Archive for the ‘Attention to Detail’ Category
Four Concepts Define Key Leadership Responsibilities
Managers learn the rules that define their basic responsibilities by responding to this question: “What’s wrong, and what specific steps do I need to take to fix it?” So, when senior management passes down mandates, timelines and goals, the manager’s job is to work within the prescribed corporate framework to produce results.
Leaders, on the other hand, self-direct, craft a vision, make plans, achieve goals, build cohesiveness and inspire others while holding themselves personally accountable for their area of the company. The question they respond to is: “What’s possible here, and who cares?”
A leader’s responsibilities are defined by a set of concepts and qualities that motivate people to “get on board” with his or her vision. In fact, there are four basic concepts that help leaders develop the creative energy needed to focus on everyone’s efforts, which guides all employees beyond routine thinking and performance.
Unlike a conventional manager, a leader’s responsibilities are not defined by one question. Generally, a leader’s central responsibility is to move his or her unit from a “mission impossible” to a “mission outcome” stance. This shift requires leaders to embrace multiple areas of skill and direction. To constantly move forward, they focus on specific concepts to help define their key leadership responsibilities.
Management and leadership responsibilities often overlap, but leadership is defined in a completely different context. Leaders’ responsibilities lie in four key areas: self-direction, goal achievement, flexibility and inspiring greatness in others. Leaders recognize that these responsibilities are taken care of through the four actions outlined below.
Related: Do You Have Faith in Your People?
Gain the Cooperation of Others
Establishing a cooperative spirit is the primary responsibility of leadership. This spirit drives an organization and its people to higher levels of productivity and accomplishment. For leaders to be effective they must build a cooperative effort by relying on the following techniques:
- Leaders understand basic human needs and desires and nudge people in the right direction. They know how motivation works to everyone’s benefit.
- They make emotional connections. An effective leader connects with people under their direction to build an interdependence that fosters more long-term gain than individual efforts would.
- They acknowledge the need for followers.
- Leaders understand their people. They take time to converse and ask questions that bring information, concerns, ideas and perspectives to the forefront. Then, they act positively upon them.
Listen and Learn Well
- Leaders never forget where they have been, and use their experiences to shape where they are going, and why. They place learning and listening at the top of the list in terms of building skills and ability. Learning from past errors in judgment prevents their repetition.
- They listen to everyone and everything. Leaders have their ears and eyes on every person, process and situation. They listen for ideas, impending concerns, problems, successes and unhappiness in their employees. They absorb everything and act on the knowledge gained to prevent major problems from occurring.
- Leaders seize all opportunities to make people feel successful, competent and comfortable in the work environment. Excellent leaders are not reactive, but proactive by nature.
Put the Needs of Others First
- Effective leaders separate themselves from the rest of the pack through self-sacrifice and by setting their egos aside. Good leaders are never afraid to work alongside their people to finish a project or resolve a situation.
- Leaders are flexible, slowing down or speeding up while assessing their employees’ productivity and efforts.
- Leaders understand that keeping tasks simple and obvious makes for a committed workforce. Employees desire to know precisely what is expected of them and how to complete their assigned tasks. A leader focuses on ways to make their assignments and projects more direct and clearly defined.
Performing Consistently
- By understanding that people are different, leaders solidify mutual respect and communication, and maintain openness and fairness with every employee.
- Leaders build cohesiveness through cooperative efforts by holding employees and themselves accountable. They know this is necessary to achieve their goals and ideals.
- Effective leaders realize that their actions and words must not send mixed messages. Leaders should stay the course, even under duress or in the midst of adversity. They must remain genuine and use discretion in all judgments they make. Excellent leaders will reinforce their motivation, inspiration and expectations to maintain a strong leadership position.
Related:
The Roadmap to Effective Leadership
Do You Have the Talent to Execute Get Things Done?
Your Commitment to Others Defines You as a Leader
The Importance of Intellectual Honesty
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2014 Timothy F. Bednarz, All Rights Reserved
When Motivating Employees, Expectations Are Everything
During the 1930s researchers from Harvard University conducted productivity studies at Western Electric’s Hawthorne facility that demonstrated how management attention generates immediate productivity increases. However sustained, long-term productivity is facilitated when management communicates the consistent message that employees will perform to the expectations of established standards.
More than 300 additional studies support the fact that an employee’s achievement goes beyond their individual personal ability and mirrors their manager’s expectations. These findings indicate that employees perform in accordance with what is expected of them, even above their own beliefs in their abilities. This fact can play a significant role when it comes to individual performance.
