I am sure you have heard the old saying – “People don’t leave companies, they leave bosses.”  I don’t think it is always true, but I think it is true frequently enough to warrant more curiosity, if not concern, than it gets.

So, let’s assume that an employee has recently left your organization and has somehow revealed that the real reason she has left pertains directly to some aspect of her manager’s methods, tendencies or style.  Let’s also assume that the employee was someone whom your organization would have preferred NOT to have lost.  Some questions come to mind:  What was it about the manager’s performance or style that wasn’t (allegedly) up to snuff?  Is the claim valid?  If not, can it be validated?  Is the behavior consistent with the manager’s history and reputation?  How could that be determined?  Is the manager aware of her behavior, or has she been counseled about it in the past?  What impact on the organization is the behavior having?

You get my drift, and could probably come up with many more questions.  In fairness to everyone – even the boss – some thorough investigation should be conducted before leaping to conclusions.  Remember, it’s not always the boss’s fault.

But what if the boss IS the problem?  Does that not make the BOSS (i.e., the boss’s boss) the problem too?  After all, who is responsible for putting bosses into their positions and letting them stay over time?  The BOSS.  Who is responsible for monitoring the boss’s job performance (which happens to include “being the boss”) and providing constructive feedback?  The BOSS.  Who is responsible for helping the boss learn and apply necessary skills (including leadership and management) for use on the job?  The BOSS.  Who is responsible for figuring out the overall impact, good or bad, that the boss is having on workers and the organization?  The BOSS.

Once again, you get my drift.  Of course, the BOSS has a boss too (the BOSS?), and these same questions would be relevant to that person.  Leadership is indeed not just a position on an org chart.  It’s a process, the effectiveness of which relies upon quite a few different people.

Other than with family members, can you think of any single relationship in your life that affects you (and your mood) more than the one you have with your boss?  That relationship is vital in so many ways.  It’s important that it works effectively, or perhaps it needs to be ended, for the sake of everyone involved (unfortunately, it cannot always be fixed).  Everyone has a stake in this – from the employee, to the boss, and, yes, to the boss’s boss.

What causes the people in your organization to leave?  The company itself?  The boss?  The BOSS?  The allure of a career that includes writing leadership blogs?

In this series of blogs I have been presenting information to help leaders understand the human need for sleep and the impact that lack of adequate sleep can have on workplace fatigue and human performance. Here I’d like to bring a bit of understanding to the concept of morning vs. evening people. Understanding these “chronotypes” in yourself and your employees can help you manage workplace fatigue and improve the performance of your people.

There are two processes responsible for the sleep-wake cycle of the human body. One is called the Homeostatic process, and the other is called the Circadian process. The homeostatic process tracks the amount of sleep we receive, as well as our activity levels during our awake times. This tracking measures the amount of proper rest we need to fully restore ourselves, which results in the process of “pressuring” our bodies for that amount of sleep.

The Circadian process helps us sleep during the night and be awake during the day. All humans are diurnal, meaning that we prefer wakefulness by day, and sleepiness by night. As light enters the eye, it sends signals to the brain to tell us where a cluster of cells regulate our “body clock”. Our body clock resets each morning when light enters our eyes and starts clicking down the hours, until evening when reduced light levels signal the body to release melatonin, which induces drowsiness and aids in sleep.

Some of us seem to be more likely to fall asleep early in the evening and wake up early the next day. Others of us tend to fall asleep later at night, and sleep later in the morning. Sometimes people refer to early risers as “morning” people or Larks, and late risers as “evening” people, or Owls. Overall, about 15% of us are Larks, and about 20% of us are Owls and the rest are somewhere in the middle of the distribution.

What makes a person a Lark or an Owl is not personal preferences, but rather the nature of their circadian rhythm. Larks have an advanced circadian rhythm, meaning that their bodies release melatonin sooner in the day and wane it earlier in the morning. Owls have a delayed circadian rhythm, meaning that their bodies release melatonin later in the evening and wane it later in the morning.

