To Illustrate a Remote Worker

Managing Remote Conversations

3 Distinct Conversations to Drive Engagement, Accountability and Productivity

The remote work environment not only creates a vacuum of human connection but also fosters a blurry view of work performance. Managers, in partnership with their team members, must proactively pursue two prized output dimensions:

  • Increased engagement and collaboration
  • Increased accountability and results

Team disengagement and sub-par performance thrives in the backwaters of ambiguity and uncertainty.

“Clear is kind, unclear is unkind.”

-Brené Brown, Dare to Lead

Communication should provide three core needs for all employees to do their best work:

  1. Direction
  2. Clarity
  3. Support

3 Distinct Remote Manager Conversations to Elevate Team Engagement, Accountability and Performance

#1 Manager Conversations that Provide Direction

Key elements include:

  • Goals / objectives
  • Measurements / metrics
  • Outputs / results
  • Roles / responsibilities

Coaching Tip: These items are commonly known as expectations, or in stronger language, non-negotiables. Effective managers manage around clear expectations, not personalities.

#2 Feedback Conversations that Provide Clarity

  • Frequent – daily
  • Candid + Caring
  • 3:1 ratio of positive to developmental
  • Positive recognition outperforms low recognition cultures

Coaching Tip: High-performing managers create feedback-rich environments and grasp that smaller, sooner conversations are better than larger, later conversations.

#3 Coaching Conversations that Provide Support

  • Monthly (or more frequent) one-on-one meetings
  • Largely based on employee’s agenda
    • 80% focused on their development + 20% on business and performance outcomes
    • Employee does 80% of talking, manager does 20%
  • Accountability – Concludes with a SMART action plan

Coaching Tip: View a disciplined coaching process as a strategic, competitive advantage. High-performers want to work for a manager who will grow and develop them, and sponsor them for next-level leadership opportunities.

“The meaning of a word is the action it produces.”

-Ashley Montague

Managing a remote team can be a confusing, and often, stressful experience. But this new world of telework also presents an excellent opportunity to elevate your leadership communication skills!  Pierce the fog of remote work confusion by regularly engaging your team in these three distinct and powerful conversations.

Keep it simple. Keep it focused. Definitely keep it inspiring. –Steve

Remote Work from Dining Room

Special Issue: 5 Skills for Managing a Remote Team

Plus 5 Coaching Tips!

Managing Remotely Webinar Series

The COVID-19 pandemic has drastically shifted work from the office to your employees’ living rooms. For many managers, the challenge of coaching a remote team is vexing. How do you ensure high productivity while maintaining a positive and collaborative culture?

Here are 5 Core Manager Skills to create an accountable, engaged, and healthy remote team:

Skill #1 – Elevate Engagement by Stepping Up Yours. The lack of daily in-person interactions creates an energy vacuum. Your team doesn’t need a cheerleader. But they do crave intentional leadership that provides clear direction, facilitates esprit de corps, and brings a positive outlook during uncertain times.

Coaching Tip: Communicate regular appreciation to your team for their energy, collaboration, and results during these challenging times.

Skill #2 – Be Vigilant About Tending to Your Culture. Passionate and unified cultures are strongly correlated with improving performance across a host of key business outcomes (Gallup). Complacency or business-as-usual is your enemy. Cultures, like gardens, are healthiest when receiving attentive care.

Coaching Tip: Begin your weekly team meeting asking each member to quickly share A) what success they had the past week, B) where they are struggling, and C) what help or input they need from the team.

Skill #3 – Establish Sacred Meeting Schedules. It’s vital to understand that “employees whose managers hold regular meetings with them are almost three times as likely to be engaged as employees whose managers do not hold regular meetings” (Harvard Business Review). Clear routines, like meetings, provide team members with structure that fosters certainty, lowers anxiety, and enables high productivity.

Coaching Tip: Three meeting examples that drive Kevin Kruse’s, CEO LeadX, team’s remote work.

