Mike, Author at The Third Zone - Page 12 of 55

Feb 03 2022

The Redefinition of Effective Leadership in a Post-Pandemic World

For the past two years and unfortunately going into year 3, so many aspects of our lives have been unraveled and turned upside down. In many ways we have found ourselves transported into a very unfamiliar world. Ways that we did things successfully just don’t work and we have all been forced to find our footing in what seems like a slippery slope. One place that this has been required is in leadership roles within the business world.

At the onset of COVID it was hoped that within some few months we would return to a normal that was known and comfortable. We believed or at least hoped that this was a short-lived blip and made changes in the way we needed to operate that would get us through these times. However, that simply is not the apparent case. A post-pandemic era is going to require leadership to be redefined and apply innovative approaches to teaching and learning.

Success going forward for those in any position of leadership within an organization will need to seriously consider and address their approach to the still emerging new normal. This is a given that forging a way forward on this path will require. Here are some of the types of changes and sensitivities that this will demand.

Cameras ON during all meetings – not an option going forward
- Working remotely diminishes any sense of real connection between participants. A growing complaint throughout these challenging times has been that in a zoom style meeting more cameras are increasingly turned off. This often includes managing participants. This takes an already challenging situation and compounds it big time.

Altered leadership approach

Building rapport and understanding requires being able to see non-verbal cues as well as what is being said. Cameras on allows one to comprehend and understood by other participants.

It can’t be ALL business ALL the time
- Take away the lunchroom or the coffee bar and the times to interact on a more social level are diminished. And this is the cost associated with remote working. Social interaction in a spontaneous manner is lost.
- In addition, lost is the ability to observe the team in action and to monitor progress with ease. Or, to see that one person is struggling and easily being able to address that with them.
- Building interpersonal rapport is also significantly diminished in a remote working world and this has always been a key factor of success within an organization.

Altered leadership approach

Expand the meeting agenda to allow for the otherwise missing interpersonal communication. What’s going on with you? How was your vacation or weekend and what did you do? How have you avoided COVID? A waste of time? Not at all to the extent that connection contributes to success and that’s a proven fact.
Simply STOP wishing for the return of what was. That ship has sailed
- For two years many of the team have been working from home … full time or part-time. Continuing to talk about ‘when we can return to the office and be together’ is somewhat of an affront to the very people who have had no such option. And furthermore, many don’t want that option.
- Studies conducted around this topic indicate that a large majority of people do NOT want to return to the way it was. They feel they have successfully adapted after going through an unnatural and ‘painful’ transition … and they like it.

Altered leadership approach

Involve your team of employees to devise ideas and actions that will allow the missing ingredients that help to create the magic … the component that furthers the connection that enhances successful achievement is no secret.

Redefining the meaning and components of GOOD leadership
- In what is now an altered past it was quite straight-forward. The goals were established. They were communicated and understood by all within the company, department or team. The task was then straight-forward with all working to achieve.
- The shake-up that accompanied and accompanies COVID has added complexity to the achievement desired. Today reaching the same level of success that has been known requires that leadership learn and utilize skills that for many were somewhere on the back burner of importance.

Altered leadership approach

Leadership skills such as openness, empathy, resilience, and the ability to communicate will be of greater importance post-crisis.
Good leaders will have to rebuild the boundaries between work and home life that
fell away during the pandemic.

Building compassionate skills and attributes
- Employees need opportunities to engage with others even though working remotely. These might take the form of virtual lunches or other such social interactions.
- They also need to believe the organization has taken steps to protect their ability to be productive and innovative under pressure.

empathy heart

Altered leadership approach

Leadership skills such as openness, empathy, resilience, and the ability to communicate will be of greater importance post-crisis.
Good leaders will have to rebuild the boundaries between work and home life that fell away during the pandemic.

The pandemic has impacted businesses in ways that are positive, negative and neutral. It has unraveled systems and processes that were thought to be sacred and has exposed flaws in long-held assumptions. Yet it has provided a unique opportunity to reassess the way business is done and bring about changes for the better. COVID and its’ impact has been terrible in so many ways. Resulting leadership changes. for the good of all.
Mike Dorman

References:
Gregory Whitwell – Resetting the Leadership Agenda post-COVID-19
Rob Volpe – 3 Bad Leadership Habits to Leave Behind This Year – Entrepreneur Magazine
Chicago Booth Review – How Will COVID-19 Change Management and Leadership

Jan 20 2022

The Speed of New Innovations is Exciting … However, At What Impact and Costs?