There is nothing necessarily better about being a morning person or an evening person. Even if we are far to the end of the spectrum on one side or the other, our bodies are still wired for wakefulness during the day and sleepiness at night. It is important is for leaders to know their own circadian “chronotype” and that of their employees, and use that knowledge strategically when assigning projects. Line up Larks for early morning work, and Owls to handle those late night crunches. Your people will perform better and thank you for it. To learn even more about managing workplace fatigue and improving the performance of your people, be sure to attend the webinar Effective Leadership Requires Effective People to be held on June 12, 2013. Register at: http://msbcoach.com/effective-leadership-requires-effective-people

About David A. Buczek

The President and Co-Founder of DB&A, Dave Buczek is a proven leader with diverse experience in the professional services industry

Mr. Buczek co-founded DB&A in 2002 and has led the development and growth of the firm since its inception. Prior to starting DB&A, Mr. Buczek led the Digital Business Strategy practice for Healthcare, Government and Not-for-Profit clients for Sapient, a premier internet consulting firm. Before that he was a senior level consultant and practice manager at American Management Systems and Xerox Integrated Systems. He began his professional career at MITRE, C3I Division, in McLean, Virginia.

In addition to his consulting work, Mr. Buczek has also taught graduate level courses in the MBA program at The American University, and in the Masters in Technology Management and MBA programs at George Mason University. In addition, he was the co-developer of a program of study in IT Portfolio Management for Georgetown University. Mr. Buczek is currently developing a sequential program of study for George Mason University, Center for Infrastructure Protection, in Fatigue Risk Management.

My mother always said to me, “A good leader is one who develops their people so well that when it is time for her to move on or retire,  the team, department or organization does not miss a beat, in fact, things should even get better.” At the time when my mom first shared this with me, I did not realize how powerful and difficult this is to do. To my dismay, I have found that many leaders do not take the time to develop others. There are even those who want it to be a challenge for the organization when they leave…. they want there to be a void without them. I have heard leaders say, “They are going to be hurting real bad when I leave…. They will finally know how much I really did”. This is not pure leadership. This is selfish leadership.

Human nature says, “I want to be valued, needed and missed”. As leaders, we should be valued, needed and missed. If we are not, we are not doing our job. However, if things fall apart when we leave, we have not lead well. It is the responsibility of the leader to develop their people, so when he is ready to move on, move up or move out, someone is waiting in the wings already groomed, developed and ready to step in. This is how to create a legacy and a succession plan.

Another one of my favorite sayings is, “your ceiling should be their floor”. When you are developing someone, you cannot be intimidated if they are better than you at something. In fact, just the opposite is true. You want the next person to step in at your highest level and then continue to go up from there. Many people find this easy with their children, but a challenge with people that work for and with them.

Are you willing to train and develop your people? Sometimes it is easier to do work yourself, but that is not how you create a succession plan and prepare the organization to move forward.

Below are the 10 steps you can take to make yourself completely replaceable:

1. Make a list of what you do and the value it brings to your organization. Be sure to include the unwritten rules, company politics you have learned to navigate, who you network with, how to communicate, the importance of “presence”, etc.

2. Begin to open your eyes for talent – who in your organization (and not just on your team or in your department) stands out to you? Who shows the leadership qualities as well as business acumen to take on the role that you perform?

3. Once you have identified 3 or 4 people, begin to observe them closely.

4. Take each of them to lunch or coffee and get to know them better. Find out if their values within the organization and outside of the organization align with the role that you fill. Assess whether they have the potential to step into your shoes and then go above where you have gone (remember your ceiling should be their floor). This may take 5 to 6 one-on-one meetings, as well as continued observations at work.

5. Time to narrow again… after you have gotten to know each of these leadership candidates well, pick 2 that you will work closely with.

6. Dedicate one hour a week to each leadership candidate to develop, mentor and coach them based upon what you identified in the first step of this process.

7. Begin using them to fill your roles… give them opportunities to run your meetings and projects, give you feedback, deal with difficult situations, attend board meetings and important dinners, etc. If you are out of the office, rotate the leader that is in charge.

8. Personally observe how the candidates perform, and receive feedback of their performance from their colleagues, direct reports, stakeholders, board members and even your boss (if you have one).

9. Identify their areas of talent, and help grow those talents into strengths through work opportunities and education.

10. If there are areas of weakness that would be detrimental to their career, have the difficult conversations with them, and have them work with you or a coach to improve in this area.

The list could certainly keep going. However, my goal was to give you 10 foundational steps to get you moving in the right direction so you can help to develop leaders, create your succession plan and make yourself a replaceable leader! If you have additional suggestions, please write us. We always love your feedback.

