Project Management – thoughtLEADERS, LLC: Leadership Training for the Real World

How to Identify and Motivate Slackers on Your Team

January 25, 2023/0 Comments/in Business Toolkit, Leadership, Project Management, Strategy, Training /by Trevor Jones

You put in a lot of time and energy into leading slackers, but you don’t get anything back in terms of results. Your job as a leader is to figure out what will motivate them to perform.

One type of detractor you might deal with is a slacker. These people are in the lower left corner of the leadership matrix. You put in a lot of time and energy into leading them but you don’t get anything back in terms of results. Slackers have the talent to get the work done. They just done care. They’re not motivated to do it. Leaders spend a disproportionate amount of time managing slackers. They require constant supervision and motivation. What’s so frustrating about them is they have the capability to do the work. They just choose not to.

Identifying Slackers

There are some easy ways to spot a slacker. They tend to be smart and have a strong resume. They can tend to be very self-promoting. They might be a frequent job changer. They’re difficult to get work out of because they constantly debate the merits of your request rather than doing the work. They might renegotiate their deadlines frequently. They’re more interested in other people’s work than their own work. They can tend to be outspoken. They annoy other team members because they always wander into that team member’s lane instead of focusing on their own responsibilities. Other team members push back a lot of times on covering for the slacker because they know the slacker has the capability to do the work.

I know one slacker very well. He was me. I had a role where I had previously been excited about the work I was doing. My boss changed my responsibilities. I was not thrilled with those new responsibilities so I started mailing it in. I just didn’t care. I became very frustrating to lead. I absolutely had the ability to do that work. I just wasn’t excited by it. My form of silent protest was to just not do the work and focus on everything else that was going on in the division. I drove my boss nuts. He was at my desk all the time pushing me, asking where the results were. I never had results to offer. If you spot a slacker on your team, get ready for what might be a long, drawn out engagement trying to motivate them and understand what’s going to get them to deliver the results you expect of them.

Motivating Slackers

Your slackers are in the lower left corner of the leadership matrix. You have to put in a lot of time and energy into managing them, and you don’t get anything back in terms of results. The issue with slackers is they’re unwilling to do their job. They drag the team down with their poor attitude. Slackers require motivation.

The leader’s job is to figure out what will motivate a slacker to perform. This can be in the form of incentives or punishments if need be. Slackers need to have expectations and consequences clearly laid out. The leader has to figure out what motivates the slacker. Whether it’s new responsibilities, compensation, or visibility, once a slacker’s motivated, their performance tends to improve quickly because they have the capability to do the work. The leader’s goal with a slacker is to unlock their motivation. Sometimes that includes moving them to a new role or even out of the organization to a job where they’re going to be happier. This requires the leader to invest more leadership capital in the near term figuring out how to motivate this individual.

For example, let’s say you have a slacker on your team. They have a big presentation that’s two weeks late. You sit down with them and you understand that they have the capability to do the presentation. They just don’t seem to be doing it. When you ask them what would excite them about working on that presentation, they tell you, “Well, you always present the presentation. I never get any visibility here for all the work I put in. That’s not a lot of fun.”

Now you have the key. You can unlock that slacker’s motivation. In this situation you might say, “Well, I’ll tell you what—if you finish the presentation, I don’t need to be the one who presents it. You can present it in front of the leadership team.” You might see their performance change dramatically to the positive in that moment. You’ve unlocked their motivation. You understand they want visibility. As soon as you connect the visibility with the work you’re asking them to do, you might see their entire attitude change.

The benefit of more effectively leading a slacker is that they could quickly become a higher performer. They’ve got the skills, just not the motivation. You’re also demonstrating to your team that you’re focused on results and that you will hold people accountable. If you do decide to move that slacker out of the organization because you can’t find proper motivation, make sure their attrition is as positive as possible. Help them transition to that new organization.

Your key as a leader when dealing with a slacker is figuring out with that motivation is. As soon as you know that motivation, you can get them to change their performance.