In businesses as well as our personal lives, the speed with which advancing technology has brought change to how we function in so many ways. It creates true head-spinning. Just when we feel like we have mastered the last innovation and we are functioning easily, the next one arrives, and the learning must begin anew. Along with the excitement is created stress which can readily work again our individual and collective success.

I was recently introduced to the writings of Professor Ichak Adizes. He is at the helm of the Adizes Institute and is considered one of the world’s leading management experts. I listened to his presentation entitled “The Future of Management” in which he conveyed his beliefs on where we are in business today, where we came from and how we got from there to here. Furthermore, he expressed and related the concerns he foresees as we stay on our current evolutionary path.

I want to highlight some of the key points that Adizes has made and believe that you, the reader, will find them as interesting and thought provoking as I have.

Point # 1

‘The rate of change is unprecedented in the world. This is being driven by technology.’

COMMENTS:

Of course, there is little argument to make as anyone working in any kind of business has seen approaches and processes change dramatically. And speed of change has increased to an extent that it becomes a blur in one’s attempt to keep up and operate with the latest and greatest.

Point # 2

‘Everything in the world is a system. Each system is comprised of sub-systems. As humans we have sub-systems the likes of blood, nervous and skeletal. As a country these sub areas include economic, technological, legal and social. What we know is that sub-systems do not all change at the same speed. This creates problems. When systems don’t change at the same speed it creates gaps and cracks’

It doesn’t take long to validate this thinking by looking within a business today. As Adizes indicates,

The marketing department has a great idea that can impact the success of the company.
They present it to the advertising department that needs to understand and determine that realistic price and approach based on the value the product will provide.
The Sales department now must understand and then devise a sales approach that will attract customers who will want to buy this product.
Computer programs must be changed to reflect this new or improved product
Finally, the people producing and delivering this product need to understand and buy into it as if their invention. And people are the most difficult ones to change!

When the sub-systems don’t change at the same speed it creates gaps and cracks which in turn allows the system to become disintegrated. The higher the rate of change, the faster the disintegration. This, then, is what we would call a problem. And with such problems we grow the stress within the company and within the individuals involved in it.

COMMENTS:

Some twenty years ago an awareness of silos within an organization became very apparent. ‘My department is doinggreat … what’s your problem and you need to find out what it is and fix it’. The realization became that for an organization to hit their goals and targets, all needed to be focused on the overall company goal. Each area needed to design their efforts and approaches to achieve their part. Failure to do so would impact the other components and ultimately, the ability for the organization to hit the target. And above, they had to be willing to help those having challenges to overcome their obstacles. They needed to see themselves as a cohesive team with each needing the success of all to achieve the goal. This was then.

Today, when so much of what a company does and offers is impacted by the technology used to do this, it has once again, created a potential silo environment. This is contributing to loss of interest and motivation within the employee ranks. This has and can serve to slow down the rate of movement due to the disintegration that ongoing innovation has created.

Point # 3

‘Integrated systems require respect of others responsible for achieving the goal. With respect, we will learn from each other. This equals synergy which results in energy that leads to constructive integration. All of this happens when we respect different voices and trust that there is common interest despite differences. Respect differences and share the benefits you create together.

COMMENTS:

fighting dogs

The lightening speed with which technological advances have altered the business environment have created internal competition that has gone beyond a healthy competitive approach. With different areas wanting to outdo others within the organization it tends to work against the desired progress and related timeline. The competition has come inside to an unhealthy degree when it is really the external competitors who require the focus.

Point # 4

‘Collaborative leadership rather than single individual leadership needs to be the mission. There should be no single leader. As such, one is promoting respect. It serves to reduce stress in the workplace. As well, we must realign sub-systems to that they don’t outpace each other and advance together. This too reduces damaging stress at work.’

