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When a Great Boss Says Goodbye – 5 Ideas to Salvage Support
Perhaps you got your New Manager position with the help of your boss. Perhaps you inherited a supportive boss when you got your job. Maybe your excellent boss arrived after you did. However you came to work with your “best” boss, losing that person rocks your world.
When the stars line up perfectly, you have a great boss and your growth and success seem assured. You have a person who guides and directs you, supports you, listens to you, laughs with you, shares disappointments with you, and brainstorms solutions with you. You have a leader who sets your goals and career path, opens doors, shares insights, paints the future picture and provides hope. As the country song goes, “You’re gonna miss this.”
What can you do when you learn you will lose your best boss? Here are some actions you can take to keep an element of control and keep your career on track.
Download. Proactively set up time to gather important information and advice from your boss. What is the big-picture plan? What are the important projects, steps, and details? Ask for career advice relative to your company. The short term left for your boss may create a safer space to share more openly and honestly.
Mine. I have always believed that there is opportunity in chaos and churn. With some digging you may uncover new ideas, vistas or needs. There may be a promotion for you in this wave of change. Are there projects you can take over? Could a conversation be had about reorganizing your department? Discuss possibilities proactively with your boss’s boss.
Interview. Ask to be part of the interview process to find your next boss. Prepare a list of benefits to your being on the interview panel. For instance, you know the makeup of the team and the projects in process. You have a unique ability to gauge cultural fit. You deserve to be part of the process. Believe it—and ask for it.
Stay positive. As a manager, it is your job to soften the blow of the news for your team. If you admired your boss, it is likely others did too. Steer the ship through this choppy sea. Model confidence in the future, keep people focused, and provide hope.
Emulate. If your boss is someone you will remember ask yourself what made her so special. What did she do or say that brought out the best in you? How did he navigate the system for the good of the team? How did she break through obstacles while maintaining positive relationships? What made him wise? Remember and emulate the impressive characteristics, habits, relationships and style your good boss had. Notice, learn, emulate, repeat.
Losing a terrific leader can shake up anyone. If you accept and manage the new normal, you’ll survive, New Manager, and so will your team.
About the author:
Cathy Huett is Director, Professional Services at The Ken Blanchard Companies. This is the fourth in a series of posts specifically geared toward new and emerging leaders.
Redirection Redefined – 5 Steps to Stay on Track
For many, the word redirection translates to, “Uh oh—big trouble.” For some, the idea of a redirection can seem the equivalent of a dismissal, separation, or firing.
That’s a limiting perception. The job of managing people includes managing roles, goals, and day-to-day performance. Redirection is a part of that process.
In some ways it’s like flying airplanes where flight plans are set and frequent corrections in the air keep the airplane on course. The goal is a smooth flight that will arrive at the desired destination safely. But a surprise bout of turbulence may force the plane to change altitude to find smoother air space.
The same is true in the workplace. We all hope for a smooth ride in the course of achieving our goals but people sometimes experience turbulence and need “in-flight” corrections, too. This type of correction is what I call redirection.
A Closer Look at Redirection
A redirection is used for learners in a “can’t do” situation, not in a “won’t do” situation. With constantly evolving priorities, technology, and demands, many a worker is learning something new every day. Add in unclear vision, goals, or roles, and a worker can fall behind or make mistakes.
How should a new manager approach a person who needs redirection? Ken Blanchard shares a five-step process in his bestselling book, Whale Done! The Power of Positive Relationships.
Here are Ken’s five steps for redirection:
- Describe the error objectively, without blame and without drama. Example: “Your report was two hours late.” No eye-rolling, desk-pounding, or sarcasm. Just the facts.
- Describe the negative impact of the error. Example: “As a result, I had to cancel an important meeting because I did not have the data I needed in time.” Again, no emotion. Just the facts.
- If appropriate, take the blame for not being clear. Example: “I was giving you a lot of direction about several projects at once. Perhaps I wasn’t clear about the absolute deadline for your report.” This is an important step and can be a powerful, face-saving, loyalty-building action to take. It’s entirely possible that a new manager was not clear or specific enough.
- Go over the task or goal again. Example: “To be sure that I am clear this time, let me review with you what I need and when I must have it. I need….” It’s important to give very specific information and also to get agreement that what you are asking for is possible.