Want to learn more about developing your team? How about taking an entire course on it? Check out the video below to learn more about the course and get started. Or you can go directly to the course and start learning how to assess and improve your strategic plans. The entire course is available at LinkedIn Learning. Enjoy!

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How to Focus Joyriders on Your Team

January 18, 2023/0 Comments/in Business Toolkit, Leadership, Project Management, Strategy, Training /by Trevor Jones

Joyriders are team members that you don’t invest a lot of leadership capital in, but you also don’t get anything back from them in terms of results.

Your Joyriders occupy the lower right corner of the Leadership Matrix. You don’t put in a lot of time and energy but you also don’t get anything back in terms of results. Joyriders can be really tricky to identify. They have a lot of energy and enthusiasm. They seem to constantly be busy. Unfortunately, they seem to work on everything except their core responsibilities. Leaders tend not to spend a lot of leadership capital on joyriders because they seem like they’re delivering results. But at the end of the year they tend to come up short on what was expected of them.

Some ways you can spot a joyrider are they’re high energy, they’re enthusiastic, they’re busy, and they’re social at work. They have broad interests in a lot of different areas. They constantly come to you with new ideas. They’re the first person to suggest launching a new special project. They’re constantly volunteering for things outside of their area of responsibility. They also have a very light track record on results. They’re hard to pin down on their core deliverables and their deadlines. Their teammates end up covering for them and doing the work the joyrider was supposed to be doing. It’s easy to miss a joyrider. The key is to look for a lot of activity and not a lot of results.

How to Focus Joyriders

Leading joyriders involves investing additional time and energy into monitoring this person’s activities and focusing them on their core responsibilities. This means more frequent check-ins and putting more structure and measurement to their work. The additional leadership capital you spend on them is designed to improve their results. Once their behavior’s changed and they start delivering what’s expected of them, leaders can typically pull back and give them the room to operate.

Your goal is refocusing a joyrider on their core responsibilities. Inventory their workload. Reassign or stop unnecessary work that isn’t related to their core responsibilities. Closely manage them against their core duties. Add structure to their check-ins. Have them come in with a list of all the projects they’re working on. Have them articulate what the status is for every single project. And if they start talking about something that’s outside their responsibilities, put a stop to it immediately.

The benefit of more effectively leading a joyrider is that it’s going to surface a core performance problem. You’re going to see where there might be skill gaps or results gaps in what they’re delivering or not delivering. This is also going to demonstrate a results-focused leadership style to the rest of your team. Your team knows this person isn’t getting their work done, mostly because the other team members have to do the work for them. They’re probably not very happy about that. When they see you finally holding this joyrider accountable to doing their job, they’re going to feel a lot better about the work they’re doing. It’s also going to get that extra work off their plate and onto the joyrider’s plate where it belongs. You’re now going to be getting results from a previously non-producing part of the team.

The other benefit is there’s potentially a dramatic performance turnaround here. This person has a lot of energy. They have enthusiasm. Your job as the leader is to make sure you focus it on their most important responsibilities.

How to Develop the Square Pegs on Your Team

January 11, 2023/0 Comments/in Business Toolkit, Leadership, Project Management, Strategy, Training /by Trevor Jones

Square pegs are team members that require a lot of your time and energy, but they’re not yet delivering the results you expect. One of the biggest benefits of leading a square peg well is you get to feel the satisfaction of helping somebody else grow and develop.

Square pegs occupy the lower left corner of the Leadership Matrix because you’re putting in a lot of time and energy helping them build skills, but they’re not yet delivering the results you expect. Developing square pegs can be fun. It can be rewarding. These people want to perform well. Your job is to coach and develop them to help them build those required skills. Square pegs tend to take to such coaching and development eagerly. Their performance can improve quickly with the right intervention.

Some square pegs lack the skills that are going to make them effective. In those instances, sometimes moving a person to a new role can be your best option. Your goal with a square peg is to fill their skill gaps. Communicate your performance expectations of them and where they’re performing relative to those expectations. Let them know that the status quo is not sustainable. They need to improve their performance. Identify the skill gaps they need to fill. Build a plan with that individual for how they’re going to improve those gaps. It may be training. It may be new responsibilities. It may be coaching from someone else on the team. Set deadlines with them for you to see that performance improvement.