COMMENTS:

collaboration hands

Leaders that encourage the ideas, thoughts and approaches that all have to offer and remain open to seeing things differently are ultimately going to be more successful. Successful in retaining talent and creating a work environment where all feel valued and trusted. They also accelerate the energy that all willingly put into the job of meeting the expectation to the nth degree.

I have only touched upon Professor Adizes’ beliefs. To me they deserve thoughtful consideration as you evaluate where your organization is today. Technology has rendered the use of our brains a back burner activity. Artificial intelligence is on a path to rule our worlds. That is, unless we recognize that as humans working together, we can learn and apply all the ongoing innovation in a most successful way. Respecting and welcoming differences is the key to creating the harmony that leads to success.
Here is one meaningful quote from the professor. Peace is not sameness. Peace is Harmony. Pay attention to that word. Harmony is multiple voices singing together. Everyone singing in the same voice is not harmony.”

Now we just need to learn the song … or is it ‘RE-learn the song?
Mike Dorman

P.S. To hear the full recording of Prof. Adizes go here: https://www.youtube.com/watch?v=ofhdzRjK96U

Jan 04 2022

The One Resolution That Just Might Have Staying Power … and Benefits

In the ten years that I have been writing this blog I have generally begun the New Year addressing resolutions. What do we want to commit to that will improve our lives? What changes do we want to make that we believe will make us happier … more financially secure … more knowledgeable? And then, what do we need to do to stay our desired course so that we can succeed in achieving the goals we have identified. This was then.

Now … in 2022, the questions I have posed and addressed in past years don’t seem front and center. Although they still are of value to consider, this year a most important resolution is more singular and thus simpler in a way. Now, approaching two years of COVID-19 with no true end in sight, this demands our consideration. What if we start by accepting that, like the flu, COVID will remain a part of our lives ongoing. If true … a realistic potential … what does that encourage us to do that we haven’t done to date? What resolutions are we willing to make and stay with because it will improve and make for better lives?

the thinker statue

In that the dominate focus of this blog is related to the business world I want to approach this challenge from that perspective. What is involved in resolving to accept this emerging new norm and what does it require of us? As employers or employees, accepting that we will continue to live in a changed world opens the door to new thinking. How must we conduct our business and how do we adapt to that? How, as an employee, does this impact both the changes we need to consider and make in the work we do and/or how we do it?

I had a very insightful and interesting discussion with a friend of many years, Mark Coxon. The industry in which he has worked for several years is AV which he has sold to diverse types of businesses in many industries This is similar to my experience as a business coach. This has provided both of us the ability to observe how businesses have or have not adjusted to COVID related challenges. The following are approaches to this year’s singular resolution that may, in fact, make devising them and staying the course easier … and successful.

AS THE ORGANIZATION and ITS’ LEADERSHIP … THE EMPLOYER

forget sign

Forgetfulness as an advantage
What If …One thing that holds organization back from making needed change especially in an ongoing COVID world is trying to make changes to what has always been. What if you put that plan and approach in a locked drawer and designed a business in the same field today? What would be different in how you structured and operated that business in this real world?
The Advantage … By creating the business today … as your prospect/customer world exists today … one would obviously design it and the product(s) or services offered around today’s reality. Doing this in this pure state then allows one to compare what things need to be now to what was and make the needed changes.
Accept and view change as your friend … and not the enemy
What if … Rather than resenting the need to alter your approach to business and customers, you saw this as an opportunity to update and upgrade the business. Might it not only deal with the new normal but also the have the potential of attracting new customers?
The Advantage … The chances are real that you will, in fact, open the door to a new and broader base of products, prospects and customers. This clearly puts a positive spin on the advantage of change rather than seeing it as the enemy.
Adapt the business to encompass new habits of the buying customers