- Express continued trust and reaffirm your belief in the person’s abilities. Example: “Now that we have talked about this, I’m sure we’ll have no problem next time.” People need to know that an error will not permanently taint them.
It’s normal to occasionally get off course—especially when you are learning a new skill or taking on new goals and projects. Redirection is a natural part of the process even though it can be uncomfortable at times. As Winston Churchill said, “I am always ready to learn, but I do not always like being taught.” When a correction is required, this 5-step redirection can get things back on track.
About the author:
Cathy Huett is Director, Professional Services at The Ken Blanchard Companies. This is the third in a series of posts specifically geared toward new and emerging leaders.
Preparing for a Challenging Conversation
Think back to the last challenging conversation you had. Were you prepared? If not, how well did it go? Chances are it didn’t go as well as you hoped it would.
Most challenging conversations are more effective when we take the time to prepare for them. I’d like to suggest five things you can do to be better prepared to guide your next challenging conversation to a successful outcome.
Gather the relevant information.
First of all, collect the relevant information pertaining to the topic of the conversation—the who, what, and why. Ask yourself:
- Who do I need to talk to?
- What is the problem?
- Why might this problem be occurring?
Envision the desired outcome.
Imagine the best possible outcome. If the conversation goes well, what will be the result? Be specific as you visualize this. Being keenly aware of your intentions will make preparation easier—and keeping those intentions in mind will guide the conversation in the direction you want it to go.
Anticipate the other person’s reactions and your response.
Think about ways the other person might react to the conversation to guard against the possibility of being blindsided by their words or actions. If you have considered their probable reactions and determined how you will best respond , you will be ahead of the game. Remember, though, that you can’t predict every reaction—even from someone you know well.
Pay attention to logistical issues.
The environment surrounding a difficult conversation can affect its outcome. A bit of forethought and preparation can have a significant positive impact. Here are some best practices for handling the logistics of the conversation.
- Schedule more than enough time – 30 minutes more than you expect.
- Hold the conversation in a private, safe, neutral location if possible.
- Make sure you will not be interrupted.
- Turn all phones and devices off.
- Have tissue available if tears are a possibility.
- Have a glass or bottle of water handy.
- If the conversation is with a direct report, be prepared to give the person the rest of the day off if needed—and do not have the conversation at the end of the day on Friday.
Decide if the conversation is worth having.
Note that I put the decision about actually having the conversation last. Sometimes you find that the conversation itself is not as important as the deliberations you went through to prepare for it. What you really needed was to sort out your own thoughts and feelings. After all of your preparation, if you determine that you don’t need to have the conversation, you will lose nothing by changing your mind.
What other ideas do you have for preparing for challenging conversations?
About the author:
John Hester is a senior consulting partner with The Ken Blanchard Companies who specializes in performance and self-leadership. You can read John’s posts on the second Thursday of each month.
Free Blanchard webinar today! The Leader’s Guide to the Executive Brain
Join master certified coach Madeleine Homan Blanchard for a complimentary webinar and online chat beginning today at 9:00 a.m. Pacific Time (12:00 noon Eastern).
In a special presentation on The Leader’s Guide to the Executive Brain Homan-Blanchard will be sharing the latest findings from neuroscience research and its impact on leader behavior.
You’ll learn:
- The Six Surprising Truths about Your Brain—find out what your brain needs for optimal functioning, what stresses it, and how to manage situations when you are overwhelmed or exhausted.
- Seven Laws of Extreme Brain Care—how you can arrange your workday to make better decisions and achieve new levels of self-control.
- Creating the Brain-Friendly Environment—the six critical dimensions that must be managed to help you—and your people—fire on all cylinders.
The webinar is free and seats are still available if you would like to join over 800 people expected to participate.
Immediately after the webinar, Madeleine will be answering follow-up questions here at LeaderChat for about 30 minutes. To participate in the follow-up discussion, use these simple instructions.
Instructions for Participating in the Online Chat
- Click on the LEAVE A COMMENT link above
- Type in your question
- Push SUBMIT COMMENT
It’s as easy as that! Madeleine will answer as many questions as possible in the order they are received. Be sure to press F5 to refresh your screen occasionally to see the latest responses.
We hope you can join us later today for this special complimentary event courtesy of Cisco WebEx and The Ken Blanchard Companies. Click here for more information on participating.
