Monday 27 August 2018

ARE YOUR MICROMANAGING OR HOLDING PEOPLE ACCOUNTABLE? THERE'S A BIG DIFFERENCE

A great post by dave craft!

How would I know if I am legitimately holding people accountable or hurtfully micromanaging them? 
Some of you may have taken the DISC assessment (which I use with all my coaching  clients.)  There is a section where it compares how you perceive yourself with how others perceive you.
For example, strong visionary types might see themselves as:
  • Pioneering
  • Positive
  • Assertive
  • Confident
 On the other hand, others may see them as:
  • Demanding
  • Egotistical
  • Aggressive
  • Controlling
One of these comparison situations that has gotten a lot of leaders in trouble is:
1.  They see themselves as appropriately holding people accountable
2.  Others see them as inappropriately micromanaging as they stifle creativity, innovation and gifting
Honestly, I have fallen into that situation myself.  I want to see things done in a certain way and, at times, rob people of doing it differently but still effectively.
I think the key is for a leader to work with people in such a way so as to keep the person motivated, encouraged and producing results without clipping their wings or doing all of their thinking for them. I am sure that trust plays a good part in this. The more I trust people, the less I need to “keep an eye on them,” which is negatively perceived and experienced as micromanaging.
If I don’t trust them to do what they have been assigned to do, I will more than likely wind up over-controlling them in some way and not see it for what it is.
The fact of the matter is that the more freedom you give people to fulfill their roles the way they’d like to, and are gifted to, the more satisfaction they’ll get from their work and the more quality work they will do.
If leaders insist on doing all the thinking for their organizations; if everything has to be done their way, what’s left for the people who work for them to be proud of-- proud in a good sense.
How much personal satisfaction can there be in doing a job where people are asked to do things that are pretty much planned and dictated by someone else? Unfulfilled and controlled people can be just as serious a problem in the church or market place as inefficient methods.
Creating a climate that gives people a high degree of independence takes a lot of leadership skill.  It also hinges on the content of a job along with the judgment and ability of the person handling it. 
As a leader, if you have been accused of micromanaging (and are beginning to believe you are), here are a few ideas for you:
1.  Give capable people a clear idea of the results you want to achieve and leave the methods to them. Together, establish some stretching but realistic agreed-upon goals and then set them free to accomplish them in their own way.
2.  Suggest methods rather than dictating them, with the understanding that people are free to devise something better.
3.  Consult people affected by a problem or a proposed change, asking them for their ideas, regardless of whether you think you need them or not.
4.  Enrich jobs by delegating decisions as far down the line as possible.  If a person on your team (or in your employ) is capable of making certain decisions effectively, why have it referred to someone else?  Read “Levels of Authority” by Michael Hyatt found under the “Articles” tab at DaveKraft.org for some excellent ideas on how to do this.
5.  Guide people to think of constructive suggestions you may already have in mind as opposed to simply announcing them yourself. Personal ownership empowers and motivates.
6.  Get weigh-in and buy-in before making decisions. People who have input in the development of a plan are much more likely to be interested in carrying out that plan.
7.  Eliminate as many rules and regulations as possible and allow people freedom and creativity as long as they produce excellent results. Let’s be honest. A lot of rules, policies and guidelines exist because we don’t trust the people we’ve hired (or recruited as volunteers) to work with us.
Leaders who successfully practice these seven ideas will enjoy excellent morale and discover that people actually get more done and do it with a great attitude. 

Thursday 16 August 2018

THE ONE BEHAVIOR THAT MOST ADVANCES YOUR LEADERSHIP

A great post by Dan RocKwell!

Seeking feedback is at the top of the biggest leadership failures. 

Everytime I’m asked about giving feedback, I ask, “What are you doing to seek feedback?” I do this because leaders model the way. 
“Example is not the main thing in influencing others. It is the only thing.” Albert Schweitzer
Excellence and feedback:
Imagine practicing foul shots or field goals but never seeing if they went in. You could practice for weeks but never improve.
Excellence requires passion, persistence, principles, clarity, direction, and more. But lack of feedback always holds you back.
Sadly, feedback from employees suggests they seldom receive sufficient feedback.
If you aren’t giving enough feedback, you aren’t getting enough feedback either.
Two questions:
#1. How can you ask for feedback and not feel subservient to others? 
Serving is strength; subservience is weakness.
Seeking feedback indicates strength.
Inviting feedback suggests the strength of passion and resolve to make progress. 
#2. How can you ask for feedback without others feeling superior to you? (Questions from a workshop participant.)
  1. Consider feedback a two-way exchange. One directional feedback encourages superior to inferior dynamics.
  2. Divide the exchange of feedback into separate conversations. Ask for feedback but don’t give feedback during the same conversation.
  3. Engage in open ended feedback conversations. “Let’s talk about how I’m doing as a leader.” (But avoid any hint that you’ve asked for feedback as an excuse to give it.)
  4. Extend honor. Protecting the ego of others opens the heart to receive tough feedback. People need to feel important, useful, even powerful. Exchanging feedback isn’t a pissing contest.
Two observations:
  1. “How am I doing?” usually results in useless feedback.
  2. “How is my hands-off approach working with you?” invites specific feedback about behaviors. 
Useful feedback is specific and timely.