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Monday, October 3rd, 2011
 In my first article on branding, I put forth the argument that whether we like it or not we brand ourselves, based (primarily) on the way we work and the manner in which we work with others.
We’re known for the value we bring to others, primarily in the form of the kinds of relationships we forge in those interactions. I propose that you’re known for something. The question becomes: What are you known for? What value do you offer? When people see you coming, they see a brand. Your personal brand should be just as important as it is for Nike or Starbucks or Nordstrom.
I also suggested we have a chance to stand out because we have the ability to control our brand in the marketplace. Our brand has little to do with title or the rung we occupy on the org chart, but is defined by the overall value we bring to others, personally or organizationally.
So, what makes you different? What makes you stand out? If you struggled with answering those questions, let me make a second assertion about how we might identify the value we’re bringing to the marketplace.
In my public and corporate presentations, I often talk about the importance of contribution, as it relates to what we do and how we do it. An often quoted definition is: “Getting things done through people.”
While it’s certainly true that managers have to rely on people to achieve organizational objectives, what managers are really responsible for is contributing to the success of the enterprise – whatever that enterprise might be. It doesn’t matter whether it’s managing in a police department or a pickle factory; the primary role of the manager is to contribute to the organization’s success by effectively managing people.
I’ve since pushed that concept further down in the organization. I now hold that contributing to the success of the enterprise is every employee’s role and responsibility, not just that of management. Organizations hire us to help the enterprise succeed.
So how do we contribute to the company’s success and establish our brand? By the way we complete the projects we’re assigned to or are working on as a team member. Almost all the work we do today is organized into projects. This is really outstanding news for anyone interested in creating a high-value brand.
Projects make it very easy for the organization so see results and to measure an individual’s or a team’s effectiveness. The project was either successfully completed or it wasn’t. It either added to the organization’s value to the marketplace or it didn’t.
This “project world” makes it easy for you to demonstrate your value – and strengthen your brand in the marketplace. If you want to establish a respected brand and increase your value to the organization, become known for delivering on projects you’re given, or making significant contributions to the team on which you serve.
Remember the 80/20 rule? Let’s apply it to creating a powerful personal brand in your organization. Eighty percent of your productivity will come from twenty percent of focused effort. If you can carve out twenty percent of your day to work on those most important projects, you’ll become a superstar in your organization and, in the process, send your personal value through the roof.
Being known as a person who delivers on project assignments is the most effective way I know of for establishing a powerful personal brand. Do what the big boys do, only become your own brand manager. Either develop or take on projects that will greatly contribute to the success of your company. In doing so, become the top of mind brand when the organization is looking for someone to help move the business forward.
You are the brand.
Tags: contribution, image, managers, organizational objectives, value
Posted in 2011 | No Comments »
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Thursday, February 10th, 2011
 It’s impossible to talk about success in any endeavor without understanding the power of goal setting. Brian Tracy says goals are the fuel for the furnace of achievement.
While I couldn’t agree more, I also alert my audiences and my coaching clients that, as important as goal setting is, goal achievement is really what counts. While it’s critical to set meaningful goals, it’s much more important to follow through and see the goal(s) completed.
So, the reason we set goals is because: without setting and achieving them, our futures will be left to chance. And herein lies another cold, hard fact: chance has a very poor track record as a means of achieving success.
For managers, goal setting is an essential function. It’s also the process by which we define the targets we want to achieve in order to move our organizations forward. Good managers understand that when they set goals, they also commit to the outcomes the goals will produce.
Goal setting allows us to focus our limited resources and the energies of our people on those things that matter most. It also clarifies for our team the direction we intend to take and what specifically we intend to accomplish. We’re not leaving our futures to chance.
Goal setting allows us to measure achievement. If we’re establishing a result metric as a part of our goal setting formula, we’re setting up a dashboard for measuring our success. Without this tracking system, we lose the motivation to move forward with goal achievement.
Goal Setting Starts with Strategy
Good goals emerge from our strategic plan. If the strategy is to become a market leader with a particular product or service, our goals must cascade from that strategy. Division or departmental goals will align with the strategy, as will section, team and/or individual goals. Developing strategy and setting goals that are aligned with the strategy work together to create tremendous synergy for the organization.
