maanantai 29. joulukuuta 2014

Addressing issues of poor performance

I bet there are no manager or team leader who has never been in situation where to give feedback to employee who has not reached the targets. It is pretty challenging situation to find out suitable words and provide safe and constructive atmosphere in order avoid "fight-or-escape"-reaction of employee.

Simple rules for giving constructive feedback are:
  1. Get to the point. 
  2. Be precise.
  3. Set targets.
From the book "101 Coaching Strategies and Techniques" I found a nice tool to full fill these rules, it is called DESC.

DESC comes from the words:
  • D - Describe the behaviour/issue/imporvement needed item/.... Pay attention to used "I" form like "I have noticed you have been coming late to work."
  • E - Explain the effects of issue you have described like "This means that team needs to cancel morning meetings or they are just sitting and waiting for you."
  • S - State what you need employee to change. Pay attention again to use "I" form, "I really need you to be in on time."
  • C - Consequences for employee: good if the behaviour does change and bad if not. Idea of C is to give confidence that it is worth to raise the issue.


lauantai 1. marraskuuta 2014

Simple communication hint



I like simple things and I like to simplify issues as much as possible. This hint for making communication better is my favorite because it is so simple:

Take a mirror, look into it and think about this:

- Number of eyes: 2

- Number of ears: 2

- How many mouths? Just one!

Couple of steps ahead with passion



This is real life story from my father. My father started his teacher career at late 60's. His main subjects were mathematics and physics. He feld himself very confident with those subjects and he told that he was very top of those. But the chemistry was another story. He did not like that at all, he almost hated it but it was mandatory so called minor-subject in university so he passed only those mandatory courses and that was it.

Then came the day of first teacher job and the school principal told to my father that he will be teaching also chemistry! My father was not pleased. He has barely passed those mandatory cources and did not like chemistry at all. Principal noticed that my father was not pleased and he asked two questions:
  1. Can you read?
  2. Do you like being a teacher?

My father answered "yes" to both questions. The principal replied: "Ok, then there is no problem. You can read couple of chapters ahead and know a little bit more than students. You like teaching, first you teach yourself and then students".

With these advices my father started his teacher career and carried it out with success over 40 years. I think these advices are good for our business also. We need to learn all the time and we need to be ahead our competitors. And what ever we are doing we need to do that with passion and not to be afraid of new or complicated issues.

To be seen



I would like to get more feedback. There is not enough feedback. Feedback is important...and so on. These are common comments when people are asked to evaluate their working conditions and leadership.

But what they are exactly asking? What kind of feedback they are expecting? I have been wondering this every time I have heard above mentioned comments. Even there is nice track record of completed tasks or work is monitored/guided during project or at the end of the project good results are highligted, people are still complaining to have not enough feedback.

This HBR's article gives one sort of answer to this, appreciation.

http://blogs.hbr.org/2014/05/if-youre-feeling-unappreciated-give-someone-else-credit/?utm_source=Socialflow&utm_medium=Tweet&utm_campaign=Socialflow

Indeed, but I would like to go even further to the basics. Even more simple thing. My feeling is that in most of the cases people are simple wanting to be seen. Nothing else, just to be seen. Hand over heart how many times we are leading/monitor/guiding more matters than people? How many times feedback has been focus to deliveries? How many times thanks have been how well something was done? Even there are great results and results are recognized, people might felt themselves more as machine parts than humans.

How to ensure people are getting the feedback they are expecting? Firstly in order to get people to feel are they are seen as individual person, attention is needed to:
  • Listening. It is really important to pay attention to listen what other one saying. Not listening what you are expecting to hear.
  • Be curious to learn more about other person.
  • Be present. Be there with other person, let him/her feel you are really there not just pretend.

These are not the easiest tasks, but worth to try. Good luck

Feeling tired?



Again a nice article in Talouselämä-magazine. Here is short reference of it.

Feeling tired during working? Feeling being stuck with tasks? Losing focus? It is time to have a break and let brains to take a breath. It has been studied that optimal time to be well focused is 1.5 hours. After 1.5 hours propability of failures increased significantly. Also recovery time gets longer.

So, in order to keep performance high there should not be more than 2 or 3 intensive and well focus working session per day. What to do when having a break?
  1. Stop working. Let the brains have a break.
  2. Take a fresh air. Brains are using 20% of all oxygen that body needs.
  3. Get into light.
  4. Move. Take a walk or at least stand up in your working place.
  5. Sleep. Yes! 20 - 30 minute nap do the trick. (Most of the cases taking a nap is not possible, but this is brings funny vision of office where people taking naps ;) )
  6. Drink water.

Important thing to remember is that your brains decide when they are ready to work and when it is time to have a break. Your task is to listen and understand your body and to act accordingly.

Whom to blame when feeling bad?



Finnish weekly magazine "Talouselämä" contained a nice article about work wellbeing. It asked: Are you feeling bad? Do you blame your boss, people around you or continuous uncertainty?

The answer was that the first thing to do is to understand what you can change and what you cannot change. And the easiest target for the change is yourself.

Following five steps provides ideas to make changes:
  1. Do not accept bad feeling. Try to find root causes for feelings. Understand what are your target in life.
  2. Make an agreement with yourself how to make things better.
  3. Seek tasks and teams which motivate you.
  4. Do not try to find easy and quick solution, but pay attention to long term improvements.
  5. Allow yourself to make mistakes.

