WEBVTT 1 00:00:00.000 --> 00:00:04.400 We're talking about leadership. The third module is effective leadership. 2 00:00:04.640 --> 00:00:10.920 Here are some thoughts on how to beef up your effective leadership creds. That is next. 3 00:00:10.920 --> 00:00:31.120 Hello. Hey, I hope you're doing great. Welcome back to the Barry Farrar Show. We're talking 4 00:00:31.120 --> 00:00:36.960 about leadership. I normally speak to a freedom issue, usually something connected to a current 5 00:00:36.960 --> 00:00:42.640 event, but since all organizational impact for change starts with leaders, I thought 6 00:00:42.640 --> 00:00:48.240 I'd provide some quick thoughts in this four-part series. These takes on leadership are certainly 7 00:00:48.240 --> 00:00:53.160 not everything on the topic, not even close. I've been to a whole lot of leadership seminars 8 00:00:53.160 --> 00:00:58.960 and I'm sure like you, I've forgotten a whole bunch. I've had the honor of being in leadership 9 00:00:58.960 --> 00:01:05.360 in some kind of a role for almost four decades. I've even taught some leadership courses. 10 00:01:05.360 --> 00:01:11.640 And I've got to say that I don't know anything close to all there is out there on good leadership. 11 00:01:11.640 --> 00:01:17.240 But it seems to me that just about everything on good leadership could broadly fit into 12 00:01:17.240 --> 00:01:23.760 one of these four words, authentic, artful, effective, and excellent. Now in the first 13 00:01:23.760 --> 00:01:29.840 module we looked at authentic leadership. Now this isn't a false humility, but simply 14 00:01:30.000 --> 00:01:35.560 having a sound estimate of ourselves. To gather talented people who have leadership capability 15 00:01:35.560 --> 00:01:41.200 of their own, we've got to embrace the concept that we can grow and improve. Otherwise we'll 16 00:01:41.200 --> 00:01:47.040 lose the respect of our most inventive people. Embracing self-assessment and personal improvement 17 00:01:47.040 --> 00:01:52.280 in light of the functions and the responsibilities of a leader is just healthy. In the second 18 00:01:52.280 --> 00:01:57.160 module we looked at artful leadership. And this is the ability to practice the nuance 19 00:01:57.160 --> 00:02:04.080 that's required at the right time to affect positive change with intentional influence. 20 00:02:04.080 --> 00:02:09.360 Artful leaders understand the priority waiting for the organization, the team, and then the 21 00:02:09.360 --> 00:02:13.720 need of the moment. They can evaluate their impact through the lens of their primary leadership 22 00:02:13.720 --> 00:02:18.560 style. And if we become more artful, those learned techniques will help us know when 23 00:02:18.560 --> 00:02:23.160 to absorb a mistake for the benefit of deep learning, when to build relationship even 24 00:02:23.160 --> 00:02:28.280 at the expense of a task, when to drill down on the details, when to inspire, when to allow 25 00:02:28.280 --> 00:02:35.280 more freedom, and when to command, when to coach, and when to develop, and how to subordinate 26 00:02:35.280 --> 00:02:43.400 yourself to get the big picture goal accomplished. Without authentic and artful leadership, this 27 00:02:43.400 --> 00:02:49.480 next one, effective leadership, is going to feel perfunctory. Now they will still work, 28 00:02:49.480 --> 00:02:55.320 but not with the same overall positive cultural impact. So, assuming we have embraced those 29 00:02:55.320 --> 00:03:01.760 two concepts of authentic and artful, today we look at effective leadership. Effective 30 00:03:01.760 --> 00:03:09.000 leadership means the ability to get things done through others, your team, your subordinates. 31 00:03:09.000 --> 00:03:13.960 It also includes the notion of high levels of productivity. It includes a clear understanding 32 00:03:13.960 --> 00:03:18.080 of authority and responsibility, not only for yourself, but for your team. It's able 33 00:03:18.080 --> 00:03:24.720 to bank on a well-articulated culture. It drives to performance. There are three primary 34 00:03:24.720 --> 00:03:30.400 tools to increase your team's output and productivity. First, you've got to articulate a clear culture 35 00:03:30.400 --> 00:03:37.320 with no more than three concepts. Second, connect the culture to overall goals. And 36 00:03:37.320 --> 00:03:43.040 then third, simplify and bring into the present day your performance management system. So 37 00:03:43.120 --> 00:03:48.480 let's go to culture first. You've got to have three areas that you touch. You can name them 38 00:03:48.480 --> 00:03:55.240 whatever you want, but they've got to cover the following three general concepts. First 39 00:03:55.240 --> 00:04:00.160 is just really the point of the whole business or the organization, and that's the customer. 