  • Weekly One-on-Ones
  • Weekly Action Review (WAR)
  • End-of-Day Check In

Skill #4 – Clarify RRA (Roles, Responsibilities, Accountabilities). Gallup’s research found that high employee engagement was most strongly correlated with a positive response to the statement – I know what is expected of me at work. Further, the ultimate prize of effective collaboration is enhanced when each team member understands how everyone’s part fits into the big picture. Ambiguity is a remote manager’s worst enemy.

Coaching Tip: Post everyone’s RRA to a project management software or a Google document for high visibility.

Skill #5 – Focus on Growing Talent. Telework is an excellent opportunity to engage your team members in career or skill development conversations. The International Coaching Federation reports that “83% of employees indicated career support positively impacts their engagement.” The same study showed “85% of individuals agreed, or strongly agreed, there is nothing wrong with staying in the same job if they can try new things or develop new skills.”

Coaching Tip: Your weekly one-on-one meetings are the mechanism for providing effective feedback. These deeper conversations strengthen your relationships and send a sincere message that you care about each team member.

Managers who are intentional about prioritizing relationships, collaboration, and accountability will engage their teams in healthy and productive remote work!

Keep it simple. Keep it focused. Definitely keep it inspiring. –Steve

Managing Remotely Webinar Series

Two Women Meeting in front of Laptop

Managers – Focus on Routine Communication

Elevate Your Team’s Performance

“Nothing decays employee moral more than a leader who doesn’t know his or her own mind.”

Peter Drucker

A manager’s primary goal is to bring out the best in people and inspire positive, accountable action. A manager’s words reflect her clarity of thought, or not. Vague, muddled, contradictory communication crushes initiative and invites cynicism and confusion.

The antidote is purposeful, redundant over-communication that can end up sounding, well, routine, yet potent.

Examples of routine, yet focused, leadership communication:

“Number one, cash is king…number two, communicate…number three, buy or bury the competition.”

Jack Welch, Former CEO, General Electric

“We put customers at the center of everything we do. We listen intently to our customers’ needs.”

Mary Barra, CEO General Motors

“Fewer things done better.”

Jeff Weiner, CEO, LinkedIn

Engage your team in these three routine, yet potent, communication techniques:

#1 Unified Purpose – Conduct a rich conversation about your organization’s, or department’s, reason for existence. Or, answer your big “WHY.” Passion and alignment are predictable outcomes when clarity of purpose is identified and committed to. Contrarian leaders appreciate that this routine conversation is often, paradoxically, inspiring and motivating.

#2 Roles and Responsibilities – Nothing frustrates employees more than vagueness surrounding who is responsible for what and how performance is evaluated. Work ambiguity is a productivity killer. Often, one routine conversation to understand causes of misalignment and a forward path of action will result in big performance payoffs.

#3 Autonomy – Once lanes of authority are agreed upon, shift the conversation to empowerment. Autonomy is a primary driver of employee engagement, and is a highly prized condition for attracting and retaining a talented workforce.  Progressive managers are vigilant about inviting team members into routine conversations about how work can be organized to bring out each individual’s greatest contributions.

The quality of managers’ communication directly affects employee morale and performance. Commit to speaking with more clarity – be purposeful, be redundant, and be just a little more routine.

Keep it simple. Keep it focused. Definitely keep it inspiring. -Steve

Check out our newly redesigned resources page for more great manager-coaching tips!

Coaching Group Meeting

Be Tough on Expectations, Gentle on People

Two core capabilities for creating a high performance work environment that is psychologically safe

Inspiring and effective managers embody a paradoxical leadership style. They relentlessly drive business results while equally expressing care and concern for their people.