It is important for managers to understand that if they openly demonstrate they believe an employee to be competent and worthwhile, then he or she is likely to be more effective and perceive their job to be more rewarding. Managers reinforce this concept when they encourage and are responsive to their employees, provide them more challenging assignments, and offer additional assistance and support whenever needed.
The phenomenon commonly referred to as the Pygmalion Effect stresses that achievement mirrors expectations more than individual ability. An individual’s performance is affected by his or her self-image. This concept sets the boundaries of individual accomplishment. Its main principle supports the belief that employees can work up to and beyond their own perceived abilities by rising to meet the expectations managers have of them.
Managers have the ability to alter overall performance through expanding their employees’ self-confidence and by building their self-esteem. These actions impact performance by expanding individual personal perceptions of what one can accomplish.
The nature of business means employees must deal with daily stress and inevitable missteps and failures that impact their self-esteem and confidence. Managers can positively support their employees by keeping the Pygmalion Effect in mind. They can build expectations that employees will readily overcome any setbacks and continue to work toward success.
A manager’s attitude toward their employees also directly affects their performance. They are often astonished to discover that when employees are given a chance to prove themselves, they display more talent and ability than the manager initially imagined.
The second aspect of increasing productivity is the level of attention provided by managers. Attitudes, expectations and attention establish what gets done and how. The Hawthorne studies show that the time and attention invested by management is directly proportional to results. In most organizations time is the scarcest of available resources. Employees understand that when a manager is visible to them, he or she is investing a valuable personal resource in their performance. Consequently, a visible manager is an effective one.
When most people think about leadership, they perceive it to be found only at the top levels of an organization. However, in reality, effective leadership takes place on a one-to-one basis. Managers work directly with each of their employees to enhance their capabilities and personal commitment to achieve positive results. The power of a single manager’s attitude, expectations and attention can impact productivity and positive results more radically than anything else.
Organizational changes actually occur on individual levels. Good managers understand that success occurs slowly but consistently, one small change at a time. While each single change may not appear meaningful unto itself, when measured across time and the entire workplace, the impact is enormous.
When managers positively impact their employees’ performance to increase their productivity step-by-step, they begin to contribute consistently and successfully toward the achievement of the organization’s goals. Each small success builds ongoing commitment. Overall change occurs because everyone has a chance to commit and contribute to it. Progress is the result of many things being done differently—not major management decisions.
Excerpt: Motivating Employees: Pinpoint Management Skill Development Training Series. (Majorium Business Press, Stevens Point, WI, 2011) $ 17.95 USD
Related:
Five Critical Steps to Maximize Performance
Performance Plans Create Results and Maximizes Performance
Objectives Allow Managers to Focus on Obtaining Results
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2014 Timothy F. Bednarz, All Rights Reserved
Do These Four Common Pitfalls Undermine Your Meeting’s Effectiveness?
There is something about face-to-face meetings. They continue to perform much better and provide a greater usefulness than any other means. Today’s modern web casts, video conferences, online discussions and chats etc. have continually tried to replace or surpass them in terms of generating better outcomes, but have never succeeded. If no meetings existed, work related satisfaction as well as task attachment, and certainly, company loyalty, would be extremely limited or in some cases, non-existent. That is why it becomes imperative to avoid problems that can easily ruin potentially productive meetings, and spiral them into dismal, time-wasting ones.
Designated meeting times may be the only time you, the leader, will be viewed as a guiding force, rather than a task master that is associated with “simply doing your job”. That is why it is so important to plan for smoothness of operation and flow in order to take advantage of the opportunity a meeting provides.
Selection is Key
To remedy meeting concerns before becoming real problems, it is crucial to identify potential pitfalls upfront. One key issue to consider is who should be selected to attend the meeting and addressing why the person’s attendance is essential for what the meeting is designed to achieve. To accomplish this purpose, the first step should include a careful scrutiny of potential participants. Keep in mind that any meeting tends to define a specific team, group of individuals or unit. Those who participate will belong to it. Those not invited or involved in its interaction never will become a component of its pool of shared knowledge, insight, experience, judgment and experience.
Consider the Meeting’s Collective Aim
A meeting needs to be the place where every participant learns the collective aim of the group. Its members must be able to define the way in which personal and collective work is able to contribute to outcomes that will characterize its overall success. The process needs to be used as a ‘commitment vehicle’ for the decisions being made through the group of its participants. It must also become a reinforcement tool for the objectives being pursued through it.
