eCourse Planned for 8 Essential Skills

For some time now we’ve been looking for a way to provide the training course that goes along with The 8 Essential Skills for Supervisors & Managers to a wider audience. Creating the book’s 2nd Edition has been a major undertaking over the past nine months and is now nearing publication, so it’s time to devote some attention to creating a series of online video eCourse modules.

We’ve partnered with our good friends at UNIVentures, Inc. led by Candace Cox and her  team.  And through them we’ve found the folks at Thinkific as technical partners. UNIVentures operates on a global basis delivering outstanding training programs all over the world. Greg Smith and the Thinkific team are based in Vancouver, BC. We like the international flavor this provides and look forward to working with these great people in the months and years ahead. We also have other interesting projects in the works, so . . .

Stay tuned!

Paul

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It’s All About Choices

I’m willing to bet that you have lots to do. At the end of the day, week, or month you can look back and spot all sorts of things that you could have accomplished but didn’t. You’ve clearly made choices about what to do, what not to do, what to pay attention to, and what to ignore or defer until later. You probably make hundreds of choices every day. The choices you make must answer three basic questions:

  • Who should address or resolve this issue? – you, somebody else, or nobody?
  • How important is this to me? Is this mission-critical to my job or not so important?
  • What is the best use of my time, talent, and energy right now? Handling this particular issue or something else on my plate at the moment?

I’m certain you have issues you can make decisions about, otherwise known as your “span of control.” These are decisions you can make on your own, choosing what seems best to you. For example, if something is within your span of control, you may decide to move ahead and keep your boss in the loop after the fact. If the issue requires sign-off or approval from your supervisor, then it clearly is not in your span of control; it’s in somebody else’s span of control.

You also have issues, challenges, problems, and concerns that you have some influence over, whether you realize it or not. This is your “sphere of influence.” These issues are outside your span of control; your position and authority don’t allow you to simply decide what to do. In this case you need the approval of someone else or the willingness of your boss to carry things forward. These issues tend to be things you care about and would like to see changed, but are outside your direct ability to make happen. So it pays to get good at raising issues, communicating critical information, and making recommendations so you can influence the person who actually can make the decision to make their choice the way you would like to see it made.

Learning to effectively use your sphere of influence has a great deal to do with the future scope of your span of control. Using and expanding your sphere of influence usually starts with your relationship with your own manager. You should quickly learn how they prefer to get your suggestions and ideas. Do they:

  • Need a lot of data or just a general overview?
  • Prefer to discuss your idea or issue, see it in writing, or receive it electronically?
  • Have a more receptive time of day?
  • Need to perceive any new idea as their own?

This is all about your ability to influence the future direction of your team or unit. The goal is to provide your manager with the information needed so their decision will go the way you want it to. Obviously, you need to provide your boss with information that’s truthful and complete. You don’t want to leave out an essential piece of information that could prove to be a problem later. That would brand you as someone who doesn’t think things through very well. Still, you can craft information and recommendations in such a way that they lead logically to the conclusion you prefer.

Often, supervisors and managers are frustrated by an issue or problem outside their span of control. So they toss the issue to their boss without thinking about how that person prefers to get input. When their boss ignores it, rejects the idea or makes a decision they don’t like, the frustration continues.

If you look back and can see you are not getting the results you want from your approach, it’s probably time to try a different approach. Ask yourself some basic questions, such as:

  • What is the real problem or issue? How can I best describe it so my boss understands the essential facts and generally sees the issue as I do?
  • What specific outcome do I want? If this issue was in my span of control, what would I decide to do?
  • Are there potential difficulties or problems associated with my approach? If so, what are they? What effect might they have on implementing my recommendation? (Hint – they often are political or “turf” issues)
  • What will be the benefits of following my recommendations?
  • What will the payoff be to the organization and its customers or stakeholders?
  • Who else supports my recommended approach?

Expanding both your span of control and your sphere of influence is a natural byproduct of experience. As you become more adept at managing yourself and the assignments, challenges, and opportunities that come your way, you “graduate” (David Allen’s apt term) and get to take on new, higher-level challenges. Because of the confidence you develop in your own abilities, this growth process can continue as long as you’re alive. But you have to start somewhere and where you are right this moment is a pretty realistic place to begin.

Ask yourself two questions:

  • What issues are really within my span of control?
  • What issues are in really within my sphere of influence?

Once you’ve identified the issues that are within your particular area of responsibility, then it’s a matter of choices – what are you going to do to move those issues forward to a successful resolution, and what issues do you choose to defer (maybe) until later?