I have one individual who I work with as her executive coach. She had a member of her team who went from being an individual contributor to leading other people. This individual had never led anyone before. He became a square peg. She had to spend a lot of time with him teaching him how to lead other people, how to motivate the members of his team, how to set direction, and set priorities for the work his team was doing. He was in her office multiple times a week. She invested so much more time and energy into him than when he was an individual contributor. The good news was that he wanted to learn these skills. He was excited about leading other people. His performance improved pretty quickly.

The benefit of effectively leading a square peg is that you’re going to be reducing problems for other members of the team. The square peg isn’t getting it done and other people have to pick up the slack. By improving their performance, you’re making everybody else’s life easier. You’re going to take somebody who’s not performing and move them to being a performing member of a team. One of the biggest benefits of leading a square peg well is you get to feel the satisfaction of helping somebody else grow and develop. You’ll help them identify the gaps they need to fill and move them down that path to success.

Do You Have a Square Peg on Your Team?

January 4, 2023/1 Comment/in Business Toolkit, Leadership, Project Management, Strategy, Training /by Trevor Jones

One type of detractor you might have on your team is a square peg. Square pegs have the willingness to do well, but they lack the skills to perform effectively.

One type of detractor you might deal with is a square peg. They’re going to be in the lower left corner of the leadership matrix. You’re investing a lot of time and energy into them, but not getting a lot back in terms of results.

Square pegs have the willingness to do well, but they lack the skills to perform effectively. Sometimes it’s due to being placed in a new role. Other times it’s a function of them not having the training or resources they need. You’ll spend a lot of leadership capital on a square peg because you need to help them develop and grow. You’ll also spend that time and energy on fixing work they’re not doing correctly. Leaders have to figure out the root of the performance gap and help that square peg build the skills they need to perform effectively.

You might have a square peg on your hands if they regularly need rework. They may ask for time extensions. And their work needs to be repaired a lot of times. They’re unable to perform core tasks up to your expectations. Sometimes they even repeat the same errors. Other people tend to work around them. These square pegs are often mentioned as a source of other people’s problems. Sometimes a square peg might be territorial. They may come across as insecure or highly stressed. Sometimes these people are very hard to help.

I had one square peg on one of my consulting teams. Coming into the consulting engagement, I knew he was lacking some skills. That was the good news. The bad news was I had to invest a lot of time and energy helping him build those skills. He did analysis; a lot of times, it was wrong. I’d have to sit down with him, work through the model, and show him how to build it correctly. His presentation pages didn’t look that great. I was not going to put his pages in front of the client. A lot of times, I redid the pages myself. It took a lot of time and energy on my part.

The good news is he was aware of his skill gaps coming into the engagement. He was also very motivated to fix those gaps. When I would sit down with him to go over his analysis or his pages, he was all ears. He was taking notes and trying to improve. It made it a lot easier to work with him. Over the course of the four months we worked together, I did see his skills improve dramatically.

If you have a square peg on your team, they’re going to be pretty easy to spot. Their work isn’t up to standard and you’re going to spend a lot of time helping them build skills and bring their work to a level of quality that’s acceptable to you.

How to Wean Squeaky Wheels on Your Team

December 28, 2022/0 Comments/in Business Toolkit, Communications, Leadership, Project Management, Strategy, Training /by Trevor Jones

The key to weaning squeaky wheels is to boost their confidence and make them more independent.

Your high-cost producers are in the upper-left corner of the leadership matrix. They deliver great results, but they consume a lot of your time and energy. The squeaky wheel is the epitome of a high-cost producer. They need to be weaned off of taking up all of your time.

Your goal with a squeaky wheel is to make them more independent. Make their check-ins less frequent. Limit their ability to just drop in and talk. Provide them boundaries within which they’re expected to make decisions on their own. Try boosting their confidence in their abilities so they’ll be more independent.

