Tag Archive: performance management

Workplace Conflict; The Good, The Bad & The Useful

For a good portion of my career, I thrived on being a marketer. From my early days as a market researcher, an account manager, and eventually an agency executive, I loved the strategy and process of creating great concepts with compelling messaging that influenced buyers’ behavior. Managing a creative team, a client team, or corporate team, is sometimes burdened with conflict. Handling conflict was not my favorite part of the job, ever!

I aspired to broaden my career and went back to school for a Masters in Leadership Development about 12 years ago. Through a confluence of introductions, opportunities and also being an adjunct instructor at Drexel University, I joined one of my cohort’s businesses, Merit Career Development. Initially, I began helping them with a new branding initiative, but in an “Ah Ha” moment we realized that I’d likely be a strong trainer for Merit, too.  We were right. I have been running corporate trainings for Merit now for five years and I love it! But here’s the surprise: one of my favorite courses to facilitate, is Conflict Management (followed closely by Critical Thinking & Decision-Making.)

Why do I now enjoy talking about managing conflict? Because it makes sense to me now! And I also realize how much value it provides in driving better ideas and solutions. If we didn’t have conflict, and we all agreed on everything, we would live in a pretty boring, uni-dimensional world. How could we effectively cultivate new ideas or innovation without conflict?! It would be much tougher! The process of resolving conflict is very important, as well. It helps build and strengthen relationships, trust, and influences the development of new solutions to the challenges we face every day.

How do we make conflict good and useful?

Ultimately, it comes down to three important things:

  1. Being respectful towards the person or people who have a different opinion
  2. Opening yourself to hearing another perspective (opinion, solution, recommendation, etc.)
  3. Taking the time to truly understand the other opinion

Learning to listen and take the perspective of the person you are in conflict with, or reframing your perspective, as we discuss in the Critical Thinking course, is extremely helpful. It can be enlightening. Put yourself in the other person’s shoes and give their idea a chance to be a winner to best understand the opportunities that may exist.

The results of working through conflict can be similar to a great brainstorming session; not all ideas are good or practical, but they often result in a better idea emerging through conversation and compromise. When this happens, the best part is that there is not one winner and one loser; everyone is a winner and feels ownership in the solution.

Good luck with conflict. Embrace it and become a better person by managing it with respect. You just may like the outcome!

Look for Part 2 of this series next month where we’ll share proven tips for recognizing different conflict styles and how to most effectively respond to them.

To learn more about the author, Gail Cooperman, or the workshops she teaches, click here.  If you would like to bring any of our trainings to your location, please contact Jim Wynne at jwynne@meritcd.com or call 610-225-0449.

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Emotional Intelligence (EQ): The Essential Secret to Great Performance

The concept of emotional intelligence, EQ, has been studied for over 30 years. Research shows that high EQ predicts success beyond an individual’s knowledge, skills and abilities. Emotionally intelligent leaders have significantly greater annual profit growth, increased customer satisfaction, and higher personnel retention. In management, the more senior the leader, the more the EQ matters. In sales and customer service capacities, the higher EQs correlate directly to success.

RedheadStudies show that lack of EQ may limit a person’s ability to achieve results. Lower EQ scores correlate with lower merit pay increases, lower job satisfaction and more burnout. Managers’ and supervisors’ EQ scores correlate with their performance ratings.

The definition of emotional intelligence has been the subject of ongoing debates; however, researchers all agree that it consists of two principal components. The first component; intrapersonal skills or self-awareness, is the ability to recognize one’s emotions as they occur, helping one gain self-control in potentially emotionally charged situations.

The second component, interpersonal skills or social awareness, is the ability to recognize others’ emotions. The ability to express empathy enables one to have more positive relationships and minimize unproductive conflict. EQ helps put people at ease, build and mend relationships, confront problem employees, and manage change.

It is important to note that emotional intelligence can be learned. Understanding and incorporating specific EQ skills, techniques, and behaviors can help improve both the intrapersonal and interpersonal skill sets. An intra-personal skill, self-monitoring, can help one can limit or minimize emotional hijacking. Let‘s look at this closer…

Emotional IntelligenceWe all have specific words or phrases that are steeped in emotion. During the 1960s and 70s, the term “nuclear power” raised a great deal of emotion—both positive and negative. Similarly today we have emotionally charged words or phrases such as “gun control”, terrorism, and consumer privacy. It is important to recognize one’s own emotionally charged phrases and stop the emotional hijacking that is about to take place.

By recognizing our emotional responses when we hear a cue by self-monitoring, we can prevent emotional hijacking before it takes place. Stopping to recognize the emotional trigger is an important first step. Taking a deep breath, and/or silently counting to 10 can help us regain composure and react in a rational manner.

