Working Resources for Leadership - Bay Area Executive Coaching

Inside the Mind at Work – What Really Motivates Us?

Question for Discussion – How important is managing for progress?

The topics of performance evaluations and feedback come up quite often in my executive coaching sessions. It’s human nature that people want to know where they stand.

I often suggest to my coaching clients that in-the-moment feedback based on progress helps motivate people. It can also help avoid those tense performance evaluation meetings where people can be demoralized and become disengaged by negative performance feedback.

What Really Motivates Us?

If you lead knowledge workers, you likely employ these conventional management practices:

• Recruit the best talent.
• Provide appropriate incentives.
• Give stretch assignments to develop talent.
• Use emotional intelligence to connect with each individual.
• Review performance carefully.

Unfortunately, you may miss the most fundamental source of leverage: managing for progress. Recognizing even the smallest win has a more powerful impact than virtually anything else.

In a survey by Amabile and Kramer, 669 managers ranked five factors that could influence motivation and emotions at work:

1. Recognition
2. Incentives
3. Interpersonal support
4. Clear goals
5. Support for making progress in the work

Managers incorrectly ranked “support for making progress” dead last, with most citing “recognition for good work” as the most important motivator.

Your ability to focus on progress is paramount. Video-game designers excel at this mission, hooking players on the steady pace of progress bars.

Emotionally intelligent and socially intelligent organizations provide executive coaching as part of their high performance leadership development program. Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help managers manage for progress. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

About Dr. Maynard Brusman

Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies and law firms assess, select, coach, and retain emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com

Visit Maynard's Blog: http://www.workingresourcesblog.com  

Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/maynardbrusman

 

Inside the Mind at Work - Manage for Progress

Inside the Mind at Work

One of my executive coaching clients, the Managing Partner of a Bay Area Law Firm and I were recently engaged in a conversation about assessing his firm’s talent. She talked about how one of the manager’s in the San Francisco location didn’t feel that one of her employees had the capability of developing into a leadership role at the firm

The manager displaying poor emotional intelligence communicated his assessment to the individual in a way that undermined the employee’s sense of self efficacy. The employee was so demoralized that she asked for a transfer to a different location, and talked about her “bad experience” with other employees increasing organizational negativity. Her level of engagement diminished and the culture was adversely impacted.

My executive coaching client talked about damage control. He asked me if I could facilitate a workshop for the firm managers on how giving emotionally intelligent feedback can improve workplace relationships.

“So much of what we call management consists of making it difficult for people to do work.” ~ Peter Drucker

Manage for Progress

As any fan of The Office can attest, negative managerial behavior severely affects employees’ work lives.

Managers’ day-to-day and moment-to-moment actions also create a ripple effect, directly facilitating or impeding the organization’s ability to function.

The best managers recognize their power to influence and strive to build teams with great inner work lives.

In The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work (Harvard Business Press, 2011), Teresa Amabile and Steven Kramer describe how people with great inner work lives have:

• Consistently positive emotions
• Strong motivation
• Favorable perceptions of the organization, their work and their colleagues

The worst managers undermine others’ inner work lives, often unwittingly. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees at seven companies, Amabile and Kramer found surprising results on the factors that affect performance.

What matters most is forward momentum in meaningful work—in a word, progress. Managers who recognize the need for even small wins set the stage for high performance.

But surveys of CEOs and project leaders reveal that 95 percent fundamentally misunderstand the need for this critical motivator.

One of the most important questions to ask is “Do some managers in my workplace perhaps unintentinally undermine others’ inner work lives?” Emotionally intelligent and socially intelligent organizations provide executive coaching as part of their high performance leadership development program.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help employees create forward momentum in meaningful work and experience progress. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

About Dr. Maynard Brusman

Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies and law firms assess, select, coach, and retain emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com

Visit Maynard's Blog: http://www.workingresourcesblog.com  

Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/maynardbrusman

 

Generational Clash Points - Issues You Can’t Ignore

The different generations represented in the workplace have different strengths that must be wisely managed to minimize conflict and ensure that everyone is fully engaged. Enlightened leaders at all levels create a workplace culture that supports and nourishes the unique motivations and values of the various generations.

