Because of the technology available to us, information travels at great speed. Truth, misinformation and assumptions also travel quickly. Without clear communication and connection between individuals and groups the misinformation can give impetus to the wrong direction or wrong conclusions about moving forward. Today’s business teams are globally located in different time zones with differing cultural norms. However, I have found it’s not the only situation in which quality communication and connection are difficult. This problem has been present even when teams are located in the same building. What is needed is a change in leadership mindset; the adoption of a different perspective and a reordering of priorities that support quality communication, collaboration and engagement throughout the organization

It is critically important that executives be more than just the boss, they must be a role model for leadership in order to motivate and drive their organization to achieve at a higher level.

Here’s what I mean:

When You’re Just the Boss

The boss is someone who sets the strategic plan and the team does what they can to satisfy and deliver results. Communication goes on without true connection because each person has a hidden agenda that is not approached. The hidden agenda of the team is to maintain their position and to hope that the boss will notice what they do. The agenda of the boss is to have the implementation happen and for the team to do what they are told to do. Communication and follow up does not occur so the team wonders if they are right about the conclusions they make.

This may seem to be an extreme scenario; and most bosses would deny that is their position. However, it is quite often what is experienced by the team, regardless of the boss’s intent.

In my experience working with leadership teams, while the boss is at least somewhat appreciative of the team, they often complain that their team does not own the strategy or are not strategic in their thinking. Yet, it is often the boss who needs to connect in a more meaningful way with the team members to engage them in the strategy, foster ownership, and get them thinking of creative solutions. Team members typically report their boss does not create time for interaction or follow up on decisions.

Most team members want to please the boss, however, they are not informed often enough when they do something well. When issues or concerns arise they may not be approached and resolved in a productive way because blame or a sense of being patronized is what is perceived by the team.

Result: the strategic process misses the creative input of the team who are often vying for position with the boss. Often what needs to be done is seen as a requirement rather than a creative opportunity because the team has not been engaged. Because there is lack of communication regarding issues or completions, the flow of work is interrupted or stalled.

This can occur at high levels in any organization.

When You’re The Leader

Communication and connection with the team is seen as a priority, not a soft skill or something to do at a dinner or a party. Regular connections occur which relate to strategic planning, implementation and individual development. This means that regular 1:1 meetings include the elements that go into a Performance Review, on an ongoing basis, and are tied to specific actions and results within a strategic plan.

The top priority of a leader is to hold the vision and strategy intact, while others bring forward results. If there are issues regarding results, they are addressed with the team as they occur. This allows the leader to attend to their own peer-leader relationships, enhancing the overall business performance of the organization. Delegation is seen as a priority, and there are integral processes set up for Strategic Planning, Accountability, and Solutions that are inclusive in accessing the resources of the entire team.

As a leader, the accountability process becomes a working solution with collaboration and partnership rather than competition. Accountability includes ownership which is established at the beginning of an initiative or set of goals. Leadership includes perceptiveness of the team members so that specific areas are addressed when necessary. This can now be done more effectively because time has been given for the creation of quality connection and trust within the team.

Leading inspires others to achieve more. Being just the boss can actually impair the engagement process of your team which will diminish progress, and sabotage your success.

If you have a leadership question or challenge you’d like to share, be sure to leave a comment. I would enjoy hearing from you!

~Patricia

When you are a senior leader you are likely the one to encourage an environment that uses conscious leadership, or managing up, in order to create the relationship you want with your team and your boss.

I have had several clients in the last year where managing up became an important conscious choice. All are at the VP level of Leadership and have relationships with the CEO of the organization. One is supervised by the CEO, while the others are just below the level of the top leadership team.

The first client is a Global VP who has been constrained by poor communication, resulting in a lack of knowledge of how to meet expectations, or even what the expectations are. This has caused anxiety and lack of confidence, which has, in turn, affected her communication in meetings with top leadership. It was important for her to become aware of her strengths, and to bring those into her communication and expression of innovative ideas.

As I continue to work with these leaders, the common issue is predominantly a lack of aware self-definition and communication, which can be better facilitated by working with Core Values and Purpose.

