Managing your irritation

How often do you find that you are irritated at work?

More importantly what do you do to manage or mask your irritation?

Do you know how you show up when you are irritated?

Do you even care?

As a leader you are on show all of the time. People are constantly making assessments about how you are, whether you like it or not. If you are thinking one thing and saying another people pick up on this. Therefore you need to make every action and interaction count to have the exact impact that you intended.

Easy right?

WRONG!

After all you are human and we all have our idiosyncrasies. However, as a leader you set the tone for your team and organisation so you do have to model the behaviour you expect from others.

You need to be clearer than most about your intentions and mindful as to whether the impact you are creating matched those intentions. In my experience this is usually easier when things are going well than when they are not. And when they are not you have to be a master of self-management

Managing your state

Managing your own state is an art and far easier when things are going well and you are feeling fresh.

When you’re tired you’re more likely to be reactive – less considered.

When you’re in a new environment you’re likely to be hyper alert or stressed – looking for cues to ‘feel’ safe.

So what can you do to manage your state when you are irritated?

1. What happens to you physically? Notice if your head tilts in any way, what happens to your shoulders? My guess is your breathing is shallower too.
2. What’s the emotional tone? Name it and then identify what you want it to be instead. For example instead of being irritated you may want to feel calm, patient or relaxed.
3. Now, make the physical changes that will allow you to ‘take on’ that state. We all know what it feels like to be calm and you’ll notice that you take on a different physical shape to being irritated.
4. And finally, practice, practice, practice... The way to learn is through practice and one that interrupts old behavioural patterns is going to be longer lasting and sustainable.

 

Observing others

Leadership is about connection and taking others with you. You have to work at establishing good connections to create great collaboration.

Do you adapt your style to your audience?

Are you clear about what you want to achieve with the various people you work with?

Are their reactions and responses what you expected? 

If not what can you do to adapt and create a greater connection and understanding?

If your message isn’t getting across there is something you have to change to get people on board, to put it across in a way that helps them.

As a leader your job is about changing the experience of life at work - making the difficult easy and the uncomfortable comfortable, to create an engaged workforce. Being irritated doesn’t allow you to operate at your best to achieve this. So next time you feel irritated, even if it’s only a little try out what I’ve suggested and let me know what happens.

Don’t let people; places and things determine your moods. Take charge of how you feel each and every day.

Michael Barbarulo

Four Skills Great Managers Apply to Engage Their Teams Fully

Fifteen years ago I was lucky enough to be invited to hear Marcus Buckingham speak to mark the publication of the book I he co-wrote –‘First Break All The Rules’. I know it was fifteen years ago because I still have the invitation pinned to the inside of the book! This book is one I go back to regularly when considering employee engagement, as it’s full of useful information that any manager can apply on a regular basis.

 

As well as laying out the twelve questions that measure the strength of a workplace (the most important information that measures the core elements needed to attract, focus and keep the most talented employees), it also explains what great managers do to create the right environment.

In summary these are:

Select for talent: Great managers do not select purely on experience, intelligence or determination. They define talent as ‘a recurring pattern of thought, feeling or behaviour that can be productively applied’. Every role performed to excellence requires talent because the role requires a recurring pattern. While experience, intellect and will power are important it is the presence of certain talents that allow people to excel.

Everyone has talents. The trick is finding the right role for them to shine.

 

Define the right outcomes: Great managers set expectations and steer away from defining the steps. This encourages individuals to take responsibility and it also builds self-awareness and self-reliance. They consider what does the task look like when done well?

The outcomes will clearly stipulate any standards that have to be met, particularly if there are legislative requirements to be met.

Focus on strengths:  Great managers motivate by doing this and not focusing on weaknesses. Helping people to become more of who they are. It’s not about ignoring poor performance. If there is a performance issue they start with questions like is it trainable? Is it me? Am I not spotting the right trigger to motivate this person?

Find the right fit: When developing someone they help find the right fit for the person not simply the next rung on the ladder, or what would work for me, or this organisation. The next rung on the ladder may be the right fit – but it isn’t always. It might be with another organisation.

