Executive coaching – Heller Group

Accountability – Five Strategies for Holding and Being Accountable

At a distance, I noticed Wayne, a senior executive of an engineering firm walking to towards me with head down and the gait of a burdened individual.

I asked Wayne, “What is wrong, you look burdened and forlorn.” Wayne’s eyes met mine while he was shaking his head. He responded by saying “I don’t understand. We are building a multimillion-dollar machine and we can’t get the technicians to clean out the extra nuts and bolts. It seems impossible to find ways of holding them accountable to finish the job. What can I do?”

As I listened to Wayne, I began to wonder why holding people accountable is so difficult. I grew up learning that self-responsibility and being accountable to oneself in business was a competitive advantage.

As many other executive coaching clients have bemoaned the challenges of holding people accountable, I continue to reflect on strategies. However, in today’s world, without command and control and insubordination, holding people accountable has become both an art and science.

From my reflections here are Five Strategies for Holding Yourself and Others Accountable:

Hold accountable by modeling accountability – Character counts in leadership and in life. By holding yourself accountable, others will emulate. You hold yourself accountable by delivering on your promises and promising delivery.
Clarity of expectations – One reason people are not accountable is they are unclear about what is expected of them. When asking someone to do something, be clear about what you want delivered, by what date, and with what quality.
Communicate aspiration – When providing direction, communicate “what is in it for them?” Since people are motivated through self-interest, making sure you let them know the benefits of delivering on a promise has a higher probability of success.
Employ a constellation of consequences – Since fear is a powerful motivator, find ways of expressing either verbally or non-verbally disapproval for not being accountable and approval for being accountable.
Shorten deadlines-since “work expands to fill the time available” using shorter deadlines can be effective in getting people to meet deadlines.

Coach’s Note:

Holding people and oneself accountable is complicated. It requires a strong mind since no one wants to risk being disliked. Strengthening your ability to hold yourself and others accountable is time well spent. As Wayne was forlorn when technicians wouldn’t clean up, effective accountability can guarantee feelings of accomplishment. The choice is yours! Remember accountability counts!

Why Hating Politics is Not Good for Your Career

Years ago a close friend of mine was the international strategic planner for a global oil and gas company. I went to visit her downtown office in a skyscraper made of glass that seem to touch the heavens. Looking at the knobs for the elevator, there were two floors that required a key.

I asked who the individuals were who inhabited those offices. She said that they were not necessarily the best at what they did, but they all were the best at corporate politics. That was the epiphany uncovering my naivete that politics don’t matter.

Throughout the many years, and countless hours of executive coaching conversations, the issue of organizational politics is addressed. Yet, it is considered undiscussable and the proverbial “elephant in the room.”

A constant theme is the unfair nature of how promotions occur. The usual rant is that “I have been cheated. My colleague got the promotion I deserved. I work harder, bring in more money, and make more significant contributions to the company.”

When I ask the same person why the other person was promoted, the usual answer is that he/she “played better politics.” Most times pejorative, though colorful, adjectives are used about the unfair nature of politics. The reality is that merit is not always factored into the promotion formula.

My coaching response is that politics is non-linear and often will not make sense. However, being overlooked is a wakeup call to learn the skills of playing the political game more successfully.

Learning the game of politics is necessary. Here are five techniques to be a better player in the “field” of office politics.

Accept that politics is reality – Before you can make any change, you need to consciously abort your denial that being “apolitical” will lead to a promotion.
Accept that politics occurs when there is a “conflict of interests” – Part of being open to the reality of politics, is that being political is within every relationship. Whenever two people have different interests, there is politics.
Become an astute observer for clues and cues – There is no manual at your organization titled “Winning Corporate Politics at XYZ Corporation.” This manual has never existed. Therefore, you must become an observer looking for the cues and clues of power, politics, and influence in your organization.
Model after the politically gifted – Every organization has a population of executives who are gifted politicians. Watch them. Ask them questions. Emulate them.
Ask yourself how you can add political capital in this organization? – Since no two organizations are the same, think about how leaders gain political capital within your company. What do they need to say, do, and interact with to create political capital.

Overcoming the Negative Effects of the “Myth of Good Work.”

Peter is a hardworking, dedicated, and devoted senior executive. He is perceived as always getting the job done. He works 7 days of week, at the sacrifice of time with his family and friends.

During a coaching session, Peter’s expression resembled someone who had just found out his dog died. He was forlorn and sad. When I asked him what happened, he replied “Susan was promoted, not me! I work harder, accomplish more, and have made sacrifices for the company. I am being overlooked for a promotion I deserve.”