Learning how to work, live and play together is crucial, and every manager must master ways to bridge generational gaps. Managerial competence requires a coordinated, collaborative strategy to leverage each generation’s strengths and neutralize its liabilities.

Issues You Can’t Ignore

Here’s why your company can’t afford to keep doing things the way they’ve always been done, hoping people will work out the details among themselves:

Gen X is a smaller generation, almost half the size of the Boomer generation. Gen Y is large—very large. This newer generation is much larger than the 77 million Boomers. Combined, Gen X and Gen Y already outnumber the Boomers and Seniors, making the 40 and younger crowd the largest segment of the workplace. Boomers no longer hold the majority vote, although most hold positions of power and responsibility.

This transition in power and influence is not something organizations can avoid or ignore. Managers must learn to leverage each generation’s strengths for the benefit of all, or risk becoming less efficient and productive because of the inherent conflicts.

There is no room to allow tradition and convenience to hinder changes that boost performance and productivity. There’s also not much room for generational judging or complaining.

Managers must create opportunities for a multigenerational work force to share its differences. To hire and retain high performers, leaders must also provide flexible options. Look for ways to benefit from each generation’s assets to inspire understanding, collaboration and creativity.

One of the most important questions to ask is “Does my workplace benefit from each generation’s strengths to inspire understanding, collaboration and creativity?” Emotionally intelligent and socially intelligent organizations provide executive coaching as part of their high performance leadership development program.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help you better understand generational differences. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

About Dr. Maynard Brusman

Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies and law firms assess, select, coach, and retain emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com  

Connect with me on these Social Media sites.
http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/maynardbrusman

Four Generational Clash Points at Work

An argument can be made that the different generations represented in the workplace view work in four ways that can create conflict that must be managed to ensure full engagement.

Learning how to work, live and play together is crucial, and every manager must master ways to bridge generational gaps. Managerial survival calls for a coordinated, collaborative strategy to leverage each generation’s strengths and neutralize its liabilities.

Clash Point #1: How We View Work

By 2021, Gen X will be the senior members of the work force, and both Gen X and New Millennials will be in leadership positions. Big changes are already beginning to appear and, in 10 years, the world of work will be significantly different.

Older workers talk about “going to work” and have always had a specified work schedule like 9-to-5. In the manufacturing economy, everyone used to be under the same roof, at the same time, to achieve maximum productivity, but times—and jobs—change.

Younger workers view work as “something you do,” anywhere, any time. They communicate 24/7 and expect real-time responses. The rigidity of set work hours seems unnecessary and even unproductive in the information age.

To younger workers, success isn't defined by how many hours one spends at a desk. Success is defined not by rank or seniority, but by what matters to each person individually.  Younger workers want to cut to the chase and define their true value. They don’t want to be paid for time; they want to be paid for their services and skills.

For younger employees with working spouses and children, work-life balance and flexible conditions have greater priority. Is someone who arrives at 9:30 a.m. necessarily working less hard than those who arrive at 8:30 a.m.? Differences in generational attitudes must not interfere with progress and productivity.

Clash Point #2: Communications

Ask anyone over the age of 40 about younger workers, and you’ll hear stories about texting, cell phones and ear buds. Common complaints include:

• They can’t spell or write.
• They multitask, so I’m never sure they’re paying attention.
• They’re attention-deficit kids, unable to focus for long.
• They expect instant feedback and email responses.

These tech-immersed young workers are just as frustrated with older workers, who respond days later and think setting up a team meeting is the answer, when a few text messages could get faster results.

Older workers can’t expect the newer generation to digress into the past. Technology needs to be understood and used by everyone to improve productivity.

Communications and relationships remain essential, regardless of how technology is used. Both sides need to use and benefit from each other’s strengths in this domain.

Clash Point #3: Meetings

Older workers expect a phone call or visit on important issues and will immediately schedule and plan a meeting to involve significant stakeholders. This frustrates younger workers, who want to meet on the spur of the moment, as soon as possible.

They see nothing wrong with texting superiors and peers instead of scheduling face-to-face meetings, and they like to communicate and solve problems virtually. When faced with a need to meet, they try to contact everyone immediately and begin videoconferencing, chatting, texting, talking and tweeting—often all at the same time.

Older colleagues prefer to find a time and day that fits everyone’s schedule—which can delay meeting for days or weeks. They fit things into their routines and calendars. To Gen Y, the ritual of workplace scheduling is stifling, unproductive and a waste of time.

