The Enlightened Manager

Leadership Books You Can't Live Without

I love the bookstore, but I hate the bookstore.  It seems like there are too many options, and it's hard to decide when it's worth your time and money to purchase and read a book on leadership.

What if each of us listed just one of our absolute favorite books on leadership?  With all the smart readers of this blog, I know we'd be able to create an outstanding list of books that educate and inspire.

Click here to list your top choice for "Leadership books you can't live without."   I'll post all the results here on the blog in one week.

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Why People Hate HR (and what to do about it.)

I found an interesting article from FastCompany on why many people dislike and disrespect human resources.  You can read it here.   Whether you agree with the article or not, I think it is fair to say that HR has a bad reputation in many circles, and that there is work to be done in the industry.

I freely admit that I think about the HR function with mixed feelings. What have I learned about HR since I left HR?

1) In retrospect, I wasn't as good as I thought I was.  Yes, I was service oriented and hard working.  Yes, I had good relationships with my customers and helped them in tangible ways. I was a strong coach and a good project manager. But there was so much that I didn't know too.  I was completely out of the loop strategically, woefully ignorant on the subject of metrics and creating measurable improvement, uneducated on change management, and a financial dunce.

Even as a "very good" HR manager, I lacked business sense and many necessary skills.  Even more importantly, I was completely unaware that I lacked these skills, or why they were important. 

2) We made poor use of staff dollars trying to get jumbled job tasks to "fit" a finite supply of people.  Job duties in HR tend to splinter in all but the biggest companies.  You need someone to run reports, and someone to file, and someone to administer a particular program, and someone to.... and so you squish all these duties under different job roles.

As a business owner, tasks don't interest me.  I'm interested in results.  So I wish I had hired people to deliver certain results, instead of hiring people to do a laundry list of tasks.  Who cares about filing?  Get a temp to do it.  Who cares about resumes?  Hire someone to increase staff quality and retention.  That is what you measure.

HR people are trained in job analysis, looking at tasks and duties, and so forth.  I spent too much time looking at task and process, not enough time on outcomes. 

3) We operated in the dark.

Tasks or projects would come down from our leadership, and we would execute, somewhat blind to why this or that initiative was most important.  Because of this, we needed more direction from our leaders than we should have, and we were often lagging the organizational trends.  We tended to "manage by crisis" or "manage by complaints" instead of leading the charge.

HR people tend to be service or support oriented, which can lead to a lot of nice people trying to help you fight fires instead of build fireproof structures.  I didn't have the skills at the time to see where the fire was coming from, I just kept the water coming.

A New Approach to HR

I'm not sure if I would work in HR again, but if I did, I would do some things differently.

1. I would educate myself and my staff on company financials and financial management.

2. I would operate the department like a business, ensuring that each program and function either added to revenue, controlled costs, or lowered risk in tangible ways that were aligned with company values and ethics.

3. I would build the HR function on a set of metrics aligned with strategic goals, and track progress openly with the company.  What is our trend in turnover?  Cost per hire?  Employee satisfaction?  Internal promotions?

4. I would manage less towards duties, and more towards outcomes.

5. I would outsource any tasks that didn't add value and could be done reliably at a lower cost by a vendor or partner.

6. I would offer an aggressive development program for my team in business skills, consulting approach, and operational realities.

7. I would hire more people with operational experience to work in HR.

What are your thoughts on the HR function?

When your Boss is Fired: Five Smart Strategies

Last winter, I got a call from a manager I know.  It went something like this.

"My boss got fired today, and it's a complete surprise.  It'll be announced tomorrow, and I'm not sure what I'm supposed to do.  How should I handle this?"

When your boss is terminated, it brings all sorts of questions to bear.

1. What should I say?
2. What should I do?
3. Will I be promoted?
4. Who will do his/her job during the gap?
5. Things feel awkward.  What will happen next?
6. Are other people being fired?  What about me?

While seeing your manager disappear can be alarming, you won't be served well by letting your anxiety show.  Here are some time-tested methods to getting through the transition period with grace.