The following descriptors are commonly shared by many to describe the “best boss” they’ve ever had, while highlighting the seemingly contradictory dimensions of effective managers:

  • Tough yet fair
  • Demanding but caring
  • High expectations with focus on employee development

It’s important to note that striking this balance is often challenging for female leaders; through no fault of their own. These complexities are beyond the scope of this article but the following quote reveals one dimension why:

“When a man is tough, there is the underlying implicit belief that he is tough and fair and that that’s acceptable. But when a woman is tough, it seems as though there is no option that she is being fair because it’s unreasonable for any women to be tough.”

Soraya Chemaly

So how does a manager deal with this dichotomy? By developing and embodying the two core capabilities below.

#1 Communicate clear direction while inspiring people.

An early mentor of mine often said, “Steve, I expect perfection but will settle for excellence. I have confidence in you and our team that together we will deliver a distinct experience for our clients.”

Note the three key elements driving this statement: Clarity of expectations, ensuring I felt valued, and communicating core values (e.g. teamwork and collaboration).

Paradoxically, this boss created a productive and safe workplace by consistently holding us accountable, being candid with feedback, being very approachable, and being open to our ideas. She equally emphasized the task and the relationship.

Gifted leaders embrace what Jim Collins coined – genius of Yes/And thinking and reject the tyranny of the Either/Or.

#2 Manage less and coach more.

Good managers are clear and fearless in setting specific expectations, monitoring results, and providing quality feedback that fosters trust and engagement. Great leaders coach people to be their best.

Effective manager-coaches are skilled at:

  • Setting regular one-on-one meetings that are customized for each team member
  • Expressing authentic interest in other’s perspectives and aspirations
  • Asking great questions and are attentive listeners
  • Growing people by delegating stretch opportunities
  • Holding others accountable to specific actions and commitments

New managers will experience early success if they internalize that being firm and strong does not conflict with being caring and kind.

Tenured leaders need to appreciate that strong company performance is correlated with workplace psychological safety. A reminder that the soft skills are the hard skills to master. Building a collaborative, results focused culture is also smart for attracting and retaining top talent (a ubiquitous source of manager stress today). Being tough yet kind is simply good for business.

Keep it Simple. Keep it Focused. Definitely Keep it Inspiring! -Steve

As always, check out my other blog posts for even more great manager-coaching tips!

Flight Crew in Cockpit

Managers – Build a Culture Like an Aviation Flight Crew

4 Best Practices to Safely Land Your Business Plane in 2019

Analysis of many commercial flight disasters concludes that faulty communication between the flight crew and captain, not mechanical failure, led to tragedy.  In other words, first officers and flight engineers had critical information of concern but failed to communicate that information in a direct and effective manner. CRM (crew resource management), in part, aims to train flight crews to assertively and respectfully speak up when they possess critical data. Averting disaster is achieved at the intersection of quality communications, leadership, and decision-making.

Managers, like flight captains, need to create psychologically safe environments that encourage reps to share real time data and concerns. In a VUCA (volatile, uncertain, complex, ambiguous) world, a rich flow of relevant information enables collective sensemaking to occur.

“Business agility is creating a learning organization this is faster and better at learning about themselves and their customers.”

-Jason Bloomberg (Forbes)

Managers – Create a CRM-like work culture by implementing these 4 best practices

  1. Problems First, Solution Forward Meetings. You’ve hired smart people, right? One-on-ones and team meetings should leverage people’s intelligence by solving significant problems. Top of agenda should always be – What are you seeing? What are your challenges? Where are the opportunities? What aren’t we talking about that we should be? What solutions will move positive action forward?
  2. Establish Collaborative Learning as a Core Value. Humble leaders understand that none of us is as smart as all of us. Continuous learning, together, is espoused as a competitive business strategy, not a nice to have cultural element. Agile managers models and embodies a “we” oriented team culture.
  3. Teach and Coach Effective Communication Skills. This is a primary goal of CRM training. Team members learn how to respectively and effectively “speak up” to the chain of command. This isn’t easy for most team members. Leaders recognize that their formal authority often impedes candid feedback. Therefore, ongoing coaching and reinforcement feedback is a preferred management style.
  4. Develop a Tolerance for Failure.  Unlike commercial aviation, a failure in the business world rarely leads to tragedy. Effective managers who reframe failures into forward-learning events foster a team of agile learners.

