Professional Skills

Posts Tagged ‘personal effectiveness’

Every successful organization has at least one linchpin; some have dozens or even thousands. The linchpin is the essential element, the person who holds part of the organization together. Without the linchpin, the thing falls apart. 

– by Seth Godin in Linchpin: Are You Indispensable? (2010)

Two American icons have been getting a bit of attention from the media lately: NASA’s space shuttle program, and Oprah Winfrey.

In NASA’s case, the agency is in its final countdown as it brings the current space shuttle program to an end. Manned space flight has been a reality for America since 1969; it has become a part of our lives in some way, even if it is just to pause and watch the takeoffs and landings with awe and appreciation. A fleet of space shuttles has served the program since 1981, with each one serving as an important component in its own right. If Space Shuttle Endeavour lands on time this week, for example, it will have spent 299 days in space and traveled more than 122.8 million miles during its 25 flights. It launched on its first mission on May 7, 1992. (Source: www.nasa.gov)

In an interview on CBS Sunday Morning this past weekend (see clip and article here: http://www.cbsnews.com/stories/2011/05/29/sunday/main20067174.shtml?tag=contentBody;featuredPost-PE), NASA Administrator Charles Bolden became emotional as he talked about the legacy of the space shuttle program and the important groundwork it has laid for future space exploration and discovery. Orion, the next spacecraft that NASA plans to use for additional exploration, has benefited from past explorations as well; it will have twice the capacity of the Apollo spacecraft that carried men to the moon in the 1960’s. Each decade of effort has built upon the last so NASA can continue to learn from its discoveries and carry out its mission effectively. From the standpoint of talent, the men and women who have worked on each element of the space program are clearly indispensable in their own way. The application of their knowledge and skills has had to evolve continuously in order to keep up with technological advances and stay aligned with NASA’s mission. There can be little doubt that NASA has several “linchpins” in its midst.

In Oprah’s case, she has been a fixture on daytime television for 25 years. In addition to her efforts to provide practical information for people to use in their daily lives, she has served as a one-woman wave of philanthropy for decades. Schools and scholarships are just two of the things she has supported through her commitment of personal wealth and time. Many people who have been featured in recent television interviews about her show have made a similar comment: “What will I watch at 4pm now, without Oprah? There’s nothing like her!” I suspect that as much as people will miss her show – and I am one of those people – the loss they are feeling goes to something beyond simple entertainment. Oprah has been seen as a linchpin by millions of individuals and on some level, a society, in terms of the differences she has made through her show.

I am predicting that somewhere, on some level, you play the role of a linchpin in your life too. You may or may not be an engineer who designs space shuttles; you may not be the CEO of a media organization that beams its way into millions of homes each day. But if you are playing a role in an organization you have an opportunity to be indispensable to the mission of that organization, no matter how far from the mission you may think you are. Here are some tips you can use to become a linchpin, too.

1. What is one thing that only you can do in service to your organization’s mission? Think about this not just from your task list, but from the standpoint of your unique combination of knowledge, skills, experience and perspective. You may be uniquely qualified to solve a problem or advance a goal that will have an impact on your team, your department, your division, or the organization overall. Once you have identified at least one thing you are uniquely qualified to contribute to, look at your current job. Are you spending some percentage of time on that one thing? If not, why not? What will it take to make a shift so that you are dedicating some time to it?
2. Make it a habit, not just a goal, to collaborate with others and exchange knowledge. It is easy to become so focused on your own task list that you lose sight of your organization’s broader needs. Something that you are working on could be the perfect complement to what a colleague has been staying up all night to figure out. Don’t go overboard with shameless self-promotion, but look for opportunities at the water cooler or the staff meeting to create connections and offer your insights. You may be surprised at how quickly this can become a lot like the game, Six Degrees of Separation.
3. Carry a spirit of generosity into your work without undue worry that you will be taken advantage of. By “generosity,” do I mean you should give all of your knowledge and effort away without care for any credit or return? No…but that’s close. Many performance management systems reward us for results and sometimes, for innovation. I absolutely believe it is important to be rewarded and recognized, as appropriate, for what you bring to the table. I also believe you become indispensable not just for producing results, but for producing the type of environment where others are inspired to produce results, too. The efforts you make to create space for other people’s ideas, and the intentional way you support and encourage other people’s success, will add to your own.