If you would like to work with one of our coaches to partner with you through this 10 step process, or if you have a high potential leader that you would like to have coached (as mentioned in step 9 & 10), contact us for more information at: info@msbcoach.com. You can learn more about our coaching process at: http://msbcoach.com/coaching. Thank you.

About Michelle Braden

Michelle Braden is the CEO of MSBCoach, an ICF certified business. Michelle is an ICF and TED certified coach and received her Advanced Human Behavior Certification and Wellness Coaching certification from the Leadership Institute of America.  She is an advanced certified associate of Emergenetics, Int. and advanced trainer for DiSC. Michelle has worked with notables from Morgan Keegan, Capital One, the University of Virginia, General Dynamics, LexisNexis, and the City of Charlottesville, and has served in leadership, coaching and training positions for corporations such as Robert Half International and Retirement Unlimited Incorporated. She has written two leadership training manuals for The Church of God International and is a freelance writer for Thought Leaders Blog, Lead Change Blog, Leadership Courseware Blog, The Business Networker, and Forward/Adelante magazine.

Coaching your employees requires commitment. It must be planned in advance, not done off the cuff.

Management today is really about enabling people to succeed and that means providing them with the guidance, resources, feedback and support they need to do their jobs.

Read the full post here

In our 24 hours a day, 7 days a week society we all seem to be getting less and less sleep each day. As our weeks fill up with so many important priorities, our weekends are jammed with frantic to-dos as a result. Consequently, we find ourselves sacrificing sleep for activity. In a previous blog, I reported how severe the problem of sleep deprivation is in our society. Here I’d like to share a bit about how the resulting fatigue we carry with us each day reduces our performance.

Research shows that cognitive performance begins to wane after being awake for 16-17 hours, and it sharply declines at 20 hours as fatigue really sets in. This is what fatigue researchers refer to as acute fatigue. If you or your people are regularly pulling all-nighters to meet those important deadlines, you better have someone check the work products because they may very likely be full of errors.

Fatigue can also build up each night and prevent us from getting our needed 7 to 9 hours of sleep. If we only get 6 hours of sleep for four nights in a row, we have an accumulated sleep debt of 8 hours. Research shows that this accumulating sleep debt has the same impacts on our mental effectiveness as staying awake for extended periods of time. The good news is that we can overcome a sleep debt by sleeping longer than our normal sleep need over a few days. Sleep scientists call this recovery sleep.

Most of us generate a sleep debt each week, trading sleep for productivity. But, if we don’t get the opportunity on the weekend for longer recovery sleep, we can carry this sleep debt on into the next work week. Essentially we end up in a constant state of sleep deprivation, dealing with its associated fatigue. Our performance suffers and we are not as sharp, creative, or communicative. In short, we are not as effective or productive.

Leaders need to understand the impacts that acute and accumulating fatigue can have on their performance and the performance of their people. To learn more about sleep debt and the role that breaks and naps can have in reducing workplace fatigue and improving performance and safety, be sure to attend the webinar Effective Leadership Requires Effective People to be held on June 12, 2013.  Register here: http://msbcoach.com/effective-leadership-requires-effective-people

About David A. Buczek

The President and Co-Founder of DB&A, Dave Buczek is a proven leader with diverse experience in the professional services industry

Mr. Buczek co-founded DB&A in 2002 and has led the development and growth of the firm since its inception. Prior to starting DB&A, Mr. Buczek led the Digital Business Strategy practice for Healthcare, Government and Not-for-Profit clients for Sapient, a premier internet consulting firm. Before that he was a senior level consultant and practice manager at American Management Systems and Xerox Integrated Systems. He began his professional career at MITRE, C3I Division, in McLean, Virginia.

In addition to his consulting work, Mr. Buczek has also taught graduate level courses in the MBA program at The American University, and in the Masters in Technology Management and MBA programs at George Mason University. In addition, he was the co-developer of a program of study in IT Portfolio Management for Georgetown University. Mr. Buczek is currently developing a sequential program of study for George Mason University, Center for Infrastructure Protection, in Fatigue Risk Management.