In the second client situation, the expectations for the VP kept her online to deal with conflict and challenging conversations for others. This hindered the overall development of her sustainable communication, leadership, and vision for engagement. As she has set up conversations with her boss to further define her function, they are beginning to develop a partnership to solve problems that creates more support.

A third client has been exploring his desire to move up into top leadership. He has had an awkward time in the discussion of the future, and it seems that he and his boss have difficulty understanding each other. As he begins to consider and refine his vision, and what he would like to contribute to the company, he is experiencing better connection with his boss, and they are discovering new areas of mutuality as they discuss the future.

Here are some key activities to help you with Conscious and Effective Managing Up from an empowered position:

1. Schedule regular weekly or at least bi-weekly meetings with your direct boss to keep communication open, as a way for you to report in and as a way to receive information. Come to the meeting with a prepared agenda for what you would like to cover. If your boss wishes to drive the agenda that is OK but you want to know yours.
2. Consider your vision of your career tract and what you would like to be known for doing to make a positive contribution to your company. This moves you into a more proactive stance rather than a reactive one.
3. Create opportunities to become more aware of how others are receiving your communication, and seek their responses to your communication.
4. Become more neutral and exploratory when conversing with top leaders so you can learn what they want to be known for and what is important to them.
5. Find opportunities to discuss with peers or a coach what is important to you, your core values, and the purpose you see for doing your job.

We are creating a forum for the discussion of manifesting your leadership and managing up to create influence and impact. Please let us know your thoughts and experiences.

If you have a leadership question, challenge, or success you would like to share, please be sure to leave a comment. I would enjoy hearing from you! – Patricia

I believe that the Collaborative Leadership Four Meeting model is the best for creating greater cross functional goal achievement with an organization, and more effective project management among leaders and their teams. Effective communication is an essential part of this collaboration, and meetings that communicate goals and initiatives must be deliberately structured to encourage input and maximize engagement.

Creating engagement and buy-in – perhaps the most important part of our meeting model is the Introductory Meeting. This is where team leaders set the new tone and expectations for meetings going forward.

Here are the steps for your first Introductory Meeting:

• Discuss the concept of using meetings to move into greater connection, accountability and solutions. Emphasize that practice shows that taking time to develop better communication, partnership and sharing of possible solutions will move strategic plans and goals forward with greater speed and empowerment for all involved.

•  Ask them to use the time between this introductory meeting and the first of the Four Meetings to consider what is going well and what is presenting a challenge to them.

•  This is a time to introduce the idea of presenting a report that has a focus on a win, as well as a current challenge, as a way of effectively utilizing the meeting and the team. This will replace the usual business report that is often read without comment. It sometimes takes some time to get people comfortable with the vulnerability of talking about challenges

•  This is an opportunity for the leader to demonstrate by having an example of what’s going well (a Win), and a challenge that is being presented; and what a next step might be. You can let them know that no one will question during the presentation. You can use ½ hour to have everyone give the same communication. There is no right or wrong way to do this. The important element is the communication and the willingness to do something different to enhance results.

For one global organization I work with, this model moved regional vice presidents and directors to greater communication and accountability, which resulted in creative solutions coming from everyone. The trust in the meeting and communication process, created greater trust with each other and in working together. Leaders now talk to each other more regularly. In addition, engagement in the strategic plan and implementation increased as the members of the team communicated more frequently with each other to create planning, and to share ways to move forward more effectively.

One VP told me that he used the model to lead his own group, and to assist his leadership team to manage their work teams to meet the goals that were set by the business. Trust to be authentic and to share the truth became easier and productive.

This change in focus can create some discomfort as people move out of the comfort zone of protection and presenting a good picture. A leader must assure team members that challenges are part of growth which allows us to step into new territory with a sense of support rather than being judged and evaluated personally.

TIPS FOR SUCCESS

• Make Collaborative Leadership and team alignment a priority and communicate that to your team

•  Set up a team meeting to discuss and to introduce the process

•  Know that the team alignment process with a consultant and with the team during regular interaction will take time which will be made up by creating more efficiency and implementation with a new mindset

•  Give yourself as the leader the coaching and reflection time to develop new goals based on the fact that 21st century business demands collaboration

•  Be open to new ways of thinking and doing and to your own leadership expansion

•  Know that empowerment of the members of your team will create more time for strategic thinking and interaction with other business leaders

Stay tuned for more on the Four Meeting Model; we’ll be taking a closer look at the elements of the First Meeting next time.