40 00:04:00.160 --> 00:04:05.520 Who's your customer, even in a non-profit? In some form, you need to convey that you 41 00:04:05.520 --> 00:04:10.960 will deliver an exceptional proactive service. You're thinking in advance of how to take 42 00:04:10.960 --> 00:04:15.560 care of that customer, and you deliver that service exceptionally well. This transcendent 43 00:04:15.560 --> 00:04:22.720 purpose requires regular training, anticipating issues, doing it right the first time, even 44 00:04:22.720 --> 00:04:27.160 asking permission of your customer to solve the real problem. That's a powerful tool, 45 00:04:27.160 --> 00:04:32.400 by the way, to lower the temperature, and it enables excellent solutions. Teaching your 46 00:04:32.400 --> 00:04:37.760 team how to define the problem, how to evaluate alternatives, how to decide on the best solution 47 00:04:37.760 --> 00:04:44.160 and implement that best solution. So proactive service knows the customer's touch points. 48 00:04:44.160 --> 00:04:49.080 You train your team on how your customer actually feels at each stage. You start with that initial 49 00:04:49.080 --> 00:04:53.640 awareness of the need that your product or your service touches, and then you walk your 50 00:04:53.640 --> 00:04:59.840 people through the process that a customer experiences, from awareness to research to 51 00:04:59.840 --> 00:05:00.040 very 52 00:05:00.000 --> 00:05:03.560 various distribution channels, to purchase decision, 53 00:05:03.560 --> 00:05:05.760 to the way in which they make the purchase, 54 00:05:05.760 --> 00:05:08.040 to usage of the product or the service, 55 00:05:08.040 --> 00:05:10.140 to overall satisfaction. 56 00:05:10.140 --> 00:05:11.600 So when you go through that, you're 57 00:05:11.600 --> 00:05:13.560 providing proactive service, and you're 58 00:05:13.560 --> 00:05:16.120 delivering a level of customer experience 59 00:05:16.120 --> 00:05:18.680 that deepens loyalty. 60 00:05:18.680 --> 00:05:21.480 Proactive service creates a secure customer. 61 00:05:21.480 --> 00:05:22.640 I've written a lot about it. 62 00:05:22.640 --> 00:05:24.400 If you want to check out any of my books. 63 00:05:24.400 --> 00:05:28.240 But that one is huge, and that's got to be the first pillar. 64 00:05:28.240 --> 00:05:31.200 The second pillar has to do with your team knowing 65 00:05:31.200 --> 00:05:33.520 their authority and responsibility. 66 00:05:33.520 --> 00:05:35.560 Authority must match responsibility. 67 00:05:35.560 --> 00:05:37.960 Authority is the right to take action. 68 00:05:37.960 --> 00:05:40.040 It's the right to control the outcome, 69 00:05:40.040 --> 00:05:42.400 and the resources to pull it off. 70 00:05:42.400 --> 00:05:45.800 Responsibility is the skill to carry out the duties, 71 00:05:45.800 --> 00:05:48.280 the competence to make good decisions, 72 00:05:48.280 --> 00:05:51.400 and the willingness to be held accountable. 73 00:05:51.400 --> 00:05:53.080 This equips your team to succeed. 74 00:05:53.080 --> 00:05:58.200 It eliminates passing the buck, and it creates a secure team. 75 00:05:58.200 --> 00:06:00.800 Finally, there's the third pillar, 76 00:06:00.800 --> 00:06:03.200 and it is continuous improvement. 77 00:06:03.200 --> 00:06:05.560 And some people like to call it innovation. 78 00:06:05.560 --> 00:06:09.720 Continuous improvement requires a brutal truthfulness. 79 00:06:09.720 --> 00:06:11.240 It's got to be transparent. 80 00:06:11.240 --> 00:06:14.000 It uses very disciplined techniques, 81 00:06:14.000 --> 00:06:16.520 and it's fast, and it's efficient. 82 00:06:16.520 --> 00:06:19.120 Continuous improvement identifies the issue, 83 00:06:19.120 --> 00:06:21.240 and then it plans for an adjustment. 84 00:06:21.240 --> 00:06:23.400 It implements the change on a small scale. 85 00:06:23.400 --> 00:06:25.120 Then it analyzes those results, and it 86 00:06:25.120 --> 00:06:26.960 determines whether it made a difference. 87 00:06:26.960 --> 00:06:28.560 Was it a good difference? 88 00:06:28.560 --> 00:06:30.920 And then if the change was successful, 89 00:06:30.920 --> 00:06:34.680 it implements that change, that improvement, on a wider scale. 90 00:06:34.680 --> 00:06:36.400 And then it takes it to scale. 91 00:06:36.400 --> 00:06:39.120 Over time, this creates a new and better process, 92 00:06:39.120 --> 00:06:41.040 and it can be quite dramatic. 93 00:06:41.040 --> 00:06:42.840 Continuous improvement understands 94 00:06:42.840 --> 00:06:44.360 what's better than before. 95 00:06:44.360 --> 00:06:48.480 It does what's better, and then it creates a secure business. 