Dr. Charles Czeisler from Harvard University, one of the foremost authorities on sleep research, recalls the time when he encountered a woman in a remote village in South America where there was no electricity. In her humble home there were no lamps and just a few tiny candles. Czeisler asked through an interpreter how she managed to move about her home at night, in case one of her children needed assistance, for example. It took several minutes of translated dialogue to understand the woman’s dismay with the question. Her response was simply that her children, and she and her husband for that matter, never were awake at night. When the sun went down, they wound down their day and went to sleep. When the sun came up, the roused and went about their day, fully rested.

This anecdote points to a sharp contrast between how agrarian societies in the past managed their sleep, and how different we view sleep today. The invention of the electric light bulb a century ago was a huge achievement. It meant people could be more productive by lengthening their day. It also had a down side as well in that we began trading sleep for activity. Today, the competition for our attention is enormous and relentless. No matter the time of day we have options for staying in constant conversations with friends, being entertained, or working away the hours.

Statistics show that in 1959 the average reported daily sleep duration among Americans was 8.5 hours. In 2007 that plummeted to 6.7 hours. Also in 1959 only 2% of people reported receiving less than 6 hours of sleep. In 2007 that number reached 20%! All humans, with rare exceptions, need between 7 and 9 hours of good sleep each night to function properly. Without proper rest our brains cannot consolidate learning from the day before, and our bodies cannot recharge and recuperate. In short, sleep deprived people are less able to be fully productive. That means that while we think we are being more productive sacrificing sleep for work, we may actually be less productive in the long run.

Leaders need to be aware of the pressures that they place on themselves and their employees; pressures related to long work hours and limited time for rest and recuperation. Adequate time for sleep, rest breaks, and even naps can improve the cognitive reserves of our employees, and that means fewer errors, happier workers, and increased productivity and profits. To learn even more about the importance of sleep, breaks and naps, be sure to attend the webinar Effective Leadership Requires Effective People to be held on June 12th. Register here: http://msbcoach.com/effective-leadership-requires-effective-people

About David A. Buczek

The President and Co-Founder of DB&A, Dave Buczek is a proven leader with diverse experience in the professional services industry.

Mr. Buczek co-founded DB&A in 2002 and has led the development and growth of the firm since its inception. Prior to starting DB&A, Mr. Buczek led the Digital Business Strategy practice for Healthcare, Government and Not-for-Profit clients for Sapient, a premier internet consulting firm. Before that he was a senior level consultant and practice manager at American Management Systems and Xerox Integrated Systems. He began his professional career at MITRE, C3I Division, in McLean, Virginia.

In addition to his consulting work, Mr. Buczek has also taught graduate level courses in the MBA program at The American University, and in the Masters in Technology Management and MBA programs at George Mason University. In addition, he was the co-developer of a program of study in IT Portfolio Management for Georgetown University. Mr. Buczek is currently developing a sequential program of study for George Mason University, Center for Infrastructure Protection, in Fatigue Risk Management.

We have exciting news….

Now, when you sign up by May 30th for the Authentic Leadership Summit, you will also be entered in a drawing to win a:

Free Social Media Consultation from Advanced Virtual Assistant Services! (valued at $250)

Join 200 fellow leaders for the 4th Annual Authentic Leadership Summit at the Boar’s Head on September 30th in Charlottesville, Virginia, to learn new ways to ignite employee engagement, increase productivity in your organization and network with leaders from around the world. Click here to register.

The winner of the free social media review will be notified May 31st. The winner may also transfer this prize to another person or company.

Click here to learn more about Advanced Virtual Assistant Services and the social media consultation services they will provide the winner.

Summit Highlight: Engaging New Roundtable Discussions to Enhance Learning

This year the 2013 Authentic Leadership Summit will include roundtable discussions after each of the three learning sessions. The roundtables will be led by skilled facilitators and are designed to:

• enhance your learning experience by reviewing and reflecting upon the topic
• create opportunities for you to actively link the lessons to your own career and life
• provide an opportunity to share and learn from the other insightful leaders attending the conference

See the Summit agenda here. 

Please take advantage of our Early Bird and 10+ Registration discounts. See you on September 30th!

Find out more on our website…AuthenticLeadershipSummit.com

This is a question that we hear more often than we’d like. When we are building proposals for large transformations, some clients look for ways to streamline the work to cut expenses. This is particularly true for technology transformations where the focus is on the IT infrastructure with so many decisions focused on system selection and integration. A recent study by a colleague found a direct and strong relationship between the inclusion of a robust change management plan and success with the technology project.

