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?

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• Taking care of myself. I know that I need to do this, as I am not getting any younger. My adult children, remind me about all of the new parts I have and I need to do a better job of not needing anymore. They are right!
• Losing some weight. Goal this time is about 15 pounds. I put on some weight late in this past year, hip surgery and not being able to go to the gym have that effect.
• Getting back on my gym routine. The middle of January, I should be released from my hip replacement. Physical therapy is going well!
• Smile more! Do what makes me “happy.” Spending more time with family. Need to get more hugs from my grand daughters.

How many folks make professional resolutions? Do you sit down and focus on what you would like to change? I do… These resolutions are different from the stuff that I have to work on within the job. These are the ones that I want to do better in, for me and my team.  I usually write them up and share them with my team. I want them to help me… Makes me feel more accountable. Here is my list:

• Continue to focus on my volunteer work with Az4Education, Valley Big Brothers, Big Sisters and Haley Elementary. I would like to add one more to my list – So, searching for that non-profit that I can either volunteer or work for…
• Start writing my manifesto. I have been talking about this and really need to do it! I have a couple of folks that have asked. Time to stop talking and deliverable. Getting stuff done.
• There are more coming…

What are you thinking about? Care to share?

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.

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?