A recent study by FranklinCovey’s Center for Advanced Research shows that large numbers of organizations, in several sectors of the economy, don’t understand this fundamental rule for goal achievement. In one sector, Public Service (Govt.), 74 percent of employees surveyed could not name a single organizational goal. Without an organizational strategy, and subsequent goals being pushed down into the organization, there’s little hope for achieving organizational objectives.
Why set goals? Because goals fuel individual and organizational achievement. Good goal setting starts by developing an overarching achievement strategy. Once the strategy is laid out, goals are set that will move the individual or the organization toward achievement.
Remember, though, that while goal setting is critical to success, it’s goal achievement that really counts. When we establish a goal, it’s critical, at the same time, to establish some type of metric or tracking system that will allow us to measure our progress toward goal achievement. A goal unmeasured will translate into a goal not achieved. Measurement creates momentum.
Bottom line: Set goals aligned with an overall strategy – then relentlessly measure progress.
Tags: accomplish, achieve, achievement, essential, futures, goals, managers, strategy, success
Posted in 2011, Uncategorized | No Comments »
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Thursday, October 7th, 2010
 Getting the right things done is the mark of effective managers. As we’ve discussed on many occasions, it’s not the quantity of work one accomplishes in the course of a day but rather the quality of the work that determines value and real productivity. In order to make sure our focus is on achievement and not activity, we have to understand the pure value of time.
We can obtain quantities of every other resource except time. Time is our most limiting resource, so time management is foundational to getting the right things done. Getting the most important things done in those precious hours and minutes we’ve been given is the key to valued performance and real productivity.
Because our time is so valuable, it only makes sense to maximize the time we have each day. We do so by focusing on those vital few things that make the greatest contribution to the success of the organizations we work for. Getting things done through people is the common definition of the manager’s role. I would argue the primary role of the manager is to make those important few contributions that help move our organizations forward.
Toward that end, it’s critically important to identify what those critical contributions are. Let’s do a little reflective thinking for a moment and try to determine what we need to focus time, attention and resources on – in order to contribute to organizational success and achievement.
1. What am I getting paid to do?
2. What should I be paid to do, if I’m being paid for getting the right things done in my position?
3. Am I doing things I shouldn’t be doing?
It’s question number three I want to focus on right now. Knowing what not to do is at least as important as knowing what to do, if we want to maximize performance and productivity. Creating a “Stop Doing List” is one of the most effective ways we can narrow our focus and zero in on those few things that move our performance and our organization forward.
Create Your Stop Doing List
In an effort to eliminate or reduce those activities that do not contribute to your effectiveness, identify three things you could stop doing – right now – that would enable you to focus on those things that really matter.
Notice I said “…things you could stop doing.” Creating a “Stop Doing List” doesn’t necessarily mean the task or project won’t get done; it just means you won’t be responsible for making it happen. Warning! We often find ourselves doing things – just because we always have – things that really have no meaningful effect on performance, productivity and results. We do them because we’ve always done them. That’s a bad plan!
Set yourself apart from the crowd by clarifying your most important tasks and eliminating those things from your schedule that rob you of your most precious resource – time. Create a “Stop Doing List” and keep it in front of you all the time.
Tags: achievement, done, effective, managers, projects, schedule, time
Posted in 2010, manager's minute | No Comments »
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Thursday, June 3rd, 2010
 One of the things we all struggle with, seasoned manager or not, is determining how to use our time most effectively. The primary role of the manager is to make sure that the work he or she is doing will contribute to the success of the company.
People think they get the most work done when they’re under the pressure of a deadline. Not so. A deadline will force action, and we will finish a task – because we have to – but the chances are the outcome will not be our best work, or even the most important work we need to do.
Here’s a methodology you might consider using to determine where you focus your time and attention. It involves asking four important questions.
1. What tasks or assignments on my “To Do” list bring the highest value to me or my company?
Take a look at the one or two items which, when finished, bring the greatest rewards. Everything on our list can’t be an “A” priority. If they are – we need to talk.
2. What am I being paid to do?
It’s all too easy to get caught up in trivial matters that really don’t bring value to ourselves – or our company. Create a list of what you believe your three to five highest payoff activities are. Ask your boss to do the same. Then compare the two lists. My bet is the lists might be very different. If so, refocus.
