In the last post, we were discussing fierce conversations, especially those upward from your reports. The main idea was to be approachable, listen, treat it as a gift, and not overreact.
What happens though when it's YOU who believes he must push back upward, and it's your CEO? In this post, we will examine some sound and saving principles that should keep you on solid ground as you do. Here is a simple list of SOME principles that may help.
1) Keep in mind that most all leaders care & want to do the right thing. They may be decisive, incisive, and even somewhat intimidating (if old school or insecure), but they're human. If you believe differently, you may have other avenues to pursue.
2) Ask yourself what she could be going through personally (family, illness, etc.) that may be changing her behavior or judgement. This may help you know how to approach her in assisting/understanding rather than confronting.
3) There is strength in numbers, be sure to check with peers to see if your concerns seem well founded to them. Be kind and non-judgemental when you do so. You need to be able to recover if you are wrong. If your analysis is supported, you will have others to help you work through it.
4) When you are actually having the "fierce conversation", use phrases like, "Here's what I see" rather than "Here's where I think you made a mistake" Be even tempered, remove the emotion, and be objective; use examples.
5) Do not get "killed" over this task. Only in matters of life, death, and ethics would losing your job be justified. Remember the adage, HOW you do it is much more important than WHAT the criticism is.
6) No action on your part is most likely not an option. More damage can be done when we expect things to change without facilitating it.
When completing the task, you may very well find that the problem can be handled and outcomes changed. You may also find that you have a new and better, more open relationship with your CEO. When you journey through a crisis with someone who cares, the relationship grows.
Who knows what great outcomes will develop when one takes a courageous stand?
Monday, September 22, 2008
Wednesday, September 10, 2008
Executives & Fierce conversations
Many of us have read the best seller by Susan Scott, "Fierce Conversations". For those of you that haven't, Fierce Conversations are communication to one another that is honest and to the point, while being professional and even caring. The idea is that growth, and even change, will result when we constructively criticize each other with the other's welfare, not necessarily ours, in mind.
This is a book I have used extensively in my work, and also with my children. They all have copies (from me :) ) , and we sometimes make reference to it as a family. As their dad, I enjoy a position of respect with them, as well as being loved as a father. This can come with a downside tho', if we don't understand the dynamics.
One of the most special things I admire about them is that they tell dad what he needs to hear, not always what he wants to hear. Of course there are times when what results is stressful, but generally, even if so, it is a growth experience. In this way, I've purposely reversed roles with them; they now have a chance to "bring up dad" and help him grow.
As a corporate executive, I similarly feel I need to question whether I am being told WHAT I want to hear or what I NEED to hear. Let's examine the implications.
It is easy for an executive to lose touch with what is going on out on the shop floor, or in the meeting rooms & offices throughout the organization. The tendency is to rely on a close group of confidants, persons whom one trusts, respects, and/or admires. If they feel the same, or worse yet are fearful of the executive, this can result in them telling her what they THINK she wants, rather than the reality.
A form of myopia, where we see things as we want them to be instead of are, can result. Morale suffers, flawed decisions are made, and results plummet.
To avoid this, the executive must be approachable, a good listener without over reacting, and one who avoids blame.
Have you rated yourself lately on these skills? Are your associates, especially your reports, comfortable with calling you on mistakes, or things that should be improved? Are you really comfortable with Fierce Conversations?
This is a book I have used extensively in my work, and also with my children. They all have copies (from me :) ) , and we sometimes make reference to it as a family. As their dad, I enjoy a position of respect with them, as well as being loved as a father. This can come with a downside tho', if we don't understand the dynamics.
One of the most special things I admire about them is that they tell dad what he needs to hear, not always what he wants to hear. Of course there are times when what results is stressful, but generally, even if so, it is a growth experience. In this way, I've purposely reversed roles with them; they now have a chance to "bring up dad" and help him grow.
As a corporate executive, I similarly feel I need to question whether I am being told WHAT I want to hear or what I NEED to hear. Let's examine the implications.
It is easy for an executive to lose touch with what is going on out on the shop floor, or in the meeting rooms & offices throughout the organization. The tendency is to rely on a close group of confidants, persons whom one trusts, respects, and/or admires. If they feel the same, or worse yet are fearful of the executive, this can result in them telling her what they THINK she wants, rather than the reality.
A form of myopia, where we see things as we want them to be instead of are, can result. Morale suffers, flawed decisions are made, and results plummet.
To avoid this, the executive must be approachable, a good listener without over reacting, and one who avoids blame.
Have you rated yourself lately on these skills? Are your associates, especially your reports, comfortable with calling you on mistakes, or things that should be improved? Are you really comfortable with Fierce Conversations?
Monday, September 8, 2008
The Conclusion of "Discovering" the Value of Strategic Planning
The previous post took us through a process where we gathered Strategic Planning members and took them through an educational process to prepare them and increase the value of the final document.
We looked at the need for financial discipline through budgeting and forecasting. This post will continue the process through how effective internal communication can add incredible value by managing for improvement.
The point was made that forecasts and budgets must be done realistically. If people are more interested in pleasing others with inflated sales forecasts and overly conservative budgets, then all that results are bitter discussions later on why the projections were missed. And just like the stock market, there are consequences to missing those projections. It is not only better for the company, but better individually to now "face the music", constructively, than face the financial consequences of poor results that could have been avoided through sound management.
If there is to be advice here, however, conservatism is the rule. It is better to over achieve than under perform. As humans, we deal with good news much better than bad. Believe me, this is something that took me 30 years to learn!
Once we navigate through the communication and gain mutual understanding, then we ideally have constructed a solid foundation for discussing where we should go with the future. Do we stay similar to who we are, or do we change? Why? Do we need to secure a new category of customer? What is our competition doing? What will the marketplace look like in 5 years? Do we need new products? And most importantly, what will our customers (existing and new) need and want?