96 00:06:48.480 --> 00:06:49.480 Why is that? 97 00:06:49.480 --> 00:06:51.160 Well, you end up competing with yourself 98 00:06:51.160 --> 00:06:53.520 before the competition vanquishes you. 99 00:06:53.520 --> 00:06:54.400 That's why. 100 00:06:54.400 --> 00:06:56.920 Some organizations prefer to call this pillar innovation, 101 00:06:56.920 --> 00:06:59.000 and I've done that before in some of my companies, 102 00:06:59.000 --> 00:07:00.160 and that's great too. 103 00:07:00.160 --> 00:07:03.480 But in reality, most businesses, it's 104 00:07:03.480 --> 00:07:05.320 difficult to measure innovation. 105 00:07:05.320 --> 00:07:08.480 But continuous improvement, it's easier to observe. 106 00:07:08.480 --> 00:07:10.480 It's easier to manage and deliver. 107 00:07:10.480 --> 00:07:13.480 But either way, you need to be changing for the better 108 00:07:13.480 --> 00:07:15.480 in measurable ways. 109 00:07:15.480 --> 00:07:19.240 So those three pillars, some rendition of proactive service, 110 00:07:19.240 --> 00:07:21.520 authority and responsibility for your team, 111 00:07:21.520 --> 00:07:24.480 and continuous improvement will give you 112 00:07:24.480 --> 00:07:27.200 a secure customer, a secure team, 113 00:07:27.200 --> 00:07:29.960 and a secure organization. 114 00:07:29.960 --> 00:07:33.480 So once you have your culture easily understood, 115 00:07:33.480 --> 00:07:36.160 you're ready to connect the culture to your business 116 00:07:36.160 --> 00:07:38.240 or your nonprofit's goals. 117 00:07:38.240 --> 00:07:41.760 You can now run with your performance management system. 118 00:07:41.760 --> 00:07:43.680 And I'm going to call your team executives just 119 00:07:43.680 --> 00:07:45.040 to make it easy on me. 120 00:07:45.040 --> 00:07:46.720 I'm usually dealing with executives. 121 00:07:46.720 --> 00:07:48.440 Not all of you might be at that level 122 00:07:48.440 --> 00:07:49.520 where you're dealing with executives 123 00:07:49.520 --> 00:07:52.160 under your chain of responsibility and authority, 124 00:07:52.160 --> 00:07:53.080 and that's fine. 125 00:07:53.080 --> 00:07:57.640 You can just replace executive with employees or team members. 126 00:07:57.640 --> 00:07:59.040 So anyway, it's just easier for me 127 00:07:59.040 --> 00:08:01.240 to do it that way instead of going back and forth. 128 00:08:01.240 --> 00:08:03.320 So each of your executives should 129 00:08:03.320 --> 00:08:05.560 have very clear objectives and goals. 130 00:08:05.560 --> 00:08:08.200 I usually try to keep it to four at the most. 131 00:08:08.200 --> 00:08:11.400 For example, your CFO may have one of his goals 132 00:08:11.400 --> 00:08:13.400 to implement a cybersecurity solution. 133 00:08:13.400 --> 00:08:15.020 He's going to have to update it as soon 134 00:08:15.020 --> 00:08:16.640 as he gets that implemented, but that 135 00:08:16.640 --> 00:08:18.040 might be one of his goals. 136 00:08:18.040 --> 00:08:21.160 The performance management system that we use 137 00:08:21.160 --> 00:08:24.600 combines three things, a problem-solving approach 138 00:08:24.600 --> 00:08:26.720 with an old-school managed-by-objectives 139 00:08:26.720 --> 00:08:29.700 results-based approach, along with the third piece, which 140 00:08:29.700 --> 00:08:34.120 is a strong use of an attribute-supported assessment. 141 00:08:34.120 --> 00:08:36.400 So what this does is it provides useful professional 142 00:08:36.400 --> 00:08:37.559 development opportunities. 143 00:08:37.559 --> 00:08:41.320 And if it's managed properly, it's very productive. 144 00:08:41.320 --> 00:08:42.640 But it does look back. 145 00:08:42.640 --> 00:08:44.100 It's pretty straightforward to make 146 00:08:44.100 --> 00:08:46.040 the goals and the objectives clear. 147 00:08:46.200 --> 00:08:48.400 That's what you did last year for this review. 148 00:08:48.400 --> 00:08:50.680 You either raised the money or you didn't. 149 00:08:50.680 --> 00:08:52.440 You either grew the company or you didn't. 150 00:08:52.440 --> 00:08:55.240 You either spent according to budget or you didn't. 151 00:08:55.240 --> 00:08:58.200 But how do you make attributes objective? 152 00:08:58.200 --> 00:09:00.280 Well, in my experience, there's two things. 153 00:09:00.280 --> 00:09:02.800 First, you allow the executive to weigh in. 154 00:09:02.800 --> 00:09:04.400 This discussion with the executive 155 00:09:04.400 --> 00:09:07.000 honors their assessment and enhances your ability 156 00:09:07.000 --> 00:09:10.040 to work together with a problem-solving approach. 157 00:09:10.040 --> 00:09:12.080 If you manage expectations properly, 158 00:09:12.080 --> 00:09:14.000 they'll not inflate their scores. 159 00:09:14.000 --> 00:09:16.840 Second, you provide 10 to 14 subcategories 160 00:09:16.840 --> 00:09:19.520 to flush out an objective score for each category. 161 00:09:19.520 --> 00:09:24.320 For example, under work ethic, we have 11 items to score. 162 00:09:24.320 --> 00:09:26.240 That's how we're trying to make this concept, 163 00:09:26.240 --> 00:09:29.200 this nebulous concept of work ethic, more objective. 