After a few minutes calming Peter down, I said, “You have experienced the deleterious effects of the “myth of good work.” The myth is that if you work hard and do good work you will be rewarded. Similar to education, the belief is that if you work hard and get good grades you are “promoted” to the next grade. In business the same principle does not apply.

During the next few months of coaching, Peter began to shift his thinking and actions to being more political and building political capital that was important. He realized that doing good work is not enough to get noticed and rewarded. As he began to think and behave politically, he acquired political stature and was ultimately promoted.

Here are a few of the suggestions to overcome the “myth of good work.”

Politics is not a zero-sum game – Continue to find opportunities to create “win-win” scenarios.

Think politically – When a situation occurs where a decision has to be made or people need to be influenced, ask yourself “what are the political dynamics involved in this situation?”

Create political constituents – As in national politics, having strong constituents behind you is imperative. Begin to build relationships with strategic individuals who have political capital and who you can help in some way.

Keep your friends close and your enemies closer – There will always be people with whom you do not get along or you know don’t speak highly of you. Anyone who you think will speak negatively about you, begin to spend time with them. Get to know the person and find common ground.

Politics is a learned skill – Developing political skills can be learned. You can learn how to attune to the political signs and cues in any organization. Identify leaders who you believe are politically savvy. Observe their behavior, their way of speaking, how they “show up,” and what other leaders they regularly interact with.

Making Purpose Work

Last night I was in a coaching conversation with a client who was experiencing consternation. The consternation was the result of being hindered by a staid culture where the status quo eclipses any possibility of change. However, he made a poignant statement that the “the enemy of success is not changing.”

His obvious frustration led to a conversation about the broader realities of being an executive. He mentioned waking up in the middle of night worried about the well being of thousands of employees and their families. He was truly “mission motivated.” His purpose of providing for thousands of families transcended his paycheck and was his true purpose.

My client’s comments and the picture of waking up in the middle of night echoed in my head as I drove home. I realized that finding a sense of purpose is the secret to weathering any storm.

But finding purpose is not easy and requires some self reflection and discipline. Here are five pragmatic strategies you can employ to find your purpose:

Seek out assignments that contribute socially – When a crisis occurs, don’t be afraid to volunteer. You will find that social missions provide fertile opportunities to learn what could be your purpose.
Ask yourself “What part or activities of my job would I do for free”- When you take finances out, you can find the purpose beyond money.
Communicate to others so they feel purpose – To help with college, I was a busboy in a restaurant. I was asked to join my fellow busboys one Saturday morning. Arriving at the restaurant we met with a group of executives. They told us we were the most important part of the restaurant. They explained that without us, customers would not sit at a clean table and the waitresses could not take the order of hungry customers. They sincerely expressed the “why” of our work. With that sense of purpose, I cleared tables quicker and with an extra touch of cleanliness.
Relate tedious work with helping others – Think about the little tasks you do everyday. A client of mine cleans and refurbishes commercial drums. The CEO has communicated to employees that the drums they clean contain chemicals that are responsible for such products as perfumes and car oil. Their fastidiousness in cleaning each drum allows manufacturers to produce safe and valuable products.
Create perspectives of purpose – There is the story of two brick layers working on a church building. When someone asked what they were doing, one bricklayer said, “Can’t you see, I am a brick layer.” When the other brick layer was asked the same question, he said, “I am building a great cathedral.” The second bricklayer carried a “perspective of purpose.”

The Leadership Paradox – Staying Committed by Letting Go

Successfully leading a business, or a career requires an inexhaustible commitment. Sustaining commitment also requires a season of letting go.

There will be unavoidable challenges. There will be seasons of economic harvest and unrelenting growth. No matter what the season, success is a matter of commitment. Quitting is never an option.

To sustain fertility, farmers let go by “letting the land fallow.” The practice is letting farmland be unsown for a period of time to restore its fertility as part of crop rotation.

In leadership, “letting the land fallow” requires letting go of the pressure to perform. Fallowing is necessary to prevent tired and drowsy thinking.

With the holidays approaching, and winter being the season of “shadows”, allowing time to fallow allows the mind to “restore its fertility” of fresh ideas.