1. Be respectful of your exiting boss, as well as the company.   If you didn't like your manager, it may be tempting to say "good riddance" but this wouldn't reflect well upon you.  Instead, it's smart to be respectful.  Examples:

"I was very surprised to hear it."   "I'm sorry Dean, this must be very difficult."  "I appreciated being Jo's employee, and we're going to miss her."  "This must have been a difficult decision for the company."  "I am disappointed."

Be respectful.  Treat the exiting person like you would wish to be treated, whether they were a stellar boss or a nightmare.   This includes being respectful of your boss when you hear others complaining about him or her.  If you hear a negativity bubble start to emerge, either pop it or withdraw.

2. Quietly take the lead where things fall apart.   The key here is quietly.  What you don't want to do is step right into your bosses shoes, because people are likely to find that presumptuous or even arrogant.  But you can take steps to ensure that the work is done correctly and that things don't fall between the cracks.  Just make sure you do so without (figuratively) putting your feet up on the boss's desk and acting like you own the place.  Leading without assuming the mantle of your boss's role is likely to be appreciated and recognized.  (Others may disagree, but I think "acting like the boss" openly during this time can backfire.)

3. Observe feelings and behaviors.   If you are part of a larger team, it may be helpful to listen carefully to how people react to the firing.  This is data, which you may find useful as you move forward.  You may find yourself being the spokesperson of the group.  For example, you may be able to say to your new boss "People have been nervous since Joe was fired.  They worry that they might be next.  I think that it would be helpful if you talked to them."

This kind of information will be valuable to your next boss, and your team will be better off if someone is paying attention to their reactions and managing appropriately.

4. Carefully communicate your interim plans.  The goal here is to ensure that your company leaders know what you are doing to take care of any gaps, without sounding like you are assuming you are the chosen successor.  This is a balance.  For example, you might wait until the right moment, and then tell your leadership that you plan to do X,Y, and Z to keep things running smoothly while the position is vacant.  Don't make a big deal out of it, but do make sure others see what you are doing to keep the ship afloat.  The goal is to be proactive, without being presumptuous.  Timing is key, for example, it would probably be inappropriate to sit down with your director about "your interim plans" while your boss is still at his desk, reeling from the news.

5. Use questions to keep tabs on how things are going.  Transitions are often scary, and things may get dropped or forgotten.  Keep positive, and keep asking "do you have what you need?" and "how can I help?" throughout this time.

While it may sound a bit callous, it's true that whenever your manager leaves (although we always hope it is under happy circumstances) it creates a window of opportunity.  The first opportunity is to serve others well under difficult times.  The second opportunity is to really shine in your own performance.

I hope you don't run into too many situations like this, but if you do, it's possible to make the best of it.  Good luck.

Do you have tips/advice to add? Share your views with a comment.

Ten Solutions to Organization Strife (Part II)

This is part II of the article on organization from Maria Yeckel.  Organization tips continued...

 

6.    End each day by planning the next.  Look at your list of tasks and select four to eight of the less important tasks.  Either flag them in your task list or write them down someplace visible before leaving for the day.  This is your reminder to complete these items during the next business day.  If you complete them and have time for more, great.  If you do not complete them, scale back the number you take on.  After a week of practice this should become an instinctive habit.

7.    Spend less time with email.  I have seen many hard working managers jump into their email first thing in the morning, hacking away bravely at their inbox.  Suddenly, it has been three hours and they are frantically trying to prepare for a meeting that starts in five minutes.  Help has arrived!

a.    Start by having a separate email account for all personal contacts and messages.  This will significantly restore your email efficiency.  Check this account only on breaks.

b.    Unsubscribe to all non-essential mailing lists. 

c.    Does your entire Operations department really need to be on the Accounting master distribution list, or can a focal point assume responsibility as department liaison?

d.    If frequent requests for your department are sent to random or multiple people within your group, create a departmental customer service email account and assign rotating team members to answer those emails.

e.    Vow to only open an email if you are going to immediately process it.  Process by delegating, responding with a resolution, requesting more information, or scheduling time in your calendar to work the issue.  Opening an email more than once wastes time.

f.     If you frequently receive emails requesting information found elsewhere, nicely redirect the sender to the appropriate place.  Train others where to look in the future.

g.    If checking email is the first part of your daily routine and you still find yourself bogged down set a twenty minute limit.  Open only those marked urgent first then move to the oldest unopened email.  Schedule more time later in the day to handle the rest.

h.    Remember if you never opened the email, you need to find a way to be removed from those communications.

i.      Turn off any audible computer notice for new messages in your inbox, so you will not be tempted to be sucked back in.  Keep outlook minimized or opened to your calendar if seeing your inbox distracts you.