A fast paced and complex marketplace demands that managers create a feedback-rich work environment where reality is being openly and accurately discussed. Flawed communication may not result in tragedy at work, unlike on an airplane, but it can be the deciding factor between success and failure. Managers who think like successful flight captains greatly increase their chances of landing the plane safely!

Keep it simple. Keep it focused. Definitely keep it inspiring.

Check out our other blog posts too!

Manager Skills

7 Manager Skills That Lead to Mastery and Deliver Results

“We are what we repeatedly do. Excellence, then, is not an act, but a habit.”                                                                   

-Aristotle

Assuming a person possesses key core traits – initiative, genuine care for others, drive for results, to name a few — then the craft of management is learnable. Mastery of management skills, like any discipline, is built upon mastering fundamentals.

Increase your likelihood of success in 2019 by implementing the following 7 Manager Skills until they become managerial habit. These competencies may also lower your stress and bring more fun into your work.

  1. Be an agile learner. Your current expertise, and your team’s, is insufficient to solve tomorrow’s problems or quickly pivot to seize opportunities. Your ability to be curious, ask questions, engage your team in divergent thinking, and enable organizational learning is today’s critical leadership competency.
  2. Create psychological safety. This culture dynamic makes people feel comfortable speaking up and being themselves. The business case is that team members move beyond superficial nice-talk and engage in honest dialogue that make everyone better. They don’t avoid conflict, they leverage healthy debate to produce improved business solutions. Open cultures create agile learners, the force behind problem solving and continuous improvement.
  3. Have a bias for informed action. A manager’s credibility is built by consistently making strategic decisions that move the business forward. They are proactive versus reactive but are always making it happen.
  4. Manage by expectations, not hope. According to Gallup“only about a half of employees strongly agree that they know what is expected of them at work.”  Most of us know the frustration of working for a boss who fails to set clear priorities, direction, and responsibilities. This management style also fails to inspire because employees can’t see past the daily grind to the company’s vision, mission, and core values. Management ambiguity degrades people’s motivation.
  5. Teach, coach, and grow others. Great managers invest in relationships. They are servant leaders. They simply bring out the best in others. They grow future leaders, not more followers. Be the boss that everyone wants to work for.
  6. Measure, hold accountable, and reward performance. High performers respect managers who demand high standards and build a culture of accountability. There are no shadows to hide in. Great managers reward the doers, without apology. Low performers naturally get weeded out, making room for better talent.
  7. Be upbeat and positive. This is not modeling Pollyanna behavior, that’s being inauthentic. Leaders’ moods are like a cold; everyone around the manager is susceptible to catching it, which in turn affects employee engagement. Management demands significant energy output so why not make it constructive?

Reflect and look ahead in this New Year. Have you developed your manager blue print for success? What are your top development goals that will inspire others, build a cohesive team, and put up big results?

Consider identifying at least two skills, implement them with regularity, solicit feedback from your team, and become the boss that nobody wants to quit.

Keep it simple. Keep it focused. Definitely keep it inspiring.

Disengaged and Frustrated

5 Steps for Engaging a Disconnected Employee

Engaging a disengaged team member can be one of the more vexing manager challenges. And, the associated symptoms can be costly:

Gallup pegs the cost of lost productivity due to absence, illness and stress-related work problems in excess of $350 billion per year nationwide.

-Forbes


Disengaged narratives run the gamut but here are a few common themes:

  • Management has allowed a steady A/B player to be left alone to do her job but the business has outgrown her. Compounding the issue is that management has failed to provide employee any real performance feedback and coaching, leaving employee with a false sense of ability.
  • Personal issues have distracted and drained a usually stellar team member’s passion, focus and accountability.
  • The team member was never a great fit from day one but management tolerated sub-par performance hoping they’d turn the corner.
  • A team member was passed over for a promotion, received a tough performance evaluation, or possible workload increase without additional compensation.