Here are five (5) suggestions that can facilitate the opportunity to fallow:

Schedule fallow time – Determine a time when the number of projects, tasks, and initiatives can be slowed down. If time is not set aside for this, your commitment to perform will take the nutrients out of your thinking.
Be provocative – One of my clients originated the concept of “business creation.” The purpose is to identify new, innovative, and not yet discovered ways to create new business. Fallow time will restore the fertility of your intellect.
Be still and let go – During your fallow period to simply be still. Allow your thoughts to emerge and evaporate. Courageously let go of that uncontrollable impulse to complete the next task on your to do list.
Stay committed – By “letting the land fallow” you are insuring a future harvest. In your business the harvest from allowing time to fallow can lead to increased productivity and even increased profits.
Enjoy the harvest before the fallow – Last, but not least, this fallow time is an excellent opportunity to reflect and celebrate past accomplishments. Don’t forget to celebrate.

The Business Case for Curiosity

For a long time, I have been curious about curiosity. Curiosity, or the desire to learn something new, is the power behind becoming an expert. Curiosity is the “hunger” between wanting to know and knowing.

Curiosity results in fewer decision errors, innovation is expanded, conflict is reduced, and there is more open communication. However, to bolster curiosity takes time.

One of my coaching clients, upon first meeting, asked incisive and insightful questions. After answering a plethora of questions, I realized that his curiosity was an intellectual hunger. I learned he had multiple degrees, traveled the world, and was insatiable curious. My conclusion was his curiosity would make him successful in achieving his professional goals.

In fact, one criterion for “coachability” is curiosity. With curiosity anyone can learn anything. Without curiosity, a person’s intellect is vapid and ultimately becomes stale.

Here are six suggestions for bolstering and deepening your curiosity:

Identify learning objectives. – Think about what attracts your intellectual attention during down time. Write a list of those subjects that keep getting your attention.
Schedule curiosity time. – Schedule time, even if 15minutes, for curiosity time. During this time, ask yourself “What would I like to learn today?” Use the time to learn something unfamiliar.
Read something “strange”. – Read about a topic that has nothing to do with your line of work. You can fuel your curiosity by reading novels instead of non-fiction. Characters in novels teach us about relationships and human behavior.
Ask questions of everyone. – When you meet someone ask questions. Ask about how the person got into their field of study, what interests them, the last book they read, and other questions. Questions stimulate curiosity.
Find a “curiosity sanctuary”. – Environments can either stimulate curiosity or damped it. Explore places where you mind is stimulated and motivated to learn more. Allow for internal questions of “What am I feeling or experiencing here?”
“Surf” online bookstores. – Connect to an online bookstore and just look at the different book titles. Read about a book that piques your interest. Read a page or two. If you want to learn more, send a sample to your Kindle or other E-reader.

Feelings as a Strategic Advantage

I have a deep personal interest in the Vietnam war. People I knew died there. Lessons can be learned from studying it.

Recently I watched “The Vietman War”, an excellent, honest, raw, and unvarnished documentary of the Viet Nam war by Ken Burns and Lynn Novick. The documentary examines the leadership mistakes that led to one of the greatest tragedies in our history.

Secretary of State Robert McNamara, a former Ford executive, used measurements and data to strategize the direction of the war. The one measure he missed was the feelings of the people. Each time the data showed to bomb and destroy the Viet Nam farmer’s homes to eradicate the Viet Cong. What the data did not measure is the emotional reaction of the people for this strategy.

A poignant and painful lesson for any leader is to “remember feelings.”

If McNamara had thought about the feelings of the people, he and the other leaders would have realized the more they destroyed the hamlets the angrier people became. Their anger created an openness to the promises of the Viet Cong. McNamara’s strategy ballooned instead of decreasing the number of men and women joining the Viet Cong.

The lesson is to ask “What will be the feelings of the people this strategy will impact? Will those feelings help or hinder the achievement of the strategy?” The answer may make the difference between success and failure.

The Top Six Time Management Tools for Executives

As an executive, managing your time properly is one of the most challenging issues you face. After all, time is a precious commodity. Once it’s spent, it’s gone!

Time famine or not having enough time challenges even the most seasoned executive. We all feel overwhelmed whenever there are more tasks than hours. Most executives complain that they don’t know where the time goes. It’s a vicious cycle: you can’t manage your time because you have no time for time management! In order to save time, you need manage your time.

The solution is to use time management tools to accomplish more in less time. Following are six time management tools that have proven to be successful:

Tool #1-Separate the Vital Few from the Trivial Many

Before you take any steps to change your habits, first you need to have a solid understanding about where you should be spending your time. What are your most vital tasks? Think about the following questions:

What actions have the most impact for your company?
What are the action items that will have the biggest impact on your career?
Which daily tasks contribute to the bottom line?
Which tasks can you put on a “do not do task” list?

As you write your answers decide the trivial tasks that siphon away your time versus the vital tasks that make a difference.

