Archive for the ‘ Praising ’ Category

A Managerial Felony

“Why don’t you and I go get some lunch to connect?” Raise your hand if you’ve ever heard that from your manager. Ok, put your hand down before they see what you are reading. Plus, that guy in IT might think you’re waving him down to get in for the weekly donut rotation.
I have never been a real fan of “reconnecting” over lunch or any other median, really. It’s superficial, a little pretentious, and a lot of wasted emotion.Be-Your-Own-Boss-If-you-cant-find-a-job-with-a-Felony
Here’s three good ways to stay connected with your direct reports:

  • Conduct weekly or biweekly one on one’s. Depending on how many direct reports you have, it is absolutely imperative that you meet with them one on one to discuss their needs. Make this a formal time; there are a number of informal meetings, chats by the lunch room, and discussions about projects. A formal one on one with a focused discussion on the needs of your direct report will open up communication. From a practical stand point, make it 30 minutes or an hour if you can swing it. Let your direct report create the agenda and don’t use this time to “dump” projects or work on them.
  • Ask them about their lives outside of work. This is really important if you have a new or newer employee. Chances are they may be nervous, hesitant, and a little insecure about their new environment and work. Nothing eases that pressure  more than a manager who is genuinely invested in the lives of those who work for them. No one wants to work for a robot…
  • Be invested in them professionally and personally. Not everything is a competition and not everyone is a competitor. Many times, we are our own worst enemies. Supervisors should be people who care about other people. On my boss’s wall, for example, is written, “Every person has intrinsic value.” Employees work best when they are respected, valued, and heard.

Gus is a Learning and Performance Professional at the Ken Blanchard Companies and is currently finishing his PhD in I/O Psychology. He can be reached atgus.jaramillo@kenblanchard.com

The Smile Test and the Positive Leader


Did you feel happier? Now try this experiment again with a group of friends in the same room. Look at one another as you smile. Does anything change?

From what I’ve experienced, being around a group enhances the effects of the smile test. Why? Because happiness is contagious. And by smiling, you encourage better moods in the people around you, which can even circle back around and improve your own mood further.

So share your smile and laughter with those around you as much as you can every day. You’ll be regarded as a more positive leader, someone who uplifts and inspires anyone and everyone. You may even find, as Brent did in his experiment, that your day becomes a lot brighter!

beautiful young girl smiling

Smiling Girl

Stop Trying to Find Yourself—Start Being Yourself

Stop It!

Stop It!

Whether you’re in the early stages of your career or a tenured vet of the workforce, there is a constant tension between who you are at work and who “they” want you to be at work. This conflict has been an endless source of business and self-help books designed to help avert the anxiety of pleasing your managers and executives within your organization.

The tension and sleepless nights about the future of your career can be fatiguing and overwhelming at times. The best piece of advise ever given in the quest of trying to improve yourself, improve your workflow, improve your standing within the organization, is found in two very ordinary words.

“Stop it!”

Don’t be caught in the half-light of what your friends, your family, your boss, your organization thinks you should be—start aspiring to be who you already are deep down inside.

Excellence at work or in life is more than a thought or an idea, it is a purpose driven effort. Make your choices wiser and more productive this year through high intentions, sincere effort, and intelligent execution of those efforts. Live the life you intend to live!

 Jason Diamond Arnold is a leadership consultant at The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action a real time, real work, leaning experience that develops effective communication and collaboration skills for individuals in the workplace. He is Co Producer and Director of Stepping Up to Leadership with Scott Blanchard, a lynda.com and Ken Blanchard Companies production.

What Halloween and Bad Leadership have in Common

Part of what makes each company special is the ability to connect the whole organization together. Like many companies, Blanchard has a very special Halloween Party on their main campus and our team was V for Vendetta. Though we failed to win the team costume competition and lost to the “Walking Deadlines” in Product Development, I gotta hand it to them for pulling off the zombified cast of characters quite well; they hardly even broke character! As the chaos of the party was continuing, I had a few thoughts about the correlates of Halloween and bad leadership. 

V for Vendetta

Halloween Party

Here are a few points that Halloween and bad leadership have in common.

1) It’s Scary: If you have ever had a manger or boss that was not well-trained at the “leadership” part of their job, it’s quite a frightful experience. They tend to “mask” their leadership failures by “reconnecting” at lunch or praising their direct reports when their own boss is around. They put on a good show, but we all know it’s only temporary.