Then once you’ve identified those issues that you care enough about to want to see move forward, then it’s a matter of who, how,and what – who needs to know about this particular issue, how do you want them to move forward, and what would you recommend they do?

I recommend you really think about it. What’s within your span of control and what’s within your sphere of influence?

Think about it and commit yourself to making good choices. Choose well and you’ll see your sphere of influence and your span of control expand.

Paul

What Did You Learn?

What did you learn from each of your previous bosses? Maybe you worked for one of those rare “natural” supervisors or managers. I’ve met a few, but they are few and far between. Most of us who have worked inside organizations have worked for a series of bosses. And we probably had no difficulty finding things about their style that bugged us, frustrated us, even made us angry from time to time.

But at the same time, looking at it from the rear view mirror, I bet you also learned some valuable lessons from each of them. I know I did. Some of those lessons were positives – things to emulate, copy, and modify to fit me. And some were negatives – things to not do when faced with a similar situation.

One of my first bosses was The Chief. He was a Master Chief Petty Officer in the U.S. Navy and was the lead admin for the Supply Officer on my ship. He’d been in the Navy about 25 years and had risen steadily to become one of the senior people in his logistics specialty. Since our ship had one of the first on-board computers in the Navy (a Univac 1500 that took up a lot of room and was one of the few air-conditioned spaces on the ship), we were dealing with state-of-the art in some ways, and very old technology in others. Remember 10-part carbon paperwork?

From The Chief I learned precision and the importance of doing the job to the best of my ability. He also served as a role model of how to handle a difficult boss who had spent his entire career on shore duty. When we were at sea, the Supply Officer spent the whole time holed up in his cabin, alternately hollering at somebody over the ship’s phone and bouts of throwing up .

Some years later I worked for a boss I’ll call Sam. I was running an organization-wide system with multiple locations and nearly round-the-clock operations. From Sam I learned the value of building effective cross-departmental relationships and the wisdom of seeking multiple opinions and perspectives before making major decisions. My mid-20’s shoot-from-the-hip, get-it-done-now style sometimes backfired on me, particularly when I failed to identify key stakeholders and give them a “heads-up” regarding plans. Sam showed us all how to lead a diverse (and often highly competative) group of department heads in a positive direction by “communicating lavishly,” to use a favorite Max DePree quote. Sam knew where we were heading, kept us all in the loop, and ran interference with other senior leaders when necessary. Quiet leadership, practiced daily.

Those are just two of the people I learned from. What did you learn?

Think about what you’ve learned from some of the people you’ve worked for over the years. If you’d like to share a thought or two, that would be great. If not, at least think about it.

Exciting Times

Organizations in all parts of the economy, at least those that made it through the Great Recession, are running pretty lean at this point. During the Recession organizations tightened their belts, reduced or eliminated  discretionary spending, and concentrated on survival. Positions were eliminated, projects scaled back or postponed, and in many cases headcount reduced. The organizations that survived are now leaner, more thoughtfully focused on core products and services, and have a changed workload distributed across a smaller number of heads, hands, and hearts. Whether you think the result is positive or not, it represents reality. The question now is, “How can we be successful over time in a rapidly changing world? ”

We see changing roles, expectations and challenges for supervisors, managers, and professionals all around us. Responsibilities and assignments change frequently, priorites are moving targets, and everyone is required to grow and adapt all the time. The increased pace and changing demands requires an adaptive and flexible approach at all organizational levels, and that means life-long, continuous learning.

Knowing what is needed for the future is only possible through knowing where you are right now. That’s where 360-degree assessments like the Management-Leadership Practices Inventory come in. They provide a baseline of valid, reliable feedback to serve as the foundation for an individual, team, or organization development plan. Click here for more information on the assessment tools we use; we know they work.

In addition to the ONEplace Nonprofit Leadership Academy, we are currently completing a 360-degree management and leadership assessment process for two large teams. In both cases the organizations recognized that the need to invest in professional development was long overdue. Helping our clients to adapt and change – and being part of the individual and team growth that results – is exciting, rewarding and just plain cool!

What is your organization doing to develop the skills, attitudes, and behaviors needed today and tomorrow?