164 00:09:29.200 --> 00:09:31.960 We score the overall degree to which the work habits are 165 00:09:31.960 --> 00:09:33.840 correlated to the goals. 166 00:09:33.840 --> 00:09:36.320 When the person arrives and leaves work, 167 00:09:36.320 --> 00:09:40.080 we score the pace of work, the efficiency of the pace of work, 168 00:09:40.080 --> 00:09:41.960 the quality of the work. 169 00:09:42.000 --> 00:09:43.960 Then we're going to rank the work habits 170 00:09:43.960 --> 00:09:46.720 by what the executive is really best at. 171 00:09:46.720 --> 00:09:47.560 And we use six. 172 00:09:47.560 --> 00:09:48.800 You can use whatever you want. 173 00:09:48.800 --> 00:09:52.400 But we go with developing, planning, controlling quality, 174 00:09:52.400 --> 00:09:55.520 maintaining, attending to detail, and managing people. 175 00:09:55.520 --> 00:10:00.320 So those six, we score and rank them with them. 176 00:10:00.000 --> 00:10:02.440 or the skill demonstrated by the executive, 177 00:10:02.440 --> 00:10:04.360 the degree to which the executive functions, 178 00:10:04.360 --> 00:10:07.200 like an owner or a bureaucrat, the degree 179 00:10:07.200 --> 00:10:11.960 to which the executive plans ahead and anticipates issues 180 00:10:11.960 --> 00:10:13.120 effectively. 181 00:10:13.120 --> 00:10:15.920 By the way, as I mentioned, we give this review system 182 00:10:15.920 --> 00:10:18.840 unscored to the executive in advance. 183 00:10:18.840 --> 00:10:20.760 He or she will score it themselves 184 00:10:20.760 --> 00:10:23.240 before the actual meeting with you. 185 00:10:23.240 --> 00:10:25.080 In my experience, most of the time, 186 00:10:25.080 --> 00:10:27.120 we come to agreement for each score. 187 00:10:27.120 --> 00:10:28.620 And we can use whatever, I mean, you 188 00:10:28.620 --> 00:10:29.960 can use whatever system you want. 189 00:10:29.960 --> 00:10:33.180 We found that it's best to use a 1 to 7 range. 190 00:10:33.180 --> 00:10:35.940 So we convey that a 1 is pretty lousy 191 00:10:35.940 --> 00:10:38.140 and a 7 is close to perfect. 192 00:10:38.140 --> 00:10:40.660 So let's be realistic and honest with each score. 193 00:10:40.660 --> 00:10:44.180 Most of them are going to be in that 4, 5, or 6 range. 194 00:10:44.180 --> 00:10:48.540 Work ethic is one characteristic that we look at. 195 00:10:48.540 --> 00:10:51.180 But then we also cover personal characteristics. 196 00:10:51.180 --> 00:10:53.340 We score how confident the executive 197 00:10:53.340 --> 00:10:57.740 is in front of others with issues that he understands. 198 00:10:57.760 --> 00:11:01.280 And also, we score how confident the executive 199 00:11:01.280 --> 00:11:05.040 is in front of others with issues she does not understand. 200 00:11:05.040 --> 00:11:07.880 We want to make sure that he or she can stand in front 201 00:11:07.880 --> 00:11:11.960 of people the right way and be honest and communicate 202 00:11:11.960 --> 00:11:13.920 a fair level of confidence. 203 00:11:13.920 --> 00:11:16.160 We also score how confident others 204 00:11:16.160 --> 00:11:20.480 are in the executive's decisions and in their judgment, 205 00:11:20.480 --> 00:11:24.400 how mature the executive is in a variety of contexts, 206 00:11:24.400 --> 00:11:27.940 how flexible or rigid the executive is to adapt 207 00:11:27.940 --> 00:11:32.340 to varying circumstances, how stable and calm or too easily 208 00:11:32.340 --> 00:11:34.900 alarmed he is under pressure. 209 00:11:34.900 --> 00:11:37.660 Does he meddle after he's delegated? 210 00:11:37.660 --> 00:11:40.300 Still, under personal characteristics, 211 00:11:40.300 --> 00:11:43.580 we score how frequently the executive designs or invents 212 00:11:43.580 --> 00:11:45.460 better ways of doing things. 213 00:11:45.460 --> 00:11:47.260 This is that continuous improvement piece. 214 00:11:47.260 --> 00:11:51.220 How open or intransigent is he to new ideas? 215 00:11:51.220 --> 00:11:53.460 The range of information she can handle. 216 00:11:53.480 --> 00:11:55.280 We look at the ability that he has 217 00:11:55.280 --> 00:11:59.680 to inspire others or her receptivity to correction. 218 00:11:59.680 --> 00:12:01.600 The image that he gives off. 219 00:12:01.600 --> 00:12:03.280 Is it professional? 220 00:12:03.280 --> 00:12:05.840 And we also score the executive's attentiveness 221 00:12:05.840 --> 00:12:07.560 to details. 222 00:12:07.560 --> 00:12:08.440 Are they accurate? 223 00:12:08.440 --> 00:12:10.240 Do they do a good job of that? 224 00:12:10.240 --> 00:12:15.120 And the level of initiative and how well she embraces change. 225 00:12:15.120 --> 00:12:16.920 So that's personal characteristics. 226 00:12:16.920 --> 00:12:20.600 Then the next category that we have is relationship building. 