As I was clearing out some stuff and assessing whether I needed to hold onto other things, it got me thinking about my leadership skills. The more papers I sorted, the more I thought about my skills.

Just like our stuff, which tends to pile up and get a bit outdated, our skills often benefit from a tweak here and there. It occurred to me while I was knee deep into ‘Spring Cleaning’ that I should be looking at my leadership skills at the same time. What should I keep? What can I toss? And what should I fix?

Leadership is a multi-faceted concept, so I broke my personal assessment down based on the Proactive Manager model:

Principles: What are my driving principles? Am I consistently referring to these with all decisions and actions? Do my communications support my principles?

Personal Productivity: Am I focused on the right priorities? Are my systems good enough to help me achieve my goals? Am I allocating my time effectively across my different goals? Am I focused?

Process: Am I effectively enabling and leveraging the talents of my colleagues? Am I providing sufficient support? Am I allowing them to take full responsibility for their work? Am I providing timely, balanced and clear feedback?

People: Am I focused on developing intentional relationships with my colleagues? Am I listening and following-up? Is my team engaged?

After going through this process, I noted several things that I liked and a few things that I wanted to tweak. Most importantly, I walked away feeling more organized and grounded as a leader. It felt a lot like breathing in that good spring air.

The change of season is always a good time to step back and reflect or consider our path. With that said, there are lots of other times that can work for a process like this. Maybe it’s after your busy season. Maybe it’s at the end of the year. Whenever it is, make sure not to miss this important reflection period.

In my over fifteen years of advising management as a labour and employment lawyer, I can attest to the fact that feedback is critical to an employee’s willingness and ability to contribute to an organization’s success.  Maintaining an ongoing dialogue of reciprocal feedback provides an employee with an identity of function, leading to increased productivity and achievement of team objectives. Moreover, it provides a feeling of empowerment that compels the employee to contribute positively to the overall culture of the workplace.

Many managers identify the formal appraisal process as the sole opportunity to provide employee feedback. What is not realized is that the failure to provide regular, constructive feedback can actually trigger the poor performance cycle: The manager becomes frustrated with the employee’s performance but fails to communicate why, or how the employee can improve. The employee senses the manager’s frustration but has no idea how to address the frustration thus perpetuating the performance issue. The manager’s frustration level increases.  The manager stops communicating with the employee and delegates the employee’s responsibilities to other team members. This causes the employee to disengage from the team and, in some cases, become disruptive by sabotaging the manager’s effectiveness. The manager’s frustration increases … and on it goes.

By being too focussed on planning, organizing and staffing the work, managers can overlook the key responsibly of sound employee management: cultivating productive relationships with employees.

Productive workplace relationships are founded upon trust. In a manager/employee relationship, trust is built by the manager creating open channels of communication and by providing ongoing and regular feedback on how the employee is performing in his or her role. With relatively few exceptions, employees need to know that they are valuable, competent and that they can positively contribute to their environment. Managers can only meet those needs and foster productive workplace outcomes through providing positive and/or constructive feedback.

With this in mind here are 5 strategies for how managers can use effective feedback to create productive, trust-based relationships with their team members:

1.   Be Accessible

Effective feedback thrives in an environment of open communication. Managers need to be approachable, and to take the time required to build relationships with their employees so that feedback is viewed as coming from a place of support rather than criticism.

2.   Communicate Feedback Appropriately

Ensuring that critical feedback is constructive and understood is very important. Don’t trust such delicate communication to email or other impersonal means which are susceptible to misinterpretation of tone and intention.  Performance concerns should be communicated face-to-face with opportunity for the employee to raise question or provide input.

3.   Provide Performance Feedback Continuously

The performance review should not be the first time that performance issues are raised. When an employee arrives at his or her performance review he or she should already have a good idea of what issues will be raised. The performance review should be the occasion where progress is measured or a strategy for improvement is discussed.

4.   Listen to Employees and Solicit Feedback

Trust is fostered in environments where feedback is a two-way street. This means actively listening to employees and making them feel that they have influence in their role. Moreover, employees should be invited to provide feedback on a manager’s style, for better or for worse. A manager’s efforts to improve are a solid trust-builder and are appreciated by the team.

