Look at yourself: If you want change you have to be the first one to step up and make the change that you want. How many times have you watched the leader say, “we need to change and here is where I think we need to go”? This is the one area that we can learn from those that have failed in the past. I really feel that the change starts at the top. I used to tell my team, “hold me totally accountable. If I am failing, tell me!” Step up and lead.

It is a two way street: Make sure that you are making it more than just a powerpoint presentation. Have open and honest communications with your team. I know we all have seen the nice slides and gotten some charge out of them, but when you want to go deeper, there was nothing deeper. Make sure you have open lines of communications.

Make that change – obtainable: It is easy to look at something that is so far out there. We all like to have visions of grandeur, but please be realistic. Make sure that everything that you want is something that CAN happen…

Get the troops involved: If you really want change, you better figure out how to include your team. Setting expectations is something we all have to do. There is no question about that. It is important how you include your team in that process. The most successful changes that I have witnessed have one thing in common, everyone was standing together around the vision. Start small and encourage them. The rest will follow, especially if you have done the first 3…

Don’t rush the troops: It is always easy to push for results. Be patient, please. Take your time and encourage your folks. Failure is always just around the corner, especially if you rush everyone. Stand firm, but remember that patient is a virtue.

I bet there is always more that one can do to make sure that the change that they want, will happen. From my experience, these are the things that I need to have to look at. Do you have anything to add?

Photo… Copyright (c) 123RF Stock Photos

How do you know that you are providing or increasing your worth to the organization? Here is some of that discussion and some additional thoughts from writing this blog post.

•  Make sure that your work is part of the bottom line. Make money for the company and you will be valued. Think of it as a return on investment. Think of your work and make sure that you are providing an ROI on everything that you offer (time, skills and so on).
• An oldie but goodie, time is money. Watch your organization and see is everyone valuing time is money? Spend your time wisely. Would you invest 8 hours doing something that you can deliver in less time with the same results? I think of presentations as an example, putting in way too much time putting pretty charts, pictures and words that add no value to your work. We all can spot fluff when we see it. Make sure you are not producing fluff.
• Only you can sing your praises. This one is a hard one, sing too loudly and you cause harm. For me, I always made the comment that my work should speak for itself. Well, that is not the case. Make sure that your manager understands the effort you put into the job and the results that were produced. It is a delicate balancing act. If you don’t do it, you will lose out…
• Learn to say “no!” I used to think that “no” was a bad thing. From my many years of experience, most managers love to heap on the work to those that deliver. Getting on that treadmill will have an overall effect on your work. Start missing deadlines or having quality issues – that will have a bigger effect on your value. Only takes a few mistakes to wipe out your hard work.
• Listen and learn. If you don’t know what you don’t know, then seek out some knowledgeable advice. Do we all really know everything? We all know people that think they know and dance around it. How does that really look? Saying you don’t know now, but will get the knowledge soon, will be valued over dancing on that topic. Most people dance pretty bad.
• Everyone needs to know sales. Not sales in the sense of selling a product, but you do need to sell yourself. This is not making yourself better than you are. If you are pitching an idea to your organization, you have to be convincing and sound. You have to know how to talk about the overall value, what is needed and defend your ideas with solid research and passion.
• Have a life! A couple of items come to mind quickly. I have written about vacations that turn out to be working vacations. As a manager, you set an example that your organization will follow (or at least the expectation has been set). You need your time off.. The other one, sometimes is hard to pinpoint. I have learned a valuable lesson since retiring. I am not measured only by my job and my accomplishments. Life is short and there is so much out there. Getting that life will give you lessons that maybe will apply at work. At the very least, the rest will do you good.

There probably are more, we just ran out of time… Do you have any to add? Please share!

Photo Copyright (c) 123RF Stock Photos

How do you as a manager deal with them? As a manager, at least a good manager, you have to be able to see, hear and help. How do you set this up for your people?