227 00:12:20.600 --> 00:12:22.680 Here we score the impact that the executive 228 00:12:22.680 --> 00:12:27.340 has with his peers, the impact she has with her superiors, 229 00:12:27.340 --> 00:12:29.660 the impact he has with his subordinates. 230 00:12:29.660 --> 00:12:32.380 Are they more equipped than before? 231 00:12:32.380 --> 00:12:33.980 We score the impression the executive 232 00:12:33.980 --> 00:12:35.420 leaves with the customer. 233 00:12:35.420 --> 00:12:38.060 How close does it get to being invaluable? 234 00:12:38.060 --> 00:12:39.660 We score the impression the executive 235 00:12:39.660 --> 00:12:43.100 leaves with a prospective customer, with vendors, 236 00:12:43.100 --> 00:12:44.820 and with the public. 237 00:12:44.820 --> 00:12:49.980 Is he viewed as wise, impressive, or not so much? 238 00:12:49.980 --> 00:12:52.680 We score the executive's diplomacy and persuasion 239 00:12:52.680 --> 00:12:53.320 skills. 240 00:12:53.320 --> 00:12:55.960 Are they artful and highly developed? 241 00:12:55.960 --> 00:12:58.000 The final attribute we score is in the category 242 00:12:58.000 --> 00:13:00.560 of job performance. 243 00:13:00.560 --> 00:13:03.360 So this is usually pretty easy to assess. 244 00:13:03.360 --> 00:13:06.120 What's the executive's technical grasp of his job? 245 00:13:06.120 --> 00:13:08.360 What's his aptitude for new concepts? 246 00:13:08.360 --> 00:13:10.260 We score his time management skill, 247 00:13:10.260 --> 00:13:13.080 how consistently he completes his job duties, 248 00:13:13.080 --> 00:13:16.280 how dependable she is to follow through on her projects. 249 00:13:16.280 --> 00:13:19.160 We score her ability to be an effective steward of company 250 00:13:19.160 --> 00:13:20.020 resources. 251 00:13:20.020 --> 00:13:22.580 Does she get quality at the best price? 252 00:13:22.580 --> 00:13:25.120 We score the decisions that he made in light of his authority 253 00:13:25.120 --> 00:13:26.100 and responsibility. 254 00:13:26.100 --> 00:13:28.820 Is he a solid problem solver? 255 00:13:28.820 --> 00:13:30.700 We score each of the objectives that he 256 00:13:30.700 --> 00:13:34.580 had from last year, usually not more than four, a lot of times 257 00:13:34.580 --> 00:13:35.460 just three. 258 00:13:35.460 --> 00:13:38.860 What was his degree of success on each of those objectives? 259 00:13:38.860 --> 00:13:40.420 And we do that on a 1 to 7 scale. 260 00:13:40.420 --> 00:13:44.140 And that's pretty objective, that one. 261 00:13:44.140 --> 00:13:46.740 Did he accomplish his goals or not? 262 00:13:46.760 --> 00:13:48.880 And overall, how did the executive 263 00:13:48.880 --> 00:13:54.080 perform compared to the expectations that we had? 264 00:13:54.080 --> 00:13:56.360 So then we look forward. 265 00:13:56.360 --> 00:13:58.780 Over the next year, what are the objectives and the goals? 266 00:13:58.780 --> 00:14:01.400 What training and development and other support 267 00:14:01.400 --> 00:14:03.720 do you need to get that done? 268 00:14:03.720 --> 00:14:07.140 And this is really an effective performance review system 269 00:14:07.140 --> 00:14:08.920 that we've used for quite a number of years 270 00:14:08.920 --> 00:14:10.840 in a variety of different industries. 271 00:14:10.840 --> 00:14:12.720 It's proven to be a very useful tool, 272 00:14:12.720 --> 00:14:16.020 but it's too comprehensive to be effective regularly. 273 00:14:16.020 --> 00:14:18.960 It's really best once a year or even once every two years 274 00:14:18.960 --> 00:14:22.240 with a more abbreviated version on the in-between years. 275 00:14:22.240 --> 00:14:23.960 And of course, depending on the position, 276 00:14:23.960 --> 00:14:26.680 you're going to shrink some of those characteristics. 277 00:14:26.680 --> 00:14:29.200 What we like about this performance management approach 278 00:14:29.200 --> 00:14:32.000 is it allows the executive to negotiate with us 279 00:14:32.000 --> 00:14:33.180 on the scores. 280 00:14:33.180 --> 00:14:34.760 She might recall something we forgot. 281 00:14:34.760 --> 00:14:35.580 That's OK. 282 00:14:35.580 --> 00:14:38.000 We want it to be fair and accurate. 283 00:14:38.000 --> 00:14:39.960 We like the hard-hitting and clear managed 284 00:14:39.960 --> 00:14:41.480 by objectives element. 285 00:14:41.480 --> 00:14:43.160 Are we getting stuff done? 286 00:14:43.160 --> 00:14:44.600 Are we accomplishing our goals? 287 00:14:44.620 --> 00:14:47.220 We wanted to triple in three years, did we? 288 00:14:47.220 --> 00:14:48.740 You can't argue with metrics. 289 00:14:48.740 --> 00:14:52.020 We either accomplished that growth goal or didn't. 290 00:14:52.020 --> 00:14:54.560 We also like the honest attempt to make attributes, 291 00:14:54.560 --> 00:14:56.780 like work ethic, objective. 292 00:14:56.780 --> 00:14:59.220 We've found that it keeps the team motivated. 