5.   Be Solution Rather Than Problem-Focussed

Feedback on performance concerns should be constructive, with the focus being on how the employee can be supported towards improvement, where possible.

The above suggested strategies are proven techniques to building trust, and establishing respectful, productive workplace relationships.  Feedback is one of the keys to meting objectives and reducing turnover.

Feedback shapes so much of our career success. So I wanted to share my thoughts on the top things we need to know about seeking feedback.

Know what it is about

Feedback needs to be based on clear and specific goals. You and your boss need to come to a common understanding about these goals and how you are measuring them. Your goals should include both quantifiable outcomes (e.g., specifics such as numerical or tangible measurements) as well as competency development (e.g., behavioural skills, capabilities, etc.).

Know where you are

Once you have clearly defined your objectives, you can self-monitor on a daily basis. In fact, it is your responsibility to do so. Feedback allows you to validate your self-assessment and gain a broader perspective. Ideally, you and your boss are closely aligned in your opinions about your performance. Pay close attention to any discrepancies.

Know what you could change

Feedback helps you to decide whether you are on the right path. It also helps to give you the information you may need to chart a new path by helping you to understand what you need to do differently.

Know where you want to go

Feedback not only provides you with insight into today, but also a roadmap for how to get to where you want to be. Feedback allows you to check in on your progress on your future goals and  helps you know whether you need to course correct or chart a new path. It may encourage you to add or interchange some of your goals.

Know that it is your right

Feedback is the fundamental underpinning of a good relationship between an employee and their supervisor. There should be a shared responsibility for feedback, along with growth and development. While managers need to make sure they are providing feedback, it is equally important for the employee to seek it out. As a professional looking to grow and develop, this is more than a decadent indulgence. Feedback is your right.

Granted, some bosses are not as keen (or skilled) at giving feedback as we would like them to be. Somehow, you both need to find the courage in your relationship to obtain this feedback. You could facilitate this process by asking for targeted input. For example, you could say “I noticed that there was not much head-nodding or discussion during my last executive presentation. What else could I do to prompt this?”  In the event you encounter resistance from your boss and after failed attempts to request/encourage feedback, you may need to seek advice from your HR team. This may be difficult and will require courage on your part but it is imperative that you request a standard for leadership from your boss that you deserve. Obviously, this consultation with HR is a last ditch attempt but it may be necessary.

I have encountered many bosses that were willing and able to provide great feedback. I have also encountered a few that weren’t and did on one occasion seek support from my HR representative. I was pleased that I did in the end because after sitting down with the HR professional and my boss, we were able to convince him of the need for HIS benefit and mine. It turned a difficult situation and frankly a difficult relationship into an extremely productive one. Over the subsequent two years, this boss developed great skill in providing meaningful and productive feedback. I benefitted immensely and he went on to positions of even greater responsibility as a result of his reputation as a thoughtful, engaged leader!

I hope that you walk away from this article with greater insight into the power of feedback – and the determination to integrate feedback into your personal development plan.

But intuitively we know that feedback is good for us. It’s kinda like eating spinach – good for you, but it doesn’t taste good going down.

It occurred to me that it was time to stop freaking out and start facing the facts about feedback.

Face the fact #1: Whether you hear it or not, people are forming judgements about you.

While few people will take the time to compile and share their thoughts, most will be forming opinions about your performance. How clear are you on the impression you make? Do you come across as someone who knows your stuff? Do people find you easy to relate to? Are you the kind of person that people want on their team?

We all have our blind spots. And while it can be painful to hear about them, at least it gives us a chance to nip them in the bud. Years ago, after a presentation, someone told me that I looked a bit spastic in the way I was moving. Yes, he actually used the word spastic. If ever there was a time that I was hoping to be swallowed by a black hole, it was that time. But you know what? I stopped moving so ‘spastically’ (honestly – could he not find another word?) And thankfully, thousands of people have not had to witness it in the years since.

Face the fact #2: Things that get measured get results.

EBay incorporates a feedback loop so that buyers can rank sellers on a 5-star system. Consequently, sellers are motivated to provide superior customer service to continue getting high rankings, which leads to more sales opportunities down the road. The simple act of measuring customer service leads to higher customer service rankings. 

