Are you overwhelmed? We will help.

If you are a manager or executive and you are barely above water with your workload, we have two free activities that will help you. The only commitment you must make is a bit of quiet time (about an hour for each activity) and a commitment to be patient with these processes and honest with yourself.

I often receive calls from leaders who are overwhelmed. I have suggested these activities to leaders so many times that I decided to just put them here so anyone can get relief.

This will not fix everything, but if you follow the steps and take the actions, you will get back an important measure of control. It’s well worth the time.

Here you go:

Activities for overwhelmed Executives and Managers

And we are always here to help with longer-term coaching plans, team dynamics, delegation strategies, driving organizational change and other needs.

Good luck!

Money is tight. Why not add another Executive to your Organization?

You can add a top manager to your team in the coming weeks without putting a dent in your budget or making your organization top-heavy. It is possible. And you don’t have to listen to me on this one but see what Peter Drucker has to say on the topic.

From the Effective Executive (with gender normalized):

“The individual who focuses on efforts and who stresses downward authority is a subordinate no matter how exalted their title and rank. But the person who focuses on contribution and who takes responsibility for results, no matter how junior, is in the most literal sense of the phrase, “top management.” They hold themselves accountable for the performance of the whole.”

So, dedicate time with one motivated employee (no matter how junior) over the coming weeks and talk about results, and specifically, about their contribution. According to Drucker, you’re creating another top manager.

And he goes on to say:

“For every organization needs performance in three major areas: It needs direct results; building of values and their reaffirmation; and building and developing people for tomorrow.
The focus on contribution itself supplies the four basic requirements of effective human relations:

  • Communications
  • Teamwork
  • Self-Development and
  • Development of Others”

In these stressful times, we need really strong organizations. Don’t miss this opportunity to strengthen yours.

Start with these important questions:

  • Who will your focus on as your next “top manager”?
  • How will you talk about their contribution in the context of results?
  • But first, consider:
    – Are you behaving as an Executive focused on Contribution? Or have you lately been dragged down and focused “on efforts and stressing downward authority” (behaving as a subordinate)?
    – What adjustments do you need to make?

School’s Open(ish), Lead Carefully

A simple action taken now can make a world of difference.

Two months ago, I launched a small study to learn more about how my clients and some former trusted colleagues were leading under pandemic conditions.  I asked them specifically about what was working most effectively with their remote teams.  The significant and common message in almost every one of their responses: actively demonstrate empathy, compassion and flexibility.   These are some very commercial executives and they emphasized understanding and kindness as keys to getting results in the face of great stress on their businesses. 

When asking executives, you might expect a high-minded and strategic response. In this case, they agreed on simple action: Just make time to listen.  

That was July.  Now factor in the difficulty for working parents as they try to navigate the safe return of their children to school.  The situation is fluid and there are many approaches.  Some schools in my area are meeting in-person (with precautions), others are still 100% remote for all students and there are many flavors of hybrid schemes to reduce the number of students and teachers on site at one time.  It is not an easy situation for anyone involved and it is turning up the seemingly relentless stress level on families with working parents

So, I emphasize the need for leaders of remote teams to take simple action: 

  • Make dedicated time to listen to each of your team members and see how they are holding up (especially working parents). 
  • Put it on your calendar this week to check in.  Repeat periodically.
  • See where your understanding and flexibility can help.  This may be just the right time.
  • You’ll need a healthy team for sustained performance. 
  • Act.
  • If you are already doing it, good.  Keep doing it.  Don’t stop.  Not yet, anyway….

A new decade! Is it time for the Annual Holiday Layoff to die?

I love to hear from friends and former colleagues around the holiday season! But over the past decade, I have learned to hold my breath as I open emails and messages. I always want to hear news of career progress and growing families, but 2019 once again brought painful stories of holiday season layoffs in the New York area. 

The Annual (holiday) Layoff:  We know layoffs are bad. So why do some (usually large) firms, seem to do them annually?  

Many firms have calendar year fiscal cycles and feel pressure to hit performance targets.  For some, the method used to do this is to shed staff at the end of the year – often around Thanksgiving, Hanukah and the Christmas holidays.  The traditional time of counting blessings and celebrating with family and friends, is turned into a time of stress, dread and sadness for the beleaguered employees of these “Annual RIF” firms.