“You manage things; you lead people.”

                   -Grace Murray Hopper, U.S. Navy Rear Admiral

While the root causes for employee disengagement are varied, reflective managers must confront the brutal fact that they may be co-responsible for the current situation. In the spirit of self-development, a few diagnostic questions can help understand the problem:

  • Where did I disengage with this team member?
  • Where did I fail to develop a trusting and effective work relationship?
  • How have I contributed to this current dynamic?
  • How have I failed this employee?

“Management has always gotten what it models and tolerates.”

-Anonymous

Following candid self-reflection, here are 5 Steps for re-setting the relationship, gaining alignment on work expectations, and establishing milestones and measurements:

Step 1: Take part ownership, if necessary, of the situation and be direct with team member. It might sound like, “I apologize for not being more candid in the past, however, your current work contributions are below expectations.” The objective is to re-calibrate an effective work partnership, not be liked.

Step 2: Establish regular, structured and substantive one-on-one meetings. It’s common to hear managers say, “I stopped having one-on-ones with this employee because they ceased to be productive.” Well structured, focused one-on-ones is a trusted process for charting a new path forward with disengaged employees.

Step 3: Present facts and examples where the team member is falling short of performance expectations. Present a written list of non-negotiable work expectations. Establish clear consequences for not meeting the expectations and gain agreement from the team member. Building trust begins with making professional agreements.

Step 4: Set up the team member for success. You are not crafting an HR performance improvement plan (PIP), yet. You might have to if the team member doesn’t make forward, measured progress. First, establish clear, incremental steps for immediate action. In other words…

“If you cannot measure it, you cannot improve it.”

-Lord Kelvin

Step 5: Inspect what you expect. Monitoring, evaluating and providing regular feedback on progress are the heavy lifting of good management. Remember, your (or your predecessor’s) historical hands-off management style have enabled the employee to work in a silo. The antidote is an over correction – a very hands-on style that could last several months. These situations rarely develop overnight and neither will the solutions.

The source of many employee disengagement scenarios is often a disengaged manager. At some point the manager failed to commit to the 5 steps above. If you fell off the management horse, get up, dust yourself off, and recommit to engaging your people.

Keep it simple. Keep it focused. Definitely keep it inspiring.

Strategic Coaching Chess

Manager-Coaches Don’t Coach to Be Nice; They Coach to Be Strategic

3 Mindsets and 3 Coaching Skills of Effective Managers

 

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The most successful managers I know are obsessed about pursuing excellence and delivering results. They are equally committed to talent development. Their site line is crystal clear – grow their people first, who in turn grow the business.

 

“If you focus on results you will never change. If you focus on change you will get results.” 

                                                            -Jack Dixon

 

Great coaches are usually born, but can be made. The mechanics and skills of effective coaching, of course, can be taught and learned. But great manager-coaches just seem to get it. Their coaching DNA drives their focus to help others be their best, while insisting on goal achievement and results. Yes, they are skilled but their skills are an outcome of their beliefs about people and business.

 

3 Mindsets and 3 Coaching Skills of Great Managers

#1 Coaching is a strategic business decision, not just a box to check. A talent management mindset is not murky – finding, engaging and retaining great people is a competitive business strategy. Great strategy with mediocre people produces mediocrity. Professionals committed to learning, growth and development will always find a way to increase market share and build long-term customer loyalty.

Coaching Skill: Conduct regular (3-4 weeks) one-on-ones that engage, inspire and insist upon positive action and accountabilities. Coaching without individual, measurable actions is a waste of company resources. Short on time? Use the 4-Step Coaching Plan to conduct one-on-one meetings in 30 minutes.