2) It’s more of a trick then a treat: Associates know when you are not being genuine and can tell really quickly when your behavior is fake. You may think your “trick” is better than your treat, but the joke is really on you. To best manage your employees, you have to understand them, develop them, and guide them to success. Every person is valuable and understanding that will help mold your relationships with your team.

3) The mask can stay: No need to take the scary mask off here; you’ve earned it. Yelling, belittling, or “under your breath” comments that are made at your team won’t compel them to trust you or work more efficiently

For those who have a great manager or leader, don’t hesitate to let them know. They like to know that they are doing a good job and contributing to your success.

 

Leadership Failure

Not too long ago I was put in charge of a couple sections of soldiers who were working on some military intelligence products for an upcoming mission. Since the teams were working on separate products, I assigned myself to one team and had a Lieutenant take charge of another team. The LT had been in the army for a few years, so I had no qualms about giving the team to him. I spoke with him privately and told him that he had “full autonomy” over his team and gave him full discourse over what his team did and how they finished their products. The next morning I come into work at 7:30 fully expecting everyone to be there for unit physical training. They weren’t. When I asked the LT where his team was, he said that he told them that they could do physical training on their own and that they didn’t need to show up until 9:30am. “What? Why did you do that? We always show up at 7:30.”Leadership

So, of course, they decided to sleep in and didn’t do any physical training for the day.

And of course my team was upset that they didn’t get to sleep in and come to work at 9:30. The last thing I wanted to create was resentment across the two teams. I thought that maybe a “team building” exercise was in order, but I didn’t carry it out because I felt I would probably screw that up too.  I was upset about the whole situation, but mainly I was irritated at myself.

After looking back on the incident, here’s what I learned:

  • I never really gave him full autonomy

Here’s what I really said: You can have full autonomy unless you do something I don’t want you to do or something that I disagree with you on. What I told him he could do and what I wanted him to do were two separate things.

  • I shouldn’t have given him full autonomy

Giving full autonomy over everything is not really leadership at all. I thought I was doing the right thing by giving him autonomy, but what I should have done in that situation was to give him more direction as to what is expected and necessary. Autonomy has its place and limitations; using it correctly is when it’s the most impactful.

  • My communication was not aligned with my expectations

I was never clear on my expectations. What was standard and status quo for me was not necessarily the same for him. Talking through each other’s expectations would have been helpful for minimizing conflict and building trust.

For any further information or questions contact me at gus.jaramillo@kenblanchard.com

The End of Innovation

“Innovation is dangerous!” says Yawn Fearman, Gatekeeper of Ideas at Acme Corporation—an international consulting firm that provides executives and managers the tools and skill sets needed to maintain power and balance within organizations. “Innovation is an unruly attitude that ignites revolutions and unwillingly forces change upon the slow and steady hand of the status quo.”Death of Innovation

Fearman asserts that there several simple mindsets to avoid disruptive an inconvenient ideas within an organization:

Isolate Innovation

When a child acts up or misbehaves at home, the best discipline is to give them a Time Out and send them to their room. You don’t have to kick them out of the organization, but isolation will make them think about the real vision and values of the company in more detail. It will encourage them to align their hopes and dreams with the hierarchy of the organization who own the vision and values.

But if you do want to innovate within your organization, keep it limited to one or two departments that are led by individuals who have a degree from a prestigious school and who are in close collaboration with you as a key leader.

Just Say No

Hey, if it worked for Nancy Reagan in the mid-80s (and look how far we’ve come since then), it can work for leaders when individual contributors come up with creative and new ways to serve clients. When ideas come up from the front line, just say, “no.” You probably don’t have the resources or money to implement the ideas anyway, so no real harm can come from this approach. It’s clean and effective and eventually, people will stop coming up with their own ideas so that you can do your job—implementing your own.

Show Them Who’s Boss

When the first two strategies don’t work, flex your Position Power. You have the degree, the experience, the complex title, and the pay grade—so use them!

If employees discover that they have other avenues of power, such as personal experience, knowledge, relationships outside the organization, or a specialized ability to perform specific tasks that the executives may or may not, this could become very disruptive to an organization. Don’t shy away from the fact that you are getting paid the big bucks to drive the organization into the future—not them. You have the title and the authority to make the first and final decision.

Enjoy the Silence

Don’t allow the loud distractions of individual or collaborative innovation to drown out the brilliance of your leadership ability. You’ve earned the corner office, and you were born to lead. The future of the world depends on you—don’t leave it to chance by putting its fate hang on someone else’s wild ideas.