3. What’s the one task on my list that, if done effectively, will have the highest payoff?
Hint: It’s probably something you’ve been putting off for a while. It’s important but it’s not urgent, so it ends up on the back burner. Roll up your sleeves and take on the important task or project. Break it up into small doable pieces and get after it!
4. What the best use of my time, right now?
Focus on the present. Focus on today. Don’t look back at what you should have done. Don’t look ahead at what you could do if… . Just focus on the highest payoff activity you can do today.
Tags: business, deadline, focus, manager's minute, managerial, managers, priority, success, time, value
Posted in 2010, manager's minute | No Comments »
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Thursday, May 6th, 2010
 This article is for those of you who have been recently promoted to manager or maybe have been managing for a while but have become a bit stale. It serves as a reminder that good management doesn’t just happen. Good managers develop certain skill sets that enable them to help make their respective companies a success. It also serves as a reminder that sometimes knowing what not to do is as important as knowing what is.
Here’s a short list of mistakes managers can make that will derail their efforts to move their organizations forward.
Mistake #1: Not getting the right people involved in decisions
In my opinion, this is the number one mistake managers make. Those of us who’ve been around management for a while know that the best decisions are made with the input of those folks actually doing the job. They know what works and what doesn’t. Get their opinion on operational decisions before moving forward. You may save a lot of time and money.
Mistake #2: Not creating a stable work environment
We live in a chaotic world, a time of tremendous change on almost every front. One of the smartest things you can do as a manager is to create a stable work environment. Don’t constantly change direction. Develop a plan for getting from where you are now to where you want to be, and stay with the plan. Make necessary course adjustments but don’t create a new plan every time you have a new idea, or jump into a new management fad.
Mistake #3: Not taking time to explain “why”
The days of “just do it because I told you to” are over. Two of the four generations in the workplace today were raised in the Information Age and have a burning desire to know why. It takes very little effort to give some background or context to a particular decision and will go a long way in gaining the support needed for successful completion of a project.
Mistake #4: Ignoring the value of training
Just because employees are a great workers, show up every day – on time, and have great attitudes, doesn’t mean they’ll be successful managers. It just means they’re good people! Add to their value by training to the position they are now in. Also require that they, in turn, pass that training along to the people they’re are working with. Create a culture of training and reward those who respond.
Mistake #5: Not having or utilizing clerical support
Managers need to focus time and attention on management. The primary role of a manager is to move important projects forward – not to spend a significant part of the day copying and collating. Good managers make very expensive copy machine operators.
Mistake #6: Underestimating the importance of work areas
Work areas are important to people. The more comfortable and aesthetically pleasing an employee’s work area can be, the more productive that person will be. Providing staff with clean, comfortable work areas only increases performance and productivity.
Mistake #7: Not promoting teamwork, collaboration and cooperation
Ken Blanchard, author of the business classic, The One Minute Manager, often reminds his audiences that: “None of us is as smart as all of us.” Pitting one work group against another is a recipe for failure. Successful companies understand the value of collaboration and, in fact, insist upon it.
Tags: business, clerical, decisions, effective, manager, managers, support, team, training, work environment
Posted in 2010, manager's minute | No Comments »
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Thursday, April 15th, 2010
When an archer misses the mark, it’s not the fault of the target. When the meatloaf didn’t quite turn out as expected, it’s probably not the fault of the recipe. Do you sense a common denominator here?
Being good at anything is often a combination of raw talent and skill development. A skilled archer could be handed a very average bow and still hit the center of the target. Likewise, a simple recipe and ordinary ingredients in the hands of a master chef would result in a delightful meal. But here’s the reality, the success enjoyed by both the archer and the chef were achieved by combining innate talent with training and development. The same is true for good managers.
Extraordinary managers often get extraordinary results from very ordinary people. Not so good managers usually get very average results even with extraordinary people working for them. And lousy managers drag down everyone in the organization. They don’t get positive results even from the most talented people.
How to Make a Great Managers
1. Train and Develop Them
Professions require some type of diploma, degree or certification. Certain occupations also require licensing or testing to evaluate varying levels of knowledge or proficiency. Carpenters, plumbers, even exterminators are required to be credentialed. Not so with management, however.