So, what happens when Layoffs become Annual Events?  (You probably already know):

A low-grade, persistent fear slowly sets into the culture.

  • Every day is a mini battle for job survival.
  • Self-preservation begins to eclipse individual or team performance
  • CYA wins the day

Innovation slows down.

  • Real innovation requires experimentation and a willingness to fail during the discovery process.  People are increasingly afraid to fail and abandon experimentation in favor of the relative safety of the “tried and true”.

All Projects in Green Status.

  • At certain times of the year, it is personally risky to report bad news…so people find ways to hide or defer it.
  • Small ‘fires’ go unreported…. until they are too big to hide.
  • People back away from complex problems instead of attacking them.

Performance management goes out the window.

  • Annual ‘rank and yank’ at layoff time means that keeping bad performers until the year-end “reaping” becomes the norm.  Day to day performance management skills atrophy as managers are no longer trusted / required to improve or manage out bad performers during the year.
  • It becomes a discouraging environment for conscientious managers and strong performers, but a fertile ground for mediocre performers who can “work” the annual system.

A growing cynical malaise.

  • Looking good for the annual evaluation trumps actual performance.
  • It becomes about playing the annual ‘game’.

Human Resources loses traction.

  • They gradually become the annual grim reaper
  • People may even avoid confiding in them

Breaking the Cycle is Not Easy:

How do executives of large firms avoid the temptation of Annual Layoffs and still get the ‘Benefits’ of meeting financial and transformational expectations in challenging years?

Answer: It is good old-fashioned, Druckerian, hands-on management.

There is no hack for this – we must create an environment where overall performance and operational discipline combine to reduce the likelihood of layoffs.

Leaders just do the job:

Constantly talk about Firm and Departmental performance at ALL levels:

  • Relentlessly align people to strategy
  • Make everyone responsible for knowing the market you are in
  • Be seen – be relentlessly visible in the organization

Train, evaluate and demand performance from your managers – at all levels:

  • Understanding the market and aligning teams to the firm’s strategy
  • Communication at all levels (especially listening) and striving to create clarity
  • Constant feedback and performance management
  • Delegation and asking for more – always building depth and successors
  • Evaluating and attracting talent
  • Understanding financials and fiscal responsibility
  • Recognizing people for good performance, mutual support, teamwork and innovation

Create Systemic Transparency:

  • Adopt a system to ensure the accurate reporting of progress at all levels
  • Balance the value of honesty vs. delivering positive news
  • Discourage unnecessary protocol – encourage open doors
  • Relentlessly focus, measure progress and demand top performance on your strategic imperatives.  Every day.  Every damned day.

Let’s resolve now to do this! 

  • Demonstrate and expect real performance management all year
  • Demonstrate and expect real financial control all year
  • Evaluate every month (or at least quarterly) and course correct all year
    • At the end of the year, no surprises or need for reductions
  • Here’s to a new ethical and prosperous decade – the 2020s.

Some last thoughts:

First off, let’s face it – there are likely no firms that do Annual Layoffs as a practice.  There are a number of firms that have had layoffs in various divisions in the last few years in a row.  My point here is this:  It does not matter what the whole firm actually does:  If people THINK layoffs have become Annual at your company, then you have this problem…and the clock is running on you.

And I think it gets better!  I am optimistic that the number of firms that have Annual (or near-Annual) Layoffs will dwindle to near zero by the end of the ’20s.  Transformational technology and the need to innovate will require these firms to re-think their practices in order to attract and retain talent, or they will be eaten.

Reflection Questions:

  1. As a leader at a firm doing frequent annual layoffs, how can you effectively start a dialog to change?
  2. What actions are within your power as a leader to mitigate damage to your organization’s performance?

Deep sigh. Let’s Talk About Layoffs.

Why do layoffs happen in the first place?

They are a corporate reality that can be caused by many things. 

It could be an under-performing product line, a department that does not hit sales targets, the impact from a merger, a company that falls behind the technology curve or did not anticipate market events or it could even result from large-scale economic downturn.

So many reasons.

These things happen… a lot. They just do. 

A staff reduction is something that a firm does with extreme reluctance – a sacrifice made to head off a major problem at the firm – a last resort… a failure of the firm’s leadership to anticipate something important.   