Are YOU a “Best Boss?” Two key characteristics (and 3 ways to get started)
You can learn a lot about what people want in a leader by asking them! Over the years, I’ve had a chance to hear hundreds of people respond to the question, “Who was your best boss, and what was it about him or her that made them so special?” The answers, though wide-ranging, (and very personal) have consistently fallen into two main categories.
The first common characteristic focuses on relationships and support. People say that their best boss cared about them, gave them opportunities, and created a great working environment. They made work fun and they were supportive.
Second, there is the performance and expectations aspect. People will share that their work was demanding, meaningful, and that their boss expected a lot from them. They also share that their best boss saw qualities in them that they didn’t necessarily see in themselves.
In an article for Blanchard’s Ignite newsletter, I share some examples from Gallup, Southwest Airlines, and WD-40 Company to make the case for adopting a high support—high expectations workplace. You can read the complete article at this link, but in the meantime, here are some takeaways for creating this dual focus environment.
- Set challenging goals. Expect the best from people by setting goals that stretch their abilities. Look beyond what people can currently do and set a stake in the ground at the next level of achievement. Hard goals encourage growth, demonstrate trust, and develop competence. Be sure to set these goals as a partnership—it conveys respect and garners buy-in.
- Meet regularly. Conduct brief, focused meetings on a weekly basis to discuss progress against goals, identify roadblocks, and brainstorm solutions. Demonstrate your commitment to an employee’s success by sharing one of your most precious resources—your time and attention.
- Provide feedback. Celebrate and recognize achievements. Provide redirection when necessary. Feedback shows that you are paying attention as a leader, consider the work important, and are invested in the employee’s development.
Leaders become “best bosses” by expecting a lot from their people AND also providing high levels of support along the way. Look back at your own experience and you’ll probably discover that your best boss brought out the best in you because he or she expected a lot and also supported your growth and development. That’s the one-two punch that creates high levels of engagement and performance!
Free Blanchard webinar today! Performance Planning: 5 ways to set your people up for success
Join performance expert John Hester for a complimentary webinar and online chat beginning today at 9:00 a.m. Pacific Time (12:00 noon Eastern).
In a special presentation on Performance Planning: 5 ways to set your people up for success, Hester will be exploring how leaders can improve performance by identifying potential gaps that trip up even the best of leaders.
Participants will learn:
- How to set clear goals
- The lazy leadership habits to avoid
- The 3 keys to “connecting the dots” and diagnosing development level
The webinar is free and seats are still available if you would like to join over 500 people expected to participate.
Immediately after the webinar, John will be answering follow-up questions here at LeaderChat for about 30 minutes. To participate in the follow-up discussion, use these simple instructions.
Instructions for Participating in the Online Chat
- Click on the LEAVE A COMMENT link above
- Type in your question
- Push SUBMIT COMMENT
It’s as easy as that! John will answer as many questions as possible in the order they are received. Be sure to press F5 to refresh your screen occasionally to see the latest responses.
We hope you can join us later today for this special complimentary event courtesy of Cisco WebEx and The Ken Blanchard Companies. Click here for more information on participating.
Leadership Development Training—3 tips for maximum ROI
Back in 2005, one of our clients, American Express, wanted to measure the impact of Situational Leadership II training that they had rolled out in their organization. The program was delivered via three venues—traditional classroom with people attending in person; completely virtual with people working through self-paced modules; and a third ‘blended approach’ that combined aspects of both.
After the training was completed, Dr. Paul Leone, an OD expert within the American Express organization, measured the impact of the three delivery methods. He found that the self-paced virtual model produced a 5% boost in productivity which was good, the traditional classroom produced a 10% boost in productivity which was better, and the blended approach produced a 12% boost in productivity which was best.
The one difference that made all the difference
In looking at why the blended approach produced the greatest impact, Leone discovered that it was because the blended approach built the training into the student’s work life by including the immediate manager in the process, tying the learning to real work, and providing a way for feedback along the way. Leone’s conclusion was that it was these design factors that made all the difference.
Want greater ROI from your leadership training?
For years, instructional designers have known that adults learn best when they see how the learning impacts their work priorities and is in alignment with their work goals. Without this, it can be difficult to find the time for training. Learning—especially in the context of a work setting—has to be relevant, impactful, and produce results. If you don’t have that, people won’t find time in their schedules, and senior leaders won’t push for people to attend. People have multiple priorities these days. They have to focus on the things that help them get their work done.