The genius is in the simplicity. The more we seek out specific feedback, the better we tend to perform on those specific areas.

Face the fact #3: It doesn’t help to put it off

Once-a-year feedback during your performance review doesn’t cut it. Harvard researchers found that employees who receive regular feedback perform better at work that those who do not. And this effect wasn’t just limited to the ‘way to go’ kind of feedback. It goes for both the positive and not-so-positive feedback.

I am not suggesting that you run around constantly saying “how am I doing?” to people. If you do, you’ll come across as too needy. Instead, you want to selectively invite people to provide you with specific feedback aligned to a few targeted things that you are working on.

Face the fact #4: Don’t bite the hand that feeds you

Feedback is a gift. Even if it doesn’t feel like a gift, it is still a gift. Anyone who takes the time to give you feedback is demonstrating that they are willing to invest in you – which takes some effort.

For one, they have to be willing to make time for you in the midst of their own busy life. Secondly, people tend not to want to hurt our feelings. Thirdly, sometimes people need something specific to focus their feedback on.

Someone who overcomes these three big obstacles deserves to be heard.

Face the fact #5: We need to prime the wheel for more feedback

Feedback providers quickly become vested in you. They want to hear how things are working and that their input has made a positive difference for you. Follow-up allows you to demonstrate that you are putting their valuable insights into practice. This can be as simple as a passing comment like “I tried that approach you recommended and it really helped.”

It’s not so freaky after all

No matter what level we are at, we are all doing our best to learn and grow. Feedback is one of the two most essential ingredients in learning[2]. [The other is challenge – but we’ll save that for another article.] The greater the challenge, the more important feedback becomes. And to be honest, the less we should be freaked out about it.

Put on your boxing gloves and prepare to battle.  Today’s article is all about busting through excuses for not delegating.

Excuse #1: No one can do it (except me)

A key part of building a strong team is to challenge them. If you intentionally strive to push people outside of their comfort zone, you will naturally start delegating more.

Obviously you want to check in with them often. Delegating and training go hand in hand.  The overnight sensations tend to only happen in Hollywood.  (And maybe you, being the star you are, required very little hand-holding back in the day, but let’s not hold everyone else to that standard, ok?)

Excuse #2: No one can do it as well as me

I am asking you to ignore a common misperception: ‘If I am the best person for the job, I should do it.’

There isn’t a doubt in my mind – you probably are the best person for the job. I know, I know … no one can do it as well as you. Believe me, I have heard this before. Instead, we should be asking ourselves whether anyone else can do the job.

If someone else can do it (even if it requires some coaching on your part), let them.

Excuse #3: No one has time

Another classic reason why people do not delegate is because their team is already too busy. At which point I ask “too busy doing what?”

It is true that we only have so much time in a day.  We will never be able to get everything done. 

But we definitely have time for our top priorities. (At least we do when we strip away the other distractions.)

I recommend that you and your team jointly identify the top priorities.  Sure, you can all work on other things outside this list, but not to the extent that it bumps your top priorities.

Excuse #4: I don’t have enough people to delegate to

This is where it helps to think outside of the box.  There are lots of delegating opportunities out there.

Ask your manager for ideas about engaging other people. Seek out volunteers. Work with your suppliers. Consider reaching out to people in other departments.  This can be a goldmine of opportunity as lots of people may be interested in expanding their network or skill set.  Your project may provide them with the perfect opportunity.

When engaging others, it is critical to let them own parts of the project.  If you merely seek out their advice, it probably won’t be enough to get them to roll up their sleeves and help with the work.

Excuse #5: I just don’t like to ask for help

Ok super hero, what’s up with this excuse?  Think about how great it feels when someone comes asks you for help. 

Like any skill, we get better at it the more we practice. So push yourself to ask for help.  The more you do it, the more you’ll realize how rewarding it can be – for both you and them.

Ok, time to take off the boxing gloves. That about wraps up today’s workout.  Just remember to keep working on your delegating muscle.

Delegating is something that I have become quite comfortable with over the years.  I have been able to distill a few gems that lead to positive delegating experiences.  I would like to share my top three tips for effective delegating with you here.

