Leadership Culture is not just for the Big Names | Try This! | Are SMEs resistant to advice? | Q & A | New developments on my side | Calendar of Events | In the next issue

Dear Reader,
In the last e-bulletin, I had announced Working with SMEs and One Simple Tool to Improve Performance Management to be the focus of this issue. As usual, not just the manuscript, but also the final text turned out to be quite LONG. Therefore, navigation had to become easier – so if you read this article online you can now jump from bit to bit as you choose. Feel free to sample what is most relevant for you!

The shortest answer on how to work with SMEs = companies that have “no money to spend on training“ and are “allergic to consulting“ is – by respecting just that. Develop solutions that are high-impact, pragmatic and need a minimum budget - which is just what coaching is all about. This invariably means starting at the top: with a limited budget, there is no room for anything less effective.

I am no big advocate of trainings, for I believe it makes more sense to work on mindset and attitude with a coach first, and later to find the know-how that is really missing (we will never know all we should – I suggest we just live with it. This is so much more effective, especially because people notice they already know quite a bit about the area in question – just don’t put it into practice.

Leadership Culture is not just for the Big Names

Does your company have the corporate culture you would like it to have? Is this culture deeply engrained in the behaviour that executives and staff alike show, independently of YOU? If so, congratulations. You are in a small group indeed! SMEs and entrepreneurs are pragmatists, which is something I can relate to. However, when it comes to management style, this often means their companies only operate smoothly when the owner/founder is actively involved in almost every aspect of the business. This is all very well – unless of course, key people need to go abroad for a longer period, or there are health issues in someone’s family (let alone the owner’s). Alternatively, the owner may want (or need) to take it a little easier after many years of thinking of little else but the company. Of course such plans need to be well prepared in advance. We all know how it should be: the key people are empowered so that the typical complaints (top of the list are lack of accountability, result orientation, initiative, sense of urgency, customer orientation…) are no longer so relevant. The real question is: how can we make this ideal a reality, and how can we do it with our existing staff?!

Of course, entrepreneurs are a thankless crowd to work for – I know from feedback I used to get from colleagues :-). How much fun is it to work for a workaholic, who knows and can do everything, and outshines you in every aspect :-)? That entrepreneurs are never happy with the state of things, and always see room for improvement is simply part of their mindset. So the question remains if they can be trusted when they say that once their employees started showing all the characteristics mentioned above, they could let go more easily – and would happily do so…?

You will hardly be surprised to hear that when I get a chance to talk to the same people described by their employers as “hopeless” – I hear completely different stories. So how can we bridge the communication gap – and make people understand the entrepreneur better? How can we finally get the message across?

There is a simple answer: if you are serious, start with yourself. Don’t worry, you and I KNOW that you are not the problem – the others are. But still: try this little experiment – right now, if you are not in one of those industries where this part of the year is your busiest.
Pretend to yourself – and be consistent! – for an entire week:

• that your people are as attached to your company as you are,
• that they want to contribute their fair share, if not more, to the overall success;
• that they bring the best results they can, given their situation and prerequisites;
• that they want to be seen by you, and that they value your attention as much as – or more than – a monetary reward.

Just radiate this attitude for one whole week and act as if this was the most natural thing in the world. This won’t be easy for you, in fact can seem downright absurd on occasions, and yet – if you manage, you will be rewarded by a host of insights. Such as these, for example:

• You will notice how much you get involved in your co-workers’ work, obviously sending the message that the whole burden and responsibility is on your shoulders anyway
• You will see different things happening, and understand many of your co-workers a bit better
• You will respect your co-workers more and allow them quite naturally to assume more responsibility
• You may find that your co-workers in turn try all they can to deserve your respect

Fredmund Malik of St. Gallen Management Center is right when he says: management decides how effective people in organisations are. Of course companies don’t work without clean-cut processes (at least, not bigger companies), but they don’t work without proper people management either.

I invite you to bounce off your concrete questions as to how to apply some of these basic ideas with your specific people for best results – for FREE, if you are one of the first 10 people to take me up on this offer to celebrate my accreditation. Let’s discuss what you need to do yourself, and when you can expect realistic change in your people. The best way I know to follow up on that is coaching – because at the end of the day, adults learn best from themselves… indulge in 2-3 mind-altering sessions and change your course so that you’re headed exactly where you want to go. What are you waiting for?