ONEPlace Leadership Academy Launches

The initial session (of 10) of the ONEplace Nonprofit Leadership Academy (ONLA) got underway on January 20th, with twenty of Kalamazoo County’s best and brightest nonprofit managers. After welcoming comments from KPL Director of Libraries Ann Rohrbaugh, an overview of the Academy syllabus and expectations, the participants received the results of their 360-degree feedback process. We used a great tool called the Mangement-Leadership Practices Inventory to gather feedback from their manager, their employees, and their peers.

Honest feedback is often hard to come by for most managers. When we manage a team or a department in a larger nonprofit the person we report to may not have much opportunity see how you work with your employees and may have limited chances to see how you interact with your peers. For day-to-day, get-the-job-done managing, your employees will have a much better perspective on what kind of job you are doing at that level. And in most organizations, employees have very little chance to provide feedback anonymously.  That’s where a tool like the MLPI can provide supervisors and managers with feedback you can use right now to help you grow, develop, and improve as a manager and leader.

As you would expect, the ONLA group’s scores were generally above average on the MLPI Factors. And yet, in most cases, a bit of digging into the data (and there is lots of data!) reveals some surprises, some “ah-ha’s” and some good ideas about what to work on right now. I’m sure the ONLA folks wished they didn’t have to sit through my briefing on what the instrument measures, how it works, and how to understand the data. But I know from past experience that without that briefing, the wealth of data can be a bit daunting.

After nearly an hour to work with their data and start to build the framework of their professional action plan for 2012, it was time to hand off to Janice Maatman, Director of WMU’s award-winning Nonprofit Education Program . She lead a great session on Ethics that got everyone thinking and discussing ethical issues with a nonprofit focus.

With reading assignments and a discussion with their mentor ONLA participants are going to be busy folks between now and their next session on February 3rd.  This is going to be a great Academy, there is no doubt about it. Stay tuned.

A Leadership Academy

For the past six months I’ve been collaborating with the great folks at ONEplace@KPL in Kalamazoo (see “Building Nonprofit Capacity” for more on ONEplace) on creating the ONEplace Nonprofit Leadership Academy (ONLA). The first group of 20 high-potential nonprofit managers begins their journey tomorrow morning, and I confess to being pretty darn excited! Thanks to Bobbe Luce (founder and ED at ONEplace) Kalamazoo County nonprofits will have a ready-to-lead group of future executive directors. Bobbe’s research shows that a majority of the EDs of larger nonprofits are above the age of 50, and many are within less than 5 years of retirement. This means there will be lots of turnover at the top of these organizations.

This is not an issue just for our local nonprofits, but a national issue that needs attention. Many of the current EDs are also the founders of these larger nonprofits, and grooming leaders to follow in those footsteps is just not being done. And in many cases little or no succession planning has been done by nonprofit boards. Thus, ONLA is born.

Tomorrow the group will receive the results of a 360-degree feedback survey of their Employees, Peers, and Manager. For many this will be the first time they’ve received this kind of feedback, and the buzz within the group is pretty high. This is going to be a great series of experiences for these 20 future EDs. Stay tuned!

3 Leadership Traits

What leadership traits will be needed 10, 20, 50 years from now? Recently I was part of an audience of business and community leaders, faculty, students, and others who attended the first event in the Frederik Meijer Lecture Series at Grand Valley State University’s Eberhard Center. Distinguished author, thinker, and businesswoman Dr. Jill Ker Conway. The first female president of Smith College, Dr. Conway serves on numerous corporate boards and took as her topic “The Next 50 Years in the World.” Frankly, anyone willing to tackle that topic deserves my attention.

While Dr. Conway’s talk, and the subsequent Q & A addressed wide-ranging global issues, I found her answer to the following question the most interesting:

Q. – What kind of leadership traits will be needed in the future?

A. – Effective leaders will need the following three attributes:

1. The ability to deal with, communicate with, and work with opposition without demeaning them.

2. Confidence in their own ideas but open to the ideas of others.

3. The ability to find and attract good, bright people and to then nurture them.

The 1st trait would certainly come in handy today, when elected “leaders” tend to demonize each other.  When the relations between tribes, countries, even regions become excessively polarized, there is no search for common ground, compromise, or a way through our disagreements to a solution that works for all of us.

There is certainly no shortage of confidence in our own ideas, but far too often it seems we are, in the words of Ambrose Bierce,  “never in doubt, but often in error”. Win-Lose thinking, I’d say.

The 3rd trait is essential if a manager and their organization are to successfully grow and develop. We may be able to find and attract excellent candidates when a job becomes available, but if we fail to help them increase their capacity and capability to contribute the talented employee will either go elsewhere or settle into mediocrity.

What do you think?