293 00:14:59.220 --> 00:15:01.380 They know that there's no. 294 00:15:00.000 --> 00:15:02.360 no traps, there's no hidden formulas, 295 00:15:02.360 --> 00:15:05.360 there's no attempt to triangulate anybody. 296 00:15:05.360 --> 00:15:09.840 It's just an honest endeavor to improve at every level. 297 00:15:09.840 --> 00:15:13.720 So a formal written review is a very useful approach, 298 00:15:13.720 --> 00:15:16.160 especially if you're direct and truthful. 299 00:15:16.160 --> 00:15:18.760 We try to decouple the time of the review 300 00:15:18.760 --> 00:15:20.120 with the time of the raise. 301 00:15:20.120 --> 00:15:22.040 And that might sound unusual, but we 302 00:15:22.040 --> 00:15:23.480 like to have it separated. 303 00:15:23.480 --> 00:15:26.120 A lot of companies disagree with that approach, and that's fine. 304 00:15:26.120 --> 00:15:27.620 I'm not here to argue with you on it, 305 00:15:27.620 --> 00:15:29.180 but we found that the person is just 306 00:15:29.180 --> 00:15:32.500 focused on the raise if they're coupled with the review. 307 00:15:32.500 --> 00:15:35.420 So we just eliminate that whole expectation. 308 00:15:35.420 --> 00:15:38.820 We really want the individual to think and to continue to grow, 309 00:15:38.820 --> 00:15:40.700 to know what his strengths and weaknesses are, 310 00:15:40.700 --> 00:15:44.300 and to know what level of support 311 00:15:44.300 --> 00:15:46.000 we're going to provide him, and for him 312 00:15:46.000 --> 00:15:48.020 to know that we're really for him 313 00:15:48.020 --> 00:15:49.980 and that we're willing to support him. 314 00:15:49.980 --> 00:15:52.500 The formal review takes a chunk of time, 315 00:15:52.500 --> 00:15:54.540 but it's a helpful self-assessment, 316 00:15:54.540 --> 00:15:57.180 and it's a great professional development tool, 317 00:15:57.180 --> 00:15:59.300 at least in our experience. 318 00:15:59.300 --> 00:16:03.420 Having said all that, reality kicks in. 319 00:16:03.420 --> 00:16:07.100 You cannot wait a year to let your guy or gal 320 00:16:07.100 --> 00:16:09.500 know how well they are doing. 321 00:16:09.500 --> 00:16:11.780 So we endeavor to simplify and bring 322 00:16:11.780 --> 00:16:14.780 into the present day the performance management system. 323 00:16:14.780 --> 00:16:17.060 So that performance management system I just described, 324 00:16:17.060 --> 00:16:20.340 that's the performance review, but that system is good. 325 00:16:20.340 --> 00:16:22.180 It's effective, but it takes a lot of time. 326 00:16:22.180 --> 00:16:25.100 So to get the most out of each of your people, 327 00:16:25.100 --> 00:16:28.260 you need a regular, less formal communication, which 328 00:16:28.260 --> 00:16:30.660 helps drive great performance. 329 00:16:30.660 --> 00:16:32.860 At the end of the day, there's really 330 00:16:32.860 --> 00:16:37.420 just four basic questions everyone wants an answer to. 331 00:16:37.420 --> 00:16:40.900 Number one, what do you want me to do? 332 00:16:40.900 --> 00:16:44.940 Number two, what does it look like when it's done well? 333 00:16:44.940 --> 00:16:48.020 Number three, how will you help me when I need it? 334 00:16:48.020 --> 00:16:51.060 And number four, will you periodically 335 00:16:51.060 --> 00:16:53.580 let me know how I'm doing? 336 00:16:53.580 --> 00:16:56.740 And since everyone is busy, I think 337 00:16:56.740 --> 00:16:58.780 it's a great practice to initiate 338 00:16:58.780 --> 00:17:01.340 these questions with everyone on your team fairly regularly. 339 00:17:01.340 --> 00:17:03.500 You can't just wait for them to ask you. 340 00:17:03.500 --> 00:17:05.780 So you go up to your executive or your employee, 341 00:17:05.780 --> 00:17:09.740 and you say, do you feel you know what I want you to do? 342 00:17:09.740 --> 00:17:11.660 I mean, that can be a simple stand-up meeting. 343 00:17:11.660 --> 00:17:13.900 It could just take 30 seconds. 344 00:17:13.900 --> 00:17:15.579 The next question at some point doesn't 345 00:17:15.579 --> 00:17:17.220 have to be in that same meeting. 346 00:17:17.220 --> 00:17:18.940 Hey, do you think you know what I 347 00:17:18.940 --> 00:17:22.740 think a job done well looks like here with this objective? 348 00:17:22.740 --> 00:17:24.060 I'm just kind of touching base. 349 00:17:24.060 --> 00:17:26.980 Do you think I have communicated that to you effectively? 350 00:17:26.980 --> 00:17:29.180 And this might involve a little more coaching or data 351 00:17:29.180 --> 00:17:32.420 gathering, but it can still be done fairly regularly. 352 00:17:32.420 --> 00:17:34.580 And then, do you know that I will 353 00:17:34.580 --> 00:17:38.340 do what I can to provide you support when you need it? 354 00:17:38.340 --> 00:17:40.340 I mean, this can be followed up with a simple, 355 00:17:40.340 --> 00:17:42.260 do you need any help on anything right now? 356 00:17:42.260 --> 00:17:44.920 I mean, you might find that your executive has been holding back 357 00:17:44.920 --> 00:17:47.260 on something, maybe even just out of embarrassment. 