As for interpersonal skills, empathy helps us develop more positive relationships with others at work. Increasing our display of empathy enables us to connect with another person on an emotional level, thus allowing us to develop a meaningful, trusting relationship.

The question remains, however, how much emotional intelligence do you have—what is your baseline? Do you have an EQ deficiency, or are you well above average? There is only one way to know your EQ baseline and that is to take an assessment. Many exist on the Internet, some free others fee-based, however they may not stand up to statistical reliability and validity standards.

We invite you to take our free online self-assessment http://www.meritcd.com/assessments/eq/ and see how you compare to others; it takes less than 15 minutes. You will receive a report comparing you to the general population and you will know your starting point. With your baseline in hand you can select appropriate techniques and build your self-awareness and social awareness skill sets, and improve your emotional intelligence.

Would you like some guidance to improve your staff’s EQ? Merit offers half-day and full day workshops that help participants understand, identify their baseline, and strengthen their emotional intelligence. With exercises and interactive assessment tools, this workshop is engaging and life changing. For more information, please contact Jim Wynne at jwynne@meritcd.com or call him at 610-225-0449.

Permanent link to this article: http://meritcd.com/blogs/emotional-intelligence-eq-the-essential-secret-to-great-performance/

Crossfit Training; Your Body and Your Mind

The start of a new year brings with it many changes, professionally as well as personally. Many of us choose to start the New Year by making goals and resolutions, whether resolving to stick to a budget, or picking up a new hobby. Mine? I’m in the majority of the population: lose weight. To help me achieve my resolution I’ve started an exercise program called CrossFit training.

What is CrossFit training? The CrossFit training program, as explained by its founder Greg Glassman, is a system of performing functional movements that are constantly varied at high intensity. CrossFit is a strength and conditioning program that optimizes physical competence in each of ten recognized fitness domains: Cardiovascular and Respiratory Endurance, Stamina, Strength, Flexibility, Power, Speed, Coordination, Agility, Balance, and Accuracy.

Glowing_ManThe CrossFit program was developed to enhance an individual’s competency at all physical tasks. Athletes are trained to perform at multiple, diverse, and randomized physical challenges. This type of fitness is demanded of military and police personnel, firefighters, and many sports requiring overall physical prowess.

CrossFit training benefits the body by training your individual muscles over time to work together to provide an overall greater level of personal fitness than can be achieved by only conditioning one set of muscles at a time. This got me thinking: are there other areas in my life where I can use this approach? How can I “crossfit” my skills to become better at my job? How can I crossfit new learning opportunities to become a more valuable employee?

How can CrossFit training the body carry over to crossfit training your mind? If we consider our skills, hobbies, and responsibilities in our careers as muscles, we can make the analogy that those skills are muscles needing exercise. Some muscles are used more than others; some are barely used at all. All too often in our jobs, there is a set way of doing things that is like performing a repetitive workout. However, the brain is a muscle that like all muscles must be exercised to be kept in peak condition.

Modern cognitive psychology has demonstrated that the brain is not a static entity. Rather, the brain is continually and constantly developing and pruning pathways across skillsets, linking new knowledge to existing knowledge, or destroying old pathways which aren’t utilized to make room for new synaptic links. You can take advantage of this process by crossfit training your brain with a new skill or area of knowledge, which is seemingly unrelated to your existing career or job responsibilities.

people teaching each otherHow can crossfit training your mind benefit you in your workplace? Cross-functional training has many benefits for organizations as well as employees. At an organizational level, cross training skillsets help safeguard the organization against widening skills gaps. Organizations that cross-train employees across a range of functions put themselves in a good position to prevent sudden shortfalls and manage surges in specific areas when there is a spike in demand. On an individual level, cross training enables employees to explore and assess alternative interests and abilities. It also enables managers to identify and nurture employees who show exceptional talent in a particular function. Cross-training yourself to learn new skills, can increase your employability and enable you to stay relevant.

A few examples …learning the components of Strategic Leadership as a Project Manager (PM) can help reduce the probability of failure by sharpening leadership skills that enable the PM to better understand, motivate and build consensus with other members of a project team.  Or, learning to identify the role emotions and subconscious biases play in the decision making process can enable an individual to make more effective decisions. Learning Risk Management skills can enable a Human Resources manager to better anticipate potential problems and know how to create effective solutions before a problem arises.

In 2016, give consideration to learning things outside the scope of your role or responsibilities. Even if learning new skills may not seem directly related to your current work position, you will be increasing your value. Soon, you’ll wonder how you ever got along without these new skills.