The younger people may have a point. But to older colleagues, a seat-of-the-pants approach is irritating. They also have a point: It doesn’t give them enough time to think things through, nor to adequately prepare for a politically influential outcome.

Clash Point #4: Learning

Older generations are linear learners, comfortable sitting in classes, reading manuals and pondering materials before beginning to implement new programs.

Newer workers learn “on demand,” which to Boomers means they just want to “wing it,” figuring things out as they go. Gen-Y learning is interactive, using the Internet, Wikipedia and blogs. They rely on Google and web searches to find answers.

Gen Y doesn’t hesitate to call a friend or send an email directly to the CEO. They ask questions and get their information instantaneously. They are easily bored by training sessions, manuals and programs that spoon-feed information over time.

One of the most important questions to ask is “Do personality and values fit with the culture trump age differences?” Emotionally intelligent and socially intelligent organizations provide executive coaching as part of their high performance leadership development program.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help you better understand generational differences. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

About Dr. Maynard Brusman

Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies and law firms assess, select, coach, and retain emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com  

Connect with me on these Social Media sites.
http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/maynardbrusman

Clash Points at Work – How Are the Generations Different?

Clash Points at Work

My trusty old Toyota Camry overheated the other day. I had the car towed to my mechanic and called Enterprise Car Rental to pick me up.  The driver of the pick-up van was pretty friendly so we started to talk. He’s 71 years old and a retired mortician. He works full time for Enterprise.

I asked him what it was like working with mostly twenty year olds. He wisely told me that everyone got along pretty well probably due to company’s enlightened selection process. Maybe personality and values fit with the culture trumps age differences?

Learning how to work, live and play together is crucial, and every manager must master ways to bridge generational gaps. Managerial survival calls for a coordinated, collaborative strategy to leverage each generation’s strengths and neutralize its liabilities.

How Are They Different?

What happens when generations don’t share the same values and beliefs about workplace success?

Business consultant Cam Marston presents insights into managing across the generational divide in Motivating the “What’s in It for Me?” Workforce (2007, John Wiley & Sons).

Now, more than ever, American workers born after 1965 aren’t following in their elders’ footsteps. They have different workplace values and definitions of success.

Baby Boomers occupy most positions of power and responsibility on organizational charts. Most of today’s corporate management practices still reflect the systems and values of their predecessors, the veterans.

Gen Xers and Millennials therefore present unique challenges for Boomer managers. They aren’t interested in time-honored traditions or “the way things have always been done.” Rather, they’re single-mindedly focused on what it takes to get ahead to reach their perceived career destination.

This group shuns past definitions of success: climbing the company ladder and earning the rewards that come with greater responsibility. The company ladder, in their view, is irrelevant.

Mature workers and Boomers in managerial and leadership positions struggle with these differing values and beliefs, wondering how to motivate their younger colleagues. If promotions, raises and bonuses fail to motivate, then what does the trick?

We can identify several differences in values. The new generation of workers has:

1. A work ethic that no longer respects or values 10-hour workdays
2. An easily attained competence in new technologies and a facility to master even newer ones with little discomfort
3. Tenuous to nonexistent loyalty to any organization
4. Changed priorities for lifetime goals achievable by employment

The most significant changes in perspective involve time, technology and loyalty. The most common clash points at work involve generational differences in the definition of work, modes of communications, meetings and learning.

One of the most important questions to ask is “Do personality and values fit with the culture trump age differences?” Emotionally intelligent and socially intelligent organizations provide executive coaching as part of their high performance leadership development program.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help you better understand generational differences. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

About Dr. Maynard Brusman

Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies and law firms assess, select, coach, and retain emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com  

Connect with me on these Social Media sites.
http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/maynardbrusman

 

 

Clashing at Work – Who Are the Generations?

Clashing at Work

I was recently meeting with one of the senior leadership team members of one of my San Francisco Bay Area clients. She was struggling to deal with the conflict between supervisors who had been on the job for a number of years and new and younger employees.

The younger employees wanted coaching and more formal mentoring from their supervisors. The supervisors were very frustrated with the performance review process with newer employees. The newer employees were complaining about perceived favoritism.