Then things will be discussed such as, do we have the necessary resources to move ahead, like people, money, equipment, and skills (core competencies)?
Finally, everyone must understand that the corporate ownership has the right to meet their objectives, especially if Family Owned. These may not always be in concert with what the Committee reached consensus on. Some discussion ahead of time here will make for better understanding during the formal process.
Once we have navigated through this "discovery" process, the soil should be fertile and prepared. Let the formal process begin!
These last 2 posts should answer many of the questions you might have had. Please feel free to post your own thoughts, or contact me with anything else you might have.
We looked at the need for financial discipline through budgeting and forecasting. This post will continue the process through how effective internal communication can add incredible value by managing for improvement.
The point was made that forecasts and budgets must be done realistically. If people are more interested in pleasing others with inflated sales forecasts and overly conservative budgets, then all that results are bitter discussions later on why the projections were missed. And just like the stock market, there are consequences to missing those projections. It is not only better for the company, but better individually to now "face the music", constructively, than face the financial consequences of poor results that could have been avoided through sound management.
If there is to be advice here, however, conservatism is the rule. It is better to over achieve than under perform. As humans, we deal with good news much better than bad. Believe me, this is something that took me 30 years to learn!
Once we navigate through the communication and gain mutual understanding, then we ideally have constructed a solid foundation for discussing where we should go with the future. Do we stay similar to who we are, or do we change? Why? Do we need to secure a new category of customer? What is our competition doing? What will the marketplace look like in 5 years? Do we need new products? And most importantly, what will our customers (existing and new) need and want?
Then things will be discussed such as, do we have the necessary resources to move ahead, like people, money, equipment, and skills (core competencies)?
Finally, everyone must understand that the corporate ownership has the right to meet their objectives, especially if Family Owned. These may not always be in concert with what the Committee reached consensus on. Some discussion ahead of time here will make for better understanding during the formal process.
Once we have navigated through this "discovery" process, the soil should be fertile and prepared. Let the formal process begin!
These last 2 posts should answer many of the questions you might have had. Please feel free to post your own thoughts, or contact me with anything else you might have.
"Discovering" the Value of Strategic Planning
A recurring theme and question I often encounter is: How do we get to Strategic planning from where we are now?
There is often a concern that some of the potential team members, whether they be persons on the executive committee, recent additions to the organization, or newly promoted former middle managers, might not have the knowledge & experience to contribute effectively. As a result, they may not have confidence in it, let alone produce an effective document.
What happens then is often nothing. The challenge seems so formidable that it is never undertaken. This is almost as disappointing as writing the plan and not implementing it.
There is a comfortable and effective way to remedy this, by making it a "discovery" experience. By that I mean taking the Strategic Planning Team through a process that teaches everything from the reasoning behind it, to what it's to accomplish, crafting results desired, and investment and timing required. It also very effectively unites the members in reaching consensus for planning future corporate direction.
How is this best done? Two things that will really help are to have forecasting and budgeting in place. Surprisingly, small to medium sized companies often have grown into their current condition without that financial structure. Accordingly, step one is to have those in place. If they don't exist, install them in a non-threatening way through providing reports, reviewing each department's, and demonstrating their value to each person's success.
Sales forecasting can get complicated, but we shouldn't let it. Too often, the sales manager solicits individual forecasts without explaining why they're needed to be realistic, and then gets frustrated with the sales force when they aren't lofty enough. Because none of us like pain, the next forecast will be inflated to please management. The key point must be to make truthful forecasts. What results will then be productive discussions on how to increase sales through better understanding of the customer, funding, teamwork, and yes, even more work.
The discussion of the future next needs to be compared to the production of the past and present. If the results haven't met, or aren't projected to meet, expectations, then the understanding of why there's a shortfall should be extremely valuable.
All these things are productive in themselves, but also prepare the way for the Strategic Planning process.
In the interest of brevity, the conclusion will be in the next post.
There is often a concern that some of the potential team members, whether they be persons on the executive committee, recent additions to the organization, or newly promoted former middle managers, might not have the knowledge & experience to contribute effectively. As a result, they may not have confidence in it, let alone produce an effective document.
What happens then is often nothing. The challenge seems so formidable that it is never undertaken. This is almost as disappointing as writing the plan and not implementing it.
There is a comfortable and effective way to remedy this, by making it a "discovery" experience. By that I mean taking the Strategic Planning Team through a process that teaches everything from the reasoning behind it, to what it's to accomplish, crafting results desired, and investment and timing required. It also very effectively unites the members in reaching consensus for planning future corporate direction.
How is this best done? Two things that will really help are to have forecasting and budgeting in place. Surprisingly, small to medium sized companies often have grown into their current condition without that financial structure. Accordingly, step one is to have those in place. If they don't exist, install them in a non-threatening way through providing reports, reviewing each department's, and demonstrating their value to each person's success.
Sales forecasting can get complicated, but we shouldn't let it. Too often, the sales manager solicits individual forecasts without explaining why they're needed to be realistic, and then gets frustrated with the sales force when they aren't lofty enough. Because none of us like pain, the next forecast will be inflated to please management. The key point must be to make truthful forecasts. What results will then be productive discussions on how to increase sales through better understanding of the customer, funding, teamwork, and yes, even more work.
The discussion of the future next needs to be compared to the production of the past and present. If the results haven't met, or aren't projected to meet, expectations, then the understanding of why there's a shortfall should be extremely valuable.
All these things are productive in themselves, but also prepare the way for the Strategic Planning process.
In the interest of brevity, the conclusion will be in the next post.
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