Wednesday, March 19, 2014

Now That is a Great Question!

Now That is a Great Question! 

“By doubting we are led to question, by questioning we arrive at the truth.”
 --Peter Abelard, French Philosopher 

We learn early in life the key to success is having the right answer. Once you have the right answer, the question is often dismissed. But as we become leaders, the reverse is true – asking great questions is critical to make sure we get the right answer. The art of asking effective questions requires us to clarify, reframe, and promote action.

 Let me tell you a personal story. I had a physical with my doctor years ago and he asked me about the prescriptions I was using. We went through my medications and he documented his chart. The session was about to end and he paused and asked – “what type of inhaler are you using?” I had been using an over the counter medication, not a prescription. He clarified my situation by reframing the question “you are still using your inhaler, right?” and put me on the right track.

CLARIFY 
Leaders need to provide clarity in a world of disorder. We can feel pressure to keep things moving along and making decisions without the necessary critical thinking. Asking the following questions can promote clarity: What is the problem we are trying to fix? Let me see if I understand; there was no problem until ___? What is the best use of our time right now? What else do you need to consider? Leaders define reality before rushing to a solution.

REFRAME 
Questions are a beginning not an end. Effective leaders carefully listen to the question and often realize there is a better question available. For example, next time you are asked “what do you do” at an event try reframing the question to “what would you like to know about me?” Their response will tell you about their needs and interests – a better response than highlighting your resume.

PROMOTE ACTION 
Once you understand reality and reframe questions to get the information you need, the next step is promoting a successful outcome.

Consider asking the following questions:

  • How will you measure success? 
  • What happens next? 
  • Who will do what by when? 
  • What do you need from me? 

Set up a successful ending by building accountability and support. The next time you ask a question, or respond to a question, use your critical thinking skills to make your next move. Clarify the situation, reframe questions to determine true needs, and focus on success. Be prepared to respond to “that’s a great question!”

Todd 

Wednesday, March 5, 2014

Great Expectations, Great Leaders

Changing the Expectations Game 

“You should have high expectations for yourself and others should come second.” -- Florence Welch, English Musician 

Good leaders have high expectations for direct reports. But setting expectations can often be a one way conversation: the leader delivers and the associate receives.

What if we reframed this traditional approach? What do YOU need to do as a leader to make your people successful? 

I have been blessed to work for a variety of leaders over the years. By my count, it's been 27 different managers in 32 years. Unfortunately, very few actually had expectations for me. We would discuss the technical aspects of my role, and perhaps "no surprises" would be mentioned, but we never discussed how we would build a professional, trusting relationship. 

However, I did have one leader who had expectations for me and my professional growth. In our first meeting, he handed me a one-page document that included two sets of expectations and a personality heads up. This was much more than a document – it formed a trusted relationship. I left his office that day realizing my prior understanding of setting expectations was upside down. Holding individuals accountable when they don’t know what is expected, and are not being effectively led, is a leadership wasteland. We need to recognize our people rely on us for rewards, resources, and career development; and our role is to create a high performing environment. 

Three keys to setting your leadership expectations: 

What I Will Do 
Our people carefully watch our behavior as leaders. Sharing what you will do for your people includes accessibility, responsiveness, and feedback. If you offer to have an open door, respond to their EMAIL or phone calls in 24 hours, or monthly feedback visits – walk the talk. 

My Pet Peeves 
A pet peeve is something that annoys or bothers you so much that it takes you off your game. Examples could be tardiness, complaining about problems without offering solutions, or throwing your peers under the bus. Stay on your game by sharing your three pet peeves so others will understand your hot buttons. 

What I Need 
Leaders need to make sure our associates have the knowledge, skills, and abilities to do their job. Once this foundation is established, we need to focus on what is done as well as how it is done - the means to an end. Achieving results while offending others is not the answer. We need our people to achieve their performance goals with effective communication and collaborative teamwork. 

Expect more from yourself to realize more from your people – they will follow the leader. 

Todd