These are just a few talent management strategies that I have used, and that I’ve coached clients to use, in an effort to become indispensable. What has worked for you? Write and tell me about your successes!

There’s an old saying that essentially warns us not to make assumptions because it can make us look foolish. Looking foolish is one of the many risks that come with making assumptions, but it isn’t the only one. Let’s step out of the routine office workplace for a moment and look at an extreme example of what can happen when you work from your own assumptions.

Imagine you are in a crowded, busy emergency room at a hospital, looking for a doctor or nurse. You are pacing  nervously in the hallway, holding a blood-soaked washcloth in one hand. A nurse approaches you, sees the washcloth, and gives you a tetanus shot before you can explain or protest. As the nurse takes the washcloth from you and starts to examine your hand, it becomes clear that you don’t have an injury. You then explain that your son or daughter is the one with the injury, and they had just stepped away to the rest room when the nurse whisked you away for treatment. Meanwhile, the person who really needed treatment is now sitting out in the waiting room.

What assumption was the nurse holding? Among other assumptions, that you were injured and needed immediate treatment, a noble job that is his or hers to perform.

What assumption were you holding? Most likely, that you would have a chance to explain your situation before anyone proceeded with any treatment.

This example may seem like an exaggeration, particularly given the intentional approach that today’s healthcare workers strive to use when assessing patients. That isn’t my reason for selecting it. My point is that communication is required in almost every workplace; it is rare for your work to be so isolated that it doesn’t touch at least one other person. Given that, there are a few things you can do in the spirit of collaboration to help surface your assumptions and ensure you are aligned with others who will be impacted by your actions.  

First, if you are a member of a team – especially if you or anyone else is new to the team – ask for time at the start of a project to talk about the team’s typical way of operating. If you hear anything that differs from your typical way of operating (your assumptions), bring it up. Ask if any of your ways of operating will be in conflict with the team’s norms.

Second, sometimes the words people use sound straightforward, but they hold different meaning to different people. Check in with colleagues from time to time to ensure that you are all talking about the same things and working toward the same outcomes. For example, let’s say your team has been tasked with creating an important report that senior management will use to make some big decisions. As the team starts gathering data for the report and assignments are being given, you might ask the team leader, “Louise, when you said the other day that a draft report will meet the initial deliverable for now, what does that draft need to contain? How much detail is important to include at this draft stage as opposed to later in the process?” Getting clarity about the expected level of detail up front can ensure that you don’t spend more or less time than required for success on the team’s overall deliverable.

In everyday workplace situations, if you work only from your assumptions it can result in lost productivity, bruised relationships, and general inefficiency. Don’t be the nurse who gives shots first and diagnoses the situation later. Surface your assumptions up front and invite others to do the same. You may learn a lot about how you are operating and what else you can do to work more effectively with others. This process may not save your life, but it may at least save time, effort and productivity that is best directed toward other work.

No, this isn’t a lead-in to a bad joke.

Paleontologists like Jack Horner have been doing research that shows there are some genetic markers that dinosaurs and present-day birds, like chickens, may share. Some scientists challenge whether birds or dinosaurs came first, but a traditional view suggests that birds represent evolution at its best; in essence, that today’s birds began as dinosaurs that adapted to the environment in order for the species to survive.

Organizations are not exactly like dinosaurs, but they do experience “evolution” or change throughout the year, as does the world around us. Each day presents an organization with opportunities to adapt in order to survive and hopefully, to grow. Both private and public sector organizations that adapt most effectively can find themselves operating in new places, serving others in new ways, and attracting talented new employees, with the end result of adding even more value to the world around them during the process. For-profit organizations often have the added incentive of increasing revenue or market share by adapting and evolving in this way. Organizations that resist adaptation can find themselves “extinct,” or at the very least, wondering why their employees and customers are looking elsewhere for a fresh approach to the services or opportunities that their organization once provided.