** The views and opinions expressed in this fictitious article do not necessarily reflect sound advice or the views and opinions of
 the author, or The Ken Blanchard Companies.

Jason Diamond Arnold is a Leadership Consultant at The Ken Blanchard Companies and Coauthor of Situational Self Leadership in Action, an asynchronous learning experience for Individual Contributors within Organizations.

Want to be productive? Stay home from work

Absenteeism (not showing up to work) is a well-documented and researched metric. However, the evil twin brother of absenteeism is presenteeism, and it’s now starting to get some more attention. Presenteeism is defined as showing up for work when one is ill, and it is literally a productivity killer. It is estimated that the costs associated with presenteeism due to poor employee health is at least 2 to 3 times greater than direct health care expenses. The total cost of presenteeism to US employers has been increasing, and estimates for current losses range from about $150 to $250 billion annually. Consequences to presenteeism can be loss of productivity, major health costs, inaccuracies on the job, and spreading of illness to name a few. We all have done it, but we should really think twice about coming into work when we are sick. However, it’s just not that simple, and there are many reasons why just can’t say no.

Presenteeism

There are many antecedents to presenteeism but here are some major reasons:

1) Our culture/manager fosters this behavior
I’m probably not the only one has been praised for being a team player and coming in when I was extremely ill. In a recent survey by the Health Enhancement Research Organization (HERO), researchers found that employees who indicated that their employer was not supportive in helping them become emotionally healthy were 320% more likely to have high presenteeism. A 2010 study by the Work Foundation found that more than 40% of employees were under pressure from managers and colleagues to come to work when ill.
2) Fear of losing your job
In research done in 2012, nearly a third of employers have reported a rise in the phenomenon of “presenteeism” in the past year. With the economy slowly turning the corner, employees are worried about losing their job or falling behind in the rat race. Dr Jill Miller, research adviser at CIPD, said, “Continuing economic uncertainty and fears over job security appears to be taking its toll on employees. We are seeing employees struggling into work to demonstrate their commitment, suggesting presenteeism can be a sign of anxiety.”
3) Pressure to perform
For some reason we equate our perception of the seriousness of the illness in direct proportion to justifying taking time off. “It’s probably just meningococcal so I should be fine; I doubt it’s contagious anyways.” Let’s leave the diagnoses to the professionals and see if we can’t rest for a little bit. In a recent conversation with an old friend he told me, “I have worked for my company for 20 years and I have never ever taken a sick day.” Well, why not? He said he had maintained the “old school” mentality of work, work, work. This never made sense to me; if you are sick, then why don’t you just stay home? Now I’m being a little hypocritical here because I have often got to work when I really was too sick to go. But the worst part about it was that he worked in a hospital!
4) Little or no sick days
Increasingly, employers have minimized the number of sick days and most of the time; we just can’t afford to miss work. Also, with the increasing amount of households turning into a dual income family, many parents are using their sick days to care for their children when they become ill instead of taking care of themselves.

There doesn’t seem to be any extreme changes on the horizon in the way employers handle presenteeism, however we owe it to ourselves to take care of our bodies and be present when we can afford to. Sometimes urgent can just wait until tomorrow.

For any further information or questions contact me at gus.jaramillo@kenblanchard.com

What’s wrong at work? You may need an Alberti

As a kid, I watched the movie Renaissance Man with Danny DeVito. Some of you may remember the film. Danny DeVito is this Advertising Executive with an Ivy League background who is fired from his job. He gets a temporary teaching position and is given six weeks to teach low-achieving soldiers the basics of comprehension and use of English language. He uses Shakespeare, the Renaissance, and other avenues to teach his students. Yet, only one of the historical figures covered in the film has mesmerized me ever since: His name is Leon Battista Alberti.alberti
When I was in Spain a few years ago I had the opportunity to see some of his work at the Prado in Madrid. That’s when I knew, Leon Battista Alberti was the quintessential Renaissance Man. He was the Renaissance Man even before we knew what it was. In fact, Alberti is largely credited with actually defining the term Renaissance man as “men can do all things if they will.” He grew up pre-Renaissance in Bologna because his family was ousted out of Florence by the republican government, run by the Albizzis. His mother died as a result of the Bubonic Plague and he and his brother were raised by his father. He studied architecture and painting, he was a self-taught composer and musician, and he was a heck of an athlete, particularly known in the area for his fine horsemanship. A legend of Alberti states that he could stand flat-footed, look into a man’s eyes and leap right over his head. This legend is exactly why I still remember Leon Battista Alberti today.