Tool #2-Delegate, Delegate, Delegate!

Let’s face it: you can’t be everything to everyone. Nor should you have to be! You were hired to your executive position for a reason, because there is something valuable that you, and you alone, bring to the table.

Ask yourself before taking on a task “could this task be done by someone else on my team?” What is it that you need to do, that only you can do? Do that! Everything else, delegate! Delegating to your team, provides an opportunity for them to grow and develop.

Tool #3-Quick 10 Minute Roundup

Make a habit of meeting with your assistant every morning for 10 minutes to go over the priorities for the day. This way you’ll be on the same page and they can keep you up to speed on the projects you’re overseeing.

At the end of each week, do a quick 10 minute wrap up. Make sure that tasks were completed or that issues are addressed and get your mind prepared for the next week

Tool #4-The Ongoing Six

Make a list of the six most important tasks that you’ll need to work on tomorrow. These tasks should fall under the umbrella of “If I get these done, I’m making the biggest contribution to the company and my career.”

The next morning, those are the tasks you need to work on first. When you review at the end of the day, check off the tasks you were able to finish and add more so that you constantly have six on your list. It takes a lot of energy to keep mental track of tasks and due dates. Don’t hold on to those, write them down.

Tool #5-Make An Appointment With Yourself!

As an executive you’re working constantly, your mind is going 24/7, filled with work tasks, deadlines, meetings, lunches. When do you have time for personal thinking and reflection?

Well, make time! This is time to work on your own “to do” items that are important but not urgent. These are the tasks and projects that are important to you, your team, and especially your boss that continually are postponed.

Experiment with time and place! Some executives make an appointment with themselves before work at Starbucks others may use 1 or 2 lunches during the week. Find what works for you!

Tool #6-Audit Time Expenditures

Ever felt like you’ve been sitting in meetings all day but getting nothing done? Time to audit your meeting schedule! Meetings are notorious for eating up time and productivity.

Take a look at your quarterly meeting schedule. Decide which meetings you want to be at and which you can delegate to someone on your team. Meetings that include other executive or your boss should be definite for you to attend. What is the purpose of the meeting? If decisions are being made, important information to be shared, or political reasons, keep it on your schedule.

However, if many people are invited or the purpose of the meeting is to review the status of project, consider sending a member of your team. Ask the person attending for a summary report after the meeting. Also, attending meetings provides the opportunity for team members to interact with other executives.

Periodically do a time audit. On your calendar, keep track of down what happened during the those invisible time wasters: long phone calls, interruptions, being asked to do projects that aren’t appropriate.

The Path to The Bottom Line

Start now! Implement these six tools and you will see how time famine begins to lessen while your productivity begins to expand.

Continued Success!

How to Be a Better Leader According to Improv

Sometimes being a good leader also means being a good actor.

That’s not to say that an executive should put on a show, entertain his or her employees, or be inauthentic. There are many principles of acting – and especially improv – that can be applied to leadership skills. In fact, these principles can make a good leader even better.

Following some of the rules of improv can help leaders become better listeners, work more collaboratively with their teams, and use more flexible communication – all of which make for more effective leaders.

Always Say “Yes, and…”

As a leader, it’s your job to motivate and inspire your team. You need your team to help you actualize your vision and a large part of your success depends on inspiring people to help you succeed. If they aren’t motivated, the work doesn’t get done, and you could find yourself on the way towards derailment.

By saying “yes, and…” you keep conversations open and ideas flowing. It allows everyone to contribute, adding to the discussion rather than closing it off.

“Yes, but…” is a very different statement. It’s a denial, slamming the door to further ideas and rejecting a free-flowing conversation. That’s no way to inspire the best in people.

Be in the Here and Now

In improv, the scene is all about the people there, on the stage at that moment. An audience needs to understand the relationship between the people they can see.

Being a leader is very similar. You need to focus on the goals, tasks, and team members in the present. Don’t talk about someone who isn’t there, especially in a negative light. Stay focused on what you can solve, who you can help, or what you can do to further your goals right now.

Listen Exquisitely Carefully

Perhaps the most important skill in improv is listening. Not simply hearing what was said, but listening, deeply, for context and subtext. How else will an actor be able to see what is going on in a scene – and the possibilities of where the scene could go?

Listening goes beyond words being said; it’s also paying attention to what’s not said. Listening is reading body language, facial expressions, mood, and even understanding normal behavioral tendencies. If one of your team members is normally cheerful and prompt but becomes withdrawn and starts missing deadlines, you should hear that message loud and clear.