We had a great discussion with the senior leadership team members on how the different generations view the workplace. They often have different values that clash.

I suggested a good place to start before jumping in with ideas to create a more cohesive workforce, was to have a discussion about who are the generations? What motivates the different age groups?

Learning how to work, live and play together is crucial, and every manager must master ways to bridge generational gaps. Managerial survival calls for a coordinated, collaborative strategy to leverage each generation’s strengths and neutralize its liabilities.

Who Are the Generations?

A quick review of how the generations are grouped in the modern workplace:

1. Veterans, born between 1922 and 1945 (52 million people). This cohort was born before or during World War II. Earliest experiences are associated with this world event. Some also remember the Great Depression.

2. The Baby Boomers, born between 1946 and 1964 (77 million people). This generation was born during or after World War II and was raised in an era of extreme optimism, opportunity and progress. Boomers, for the most part, grew up in two-parent households, with safe schools, job security and post-war prosperity. They represent just under half of all U.S. workers. On the job, they value loyalty, respect the organizational hierarchy and generally wait their turn for advancement.

3. Generation X, born between 1965 and 1979 (70.1 million people). These workers  were born during a rapidly changing social climate and economic recession, including Asian competition. They grew up in two-career families with rising divorce rates, downsizing and the dawn of the high-tech/information age. On the job, they can be fiercely independent, like to be in control and want fast feedback.

4. Generation Y (the New Millennials), born between 1980 and 2000 (estimated to be 80–90 million). Born to Boomer and early Gen Xer parents into our current high-tech, neo-optimistic times, these are our youngest workers. They are the most technologically adept, fast learners and tend to be impatient.

Gen X and Y comprise half the U.S. work force. Baby Boomers account for 45%, and the remaining 5% are veterans (many of whom are charged with motivating newer employees).

One of the most important questions to ask is “Who are the generations and what motivates each group?” Emotionally intelligent and socially intelligent organizations provide executive coaching as part of their high performance leadership development program.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help you better understand generational differences. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

About Dr. Maynard Brusman

Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies and law firms assess, select, coach, and retain emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com  

Connect with me on these Social Media sites.
http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/maynardbrusman

 

 

Clash Points at Work – Geeks and Geezers

Geeks and Geezers

I was recently thinking about getting the new iPhone for my fifteen year old son. I still don't have a smart phone, and thought maybe it was time to get one for myself too and use some of the apps. My son quipped "why dad...you don't even know how to use all of the functions on the tv remote"!

I’m the oldest of the Baby Boomers and my son is a Gen M or the Media Generation. He’s already started his own online advertising and marketing business and views Steve Jobs and Mark Zuckerberg as his entrepreneurial role models. The generational gap is wide, but we stay close as father and son with a lot of listening, understanding and openness to learn from each other.

Clash Points at Work:

Baby Boomers are lingering in the workplace. The younger Gen X and Gen Y (New Millennials) are growing impatient to ascend to leadership responsibilities. New graduates are knocking at HR’s door in record numbers. And technology, including social media, is transforming the mode and pace of communication. These trends are creating new opportunities, but not without foreseeable generational clashes.

In 1999, leadership expert Ira S. Wolfe coined the term “perfect labor storm” to describe a convergence of demographic and socioeconomic developments that would result in an unprecedented shortage of skilled workers in 2011—the year the first Baby Boomers hit 65 and start to retire.

But a severe and prolonged recession has delayed Dr. Wolfe’s predicted storm. Economic uncertainty has caused many Boomers to remain on the job, amid the highest unemployment rate in more than 30 years. Until we see the inevitable changing of the guard over the next decade, the workplace will be inhabited by a multigenerational stew of younger and older workers.

This environment will provide real opportunities and significant technological problems, Dr. Wolfe notes in his latest book, Geeks, Geezers, and Googlization: How to Manage the Unprecedented Convergence of the Wired, the Tired, and Technology in the Workplace (Xlibris, 2009).

Eighty percent of polled adults believe Gen X and Y have a distinctly different point of view—the highest perceived disparity since 1969, when generations clashed over the Vietnam War and civil rights. Younger adults (18 to 29) report disagreements over lifestyle, views, family, relationships and dating. Older adults criticize their “sense of entitlement.” Gen X and Y tend to be more tolerant on cultural issues, while Boomers cite manners as the greatest source of conflict.

