One of the things I hear a lot is that people "resist" change.  And you know what?  They do, especially when the change is handed to them as a mandate.  One way to break that pattern of resistance is to give people a say "however small" in what the change will be.

Why does engagement work?  Simple - When we invite people to create a change, it puts them in a different mindset.  Think back to a child you know (or the child you were) coloring a picture with crayons.  If you were to point at the picture and say "No, that is wrong, you need to do it this way" you are likely to upset them.  If you pull out a fresh sheet of paper, give them the color you want them to use, and say "Let's draw an apple." they are ready to begin creating.

We are like those children - all grown up in our business suits.  We are not built to follow orders blindly, but we do have a deep capacity for creativity and making an even better future.  As leaders we can tap into that ability for more creative solutions and less resistance to change.

As leaders, we can shape the future by helping people make good choices as they create.  (Think about that Mom handing over a red crayon instead of the whole box.)  And the good news is that people will generally make something better than we could have conceived alone.

Give people permission to create.  Set some boundaries so they are achieving what the organization needs.  And then sit back and be delighted by what they come up with.

Life is a playground.  Our toys are different, and the stakes are different, but there is a lot we can gain by capturing the creativity of the people around us.

Just some thoughts for a rainy Tuesday.

If you'd like some strategies for building creativity in your team - check out the free resources page on my new website.  The download is free.

I hope that this post finds you well, and that my USA readers enjoyed thier Halloween weekend.  I seem to be coming down with the flu, so I'm writing you from a NyQuil induced haze, surrounded by my favorite fuzzy blanket, and with my two tabby cats dozing beside me.  I have a fever, and they are using me like a convenient space heater.

One of the upsides of being sick is that because there is only so long you can sleep, it tends to give you some thinking time.  And today I've been thinking about this idea of building a well-rounded, full, fulfilling life. 

I think that one of the myths of a well-rounded or "balanced" life is that we tend to apply other people's definitions to ourselves.  There is no template for work/life balance, except for the one you create yourself. 

This is a little chart I made describing my definition of a great life.  It seems pretty generic, but it encapsulates the essential ingredients for what I want in my life and career.

What would your chart look like?  Something to think about as you begin defining what your next year will look like.  Remember - we only get so many years on Earth.  Let's live the lives we want to live.  It starts with defining what we want.
 

And I got a question that I get pretty often.  "How do I approach a manager if they are part of the problem?"

Well, I think the answer to this one is simpler than it seems.  Most dysfunction in groups is caused by a pattern of unproductive behavior.  And almost always, both employees and the manager are playing a part in that behavior.  So no matter the "cause" of the dysfunction, we need employees and the manager to work together on the issue.

Your leverage points for approaching a manager with Dysfunctional Patterns:

1) Find out what is bothering them about the team.  This shouldn't be hard, because no one enjoys being a part of a dysfunctional group.

2) Talk to them about the importance of gathering data.  This means getting information on the problems they see, and the problems others see.  Stress that a full picture is needed to make improvements.

3) Present the data back to the team and manager unemotionally.  "This is what I heard."  Get the reaction and talk about potential solutions.

4) Talk about the difference between intention and impact.  "Joe - I know that you are surprised to hear that many employees feel that expectations are not clear. I know you think you've been clear, so that must be frustrating. But do still have a situation where people are confused.  We should clear up that confusion - don't you think?"

They key to all of this is "no judgment."  You are there to help the manager and the team, not judge them or criticize them.  Most people will value help, and so your tone is key.

If you coach managers - you might find this resource helpful as well:

Download eBook
 

My new hobby is roller derby - a sport I find both amusing and challenging.  I ordered some skates and protective gear, and I've begun learning how to skate again. Skating has reminded me that we can learn a lot by viewing more experienced people in action.  When I was a new manager, I watched the executives at my company run meetings - trying to get a feel for how leadership looked like in action.  Now that I'm skating, I watch experienced skaters fly around the rink and note the details, feet, posture, and speed.  Observation is powerful - there is so much to learn just by paying attention.  Once I notice something interesting about an experienced skater, I go around the rink and try it.  It was a great way to go from wobbly to smooth in about an hours time.

This week, I encourage you to pay attention to the talented people around you.  What can you learn from watching them in action?  And don't forget to try the same thing outside the office. 

Meanwhile - wish me luck.  I see a lot of bruises in my future.  Luckily, being a very short person, I have a shorter distance to fall!

It's hard to believe it's almost Halloween already.  The leaves are falling, the wind is blowing, and we're enjoying that characteristic Seattle rain.  I'm still getting settled after our move from Woodinville to Seattle, but so far I love being downtown.  I attended a great business meeting yesterday on using video for training and development, and it was a ten minute walk instead of a one hour drive.  Heavenly!

One of the concequences of being in crazy-moving-land has been the delay of my new website launch - but I'm almost there.  One of the things I'll be launching is a set of downloadable products, and that is where I'm hoping you might be able to offer me some advice.  When it comes to "do it yourself" training or coaching tools - what would you find the most helpful?  When you can't afford to hire a trainer or consultant - what kind of resources would help you make progress on your own?

Here are some examples of what is already on my list:

* "Management 101" eBook
* Anger Management Coaching Guide
* Do it Yourself Teambuilding Pack
* Coaching Tip Cards
* Coaching Starter Kit

What else would be useful to you?  As an incentive, I'll send a free copy of the eBook "Advice for New Managers" to the first 5 commenters who make a suggestion within the next 10 days.