8.    Delegate whenever logical.  Delegation can be directed to your assistant, a staff member ready for a new challenge, a logical focal point for emails, or even to some form of system automation.  Many of my clients find this to be the hardest thing to do.  You will have to spend training time initially, but if it is a reoccurring task or skill, it will free you up significantly.  The longer you wait, the less time for projects you should more appropriately be working.   For more tips on delegation click here for an excellent resource.

9.    Make your meetings effective.   Provide or request data and meeting agendas in advance to review this information before attending.  Have a list of your thoughts and questions prepared before entering the conference room.  Politely guide personal conversations or meeting detours to another appointed time.  End each meeting with clarifying follow-up points, expected completion times, or a defined resolution to the issue at hand.  Hold yourself accountable for completing your items on time and respectfully expect the same of others. 

10.    Maintain work-life balance.  Are you more irritable at work, less productive, or less willing to pitch in on special projects?  Do not grind yourself away into a state of exhaustion. Doing so will only distract you from opportunities and gives the impression you are a less valuable employee.  Potential implications are missed promotions, being more likely to be laid-off, or ending up in a cycle of even longer hours from inefficiency.  Take time to talk to your supervisors and family members about expectations.  High performers are usually those with higher life satisfaction.

Maria Yeckel has almost a decade of experience in administrative and project functions and currently provides contracted solutions via Yeckel Executive Services.  Further information on intelligent alternatives to traditional temporary and part-time administrative functions is available at www.yeckelexecutiveservices.com .

Ten Solutions to Organization Strife (Part I)

Hello Enlightened Managers!

Today's post comes from a guest blogger, Maria Yeckel.  Maria is my executive assistant, she keeps me organized, and I asked her if she'd be willing to share some of her tips with you.  This is a two-parter, so stay tuned for the rest later this week.  And if you need administrative help on part time basis, I highly recommend Maria's services!

Cheri
The Enlightened Manager

Ten Solutions to Organization Strife

by Maria Yeckel

Walking back to your office, you pass a coworker, who is again able to leave by 3:30 to watch his son’s track meet.  How does he get it all done and have time for a life outside of the office? 

 

1.   Many of us (yes I am included) have asked this question.  Small habit changes make a significant difference.  The first step is to recognize specific areas that are not working for you.   The following points should serve as an adequate starting point to get your day in order.

 

2.   I once supported an executive who used a complex numbering system to organize his files.  His intentions were excellent; however the system was a disaster.  Each time a document had to be found or filed excel had to be referenced for the file number.  If the document was not in the folder expected, the process had to be repeated multiple times.  Your filing system is a critically important area.  Simple file names are essential, as well as alphabetizing to easily locate what you need.  Need more help?  For a free quick-list with eleven essential points to get you started, email maria@yeckelexecutiveservices.com and ask for "quick list."

 

3.   Create a routine schedule for your day.  Consider creating a reoccurring calendar appointment, for tackling research and projects.  Set respectful boundaries to your open door policy, by communicating a regular time to be available for impromptu conversations.  However remember you will need to be available as you committed, or coworkers will not respect the time frame you have designated.   Working with your teammates to create similar schedules may provide further department efficiency.

 

4.   Know your tasks.  Make a list of everything you need to accomplish.  If you use tasks in outlook, too many categories will only slow you down, so only appoint new ones as needed.  Mark tasks that have a significant and immediate potential to become emergencies as urgent.  Make a note of any due dates and collect timelines for any tasks considered medium to high priority.