Great managers get people to look in the mirror. They are excellent at performance feedback and consider the individuals’ dreams and aspirations to truly engage them.

“People don’t change that much.

Don’t waste time trying to put in what was left out.

Try to draw out what was left in.

That is hard enough.”

Taken from ‘First Break all the Rules’

Which one of these skills are you naturally brilliant at?

Which one may need some further focus?

How are you doing with your employee engagement?

Great People Deserve Great Leadership – How Great are You?

I was listening to an audio recording recently entitled ‘great leadership creates great workspaces’ with Jim Kouzes, one of the authors of the book The Leadership Challenge. Whilst there was nothing really new in what he was saying it was backed up by global research that focussed on what great leaders do to engage their people.

The one item that did make me sit up was the relationship between values and commitment.

The Relationship between Values and Commitment

From the research Jim Kouzes and his colleague Barry Posner conducted they found that the highest levels of commitment from individuals occurred when they were clear about their own values irrespective of whether they understood the organisations value.

 

So let’s start with you, the leader. Do you know your own values and what you stand for? If you can’t rattle the top 3 off the top of your head I’d argue that you don’t, and I make no apologies for being so blunt about it…

If you don’t know your values there’s no chance that your team will know what you care about, or what is important to you. Values drive our decision-making and in a leadership position will help your team know what is likely to motivate you to say yes or no to a decision that is required.

Great Leaders Connect with their People

I’ve heard it all before I hear you say…. And I agree with you. The question for you to consider is - do you connect with your people?

Leadership is personal. We are all different. We have different needs and different motivations. Do you know exactly what it is that motivates each and every member of your team? Are you able to talk to these when you have your one to one meetings and conversations with them? Do you even have regular one to one meetings??!!

Yes, I know it takes time. That time is an up front investment cost. You’ll easily regain that time over the weeks and months to come through being ‘in-tune’ with that person and the increased level of productivity you’re likely to gain.

Take Time out

If you don’t know your own values in relation to the work you do I suggest you take some time out now and do just that. There are many ways for you to do this and if you are not sure how download my personal branding demystified booklet, as there is an exercise in it that will help you, or alternatively give me a call. There is a quick and easy method I use that can then be used with members of your team.

Hopefully, you’ll then begin to engage and connect with your team on a whole new level.

‘You can make more friends in two months by becoming interested in other people than you can in two years by trying to get people interested in you.”

Dale Carnegie

4 Key Enablers to Engaging Employees

The benefits of employee engagement to the bottom line is not a new concept. I first came across it almost 20 years ago and yet many organisations still seem to struggle with making it a reality.

There is certainly no silver bullet that will deliver high levels of employee engagement overnight and there is no one size fits all solution. It takes consistent action and a commitment from all who manage people. There are some areas to consider to start the journey though.

The Institute of Employment Studies defined an engaged employee as:

 "one who experiences a blend of job satisfaction, organisational commitment, job involvement and feelings of empowerment. It is a concept that is greater than the sum of its parts."

       

Enablers to Engagement

Leadership that ensures a strong, transparent and explicit organisational culture and gives employees a link between their job and the vision and aims of the organisation. The story is clearly expressed laying out the purpose of the organisation, why it has the broad vision it has, and how an individual contributes to that purpose so they understand where their work fits in. The leaders have to be visible to achieve this. It's not about sending out emails or making presentations, it's about making it part of everyday conversations.

Engaging managers who offer clarity, appreciation of employees’ contribution, treat people as individuals and ensure that work is organised efficiently and effectively. The outcome being employees feel valued, equipped and supported to do their job. Managers facilitate and empower rather than control members of their team. This involves meaningful dialogue to understand where individuals can be stretched, providing feedback, coaching and training. Engaging managers understand their team and treat each team member as individuals, with fairness and respect and with a concern for their well-being. 