As I said, coaching culture and Learning Organisation is not just for the big names. Just like all journeys start out with a single step, all good management highlights communication, rapport, and feedback (or rather – feedforward – have a look here to appreciate the difference!)

Try This!

Beware - this tip can change your life and that of your co-workers. It is about the quantum leap from feedback to feed forward.

We all know what feedback is about: People who know each other relatively well and at least in theory have similar goals, talk about opportunities for improvement based on real examples of what didn’t go well. Doesn’t sound too bad, does it – from there to benchmarking and learning organisation seems to be a stone’s throw! Well… if feedback weren’t such excruciatingly sensitive territory. Why is that?

Quite simply: most people associate feedback intuitively with criticism and a position of power. OR – “selling” someone your differing, but superior (after all, it’s yours :-)) perception of a situation including suggested actions. So how does one feel on the receiving end? Exactly – in the defensive. You have to argue, defend yourself, and soon you are completely entrapped in details that are quite beside the point, and of course everybody recalls events a little differently… The advice people get in seminars “first the good news, then the bad” are no way out, because they don’t work with grown-ups: everybody just KNOWS that the real message begins only after the “.., BUT..“.

One of the challenging aspects of feedback is that it concerns itself with the past- something we can’t change any more, even if we wanted and agreed on how exactly. Also, let’s face it, we usually KNOW when we goofed and did something really wrong. So how much extra value do we get out of our boss having noticed, too? Chances are, we will simply feel misunderstood and wronged – therefore my suggestion: Do something different. Something COMPLETELY different.

1. Do NOT give feedback! Give feed forward! What’s that supposed to change? Everything! Feed forward is about using experience to avoid future mistakes. We look at our wealth of experience (= positive and negative outcomes) as a valuable resource in order to make sure it won’t happen this time round. For the manager, this opens fantastic opportunities:

• Giving feedback becomes strategic people management, instead of a time-consuming routine chore. :-)
• You are more proactive, and set the standard for others
• You not only encourage but also demand proactive thinking and self-reflection from your people
• Your co-workers truly listen when you tell them something
• You offer your experience and support as resources, and it is your colleague’s responsibility to either accept your offer, or convince you they will get the desired results without your help.
• You learn a lot* about your co-workers – you enter into real conversations.

*especially when you test this with two different people: one of your favourites to work with, and onewho is sometimes annoyingly different... Surprise yourself!

2. Before you say anything at all, explore your own motivation and intentions. This is so important because it is invariably the first thing your partner will sense. And ultimately, it is this first impression that decides whether he can really focus on what you have to say, or whether he is too busy asking himself what all this is REALLY about. The only alternative to authenticity is – don’t even bother! So ask yourself if you really want your co-worker to learn, grow, improve, and succeed – and what’s in it for you? Especially since he will attribute his success to himself, not you. Tell him exactly what you want from him, and what your success criteria are. And then let him do the job – HE can come back to you and tell you what he needs from you so that he can deliver the expected results! Could it be so simple? My clients’ experience shows time and again that it is. Especially with the support of our cooperation, this simply cannot fail! Those of you who are still in for a round of performance reviews are cordially invited to test this – and please tell me your results!

If these results have tickled your curiosity as to how to follow up on this: in a first step, invest a few hours into your own development - not so much into learning new techniques as embracing new ways of thinking. One or two individual consultations will get you started!

In a second step, identify “multipliers” in your company – those you are happiest with are usually a good place to start. Support them to become more effective ambassadors of what you want from your people – because unless you get your ideas into the heads of your staff, they are nowhere. This can happen in individual coaching or in a small group setting. This way, you can reach up to 8-10 people in 1.5 consulting days over a period of 2 months. (Curious about the product? Ask for details!)

Comments of a participant of the 2-morning feedback workshop at the French-Czech Chamber of Commerce in October: “Your two seminars were unforgettable – Mr. K. and I are still in contact and encourage each other to work diligently on our individual priorities. We can already see small, but important results of your work.“

Are SMEs resistant to advice?