What if … rather than waiting for life to return to what was dependable and good for the business of the past, an organization recognized the changes that have taken place? These changes have altered the prospective customer and the nature of and way they purchase.
The Advantage … Rather than resisting in a ‘say it isn’t so’ fashion, the creative juices are directed at fitting into the ways the customer wants to do business today. Meeting them where they are and providing what they need in our new normal means continued and revitalized success.
The opportunity to start a new organization
What if … you allowed and challenged your team to envision what it would be like if you, today, made the decision to start a new company. It’s 2022 and how would you see to design that business given the new normal? What would it look like? How would it operate? What needs of your customer base would you be satisfying?
The Advantage … Approaching the business as a new creation in 2022 avoids encumbering the mind and decisions with what was. Rather it allows the organization to design something that will thrive in this reality. What would it look like and what will it take?
Knowing that you will be put out of business in 2 years
What if … your crystal ball clearly indicated that you would be out of business in no more than two years because what you provided just doesn’t work in this new normal? And because you were not going to let that happen, you decided to do that yourself rather than allow it to happen to you.
The Advantage … It allows an organization to perform their own autopsy … before it is necessary. Where did it get off course in not making change to accommodate the new normal? What was the resistance? What changes would have saved the business by making changes to accept and adapt to this normal? And then, you make them … today.

AS THE ORGANIZATION TEAM MEMBER … THE EMPLOYEE

Outdated skills for which there is little need
What if … the project you spearheaded became obsolete in this new normal? What if the skills you had and that
were needed in your previous job and focus were not needed by the changed company? Or the shift in what the customers wanted and needed eliminated the role you played and played well?
The Advantage … With one’s flexibility and willingness to convert their focus to providing something that IS needed in the organization’s shift means you have adjusted your contribution to what is needed today. Along the way you have expanded your value and knowledge that serves the company and the person well.
A compensation plan that doesn’t fit the revised business or approach
What if … the approach to compensation and personal earnings just didn’t work in the revised approach to business? Perhaps you are now selling services rather than product and thus what one earns must be altered to accommodate this shift?
The Advantage … A willingness to make the change in your position’s purpose and the related compensation can impact earnings positively. Accepting this and letting go of what was is key for the employee … just as it is for the company.

Not being a fan of change … or one that makes it easily
What if … the person has been living with and needed to adapt to methods and ways of performing their work that are like speaking a foreign language in a foreign land. And this person just does NOT like change which has caused much personal grief and stress. And yet here it is. There is a choice. One is to work hard at understanding the changes that have evolved in moving forward and accepting them as YOUR new normal. The other is to dig in resisting what is now needed which only furthers the stress and potentially lessens one’s value.
The Advantage … recognize that changes have come about due to something over which no one person or institution had any control. Getting beyond the unreasonable desire to find fault and place blame, it opens the mind to acceptance and possibility. It also allows one to begin to see new opportunities for themselves that enable them to provide today’s needed value to the business.

Is there an organization or individual who is ready to stop the fight and the frustration that it has brought for the past two years? If one is to resolve to do anything of significance in 2022, why not commit to make changes? Changes that reflect our acceptance of what is rather than wishing against all reasonable hope? If we all do this now … in January of 2022, we will put ourselves on a path of accepting the realities within which we live. We will convert our efforts to survive and tolerate into a place where once again we have the chance to thrive. Being at the front of the challenge seems like the best place to be … and win!
Mike Dorman

Dec 14 2021

Introvert vs Extrovert … Equal Ability to be Successful Leaders

I have had occasions to meet and work with some people who have been given the opportunity to move into a position of management. Perhaps it is a senior management position. Or it might even be a more entry-level leadership job within a department. What I have found of interest is that several times upon meeting these ‘clients’ the person has begun my letting me know that they don’t know if being a leader is what they want. Why? Because they see themselves as introverts and uncomfortable with what they perceive will be required of them as a leader.

Interesting for sure and these feelings are contrary to their admitted desire to move up in the organization. They also override the increased salary that would often go with it. And what is it that concerns them … even frightens them from wanting to take the opportunity? As real introverts, they don’t feel that what the role will require is one they can fulfill. Yet, what I come to realize is that it is the person’s perception of what makes a good leader rather than reality.

Drawing upon our own individual work experiences and environments it’s understandable how many of the leaders we easily remember are those we saw or see as outgoing and true people persons. They moved easily among others and always seemed to be ‘on.’ They could move into any type of gathering with great ease and made others want to be around them for the energy they emit. Yet while these traits often jump out and are seen as positives, they represent only external qualities and not those at the foundation of successful leaders.