Would you like to see the Four Meeting Model in its entirety? Request a copy here: Send me a copy of the Collaborative Leadership Four Meeting Model.

Do you have a leadership question, challenge, or success you would like to share, please be sure to leave a comment. I would enjoy hearing from you! – Patricia

I thought I’d share a recent story about a business leader I know who found his role and his responsibilities so changed that he was not sure how he was going to function in his workplace. He was a strong leader, had led teams, but had difficulty engaging others as his skills in communication were not developed. His shyness was seen as arrogance, and his brilliance often went unrecognized and untapped.

As we worked together on the science of networking and connection, especially with peer leaders, the change in him began almost immediately. Where once he would not approach others due to a competitive environment, he now looked for natural ways to create connection and opportunities with his colleagues.

For several months he used his time to engage others in projects, and to give assistance and time when it was needed. He deliberately spent time listening to others, and responding to their communication, rather than just giving his.

Now he is seen as a valuable asset, and has been chosen to lead an important project to align the company with what is currently vital in the field, and for development in the future.

In this example, you can see that Strategic Partnership as a Positive Intelligence skill was a very important asset for him to have. If you are struggling with establishing partnerships within your organization, my suggestion is to make a list of the qualities that would be beneficial within a strategic partner and a developed partnership, and that would enhance your strategic plan.

Next, embrace communication and connection as vital skills any leader must have in order to succeed. While it does not come naturally to most of us, these skills are necessary to create the connections, which create the partnerships, leading to greater success. Don’t let your inner saboteur, out of mistrust and the need to protect one’s image, prevent you from honing your communication skills and making these important connections and partnerships.

I’ll write more on these skills in the next few weeks, but in the meantime, a suggested read for looking at your own inner saboteur is Positive Intelligence; author Shirzad Chamine

Do you have a leadership question, challenge, or success you would like to share, please be sure to leave a comment. I would enjoy hearing from you! – Patricia

As we were talking, she clearly understood the importance of strategic partnerships with leaders from other companies who use her services or vice versa. But she was struck that she had never considered strategic partnerships within the units of her business and began to consider what it might be like to sit down and develop joint goals whereby both units would be able to accomplish what they had not been able to do on their own. What if there were larger goals that they had never even thought of before that could increase the success of the whole business?

It was a great question, so today I thought I would focus on setting up those joint efforts within your organization to enlarge the scope of the business.

As a leader in your organization one important aspect of leadership behavior is the ability to influence others.

Do you sometimes hold back in your conversation because you are unsure of how to express your thoughts or ideas?

Do you sometimes not contribute to meeting discussions because you have heard what you have to say expressed by someone else; telling yourself and others that you have nothing to add?

If you answered yes to either or both than you are not using your influence as effectively as you can.

As you are prioritizing connection and partnership it is important to remember that others want to know what you think even if someone else has already expressed it. The willingness to share your thoughts and opinions is a cornerstone to partnership and collaboration.

A former client of mine, who is the leader of the IT function in his organization, was well thought of but a mystery to his co-workers. Not being aware of his mystery status, he felt isolated and as a result did not contribute to discussion in leadership meetings unless he had something new or earth shattering to say.

As he opened to contribution, just to let people know how he felt, his co-workers felt more comfortable with him, and began to seek him out since he was knowledgeable and could assist them in their endeavors. In addition, the whole corporate services leadership team came together and was able to assist each other with the strategic questions that each of them was having within their own unit. He became a much more engaged member of the team, and was able to further develop the team that he led, creating more influence in other areas of the business as he fostered more connections.

Influence is an essential function of connection and partnership. Next week might be a good time to consider setting up some connecting appointments with key members of your organization with an eye to how partnerships can help reach and expand company goals.