Newly Established Meetings Are More Challenging
An initial meeting gathering needs to be recognized and viewed as an “automatic status forum”. Initial encounters tend to evolve into an opportunity for its individual members to find out their relative standing within the group. Always expect some struggle for dominance and competition for top positioning, as well as some forceful attempts at intimidation to establish importance. Established meetings do not typically exhibit these same issues.
Focus on Maintaining Positive Discussions and Outcomes
One important function of a meeting is to become an interactive place where revisions, updates or additions take place to enhance and move forward its agenda or project etc., as well as what it knows as a group. It is necessary to allow this to take place within safe borders, well-defined standards and adhered to guidelines. Also remember that a meeting tends to establish its very own culture. This is why it is so important to give great consideration to what it is supposed to accomplish and how you want it accomplished.
Common Pitfalls:
Not Planning For the Total Process
Committee and subcommittee types of meetings including work groups, project teams and/or boards tend to constitute the greatest number of meetings taking place in today’s business environment. Distinctions other than those of size will directly affect their nature, so make it a point to include a meeting’s frequency, composition, motivation and problem solving process into your thinking and meeting development.
Not Establishing the Proper Size of a Meeting
Most meetings tend to become ineffective due to sizing problems. Positive outcomes tend to become seriously threatened when too many individuals are present at any one meeting. It is found to be best if four to seven people are assigned to attend an individual meeting. Some meetings can tolerate up to ten individuals, but then expect the number to slow the agenda and discussions down. Never expect to have a truly effective meeting with twelve or more attendees.
If numbers become a concern, there are several things you can try to get them down effectively.
Analyze Your Agenda
See if there is some way to segment the meeting time into various sections or segments. Perhaps you can arrange the agenda so that not everybody needs to be present for every item being listed on it. This may allow some individuals to leave at various points throughout the meeting, or provide a window for new ones to arrive for inclusion into certain points and topics of discussion, especially ones that are crucial for them to offer input or take away critical information.
Not Determining the Proper Number of Meetings
Determine if two or more separate but smaller meetings may be more effective in the long run than one larger span of time. Think through the agenda to notice where breaks in objectives occur. Perhaps multiple meetings may be the solution for enhancing outcomes and timetables. Most times these smaller ones tend to get more intense and as a result, get more done in a faster, meaningful way.
Not Carefully Examining Meeting Program Points
Scrutinize your meeting points and program. See if it can be arranged and broken into several meeting components, rather than simply following one continuous meeting flow? Is it possible to give various members selective informational or decision-making points or items of importance that directly affect their particular area(s) of responsibility or work areas at least one week in advance in order to discuss and thrash out the predetermined topics or items? Follow this by perhaps allowing them to select one representative to join the actual meeting. This person becomes the total group representative, spokesperson and liaison.
Related:
7 Ways to Use Change to Increase Performance
The Four Building Blocks of Intelligent Decision-Making
Six Critical Issues To Consider When Solving Problems
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2014 Timothy F. Bednarz, All Rights Reserved
Building Critical Thinking Skills to Enhance Employee Comprehension and Decision Making
In employee led groups or in an individual context, individuals can begin to take over the responsibility of using questions to help foster a deeper understanding of material, information, key concepts or issues.
Through the use of questioning, employees engage in a social process that is fundamental to learning. Individual learning and self-development begin on the social plane, through interactions where employees think and respond with others who possess varied levels of knowledge. Employees should take an active role in exploring, finding and researching answers to their own questions.
Through self-inquiry based questioning, individuals develop questions that need to be answered and then research the answers to support their thinking and responses. Inquiry is not always a specific question, but can be simply a contemplation about something that needs to be investigated further. There is usually not one correct answer to meaningful questions of inquiry, but through the process, employees actually gain understanding, generate more questions to ponder, and find further issues to research. This technique helps provide a structure for looking through information and sorting out relevant from irrelevant facts, sources and data.
Within the process, it is important to eliminate incorrect information, confirm reliable information, and ask further questions about the meanings and implications of certain words and phrases. After the discussion, they review and confirm the accuracy of summarizations and understandings.
Questions have the ability to buttress comprehension. Their intended use is to make the sharing of new information a collaborative process, with shared responsibilities for ongoing discussions and conversations as well as problem solving outcomes.