What about you? How have you adapted to your environment this year? The same opportunity to adapt and grow exists each day that you choose to come to work. The start of a new year is also a great time to take a fresh look at the next step in your professional development. What will it look like for you to continue to evolve, adapt, and add value to your organization next year?

Los Angeles is a long way from Venezuela. But somehow, Gustavo Dudamel never looks more at home than when he is on the platform as the new conductor of the LA Philharmonic. Dudamel is currently one of the most sought-after conductors in the world. Have I mentioned that he is 29 years old?

The Millennial Generation, or Gen Y as it is often called, is generally defined as those who were born between 1978 and 1996. They comprise more than 25% of the U.S. population. And in addition to being amongst the youngest in their workplaces, they are frequently the colleagues who are expressing strong views about the importance of brainstorming, their ability to generate creative solutions, and their interest in making a significant mark on the world. This is a generation who holds themselves and their organizations to a high standard.

Whether you are a leader of a team with a diverse age range or a team member who wants to learn more about what drives your colleagues, learning to work together effectively is about more than workplace satisfaction; it is about business growth and sustainability too, as more members of the Baby Boomer generation prepare to retire. Millennials and their slightly older colleagues from Generation X (born between 1965 and 1977) represent the blend of ages that will exist on the senior leadership teams of tomorrow. There are two new books on the shelves that I’ve found interesting on this topic. The first is What’s Next, Gen X? by Tamara Erickson. The second is Managing the Millennials by Espinoza, Ukleja and Rusch.  Both books include helpful research and practical tips to foster greater understanding and synergy between members of the multiple generations that are in today’s workplace.

Dudamel’s list of expectations and accomplishments grows by the day, by the way, as does his trademark curly hair, which he is known to toss about passionately while conducting. An accomplished violinist, Dudamel is the former Music Director of the Simon Bolivar Youth Orchestra and an important factor behind YOLA (Youth Orchestra Los Angeles), which makes it possible for low-income children throughout Los Angeles to participate in a first-rate musical education program. Dudamel credits his early days in a similar program, El Sistema, as the place that first nurtured his talent and his passion for music. His experience at El Sistema also inspired him to make a similar difference for children around the world through programs like YOLA. High expectations? Yes. But to a Millennial, big dreams and bold actions are an everyday expectation. If your organization hasn’t found a way to leverage this energy yet, now is a great time to start!

P.S. To watch Dudamel in action with the kids from YOLA, click here: http://www.laphil.com/gustavo/about.html

 At some point in our professional careers, we have all experienced some sort of email etiquette training–whether it be a company policy document, a just-in-time web-based tool, or an in-person training session, we’ve all been through it. And there is a lot of useful information that is shared through those various avenues because, when it comes down to it, writing an email is a distinct form of writing. There are rules to follow: be concise and to the point; do not attach unnecessary files; and (please) do not overuse the high priority feature, just to name a few.

However, there is one rule that I would like to bring more attention to: make it personal. I realize that most of us are inundated with emails throughout the day (and if you happen to decide to take a week off for a vacation, knowing that there is a stack awaiting you when you return can be enough to ruin your last day off), so this rule may be one that is followed only when it’s convenient. Nonetheless, it should be followed. Some tips to consider: when writing to only one person, consider opening your email by asking a follow-up question to a conversation you may have had last week that is non-work related. Or, if you’re writing to a group of people, and it’s a very stressful time because you’re all trying to meet an important deadline, make a reference to that deadline and acknowledge the level of stress. And my favorite, consider simply changing your closing salutation; it may seem minute, but if you’re asking someone to do something for you, wouldn’t it be more personable if you closed with “Thanks” rather than “With warm regards”? It’s little things, like personalizing your emails whenever possible, that may help you build networks in your work environment. And who knows–maybe a co-worker will consider going the extra mile for you as a result of you taking the time to personalize an email to her (and it only takes a few seconds of your time).

I’d like to know your thoughts. Do you think personalizing emails is worthwhile? If so, how do you personalize your emails?