Do you have a question, challenge, or success you would like to share? Please be sure to leave a comment. I would enjoy hearing from you! – Patricia

Stage I:  The Change: The Event

Often organizational announcements are made without any plan for moving through the process of letting go of the old processes and bringing in the new. Meetings with those who work together are essential during this time so that new methodologies can be created. Often these meetings are about rumors and fears without much planning involved. It is important that the leadership take time to make the necessary announcements about what will change, and what will stay the same, so that some of the fear can be acknowledged and addressed. Naturally the change will negatively affect some, so following through with these people when the changes take place is extremely important. Often at the beginning, and toward the middle of the change process, uncertainty does not abate because of the lack of communication. If a process for letting go and clarity about moving forward is intentionally directed, it can make a huge difference.

A clear example is an acquisition whereby a much larger company buys a smaller one and begins the process of melding the staffs, letting some go, shifting leadership and creating a new organizational model. This process takes time, but often the lack of communication and development begins as soon as the change has been made, resulting in confusion and an environment of fear. The need for clearly defining what will be let go and what will remain is very important to convey to employees at the beginning, but is typically not done. The processes for changing roles and behavior cannot begin until this is communicated.

Stage II: The Transition Period

As the change moves forward, the Transition or neutral period is the most important focus for successful change and is often neglected. There is a period of less activity and focus toward goals as the organization adjusts. The good news is that by giving permission to your team(s) to look for new ways of doing things and relating, leadership peers can take more time to create new initiatives for achieving results.

Intentional communication is necessary so that the adjustment period (Stage II) is an accepted change mechanism. During this period, as people adjust, it is important to have intentional conversations in order to create greater opportunity for innovation.

Stage III.  The New Beginning

The new beginning is more than just a new start because it requires that new processes and relationships are put in place and brought about through intentional communication.

This stage can only begin in full when the first two stages have been successfully implemented. At this point not every problem or issue will be resolved, but it does mean that the change is moving forward and requiring new behaviors for everyone.

Because of the continued, intentional communication and devotion to adjusting and creating new processes, new relationships are formed, geared toward implementing the new behaviors required to create new results.

If you are moving through the changes described, consider planning specific meetings with teams in the organization to clearly define what needs letting go, what adjustments are needed to move forward, and what new behaviors are needed, replacing the old. Leadership can only implement new processes successfully when everyone is engaged in the change, and given the chance to let go, adjust and create a new beginning.

Do you have a question, challenge, or success you would like to share? Please be sure to leave a comment. I would enjoy hearing from you! – Patricia

During these events the main opportunity is to communicate and to connect, and I was particularly interested in the Negotiation break-out session which allowed us to look at negotiation from a personal point of view.

As a promoter of communication, connection and relationship, I had a surprise during an exercise that was part of the negotiation session. We were asked to take some money out and to develop a partnership. One person in the partnership gave the other person their money. Then we were asked to negotiate to have our money returned. The person who had our money was encouraged to be honest and to return the money only when they felt there had been a successful negotiation. I presented what I thought was a very effective argument for returning my money. I gave some good reasons and explained my situation. She said no, and when the feedback occurred, she felt that she had not been engaged or that I was concerned about her perspective.

As we reviewed, I saw that in my rush to prepare a good presentation, I had overlooked what I know is the most important part of negotiation; creating a connection through communication and relationship. The power of engagement and the use of inquiry were vitally important for a successful negotiation.  Throughout the week, there were many other opportunities to practice creating connection through inquiry.

As many of you are moving into the end of the final quarter of the year, it is important to create an environment of negotiation and cooperation to achieve the foundation you envision for meeting the goals for next year.

As you engage in meetings with your vision as a leader, remember that engagement is the most powerful asset you can have. Take the time to use the Essential Parts of Speech as you prepare for meetings and discussions:

• Framing
• Inquiry
• Advocacy
• Illustration

1. Framing: Prepare a brief introduction as you share your vision for the meeting:

a. What is the purpose of the conversation?

c. What do you want to discuss?

b. What is the outcome you would like to see?

c. Illustration can be part of the initial framing to create greater clarity

2. Inquiry is next: Make sure not to talk too long before pausing to engage others

a. Ask questions about how others respond to what you are presenting

b. Create a safe environment that encourages honesty; and state your desire to engage those in the room as they are vital to the results

c. Ask questions to create clarity so that others feel comfortable asking for more clarity

3. Advocacy is contained in almost every discussion. It is important to say what you envision as the result of what you believe to be a good step forward. Advocacy can be like the elephant in the room when it is not stated clearly and your agenda put on the table.