 

5.   Schedule critical and large tasks as appointments on your calendar and do not accept non-urgent interruptions during this time.  Schedule your urgent tasks first and work others in, if possible.  If you were able to schedule regular time on your calendar each day for projects (step 3), simply add in the details of the project you will be working on for that day.  Set your phone to forward to voicemail, if this is appropriate for your position, and if it helps you focus.

 

Stay tuned for part II......

Maria Yeckel has almost a decade of experience in administrative and project functions and currently provides contracted solutions via Yeckel Executive Services.  Further information on intelligent alternatives to traditional temporary and part-time administrative functions is available at www.yeckelexecutiveservices.com .

 

Reflections on Love and Money

It's a deep dark night here in Woodinville.  It's pitch black outside, dead silent except for the clicking of my keyboard and the faint jangle of the cat's collar as he rolls around on the new carpet.  I need to remember to do more blogging at night.  Whenever I try to write in the middle of a hectic day, it's harder to let the words flow. 

Tonight I wanted to share a little lesson I've learned, and one that took me a long time to really understand.  It's about this idea of love and money.  Which comes first?  I used to think that money would allow me to feel free and happy, but what I'm figuring out is that wealth (emotional and financial) is a byproduct of freedom and happiness.  It comes second, not first.

Here is an example.  Just now, before I began typing this, I finished preparing for a meeting I'm having tomorrow with a local CEO.  I've admired his company for some time, but this will be our first meeting.  So I spent some time perusing the net to learn more about him and the company.  Going into meetings prepared is one way to demonstrate your respect for the person you are meeting.

Back when I first started consulting, I would have walked into this meeting all twisted up about this idea of "getting" a client and "finding" a project.  If you've already clued in to the fact that this is a selfish idea, you're onto something.   When I focus on "getting" and "wanting" it prevents me from being in a place to focus on "serving" and "listening" which is frankly my real job, right?

So my plan tomorrow is to meet this person as one human being to another, to listen, learn, and take his measure.  I hope he'll do the same for me, and at the end of the day we'll be two people who know each other better, and perhaps even know if our values and visions are in alignment. Perhaps work will spring from that new relationship, perhaps not.  That's part of the mystery, right?

In short, when I focus on service (which is a form of love) I am an open container.  When I focus on wanting (a form of fear or greed) I am closed off.

Yes, money does come.  But it's a byproduct of the service.  It's one of those things you can read about all your life, but then once you've lived it for a while, something inside you clicks and you feel free.

Have you felt the click yet?

Thoughts on Creating Productive Space

Does your physical environment impact your productivity?  Does clutter matter?  What about noise, light, and the presence of other people?  I think a year ago I would have said these were unimportant things.  Now, I think I've learned differently.

As I blogged about a while ago, my hubby and I are in the process of downsizing our lifestyle from a big house in the country into a small apartment in the city. We've finished our top-to-bottom remodel of the house, and because my office is in my home, these last two months have been difficult.  Why?

1. It's hard to be productive when you might be interrupted at any moment by a question about what color door hinges you need.
2. It's hard to stay focused when your office is half dismantled, covered in dust, or being moved from room to room on a frequent basis.
3. You lose energy when you don't get enough sleep or down time.
4. It becomes difficult to complete simple tasks when things you need (a book, your scissors) are packed away out of reach.

Yes, I know these are not world-rocking revelations here.  But it got me thinking about this idea of productive space.  How can we have the kind of space (physical and mental) we need to do our best at work?

What I think I need:

• Chunks of uninterrupted thinking time. (At least 1-2 hours per day.)
• Basic office supplies organized and in easy reach.
• Dedicated space - my office not being used for other purposes.
• Privacy to make phone calls and have conversations without being overheard.

Not a lot, but these things do make a difference. I no longer discount the degree to which environment can impact my productivity. What does your definition of productive space look like?

The Myth of the "Bad Manager."

Here is the story that I've seen unfold in more companies than I can count:  I like to call it "The Myth of the Bad Manager."

"The boss really likes Joe.  He is a hard worker, conscientious, and consistently outperforms his peers.  Even better, Joe gets along well with everyone on the team, and he is always ready to help others out.  The boss looks at Joe, and says "I'm lucky to have Joe on my team.