To improve a squeaky wheel’s performance, leaders must take control of their interactions with them. Put structure to those interactions. Reduce the likelihood that they overuse informal channels with you, like sending you emails or just picking up the phone and calling. Give them clear parameters where they should act autonomously, and reward or praise them when they do.

I had one squeaky wheel on my team who was constantly in my office, and I would always talk with him because he was delivering great results and working on cool projects. Eventually I figured out how much of my time he was consuming, and I decided to make a change. I went to him and said, “Hey, from now on, any decision that’s below $50,000 you need to make it. Just tell me after you’ve made it. I trust that you’re gonna make the right call. When it’s above $50,000, make sure you involve me earlier.”

What happened was all those small decisions were no longer coming across my desk. All that time I had previously been spending on $5,000 or $10,000 decisions became my time again that I could spend somewhere else. The benefit of more effectively leading a squeaky wheel and weaning them off of the need to see you and talk with you all the time is that you reclaim your leadership capital. You can invest that leadership capital in other team members who need it more. You’re also building this individual’s self-sufficiency. You set them up for success and encourage them to be a higher performer on their own.

With a squeaky wheel, the sooner you can pull back from the amount of time and energy you invest in them, the faster you’ll be able to reinvest that time and energy in other members of your team.

How to Identify Squeaky Wheels on Your Team

December 21, 2022/0 Comments/in Business Toolkit, Leadership, Project Management, Strategy /by Trevor Jones

When you have a squeaky wheel on your team, your biggest challenge as a leader is going to be pulling back on the investment you’re making in them.

One type of high-cost producer you might deal with is a squeaky wheel. They’re in the upper left corner of the Leadership Matrix because they deliver great results, but they take up a lot of your time and energy.

Squeaky wheels are very effective at getting their work done. They just consume a lot of a leader’s time in the process of completing their work. Many times they’re consuming this energy because of their own lack of confidence. They come to their leader frequently with questions they can answer for themselves. They go to the leader for decisions that they’re capable of making on their own. They drive great results, but they demand a lot of leadership capital because of their constant interruptions or because they’re outsourcing decisions to their leader.

Here are some easy ways to spot a squeaky wheel. First, they have strong skills and they produce great results, but they can seem to lack confidence. A lot of times they’re asking for help too frequently. They may come to you for permission on a decision that they can make. They may make decisions and ask for your affirmation of the choice they made. They frequently drop by or send you emails or requests for immediate help. They seek out a lot of time with you in terms of meetings or other interactions.

I had one squeaky wheel on my team who I loved to work with. He was high-energy and drove awesome results. He was also in my office all the time. He was always popping by and saying, “Hey, boss man, I have a question for you.” And I’d let him in and I’d talk to him because he was seeking my advice and guidance, which felt good for me. But I didn’t realize I was making an investment of time and energy that I shouldn’t have been making.

When you have a squeaky wheel on your team, your biggest challenge as a leader is going to be pulling back on the investment you’re making in them.

The Human Dimension – The Forgotten Element of Performance Measurement (PM)

December 19, 2022/0 Comments/in Books, Business Toolkit, Guest Blogger, Innovation, Leadership, Project Management, Strategy /by Trevor Jones

The Leadership Driven Method to Performance Management can help senior leaders in the public and not-for-profit sectors make informed decisions and meet their strategic goals.

Today’s post is by Bryan Shane and Patricia Lafferty, authors of THE LEADERSHIP-DRIVEN METHOD TO PERFORMANCE MEASUREMENT: The How-To Book on Improving Performance Measurement In The Public And Not-For-Profit Sectors (CLICK HERE to get your copy).

While many articles and approaches focus on the science of Performance Measurement, meaning the step-by-step methodology, and the business processes required to analyze, interpret, report, and the quality of performance measures, this article will focus on the human side or the art of performance measurement.

What are the requirements for employees to fully participate and effectively use the PM System?