4. Inquiry is used throughout to create engagement.

A suggestion as you move forward is to always consider the engagement aspects first as you are looking at goals or initiatives. Below is a five-part self-inquiry that will help you create more focus on people to achieve greater success.

Engagement Assignment:

1. A business goal that I would like to accomplish this year is:
2. How can my peer colleagues or other members of my team enhance and develop my vision?
3. What can I do or say to engage others (see above)?
4. What do I want to hear or experience to be more engaged myself?
5. How can I motivate myself to be more engaged with others?

Have a good couple of weeks and I look forward to connecting again soon. In the meantime, if you have any questions, challenges or successes you’d like to share, please be sure to leave a comment. I would enjoy hearing from you! – Patricia

In our initial conversations, I became aware of his caring and his expertise. In addition he had some ideas for the bank that he was not communicating due to his sense of inadequacy at the executive leadership meetings. As we went through his routine he began to talk about his open-door policy. As you might imagine, he was extremely well-liked by all and spent his day getting interrupted constantly. This, to me, is an example of the collaborative leadership premise that, one of the least successful modes used for communication; is the “drop in” meeting.

We all appreciate a sense of control over our lives, but in reality the drop-in meeting creates interruption, a lack of preparation, and can lengthen into a long period of time where the person who has dropped in has abdicated his/her responsibility for reflection, research and decision making.

Scheduled meetings on the other hand, even short ones, can be valuable and connective. It is clear that the mindset surrounding meetings will be part of the change that occurs in a collaborative leadership culture. The word “meeting” has from time-to-time been thought of with distaste, irritation and sometimes dread. But effective communication and connection can only happen within a meeting, where the meeting process is a focus prior to and during discussion of agenda items or initiatives. Leadership, in the context of the meeting process, and in general, is not a role as much as it is a behavior. Therefore, everyone in the room has the opportunity to demonstrate leadership and to contribute to the meeting purpose.

As I worked with my client, we set up a new routine which included having available hours posted on the door so that appointments could be made for those times. A positive consequence of this routine was that the members of his team began to talk more to each other, and to arrive at his office with more organized thinking and with decisions for approval rather than beginning discussions.

In addition, my client was able to organize his day and set aside time on the calendar for thought projects that he wanted to do, which also gave him confidence to discuss his ideas in the Executive Leadership meetings.

If you have any questions, or would like to discuss how the Process Focus of meetings can help you create more effective communication within your organization, please contact me directly at patricia@bridgingassociates.com. In the meantime, I’ll be discussing the process further in my next post.

In my last post I talked about connections and about how connections are so powerful for creating results in business and especially in the implementation of strategic plans.

I would like to talk today about the relationship between making connections, using time and energy to perfect that ability, and your overall personal effectiveness.

For many years I conducted seminars with medium to large groups of people. During that time I discovered that personal effectiveness and personal growth happen much more quickly when people are interacting with one another. I think that has been the seed for me in choosing to devote this part of my career to team development and to what I call collaborative leadership.

My passion has to do with collaboration and the great value that exists in communication, connection and relationship. My perspective is that if we learn to connect and to communicate in teams, greater results and success will come forward. I also think that making the connections that are necessary for effective and essential collaboration creates the climate for high performance, both individually and as a team.

Our collaborative leadership approach uses team development and partnerships to increase performance and accountability. Part of the process is called Team Leadership coaching for personal effectiveness. The theory is that each team can be a team of leaders.

The premise for this perspective is that Leadership is a set of behaviors rather than a role and therefore can be developed both in the team and with individual team leadership coaching.

Recently I coached a top leader who began to become more personally effective in several areas when she spent more time evaluating how she was leading her team. In addition, learning to relate to her peers and to manage up began to create a stronger brand. A personal brand becomes essential as people move up in organizations, and it becomes increasingly important for people to know who you are and how you view things.

So coaching begins to create methodology for relating and for communicating clearly and effectively. You may have noticed however that communication is not the total answer. The thing that creates the ability to collaborate and to think creatively for innovation is the ability to connect with others. Holding back opinions or neglecting to communicate a perspective can create an unspoken disconnect that can be difficult to overcome.

