By Nancy Hardaway
How do you teach people how to manage (or become better at managing, depending on their experience) in 20 minutes? That was my challenge last spring when I gave a talk to a group of young professionals.
Research has found that over 70% of people in corporate America name their boss as their biggest stressor in their lives and that anywhere from 40-70% of managers fail. Obviously, people need help! In order to make the concepts easier to digest and remember in just 20 minutes I organized them with an acronym : BEING GREAT
Typically it’s not the content of the work or the tasks that cause problems for managers. It’s the people interactions. Every interaction between people is “co-created;” you are half of the equation so managing or leading others requires managing yourself. The first word of the acronym, BEING, represents ways to manage yourself:
I: Intent and Impact
BOUNDARIES: Managers need to set and understand their boundaries. They have to find the appropriate place for themselves between the company and their boss, and their allegiance to their staff. They have to be careful about friendships past and present, and where the boundary is in what they disclose to whom. Promotions from within cause colleagues to become staff overnight, necessitating careful and explicit renegotiation of boundaries. Then there’s that tricky balance between work and home. Those boundaries blur too easily and you find yourself answering emails while playing with your kids – not successful or satisfying for either activity.
EMOTIONS: Emotions impact perspective, decisions, and affect interactions with colleagues or staff. It takes awareness to recognize your emotions in the workplace and skills to manage them successfully. Neuroscience research tells us that some of the most successful ways to manage emotions are labeling (putting a word to the feeling shifts the brain from feeling to thinking mode), reframing (looking at it in another way, or in Gestalt terms, looking for the multiple realities), and refocusing (turning your attention elsewhere).
INTENT AND IMPACT: How often does it happen that someone takes your message (words, body language, action) the wrong way? We need to know the difference between what we intend to convey and the impact we actually have. It requires knowing our intention. It requires paying careful intention to the way our message is being received and interpreted. And we need to check and verify – just plain ask.
NATURE: Managers and leaders need to understand how they are different from others: What are your biases and filters based on your experience, wealth, gender, family of origin, age, culture, occupation, etc.? What’s your work style? How are you motivated?
GOALS: Understanding your goals, your priorities, and your values is key to managing your time appropriately and knowing whether you are succeeding. You have to know your organizational goals (the big picture) and the goals of your role, which shift your focus from to-do lists to prioritization toward the bigger picture. And you’ll only know whether you are succeeding if you have some sense of your goals in life.
You can’t lead without followers – you would be a parade of one. So the second word of the acronym, GREAT, is about managing others.
GOALS: Goal are so important, they show up twice. In this case it’s about knowing your organization or boss’s goals (make sure to ask and clarify) and then setting the goals for your team as a whole and for each individual. Express the “why” and express the “how” and express the “when.” The why is what inspires so make sure to spend time with it. The how and when create the basis for success and holding people accountable. Provide enough detail for clarity and enough space for innovation and independence.
REVIEWS: Massive research demonstrates that only 30% of performance feedback has a positive impact. Our Gestalt training enables more successful results. Build on the positive. Provide feedback on a daily and weekly basis rather than waiting for the annual review. Provide specific data – evidence and examples of what you mean. Provide support for new behaviors – assume if they could have done what you wanted before and knew you wanted it, they would have. Follow up to feedback (71% of managers never follow up on reviews – how unfortunate!).
EVENTS: I chose the word events (which typically involve a lot of planning) to cover meetings, important conversations, retreats – planned interactions where you want to accomplish something. Know why, who, what, when, and how for every meeting. Plan how much time will be needed for what you want to accomplish and know what a successful outcome would look like. Plan for good beginnings, middles, and endings – don’t skimp on those endings or overbook your agenda so you run out of time. Closure is important for effective results.
ACCOUNTABILITY: Start with clear expectations, and maintain communication. Be specific about what and by when, and the consequences to all for missed targets. Don’t wait – quick and frequent check-ins are better than big blow ups after the deadline passes. Be direct – too often new managers confuse directness with being mean, often because they wait until they are angry at failed performance to act.
TEAMS: It takes intentional leadership to create teams, even though our brains are wired for collaboration. But we want to collaborate with “friends,” not “foes.” Here’s where the Gestalt concept of intimate (relational) and strategic (work accomplishment) is so helpful – it takes a balance of both for good work to occur.
BEING GREAT takes work, important work. Being a great manager or leader is an opportunity to make a positive difference in the lives of those who work for and with you rather than becoming the biggest stressor in their lives.