So we did some exploring and uncovered several issues relating to managing change.

Communication

• Failure to communicate when a change occurs or is about to occur. If processes, procedures, management, or even the redesigning of a workspace is never communicated to employees or staff, you will indeed face anger and resistance. No matter how large or small a change may be, if employees are left out or are never aware of the change, it can be disruptive
• Providing communications – but inadvertently leaving out some employees, especially those a few layers ‘down’ from management
• Implementing a large change all at once rather than through phases.Lack of training
• One of the most common – and challenging – issues. An organization may have a communication plan in place to provide information about the change, but no specific training to enable employees to use the new technology.

Underestimating the impact of change

•  Implementing new technology typically focuses on getting the system up and running. Typically there are many other changes – including new processes, new roles and responsibilities, and often new timeframes in which activities must be completed. It’s only when the new system has gone live do many of these issues surface, often resulting is very frustrated employees and less than optimal use of the new technology

 Involving too many people in the change process

• Involving a ‘cast of thousands’ in planning for the change may cause as many challenges as not having a change management plan! If there are many people involved in the planning, consider the amount of time to gather all the input, get consensus on the plan to move forward, and actually get ready to execute. Remember the adage… “too many cooks in the kitchen spoil the broth”

Lack of follow through on the change management plan

• A change management plan is only as good as its implementation. The many components of a change management plan – identifying change impacts, development a business readiness plan, identifying and managing stakeholders – takes time – a lot of time! When change fatigue sets in, there’s suddenly no time to attend meetings and continue work on the variety of change activities.

So how do we share the vision and value for change management?
Stories or brief case studies typically resonate with clients and that focus on what works and what could have been done better. And these stories show how all the pieces fit together beginning with the change impacts – a topic about which most clients have not considered.

A second approach is to provide an overview of the elements of change management and focus on the value. I’ve also tied in a discussion of change management with plans for value realization activities – with a focus on what’s required within the implementation phase for the client to gain or ‘realize’ the value of their new system.

Join MSBCoach and Susan Thomas for the upcoming webinar Leading Change to Support a Large Scale Technology Transformation on May 15, 2013.  Register here: http://msbcoach.com/leading-change-to-support-a-large-scale-technology-transformation

About Susan Thomas

Susan J. Thomas is Managing Consultant with IBM Business Consulting Services, Human Capital Solutions. She works with a variety of clients and companies to provide consulting services in the areas of skills competency analysis (which includes different types of questionnaires), certification test development and skills assessment, questionnaire development (both paper-based and Web-based), and training evaluation. She also assists clients with data-based decision making by helping them design question-naires and by performing statistical analysis and data mining to help them make recommendations and create action plans. Prior to joining the IBM Corporation, she was a measurement statistician and test development specialist with the Educational Testing Service. She was also an adjunct professor at Rider University, where she taught graduate courses in research methods (including questionnaire design), testing and measurement for teachers, basic statistics, and authentic assessment.

Previously, she was a faculty member at the University of Illinois, Urbana-Champaign, and Florida State University, where she taught courses in measurement, research design, and various areas of educational and developmental psychology. She has directed numerous funded research projects, has presented extensively at the annual meetings of the American Educational Research Association and the National Council for Measurement in Education, and has served as a Divisional Vice President of the American Educational Research Association. She has published several journal articles, as well as Evaluation Without Fear with coauthor Roger Kaufman, and Designing Surveys That Work!, a predecessor to the current book. She conducts workshops for teachers on topics related to assessment and has developed many training guides for these workshops. She did her undergraduate work at the University of Wisconsin–Eau Claire and received her Ph.D. from Purdue University.

Authentic leaders align their leadership style with their personal purpose and values, and that is what helps them inspire and perform consistently.

So how exactly do you go about creating this style? You can start with the exploration of your values, assumptions and beliefs about yourself.

Answer these 4 questions:

• What are your reasons for being a leader and how are you influencing people today?
• What results are you getting, both positive and negative?
• Who specifically are you leading today?
• How does your leadership impact the relationships of those you are leading? Note again both the positive and negative effects.