Within the questioning process, it is essential for employees to invite questions that effectively probe for understanding. One effective method is to apply “why” types of questions that tend to redirect an individual’s attention. An example is, “Why are you sure that when you say ____ will happen, it will?” It is also important for employees to ask questions that model comprehension monitoring, “Does (this) or (that) make any sense to you?”
POSSE Questioning
POSSE questioning is an effective framework to guide employees to facilitate better comprehension, particularly when solving problems. POSSE stands for:
- Predict (predict what will happen as a result of the problem);
- Organize (organize knowledge and ideas into categories and details);
- Search (read to identify key ideas and details of problem-related parts);
- Summarize (identifying the main problem rather than its symptoms);
- Evaluate (ask a question, compare, clarify and predict).
Within the POSSE framework, questioning tends to be embedded in the Predicting, Searching, and Evaluating stages of problem solving and is structured in a “Shared Inquiry Discussion” format that is designed to promote creative, thoughtful and critical thinking. As such, the leader continues to play a key role in the inquiry process. Within this framework, however, he or she avoids asking employees’ questions that tend to cause them to speculate about something that is outside immediate, contextual boundaries. He or she also avoids questions that tend to require making predictions about something.
Applying the POSSE Framework to Make Questioning Visible
How can employees become proficient in using questions effectively in their own problem solving/work-related situations? There are two major challenges associated with this question. First, while widely existing in any workplace, questions are so common that employees tend to simply take the process for granted, rather than analyzing how the process of questioning works. Which is, how questions are formed, the purposes they serve and the information sources they probe. Second, even when the questioning process is discussed and detailed to make it “visible,” employees still need opportunities to engage in active questioning practices themselves. The goal of the questioning process should be to increase and enhance proficiency in seeking out information and to generate higher levels of insight and understanding.
There are specific ways in which to practice the skill of questioning for reaching this goal:
Think Aloud Sessions
A “Think Aloud Session” is one way to make a relatively common or invisible process like questioning to identify important information more visible by allowing employees to share insights, reasoning and perceptions through the art of inquiry and the language of questioning to generate positive results. When a leader applies Think Aloud Sessions, they should model or demonstrate “Questioning Use Strategies,” and the vocabulary of “Question-Answer Relationships” (see below).
Creating Question-Answer Relationships (QAR)
A Question-Answer Relationship is an effective questioning strategy, which emphasizes that a relationship exists between certain questions asked, the material presented, and the background of the responders. In this strategy, employees need to rely on four question/answer relationships or descriptors to find the information they need in order to effectively answer the question(s) being asked.
Question-Answer Relationships help employees and the leader develop a shared, common language for discussing and understanding how particular questions are designed to function. The leader may need to introduce QAR and to explain the four types of question/answer relationships that it encompasses:
Consider and Explore – The answer exists, but employees need to put together different pieces of information to obtain it. This is the most common QAR.
Right Here – The answer resides within the question and is usually easy to comprehend. The information is found without much effort.
Question Asker and Me – The answer is not explicitly stated. Employees need to think about what they already know, what the leader tells them, and how both pieces of information fit together in a meaningful way.
On Your Own – The answer is not physically given or implied. Employees should be able to answer the question without reading or researching information, simply by using their own experiences and background knowledge.
QAR Brings Together Knowledge and Information
This is information and knowledge that employees need to draw upon in order to answer particular questions, through various inquiry strategies. For example, a question asked could require a response that is part of the respondent’s background knowledge, or an “In My Head” response. In contrast, another particular question may require a response that needs to be obtained from past readings about something in particular.
Asking a question such as, “Have you ever been surprised when our production line shuts down?” cannot simply be addressed with information from reading something, even if what was read about tends to describe a situation like the one being asked. Further, a question like, “What might we do if and when the production line breaks down?” requires both an understanding of the dilemma and the ability to draw on one’s own background to solve the problem in a new way. To gain a better understanding for how the QAR relationship works, and why it is important, the process should be focused on question asking and answering within workplace contexts and their activities.
Excerpt: Effective Questioning in the Workplace: Pinpoint Leadership Skill Development Training Series (Majorium Business Press) $ 19.95 USD
Related:
The Six Phases of Critical Thinking
Decision-Making Begins When an Action Needs to Be Taken
Leaders Need to Focus on Questions Rather Than Offering Answers
Six Critical Issues To Consider When Solving Problems
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2014 Timothy F. Bednarz, All Rights Reserved
Four Primary Leadership Roles and Responsibilities
A leader’s specific roles are determined through the four basic leadership responsibilities of directing, coaching, supporting and delegating. Specific responsibilities will fall into one of these four categories. In leadership practice, one must master skills in all areas in order to effectively lead others under their direction.
