How to kill your mojo: Over-committing

By Marshall Goldsmith

There’s a wise saying, “If you want to get something done, ask a busy person.” It makes sense up to a point. A busy person is well organized and not inclined to waste time or get distracted. But there’s a fine line between taking on a lot of work and taking on too much.

It’s easy to see how corporate leaders fall into this trap. If you’re good at what you do and like your job (in other words, bursting with Mojo), everybody wants to rub up against you in some way. They want you in their meeting. They seek your opinion of their idea. They ask you to run a project. People with high Mojo are assaulted with opportunities. It’s how junior employees advance quickly; their ambition and enthusiasm lead bosses to pile on the work….and the young employees never stay “stop” until it’s too late. That’s when the quality of their work…and their Mojo…fall into a predictable but vicious circle.

It’s even easier to see how self-employed people fall for this. When you don’t have the cushion of a steady paycheck, every opportunity looks like your last payday. So you say yes to everything.

I’m also guilty of this; when someone invites me to talk to them or their organization, I get paid when I show up. If I say, “no, thanks,” I’m tossing money down the drain. So I fill up my schedule in advance. Then I know when the quiet periods are in my calendar, those times I can read, write or chill out.

But then temptation appears: someone calls to hire me. I tell them no, but they persist. These nice people will work around my schedule, they say, and they say flattering things about me. This makes it hard for me to say no; plus, I don’t really know how the economy or my bookings will look down the road. So I say yes, and that’s how I find myself on the road, unpacking my suitcase in another hotel, when I might be better served writing my next book.

I’m not whining. I’m very fortunate to have this problem. But the fact that I question my decision is a threat to my Mojo. And if during the year I say yes too many times when I should be saying no, this problem could compound into dangerous levels and turn into burnout. I’m the guy who wrote the book on Mojo and I still have a lot to learn about avoiding over-commitment! How about you?

If we chronically over-commit our sagging spirit inside may become obvious to everyone. Our formerly enjoyable job can become rote, our execution sloppy and half-hearted. The irony of all this, that our over-commitment of time can result in our appearing under-committed in spirit, is rarely appreciated by our customers or colleagues.

We can all benefit by realizing that we can fall into this trap. Many of us are afraid of looking weak, as if we can’t handle any challenge that comes our way. Maybe we can’t resist the siren call of being wanted; it’s a validation of our skill and proof that we are loved. Perhaps with all our Mojo we really do at times believe we have superhuman qualities and that nothing is too much. This explains why over-committing is one of the sweet but risky blowbacks of having Mojo…and why it’s a stealth Mojo killer.

Before replying with an enthusiastic “yes” to that next request, think of the long-term impact on your Mojo. Are you doing what is right for the long term? Or just saying what makes others happy in the short term? Is what you are about to commit to going to increase the long term happiness and meaning that you experience in life? It’s a question worth exploring.

Excerpted from Mojo: How to Get It, How to Keep It, and How to Get It Back When You Lose It!.

Dr. Marshall Goldsmith has authored 28 books including What Got You Here Won’t Get You There – a New York Times best-seller, Wall Street Journal #1 business book and Harold Longman Award winner for Business Book of the Year. Succession: Are You Ready? is the newest edition to the Harvard Business ‘Memo to the CEO’ series. Marshall’s latest book is Mojo: How to Get It, How to Keep It, and How to Get It Back When You Lose It!

How to Avoid Seven Common Management Coaching Mistakes

By By Steven J. Stowell, PhD.
Center for Management & Organization Effectiveness.

Management coaching creates a spirit of collaboration, allows for open communication, and builds trust and respect in the relationship. The road to high-performance and win-win partnerships has plenty of falling rocks, potholes, and detours. However, if you are able to read the road signs, you can steer around many of these obstacles.
The secret to successful management coaching lies in avoiding the seven most common coaching mistakes. We can reduce unnecessary conflict, turnover, and frustration during times of change if we are aware of these obstacles and commit to developing our coaching skills accordingly.