Here are three ways to make sure that any new training you’re considering generates the bottom-line results you’re looking for.
Alignment—use impact maps to connect training to a student’s existing work goals. Have the manager and student identify the student’s key areas and then map how the training will help the learner meet those goals.
Modularize content delivery—deliver the content in small, bite-sized chunks over time. This allows students to receive the information in manageable segments that are much more conducive to learning. It also provides an opportunity for ongoing feedback.
Follow-up—involve immediate managers to check in on progress. Make sure immediate managers are on-board with the new behaviors and that they schedule time to interact and have discussions with learners as they begin to use their new skills. Nothing demonstrates the importance of a new skill learned in class than a manager checking up on its adoption.
People learn best when the information they are learning is relevant to what they are working on, when they see how it will help them improve, and when someone is checking on their progress and encouraging them to adopt new behaviors. Make sure that you are following these three steps to get the most out of your next training initiative!
Sometimes, just being there is all that matters–3 ways for leaders to get started
Several years ago, The Ken Blanchard Companies conducted a test on the effectiveness of regular one-on-one meetings between managers and their direct reports to improve perceptions of managerial effectiveness.
Managers met with their direct reports every two-weeks to discuss issues that the direct report wanted to discuss. At the end of six months, surveys were conducted to see if the more frequent meetings impacted perceptions.
They did, but the results were mixed.
The leaders in charge of the managers who were being studied noticed a positive change in the performance of the managers and the people who reported to them. From the senior leader’s perspective, more frequent conversations were having a positive impact on performance and morale.
The managers who were being observed had the opposite reaction. They scored themselves lower than they had before the experiment. The managers felt ill-prepared and somewhat ineffective in trying to solve many of the difficult issues that employee’s were facing.
The direct reports were the last group surveyed. Their reaction? Overwhelmingly positive. How could this be when the managers saw themselves as performing so poorly? Hand-written comments added by the employees provided a clue, “My manager might not have all the answers, but they listen and they try. I’ve never felt so well-supported.”
Getting started with One-on-Ones
So why don’t more managers conduct regular one-on-ones? The top three reasons cited most often are time, lack of perceived skills, and a lack of training. Don’t let that hold you back from spending more time with your direct reports. Here are three ways to get started.
- Maintain a regular schedule. Start off meeting at least every two weeks. The meetings do not have to be long—30 minutes is a good way to begin.
- Remember that this is the direct report’s meeting. Your job as a manager is to listen, support, and see how you can help.
- Be easy on yourself. People know that you have limitations. You don’t have to have all of the answers to be effective. Work together with your people to identify options, access necessary resources, and plan a course of action.
Partner with your people to provide the direction and support they need to succeed. Working together to solve issues is a great way to build relationships and improve performance at the same time. Even if you feel that you are not very good at solving all of their issues, you’ll still be having a positive impact. Don’t wait. Begin today!
Got a new employee? 3 ways to show you care
When I was 16 years old, my first job was serving ice cream at a Baskin-Robbins store. Not only did I love ice cream, but I was very social and felt that this job suited me very well since I loved talking to people. Unfortunately, I think I’m still trying to lose those extra ice cream pounds I put on!
Now, let me be clear that the job of taking ice cream orders really is pretty easy. But imagine being new at the task of scooping rock-hard ice cream into cones without breaking them, or remembering the difference between a shake and a malt—let alone knowing where the heck to find all 31 flavors in the case. It took a bit of time to memorize all of this information. Then imagine the store full of people on a hot day or after a sporting event, and you have mayhem!
One night during that learning period stands out in particular—not necessarily because of the reasons stated above, but more because of how my manager made me feel during one of those crazy, busy times.
A man came into the store with his daughter, a girl I had met before who went to a rival high school. She and I said “hi” as I began to help her dad with his order. He was a very direct sort of guy and started rambling off his order, getting frustrated if I asked him to repeat things along the way. The last item on his list was a quart of French vanilla ice cream.