“No crime is so great as daring to excel.” Winston Churchill

Often times in our work we become overrun with responding to emails, balancing projects, and stressing over the unknown that we hardly have time to develop certain skills that will set us apart from our peers. Or even leap us beyond our peers. Here are some questions to ask yourself for self-evaluation and reflection to help you find your “Alberti”:

What am I good at? Be honest here. Don’t overvalue your stock on this because others won’t see the same value and you might end up trying to sell a stock that’s overpriced.
What does this organization need/lack that I could champion? Your Alberti needs to be aligned with the organization. In order for it to be value added it must correspond with the vision of your organization.
Do I have the resources? If not, how can I get them? Look at your own career. What is the next step? A degree? A certification? If you can’t access any resources where can you go to get them? Getting stagnate on your skills is one way to have a mediocre career.
Does this matter to me? In a recent interview, former President Clinton was asked if he was selfless for committing so much time to his non-for-profit organizations. He said, “It’s because I’m selfish. I do it because it makes me feel good about myself.” If it doesn’t matter to you, your motivation to prioritize it and work on it won’t be sustained.

So, what’s your Alberti? Are you known in the office for doing something that adds value? If not, then find your Alberti and pursue it.

For any further information or questions contact me at gus.jaramillo@kenblanchard.com

The Edge of Leadership

Five Smooth Stones

Five Smooth Stones

Made from old wires and glass bulbs. With almost nothing, Edison made the impossible happen! –Oz, The Great and Powerful

Ever since a little shepherd boy knelt down to pull five smooth stones from a quiet brook to strike down a loud and defiant giant, the small but efficient approach to life has had tremendous value. In fact, now as we move from the Goliath factories of the assembly line Industrial Age, and into the rapid currents of change in the technology-driven Information Age, small is the new big.

Today’s organizations need employees, leaders, and strategies that are lean and agile to maintain a significant competitive advantage in today’s rapidly evolving workplace.

A small software firm in Denver, CO, Providigm LLC, has been employing the agile approach to their daily workflow with great results. Matthew Emge, the Quality Assurance Lead is a central figure in the wildly successful agile collaboration exercised daily at Providigm. The long and lanky tech guru, in his blue jeans and black t-shirt, looks like he just stepped off a college campus rather than serve as double-decade tech vet. “Agile manages stress,” Emge says, and it’s helping him and his colleagues excel through the small but efficient approach to their projects.

Agile Development

“I like agile because it’s a great way of adapting to constant change, minimizing rework, encouraging communication and giving value to every member of the team,” he reflects.

Agile Collaboration

Agile Collaboration

Each morning Emge and his colleagues participate in a scrum. In rugby football, a scrum refers to the manner of restarting the game after a minor infraction. The scrums at Providigm are short meetings with the Development Team to circle up around the project. During the scrum, the team gathers with the Product Owner (who represents the client’s interests) for an open meeting that lasts five to ten minutes. Each member of the team becomes a short storyteller, describing what they did the previous day, what they plan for the current day, and what potential obstacles or roadblocks are in the way of a productive day. After the meeting, the group collaborates on shared tasks, evaluates where they are at in the learning process, clarifies any uncertainty around shared goals, and resolves any outstanding conflicts.

Iterations

The day-to-day work at Providigm is part of a short work cycle called an iteration. Ideally, iterations last two to four weeks.

“We begin with a planning meeting to assign tasks,” Emge describes. “We complete the work, and when it’s finished, we hold a demo to show the product owner what we’ve done.”

In the demo meeting the agile team documents any requested changes, which are included in the planning meeting for the next iteration. Shortly after the planning meeting the development team meets for a retrospective meeting where each member of the team tells what worked or didn’t work. Under the guidance of a manager, the team collectively commits to making the small adjustments needed for improvement and efficacy in the next Iteration.

Collaborative Communication

But agile collaboration is not only about working in small iterations; it’s about collaborative communication every step of the way through the project. Rather than isolating teams in cubicles or offices, only to come together for long and often boring information dump meetings, where people pound their chest like proud Philistines, the agile team at Providigm works in the bullpen—a close quarters setting where anyone can be called upon at any moment.

“We talk to each other and collaborate throughout the day. But we keep documentation to a minimum because we know false assumptions can easily creep in if we overthink things. The manager and product owner are always close by if we need to speak face-to-face in order to make quick decisions for moving forward.”