The first requirement is to understand the context of performance measurement. In other words what is a Business Plan and why is it important to performance measurement. Well, the answer is easy. The Business Plan provides the strategic direction of the organization in terms of its vision, mission, and objectives. It also provides a framework for decision making so that all decisions support the achievement of the strategic direction of the organization. But, in order to be effective each employee needs to know where they fit and how they contribute to the organization in terms of their function and daily work. Also, the Business Plan provides the standards against which the performance is measured. Without understanding the purpose and their fit within the business plan, the staff member has no context to understand the need or benefits of PM.

So, what is PM?

The next requirement is to understand performance measurement. The most frequent misunderstanding is that it is performance appraisal. It is Not. Many people confuse performance appraisal at the individual level with performance measurement at the organizational level. These are distinct concepts. A collection of individuals working as a group in an organization can achieve dramatic results. But no one person at any level, is responsible for overall organizational performance in isolation from their peers. Dispelling this myth makes performance measurement an innovative and positive force for creativity and achievement.

For our purposes we will define Performance Measurement as a management system – an ongoing process that provides a balanced, methodical attempt to assess the effectiveness of an organization’s operations from multiple vantage points – financial, client satisfaction, internal business and innovation/learning. It is used to provide feedback at all levels – strategic, tactical or operational – on how well strategies and plans are being met. This performance information is necessary to improve decision making within the organization, to enable proactive problem correction and to promote continuous improvement.

Why bother with Performance Measurement?

Performance measurement provides a framework for decision making to:

improve resource utilization,

demonstrate accountability,

facilitate excellent programs/services,

ensure motivated and productive employees,

enable a high level of employee client cooperation and coordination,

allow for the use of innovative best practices, and

provide the ability to deal with unexpected challenges or emergencies.

In short, it is a navigation system that helps management and staff adapt their operations to meet the goals of the organization while adjusting processes to the ever changing requirements in finances, programs, client needs, etc.

Organizations are constantly bombarded with ongoing changes to their finances, personnel, strategies and initiatives. Their external environments, especially client requirements and economic and political changes, are also in constant evolution.

So how does an organization move towards its strategic direction as outlined in its business plan when the foundation upon which it was built keeps shifting. The answer is the PM System. It acts as a navigation System allowing the organization to steer around the changing shoals of business.

How to break down resistances to a threatening project?

A performance measurement system can be perceived as very threatening to staff. In order to break down resistances, a process-oriented approach should be used. This process-oriented approach to developing and implementing a PM system ensures its acceptance through a gradual process of change in organizational culture. Stakeholders begin to understand that the focus is on identifying and dealing with issues that are interfering with attainment of the organizational mission, linking business plans with operational decision making, and on identifying and rewarding achievement within the organization.

As the development process continues, stakeholders in the organization shift their attitudes from awareness to understanding and from acceptance to use of the PM system. Over time this approach allows the development of an organizational culture that values and supports balanced and comprehensive feedback as an essential element in both rewarding achievement and providing the information necessary for effective business and operational decision making.

Is there a code of conduct used to develop and operate the PM System?

Organizations often make decisions based upon an implied set of values. The challenge of this approach is that implied values or principles can be misunderstood or misinterpreted. The LDM (Leadership Driven Method) approach to performance measurement requires that principles be defined, stated and communicated to the entire organization. These principles provide a code of conduct that govern behaviour for the development, implementation and operation of the PM system.

There are numerous techniques that gradually reduce/eliminate resistances and increase ownership of the PM system, the most important being ongoing leadership. Senior management must be directly involved and charged with communication to promote understanding and acceptance and provide financial support. These interventions create a climate of acceptance within the organization by stressing the importance of performance measurement and the need for staff to participate and cooperate fully in this endeavour.

Bryan Shane and Patricia Lafferty are the authors of THE LEADERSHIP-DRIVEN METHOD TO PERFORMANCE MEASUREMENT: The How-To Book on Improving Performance Measurement In The Public And Not-For-Profit Sectors. They are also co-founders of BPC Management Consultants, a client-centered, management-consulting firm based in Ottawa.