After making sure he had everything he needed, I went to the cash register to ring up his order. Just as I totaled it up, I realized I had charged him for a quart of regular vanilla ice cream instead of French vanilla, which was more expensive. I immediately called over the manager on duty to help me, since I didn’t know how to delete an order and start over. As she came over, the man started yelling at me and calling me names because I had made a mistake and was taking too long. As I was apologizing to him and doing my best not to cry (although my eyes were not cooperating), my manager did the most amazing thing. She turned to the man and very politely told him that this was my first week on the job, I was still in training, and there is a lot to learn when first starting. She went on to say it was a very innocent mistake and would be taken care of quickly, but there was no need for him to yell at me.
Even though her words didn’t stop my tears from coming, it was so reassuring to hear her stick up for me. I actually felt sorry for his daughter—she was so embarrassed by his obnoxious behavior that she put her head down halfway through his order. As they were leaving, she just walked away with a glance at me as if to say, “I am so sorry!”
A lesson for leaders
What my manager did for me that night, and throughout the rest of my training period there, is a great lesson for all leaders. Without realizing it then, I learned three valuable tips to help leaders build the skills, as well as the confidence, of an employee in training:
1. Never reprimand a learner.
2. Let the employee know it’s okay to make mistakes—that you “have their back.”
3. Praise progress.
My manager showed me she believed in me when she stood up for me at a moment when I really needed it. She knew the importance of both the external customer and the internal customer. Her belief in me and willingness to work with me through that interaction with a difficult customer really strengthened our relationship and made me want to work harder for her.
Maybe the customer isn’t always right, but they still are your customer. My manager was a great role model that night for how to treat both external and internal customers with respect.
About the author:
Kathy Cuff is one of the principal authors—together with Vicki Halsey—of The Ken Blanchard Companies’ Legendary Service training program. Their customer service focused posts appear on the first and third Thursday of each month.
What’s your motivation at work? 3 questions to ask yourself
Want to motivate others? Start by learning how to motivate yourself. That’s the message that best-selling author Susan Fowler highlights in a recent article for Ignite!
In Fowler’s experience, you have to understand your own reasons for performing at a high level before you can help others do the same. Without that understanding, most managers attempting to “motivate” others will resort to imposed or extrinsic techniques that may only make the matter worse—for example, a “carrot” approach which dangles incentives in front of people in exchange for desired behaviors—or a “stick” approach which applies sanctions and negative consequences for undesired behaviors.
A new understanding on what motivates people
Fowler maintains that the reason for our dependence on external rewards to motivate people, especially in the workplace, is not just because they were easy and the “fast food” of motivation, but because we didn’t have alternatives—we didn’t know what truly motivates people.
That’s been changing rapidly the past couple of years as research about intrinsic motivators have begun to make their way into the work environment.
Building on the pioneering work of Edward Deci and Richard Ryan, researchers and practitioners have begun exploring the powerful impact that intrinsic motivators such as Autonomy (being in control of one’s own life), Relatedness (to interact, be connected to, and experience caring for others) and Competence (experience mastery) can have.
For example, researchers at The Ken Blanchard Companies have established that employee perceptions of increased Autonomy, Relatedness, and Competence are positively correlated to intentions to stay with an organization, endorse the organization as a good place to work, and apply discretionary effort in service of the organization’s goals.
As Fowler explains, “The latest science of motivation gives us an entire spectrum of options beyond the carrot and stick. People want or need money and rewards, but when they believe that is what motivates them, they are missing out on much more effective and satisfying motivational experiences.”
How are you motivated?
Wondering how you can apply this latest research into your own work life? Here are three area to explore:
- What’s your motivation? What’s driving your performance on key work goals and tasks—is it in pursuit of rewards, avoidance of punishment, or something more meaningful and personal to you?
- How are your needs for Autonomy, Relatedness, and Competence currently being met? Are you growing and developing skills? Do you get a chance to work together in community with others toward a shared goal?
- What can you do to create a more satisfying work environment for yourself and others? What small step can you take this week to start moving things in the right direction?
Work can—and should be—a motivating experience. Sometimes we forget, or become resigned to, a transactional relationship. It doesn’t have to be that way. Re-examine your beliefs, reframe your experience and rediscover your passion. Break out of carrot and stick thinking. Consider the impact that increased Autonomy, Relatedness, and Competency can have on your life.
PS: You can learn more about Susan Fowler’s approach to motivation in the article Motivation As a Skill. Also be sure to check out a free webinar that Susan is conducting on October 3, A Closer Look at the New Science of Motivation. It’s a free event courtesy of Cisco WebEx and The Ken Blanchard Companies.