 

“Talented manager-coaches don’t lose people, they grow them.”

Steve Rudolph

 

#2 The greatest business potential is in the middle. Every manager wishes they could clone their one or two rock stars. Sustained business outputs cannot depend on the few. The strategic coach focuses 80% of her energies on building the skills of the middle 60%, knowing she’ll need solid players to be resilient and adapt to a changing market place. For the rock stars, use this Coaching High Performers guide.

Coaching Skill: Require each team member to develop an IDP (individual development plan) and update it quarterly. Coaching one-on-ones always results in a SMART action plan that directly supports IDP goals. Managers who attract high performers have a reputation for growing future leaders. Implementing a clear system for developing talent forges coaching reputation.

 

“Change before you have to.” 

                                                            -Jack Welch

 

#3 Coaching is not a technique; it’s a strategic connection. Effective coaching cannot exist in low trust relationships. People want to be appreciated and understood. Great coaches get to know their team members, their drivers, values and aspirations. Money doesn’t produce inspiration, meaningful work and a connection with others is the fuel of motivation. It’s a trite adage, but powerfully true – people don’t care how much you know until they know how much you care.

Coaching Skill: Listen a lot more than you speak; adopt an active listening technique. Deep, empathic listening builds trust. Trust causes people to open up, to share useful information. Because leadership is the art of influence, trust makes employees more likely to listen and be persuaded by the manager’s ideas.

 

While great coaches are mostly born, not made, managers who make a dedicated, strategic commitment to coaching others often experience a renewed sense of managerial motivation. There’s just something special about connecting with others in pursuit of purpose and performance. Begin a rewarding journey by adopting the above 3 Mindsets and 3 Coaching Skills.

 

Keep it simple. Keep it focused. Definitely keep it inspiring.

 

Difficult Conversation

Managers, the Goal for Difficult Workplace Conversations is not Personal Comfort…

It’s action and commitment

 

Manager Skills Boot Camp II: Improve your Difficult Conversation skills and more!

 

“An object at rest remains at rest until acted upon by an outside force.”Newton’s First Law

 

Grant is a steady performer; an overall solid team player. Ellen, his supervisor, has given Grant feedback several times that his work lacks attention to detail and the quality is often marginal. Grant’s behavior has not changed, so it’s time to have a difficult conversation that gently provokes him at his edge.

Ellen’s untiring feedback attempts to get Grant to improve have failed. Ellen needs to amplify her expectations and become the outside force. Intensifying one’s tone while being prepared for the consequences naturally stokes levels of stress and anxiety, both for Ellen and Grant.

A critical challenge for Ellen is to appreciate that tension is a resource to gently increase and manage, not avoid. Why? Tension and struggle are the universal energy sources for human growth, change, and transformation. The chick embryo must work and struggle to break free of the eggshell to become a healthy chick.

Grant must experience constant, gentle pressure to understand it’s in his best interest to change. Tension, when harnessed appropriately, creates awareness. Ellen must develop a *safe learning container to leverage the tension in pursuit of Grant’s development. It’s a classic manager’s paradox.

*If managers have not created trusted working relationships with their direct reports, these conversations are often emotionally difficult with messy outcomes.

 

“The challenge for leaders is to disturb or disrupt the movement at the edge to provoke the desired outcome.” -Per Bak, author of How Nature Works

 

Two Outcomes of Turning Comfortable into Uncomfortable

#1 Ideal Outcome: Grant takes 100% responsibility for his sub-par performance and sincerely makes a commitment to change. Most managers report a mere 10-20% success rate with this highly desired outcome. When this level of spirited partnership is achieved, managers call that a great day at work!

On the other hand, being overly attached to this outcome is often driven by the manager’s need for comfort and control. In order for the outcome to be ideal, this need should be relinquished.

#2 Acceptable Outcome: Ellen is leveraging her personal relationship with Grant to persuade him that it’s in his best interest to change. She’s selling, he’s not buying. Now she must pivot from expecting an ideal outcome to an acceptable outcome.