Then consider the following 4 desirable outcomes:

• How can your personal values (e.g. integrity) affect your leadership, and what does your leadership look like after it has been affected by these values?
• What can you do to develop your team’s skills and competencies and enable each member to deliver on performance?
• What can you do to inspire your team to focus on their skills and create consistent performance?
• What measurements will you use to evaluate your leadership style and the relationships that you have with each of your team members?

After considering these 8 questions, try to create a deliverable leadership statement of your style, philosophy, values and intentions.

Then deliver it!

How can you keep building on your effective leadership style? If you feel that you can profit from our business coaching assistance in the matter of business leadership, please contact us at MSBCoach by calling us today at 804-502-4319, or by visiting our website at http://msbcoach.com/.

About Pam

Coach and Trainer Specializing in Mediation, MSBCoach. Pam Clark brings experience from a variety of environments. Her earlier career in the UK was spent in the healthcare profession where she worked in Radiation Oncology as a Radiation Therapist for over fifteen years and then in Pharmaceutical Sales with Pfizer UK. During her time working in the London teaching hospitals she taught students; advocated for professional development; validated courses; contributed to raising quality standards with ISO9000; was an outside assessor at interviews for top level positions and for overseas candidates applying to work in the UK. She also gave presentations at conferences as well as continuing her own career development, where she gained a graduate Health Service Management certification.

Prior to leaving the profession she took a key role in the commissioning team for a state-of- the -art cancer centre. Her transition into Pharmaceutical Sales meant further training with professional boards. As she continued working in the healthcare environment she loved, she learned and developed her sales skills. In 2004, Pam moved to the USA with her family. After her arrival, she continued to merge her love of health and training by becoming a Pilates Instructor and Trainer at ACAC Health Club in Charlottesville, VA. Pam is now currently working as an Associate Mediator with Positive Solutions Group, LLC where she is a certified with the Supreme Court of Virginia and is their Training Program Director. She mediates family, business, employer/employee, contract and any other disputes that require resolution. She believes strongly in adapting to change and environments and loves to help others achieve this too.

12 steps to better manage your energy

Michelle Braden, CEO MSBCoach

We have all seen the messages that pop up on our dying phones – “low battery”, “20% battery life left”, “10% battery life left”, or likewise when our vehicles’ low fuel light comes on.  When we see these “warnings” we know that we have to get to an energy source, such as a wall outlet, or a gas station.   Have you ever found it odd that we are better at managing the energy of our phones and the fuel in our vehicles than we are at managing our lives?

If your phone battery dies, you do not try to continue to use the phone.  To do so would be silly and futile.  Yet somehow, we are not as aware of the “warning” signs for ourselves.  When we become tired and overwhelmed, we often continue to push to the point of poor performance and physical exhaustion.

Becoming aware of the warning signs is different for each of us.  Yet if we are attune to our own bodies and our mental and emotional states, we can find these warning signs within ourselves.   I encourage you to get in tune with yourself and know your warning signs.   Below are some questions that can help you stay energized:

1.  What are the tasks that give you energy?

•  For example:  Do you get more energy from being around people or from being alone?

2. What are the tasks that drain your energy?

3. How do you manage to balance your energy between the things that give you energy and the things that devour your energy at a time  when it is necessary to perform some of the latter?

4. How many hours of sleep do you need a night?

5. What do you do when you are not getting enough sleep?

6. How often do you do something that you enjoy… just for fun?

7.  What are your physical responses when you don’t have enough energy?

•  For example:  I make more mistakes and cannot think clearly.

8. What are your emotional responses when you don’t have enough energy?

•  For example:  I get irritable with those I care about the most.

9. What is one step you can take today that will make a difference in the way you manage your energy?

10. What is one step you can take today to listen to your physical and emotional signals?

11. Who can help hold you accountable for your own energy management?

12. On a scale of 1 – 10 (1 being the lowest and 10 being the highest), how self-aware are you?  (If   you scored low or lower than you would like, these steps are just a few that will help you become more self-aware).

I encourage you to be as smart with yourself as you are with your Smartphone and your vehicle. Don’t you deserve more attention than these items?  If you would like information about using a business coaching partner to help you get started on this journey, then contact us today for information about our coaching services at http://msbcoach.com/coaching.  And if you have suggestions on how you manage your energy, we would love to hear from you… please share your comments with us below.

About Michelle Braden

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