If you are seeking to reduce your organization’s gaps in skills, improve cooperation and productivity through better communications and decision-making knowledge, or provide some morale-improving, team-building workshops, let’s talk. With a wide variety of courses, delivery techniques and a highly skilled training team, we will help you achieve your training goals for 2016 and beyond.

Contact Jim Wynne at 610-225-0449 or at jwynne@meritcd.com.

 

Permanent link to this article: http://meritcd.com/blogs/crossfit-training-your-body-and-your-mind/

Can Everyone Be a Leader?

Collective LeadershipIn recent years, a growing number of organizations have changed the way they are structured. The old top-down way of doing business, in which management wields all the power, is increasingly giving way to a collective leadership style, in which all employees are involved in setting and reaching company goals.

Some of the most successful companies—like Google, Apple, and Zappos, for example—are comprised of employees who are passionate about their company’s business strategy and working toward its goals. They are also engaged in actively promoting their company’s policies

Collective leadership is one way to increase employee growth and productivity. Blurring the lines between boss and worker, it empowers the latter—and leads to creativity, team building and openness, allowing employees more ownership of their work, while maintaining a level of discipline that ensures the job gets done.

Leaders who practice this type of collaboration believe that their power doesn’t come from their title or position, but rather that the group is stronger when everyone shares information and each individual is encouraged to offer ideas and suggestions.

The challenge for the leader is to create an environment where diverse individuals can work together effectively toward those shared goals. To do so, keep these points in mind:

  • The manager must trust the employees and their judgment, and make sure the employees know it.
  • Employees need to be capable of achieving the stated goals.
  • Employees must believe in what they are doing and know they are members of the team.
  • The manager needs to recognize that employees from different generations may have different work styles and know how to blend those differences for team productivity.

A manager who practices collective leadership is easy to spot. First and foremost, she doesn’t dictate to her team, rather, she brainstorms with them, and they arrive at solutions together. This leader knows how to allocate time and resources to foster this collaboration, allowing team members to hold various roles in which their responsibilities evolve.

She doesn’t run around “putting out fires,” instead, she gets to the root of an issue, offering immediate and ongoing feedback. She coaches all year round, not just at performance review time. And she ensures her team members are cross-trained, trusting them and allowing them to be accountable for themselves.

Of course, it’s not simple or easy, but there are some guidelines for creating a collective leadership style in your workplace, according to Marion Chamberlain in the Huffington Post.

  • Rotate leadership responsibilities, giving everyone the chance to understand what it means to “lead.”
  • Educate everyone equally, giving them access to the same information.
  • Don’t promote just to promote. Let individuals learn new tasks and move forward in those they are best at.
  • Offer good salaries, benefits, and additional perks, so employees will want to keep advancing their skill set.
  • Allow employees to make their own decisions and hold themselves accountable, based on clearly stated guidelines.

The collective leadership approach has grown with the increase in international competition and the shrinking of the global marketplace. Employees want to have more responsibility and autonomy in their work, as they actively engage and work as a team to create and set goals, and to achieve them.

This is especially true of the generation born between 1981 and 2000, the Millennials, who, in general, like to interact and collaborate with their colleagues, using a high degree of creativity to accomplish goals. This is a major divergence from the Baby Boomers who thrive on direct orders and chain of command, closed doors and annual reviews.

A truly collaborative environment is creative and innovative, and must tap into the best qualities of all the diverse individuals of all ages in its workforce. Putting at least some of these techniques in place can be a smart business decision that pays dividends over the long haul.

For more information about how Merit Career Development can hone your leadership and management skills, please contact Jim Wynne at jwynne@meritcd.com.


© 2015 Merit Career Development. All rights reserved.

Permanent link to this article: http://meritcd.com/blogs/can-everyone-be-a-leader/

How to Coach an Underperformer

How to coach an underperformerIt can be one of the most uncomfortable situations a project manager faces: You have a team member who simply isn’t delivering. Their work may be late or poor. They skip meetings or don’t file their progress reports in a timely manner. For whatever the reason, their role in the effort hasn’t gelled, and the gap is causing everyone else to scramble.

Most PMs dread such scenarios. After all, it’s never easy to call out someone on their performance. But when the need arises, you have no choice but to address the issues quickly and firmly. If ignored, personnel challenges can spread as other team members shoulder extra work and become distracted from their own priorities. Ultimately, the project’s quality, schedule and budget can be threatened.

The conversation is made all the more awkward by the unique relationship PMs usually have with their team – a position that’s more about dotted lines than formal reporting structures. When the underperformer isn’t a direct report, the PM must take the approach of an interested and invested colleague, a fellow team member whose focus is on solutions rather than blame.