The unfortunate reality is that often managers are selected by virtue of the fact that they show up for work every day. It’s an added bonus if they can see lightning and hear thunder. In way too many companies, if an employee is in the right place at the right time, and has a pulse, bam! He/she is promoted to manager.
Too many companies throw good employees into the role of manager without any training or preparation. It gets worse. If the employee happens to be technically skilled, it’s assumed he/she will be able to figure out how to effectively manage. Big mistake!
Good companies that want good managers must invest in the training and development of those who demonstrate talents for organization, communication and the ability to positively influence their peers. Being reliable is obviously important, but there’s a lot more to consider when an organization decides to promote someone to management. Managers are the backbone of every organization. A good company with bad management doesn’t last long. If it’s able to survive in spite its poor management, it isn’t very competitive and won’t be very profitable.
2. Reward Them
Ever hear the adage, “what gets rewarded gets repeated”? Good employees and good managers make mediocre companies better and good companies great. Want to know how to light up a good employee or great manager? Acknowledge their contributions to the success of the enterprise. Notice, I didn’t say throw a bunch of money at them. Study after study shows that money, in and of itself, isn’t a very good motivator.
Those same studies would show people respond very favorably to both public and private recognition for a job well done. I’m not suggesting monetary rewards aren’t important, I’m just saying money isn’t the only, nor the most important reward a company can offer.
And speaking of rewards, when it comes time to recognize outstanding performance, don’t focus on activities – focus on results. Activity and productivity are not the same thing. We all know, and often work with people who are very active, but not at all productive. Being busy does not equate to being productive.
In a recent Harvard Business Review series of articles, titled The 7 Habits of an Effective Manager, the point is made that just 10% of managers move their companies forward. Why? Because they zero in on strategic (company) goals and see them through to completion.
What about the other 90%? They’re focused on activities that have little or no connection with the strategic initiatives of their company. They focus on short-term tasks, live in crisis management mode and take on too much work from their subordinates.
So What? Who Cares?
Good managers become great managers through training and development. Great leaders realize how important the management function is to their respective enterprise and recognize the value of developing managerial talents. Great leaders also regularly recognize the contributions great managers make toward the success of their company.
Tags: development, employees, managers, professions, recognize, skill, train, training, value
Posted in 2010, manager's minute | No Comments »
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Monday, March 8th, 2010
We could probably have an interesting discussion on the definition of success. The one I favor was authored by Earl Nightingale, more than fifty years ago: “Success is the progressive realization of a worthy ideal.”
I really like that definition because it takes money out of the equation, unless it’s your specific ideal. It says the stay-at-home Mom is a success if she’s staying home because she wants to. It says that a teacher, or a carpenter, or a Starbucks barista is a success if they’re doing what they want to do, instead of what they have to do.
Regardless of the field in which one is successful, there are criteria or keys for success that apply to every endeavor. Here are five of those keys:
Success Seeds
1. Persistence
A common definition of persistence would be to stick with something until it’s finished. While I certainly support this important success principle, I think it’s important to make sure we’re persisting at being productive, innovative and creative. Continuing to persist doing unproductive work or striving to maintain the status quo doesn’t make a whole lot of sense. Success and achievement require the virtue of persistence to counter the vice of mediocrity.
2. Use Wisdom to Your Advantage
Acquiring knowledge in and of itself won’t do much for you. The knowledge you gain and the information you accumulate must be applied in order for it to be effective. It’s not what you know that matters, it’s what you do with what you know that really counts.
3. Learn From Your Mistakes
This too is an aspect of wisdom. We all make mistakes; that’s not the issue. The question is, what’s the lesson to be learned from a mistake? The successful people learn from their mistakes, don’t repeat them and share the lessons learned with those they care about.
4. Self-Discipline
Without exception, the most successful people in life are self-disciplined. The late Jim Rohn once said: “Failure is the result of a few errors in judgment, repeated every day. Success, on the other hand, is the result of a few simple disciplines practiced every day.”
It would be worth your time to identify a few self- disciplines which, when practiced, would make significant contributions to your health, to your relationships and to your career. Don’t make a laundry list; it will only take a few to change everything.
5. A “Can Do” Attitude
Success experts like Napoleon Hill, Earl Nightingale, Brian Tracy and many others agree that a positive, “can do” attitude is one of the keys to real accomplishment. Remember the old line: whether you believe you can, or you can’t, you’re right. Successful men and women believe in themselves and in their ability to accomplish what they set out to do.