Clear Communication

Clear communication regarding your expectations is at the very top of the list.

You must be very specific regarding the scope (in other words, what others need to do), productivity, output, quality and timeline.  You need to carefully think through all of these aspects and ensure that you communicate your thoughts clearly.

When I was the Director of Marketing, I needed to do my job as a delegator the best I could to allow my team to do their best work.  At the time, I was overseeing multiple brand managers who were all responsible for developing messages for the sales team. I was personally accountable for ensuring the consistency and impact of these messages. It was absolutely critical for my delegating instructions to be clearly thought out, specific and well communicated in order for me to achieve my goals.  While they were individually responsible to conduct the sessions, management held me accountable to ensure they all delivered.

I also believe that the person receiving the work is equally responsible for understanding my expectations.  The receiver must also ask questions to be clear that they understand what they are responsible for.  They need to prompt an upfront discussion if there are any gaps in their ability to deliver.  And finally, they need to prompt a meeting with me if at any point they cannot deliver on these expectations and offer contingency ideas. 

Understand Your Purpose

There are many reasons for delegating.  You may be focused on relieving your own volume so you can work on things of greater importance.  Or you may be focused on training and developing someone else.

Regardless, it is imperative to be clear about your purpose in delegating.  From this, you can plan accordingly.

Clarity around your purpose also helps the person receiving the work.  It helps them to understand why they are entrusted with the work and how they are creating value for themselves or the organization.

Finally, you want to make sure that your boss is aware of and supports your decision to delegate work that you are ultimately responsible for.

Regular and Formal Follow-up

Delegating does not just stop after the initial assignment of work.  There needs to be a formal mechanism in place to check-in, monitor progress and provide support as needed.

From the start, it helps to make sure that you have the right people to delegate work to.  I also consider the capabilities of the person I am delegating to.  I want to make sure that I have done my due diligence to assess their skills required for the task.  If it is a stretch, I ensure that my follow-up plan reflects that.

There are many cases where it makes sense to give people stretch tasks.  But in these situations, you cannot just walk away.  I strongly advocate having a formal process to monitor their progress, coach them as needed and, in extreme cases, reallocate the work if necessary.

These formal reviews should be scheduled in advance, with a frequency dictated by the specific situation. In addition, I always strive to be highly accessible by phone, email and in person.

Delegating is something that I value and embrace.  Effective delegating requires an investment of my time – time that I am willing to give.  The payoffs are directly proportional to my input.

Establishing a strong team has been a strong focus of mine throughout my career.  And fortunately, it has benefited both me and my fellow team members.

I’d like to share three of my top tips for establishing a strong – and productive – team.

Step 1: Your Ideal Team

The first step is to make sure you are working with the team that you want to be working with.  Success for any leader begins with having the team you want. 

I recommend that every manager clearly think through the qualities they want in their team members.  I’m referring to both “above the line” (skills and knowledge) competencies that can be easily trained and “below the line” (behavioural) competencies such as empathy, results orientation, drive which are more difficult to train and develop.

If you inherit a team, you very quickly need to evaluate how productive each member is.

It is equally important to be upfront and clear about your expectations.  You also need to check that people understand your expectations. 

If you are starting from scratch, you need to build the team with those desired competencies as mandatory.

Step 2: Set Productivity Expectations

The second step is to establish productivity expectations – as individuals and as a team.

I tend to endorse the Clear Concept approach to productivity:

Your Information: Get organized; Establish one central task tracking system and apply the Touch it Once principle for any quick hits.

Your Time: Determine how you want to allocate your time; establish a general routine around your priorities and focus (instead of multi-task).

Your Plan: Prioritize your work by category and stay focused; plan each day; plan your projects; set and plan around deadlines; and manage the root causes of procrastination as it arises.

Step 3: Regular Feedback

The third step is to establish a plan around how to give (and get!) feedback.

I really like the formal monthly sit down where we talk about the current work  and general issue management. I will also ensure regular informal communication throughout the month via phone calls, emails and informal chats.

While my preference is not to micro-manage, I also strive to keep myself available and responsive.  I will be clear about the rules of engagement.  In other words, I want my team to know what my expectations are around their response time when I reach out to them.

