Let Go to Gain Control

Dear Springboard:

I recently got a promotion. I was really excited at first – more money and a better title. It was great. In my old job, I had people reporting to me and now there are people reporting to them. 

It sounds goods but the problem is my workload has exploded. I’m working really late, plus weekends and still missing deadlines. AND, I’m more than a little peeved that when I’m burning the midnight oil, I’m the only one here. The rest of my “team” is long gone.

Sign me,

Overwhelmed

 

Dear Overwhelmed:

First, congratulations on the new job! I’m sure it’s well deserved.

It sounds like a familiar scenario. You’ve taken on more responsibility on top of what you were already handling.

One of the toughest challenges of taking on a bigger role and thriving is the importance of shifting gears.

There are a few dynamics here. First, to keep all your current duties and add new ones is not sustainable.  There is only so much time (and energy) available. Keep in mind that every time we add something new to our plate, we must let go of something else.

Second, what made you successful in your previous job will not work in your new job in the same way. If you stay involved in the day to day operations of your direct reports or their staff, you can’t be available to do what is expected of you in your new role.

Let’s say in your old job you were very hands on; you worked alongside your staff, you checked details and ensured that deadlines were met. Now that you have broader responsibility, you cannot be in the weeds like you were before and still be available for your new duties.

What this comes down to is that you need to let go of your old role. Many people find that challenging.

One issue is that some of their identity is enmeshed in the old role.

Another issue is the skills they developed and came to rely on. They say, “You’re telling me to stop doing the things that worked so well and got me this far and start operating in a way that is new and, to me, untested? Do I have that right?” Well, yes.

As an example, now that you have both direct and indirect reports, you need to get out of the weeds (read: out of the way) and let your direct reports manage their staff.

First, by doing this, you will have the bandwidth to start leading: see the bigger picture, communicate a vision and set goals, engage key players (in multiple directions) for buy-in, and set the pace and direction for executing.

How to accomplish all this? The answer is delegation.

This means that instead of having the comfort and control of being hands on, you empower and trust others to do the work. It can be hard to let go when we think we could do it faster or better — OR, faster and better. But, if you hang on, you can’t be available for the requirements of the new role.

I would recommend that you start small and hand over some tasks that are lower risk. You might also target tasks that take a lot of time and don’t require much skill. Repetitive items are also a good choice.

You’ll need to hand over bigger projects, and soon, to get real impact.

You can make a list of activities and score them on a scale of 1 to 5: noting the time alleviated from your schedule; the time involved in training; and whatever specific competencies are needed such as being good with spreadsheets or strong interpersonal skills.

To delegate effectively, we can’t tell just anyone what to do, walk away and expect it to be accomplished as we wish.

It’s important to know the strengths of individual staff members and assign accordingly; give clear instructions and deadlines; provide the necessary tools and resources. It’s a plus to provide context for how the task fits into the bigger picture; it can make something mundane feel less so.

I’m a big believer in checking in along the way to inquire on progress, answer questions and offer encouragement.

Here’s a tip: delegate the outcome you want but not exactly how they need to get there. This is important because the other person might have a better way to accomplish the task. They will feel better about the task being their project and you can sidestep micromanaging.

It helps to anticipate that someone doing a task for the first time or two will take longer. So, prepare to be patient. When they’re finished, thank them and show appreciation. And, if the work is noticed by others, don’t claim credit for yourself, instead recognize the efforts of the people who actually did it.

So, the bottom line: take action and loosen your grip.

That means delegate and let your staff own the work. You’ll have less control over the details and how exactly things get done, and gain control over the bigger picture and setting the agenda — what your new job is really about.

Success is yours if you delegate.

