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.

If you are like most people, you probably said, “yes, of course.” Manager leaves and you sit back and think about what you just had done. Do you really want to take on that manager role? You start thinking deeper on the subject.  You also start thinking about is there going to be interviews or were you contacted because you are going to get “tagged” for the position. Either way you are just thinking.. Sometimes those thoughts lead you to this is really the right time, right opportunity and that you really want to take on the position. On the other hand, the deeper thoughts really have you thinking that this is not the opportunity for you. The very next thought goes to, “What am I going to tell the manager?” You start to think that maybe the best answer was, let me think about it and I will get back to you.

Well, if your decision is to not go forward. Time to let the manager know. The sooner the better. Be prepared to answer a follow-on question, “why the change of heart?”

If you want the position, update your resume and start thinking about what you would do if you are awarded the position. When I am helping others with this step, I listen to what they think is going on with the position and how they can really make a difference. I just say to them, “you have the makings of a very passionate answer to the why do you want this position question.” Refine it! If you are like me, you probably have already started to think about what the first steps are going to be.

• No longer than a 30 Day Plan: Meeting the team, customers and stakeholders. Getting an overall impression on how the team is doing. Watching how the work is accomplished. Looking for key missing ingredients that maybe missing in the process, planning and execution. At the very end, drawing up you initial asset.
• Day 31 – meeting with your manager on you particular thoughts on planning what is going to happen next. Call out any help needed from the manager. Ask the question, manager did others from the team apply for the position of manager as well? Just need to know who or whom. How you deal individually with them will be different.

• Start working with the team on your overall feedback you have received and maybe some thoughts on what is next. Work with the team to develop a 90 day action plan. Put some stuff out there (that you see or heard) and how would the team address. If the team struggles with doing this, facilitate the process (help them).What you want is a solid team developed 90 day action plan.

• Keep on eye on the 90 day action plan! Keep it in front of you, your  team and your manager. Need to hold each other accountable. Review the complete 90 day plan at the end – show successes… Work on the next window (I like 90 days).

What would you do?

Keep the focus on the simply on the problem. Of course, that means that you and the team need to spend sometime truly identifying the problem. Clearly and concisely as possible. Identify the gap on what is happening and what should be happening. Define that desired state! First step in collaborative here is getting agreement on the problem. Once agreed upon, write it down – keep it visible.

Problem must matter! Above you got agreement on the problem, that is a powerful first step. Getting the team to really focus on what the expected outcome will be and how great it will be for them will add a layer of frosting on the teams cake. Some of the team may agree on the problem and just go about doing the same old stuff (status quo), but keep the focused on the why and benefits will keep them from the status quo.

Let team discuss concerns and potential barriers. Giving the team an opportunity to put forth all of the concerns (some of that will be their personal agenda) and desired outcomes gives everyone a clear view. So, create that safe environment to get people talking.  If everyone was just to let the team lead do everything from identifying the problem, why and desired outcome – nothing will change. Get everyone involved, actively involved.

Get everyone on board. I know this seems like just me summarizing what was above. Think about it awhile… If you are the leader of the team, this area is going to be the toughest for you. Your team may say that they are on board. They may even give it a try. Actions speak! Watch closely for individuals that a still posturing or holding out for their solution. Be ready to act on your part quickly. Remember this is the whole team.

Over the years, I have seen better results when I apply the above. Is it completely successful? Not really. Collaborative problem solving is difficult and requires time and effort. When collaborative problem solving is done right, it is a very powerful tool. It also, demonstrates to the complete team that they are a high performing team…

Looking at the list can be a very eye opening experience. You can see trends for the year, that maybe while you were in the thick of things – just did not notice. I have seen growth within my teams in some areas that I would have guessed were not strengths. I also can notice if my team is slipping. I can notice the folks that really have stepped up and done some pretty incredible things.

“Seeing” is just part of what you should do… Next comes actions – you know the “doing” part. I like to send personal notes to the folks that have really stepped up. Let them know that I am thankful for those actions (spell them out in the note) that they had take. If you noticed, you should say something. From the team’s standpoint – I like to look at those trends and identify training or team building activities that can help our team grow next year. When the team does the same reflection, it is powerful stuff – when we pretty much notice the same areas. Now we have the complete team looking objectively, and we can put in place some solid plans for improvement.

Here is your assignment:

• Sit in a quiet place. Just you, your paper, pencil (or pen) and your thoughts.
• Reflect back on your year… What was the good? What was not so good or What could be better? Who really stepped up and did some incredible stuff?
• Once you feel you have captured everything. Reread them each and look for trends and opportunities that must be taken.
• Develop your plans for next year!

If you are a manager, if you feel comfortable, ask you team to do the same exercise (for themselves and the team as a whole). As the manager, you can have your team share their thoughts and reflections on the team. Then develop the team plans after all your data is received. I typically have the team use their personal reflection for their performance appraisal and development plans.

Let me know how it goes?