The Characteristics and Qualities of a Good Leader

The Center for Creative Leadership has identified key elements that are present in a successful leader. Although one doesn’t need to have all of these at the highest level, these are traits that are ever present to some extent. You will notice that the list does not include traits like ‘outgoing’ or ‘extrovert.’ Here are some of the most prevalent ones:

Integrity
Demonstrating integrity as a leader is one who is dependable and consistent. This leader is a person who is honest and can be counted on to speak their truth related to any situation.

A proven ability and willingness to delegate
The act of delegating goes well beyond freeing up the leader to address other issues. It conveys trust in others and helps to develop the team members’ skills that allow them to grow and increase their own value to the effort.
Being Self-Aware in recognizing your own strengths and weaknesses
This enables one to use this knowledge in collaborating well with their team as it earns their respect as the leader willingly relies on others to accomplish the job at hand.
Effective communication
This can come in many forms. It does not require comfort in standing on a soapbox and addressing the masses. It does mean the ability to convey ones’ thoughts, ideas and directions in any manner and assures all hearing them as intended. Communicating as such will have the desired clarity about what has and needs to happen going forward. The ability to communicate as such enhances the success of the endeavor.
The ability and willingness to express gratitude to others
Ones’ reports work hard to earn the trust and recognition of their leader. For the leader, providing these costs absolutely nothing and earns the respect of those on the team. The result of often increased willingness to expend even more efforts to enhance the success of the purpose.
The courage needed to address issues in real time
This means confronting a festering issue when it becomes apparent or putting forth an idea or opinion that may not initially be well receive. Courage and confidence in the role and responsibility of a leader allows this to happen and it’s a key ingredient of one’s success.
Having and demonstrating respect for others
This is at the underlying foundation of successful leadership. In doing so the leader conveys their trust in others. It relieves natural tensions that can arise and improve overall effectiveness.
Influencing others using logic and cooperation
Selling one’s idea of taking certain steps or positions is a leader-related skill that speaks to the effectiveness of one in that position.

Assuming the Role of Leader as an Introvert

I do not see any conflict in ways that an acknowledged introvert must live in that role. I know there are ways to approach the job that will cater to the perceived limit or approaches that the introverted leader possesses. Here are four keys to introvert success as leader:

do not disturb 1

Closing your door … the actual office and/or your appointment calendar
As the introvert that leader knows that they simply cannot be ‘on’ all the time or unlimited amounts of time. Therefore, creating a schedule of back-to-back meetings or any other activity requiring working with another person robs you of the needed down time.

Creating value as leader is important and needed.
However, whether this happens during or after the meeting is not what’s important. The leader must provide value. Doing so in ways that cater to one’s own comfort is the key that overrides ‘when.’

Relationships DO matter. Just build them in your own style and manner
Certainly establishing trusted relationships with individuals is particularly important to being successful. Still, this doesn’t require ones’ getting on a soapbox in a public square to capture the attention and regard of all. Having a plan that enables this leader to develop a needed connection with another person will work even if one by one or with a frequency that feels right and comfortable.

Needed interactions may take one out of their comfort zone … and that’s all right.
Knowing that one is an introverted leader is a terrific acknowledgement as that allows one to lead from a more natural and effortless position. However, there will also be those times when a team needs more interactions from their leader and it will require that the leader stretch for a period that will provide the team what they Just knowing that this is temporary can give the strength and willingness to this.

Knowing that a person who is leading can be highly effective being the introvert they consider themselves to be often brings a sigh of relief. They can advance and assume the leadership roled simply because they let go of associating successful leading with an outgoing, people pleasing personality. The traits of leading are the same for both extroverts and introverts. It is in the permissions we give ourselves to demonstrate key leadership traits and yet still be ourselves. So, introverts … you need quiet to concentrate, you are reflective, you take time making decisions, are very comfortable being alone and often prefer to write rather than talk. However, rather than turn down leadership opportunities … go after them. Your skills are needed and only your personal approach to the job may differ.
Mike Dorman

Dec 01 2021

Reconsidering the Approach to Performance Reviews and Making Them REALLY Count

review sign

There are a few reasons that performance reviews are important to both the employee/team member and the organization. They provide valuable feedback on how their performance is seen by managers to whom they report. They provide guidance to the employee as to how and what they can do to improve performance and thus, become more valuable to the organization. They also provide an opportunity for recognition of successful performance and a potential reward for such. These all represent significant value to both the employee and the organization.