Thanks.  Normally I like to offer YOU something useful to read, but I'm hoping you can return the favor this week. :)  Go out and have a great day.

I used to do HR in a cubicle, believe it or not.  Nothing like having a deep conversation with a manager who is about to fire someone when job applicants can hear you talking on the other side of the cube wall.  What I do remember most about the experience is that feeling of always being "on display" and the sense that I could never fully relax or focus on my job.

If your team works in a noisy environment, just one thing to think about.  We don't always have the luxury of walls, but when we don't - it seems there are consequences.

thanks to Samuli @ the Managers Toolbox for the link.

One of the things I've been thinking about lately is the relationship between individual and team goals.  Goals are important.  I like to think of the results I want to achieve as a target, and each goal as an arrow that I get to launch at that target.  Sometimes one strong goal can get us exactly where we want to be.  Sometimes our goals lack direction (focus) or power (effort) and they land outside the center circle.

We need our goals to be both focused and powerful.  Otherwise we won't get the results we want.

So then I ask myself - should goals be individual or shared?   Usually the answer is both, we have personal goals and we have team goals.  But something I'm starting to suspect is that the power is really in those team goals. 

Imagine your team, lined up, holding wickedly sharp arrows.  They fly.  Some of them hit, some of them don't.  Meanwhile, you are all encouraging each other, giving tips, and focused in the same direction.  Isn't there power in that?

Sometimes I worry that organizations are full of people shooting arrows in different directions, for different purposes.  And I'm starting to realize there is a lot of power in unity of purpose.  One of my clients recently told me "When our whole team owns our goals for the year, we collaborate and push to get them done.  When we split the goals up, we are less successful, and people feel isolated."

Something I'm thinking about.  I'd love to hear your thoughts on this too.

Are you having a good week so far?  I'm very much enjoying mine.  Last night I was celebrating the accomplishments of one of my clients - seeing how far they've come in the year since we've done strategic planning.   Today I am putting the final touches on my facilitation plans for a round of strategic planning with a new client.  These two organizations are very different from each other, but they do have one thing in common, they are both using key performance indicators to monitor company results.

Are you using Key Performance Indicators (KPIs) in your organization?  If not, I'd argue that you should be.

A KPI is a numerical target that is actively tracked and managed by one or more members of your management team.  KPIs usually track profit & loss, productivity, receivables, and customer satisfaction.

Examples:

Monthly ticket sales (for a theater)
Monthly sales (for a manufacturer)
Percentage of vacancies (for a hotel)
# of projects bid (for a contractor)

The idea is simple.  Pick a few KPI's that are very important to your businesses health. Assign a monthly target number for each.  Every month, track your expected numbers against actual numbers.  When they fall short, talk about how to get them back on track.

Like a blood pressure monitor in a hospital unit, KPIs will provide you with a constant flow of information on the "vitals" of your business. 

For more information on KPIs or their use in strategic planning, give me a call.

A new study has demonstrated a new problem with lack of sleep - when you don't sleep, you can't remember things.  As scientists have suspected for a while, they know now that during deep sleep our brains take our short term memories (things that happened during the day) and re-encodes them in the long term memory areas.  You can read the details here: http://www.sciencedaily.com/releases/2009/09/090915174506.htm

As usual, scientists confirmed the theory by harassing rats in a lab - in this case making it impossible for them to sleep deeply.  Then they found that the rats couldn't learn very well.  Their memories were shot. 

We rely upon our brains to take what we've seen, heard, and learned and translate those things into usable data.  When we don't sleep - that data gets lost.  This is why all night "cram" sessions prior to an exam are rarely as effective as studying followed by a good night's sleep.

Are you a sleep deprived manager?  A few tips to help you get your snooze on:

1) Begin to wind down at least an hour before bed.  Dim the lighting to increase melatonin - which will help you feel sleepy. 

2) Avoid caffeine and food within 2-3 hours of bed time.

3) Invest in comfortable clothes, bedding, and keep the room at a good temperature for you.  Many people sleep better in a slightly cooler room.

4) If you can't sleep, don't force it.  Focus on relaxing yourself physically. Relaxing each part of your body starting with your toes can also help.

5) If your thoughts are keeping you awake, write them down before bed.

6) If your body is keeping you awake or you wake up tired, see a sleep specialist for a consultation.

Sleep - a little thing that can make a big difference in how your brain functions.  Remember - a sleepy brain is a dysfunctional brain.  :)

As our cities have their seasons, so do our businesses.  And for business - fall is the season of planning.

1. Strategic Planning - clarifying the goals for your business and making sure your activities are focused in the right areas.  Now is the time to be building your plans for 2010.

2. Financial Planning - Projecting your annual budget for 2009, and planning for expenditures in 2010.

3. Time Planning - The last three months of the year are often challenging when it comes to staff productivity.  Holidays will soon arrive, along with the potential for poor weather closures, and the onset of the flu season. 

Even if you are not involved in your organization's planning process, you can still put a plan together around your department or career.  And don't forget to plan for staff development in 2010.  Think about the time and dollars you'll need to set aside to keep your workforce skilled and ready to excel - nothing is worse than needing to take some action with your team and lacking the resources to do so.

Fall is a season for planning.  Let's lay the groundwork for an outstanding 2010, and then we'll be ready to come back from our holiday celebrations with a clear idea of what needs to be done.