Tags: accomplish, business, discipline, improvement, knowledge, managers, mistake, organize, performance, persistence, self-discipline, success, successful, wisdom
Posted in 2010 | No Comments »
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Wednesday, February 24th, 2010
 Getting things done through people is the classic definition of management. While I would argue with that definition, working with people is clearly one of the most important responsibilities of any manager – in any organization. Peter Drucker identifies the primary responsibilities of management as: setting objectives, organizing, motivating and communicating, measuring, and lastly, developing people.
Based on this list of responsibilities, a significant percent of your job as a manager is the development of people. Managers are in the people development business.
People Management 101 – Mistakes Happen
I believe most of the people you work with really want to do a good job. They want to be as successful in doing what they do as much as you want to be successful as a good manager. But what happens when mistakes occur? What’s your response to a subordinate’s mistake or failure?
The issue isn’t will mistakes happen and will failures occur, the issue is how will you handle those mistakes or failures when they do occur.
Here are a few suggestions on how to correct mistakes without demotivating your people or demoralizing your staff.
“Just the Facts, Ma’am”
Before you meet with an employee, take the time and determine what exactly happened. Keep assumptions to a minimum. Bad things happen in spite of good intentions. Get the facts before jumping to conclusions. This way you’ll help maintain the employee’s self-esteem and set the stage for constructive criticism.
Treat the mistake/failure as an event
If at all possible, don’t make the failure personal. Start the corrective conversation with something positive. Put the employee at ease by letting him/her know you realize mistakes happen. Show your appreciation for what the employee does for the company. Focus on the problem, not on the person.
Don’t Jump to Conclusions
There’s nothing more frustrating than trying to explain something to a person who’s already made a decision about what has happened. Here’s a good approach to take: instead of asking “why” questions, ask the person to help you understand the thinking that led to the problem.
Focus on the Problem, not the Person
Focus on the behavior that led to the problem at hand. Avoid terms like “you were wrong!” Instead, approach the issue from the standpoint of asking how a better decision could be made the next time the employee is faced with these or similar circumstances.
Encourage and Restore
Take the approach that great lessons can be learned from mistakes. Good judgment often comes from bad experiences. We can tolerate the occasional mistake and failure. What we can’t allow is the same mistake being made over and over again. Your objective is to teach the employee to take a negative event and turn it into an opportunity for learning.
Tags: business, employee, employer, improvement, management, manager, managers, results, solution, solve, starategies, success
Posted in 2010, manager's minute | No Comments »
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Wednesday, February 10th, 2010
Some managers are good and others aren’t so good; that’s just a fact of life. There are several reasons why some managers achieve extraordinary results, while others just seem to eke by. Unfortunately, the emphasis we place on the training and development of skilled craftsmen and well-paid professionals is often not applied in the field of management.
I’d like to share some thoughts on why there aren’t more good managers out there and what could be done to change that trend.
Reasons For Management Failure
1. Lack of Training
In many occupations and in all professions, some type of training and/or certification is required in order for competency to be established or recognized. Beyond the training, some type of testing is usually required to demonstrate proficiency. Not so for managers – in 98 percent of corporate America. More often than not, a manager is selected based on tenure, not on proficiency.
2. Lack of Mentoring/Coaching
Once a manager is selected, he or she is almost never mentored. The selection is made and corporate fingers are crossed, hoping the new manager will be better than the last one. No one comes alongside the new manager to provide a vision or a plan. No one closely monitors the new manager’s activity and provides constructive feedback. Nope, the new manager is thrown to the wolves with such sage advice as “just figure it out.” Sadly, most folks never do.
3. Poor Role Model
Most learning for new managers is caught instead of taught. Before being promoted, we get an up-close and personal example of what managers do and how they act in our respective organizations. If we work for an exceptional manager, we’ll probably turn out to be a good manager as well. If we don’t, and this is most often the case, we get a skewed perspective of what managers do.
4. Focus on Personal Performance
If you had the opportunity to look at the typical manager’s performance evaluation, you would see, more often than not, he or she was praised for projects completed and problems solved. You’d be hard pressed to see praise for developing subordinates. Therein lies part of the problem: most managers are praised for individual behavior, not team development.