358 00:17:47.260 --> 00:17:52.260 And you can help solve that problem right now 359 00:17:52.300 --> 00:17:55.940 and reinforce that you're an even-handed leader 360 00:17:55.940 --> 00:17:58.820 and support that person, that executive, 361 00:17:58.820 --> 00:18:00.220 that employee of yours. 362 00:18:00.220 --> 00:18:02.540 Then finally, that fourth question 363 00:18:02.540 --> 00:18:04.300 that now you're kind of initiating 364 00:18:04.300 --> 00:18:06.060 instead of waiting for them to tell you 365 00:18:06.060 --> 00:18:07.500 whether or not it's been answered, 366 00:18:07.500 --> 00:18:11.480 do you feel I give you helpful feedback 367 00:18:11.480 --> 00:18:13.380 on a regular enough basis? 368 00:18:14.380 --> 00:18:16.660 Let her answer that question. 369 00:18:17.700 --> 00:18:20.820 And don't say, well, hey, you're doing fine. 370 00:18:20.820 --> 00:18:22.820 Give her something concrete. 371 00:18:22.820 --> 00:18:25.360 The reality is we need to make the performance management 372 00:18:25.360 --> 00:18:26.420 system fluid. 373 00:18:26.420 --> 00:18:29.460 It's got to be kind of part of everyday conversation. 374 00:18:29.460 --> 00:18:31.660 To do that, there's really five skills 375 00:18:31.660 --> 00:18:34.480 that you can easily self-develop to make sure 376 00:18:34.480 --> 00:18:38.260 that the feedback that you're delivering really is useful. 377 00:18:38.260 --> 00:18:41.140 Number one, active observation. 378 00:18:41.140 --> 00:18:42.220 Look around. 379 00:18:42.220 --> 00:18:46.340 This is just getting out of your day-to-day tasks 380 00:18:46.340 --> 00:18:49.180 long enough to understand the context, the actions, 381 00:18:49.180 --> 00:18:51.020 and the interactions of your executive. 382 00:18:51.020 --> 00:18:53.340 Just actually observe them. 383 00:18:53.340 --> 00:18:55.300 Number two, a clear POR. 384 00:18:55.300 --> 00:18:58.440 Establish a point of reference. 385 00:18:58.440 --> 00:19:00.820 It's just not fair if your executive, 386 00:19:00.820 --> 00:19:02.340 your employee, your subordinate 387 00:19:02.340 --> 00:19:04.420 doesn't know what's in your mind. 388 00:19:04.420 --> 00:19:08.000 So take a little extra time to clarify the goals, 389 00:19:08.000 --> 00:19:11.160 your desires, the responsibilities that he or she has 390 00:19:11.160 --> 00:19:13.180 at the beginning of the period or the event 391 00:19:13.180 --> 00:19:14.420 that's being evaluated, 392 00:19:14.420 --> 00:19:16.600 and then have them say it back to you. 393 00:19:16.600 --> 00:19:18.820 I've learned that as a general rule of thumb, 394 00:19:18.820 --> 00:19:21.660 this whole thing takes an extra 15 minutes. 395 00:19:21.660 --> 00:19:23.620 But if I'll do that, 396 00:19:23.620 --> 00:19:26.580 just 15 more minutes of effort upfront, 397 00:19:26.580 --> 00:19:27.860 it'll make it clear, 398 00:19:27.860 --> 00:19:31.700 and then it'll establish this point of reference 399 00:19:31.700 --> 00:19:34.620 with my team with clarity. 400 00:19:34.620 --> 00:19:37.220 Then number three, leading questions. 401 00:19:37.220 --> 00:19:38.980 Now, for people that are leaders, 402 00:19:38.980 --> 00:19:42.500 they're usually high D driver leaders, this is hard. 403 00:19:42.500 --> 00:19:45.400 Yet if we seek to understand what took place, 404 00:19:45.400 --> 00:19:46.500 it's very helpful. 405 00:19:46.500 --> 00:19:48.660 So good questions just help facilitate 406 00:19:49.500 --> 00:19:52.020 the executive's evaluation of the experience themselves. 407 00:19:52.020 --> 00:19:53.260 So they're thinking it through 408 00:19:53.260 --> 00:19:55.780 instead of you just answering it or just solving it. 409 00:19:55.780 --> 00:19:58.880 It's also more effective than just direct teaching. 410 00:19:58.880 --> 00:20:00.380 This is where we endeavor to. 411 00:20:00.000 --> 00:20:02.720 deploy some of the coaching leadership style. 412 00:20:02.720 --> 00:20:04.320 Executives remember things longer 413 00:20:04.320 --> 00:20:05.640 when they've come to it themselves. 414 00:20:05.640 --> 00:20:07.680 They've got a deeper learning experience 415 00:20:07.680 --> 00:20:09.600 if they come to finding through questions 416 00:20:09.600 --> 00:20:13.600 that you're asking that they have an answer themselves. 417 00:20:13.600 --> 00:20:16.240 And you know you're doing this right 418 00:20:16.240 --> 00:20:20.600 if you're using more what and how questions than why. 419 00:20:20.600 --> 00:20:21.880 Why kind of goes to solve it. 420 00:20:21.880 --> 00:20:23.240 Let's just get this over with. 421 00:20:23.240 --> 00:20:26.000 What and how allows for some process. 