While leading teams is a dynamic and changing process over time, once you have these basics in place, anything is possible.

The more productive our team is, the more productive we are.  And we both benefit from that great sense of accomplishment.  (Isn’t it just divine to be able to cross things off our list?)

Having a productive team isn’t just something that we accidentally stumble upon or wish for.  There are specific things that we can do to improve team productivity. 

1)      Establish a foundation of trust

Being able to influence other people requires a foundation of trust. So above all else, we should begin by establishing a trusting environment.

Trust develops over time when:

• People believe that we are competent.  We walk the talk and lead by example.  In other words, we focus on being productive ourselves.
• People believe that we are vested in their success.  Our intent is pure and we want individual team members to do well.

 We can also help to foster trust within our team by establishing some norms. How do we resolve differences in opinion? How do we nip gossip in the bud? How do maintain a relatively fair distribution of work?

2)      Engage your team

Your team will only function productively if they are fully engaged.  Engaged people are inspired, committed and passionate.  And they bring their best to their job.

• Provide substantial ownership: Give people big pieces of important work. Be available to support them, but don’t try to stay involved with every detail.  Don’t expect them to copy you on every email.  Resist the urge to add your two cents on every small detail.  Let them recommend solutions to obstacles.  The more they feel responsible, the more they will act responsible.
• Give them a voice: Find lots of opportunities to consult and inform your team members.
• Seek their support: Talk to team members about changes before they are launched.  Seek their input and build their support.
• Balance your feedback:  Constructive feedback is important.  Just remember to focus on a couple of key areas and balance it with positive feedback.  Pick your battles and avoid criticizing everything.
• Be interested in them: Spend time with people. Ask questions. Listen to what they have to say. 
• Pointing out their value: Help people realize that what they do makes a difference.

 3)      Establish a deadline-driven culture

Teams function much more productively when they can rely on each other.  Deadlines are the contracts that we make with team members.  Each time we deliver on a contract, we are letting them know that they can depend on us.

Too many teams are lax when it comes to deadlines.  And this impedes productivity in many ways. 

Reinforce a deadline-driven culture by (a) ensuring that deadlines are set for key tasks; (b) increasing visibility around deadlines; and (c) holding team members accountable.

4)      Help your team stay focused on their top priorities

It is easy to get pulled in many directions.  We are all more productive when we are focused on our top priorities.

When team members get spread too thin, it may be helpful to help them review their priorities and re-set their how they are allocating their time.  This can bring them a refreshingly renewed clarity and focus.

5)      Give everyone their 15 minutes (and more) of fame.

Let’s face it – we are all human and need our ego stroked once in awhile.  Find ways to share the spotlight among all team members.  Reward and recognize individual effort

Thank people for a job well done.  And try to do this in person (or at least over the phone).  Email just is simply not as effective for things like this.

“An apology is the superglue of life.  It can repair just about anything.”
Lynn Johnston, Canadian cartoonist: For Better or For Worse

Never easy to do, but a heart-felt apology does the world of good so why not end the year with one?  2010 seemed like the Year of the Apology with plenty of good and bad examples being offered up almost weekly.  Whether it was Pope Benedict XVI finally apologizing to the Church’s victims of child abuse, Tony Haywood for the environmental chaos created by BP in the Gulf of Mexico or Tiger Woods apologizing to his fans and corporate sponsors, the art of the apology was evident at every turn (or in the case of Tiger, the excruciating need for practise before it looks anything even remotely like art).

Conventional wisdom (especially from lawyers) counselled strongly against apologizing since it could be construed as an admission of guilt.  Now we have proof for what we’ve instinctively known all along: that an apology isn’t just good for the soul but can actually help, not hurt, in resolving legal disputes.  As reported by Science Daily, according to University of Illinois professor of law and psychology Jennifer Robbennolt, her research showed that apologies can actually play a positive role in settling legal cases ranging from injury cases to wrongful firings.  Robbennolt looked at the impact of apologies offered during settlement negotiations and concluded that offering an apology generally reduced financial demands and increased the prospects a reaching a settlement. 