Over the years, Joe continues to do well and get noticed.  Unfortunately one of the supervisors, a woman named Betsy, didn't cut it, and was let go.  The boss suggests Joe for the opening. 

Joe is elated.  He works very hard, but management is confusing.  His peers have stopped talking to him, and his new manager is pretty busy.  The team starts to make mistakes, and Joe does his best to fix things, but work has become hard for the first time.  His boss is unhappy with him.   Joe gains 10 pounds and has stopped smiling. 

One day, Joe is fired.  It's sad, but there is this great employee named Jill that everyone has been watching.  They offered her the job.  She's elated."

I was taking to a Fortune 50 organization a while back about doing some coaching work.  I asked who they offer coaching to, and they specified that only their best people got coaching.  "We separate our coaching process from our disciplinary action process" they said.  Basically, they offer support to those who are already doing well.  While this is good, I suppose, I think it misses a big opportunity.

Having coached plenty of "bad managers" over my time and having seen them transform into these amazing productive leaders, this story makes me sad.  There are a lot of good people being tossed out when a little support and education could help them shine.

It's expensive.  It's depressing. It's also very common.  I wish it wasn't.

I wonder how I can help organizations see that some of those "struggling" new managers are diamonds in the rough?  It's something I continue to think about.

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Five Reasons to Delegate, and One Reason Not To

Delegation.  On the one hand it sounds great to take a few items off your list, but it can be difficult to let go of tasks, train someone, and feel comfortable with that transition.  So when should you delegate?

1. Delegate when doing so will provide a learning/stretch opportunity for the person being delegated to.  "If I get my supervisors to run our quarterly meeting, they'll gain facilitation and presentation experience."

2. Delegate when the task is taking you away from more important work.  For example, if attending to new employee orientation is preventing you from attending an important strategic task force, consider delegating.

3. Delegate when you want to test an employee's readiness for promotion.  "If Jane does well on this project team, I'll consider her for our next project lead job."

4. Delegate to increase the visibility of your staff in the organization.  To grow and support your team, you'll want to find opportunities for them to shine and build relationships with the "higher ups" in the company.

5. Delegate to provide cross-training for backup purposes.  "I want Mike to know how to run the financials in case I'm sick or absent when the budget meeting rolls around."

And the one reason NOT to delegate?

Because you are "the boss" and find the task "beneath you."  Avoid passing off unpleasant tasks to your team out of laziness or indulgence.  While you can probably get away with this behavior, you would be sending a message to your team that leadership is about tending to your own needs. 

Anything to add?  Leave a comment, I'd love to hear your tips on delegating, and when it's appropriate.

The Emergence of Something Special - Coming Soon.

In business, there are the questions that seem obvious but are anything but.  One of those questions is "Who do I serve?"  It is rarely as simple as it seems.

Over the past three years, I've been serving leaders and teams inside organizations, while enjoying the comraderie and discussion here on the Enlightened Manager. 

One of the things I've realized is that there are a lot of leaders in the world who are left to struggle internally with little support from their organizations.  For every leader with a fantastic mentor and resources, there are twenty trying to make it on their own.  Many of you are swimming against the tide, trying to do the "right things" in a corporate world that seems weird and adversarial.  I continue to be heartened and impressed by the leaders who email me from this blog, telling me about their struggles and experiences.  Your stories help me learn, and light a fire that keeps me writing, and I thank you for that.

So I come back to that question of "Who do I serve?"  And for the leaders who come here because they're looking to better themselves and their teams, I say I'm here to serve you.  And to acknowledge this, I'm redesigning this website with you in mind.

What you'll find at the new Emergenceconsulting.net:

• More free leader tools available for instant download.  (No waiting.)
• A cleaner and more interactive user interface.
• More content, uploaded more frequently.
• Downloadable teambuilding and coaching kits written in plain language.
• Access to content-rich subscriptions, such as weekly leadership workouts, that build your skills at a nominal cost.

Here is my question for you.  What would YOU like to see here?  What kinds of content or resources would get you where you need to go on your leadership journey?   I'd love to hear. 

PS: The site is under construction, with a tentative launch date in August.  Stay tuned!

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