422 00:20:26.000 --> 00:20:29.160 The goal here is to help your team learn from, 423 00:20:29.160 --> 00:20:32.040 think about and evaluate their own experience. 424 00:20:32.040 --> 00:20:35.520 And honestly, that is gold. 425 00:20:35.520 --> 00:20:39.160 Number four is deliberate listening. 426 00:20:39.160 --> 00:20:42.640 This literally demands concentration from most of us. 427 00:20:42.640 --> 00:20:45.200 I mean, most of us leaders are just lousy at listening. 428 00:20:45.200 --> 00:20:48.480 We're wanting to talk and have other people listen to us. 429 00:20:48.480 --> 00:20:50.400 Yet when we truly listen, 430 00:20:50.400 --> 00:20:52.640 it creates an atmosphere for meaningful interaction 431 00:20:52.640 --> 00:20:54.800 and we must listen well to understand 432 00:20:54.800 --> 00:20:56.680 and provide good feedback. 433 00:20:56.680 --> 00:21:00.160 Listening will help formulate better questions as well. 434 00:21:00.160 --> 00:21:03.360 And then finally, number five, direct feedback. 435 00:21:03.360 --> 00:21:06.800 So now you can give the executive your score, so to speak. 436 00:21:06.800 --> 00:21:09.240 Don't overqualify, don't hem and haw. 437 00:21:09.240 --> 00:21:11.080 It actually makes it worse. 438 00:21:11.080 --> 00:21:14.120 For example, what I'm observing 439 00:21:14.120 --> 00:21:16.520 or what I'm understanding is, and then just say it, 440 00:21:16.520 --> 00:21:18.360 don't soften it more than that. 441 00:21:18.360 --> 00:21:20.280 It's just, this is what I'm understanding. 442 00:21:20.280 --> 00:21:22.760 Your executive already knows that you're for him 443 00:21:22.760 --> 00:21:24.680 if you're leading him properly. 444 00:21:24.680 --> 00:21:26.240 Then you continue. 445 00:21:26.240 --> 00:21:28.880 You're struggling a bit here in this area 446 00:21:28.880 --> 00:21:31.400 and you would serve yourself and your team better 447 00:21:31.400 --> 00:21:32.440 if you did this. 448 00:21:32.440 --> 00:21:35.120 And then just be direct, just say it. 449 00:21:35.120 --> 00:21:36.800 This is the instruction. 450 00:21:36.800 --> 00:21:39.080 This is a challenge or counsel. 451 00:21:39.080 --> 00:21:40.880 People are starving for it. 452 00:21:40.880 --> 00:21:42.240 Don't be afraid. 453 00:21:42.240 --> 00:21:44.880 It will help you and him or her. 454 00:21:44.880 --> 00:21:46.200 Don't beat around the bush. 455 00:21:46.200 --> 00:21:49.520 It's either a word of instruction, a challenge to improve. 456 00:21:49.520 --> 00:21:51.280 It's counsel or advice 457 00:21:51.280 --> 00:21:53.960 and it's all pointing toward being better. 458 00:21:54.000 --> 00:21:56.600 People love it when they're on the receiving end of it. 459 00:21:56.600 --> 00:21:58.400 It makes them more effective. 460 00:21:58.400 --> 00:22:03.120 So the effective leader uses the four questions 461 00:22:03.120 --> 00:22:07.520 and the five skills to help the executive learn 462 00:22:07.520 --> 00:22:09.720 in a fair and open way. 463 00:22:09.720 --> 00:22:13.480 And it causes him to want to develop and get better. 464 00:22:13.480 --> 00:22:14.760 And it works on the fly. 465 00:22:14.760 --> 00:22:16.760 You don't have to have this long sit down. 466 00:22:16.760 --> 00:22:18.880 You don't have to schedule it out in advance. 467 00:22:18.880 --> 00:22:22.120 Just create a culture where you own your own mistakes 468 00:22:22.120 --> 00:22:24.680 and where everyone has permission to ask questions 469 00:22:24.680 --> 00:22:26.840 and everyone knows that you're on their side 470 00:22:26.840 --> 00:22:28.520 and where it's okay to be human 471 00:22:28.520 --> 00:22:32.480 and where it's also expected that we grow and improve 472 00:22:32.480 --> 00:22:34.760 and you should be able to increase the productivity 473 00:22:34.760 --> 00:22:36.960 of everyone on your team. 474 00:22:36.960 --> 00:22:40.560 And that makes you an effective leader. 475 00:22:41.560 --> 00:22:43.680 So we've talked about the authentic leader. 476 00:22:43.680 --> 00:22:45.360 We've talked about the artful leader 477 00:22:45.360 --> 00:22:47.720 and just now the effective leader. 478 00:22:47.720 --> 00:22:51.360 Next time we close things out with the excellent leader. 479 00:22:51.360 --> 00:22:53.320 Until then, to your freedom. 480 00:22:53.320 --> 00:22:55.560 Hi, I'm David Farah. 481 00:22:55.560 --> 00:22:57.680 Thank you for listening to my dad's podcast, 482 00:22:57.680 --> 00:23:00.240 The Barry Farah Show, Culture Shift. 483 00:23:00.240 --> 00:23:03.800 Click subscribe now to be sure you don't miss an episode. 484 00:23:03.800 --> 00:23:06.480 Share this podcast with your friends on social media 485 00:23:06.480 --> 00:23:09.840 and give The Barry Farah Show your five-star rating. 486 00:23:09.840 --> 00:23:10.960 See you next time.