Of course not. But many entrepreneurs have a less-than-positive image of consultants of all colours – and understandably so. Many have had experiences with (often very young, especially in the CE) self-appointed experts who have never experienced much outside consulting, but still “know better” than their clients. Enamoured with their solutions, they are not necessarily overly concerned with the practicality or cost-effectiveness of their solution for the client. In short: entrepreneurs who can do everything themselves, and roll up their sleeves at all hours if necessary, often perceive in these “experts” a lack of grounding in reality…

It can be very revealing to listen to consultants talk about clients – personally, I much prefer the more dialogical approach of coaching. I don’t need to assume that I am the expert for my client’s solution. I can work with him or her being the expert for their solution! No need to compete! Many consultants come across as the exact opposite of an entrepreneur – who is cost conscious, pragmatic, and not afraid to do unpopular things if need be. I have a great deal of respect for this approach – and also believe it is very conducive to solution-focused work like coaching. One reason is because entrepreneurs are willing to do their part of the work, because they know it will make the work a lot more effective i.e. cheaper. Another positive aspect is that entrepreneurs know from personal experience about relationship management!

Now what on earth does relationship management have to do with leadership – and what can the entrepreneur learn from this and apply to his dealings with his own staff? Quite a lot!! Imagine your people are trying to deliver results despite clearly sub-standard managers. What frustration do you think you produce as a result of leaving those managers exactly as they are, expecting others to work under them? What message are you sending the team, colleagues and clients, by doing that? You owe it to your staff to concern yourself personally with management quality!!

I often hear sentences like “if our managers really had a connection to their people, this would help get decisions through and speed things up a lot!” But how do you get something like a “connection” or rapport? Through coaching! (Do see Try This) When you engage in working with someone on a solution, and feed the relationship time and again with respect, a stronger and durable connection is the result. If managers systematically spent time with their people on this, the basis for leadership would be laid. This doesn’t happen. Apart from mindset and business models that almost do not include people (but are completely process-oriented) and individual reasons, there are two quite general ones:

• Managers’ own experiences are different – they have learnt to talk too much, that they have to be right, look for mistakes in others, and punish those to blame. This may be slightly exaggerated, but reality comes only too close! Especially under stress, the relationship between manager and employee is sacrificed only too easily!
• Managers are people – they too have learnt the basics of interpersonal relations in their homes. There, the relationship was often sacrificed for being right by definition, also...They bring this experience, deeply engrained in their character, into their professional role.

Now in the Czech Republic and adjacent countries, the relationship with the immediate boss still has a decisive influence on how dedicated and motivated people are. Of course, as everywhere, there are many self-motivated people who do not have to be “managed”, especially not by keeping them on a short leash. But if these people do not respect their superiors, they simply look elsewhere for employment! Still no problem whatsoever in most industries. And who stays? Those whose initiative, customer focus, or sense of urgency leaves a lot to be desired. The conclusion: If your managers could delegate and motivate, they (and ultimately, you) wouldn’t have to do so much themselves – would have more time to deal with more strategic issues.

Q & A

I often hear the question, what can coaching accomplish with people who are “moulded” in the way described above – can it get under the surface at all? Let`s review 30 years of management training history– and where we are now. The following illustrates this question very well indeed!

In the outset, people trained managerial behaviour almost in a (1) handbook-like fashion (“if x-then do y” manuals). “Clear Communication” was a typical topic – and quite soon participants were even recorded on video and could see themselves in action. This hands-on approach no doubt had its merits, although it was a huge oversimplification. Then came the days of (2) Competencies: Change competence, social competence, etc. – where the focus was already deeper than just superficially observable behaviour. Later the social competence was further deepened by the systemic angle, which for the first time included (3) social CONTEXT and the enormous complexities it brought to the table – a new dimension. Next (4) came the focus on Leadership Attitudes – after we noticed that attitudes strongly influenced behaviour – very useful indeed. Coaching (5) is state of the art because it encompasses all of the above AND moreover includes the level of IDENTITY into the equation. So, turning the question around: what, if not Coaching, can really make a difference in adult behaviour? Why would especially those with the highest expectations of themselves (and the least time!) turn to coaching for solutions and results? This is the exciting bit: in coaching, you learn from yourself, with your insights being stimulated, enriched, and sometimes guided by your coach.

Managers who do not believe people can change do not believe in development, and invariably radiate that. They limit those around them simply by not working strategically with human resources. One reason that this is limiting is that it turns away people who feel they deserve something else. There is a huge difference in managerial impact between lighting a fire under someone, and lighting a fire in someone, and it is no surprise that people who have experienced coaching will inspire their people in a completely different way. The unique proposition coaching holds is: Let’s see what else is possible, where could you stretch a little more? How could this work for you? This individual approach has a lot to it. I am sure we all remember situations where someone took care of us, and gave us great advice – let’s remember what difference this made to our confidence when we then started out!