When Stephen Harper offered his eloquent apology on behalf of the Canadian government to the victims of the ill-conceived Indian Residential Schools, he said: “The government recognizes that the absence of an apology has been an impediment to healing and reconciliation.”  Again conventional wisdom would have us believe that the victim solely benefits from receiving an apology.  But done right, the person offering the apology will also be healed by the apology.

The Art of the Apology

Whether you’re wrapping up the year by making a personal apology or apologizing as a spokesperson on behalf of a company, it pays to follow a few simple guidelines:

The sooner the better:  As soon as you’re able, get down to the important business of offering an apology.  It will be valued more and be more likely to have a positive impact (again for you as much as for them) if you don’t let too much time pass.  Having said that, it is truly never ever too late to apologize;

Make it true and from the heart:  Stay well away from half apologies such as “I want to apologize (only children don’t know the difference between wanting something to happen and making it happen)” or “I’m sorry it made you feel that way” (does anyone really think that still works?).  A good apology is clear and accurate and comes straight from the heart.  You know exactly what you did, you regret doing it because you know how it hurt them.  Simple.

Make it about Them and Not You: Give them their due and make them feel you understand the situation from their point of view.  And then just stop before you start making excuses or explaining why your behaviour was justified under the circumstances.  Seriously, just stop.

Say it and Then Don’t Keep Saying it:  If you do it right, one good apology should be enough.  Then don’t keep bringing it up and don’t keep saying you’re sorry.  Going on and on about it will only cheapen the value of the apology.  Don’t make sorry a handy reflex. 

Actions Speak Louder than Words:  As difficult as you might think it is to apologize, the real work starts after the apology is over.  The proof of how sorry you truly are will be whether you ever make the same mistake again.  So don’t.  Learn from your mistakes and move forward.

The best part of wrapping up the year with an apology?  It means you can be proud of yourself for doing the right thing.  It means you get to start the New Year with a clean slate.  A resolution to do better.  To be a better person that isn’t afraid to admit when they’ve messed up.  To learn and grow and what’s better than that?

Franca provides media interview training for spokespeople and storytelling, presentation and creativity training for individuals or groups.  With over 25 years of experience, Franca has worked with hundreds of executives, Olympic athletes, recording artists and television personalities helping them to hone their communication skills. 

If you’re interested in learning more about Franca’s professional development training programs please contact us at info@clearconceptinc.ca.

While there may be a temptation to coast through to the finish line, there are some things that we can do to wrap up 2010 strong.  Read on for three unique tips – the kind of tips that you probably would not expect a productivity consultant to share.

1)      Put things off until 2011

Yes – you read that correctly.  What can you put off until 2011?

December is an unusually busy month when we consider the urgency to wrap up projects, the extra holiday events and the reduced number of workdays. 

Focus is more important than ever at this time.  Identify your top goals and focus your efforts there. Go with the ‘less is more’ mentality, knowing that you make the biggest impact with your top tasks. 

2)      Sort – don’t do

Productivity is all about getting things done.  Paper-shuffling, updating lists and general organizing does not get things done.

However, investing some time in organizing now can set us up for a very productive 2011.  We save time when we can immediately put our fingers on critical information.  We stay more focused when there are fewer piles.  And we reduce our stress when we have a good system to track all of our outstanding tasks.  (There’s nothing worse than the nagging feeling that I am forgetting something.)

If you are able to block off some time for organizing, you will achieve your biggest impact by:

• Getting your email inbox under one screen
• Establishing one central To Do list
• Organizing your office

Click to view We’re Due for a Simple Productivity Tip  for more tips.

3)      Just say no

You know how the saying goes: “too much of a good thing is a bad thing”.  The holiday season is no exception.  This applies to business (see tip #1 above) and pleasure.

Protect your downtime and you’ll end up enjoying the holidays even more.  You don’t need to go to every holiday gathering.  You don’t have to take advantage of every holiday sale.  And you don’t need to bake everything. 

Take a break and recharge your batteries.  Going for a walk and catching up on your reading is (counter-intuitively) a really productive use of time.  It means that you will be rested and rearing to go for a strong 2011.

All the best over the holiday season!

Ann