New information technologies also divide the generations. Only 40% of adults ages 65–74 use the Internet daily, while 75% of those ages 18–30 go online daily. The gap is wider when it comes to cell phones and text messages.

Older generations’ complaints about the next generation are nothing new. Conflicts replay throughout every decade. No generation is better or worse than another, and prevailing attitudes are neither right nor wrong—just decidedly different.

One of the most important questions to ask yourself is “How can I help employees learn to work, live and play together more harmoniously?” Emotionally intelligent and socially intelligent organizations provide executive coaching as part of their high performance leadership development program.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help you better understand generational differences. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

About Dr. Maynard Brusman

Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies and law firms assess, select, coach, and retain emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com  

Connect with me on these Social Media sites.
http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/maynardbrusman

 

 

Managing Complexity – A Leadership Checklist

Managing Complexity

I was recently working with one of my San Francisco Bay Area executive coaching clients – the CEO of a Silicon Valley High Tech company. We had an enlightening coaching conversation, that revolved around how leading people and organizations today is much more complicated today than just a few years ago.

Economic uncertainty and globalization, along with innovative technologies provides leaders constant challenges to successfully run their business enterprise. The following checklist can help business leaders navigate complex change initiatives.

A Leader’s Checklist

1.  Articulate a Vision: Formulate a clear and persuasive vision, and communicate why it’s important to all members of the enterprise.
a.  Do my direct reports see the forest, as well as the trees?
b.  Does everyone in the firm know not only where we are going, but, most importantly, why?
c.  Is the destination compelling and appealing?

2.  Think and Act Strategically: Make a practical plan for achieving this vision, including both short- and long-term strategies. Anticipate reactions and resistance before they happen by considering all stakeholders’ perspectives.
a.  Do we have a realistic plan for creating short-term results, as well as mapping out the future?
b.  Have we considered all stakeholders and anticipated objections?
c.  Has everyone bought into, and does everyone understand, the firm’s competitive strategy and value drivers? Can they explain it to others?

3.  Express Confidence: Provide frequent feedback to express appreciation for the support of those who work with and for you.
a.  Do the people you work with know you respect and value their talents and efforts?
b.  Have you made it clear that their upward guidance is welcomed and sought?
c.  Is there a sense of engagement on the frontlines, with a minimum of “us” vs. “them” mentality?

4.  Take Charge and Act Decisively: Embrace a bias for action by taking responsibility, even if it isn’t formally delegated. Make good and timely decisions, and ensure they are executed.
a.  Are you prepared to take charge, even when you are not in charge?
b.  If so, do you have the capacity and position to embrace responsibility?
c.  For technical decisions, are you ready to delegate, but not abdicate?
d.  Are most of your decisions both good and timely?
e.  Do you convey your strategic intent and then let others reach their own decisions?

5.  Communicate Persuasively: Communicate in ways that people will not forget, through use of personal stories and examples that back up ideas. Simplicity and clarity are critical.
a.  Are messages about vision, strategy and character crystal-clear and indelible?
b.  Have you mobilized all communications channels, from purely personal to social media?
c.  Can you deliver a compelling speech before the elevator passes the 10th floor?

6.  Motivate the Troops, and Honor the Front Lines: Appreciate the distinctive intentions that people bring to their work; build on diversity to bring out the best in people. Delegate authority except for strategic decisions. Stay close to those who are most directly engaged with the enterprise’s work.
a.  Have you identified each person’s “hot button” and focused on it?
b.  Do you work personal pride and shared purpose into most communications?
c.  Are you keeping some ammunition dry for those urgent moments when you need it?
d.  Have you made your intent clear and empowered those around you to act?
e.  Do you regularly meet with those in direct contact with customers?
f.   Can your people communicate their ideas and concerns to you?

7.  Build Leadership in Others, and Plan for Succession: Develop leadership throughout the organization, giving people opportunities to make decisions, manage others and obtain coaching.
a.  Are all managers expected to build leadership among their subordinates?
b.  Does the company culture foster the effective exercise of leadership?
c.  Are leadership development opportunities available to most, if not all, managers?