 The Agile Difference

To appreciate the benefits of agile collaboration you have to understand how software used to be developed. In the past, there would be months of planning, long tiresome meetings, mountains of project documentation, more months of seemingly endless coding. Finally, at the end of the lengthy development cycle, the product would take more months to be tested and approved for release.

“Back in those days,” Emge recalls, “We worked with a great deal of assumptions. While we were scrupulous in addressing those assumptions, inevitably there were too many assumptions to address all at onc. And we would often be wrong. When the product was released, we’d have to revise months of work just to get back on course. It was like trying to turn the Titanic, and if we were too slow for the market, we’d have to scrap the project and start over with something new.”

The Cutting Edge

Cutting Edge

Cutting Edge

To understand the agile approach, imagine you are making a pocketknife for a client. With the old development methods, business analysts would talk to the consumer and draw up lengthy plans for a smart knife with a camera, wi-fi connection, gps, apps, and cheese grater for that special moment. After the documentation and meeting marathons, developers would dig in and code the knife to the analysts’ specifications. Upon release, consumers would try it out and say most of the features were useless and got in the way—but the cheese grater would be nice if they actually made dinner at home. What’s more, the blade was too dull to cut anything.

In agile development, the process would start by releasing a knife with one single blade. The agile team would see how consumers are using it and not using it, make adjustments, and then add another essential feature.

“Before continuing, we listen to our users and make changes to meet their needs. We proceed one step at a time with constant consumer review,” Emge summarizes.

That’s how agile works—sharp as a well-made Swiss blade–with small but efficient steps that lead to an amazingly effective and refreshing approach to producing goods and services. Who knows, perhaps it’s even simple enough for a little shepherd boy facing a giant.

Jason Diamond Arnold is a Leadership Consultant and CoAuthor of Situational Self Leadership in Action, a virtual leadership program for individual contributors in the workplace.

Register Now for the Blanchard Leadership Livecast “Doing ‘Still’ More With Less” to see Jason’s video on The Lean Approach to innovation. This is a free online event with guest commentary from Ken and Scott Blanchard!

Narcissism and How We Perfected It

I’m taking a rather ambitious stab at clearing the name of an entire generation with a single blog post. I have not been chosen by my generation to represent us, but by definition I’m entitled so I deserve a shot. Many have called Gen Yers as Generation “Me”, but I see it more as “Generation Y Not Me?” We’ve been called rude, entitled, lazy, narcissistic, and smart – ok, I snuck the last one in there, but you get the point.

Ok, so we like to watch a little TV and play video games, so what’s the big deal? We live life on the edge (of reality) and love to surf (the web) and socialize (on Facebook) all day. We are the doers. We seek not war, but peace. We love reality television and hang on every word they say (even the illiterate ones). We are not better than any of you, but we are special. Facebook, Twitter, and YouTube are just extensions of our inner self. We love rap music, iPhones, and Dancing with the Stars (my wife made me put that in here). We are not all about ourselves; everyone is just all about us.

This is our motto.

normandy soldiers landingTom Brokaw accurately named the World War II generation as the Greatest Generation. After reading the book, watching the Band of Brothers series, and hearing the stories from WWII vets themselves, I can’t deny this. These men and women were some of the purist of Americans—hard-working, dedicated, and loyal to their values. I remember visiting Normandy about 10 years ago and seeing the crosses of the buried soldiers neatly displayed—such a beautiful display of sadness and pain. In my own experience as a captain in the Army and a combat veteran serving in Afghanistan, I hardly saw any sense of entitlement among the troops. There were men and women who were generally unhappy to be there (I admit even sometimes I wondered why we were there),  and hated everything about the war, but they still wanted to fight. There was a sense of pride about them and they fought long and hard. While in Afghanistan, I had a West Point Captain tell me about his 18-month deployment. He said the length of the deployment really hit him hard at the first Thanksgiving dinner. They were just about to start eating when one of his soldiers said, “Hey sir, don’t worry about saying grace. I’ll do it this year and you can say grace next year.”

20090513TalibanUnderwearI don’t claim we are the Greatest Generation but I do think Gen Y has contributed significantly more than just TV and video games. We are a young generation, but like many others we adapt, overcome, and move on. I never liked the label, “entitlement generation” because frankly I don’t think we deserve it. I hope this generation can rid ourselves of this brand and demonstrate the core American qualities that have been delivered to us from previous generations.

For any further information or questions contact me at gus.jaramillo@kenblanchard.com

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