New developments on my side

1. New Credentials – “Professional Accredited Coach”
As some of you already know, I obtained the title of “Professional Accredited Coach” in November. This involved providing evidence of 1100 paid coaching hours, client referrals and testimonials, own supervision and ongoing training presentations at conferences – as well as proving a university degree and coaching-specific training of 150+ hours, among other things. Also, I signed a strict ethical codex. After weeks of gathering and requesting documents (thanks to those of you who provided their personal coaching stories) I was in a colloquium/oral exam situation for the first time in many years.

The international commission was hard on us, so only 4 of the 6 candidates passed. Therefore, I am happy to have successfully completed this procedure, and now hold a certificate for the next 3 years, after which I will have to renew it. It remains to be seen how much such accreditation helps to make a slightly opaque market more transparent. One positive side effect of the procedure: some of you allowed me to publish your references! As the certification was in Czech, the references are in Czech – if you are interested in the (non-public) link to the client letters, I will gladly send it to you.

A reason to celebrate – I have a special gift for 10 e-bulletin readers: a FREE 45-minute coaching session – between Dec 22 and Jan 19 on 3 Friday afternoons. It will be about YOU –what you are really committed to, what drives you, and what specifically you want to tackle in the near future. This will also give you a good first impression of the “feel” of coaching, and if this is something for you. Sessions can take place in Hamburg (Dec 22), Prague (Jan 12 + Jan 19), or over the phone. As the German e-bulletin came out a few days earlier, Dec 15 is already taken. You can still apply by December 19th here for full details, stating your preferred date and time. Sessions will start at 2:30, 3:30, and 4:30 pm.

2. Feedback on my e-bulletin
Especially on my last e-bulletin, I received many reactions from you. They have encouraged me to keep this long format. This is a conscious decision - I know this takes time to read – and that many people have no attention span :-) - but then, just how interested in coaching are people without an attention span going to be?!

I even got enquiries if companies could print parts of this bulletin in their customer or employee magazines– this is possible, as long as you quote my copyright, and include a short paragraph on me. Just call for details!

3. Alternative to “employing additional consultants”

When you are busy, you take on help… something that is not that easy as a coach. Although I do refer potential clients to colleagues I trust when I am busy, the question remains how can I make sure they receive exactly the level of service I would want them to receive?! – after all, they are my contacts. There is one excellent alternative that I learned about quite recently. Although new to my part of the world (Germany, Czech Republic), it is already well established in the Anglo-saxon community: virtual training and coaching. So, depending on how urgent your desire for improvement is: from Spring 2007 onwards, I will offer various levels of access to my expertise. For sceptics and people paying out of their own pocket, there will be cost-effective virtual workshops and online presentations. For those who want a solution fast, tailored individual consultations remain the best option. The Spring e-bulletin will also have a special test offer for five of you – who will (each with a second person from their company) have the opportunity to test the new product for FREE if they fill in a test feedback report which I will use to improve the product even more. An offer not to be missed!!

Calendar of Events

February 3, 2007, Prague – Coaching for Companies – Question and Answer session Roundtable from 5:30-8:30 pm. Bring all your questions for an expert opinion – and colleagues from other companies to discuss your experiences with! Hotel ARIA Prague/Tržiště, is a spectacularly elegant hotel below the American Embassy. Refreshments will be served during the discussion. 600 CZK per person. (More events in German and Czech upon request)

Preview - In the next issue

Tired of change – how to motivate yourself and your team in times of never-ending waves of change – mergers, restructuring, takeovers, joint ventures…

OR

Finally in the Driver’s Seat: The first 100 days in that special position where you are the boss and can do everything right – if you could, and … as you wish. How to still want to make a real difference after those famous 100 days are over

I wish you all a cozy, peaceful, and contemplative holiday season!

Yours,

This e-bulletin is my way of staying in touch with you and your interests. Therefore, I always welcome comments, suggestions for future topics, and of course recommendations. By all means freely forward this e-bulletin, if you find it valuable. On the other hand, I do not want to waste your time: if for any reason you'd be happier without this e-mail in your inbox four times a year, please send a simple mail message stating that. No bad feelings. And if it made you curious, why not sign up for my celebratory offer of a FREE 45 minute session?!