3 Steps to Better Relationships

After her meeting with Bob, Barbara felt like she was walking on air.  She couldn’t remember the last time her spirits were so high.
She felt like Bob really heard her and saw her. Cared for her. Like she really mattered and he saw her in a way that even she had forgotten.
There are some people who can make you feel like you’re on the only person in the room. They are enormously effective and have great impact.
What was it that Bob did?  Listen?  Sure, and it was more than that.  Bob had a well-developed outward mindset vs. an inward mindset and so that meant that he was focused on her — her needs, her objectives and her challenges.  He left his needs and his ego out of the conversation.
How does someone do that?
Start with mindset.
The Arbinger Institute‘s latest book The Outward Mindset – Seeing Beyond Ourselves proposes that what makes people like Bob so impactful is a mindset that is focused on others.
Arbinger makes a distinction about mindset:  it’s not so much about our self-beliefs; it is instead how we regard our connections and how we regard our world and the people and circumstances in it. An outward mindset is about being alive and interested in other people, and focused on their objectives and needs and not on our own.
It’s deeper than shifting behavior.  Mindset drives behavior and behavior drives results.
People with an outward mindset are engaging and can tap into other people’s enthusiasm and bring out their best selves.
Basically, it’s about shifting our focus from self to others, and can be immensely practical.
Some possible applications come to mind.
With a direct report:  shift from issuing a directive and how to get things done to helping that person see what is possible and how they can achieve an ideal outcome. Emphasize their professional growth and development.
With a boss:  how can we support them in their role to reach their objectives.  Make their success a priority.
With a significant other: how can we focus on attending to their wants and needs, with no keeping score and with no strings attached? Put their happiness ahead of our own.
Arbinger notes the cost of an inward mindset (when people focus on themselves and not their impact) is wasted effort, less collaboration, curtailed innovation and employee disengagement.  Not to mention less than satisfying relationships.
While it’s certainly easy to lapse into a default of focus on self, it’s about progress.  Efforts to take on an outward mindset will be rewarded.
Those who have an outward mindset take responsibility for their impact and hold themselves accountable.  Arbinger created a simple acronym to help remember that process – SAM.  These people:
  1. See the needs, objectives and challenges of others
  2. Adjust efforts to be more helpful to others
  3. Measure and hold themselves accountable for their impact 
Why doesn’t this happen more? Too often, we’re waiting for another person to make the first move. People are generally concerned about themselves and worry that if aren’t vigilant, they will lose out.
If we believe that what we send out, we get back (albeit not always right away), then initiating with an outward focus can be generative.  One challenge is to take the risk of making the first move and to do so somewhat boldly.  Arbinger warns that a tepid start will result in a tepid response.
So, the invitation is to embrace the challenge and just start.  You may trigger a reciprocal response in the near term and you may not. No matter, you will be sowing seeds for the future. The immediate opportunity is to be a catalyst and be useful in the process.
Think for a moment about some impact you would like to have. What are you willing to risk by shifting to an outward mindset to try to achieve it? A little ego? A little vulnerability?
It’s your move.
Ball’s in your court.
         Logo Image
 
From the Water Cooler . . .
If it is to be, it is up to me.
  Logo Image
Success now.  

Just Say “I don’t”

Karen is at her wit’s end.  She feels worn out, stressed out and fed up.

She can’t say no.
Friends, family and colleagues ask her to help and she always says Yes.

She doesn’t want to disappoint.  She wants to help. Connections are important to her.

Plus, she believes the old saying that if you want something done, give it to a busy person.  So, she tells herself that taking on these extra tasks is actually helping her to get through her own long To Do list.

Karen feels busy, too busy to get to the things that really matter.  Her busyness is diluting the attention she can give to her priorities.

Every time she says Yes to something new, she is saying No to something else.  (It could be that important-but-not-urgent project, sleep, time alone, or spending time with friends and family.)

A solution to this kind of dilemma is to set limits and then employ a strategy to support the resolution.

Last month I read an article in the Wall Street Journal about personal policies and have been sharing about it ever since.  “Personal policies are an established set of simple rules that guide your decisions and action,” said the article written by Jennifer Breheny Wallace.

“I don’t eat dessert,” is a stake in the ground and aligns with losing weight.  A personal policy matters to the individual because it is honoring a personal value.

The article also notes that language makes a difference.  Saying “I can’t” doesn’t have nearly the weight as “I don’t.”

An experiment with a group of young women on a wellness challenge of exercising more and eating better showed a dramatic difference between the strategy of saying, “I don’t” vs. “I can’t.”

While our emphasis so far has been on saying No to lighten the load, a personal policy can also support our intentions to say Yes, and especially when our resolve might be challenged.  For example, “I don’t say No to  . . .”  requests for help from close friends and family.

It’s only the end of January with 90% of the year still to come. If you have already abandoned your 2016 goals or even if you never made any in the first place, it’s not too late to start your year over.

I have created a personal policy for myself – just one. I don’t work on Saturdays.  This is new and, honestly, it’s a little uncomfortable to let go.

Given that this involves letting go of a habitual way of being, it’s not surprising that there may be some discomfort.  I look to the underlying value that led to the personal policy in the first place.

As a solopreneur, it is a slippery slope to just check my email land allow the gravity of my inbox to pull me in.  It leads to working seven days a week and that schedule doesn’t have space for recharging.

I believe really not working one day a week can enhance my sense of well being.  It will make me available for new things.

With the desire for a break and the belief that breaks are actually refreshing and lead to greater productivity, I am looking forward to more movies, matinees, socializing, golf and tennis this year.

My personal policy expressed as “I don’t” is a gracious and empowering way of making my life more enjoyable and a bit simpler.
   Logo Image
   
From the Water Cooler . . .
 
I was so mad that I wasn’t getting 
 what I wasn’t asking for.
get the success you deserve.

The Promise of Possibilities

Dogs…chased…the…gorillas…because…they…smelled…like…tangerines…that…cats…forgot…and…left…behind…at…the…party……period!

So plays out an exercise of improvisation among business colleagues.  That the sentence doesn’t make sense is beside the point.

Participating in groups of three, each member added one word at a time.  It meant that each of them had to listen to the others, be present to the exercise, and let go of where they wanted to take the story.

And, underlying the whole process, they all had to practice a Yes, And perspective.

Yes, And is the most basic building block of improvisation and stands in contrast to No or Yes, But.

With a Yes, And perspective one accepts what another offers and builds on it and never dismisses or denies.