Employees feeling they are able to voice their ideas and be listened to, both about how they do their job and in decision-making in their department. Their is a joint sharing of problems and challenges and a commitment to arrive at joint solutions. Employees’ views are sought out; they are listened to and see that their opinions count and make a difference. 

The ‘ Sunday Times Top 100 Companies to Work for’ found that feeling listened to was the most important factor in determining how much respondents valued their organisation. Being heard reinforces a sense of belonging within an organisation and a belief that ones actions can have an impact.

A belief among employees that the organisation lives its values, and that espoused behavioural norms are adhered to, resulting in trust and a sense of integrity. Behaviour throughout the organisation is consistent with stated values, leading to trust and a sense of integrity.

  

Barriers to Engagement

 I am a strong believer in focussing on what works. That said, it is worth being aware of the potential barriers that may also be lurking in the organisation. 

 Leadership:

1. Some leaders may not be aware of what employee engagement means, or do not believe that it is worth considering.
2. There may be low perceptions of senior management visibility and the quality of downward communication.
3. Those who are interested in the topic do not know how to address the issue.
4. There is great variability in Leaders views and commitment to it.

Often the potential of employee engagement is underestimated. For some, engagement is an annual staff survey whose results may be acted on by others.  The survey is no more than one tool in an overall approach that is part of the organisation’s strategy.

Managers:

1. Even when leaders place great emphasis on the idea of employee engagement, managers may not share the belief, or may be ill-equipped to implement engagement strategies. 
2. Reactive decision-making that fails to address problems in time as before anything is fully implemented there is something new to focus on.
3. Inconsistent management style, which leads to lack of clarity and perceptions of unfairness.
4. Lack of communication and knowledge sharing, due to rigid communication channels which can disempower managers as well as their teams.    

Engagement does not necessarily involve outlay on consultants or expensive surveys. However, it will involve behavioural and cultural change which takes time and effort.

"Do not wait; the time will never be 'just right.' Start where you stand, and work with whatever tools you may have at your command, and better tools will be found as you go along."

George Herbert

Team Alignment – A 4 Part Health Check

I recently read some research that looked at the winning leadership behaviours that lead to outstanding team performance, particularly when under pressure. One of the top three was alignment, (The other 2 were capability and autonomy).

So, I’ve put together some simple questions to assist you in conducting a quick health check and determining where you may need to put some focus:

How would you describe the alignment of your team?

Are you?

1. Fully functioning, running like a ‘well oiled machine’ where balls are rarely dropped.
2. Managing to get along and just about hit deliverables but it’s all a bit like hard work and you feel as though you have to constantly chase people.
3. You’ve had to re-adjust several timescales and deadlines to accommodate the team. Things just never run smoothly and lots of mistakes are made.

Hopefully you are somewhere between 1) and 2) and if you are 3) what I have to say will still be of value, although it’s probably going to take a little longer to get fully aligned!!

Wherever you are right now these 4 questions will help you determine what needs ‘fixing’. I would recommend you address them in this sequence, as they will also help you prioritise action. The questions are:

1)   Why do we exist?

2)   Where are we heading?

3)   Who does what?

4)   How do we behave?

Why do we exist? The foundation

What is the team there to do? What is their role in the company? Is everyone clear about this?

It sounds obvious, but if you are a team who’s role is to develop new products and there are members of the team who think you are there to develop existing products this can cause some friction albeit subtle.

Ensuring every single member of the team understands what you are there to do can bring great clarity in determining where to focus efforts and what to say no to.

For me it’s the ‘why are we here’? Your teams mission statement and the foundation piece to alignment.

Where are we heading? The guiding system or sat nav

 

Does everyone know in what direction you are heading? It helps if you are all pointing North. How you get there can be varied but if you are all pointing in different directions it’s going to be a longer and potentially exhausting journey.

Your direction may be your strategic goals, your operational objectives, or your company vision – the key is clarity and simplicity. Do your team know what you are going to deliver and the difference it will make? Can you describe it in a couple of sentences? If you find you are rambling, or trying to cover every eventuality you’ll find your team will make their own interpretation, leaving room for missed opportunities, inefficiencies and conflicting priorities.