Damage from Layoffs:

Layoffs may address a potential problem, but they also damage the Fabric of an Organization:

  • The flow of information is interrupted, impacting productivity
  • Projects are impacted and so is quality
  • Customer service may suffer
  • It breaks the unspoken trust that employees have with their employer (I will trade you my best work and my time for employment and support for me and my family)
  • People lose friends and colleagues

Just the rumor of a layoff creates fear, which can drive survivalist behavior and impact teamwork.

Benefits” of Layoffs: 

What!?  Benefits?

Layoffs can quickly help address pressing financial problems by closing expense gaps. They are a tactic to drop the bottom line to meet or exceed the margin expectations of shareholders, investors or analysts. They can also help expedite an organizational transition like a large relocation or outsourcing plan which can improve financial targets. In times of stress, a layoff can take some pressure off senior executives by tactically addressing the financial picture. In extreme and rare situations, they may save a troubled company.   

Here’s where it can get ugly:

In some larger firms, there is immense pressure on executives and boards of directors to meet company performance expectations. Due to large company complexity, these execs may not directly ‘feel’ the employee culture in global or even regional locations. In the executive suite of a large company, they may be closer to the tactical benefits of layoffs than are with the cultural damage that is caused by them.  In some of these firms, they can be tempted by the annual boost they can get to their financials – and layoffs can become annual events.

Reflection Questions:

  1.  When a layoff is the only option, what are some ways for firms to mitigate the cultural damage?
  2. Once a layoff is over, what are some steps for firms to take to ensure that an event like this is not repeated?

What’s a Compelling Team Formula that lasts – for 40 years? It’s on TV every week.

The recipe for today’s popular cable “makeover” project shows is to have attractive hosts make us feel good by presenting and solving problems in a single episodeThis Old House features a group of average-looking professionals renovating a single house per season.  Even cast members did not expect this show to survive beyond its first year.  How are they doing this?  

Last weekend I watched the 40th Anniversary special for This Old House on PBS.  I always enjoyed this show.  Each season, their journey includes the history of the area, the home, and the plans for the renovation with the homeowners’ objectives.  Each project takes the entire season and highlights the technique, materials and technology used to execute the plan and solve the problems that inevitably arise along the way. 

Why is their formula still drawing an audience in the era of instant gratification?  I like to think it is simply Competence and Respect.

  1. Competence:  The core cast of the show consists of the host and a small group of seasoned professionals.  The latter are masters of their respective trades; carpenters, contractors, plumbers, electricians and landscapers.  The cast professionals know their stuff and we observe old-school methodical craftmanship while they embrace (and explain) modern technological technique.  The host ties it all together, providing the viewer a light narrative with good humor, clarity and context.
  2. Respect:  The cast members respect the work they do, respect one another and treat the homeowners and the local professionals they work with on each project with decency.  They explain things clearly and with care.  They approach problems and mistakes with patience and curiosity.  They have fun, using gentle pranks and self-deprecating humor to break the tension that mounts in the face of obstacles. 

Why I watch:

  • I see sound motivation technique; a clear view of the conditions and parameters of the project, so all involved – including the viewers – have a stake and realistic expectations.
  • Camaraderie, technical skills and resourcefulness in action are just compelling to me. Heck, this is why people watch Seal Team (though the action factor is a bit different).

What I take away:  

When working with a firm, I will come upon the occasional group that has a reputation for good results and positive culture over time.  I sometimes call them Anchor Teams. When I ask about their success, they often give good fortune and one another the credit, but it is always more than this.  Anchor Teams can be hidden drivers of intellectual curiosity, harmony and high standards in an organization.  People on these teams can be observed encouraging one another and kidding one another, but always asking one another for more.  For a leader, there is always something valuable to learn from these special teams, but only leaders who really engage with their organization get to see this. 

As for This Old House – Sure, I think it might be uglier when the cameras are off.  Every home project is messy, and these people are performers in addition to being skilled builders.  There will be competition, friction and disagreement.  But, at This Old House, the producers, directors and cast members do their jobs well.  I can’t see the drama on Sunday evenings – I see their core Anchor Team at work, and I see Competence and Respect.  I am grateful for this.

Once a week, I can enjoy being part of their project and imagine (and hope) that their behavior and standards are still held in high regard.

Congratulations to This Old House on 40 years of success!

Discussion:

  • Where do you see Anchor Teams (with a reputation for good results and positive culture) in your organization?
  • How do you expand their value without damaging their successful formula?