For more information, please visit www.bpcgallery.com.

How to Grow Your Team’s Rising Stars

December 14, 2022/0 Comments/in Business Toolkit, Leadership, Project Management, Strategy /by Trevor Jones

To grow your team’s rising stars, make sure you step back, give them room to grow, and reward their performance accordingly.

Your rising stars are in that upper right quadrant of the leadership matrix. You don’t put in a lot of time and energy, but you get great results out of them. The issue with rising stars is they want to advance and they can get bored along the way if they don’t have opportunities to grow.

Growing rising stars means promoting them internally. Keep them in your organization, even if it means losing them as a member of your team to go work for another team in your company. Give your rising stars increasing levels of responsibility. Provide them visibility opportunities across the organization and be sure to reward their outstanding performance accordingly.

I was managing a rising star a while back and it was very clear that he was going to do great work. From day one I gave him full responsibility for the profit and loss of his organization. I got him publicity across the entire organization for some great work he did on an internal audit. I also made sure he got the highest rating possible at the end of the year and a raise and a bonus to go along with it. I wanted to keep him in the organization really badly and I made sure that he knew how valuable he was.

Some of the benefits of effectively leading a rising star include getting credit for retaining those people in your organization and building your reputation as someone who develops their people. You have an easier time attracting other rising stars to your team to develop them because people know you’re going to give them the room to grow. And, your rising stars who leave your team can become valuable connections down the road elsewhere in the organization.

The bottom line with developing a rising star is to step back, give them the room to grow, and reward their performance accordingly.

Identify Rising Stars on Your Team

December 7, 2022/0 Comments/in Business Toolkit, Leadership, Project Management, Strategy /by Trevor Jones

Rising stars are quick to understand their roles, they deliver outstanding results, and they require very little guidance.

Your team members who are in the upper right quadrant of the leadership matrix are your exemplars. One type of exemplar is your rising star. Rising stars are your future leaders. They’re eventually going to be taking over your role. These people require very little leadership capital investment, and they deliver great results. They’re typically quick to understand their roles, they deliver outstanding results, and they require very little guidance or assistance from you as they do their work. They actively seek out new growth opportunities.

There are some pretty easy ways to spot a rising star. First, they make a strong early impression. You put them in the role and they’re on their way. They’re dedicated, they have a strong sense of pride of ownership in their work. They quickly master their role and deliver high-quality results. They’re always seeking out new ways to improve their role, as well as pursuing growth opportunities to improve themselves. They volunteer and help out other people, and a lot of times people from other organizations are going to try and recruit these people away from your team.

I was very fortunate to have a rising star on my team at one point. I brought him in to run one of my business units. One of the first things he did was say, “Mike, give me a couple of weeks. I’m going to come back to you with the strategic plan.” Two weeks later, he came back with a very buttoned-up strategic plan that laid out the next three years, the major initiatives he was going to pursue, and the resource allocation for how he was going to get it done. He then went on to build very strong relationships with every member of his team, as well as the external business partners he worked with. I knew for this individual I could step back, not put in a lot of time and energy, and just get out of his way and let him deliver those outstanding results.

If you have a rising star on your team, make sure you spot them early and give them the space to grow and deliver the results that you expect.

5 Managerial Behaviors to Improve (and 5 Habits to Avoid) for Hybrid Managers

November 21, 2022/0 Comments/in Business Toolkit, Career, Guest Blogger, Leadership, Poll, Project Management /by Trevor Jones

We took a recent survey of 1,000 employees and compiled the top behaviors that hybrid managers can improve (and avoid) to keep their team engaged and productive.

Today’s post is by Alyssa Mertes, Lead Copywriter at Quality Logo Products

Managers face unique challenges leading hybrid teams across multiple work environments. The good news is that many hybrid managers appear to excel at it. A new Quality Logo Products survey on boss habits reveals that over half (51%) of hybrid employees think their bosses manage employees “very well.” On this measure, hybrid managers outperformed both their remote (45%) and on-site (39%) counterparts.