You may find you have to repeat this several times to make sure it’s fully understood. It will be worth it in the long run!

Who does what? The resources

This is being clear about roles. Who is doing what? Do the roles in your structure allow you to deliver what you are meant to deliver? Where does accountability for delivery sit? How do the roles interrelate? What’s required for the team to run smoothly around the tasks/projects you are delivering?

Is everyone in the right role? Having people fully equipped not only ensures great teamwork it will also increase individual engagement and as a result greater performance.

Are people playing to their strengths? When people play to their strengths there is a sense of ease as well as enjoyment.

How do we behave? The driving path to get you there

What’s the culture you want in your team? How do you want your team meetings to run? How will you make decisions? How do you want it to feel? How will team members communicate with each other? How will problems be resolved?

How often will you review collectively how you are doing? Are you prepared to have a degree of candour so the real conversations take place when they need to and not in the corridor with the people who aren’t involved?

Even the best teams need to stop to reassess.

These questions will allow you as a leader and to quickly review where you are, and be used as a review with the team to identify any areas of realignment.

“Talent wins games, but teamwork and intelligence wins championships.”

Michael Jordan

What does your Environment say about YOU?

As leaders and managers we are required to create an environment that engages those who work with us, but what does that look like?

Our environment says a lot about who we are and if our environment does not engage us as managers and leaders what chance does it have of engaging others’? Our teams, our followers, watch our every move and will notice when we are not engaged so, at the very least, our environment should engage us fully.

My intention in this article is simply to raise your awareness and if you choose to take action, then that is an added bonus.

The environment we live in is often overlooked and taken for granted and yet it has a significant impact on us and how we are.

I have decided to take a slightly broader look at environment in the hope that it will encourage you to look at your own and identify what works, what doesn’t and, what you can to get the results you want, which will hopefully create one which engages your team.

What makes up your environment?

The obvious things to think about and where most people start, is the physical ‘stuff’, your desk, your office, your car etc. However, your environment goes beyond this. All of the following are elements for you to consider:

·       Relationships

·       Network

·       You – physically, emotionally and mentally

Your environment is a reflection of who you are and therefore anything and everything in your environment has an impact on you.

So, if you are not getting the results that you want one approach is to look at your environment and figure out what isn’t working, what does not fit with your aspirations. Anything that is draining your energy or having you ‘power through’ things to get things done is not having you operate at your most effective. Put another way; things, people, places and ideas all have an energy that impacts on you.

Things – what physical things are having a negative impact. This may simply be the way your desk is organised, your filing system (both physically and on your computer), the way you have your computer set up or other technology and how you are using your time.

People – What relationships are working and which are not? What can you do to improve these? Are you utilising your network effectively to get the results you want? Do you need to develop your network further? Who is supporting you? Who is not supporting you, or draining you? You may need to let these people go.

Places – This can be where your office space is located, where you work, where you live, where you spend your free time. Which energise you? Which drain you? Which ones help you be you? What can you change? What can you adapt?

Ideas – This area is about you. What’s going on in your head? Are you limiting yourself? What assumptions are you making about you and others? Are these helpful? What internal dialogue do you need to change to be more positive? What music do you listen to? What TV programmes do you watch? What do you eat?

Most people I know look externally when in fact by looking internally you can have a bigger impact. I know one person who conducted a review and discovered that changing the music they were listening to on the way to wprk significantly changed their mood when at work!!

What are you tolerating? What is draining your energy? Start with one thing – it may mean creating a new habit and it may impact on other areas. Wherever you choose to start, be committed and if you can’t be, maybe you need to start somewhere else – the place that’s stopping you from taking action. Don’t’ worry if the action is imperfect. Any action is better than no action at all!

 

"Out with everything you don't need - the junk, clutter, hang-ups and hurts - and in with the fresh, fantastic, unencumbered life you've always wanted."

Oprah