Do you want to be a top-performing leader? Congratulations! You just signed up for a career-long learning journey

It’s as simple as this.  The extent to which you deviate from this path, you will be putting your leadership and results objectives at risk.

Have you ever worked for a person who came to work every day, did their thing and went home? Perhaps someone who did not necessarily welcome new ideas and did things a certain way because that is the way they have always been done.  These were good people with families, hobbies and dreams … but trouble was coming for them.  The ones that tried to hang on to their familiar methods were usually unable to do so.  They developed problems retaining good people, getting along with colleagues or maintaining team performance.  We have all come across people like this.  Do some of these people survive over time in a company?  Yeah, it happens… but these are edge cases and I believe it calls the entire organization into question.

It may seem obvious that continuous learning is a critical element of success for leaders, but it has never been more pressing than it has in recent decades.  I graduated from college in the mid 80s (last century!) and I have identified over 25 transitional learning experiences that enabled me to adapt to evolving business conditions, technologies and roles in my journey from entry-level to C-level and, recently, executive advisor and coach.  I started a long time ago – heck, the first five years of my career went by without email, and seven more without the Web.  It is a completely different game for us now.

If you are graduating from college now, your choice of major is important for getting opportunities but, more importantly, you must prove to yourself and others that you have the sustained ability to learn and adapt.  When you know that you can adapt to circumstances and expand your portfolio of skills as needed, you will be able to take on new assignments with confidence and an open mind.  In the coming years, you can expect the business and technological environment to evolve so rapidly that you must be ready to career switch multiple times along the way. 

The journey will include developing yourself (and others) in the following areas:

  • Personal Development
    • The obvious ones: ethical behavior, workload management, using time effectively, sensing an audience, communicating effectively, etc.
  • Management Skills
    • Understanding your responsibilities, getting to know your people, communicating about performance, asking for more, pushing work down, working with business metrics to drive and measure performance, etc.  Read the book.
  • Leadership Skills
    • Handling stressful situations effectively, attracting and developing talent, generating organizational momentum, instilling confidence, succession planning, enterprise metrics for results, driving a positive culture, etc.
  • Keeping pace with Business and Workplace evolution
    • Studying your company, understating the market you are in, developing a good understanding of all aspects of the business and the customers, strategy, sales, marketing, product development, operations, supply chain, technology, finance, etc.
  • Keeping up with Technology and Innovation
    • Automation, globalized work force, the use of new technologies across all aspects of your business, your market and your customers, embracing experimentation and partnerships, etc.

Are you doing (or at least planning) some development in all of these areas and setting an example for the people you lead, or will lead? 

Let’s start on a plan.  More to come on this topic.  But a great conference is a good place to start.

SARIP (Stop and Read it Please) book for June 2019

The Effective Manager by Mark Horstman, Wiley, 2016.

In my work as an advisor and coach, when I am working through management problems with clients, this book is my gold standard.  It is the only book that I know that can fundamentally change results for a manager in under a week.  It is a quick read that lays out a simple framework for building relationships, talking about performance, asking for more and pushing work down.  It has made a difference for every manager I know who has read it and put the guidance to work.  I have purchased and gifted more copies of this book than any other and it has only been out since 2016. 

  • New managers:  Use this guidance and you will be effective immediately, it’s that simple.
  • Experienced managers:  Pick it up and re-read it every few years, mark it up too.  It will yield clear, noticeable results each time.
  • Executives:  Read it and put it into action.  It will resonate across the organization and amaze you as it takes hold and raises the bar of professionalism.  Once you make it your own, gift the book to the managers on your team and talk about it with them.  When you set the example, people will step up.
Horstman’s Book, The Effective Manager

Here’s the best part:  The book is supported by a massive foundation of free podcasts.  Thousands of free podcasts that are organized into logical business categories are to be found at http://www.manager-tools.com.  

Following the behavioral guidance from Manager Tools changed the trajectory of my career.  It was a tremendous gift and it is freakin’ free.  Michael Auzenne and Mark Horstman have given away training that would cost hundreds of thousands of dollars.  I am not sure what this says about them as profiteers, but it speaks volumes about the type of people that they are.

Want results?  Buy and read The Effective Manager.  Want to fundamentally change your portfolio of management skills for the better?  Then dig into the Manager Tools podcast library as well. 

SARIP.