Mistake Number One – Don’t Rock the Boat
Too many people assume that the best way to build strong relationships is to keep quiet, keep you head down and eyes closed. The worst thing you can do when you have a concern or even sense a problem is to let it fester.

Recommendation Number One:
Ask, talk, engage people in the spirit of inquiry and understanding. You don’t need to wait until you have an ironclad case.

Mistake Number Two- Delay
Some managers see coaching opportunities but procrastinate. They say to themselves, “I will make a move at the right moment when I am not so busy.” We rationalized that there will be an ideal time to talk. As a result, we do more damage as we wait for this magical moment to appear.

Recommendation Number Two:
Keep people in perspective, and budget time to talk with them. Explore situations and find solutions to common problems.

Mistake Number Three – Dump
Many leaders open up to management coaching only after the list of topics is so long that it would topple a shopping cart. When you dump a list of concerns, people react by defending and covering up.

Recommendation Number Three:
Be selective and focused with conversation topics rather than comprehensive. People appreciate talking about one or two issues at a time. Don’t swamp them with too many suggestions and changes. One quality solution is more important that a lot of weak ones.

Mistake Number Four- Dominate
When some supervisors do open up dialogue, they are unable to control the floodgates. The conversation whips into a firestorm of accusations, venting, and anger, and lecture. The vast majority of managers inadvertently dominate coaching discussions by simply talking 75% of the time or more. We sometimes mistakenly feel that we have more to say, more expertise, and wisdom.

Recommendation Number Four:
Plan ahead. Rehearse your thoughts in your mind. Don’t go on for more than about 30 seconds on any one point. Generally, when you spend more than 55% of the time talking, you are overstepping the boundaries.

Mistake Number Five- Prescribe
Many of us take pride in our expertise. As supervisors, we feel that we have a lot to offer, and that we know what is best. We forget that management coaching is really supposed to help define the situation and facilitate an agreement or solution so that others can feel ownership. Once we begin selling our pre-formed ideas, our ability to brainstorm and participate diminishes.

Recommendation Number Five:
Ask questions. Inquire before you advocate. Try to guide rather than dictate. Find out what the other person knows and what solutions they have in mind.

Mistake Number Six- Attack
It is possible for well-intended discussions to degenerate into aggressive and angry feelings. When an employee feels attacked, he/she will simply cover up, deflect responsibility, and not speak up. People pack around resentment and seek ways to get even. People begin acting like victims rather than creative, empowered contributors. When you attack you make the issue personal rather than objective.

Recommendation Number Six:
Proper management coaching often requires a step back to look at all the factors. Usually serious problems have many roots. Be a little vulnerable by looking for your own contribution to the situation. This will help defuse the fireworks. Put your concerns in writing and see if the tone and spirit is there.

Mistake Number Seven- Denial
Too many leaders do not create two-way relationships. It is easier to see the faults and needs of others than to identify them in ourselves. This phenomena is called a “self-serving bias.” Encourage and seek out feedback from others. If you model a willingness to develop and improve, others around you will also.

Recommendation Number Seven:
Try to identify your contributions to the issues and concerns. Be open, up-front, and candid. Don’t get defensive if others see your own shortcomings. Thank them for their openness and willingness to speak up.

In Summary
Look at relationships as a business asset and competitive advantage. At times, it may seem that fighting, arguing, or screaming is faster and more effective than management coaching. Don’t be fooled. These tactics only lead to stress, fatigue, and diminished motivation for everyone. High performance, win-win partnerships, on the other hand, help the organization flourish and bring you personal satisfaction.

© CMOE Inc. 2005

Behaviours that create or break trust

Dennis and Michelle Reina, founders of the Reina Trust Building Institute and the authors of “Trust and Betrayal in the Workplace”, discussed in the article titled “Building Sustainable Trust” (pdf) the behaviours of people we are and are not inclined to trust.