Grant commits to taking concrete and specific actions, including changing his behavior, and understands the consequences if he does not do so. This uncomfortable condition is known as agree to disagree. Ellen must be okay with the fact that he doesn’t share her belief. Her goal is to demand expectations that serve the company, not for her or Grant’s comfort levels.

 

So What Now?

Monitor, Measure and Provide Feedback

Ellen’s previous feedback attempts were based on hoping Grant would change. The Situational Leadership Model instructs Ellen to apply a much more direct style until Grant has made observable behavior changes. Being more direct is not Ellen’s default leadership style, but that’s not important. Ellen’s primary objective is to help develop Grant’s full potential. This is Servant Leadership at its core – the sincere desire to help others be their best. This leadership style says easy, does uncomfortable.

 

Sometimes Acceptable is…Acceptable

Few management situations are more frustrating then having a difficult conversation, especially when the employee digs in and says, “I disagree with your assessment.” Managers must develop the emotional fortitude to be comfortable with being uncomfortable. Tension is not a condition to be avoided, but instead, constructively managed towards an acceptable, not perfect, outcome.

 

Keep it simple. Keep it focused. Definitely keep it inspiring! –Steve

 

Manager Skills Boot Camp II: Improve your Difficult Conversation skills and more!

 

Managing a Tone-Deaf Boss Can Feel Like Riding a Cow…

The cow doesn’t want to be ridden and the ride is rough

 

Watch the complimentary webinar: Difficult Workplace Conversations

 

Growing up next to a farm with a tribe of reckless boys, I had lots of painful and failed attempts at riding cows. If you’ve ever tried this, you’d know that it feels pretty similar to “managing up” a tone-deaf boss.

 

Like cows, tone-deaf bosses:

  • Don’t enjoy be ridden (e.g. “managed up”).
  • Ensure the ride is very uncomfortable and possibly risky for you
  • Purposefully attempt to rub you off the fence
  • Will throw you off (Falling off a cow is like falling out of favor with your boss: Bruising and dangerous for your career)

Inversely, in-tune bosses are on high alert for shifting workplace discord and proactively engage team members in sincere two-way dialogue. These bosses are engaged, hands-on, approachable, and biased toward democratic action.

Safety is your #1 goal while riding a cow. The same goes for managing up: The psychological and political perils are many and often hidden.

 

Cow-riding tips and parallels to managing a tone-deaf boss:

Rule #1 – Try to minimize surprising the cow. Cows, like bosses, possess a survivalist brain that easily spooks into fight or flight.

  • Boss Rule: Schedule regular 1:1’s with your boss. I recommend at least 20-30 minutes every week. Provide a clear agenda in advance that is solution-oriented, sensitive to tight budgets, and demonstrates your clarity around key priorities.

Rule #2 – Never attempt to change a cow. A cow has gotten to where it’s at by being a successful cow; bosses too. Nothing yields rigid thinking and outsized egos more than historical success.

  • Boss Rule: Show that your riding attempts will be a win-win. Point directly to the green pastures on the horizon. Your boss needs assurances that your obvious persuasion attempts consider her best interests.

Rule #3 – Cows are stubborn negotiators.  An armful of freshly cut hay usually provides leverage.

  • Boss Rule: Most bosses can be swayed by strategic solutions that support her objectives and the organization’s priorities. Complaining without a clear business plan promotes resistance to your ideas. Just like cows, bosses will simply ignore you, stare you down, or become agitated by your anemic advances.

 

A tone-deaf boss is a major source of frustration for many dedicated employees. There is no ‘grass is greener over the fence’ strategy, but take it from an experienced cow rider: There are trusted rules for what and what not to do.

 

Keep it simple. Keep it focused. Definitely keep it inspiring! –Steve

 

Watch the complimentary webinar: Difficult Workplace Conversations