8.  Manage Relations, and Identify Personal Implications: Build enduring personal ties with those who work with you, and engage the feelings and passions of the workplace. Help people appreciate the impact that the vision and strategy are likely to have on their own work and the firm’s future.
a.  Is the hierarchy reduced to a minimum, and does bad news travel up?
b.  Are managers self-aware and empathetic?
c.  Are autocratic, egocentric and irritable behaviors censured?
d.  Do employees appreciate how the firm’s vision and strategy affect them individually?
e.  What private sacrifices will be necessary for achieving the common cause?
f.   How will the plan affect people’s personal livelihood and the quality of their work lives?

9.  Convey Your Character: Through storytelling, gestures and genuine sharing, ensure that others appreciate that you are a person of integrity.
a.  Have you communicated your commitment to performance with integrity?
b.  Do others know you as a person? Do they know your aspirations and hopes?
 
10.  Dampen Over-Optimism: To balance the hubris of success, focus attention on latent threats and unresolved problems. Protect against managers’ tendency to engage in unwarranted risk.
a.  Have you prepared the organization for unlikely, but extremely consequential, events?
b.  Do you celebrate success, but also guard against the byproduct of excess confidence?
c.  Have you paved the way not only for quarterly results, but for long-term performance?

11.  Build a Diverse Top Team: Although leaders take final responsibility, leadership is most effective when there is a team of capable people who can collectively work together to resolve key challenges. Diversity of thinking ensures better decisions.
a.  Have you drawn quality performers into your inner circle?
b.  Are they diverse in expertise, but united in purpose?
c.  Are they as engaged and energized as you?

12.  Place Common Interest First: In setting strategy, communicating vision and reaching decisions, common purpose comes first and personal self-interest last.
a.  In all decisions, have you placed shared purpose ahead of private gain?
b.  Do the firm’s vision and strategy embody the organization’s mission?
c.  Are you thinking like a president or chief executive, even if you are not one?

Not all of these questions are applicable to every situation, but it is the questioning that counts. Whether you are facing a typical day at the office or walking into a crisis, ask yourself and others these questions to inspire correct actions. Only then can you make sense of the complexities you encounter.

Leaders learn to manage complexities not by prescribing specific behaviors, but by creating an environment for optimal behaviors to occur—even though “optimal” cannot be defined in advance.

Problems are solved when you leverage others’ cooperation, skills and ingenuity. Employee satisfaction and performance will concurrently improve. There’s less need for complicated layers of management, with more energy available to manage situations wisely and effectively.

Are you working in a professional services firm or other organization where executive coaches provide leadership development to grow emotionally intelligent leaders? Does your organization provide executive coaching for leaders who are leading complex change initiatives?

One of the most powerful questions you can ask yourself is “How can I manage complex systems more effectively?” Emotionally intelligent and socially intelligent organizations provide executive coaching as part of their peak performance leadership development program.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help you better understand complex systems. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

About Dr. Maynard Brusman

Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies and law firms assess, select, coach, and retain emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com 
Connect with me on these Social Media sites.

http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/maynardbrusman

A Dashboard for Managing Complexity

Managing Complexity

I was recently working with one of my San Francisco Bay Area executive coaching clients – the CEO of a Silicon Valley High Tech company. We talked about how leading people and organizations today is much more complicated than it was even a few years ago. Constant economic and global change, along with innovative technologies, provides complex challenges in running a business.

A Dashboard for Managing Complexity

Leading people and organizations is fundamentally more complicated than it was 20 years ago—and it’s not getting any easier. Economic and global uncertainties, along with innovative technologies, complicate efforts to run a business.

Businesses are also becoming more intrinsically complex. It’s harder to predict outcomes because intricate systems interact in unexpected ways.

Interpreting data also proves more challenging because:

1. The degree of complexity may lie beyond our cognitive limits.
2. Past behavior may not predict future actions.
3. In a complex system, an outlier may have a disproportionate impact.

In a September 2011 Harvard Business Review article, business professors Gökçe Sargut and Rita Gunther McGrath distinguish between organizations that are merely complicated and those that are genuinely complex.

Complicated Versus Complex

Simple systems feature few—and extremely predictable—interactions. When you turn a light switch on or off, you expect the same result every time.