5. Management Is Hard
Those who think management is easy or that managers don’t do anything have probably never managed, or, if they have, they didn’t do it right. Getting things done through people requires a number of skills and a great deal of perseverance. Management is not for the faint of heart and it’s nor for the lazy.
Action Item(s):
Here are five suggestions on how management could be improved at the individual or corporate level.
1. Take Advantage of Training
If you’re a new manager, take advantage of any and all management development training provided by your company.
2. Take Personal Responsibility
Good managers take personal responsibility for their own training and development. Don’t wait for someone else to do it for you; you may be waiting a long time.
3. Find A Mentor
If you don’t have a mentor – find one. Look for a positive role model, someone with a lot of management experience and ask that person to mentor you. He or she will be honored and probably more than willing to work with you.
4. Assess Your Commitment To Management Development
If you’re an executive, consider the points I’ve made in this eCARD and assess your individual and your organizational commitment to management development. If the commitment to management development isn’t there, take the necessary steps to make it happen. The future well-being of your organization depends on it.
Tags: assess, coaching, management, management development, manager, manager's minute, managerial, managers, mentor, objectives, organize, responsibilities, responsibility, results, role, training
Posted in 2010, manager's minute, Uncategorized | No Comments »
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Tuesday, January 26th, 2010
“Back by popular request.” You’ve heard that phrase before, right? A number of my clients and folks in my their organizations have asked me to start sending the Manager’s Minute eCARD on a regular basis. So, I’m officially reintroducing a biweekly eCARD focused on management.
As a reminder, the focus of Manager’s Minute will be helping you, and possibly your colleagues, improve managerial skills. In this edition, for example, I’ll share the five primary roles and responsibilities of the manager. These five roles apply to any managerial position, regardless of the organization. Whether you manage a police department or a pickle factory, the roles of the manager are the same.
The Five Responsibilities of Every Manager
Peter Drucker, my all-time favorite manager and thinker, says there are five fundamental roles for every manager, regardless of organization – in either the public or private sector. Those five roles are to set objectives, organize, motivate and communicate, measure and, lastly, develop people, including themselves. Let’s examine each role.
Managers Set Objectives
Why? Because what gets measured gets done. The manager’s role is to “get it done” and to “get it done on time.” Without clear, specific objectives, one has no way of measuring progress. Action item: Set a specific, measurable objective for each project or activity you’re responsible for.
Managers Organize
They assess the work to be done, then set about classifying the work, dividing it into manageable activities and further dividing activities into specific jobs. Managers must also make sure they’ve chosen the right person for the specific task at hand. Action Item: Create a daily activities list containing jobs to be done, the desired outcome of each job or project, and who will be doing the work.
Managers Motivate and Communicate
Managers make a team out of those responsible for various jobs. The glue that holds the team together is clear, effective communication. Motivation is an important part of the communication process. As Zig Zigler says: “Motivating is like bathing; the results don’t last long so you need to do it every day!” Action item: Communicate daily with those who work for you and let them know they’re valued and appreciated.
Managers Measure (Against Results)
Similar to objectives, managers need to establish yardsticks. Drucker says: “Few factors are as important to the performance of the organization and every person in the organization.” The two issues always needing to be dealt with are (1) “How much? (2) By when?” Action item: Develop the habit of measuring the results of everything you’re paid to do.
Managers Develop People – Including Themselves
Nothing stays the same, including skills and abilities. A critical role for any manager is to keep the learning curve from leveling out, or worse, starting to decline. Teaching, training, coaching and mentoring are key initiatives for every manager. Action item: Conduct ongoing skills assessments on yourself and on those who work for you.
Discovering the roles of the manager is important, but applying each respective role to what you do is what really matters. Conduct a self-test or ask the person you work for to have a discussion with you on how well you’re performing in each of these five areas. Once your baseline is set, start strengthening your skills in each of the five roles and responsibilities.
Tags: management, manager, manager's minute, managerial, managers, objectives, organize, responsibilities, results, role
Posted in 2010 | 1 Comment »
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In my first article on branding, I put forth the argument that whether we like it or not we brand ourselves, based (primarily) on the way we work and the manner in which we work with others.