Talk to the person. Your first order of business is to meet with the person and examine the issues you face. Express your concerns, but make clear that you’re beginning a conversation and looking for a solution, not issuing edicts. Be sure to get an acknowledgement of the problem and an agreement that it has to be resolved.

Be clear. Explain the ramifications of the person’s lagging performance. For example, by missing his own deadlines, he’s holding up the work of his teammates. Or, because she’s skimping on quality control, her colleagues have to put in extra time to identify and fix problems on top of meeting their own responsibilities. Be honest about what you’re seeing, and specific in your observations.

Understand the problem. The issues may be symptoms of a larger problem. Your team member may be facing challenges at home, with his boss, or something else. Whatever the underlying cause, it’s important to understand the forces that are at work here. After all, you can’t address a matter until you know its dynamics.

Have ideas. Good project managers always have solutions in mind. That’s as true when it comes to working with people as it is when facing logistical or technical hurdles. As you come to understand the problem, develop approaches for addressing it. It might be the person has too many competing priorities and needs clarity. There could be a personality conflict with another team member. Whatever the issue, proactively work with the person to develop an approach that will get their efforts back on track.

Put in the time. Coaching people takes time – sometimes a lot of it. Chances are, a single conversation isn’t going to do the trick. Set up regular one-on-ones with the person so you can track her progress and follow up on previous discussions. Develop metrics so you have an agreed-upon mechanism to measure her performance until the situation is resolved.

Remember, this process should be interactive. Encourage the team member to develop his own ideas, and listen to them carefully. Sometimes, all a person needs is an opportunity to talk things through in order to get refocused.

For more information about how Merit Career Development can hone your leadership and management skills, please contact Jim Wynne at jwynne@meritcd.com.


© 2015 Merit Career Development. All rights reserved.

Permanent link to this article: http://meritcd.com/blogs/how-to-coach-an-underperformer/

Using Negative Feedback for Improved Performance

Receiving feedbackThe old Johnny Mercer song says you should accentuate the positive, eliminate the negative. When it comes to feedback, negative information may be what you should accentuate because it may be more meaningful to employees, and can even help them to become more productive and in tune with your company’s goals.

A recent study found that people may be more encouraged to change by hearing negatives. By about 3 to 1, people crave corrective feedback more than praise—as long as the corrective feedback comes in a constructive manner. Respondents in the study also believe corrective feedback does more to improve their performance than positive reactions. Corrective feedback—a nicer way of saying negative—includes suggestions for improvement, exploring new and better ways to do things, or pointing out something that was done in a less than optimal way. (Positive feedback is what you’d imagine: praise, reinforcement, and congratulatory comments. It’s no surprise that these tend to be much easier to deliver.)

How can you provide more effective constructive feedback? Consider these strategies:

  • Give more. You may be more comfortable giving all types of feedback if you do so regularly. Professor M.S. Rao advocates constant feedback, which goes hand in hand with continuous learning. Both support fast growth in careers, personal, or professional life. Feedback as a daily interaction becomes a natural part of the workplace rather than a dreaded annual event.
  • Focus forward. Look ahead with feedback so that you can help to direct future behavior in the right direction. Make specific suggestions about how you would like things to change.
  • Address the behavior, not the person. Focus on the specific behavior that you want to change, rather than personal traits, suggests Diane Gottsman, an etiquette and manners expert. For instance, this statement is too much about a character flaw: “You have no organizational skills and it showed in your presentation this morning.” This alternative gets specific about the action that needs to change: “It was clear that you were struggling to keep the audience’s attention on your report this morning, and I have some suggestions that I’d like to discuss.”
  • Actively listen. Feedback recipients need to feel that they have been heard, as a Fast Company article points out. In fact, you may want to ask the recipient for his or her feedback before offering your input. The employee may already know what needs to change. If so, it’s a great opportunity to compliment your employee’s insight and solicit ideas. Make sure you leave time for a response, and repeat what has been said to you to be sure you have heard right.
  • Control your emotions. Avoid giving feedback if you are angry or upset. If you become emotional during a feedback conversation, tell the person that you will need to think about the response and schedule a follow up meeting for another time.
  • Increase opportunities to make feedback more meaningful. Have a conversation after each project or assignment to shift the focus to career planning and how to mesh employee capabilities with those plans. Communication at the management level can note the up and coming stars and make sure the company retains these valuable individuals and continues to develop their talents.

To be an effective manager, giving feedback is a key skill. Merit Career Development offers leadership and communication courses that can help you hone your skills. For more information, please contact Jim Wynne at jwynne@meritcd.com

Permanent link to this article: http://meritcd.com/blogs/using-negative-feedback-for-improved-performance/