Frequently when collaborating with a client the subject of a performance review is raised by that person. What I hear most often is in the form of complaints. Expressed frustration centers around the fact that “I haven’t had a review in almost two years.” Or … “my boss only wants to tell me everything I’m doing wrong and is very discouraging.” In my opinion … not good and this experience clearly works against the potential value that a thorough and reliable review can hold for all concerned.

THE MISSING INGREDIENTS OF TOO MANY REVIEWS

Here are some of the issues that are raised pertaining to reviews in too many organizations:

A performance review is seen by many as something to be done once a year … usually around ones’ anniversary date. And then, it’s put into one’s employee file and remains there until the next time … a long year later. As such there is little that serves to be motivational for the employee.

Too often it represents only the boss’s opinion of a performance without discussion or the ability to question and even disagree. This rather than striving to achieve a shared understanding between both parties.

It is often completed without any clear, definitive plan for growth and improvement having been discussed or established

It ends without knowing that the employee heard the entire message that the reviewer wants them to hear and understand. This risks that the takeaway will be only what the person might easily see as negatives.

REWORKING THE REVIEW PROCESS TO INSPIRE THE DESIRED IMPACT

For sure it doesn’t have to be this way. In fact, if seen and used as the impactful tool that a boss has at her/his fingertips it can be amazingly effective in helping the employee move in the desired direction. Movement can be faster and more purposeful. It can communicate how important each member of the team is to the overall success of the organization. It can emphasize the reality that it is the TEAM that is going to enable the to organization to achieve all the established goals.

Set a specific date and t ime with the individual to provide their performance review within 1 or 2 weeks of one’s work anniversary. It becomes a ‘to do’ date on the calendars of all involved. In doing this you allow them to look forward to and anticipate something that is especially important to all.

Give the employee a blank review form asking them to complete as a form of self-evaluation and bring it to the set review appointment. Doing this will provide the areas of similarity and variance in how each party sees performance in any given category. This helps to bring focus to specific areas that will center much of the conversation.

Suggest that the report take notes of key points discussed as the review proceeds. This is a way of making certain they leave the meeting with the full story that has been discussed.

Discussions pertaining to the review should focus on strengths and opportunities … not good and bad. The inherent value is the reviewee leaving with a clear understanding of where they excel and where their growth opportunities lie.

Where there is a marked difference in the rating of one completed form vs. the other be curious. Learn how and why the reviewee has rated themselves as they have. This can be a difference in either direction. With good explanation be prepared to alter the ‘official’ review rating if the person’s reasoning is accurate.

In each assessment category, be specific in discussing and considering steps that one can take to grow. As well, clearly identify what you as the reviewer are committed to do to help further that growth in the coming months/year.

In approaching the end of the review session, ask the report to repeat back to you what their takeaway is. It allows the reviewer to clarify and add anything missed as it is important they leave with the full understanding of strengths and growth areas.

Consider and view the review document as a dynamic, living one that can and will be used for on-going check-ins with the report. This will serve to motivate continued use of their acknowledged strengths as well as to aid growth and development.

Commit to having a brief (5 to 10 minute) monthly conversation with each report wherein you look to identify changes you see and training that you know has been done. Doing this and addressing any questions one might have conveys ones’ personal interest in a report’s success.

togethere team

There is little doubt that each person approaching their review is anxious to hear and understand how they are valued by organization. Keeping it front and center throughout the year has some key positives. The employees know they are seen in their entirety. They know that their ‘boss’ is on their team and invested in their success. They are motivated to prove their worthiness to the organizational team. Rightfully, they have valid reason to anticipate a salary increase and even upward movement within the organization. Bottom line? Treat the review like a plan-a-gram to maintenance, growth and development. The by-product is a team that is loyal, driven and committed to the very success that is every organization’s goal.
Mike Dorman