Listening is about connecting with people and creating trusting relationships with your team. It’s knowing when someone seems “off” and following up to see how you can help. It’s about knowing when to intervene in order to help someone, before the situation is beyond saving.

All the World Is a Stage

All of life is improv. We go about our days without a script, winging it. Leadership is no different. As a leader, you have to make things up as you go along. But as a leader, you must know how to act in order to inspire your team to make the best impact. Sometimes, that might require a little bit of acting.

Try following the rules of improv and see if it helps you be a better listener, better communicator, and more collaborative with your team. Making real connections and building trustworthy relationships are some of the best ways to inspire and motivate people to help you make the biggest impact.

Build Relationships, Not Connections

It’s been said that the first 100 days in a new executive role are the hardest. But what about the days after that?

You’ve built your team, aligned with the company goals and you’re finally ready to knuckle down, roll up your sleeves and get to work. After all, you want to show everyone that they made a good choice when they promoted you to your new role.

Once the crucial first 100 days have passed, it’s time to broaden your focus and start building (or adding to) your professional network.

Yes, that’s right, you need to focus on networking. This is more than simply adding cards to a rolodex or clicking “add connection” on LinkedIn. This is building strategic partnerships inside and outside your organization.

Everyone talks about the value of networking, and yet it’s one of those activities that’s never urgent and is easy to put off. Easy to put off until you realize you need to collaborate with an executive from another branch or department – and they won’t return your phone call because they have no idea who you are.

5-Step Strategic Networking Strategy

Luckily there’s an easy, five-step strategy for building relationships. It’s simple but requires discipline and accountability.

Make a list of all the people and executives who you need to know (and who don’t know you). For example, department heads, branch heads, VPs, or Directors. Also, the next time you’re in a meeting, look around the room and make a note of whom you’d like to get to know better. Being in a meeting together is a natural interpersonal ecosystem for building relationships.
Reach out to the people on your list. Ask if you could buy them a cup of coffee and spend 15-30 minutes learning about what they do for the company.
Sit down and have a conversation with them. Find out what challenges they’re facing and think about ways you can be of benefit to them.
Find opportunities to stay in touch. This is arguably the most difficult, and critical, step to the relationship building strategy. Some part of you should always be thinking about your contacts and keeping mental notes when you come across information that might be helpful to them.
Hold yourself accountable. If you’re not disciplined and methodical, it will be easy for you to put off networking. Set a weekly goal for yourself like “I’m going to meet one new executive in a different function within the company.” Put it in your calendar and ask your assistant to remind you until the meeting with the executive is on your calendar.

Just as important as accountability is keeping notes about your contact, their interests, their professional goals, and ideas to keep yourself top-of-mind. It can be as simple as using a spreadsheet or an online relationship manager.

Networking and strategic relationship building are fundamental to success. Take for example a complaint from peers about a derailing executive: “I don’t really know him/her, they never talk to me.” Spend time educating others about yourself as a person. Sharing interests or hobbies does not violate the sacred boundary between your work and personal life.

Add to that the research that says peer endorsement helps an executive get promoted and you have a pretty powerful argument in favor of networking.

Some Things to Keep In Mind About Networking

You’re going to feel like networking isn’t a valuable use of your time. That’s ok! Networking like many other skills, is a muscle that needs to be strengthened. The more you use it, the stronger (and easier) it gets.

When people don’t know you, you’re like a blank screen. They’ll project what they think they know – and it’s usually negative. That’s just human nature. But once they come to know you, they find that’s not the truth.

You can overcome a bad first impression. First impressions are often a reflection of what a person is feeling at that moment. If someone is having a bad day, it’s likely that a first impression will be negative. However, you can change how others feel about you. Invest time and energy to help them reach their goals. The investment will be worth it.

Remember the purpose of building relationships is not to create lifelong friendships. It’s about collaborating and working together towards a common goal.

And finally, don’t forget you have a lot to offer others. While you will certainly benefit from learning about others, they can benefit from your knowledge and experience at the same time.

Building Relationships is a Marathon, Not a Sprint

We spend a lot of time sitting behind a computer screen, which makes it’s easy to click a link to add someone to our online networks. But an online connection is just a number on a screen. What does it really do? Unless you bring the relationship into the real world, you’re not going to transform that connection into a relationship.

Taking the time, making the effort to network might not have immediate results. But don’t give up! Stick with it. Hold yourself accountable to relationship-building goals and over time you’ll reap the benefit. Keep making deposits into the relationship bank and someday, when you need it, you’ll have enough capital “in the bank account of the relationship” from which to draw.