Technology is making us more nimble, proactive, and better-suited to meet our customers’ needs. Smart phones are making us more connected, easily accessible and productive. Show of hands: at the root of those two statements, who disagrees? Remember, remove any personal biases you may have toward technology and smart phones–the question refers to the root of those two statements. I’m assuming, at this point, that there are no hands in the air. I can’t disagree either, so count me in the group not raising his or her hand.

Now that we’ve gotten that out of the way, allow me to bring in my personal bias: I prefer face-to-face communication. Don’t get me wrong, I am a big fan of technology and everything it offers; I challenge you to find one industry that has not been improved, in some way, directly as a result of technology. And smart phones…I have owned my iPhone for around two months and I don’t know how I survived without it: I can simultaneously find the nearest Italian restaurant, map the shortest route to that restaurant, send the address in a text message to my friend, all the while listening to You Can’t Always get What You Want by The Rolling Stones.

So, as you can clearly see, I have embraced technology and smart phones. However, I am still partial to face-to-face, in-person communication. Think about all the aspects of communication that are lost due to our increasing reliance on virtual means: body language, facial expressions, instant feedback, just to name a few. These missing pieces can lead to numerous unintended outcomes, three of which being: a longer, more drawn-out conversation; misinterpretations of meaning; and the need for clarification where it may not normally be needed.

Conference calls and WexEx’s have become the default when planning a meeting these days, and a lot of the reasoning comes from having geographically-dispersed project teams and clients in different locations and, perhaps even more so, due to restricted travel budgets. On the other hand, there are some engagements in which WebEx meetings should be the exception to the rule. Last week I was doing some research on the topic of negotiations, and came across an article that highlighted an interview conducted with an expert in the field. The interview centered around conducting negotiations via email. Upon beginning to read the article, I imagined two conference rooms separated by thousands of miles, each with a group of people huddled around a computer crafting a response to the other party: “Write this, that will show them!” “Type this, I’d like to see what they say to that!” “Are they serious? Give me that keyboard…” I could go on like this for some time, but let me state my point: in a face-to-face encounter this kind of back-and-forth is not likely to happen and, as a result, the negotiation will tend to be much more productive for both sides.

So, when planning your next meeting, examine the objectives you would like to get out of the meeting, and if it seems like those objectives can be achieved virtually, great. However, if there is the potential for unintended misinterpretations or the need for instant feedback, don’t discount the face-to-face meeting. You may be surprised at how productive your meeting becomes.

I’d like to know what your thoughts and experiences are on this topic.

Trouble Writing? Say It Out Loud!

Ever have trouble when you’re trying to compose an email to someone, and the words just won’t come? You write, you hit the backspace key about a million times, you write some more, you change your train of thought, you write some more, and then you highlight and delete the paragraph because you don’t like how it sounded?

In teaching writing skills for over 20 years, one of the key suggestions I make to my participants is to “say it out loud.” What does that mean? It means, literally, “Say it out loud” – and then write down exactly what you said.

For many people, using standard English syntax is something we do automatically in our speaking, but we have trouble when it comes to writing it down. As human beings, we learn to speak LONG before we learn to write. In fact, many people around the world are excellent communicators, but they cannot read or write. In modern society, however, basic reading and writing skills are not only necessary but mandatory to succeed in a professional environment.

I know it may sound crazy, and your cube mates may look at you funny, but the next time you’re composing an email and get stuck, just convey the message out loud (or perhaps under your breath), and then write that down.

Chances are, your message will come across much more clearly. I’d also suggest your time is better spent speaking out the message rather than staring at a blinking cursor.

Give it a shot and let me know how it goes!

What would you say if I asked you to describe what it means to you to be personally
resilient?

Webster’s defines the word resilient as bouncing back, or elastic. (Webster’s New World
Dictionary, 4th Ed, 2000).
 
Some of you might say personal resilience means the ability to overcome hardships, such
as a personal loss, or extreme organizational changes such as layoffs, all while
maintaining an optimistic outlook. 

For others, resilience might mean taking the phrase, “Feedback is the breakfast of
champions” to heart, allowing you to let any and all comments you receive from
customers, colleagues, or supervisors roll off of your back without damaging your
feelings or your sense of self-worth based on what someone else has said.