We are inclined to trust people who…

■Are self-aware.
■Take responsibility for their role in the relationship.
■Demonstrate that they consider the best interests of others rather than just themselves.
■Do what they say they will do.
■Practice the values they tell us are important to them.
■Are willing to recognize and consider both sides of the story.
■Listen and respond to our needs and interests.
■Are willing to think about what they have to give as well as what they hope to receive.
We are NOT inclined to trust people who…

■We experience as selfish and self-absorbed.
■Do not demonstrate an interest in the needs of others.
■Are not willing to accept responsibility for their actions.
■Gossip/talk about others behind their back.
■Blame others without looking at their role in the experience.
■Make snap judgments and draw conclusions before hearing all the information.
■Are not open and receptive to the ideas and views of others.
■Change the rules all the time.
■Are inconsistent in their behavior so we don’t know what to expect from one interaction to the next.
■Distort the truth by omitting information for their own purposes.

Considering your behaviour over the past week, are you someone who can be trusted?

Delegating

http://www.thepracticeofleadership.net/2008/07/20/how-to-effectively-delegate-tasks/

by George Ambler on Sunday, July 20, 2008

Effective leaders delegate tasks to others, this allows them to work of more important concerns and to help develop other people around them. However, the reality is that you can only delegate work, not responsibility, if it’s your accountability it remains your accountability no matter who does the work. This means that when you delegate a task, you need to make sure that you delegate in way that ensures you get the right outcome. David Maister has an great post on his blog on how to effectively delegate a task and provides the following pointers:

The context of the assignment – ‘Please could you tell me what you are going to do with this when I get it done, tell me who is it for, and where does it fit with other things going on?’
Deadline – When would you like it, and when is it really due?
Scope – Would you like me to do the thorough job and take a little longer, or the quick and dirty version?
Format – How would you like to see the output of my work presented? What would make your life easier?
Time budget – Roughly how long would you expect this to take (so I can tell whether I’m on track or not?)
Relative priority – What’s the importance of this task relative to the other things you have asked me to do?
Available resources – Is there anything available to help me get the job done? For example, have we done one of these before?
Success criteria – How will the work be judged? Is it more important to be fast, cheap or perfect?
Monitoring and scheduled check points – Can we, please, schedule now a meeting, say, halfway through so I can show you what I’ve got and ensure that I’m on track for your needs?
Understanding – can I just read back to you what you’ve asked me to do, to confirm that I got it down right?
Concerns – before I get started can I just share with you any concerns about getting this done (e.g., other demands on my time) so that I don’t surprise you later?

This is a great way to delegate and ensure that you achieve the desired outcomes.

What is your organisations leadership strategy ?

http://www.thepracticeofleadership.net/

by George Ambler on Sunday, May 16, 201

I recently stumbled across an interesting article by William Pasmore in Forbes titled “You Need A Leadership Strategy Now” which really got me thinking, especially his statement regarding change…

“Change is tough and always has been. Many executives aren’t good at leading change because they don’t understand the importance of making critical changes in how their companies are led, not just in how they operate.”

Leading in an environment that is characterised by constrained resources, an uncertain and unpredictable economic environment and where competition is constantly increasing, is extremely challenging as there is no clear direction, not clear answers and the risk of failure is high. In these times, when decision making is difficult and change has become the order of the day, having the right leadership team in place is of utmost importance. This is why having a robust leadership strategy is key.

You many be asking yourself, what exactly is a leadership strategy and how will is help in times likes these? William Pasmore describes a leadership strategy as follows..

“A leadership strategy makes explicit how many leaders you need, what kind, where, with what skills, and behaving in what fashion individually and collectively to achieve the total success you seek.”

According to William, developing your organisations leadership strategy require that you answer the following four questions:

1.What are the drivers of our business?
2.What kind of leadership do we need?
3.How am I myself leading?
4.Who are our leaders?