The Yes, And perspective makes space for an idea to breathe before being shot down, sometimes just the moment that is needed for a new idea to develop into something worth pursuing.

Yes, And promotes the creation of a safe and courageous space and in turn supports risk taking and encourages innovation and creativity.

I’ve been leading groups to perform improv exercises on a regular basis this past year  The participants quickly get over any shyness.  They pay attention, focus and have fun.  Their energy goes up and they leave a little more open to possibilities and willing to engage with others.

Improvisation is an activity that allows participants to experience new concepts and in a visceral and lasting way.

The intent is not to try to be funny or to deliver a performance in front of their peers.  Instead, participating in a structured series of improv exercises can be a form of emotional intelligence in action and offers a creative learning experience.

Though the exercises may feel like play, improv promotes better listening, more spontaneity, increased confidence as well as flexibility and agility.

The benefits are not limited to just the individual experience.  Because the exercises are done in pairs, triads and larger groups, they can also build team cohesion and collaboration.

Another key part of what makes practicing improv effective is supporting our partners and helping them look good.  When we respond in the moment and build on the ideas that come up in the exercises, we’re not competing for credit.  This approach de-emphasizes ego and contributes to better teamwork.

Living in today’s period of unprecedented and accelerating change, it will be the people and institutions that are willing to adapt and consider new ways of doing things that will survive and thrive.  There are too many examples of institutions that have faded because they didn’t.

Contempt before investigation is a sure way to block progress and maintain the illusion of safety of the status quo.

Yes, And is positive, versatile and invites participation.

As we can lead from any chair, the opportunity in hand is to start noticing the negative impact of No and Yes, Butand replace it with

YES, that’s an interesting idea. . .AND. . .

 

Logo Image

   

From the Water Cooler . . .

What we send out, we get back. 

Success for you now today

Death By Meeting, Nevermore!

Harry looked at his watch under the table.

10:27

Only three minutes since he last looked.  Ugh.

Tom droned on.  Kathy interrupted, again.  Jim nodded agreement to. . .what?  We started late.  No one introduced Mary who joined the company only two days ago.

No agenda.  Finance wasn’t there even though the meeting was supposed to be about how finance wanted to change the budget process.  Unprepared, Sally had no new information and that meant no decisions could be made. This meeting was a giant waste of time!

With a flimsy process and little follow through, we would likely be covering the same ground two weeks from now.

Business meetings are notorious, and for many good reasons.

But, it doesn’t have to be that way.

Bain & Co estimates that 15% of an organization’s collective time is spent in meetings.  Other sources estimate time in meetings at 25% to 30%.  Bain’s research says that senior executives spend about two days a week (40%) of their time in meetings with three or more coworkers.  So, as executives rise in the ranks and their time becomes more valuable, they spend more time in meetings.

Meetings represent a sizable chunk of an office worker’s time, no matter what measurements are used.

The reality is that individuals are limited in how much they can cut back on meeting attendance given the very real risk of alienating their colleagues, and especially their boss.

So, how can we improve the meetings that we do have?

At a recent gathering for organizational development professionals, I had the good fortune to hear Dick and Emily Axelrod (luminaries in the OD field) present on a system they have developed to lead meetings that are productive and participants actually find useful and want to attend.

They outlined the merits of their Meeting Canoe, a six-step process that consistently creates good outcomes.

A look at the process and we see why it works:  it’s welcoming, inclusive and connecting, reality-based, rooted in the present with an aspirational eye on an ideal outcome, decisive, and has accountability built in.

As the Axelrods discussed that night and also in their book Let’s Stop Meeting Like This, they recommend the following process:

Welcome people to create an atmosphere conducive to doing the desired work.  We want to create a sense of safety and, with it, openness to sharing and receiving ideas.

Connect people to each other and the task.  This step has two levels.  Building relationships among the participants and, second, connecting the participants to the issue at hand.  Building on the safety, we want to engender trust, the most basic building block of effective teams.

Discover the way things are.  We create a shared view of our current reality. This requires being open to a broad spectrum of input, including divergent views and hearing from the quiet minority.  We want to enable the participants to share their own perspectives and create a common ground of understanding. Next, we help the group resist the temptation to jump to a fix.

Elicit people’s dreams.  Mining the group for ideal outcomes is the yin to the current reality’s yang.  This is a time to loosen our grasp on exacting practicality and have participants imagine possibilities.

Decide on next steps.  Participants make their choices clear, while taking into account the way things are and the articulated ideal outcomes.  Note that the process for how to arrive at decisions should be understood beforehand.  It is particularly toxic for participants who thought they had a vote to be disenfranchised because it emerges they are not aligned with what the meeting leader wants.

Attend to the end.  Bring the meeting to a close by reviewing decisions made, next steps, and who is going to do what by when.

I have adopted this process for meetings myself and recommended it to coaching clients. I am happy to report that it works extremely well for all types ranging from brief interactions to group meetings to longer planning sessions.

   Logo Image

   

From the Water Cooler . . .

You can’t complain about it if you’re not willing to do something about it.

Success is at hand