There are likely as many answers to my imaginary questions as there are people and
points of view in the world, because each person’s take on this topic will understandably
be shaped by their own experiences.

People who know me well would tell you that I enjoy studying leadership and personal
effectiveness from multiple angles. When I look through the slightly worn lens of history,
for example, the British explorer Sir Ernest Shackleton and his crew on the Endurance
stand out as one of my favorite illustrations of resilience.

Shackleton and his team withstood life-threatening conditions and months of multiple
setbacks in their expedition to the Antarctic. Historic accounts of the expedition note the
team’s level of personal sacrifice in pursuit of their mission along with Shackleton’s
dogged determination and strong leadership as key to his ability to eventually bring the
team home. (“Shackleton, Sir Ernest Henry.” The Oxford Companion to Ships and the
Sea. Oxford University Press. 2006. Retrieved January 26, 2010 from Encyclopedia.com:
http://www.encyclopedia.com/doc/1O225-ShackletonSirErnestHenry.html.)

To me, however, Sir Ernest Shackleton and his team incorporated more than physical will
and determination as their way of demonstrating resilience. Records also show that they
read, sang, played cards, enjoyed meals together, wrote letters to loved ones, and rough-
housed with the sled dogs they brought on the trip in an effort to pass the time and release
stress. This is one very important aspect of becoming and remaining resilient: time for
renewal.

When I think about resilience with an emphasis on how it helps hard-working
professionals to be effective in today’s workplace, here are a few tips that you can use to
build your own level of personal resilience.

• Resilience is about having the capability to bend rather than break. As the dictionary
  definition states, the ability to “bounce back” is the literal interpretation of resilience.
  Think for a moment about the way trees blow in the wind. Strong, healthy branches
  are usually able to bend gracefully in the wind and adapt to current conditions;
  weaker branches break and fall to the ground, especially when the winds blow the
  hardest. Which type of branch do you feel most like today? What can you do to give
  yourself some of the renewal time you may need in order to bend and “bounce back”
  more gracefully when the wind blows within your organization?
• Resilience is like a muscle – you can develop it. Our access to information has never
  been more immediate than it is today, and unfortunately, much of the news has been
  bad in recent months. This constant barrage of negative news takes its toll on your
  body and your mind whether the events in question affect you directly or not -
  especially if it is the main source of information you are taking in each day.
• It may sound overly simplistic, but you can help yourself to bounce back by making
  more intentional choices that balance the amount and type of information you take in.
  I invite you to try an experiment that has worked very well for many of my coaching
  clients: for one week, avoid turning the television on first thing in the morning when
  all of the network news shows are shouting their headlines. Use that time to listen to
  music while you get ready for work, or to just enjoy some rare silence (if your
  household allows). Take note of how you feel each day. What do you notice about
  your energy level and your state of mind? At the end of the week, do a reality check
  with yourself about how much you did or did not miss the “news” that you elected not
  to take in. You may find that a small “news diet” like this can make a big impact on
  how equipped you feel to meet the challenges of each day.
• Resilience is not always about extreme acts of heroism; small acts of grace work
  wonders too. Those of you who have burned hours of midnight oil on work projects
  will understand what I mean by this statement. Organizations often hold up these
  “heroic moments” as exemplars for everyone else to emulate, forgetting that efforts
  like that are meant to be an exception, not the rule, in most healthy workplaces.

Some of you may read this post and say that late nights and weekend projects are the
norm in your office; you may even thrive on that type of pace. If you do, perhaps you
are already quite resilient! But for those of you who work in organizations that do not
typically operate this way, your level of resilience is being tested when you are asked
to perform at this level on a regular basis. It is at these times when your reserves of
resilience are at risk of being depleted; the same is true of those around you if they
are working at that pace too. So, what small act of grace can you extend to yourself or
others at those times? For example, are you holding yourself and others to “real”
deadlines, or have you just become so used to working with an eye on the clock that
you’ve forgotten what is really driving those deadlines?

 
Whatever your definition of personal resilience is, I would love to hear your thoughts
about how might it help you at work if you could feel and demonstrate more resilience
each day. What would that look like? I look forward to your comments and ideas.