• You need to develop an open, trusting environment. People have to have the ability to speak freely. With no fear of reprimand. Start with the individuals on the team first, then make sure you take it to the complete team. Start small, then go big.
• Know you people. Think of the fear emotions… Some folks can deal with it themselves, they “fear” they may fail and they buckle down and do whatever is necessary. Others may shutdown. Recognize what works for each person and get to moving forward quickly.
• Push through the uncomfortable. Sometimes dealing with emotions can be uncomfortable. It happens. You as the manager need to make sure that you deal with the situation as early as possible to lessen the effect long term. Role play that discuss with a mentor, be honest and push through – you will be surprised at the end of it.
• Be real and yourself. Slow down.. The first thing that most people do is react. Slow down and think it through first. I know this is a broken record when it comes to be a manager. You have to set the example for your team. All eyes are watching you all the time. Make sure that you are being real. If you are having one of those days (like your folks), acknowledge it with them. Maybe they will have some insight for you! Last time I checked, you managers are people too.
• Ask others if they are feeling the same way. When in the team setting, go ahead and ask for additional information. Some folks are more vocal than others and sometimes we think it is just them. If you ask, you maybe surprised to see that more folks are in the same boat. Just afraid to speak up first. Once on the table, it can be worked.

Don’t think that emotions are not going to play in your teams. Be ready, be prepared and don’t be afraid. The sooner you confront, acknowledge and validate, the quicker moving forward can happen. All negative emotions can true to a positive, if handled properly. Same is true for positive emotions (passion). If you play that one up too much on your “rising star” – the rest of the team will be deflated or be negative toward that person. This is a very tricky subject, probably why that VP wanted nothing to do with it. You have to deal with it…

What I used to focus on that last week of the year!

• Employee performance appraisals. If your company uses a review system, this is the week to really sit down and focus on the overall performance of your employees. Quiet time in the office – is a wonderful time to sit and think, jot down some notes on each employee (accomplishments, strengths and areas to work on).
• Next years plan in more detail. I used to have to submit my yearly plan around Oct of the year before. Usually by the end of the year, you would receive your budget and such. Use this week to really lay out the upcoming years plans, expectations and goals in a rev. 0 fashion. Once everyone is back, go over the rev 0 plan and firm it up with your teams inputs.
• Reflect back on the past year. Write done the accomplishments and successes that your team and you have done. Share it with the team with a nice thank-you note (it should be in their inbox when they come in).  I would send off this to my manager, to share what the team has done. Most managers, would copy all and add their thanks to the team as well!

What would you do with this week?

I truly enjoyed going into the office! The stuff that I got done was important to me and my team.

Since I normally would get it wrong, I stopped really judging and just let the work define the person. It is easier to focus my attention on the team and the folks that are the real talent will raise to the top. Set up an environment where those folks can flourish. How is that?

• Teamwork: As the manager you need to set up a truly team atmosphere.  Have it be a collective group, that works on the complete picture. I like to involve everyone in the setting of goals, timelines and have them work together to achieve those amazing results. There are many traps to watch out for… So, it takes a lot of effort on the managers part to make sure everyone is aligned and moving in the same direction.
• Diversity: It is something that is talked about a lot. Some folks think of this as only the different cultures, but it can include age. Make sure that when you are hiring that you keep in mind, your team. If you already have a very mature team, maybe hiring someone younger or fresh out of school – can help add to the team. You have to be willing to take chances to make the team better.
• 8-5, no way: Don’t know any other way to put this category, it is not about being in the office from 8-5, Monday thru Friday. It is about getting the work “DONE.” It is simply about the productivity of each individual and the team as a whole. I used to have status review meetings that were about 20 minutes long. It was a simple way for the team to keep an eye on the work. Work that they knew would be coming their way and when.. Work that they could help out another, if needed. As a manager, it is great to witness the team helping each other. Mandatory hours don’t really work…
• Set stretch goals: When the team has worked out their plan and timelines – add a stretch goal. Everyone loves challenges. When you set up the stretch goal remember to not do it every single time. Do it on those particular important ones, that could be a breakthrough or a key deliverable to help the larger organization win big. I have found that all teams, love to win big. Some pretty amazing outcomes have happened from a stretch goal that was extremely visible to the organization.

Once the environment is set, you can watch your people grow. For those that still like to judge talent and make assumptions on who is that star.. Did the star rise? Did someone else really step up? How  about the team? I have found some pretty incredible people that would have gone unnoticed if I stuck to my first impressions. I would rather have all or almost all of the team be stars… It is the team environment that you set up that is better than just your judgment.