In today’s challenging employment landscape, however, businesses need to do all they can to retain and engage quality employees. This often starts with improving relationships and satisfaction in the workplace. In fact, around 64% of employees surveyed said that their relationship with their boss is their most important one at work.

In this article, we’ll discuss five managerial behaviors to improve and five to avoid to keep your hybrid team happy and productive.

The Top 5 Managerial Behaviors to Improve

Communicate well

If you want to improve your workplace leadership in a hurry, your communication skills make a great place to start. While nearly half (48%) of employees say that hybrid bosses communicate “very well,” it’s hard to overestimate the importance of this skill. In fact, employees ranked interpersonal communication style as the second most important management quality in a boss.

Your team members need useful information that helps them understand what they are doing and why they are doing it. Good communication requires both clarity and transparency, whether that means explaining your expectations well, providing the necessary context for projects, or owning up to your own mistakes as a manager.

Listen thoughtfully

Good communication starts with careful listening. If you’ve always thought that strong leadership means doing most of the talking, try to flip the script and spend more time listening. Keeping your ear on the ground not only generates goodwill with your employees, but can also lead to improvements in team productivity and maybe even some innovative ideas for the company.

Respect your team’s opinion

Make your listening even more meaningful by valuing what team members bring to the table. An overwhelming 83% of employees said that respecting others’ opinions is a key attribute of a good boss. Employees who feel valued are more likely to respond in kind by respecting others, exhibiting honesty, and maybe even going the extra mile for you.

Treat employees fairly

Full-time employees spend around one-third of their waking hours at work. So, feeling that their boss treats them fairly can make a huge difference in overall satisfaction—in fact, 91% of employees say they want fairness from their boss. Try to delegate tasks equitably, give credit where it’s due, and present any negative feedback privately rather than calling out employees in front of others.

Give feedback often and positively

Nearly half (46%) of hybrid employees think their bosses give feedback “very well,” but that means over half think otherwise. No one likes to work in a vacuum, but the dangers of disconnection rise for employees working remotely.

Take steps to raise your visibility by regularly acknowledging your employees, encouraging informal check-ins, and letting them know they can contact you with questions or feedback. Always remember to keep it positive: providing actionable feedback in a constructive rather than destructive style can make the difference between demoralizing team members and inspiring them to do their best.

The Top 5 Managerial Habits to Avoid

Talking down to employees

More than any other attribute, employees dislike condescension in their boss. Around 78% of professionals indicated this as a mark of a bad manager. When a boss exhibits arrogance—whether by acting superior, talking down to employees, or simply wasting people’s time in meetings—workplace morale can suffer.

Creating a negative work environment

Striving for a competitive edge in business does not mean that your business’s work environment needs to feel competitive. Nearly three-quarters of employees surveyed named “creating a hostile or competitive work environment” as a major negative in a boss.

Just like in sports or any other team environment, infighting weakens the group rather than strengthens it. A great leader knows how to make a team competitive without pitting its members against each other in a negative way.

Micromanaging your employees

If you think that micromanaging poses less of an issue for remote employees, you are right—but that doesn’t make it any less important. In fact, hybrid bosses may rate more highly with employees because they don’t stand over them telling them what to do. Micromanaging ranked as the number three characteristic of the worst bosses, with 75% of employees saying they dislike it in a manager.

Appearing out of touch

When describing a bad boss, one of the worst characteristics that employees chose was “out of touch.” Even more than “pushy,” “annoying,” or “inept” bosses, employees don’t like leaders who don’t seem to understand the realities of what they do every day. Listening thoughtfully and respecting your team’s opinion will help you stay in touch with their needs.

Blaming employees when things go wrong

Good managers give credit to their team. Great managers never take credit themselves, unless they’re taking credit for failures. While it may not always seem fair, part of being a leader is having extra responsibility. Your job involves figuring out how to get the best out of your employees, not blaming them when things go wrong.

