Next Turn Blog

In January and February, there is always a lot of talk about New Year’s resolutions and goal setting. I recommend a different plan…create a vision first before setting your goals. And make it a bold vision.

Allow me to offer a homey simile of vision and goals from my childhood. In my small town, summertime would find my friend’s mother hanging her clean sheets on a sturdy rope hung between two trees. Without this efficient system of drying– clothespins and a sturdy rope hung between those trees–the sheets would not dry as quickly. For those of you who are asking, “What about a dryer?” I ask, “Have you ever slept between line-dried sheets on a warm summer night?” If so, you’ll understand why the memory has special meaning.

This folksy reflection provides a modern-day analogy to vision-setting and goals. It is the rope (vision) that supports the sheets (goals). Without an over-arching vision, goals don’t necessarily hang together: the sturdy support must come first. To complete this image, those same sheets are folded and put away, and this step can be compared to the action steps that flow from those goals.

Here is a more contemporary business-related example. In 2004, I realized that without a better understanding of technology, my training and consulting business may not offer my clients the most value in the future. It would have been easy to jump into setting a new goal of reading articles or attending a conference on technology. Instead, I spent some time thinking about a long-term vision that would serve both the business and the clients. The vision: To help managers become leaders and employees become engaged. This broad vision informed my goal-setting process.

I considered that technology, when used properly, can facilitate better communication and engagement–both key ingredients to strong leadership. It then became clear that I must enhance my skills and education in technology. Therefore, one of my goals for 2004 became: “Enroll in a course of study where my technological skills and knowledge become more proficient.”

The action steps that flowed out of this goal were to: 1) do research to find the right program; 2) go through the application process; and 3) get accepted at my designated choice. These individual action steps resulted in my reaching the goal of a Master’s in Instructional Technology….an experience that made me more comfortable and skilled in cutting-edge technology with a network of tech-savvy colleagues to partner with on client’s projects. Reaching that goal fulfills the vision of helping managers become leaders and employees become engaged.

My suggestion is: Don’t short-change yourself by simply developing some new goals…be bolder!

Afterall, in the Bay Area we have a reputation to uphold…

“We’re gambling on our vision, and we would rather do that than make “me too” products. Let some other companies do that. For us, it’s always the next dream.” – Steve Jobs, 1983

Take the time to develop your vision. Goals without vision are only labor. A vision without goals is only a dream. But vision with goals will be ambition fulfilled. Inhale deeply the boundless opportunities of a New Year!

The secret sauce, a perfect combination of ingredients that guarantees good teamwork, eludes many managers. Yet the manager of our home team–SF Giants’ Bruce Bochy–has mastered it. Since professional baseball provides the ultimate example of teamwork, the work world can learn a lot from our home town baseball skipper.

A recent headline announced: “Respect Is Name of Bochy’s Game.” The article quoted one of the Giants players: “He doesn’t play favorites by sucking up to guys going good or blowing off guys who are struggling.” Zito, pitcher for the San Francisco Giants who has experienced both conditions lately, went on to say, “One of his greatest attributes is he knows where to draw the line as far as being friendly with players and being authoritative with players. Communication is so important, and he tells his guys where they stand. It’s all we want to know.”

Is respect the key ingredient in the secret sauce? Absolutely! But respect is a big ideal. What does it look like? Watching Bochy being interviewed after a disappointing performance gives us a few clues. He makes statements to the press similar to: “He had an off night but he’ll get back to it tomorrow” or “He just cares so much he is freezing up” or “He has been working so hard that he needs a few days off.” While discussing his players, this manager always seems to have their backs.

On occasion, I react with a “What? This player is making millions of dollars—and he needs a few days off?” Yet inevitably the same player returns a few days later with better performance and a renewed spirit. While not everyone can give their employees time off when they seemed stressed, the underlying psychology seems to work. Realizing that poor performance may be a symptom of other issues is a good place to start. In my own experience, the best managers I worked my heart out for were the same ones who cut me a break when they could see my energy was flagging.

Naturally, discretion is important. Another tip from Bochy’s play book is that he will reward a good performance with a return performance. When members of his team play well, they get to play again. In other words, his compassion is blended with practicality….two more good ingredients in the manager’s secret sauce.

To sum up the skipper’s success:

• Take into account the situation and the individual,
• Communicate honestly and with respect,
• Allow for mistakes but reward success, and
• Live to see another…championship?

He is creating another winning team, and borrowing his secret sauce can help you create champions, too!

Are you un-engaged at work? A better question may be, “Are you an engaging manager?”

Why is it important to engage your employees? In the well-regarded book, 12:The Elements of Great Managing, author Rodd Wagner, principal of Gallup (of Gallup Polls) reports that engaged employees average 27% less absenteeism than those who are disengaged. Wagner also reports that in a 10,000-person company, absenteeism from disengagement costs the business about 5,000 lost days, or about $600,000, annually.

And according to a 2007 Florida State University study, when managers manage poorly, 40% of employees leave their bosses, not their jobs.

Here are some common behaviors that engaging managers practice:

• Solicit advice from your team on problems.
• Work with employees to use team decisions.
• Understand how each employee likes to receive information. Some individuals like personal meetings, telephone, e-mail or text messages.
• When tempted to be directive, consider whether this is the best way to proceed. Whenever possible, handle the issue with a more collaborative approach.
• Use “we” when talking about your work group or discussing successful results. Your team is what makes you successful and praising them to others also benefits everybody.
• In meetings, encourage rotating facilitators among your staff. You do not always need to lead meetings.
• Ask employees to discuss their responsibilities with the entire group so that everyone knows where overlap occurs and how common problems can be solved.
• Discuss job issues and involve employees in designing goals and objectives for the upcoming year.
• Look for opportunities for employees to receive direct praise.
• Make sure that everyone who contributes is mentioned on reports and memos. Public recognition is important.

A big part of a manager’s role is to help facilitate employee success. Ask yourself, “What motivates my employee?” It has been proven that when employees are motivated and happy, productivity and performance go up.

And when performance needs improvement, look for the positive that can come out of offering information. Most people don’t know that they are performing at less than capacity. Frame constructive feedback as a long term opportunity for staff to grow in their career.

Ghandi said, “Be the change you wish to see.” Beyond building a stronger team, your engaging manager style might help many people (including you) become more productive and happier at work.