Effective leadership is not happenstance; it follows specific rules revolving around these four basic areas of responsibility. Leadership skills can be learned and developed, even if an individual does not have a natural tendency toward leadership. More importantly, once learned and applied, these rules make a leader more effective and productive as he or she learns to work, direct and guide others toward the mutual accomplishment of goals and objectives.
Developing strengths in each of the four leadership roles allows a leader to read specific situations accurately and know what communication style is best applied.
Directing
Directing refers to how to keep work tasks and activities on the right track. A leader’s direction is what makes or breaks problem solving as well as determines the effectiveness of an approach to an assignment or task, the maintaining of momentum until its completion, and whether it is done by deadline. There are several ways to generate good direction techniques. These include:
Explain things completely and include the ‘why’s’
Leaders learn early on that the best way to gain support and trust from their employees is to explain all things in their entirety. Once people understand why something is important or necessary, they generally rally to the call of that which needs to be done or addressed.
Remain visible
Leaders understand the power of their presence at all times. Nothing deflates the workforce’s motivation and desire to achieve more than to be left on their own with no visible means of support or direction.
Objectively consider opposing points of view
Leaders consider situations, problems and solutions from various viewpoints, as the input from as many individuals as possible expands their capabilities to effectively frame their direction.
Coaching
Coaching refers to when a leader knows where he or she wants to go and remains in control of the task but needs to lead others in developing a mutual support network. Coaching instills the desire to achieve and builds a dialogue bridge between the leader and those under his or her charge. This motivates employees and positively changes attitudes toward the work assignment. To do this effectively a leader must make an effort to:
Incorporate the word ‘we’ into all conversations
Effective leaders eliminate the word “I” because it denotes a singular rather than cooperative effort. The very meaning of the term “coaching” implies a team effort.
Listen for objections and areas of misunderstanding
Effective leaders who coach well develop the skill of eliminating objections by developing an effective dialogue and creating clear and concise responses.
Offer explanations addressing the ‘why’s, what’s and how’s’ of the problem or task at hand
Good coaching depends upon complete understanding. Motivation and confidence comes from understanding the expectations a leader has of those involved in a given task, assignment or problem solving situation.
Supporting
Managers cannot be effective leaders unless they actively hone their supporting skills. People look warmly on leaders who actively work to support them emotionally as well as physically. When leaders actively work to support the people under their charge they:
Acknowledge individual efforts with comments of praise and positive support
Leaders are not afraid to say “thank you,” or “you’re doing a great job,” or whatever it takes to instill confidence in an individual.
Disclose their own feelings openly and honestly
Leaders are not afraid to reveal their “inner self.” Trust and loyalty are built on disclosing inward feelings, concerns and desires. Readily and honestly opening up builds encouragement and perseverance on both sides.
Never hesitate to ask, ‘What’s wrong?’
Leaders allow themselves to get into the thick of a situation or task, and are quick to share the decision making responsibility, but know when to relinquish control in order to gain extra participation and involvement.
Delegating
Leaders know and understand their people. They know their strengths and weaknesses as well as what motivates and frustrates them. Effective delegating relies on the ability to select the proper person for the specific task or role. Leaders develop good delegation skills by:
Briefing the delegate
Leaders leave nothing to chance when they delegate. When delegating, it is vital to explain exactly what expectations the leader has of the delegated individual.
Having confidence in the person they select
Leaders do not select individuals for an assignment according to their job descriptions or the salaries they command, they look for people with the skills, abilities, perseverance and motivation to get the job done and done well.
Not abdicating responsibility, but allowing individuals to decide a best course of action for themselves
Leaders monitor and weigh these individual decisions, but never advance their own leadership position for a particular course of action unless they assess it to be the best one.
Excerpt: Leadership Roles & Responsibilities: Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011)
Related:
You Are Judged by the Actions You Take
Emotional Bonds are a Reflection of a Leader’s Effectiveness
Six Ways to Enhance Your Personal Credibility
Can You Be Trusted? The Answer May Surprise You
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2014 Timothy F. Bednarz, All Rights Reserved