Conclusion

If you manage a hybrid team, take heart that hybrid employees are generally more satisfied with their bosses than their remote or in-person counterparts. To make sure your team members feel the same, keep raising your own personal bar with some of the tips suggested in this article. Your employees will appreciate it—and hopefully stick around for the long haul!

Defining Your Organization’s Vision and Mission

September 15, 2022/0 Comments/in Business Toolkit, Leadership, Project Management, Strategy /by Trevor Jones

Defining your organization’s vision and mission helps you focus on work that is consistent with your purpose.

A vision and mission define your purpose and your destination. While the mission and vision are usually written for top-level organizations, these tools can be used at a departmental level and even at a personal level. They help you focus on work that is consistent with your purpose and that takes you closer to achieving your goals.

The mission is why your organization exists. It specifies the business you’re in, who you serve, and your impact on the world around you. It’s the road you’re on. I run a leadership training firm. My firm’s mission is to advance the art of business leadership through hands-on training and coaching led by dynamic business people. It’s clear what business we’re in: business leadership training. It’s clear who we work with: people in large and small organizations who are their leaders. And the impact on the world is helping people improve their skills in this arena.

The vision is a midterm objective of what you’ll achieve three to five years out. It’s a waypoint along the road you’re on. My firm’s vision, right now, is to be a global firm of uniquely skilled executives who teach managers around the world how to be great leaders. This lays out my expectations for the type of work we’re going to do and when I’ll consider us to be successful. This global element is something that’s new in the past few years, and it’s really getting us to focus on other countries.

The mission and vision are linked. They can be created for any organization. They’ll set direction and help determine the work you will or won’t do. For my firm, our vision and mission do exactly that. We routinely say no to consulting work. It’s not part of our mission and it doesn’t help us achieve our vision. When you lay out your mission and vision for your organization, it’s going to set that direction that will enable you to know which types of work matter and which types of work are off your path.

Want to learn more about strategic focus for managers? How about taking an entire course on it? Check out the video below to learn more about the course and get started. Or you can go directly to the course and start learning how to assess and improve your critical thinking. The entire course is available at LinkedIn Learning. Enjoy!

How to Shift Your Strategic Focus

September 7, 2022/0 Comments/in Business Toolkit, Leadership, Project Management, Strategy /by Trevor Jones

Market and organizational changes can require you to shift your strategic focus. Being explicit about the details of the shift will help you and your team adjust to these changes.

Market and organizational changes can require you to shift your focus. This can mean temporarily pausing some work to accelerate or add new projects. Remember that your team’s time and energy is a fixed asset. Shifting focus doesn’t mean adding new things to focus on. Unless you add resources, you have to make trade-offs on where people spend their time. This enables you to complete more projects faster because your team is focused on them. During a shift in focus, draft a plan and communicate it. This plan should include:

What’s causing us to shift focus?
What’s our desired outcome once we get through the change?
What’s our strategy for navigating the change?
What old work will we stop doing to free up resources?
What new work will we be focusing on?

When I worked at a financial services firm, we had a major event that caused us to shift focus. The regulators came in and took a look at our processes. They didn’t like what they saw. They said we needed to rectify a whole list of issues. We put together and communicated a plan. What was causing us to shift focus? The regulators identified these 10 issues. What’s our desired outcome once we get through it? Well, those issues are resolved to the satisfaction of the regulators. What’s our strategy for navigating the change? Well, we’re going to stop doing some of our technology projects and move all our resources to the regulatory issues. What old work were we going to stop? Well, here are the five projects that are now on hold. What new work will we be focusing on? Here are the 10 ideas, and here’s how we’re going to allocate resources against them.

By being explicit about the shift and moving the resources to it, we got through those regulatory issues pretty quickly. When we finished, we picked up the technology projects and moved forward. If you shift focus without communicating the new end state and explicitly saying what work is in or out of focus, you risk people taking on new work but not feeling like they can stop doing the old work to take on the new. You risk burning out the team. When you have one these major shifts, be deliberate about putting a plan in place and communicating it to the organization.

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