I remember another man that I coached as part of a collaborative leadership team who was in charge of IT in a technical organization. He thought that he did not need to share perspective in a meeting if he was repeating what had already been said. As we worked together he realized that one of his difficulties in connecting was that people did not know what he thought. That is a powerful reason for sharing perspective, so people will know where you stand. Then they have a way to approach and to connect with you.

Here are some steps for creating greater connection with your peers and with the members of your team:

1. In meetings always give your perspective even if it has been said before. If it is exactly like someone else’s, then agree and say why.
2. As a leader of a team be sure and give your perspective. This can be done after asking for other’s perspectives. However, if you have a bias and/or a decision that needs to be made, it is important for you to give your position as the leader and to invite discussion.
3. As a leader, make sure to ask for opinions and ideas delaying analysis until all have expressed.
4. Encourage honesty if there is disagreement. Often engagement does not happen if disagreement shows up after the meeting and is not shared with everyone

I hope some of these suggestions can be implemented so that you can see how well they work. Please leave a comment if you have questions or would like to discuss further.  I’d enjoy hearing from you!

PSS: Stay on the lookout for my forthcoming book, publishing soon; Jump from the I-Pod to the We-Pod: Breaking through the Barriers to Essential Collaboration for Business Success.

Leaders are expected to have ideas and solutions. One of the most effective tools for creating solutions is to have the benefit of connections that you can count on for discussion and clarity. In most organizations the time for connection is not a priority; but I am advocating making this a priority so that, when needed, there is a quick and clear ability to communicate and move forward with clarity.

If you are a leader who wants to break through the barriers to essential collaboration, there is an important practical step you must take: make regular appointments with colleagues who are your peers, as well as the team members that you lead.

One of the basic issues in organizations is the lack of connection between peers. Some thought leaders suggest that the team of which you are a member, your team of peers, is the primary team, while the team you lead is the secondary one. In my experience of working with teams, especially leadership teams, I have found that most leaders are more concerned about the team they lead rather than their team of peers where the ability to create more strategic results and innovation exists.

When meeting with colleagues, asking questions can be more important and more effective than any information you might impart. As a mentor to the team you lead, the way to move a team agenda forward is to create questions to ask each team member which, when answered, gives them an opportunity to share themselves and their knowledge with their colleagues, and to build trust. Often leaders approach team members with an issue beginning with phrases that create defensiveness instead of problem solving. With peers, the opportunity to problem-solve and to move the organizational agenda forward is available; if you give it priority and time to develop.

In the team development model used for Jumping from the I-Pod to the We-Pod, much time is spent in breaking the barriers to essential communication and collaboration. One of the biggest barriers to overcome is fear or mistrust, so asking questions and seeing the answers as a fund of knowledge for success can be quite powerful.

Essential Collaboration is necessary for building and sustaining the business, as well as for innovation. In order to have conversations that create essential connection, it is important to make asking questions or inquiry a major part of your agenda in order to get to the heart of the matter. These are not challenging questions, rather they are requests for information that help you understand what is important to the other person.

As a coach and consultant it is my job to ask questions to assist you in identifying the priorities that are important and the actions that will bring the results.

For example, recently I was talking with the new CEO of a large non-profit organization. As we explored the coming year with his team, I began asking him some questions. You can imagine that leading in a new context can seem overwhelming at first, and I was talking to an experienced CEO who has led other organizations. His leadership skills were developed, however, because this was a new place with a new culture, discovering how it operates and what changes are needed to bring it into the current context was essential.

Challenging people is not the first step; finding out what is important to them is. The following questions helped my client clarify his priorities and next steps:

1. How did you get started?
2. Where do you wish you were making faster progress?
3. What are the most exciting parts of the job?
4. Are there things you need to de-emphasize or stop doing?

These questions are ones I often ask as a coach as I assist executives to look at strategy and priorities, and they are questions you can ask yourself as you prepare for conversations with colleagues and your direct reports. Often questions like these allow you to move “out of the box” and become more aware of what is important and what actions need to be taken to move forward.

Please share your own thoughts and experiences by posting a comment.  I’d enjoy hearing from you!