Complicated systems have many moving parts, and they operate in patterned ways. We can make accurate predictions about how they will behave. For example, flying a commercial airplane involves complicated, but predictable, steps. As a result, it’s reliably safe.

In contrast, complex systems may operate in patterned ways, but their interactions are continually changing. Air traffic control is a complex system that constantly changes in reaction to weather, aircraft downtimes and other critical variables. The system is predictable not because it produces the same results from the same starting conditions, but because it has been designed to continuously adjust as its components change in relation to one another.

Two problems commonly surface in complex systems: unintended consequences and difficulties in making sense of a situation. With multiple independent and interrelated parts in a system, it’s hard to predict all of the possible consequences of a change in one component. And with so many data and informational components to deal with, it’s tough for an individual decision maker to visualize and master an entire complex system.

Most executives tend to overestimate the amount of information they can process, but humans have cognitive limits. No manager can understand every aspect of a complex business, yet many refuse to acknowledge this reality.

Are you working in a professional services firm or other organization where executive coaches provide leadership development to grow emotionally intelligent leaders? Does your organization provide executive coaching for leaders who are leading complex systems?

One of the most powerful questions you can ask yourself is “How can I manage complex systems more effectively?” Emotionally intelligent and socially intelligent organizations provide executive coaching as part of their peak performance leadership development program.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help you better understand complex systems. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

About Dr. Maynard Brusman

Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies and law firms assess, select, coach, and retain emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com  

Connect with me on these Social Media sites.
http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/maynardbrusman

 

 

Leadership Resilience - Learning from Mistakes

Leadership Resilience

I was recently working with one of my San Francisco Bay Area executive coaching clients – the CEO of a boutique hotel and restaurant company. We had an enlightening coaching conversation about how he has handled failure and learned from his mistakes. We talked about how he was able to bounce back from failure by viewing business as a learning laboratory.

My executive coaching client and I further discussed how resilient leaders bounce back from adversity. He has an agile mind and insatiable curiosity.

My client and I shared how we both were saddened by the passing of Steve Jobs. Did you know that Steve Jobs was a college dropout, and got fired from his own company? So how did he turn his story into power, and create the most admired company in the world?

Steve Jobs and the success of Apple is an inspiration to all of us who want to tap into our creative genius. Steve Jobs was the Thomas Edison of our time, and the greatest thing we can do is learn from him and build on his incredible legacy. I am coaching my client to help his employees become more resilient, and create a culture where innovation requires both risk and reward.

Learning from Mistakes

“That which does not kill us makes us stronger.” ~ Friedrich Nietzsche

Failure is one of life’s most common traumas, yet people’s responses to it vary widely. Many managers have learned to reframe personal and departmental setbacks by stating: “There are no mistakes, only learning opportunities”—and it’s a great sentiment. In practice, however, their companies often continue to view failures in the most negative light.

Part of the problem lies in our natural tendency to blame. We perceive and react to failure inappropriately. How can we learn anything if our energy is tied up in either assigning or avoiding blame? Still others overreact with self-criticism, which leads to stagnation and fears of taking future risks.

In the 1930s, psychologist Saul Rosenzweig proposed three broad personality categories for how we experience anger and frustration:

1. Extrapunitive: Prone to unfairly blame others
2. Impunitive: Denies that failure has occurred or one’s own role in it
3. Intropunitive: Judges self too harshly and imagines failures where none exist

Extrapunitive responses are common in the business world. Because of socialization and other gender influences, women are more likely to be intropunitive.

Fortunately, managers at all organizational levels can repair their flawed responses to failure. Business consultants Ben Dattner and Robert Hogan suggest three highly effective steps in “Can You Handle Failure?” (Harvard Business Review, April 2011)

Are you working in a professional services firm or other organization where executive coaches provide leadership development to grow emotionally intelligent leaders? Does your organization provide executive coaching for leaders who need to bounce back from adversity? Resilient leaders tap into their emotional intelligence and social intelligence skills to create a culture where people can learn from mistakes.

One of the most powerful questions you can ask yourself is “How do I handle failure?” Emotionally intelligent and socially intelligent organizations provide executive coaching as part of their peak performance leadership development program.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help you become more resilient. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

About Dr. Maynard Brusman

Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies and law firms assess, select, coach, and retain emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com  

Connect with me on these Social Media sites.
http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/maynardbrusman