Taking the step to think through the implications of your organisation’s strategy on the kind and style of leadership you need is critical. However, as noted by William, in practice it’s rarely done! Take for example a change in an organisation’s structure, we change the organisation’s structure to align more closely to strategy. Over time we find that the change has made little to no difference, people are still behaving as they have always done and we’re no close to achieving our strategy. This is because we too quickly focus on changing how we operate, rather than focusing on changing how we lead! Instead of focusing only on changing how we operate, we also need to take time to think about how we are going to change the way we lead, so that people will behave differently, so that we achieve our strategy.

When planning to adopt a new strategy think through the four questions described previously. As yourself:

■What style of leadership will be required to support our new strategy?
■How would we need to lead differently?
■Do we have the right leaders in place that can lead in this way?
■If not what are we going to do about it?

Most important leadership qualities over the next 5 years

by George Ambler on Sunday, May 30, 2010

The “2010 Global IBM CEO Study” was recently published, it’s one of the largest one-on-one CEO interview studies, surveying 1,541 CEOs, general managers and senior public sector leaders from 60 countries and across 33 industries. The four primary findings of this year’s survey are as follows:

■Today’s complexity is only expected to rise and more than half of CEOs doubt their ability to manage it. Seventy-nine percent of CEOs anticipate even greater complexity ahead. However, one set of organisations we call them ‘Standouts’ has turned increased complexity into financial advantage over the past five years.
■Creativity is the most important leadership quality, according to CEOs. Standouts practice and encourage experimentation and innovation throughout their organisations. Creative leaders expect to make deeper business model changes to realise their strategies. To succeed, they take more calculated risks, find new ideas and keep innovating in how they lead and communicate.
■The most successful organisations co-create products and services with customers, and integrate customers into core processes. They are adopting new channels to engage and stay in tune with customers. By drawing more insight from the available data, successful CEOs make customer intimacy their number one priority.
■Better performers manage complexity on behalf of their organisations, customers and partners. They do so by simplifying operations and products, and increasing dexterity to change the way they work, access resources and enter markets around the world. Compared to other CEOs, dexterous leaders expect 20 percent more future revenue to come from new sources.
After reviewing the findings what becomes clear that there is an overarching theme, the is the extent to which the economic downturn has affected customers, business and society. The world will not simply go back to “business as usual” after we recover from the economic downturn. The world has undergoing a significant paradigm shift and it will never be the same.

As we move towards a recovery in the world economy, leaders world-wide are experiencing high levels of complexity and uncertainty where “eight in ten CEOs expect their environment to grow significantly more complex and fewer than half believe they know how to deal with it successfully.” This environment creates an urgent need for leadership. Given this, the survey explored what CEOs consider to be the most important leadership qualities that would be required over the next five years, the results are illustrated below.

CEOs cited creativity as the most important leadership quality over the next five years…

Creativity is essential when uncertainty is high and where the future is expected to be a significant departure from what we’ve known in the past. When uncertainty is high you cannot just repeat the successful practices of the past and expect similar results. You will need to find new ways of thinking, new ways of operating and new ways of behaving. The IBM survey puts it this way…

“Creativity is often defined as the ability to bring into existence something new or different, but CEOs elaborated. Creativity is the basis for ‘disruptive innovation and continuous re-invention,’ a Professional Services CEO in the United States told us. In addition this requires bold, breakthrough thinking. Leaders, they said, must be ready to upset the status quo even if it is successful. They must be comfortable with and committed to ongoing experimentation… It’s not that CEOs are just now becoming aware of the importance of creativity they have long been aware of the need to innovate their products, their processes and their customers’ experiences. Even in 2004, CEOs were telling us that ‘CEOs the world over were refocused on growth and they viewed innovation as the way to get there.’ But today, creativity itself has been elevated to a leadership style. Traditional approaches to managing organisations need fresh ideas, ideas that are intended to disrupt the status quo.”

It seems that we are entering a period that places a premium on effective leadership. It’s not often that we have the opportunity to re-invent how we choose to approach our life and work. These are exciting times indeed…!

■What are you doing in response to this increased demand for leadership?
■Are you re-examining your existing leadership practices?
■Are you experimenting with new approaches, new paradigms, new ways of working? If not, why?