Power of weakness



When ancient black smiths made iron they tried to make it as clean as possible. They hammered and fold iron over and over again until there were no dross. Outcome was clean iron, but after some time they noticed it was not strong enough. They realized that making something as clean and homogeneous as possible does not make it strong.

Then steel was found. As we know iron becomes steel when there is correct amount of carbon inside it. Iron is not clean because there is carbon, but without it there won't be steel. In that sense certain weakness makes iron to steel. If the phenomenon is looked from the physics point of view, carbon atoms find their places between iron atoms and this makes structure strong.

Same idea can be put into team building and collaboration. There are team members with different backgrounds and competencies. Instead of trying to make them look the same and have the same competencies, hammering and folding over and over again, there should be paid attention to competencies and how those competencies are fulfilling each others. When team knows what are the pros and cons of each of others they can backup each others. This makes structure strong as steel.

Why this makes team strong? Think about the case when everybody is just showing their best sides and hiding bad sides. Most likely at the end of the day team does not look like a team but just a bunch of individuals. They do not know each others, their pros are not supporting their cons. Such a team might be iron but not steel.

Building a feedback culture



Another great article found from HBR. This time it is about giving feedback. Giving a honest and open feedback is not the easiest task for managers/leads. You might have took a part to trainings how give feedback and you know bunch of nice tools how to carry out feedback giving. But if the culture or atmosphere is not suitable for open and honest feedback then feedback giving happens only sometimes and in worst case it is just “have-to” task. How to obtain such a culture where feedback giving is easy and constructive? According following article there are four components:
  • Safety and Trust. Get to know each other, be aware of emotions and do not push.
  • Balance. Balance positive and negative feedback.
  • Normalcy. Make feedback as an everyday bread.
  • Personal. Accountability. Be the change you like to see around you.

Full article from HBR: blogs.hbr.org/2013/12/building-a-feedback-rich-culture?utm_source=Socialflow&utm_medium=Tweet&utm_campaign=Socialflow

DREAMS



Just found a fascinating article about dream organization from HBR. The main components of dream organization are:
Difference – “I want to work in a place where I can be myself.”
Radical honesty – “I want to know what’s really going on.”
Extra value – “I want to work in an organization that makes me more valuable.”
Authenticity – “I want to work in an organization that truly stands for something.”
Meaning – “I want my day-to-day work to be meaningful.”
Simple rules – “I do not want to be hindered by stupid rules.”

Full article:http://blogs.hbr.org/2013/12/building-the-organization-of-your-dreams/?utm_source=Socialflow&utm_medium=Tweet&utm_campaign=Socialflow

Supervisor's role



I met one of my supervisor after many years, actually it was over 10 years ago when we met last time. Anyway, discussion went pretty soon to the old times when we worked together. He reminded me once again about the supervisor's role summarizing it this way:

"Be there when needed, stay away when needed, take the hits, ensure team members are doing fine."

Are you involved or committed?



This is the question I found from Juha Wiskari's book called "Oikoteitä arjen huippusuorituksiin". Book is written in finnish and originally question is "oletko sekaantunut vai sitoutunut". Anyway the point is something like this:

Characteristics for being "involved" are:
  • Comments like "I'm just working here", "I do not care, not my money", "Not my problem", and so on.
  • Tasks are done and most likely also completed but just barely.No extra effort spend.
  • Excuses. There are always good excuses why something is not done or is done but not in proper level.
  • There is always someone to blame if work is not done

Opposite for above is being "committed":
  • Responsibility
  • Honestly
  • No excuses
  • Not blaming others
  • Putting himself or herself total into activities

This is worth to think and ask from yourself everyday. You have to do decision everyday, how you are going to act.

Organisational culture



One of my team member shown me a picture of organizational culture. It was called a iceberg of organizational culture. Symbolic iceberg in this is actually very good. If you are an observer outside of organization, you'll probably see what organization want to show:
  • Structures
  • Services
  • Practices
  • Process
  • Capabilities
  • Possibilities
  • etc.

Everything which makes it look good, strong, capable and beautiful. But at the same time there is something under the waterline. Something you cannot see, you might know what there might be but you cannot see it.

There are things like
  • Values
  • Attitudes
  • Conflicts
  • Internal issues

Human stuff, stuff what comes when people are working together. This stuff is important to be and keeps the organization in balance like an iceberg's under water part. But it is not the stuff to be shown outside.

Visible and non-visible dimension are worth to keep in mind. Building an organization only with visible parts and forgetting non-visible parts makes organization flat and easy to collapse. When approaching organization from outside and paying attention only to visible parts without studying non-visible parts will lead to Titanic's fate.

Learn from Mother Nature



Around ten years ago I took a part on project management course held by swedish guy Jan Burenius. Course material was based on Jan's and his collegue's book called "Value model". The course was full of cool stuff how to improve team work. One valuable advice for making team working better was to think about goose flock. Think about these:
  1. Flock formation is V-shaped. It allows everyone to see where the flock is going to. Flying in V-formation, diagonally behind each other, means that advantange can be taken of the upwind created by the goose in front.
  2. Leader in flock is changed regulary. Shared leadership. No one can be best in everything or have capacity to constantly stay up front. When leader goose gets tired it falls back in formation but still stays in group.
  3. Geese on the tail are honking encourament for the geese in front. Encouragement. Those in lead need encouragement and support to continue.
  4. If any goose left behind or get injured there'll be always two geese accompany it. They stay with it until it is either able to fly or dies. They then fly off together to catch up with their flock or join another flock.

Nice set from Mother Nature for team building, isn't it?