Don`t blame the coach if the executive being coached leaves your company.

It is not unusual for an executive to leave their company after being coached. They may have had some new insights while being coached and may find that they just aren`t the right fit for your company. This is not the coach`s fault ?€“ it is an occasional outcome of the coaching process and a decision made by the executive.

Coaches: What else do you want from HR? HR: What do you want from coaches? Add your thoughts to the Great Leadership post, too!

Friends, welcome to the newly designed blog for Mary Jo Asmus, President, Aspire Collaborative Services LLC. I am excited to make this site part of my regular business site for a united look and feel, and to offer you the opportunity to browse around and learn a more about our services. So grab a cup of coffee, put your feet up, browse a bit and stay awhile. I love having you here, and look forward to your comments on future posts!

In the current climate in many organizations, there seems to be an ever-growing legion of naysayers and grumblers. Negative attitudes can bring whole legions of employees down (remember the saying that “one bad apple can spoil the whole bunch”?).

Although a leader isn`t expected to be Pollyanna, they may find it important to keep morale up. There is a way of taking negative statements and turning them around into pure possibility; a place most of us love to visit.

This technique, often used by coaches, doesn`t always work to bring spirits up (the real “Negative Nancy`s” may stomp out of the room), but it can sometimes change an otherwise unconstructive conversation into something more positive and open a window in a negative conversation into hope and possibility. It can also break through negative judgments and assumptions. Here are some examples of the technique:

Downer comment: “We can`t possibly accomplish that.”
Your response: “If it was possible, how would you do it?”

Downer comment: “It would take too long to do that.”
Your response: “If it takes too long, how can you make it short?”

Downer comment: “He has so much going for him, but isn`t performing well.”
Your response: “If that individual isn`t performing well, how can you (or we) help him to perform better?”

Downer comment: “I can`t talk to him .”
Your response: “If you could talk to him, what would you say?”

Downer comment: “I don`t have time in my day for that.”
Your response: “If you had time in your day, how much could you spare?”

You get the picture. Try raising some spirits, hope, and possibility in your organization using this technique!