Keeping ‘ownership’ alive!

I met some one who just a few months back enthusiastically told me – ‘I will do this…. and …this and more, this decision makes more sense, lets not think about it this way, I feel this is a better way, this is what will make us WIN!

 Today he said ‘I will deliver as per my role description’

I was aghast with the transformation !!

What happened to the passion – to the sense of ownership – how did it get killed ?

I dived deeper. I wanted to get behind what really went wrong ? What according to him was the 'moment of truth'? Could this ever be re-deemed?

The following actions words, behavior KILL ownership (in projects, product, teams or / and organization). 

Written purely from an employee’s perspective.

• The moment ‘what I did NOT do ’ became more significant then ‘what I did’
• The time I took responsibility beyond my role and received brickbats for something extremely insignificant!
• The time I felt that my ideas / perspective were not valued.
• When I was treated like every one else.
• ‘How I delivered’ became more important that the 'end results'.
• When I realized no one really cared! 
• When being 'politically correct' was more important then being 'authentic'

Manager / Leaders – Watch out!

Just one wrong step and you may lose a valuable employee behavior. These could be intended or un-intended by you.

An employee doesn't really care why you did what you did.

Its similar to the feeling of the first crush being crushed! 

Remember – an employee minus ownership in some one who will put in extra ONLY if they see a return on their investment!

Think again! 

 

The world of micro management

I bumped into Ram on his way back from work. Ram looked exceptionally tired, I enquired if he was feeling well. He sounded extremely frustrated. I probed a little more. He said he was just very tired of being 'micro managed'. He added, “If my boss continues this way, I will have a show down with him soon”.

I started thinking about the world of micro management. Webster's Dictionary defines micromanage as “to manage with great or excessive control or attention to details.”

The image that conjures up in our mind the moment you hear this term is -

• A person who is constantly over your shoulder (or your laptop or your life!).
• He / she questions everything you do and keep checking on your work status almost on a daily (some times hourly) basis.
• He / she checks on work details (via phone, emails etc) through the day (and night) 
• He / she advises (un warranted) you on how you 'should' go about your task or deal with a specific situation.

The feelings associated while working for a micro manager is 'irritation, annoyance, anger, frustration'. In fact, 90% of micro managers may NOT even be aware that they may be causing this level of frustration in an employee.

If you ask them 'why do you manage your team / employee in this manner?’, he / she will say –

• This employee is new or un aware of how things need to be done
• That employee is not competent enough or lacks experience
• The project is too critical, I cant take any chances
• The team has not gained my trust

If you delayer these statement, what they really believe is – ‘OTHERS BRING OUT THIS BEHAVIOR IN ME’

In my view micro management is a great task management strategy. However the moment it is used to manage ‘people’, the trouble begins.

These are the only context in which you can still justify micro management -

• If an important deadline is missed consistently
• If your customer (internal or external) is extremely un-happy
• If the project is not going as planned.
• If an employee in your team has huge attitude issues

PS: If an employee in your team is a poor performer or low on competencies, micro management may not be the best strategy because it promotes dependency.

Even in situations you have to micro manage, keep these assumption as the ‘north star’ for your action

• Every one is capable in my team and wants to be successful as an individual and in the team (or project etc)
• I will ‘add’ value only on aspects my team cannot ‘see’, 'judge' or 'extrapolate on'.
• My team member will seek what he/she wants from me (instead of me assuming that they need this or that)

If you are being micro managed

• Be proactive and gain the confidence of your manager. 
• Make your manager feel that you know what you are doing and are open to seeking advice.
• Consult your manager on areas / aspects where you may fail. This will avoid them saying ‘I told you so’ at a later stage. They may also give you some advice that could turnaround the situation.
• Don’t gang up with others in your team on this topic
• Don’t let his / her behaviour impact your self confidence
• Gather data objectively on his / her style and talk about it with your manager in your next 1-1. Help him/ her understand, how you will work better if they withdraw and give you space (provide examples)
• Try to understand what is causing this behaviour and take steps to address them from your perspective (example he/ she may be insecure about the project status – make frequent update, he/ she may need a lot of information – provide them with details etc)

If you a micro manager

·        Begin by gathering data on your style by asking for honest feedback. Especially how your words, actions or behaviour may be making the other feel

·        Analyze what is causing this behaviour – think of your worst fear and ways of addressing them.

·        If you have the tendency to micro manage, get into the habit of catching yourself giving advice or pre maturely checking on things

·        Explore how existing organizational process / system intervention (example team meetings, status report, and performance management) can help address the challenges you are currently responding to by micro managing.

·        Work on your and your team’s strengths.

·        Make the right assumptions about people (refer to the earlier section on assumptions)

·        Learn to praise the positive behaviours you see, so that those are reinforced.

 

Think of moments you felt stifled...  Now take steps to exit the world of micro managing.

 

 

 

Open Door culture - what does it really mean !

In the last few years, the statement – ‘we have an open culture’ strategically found place in key employee interactions (example job interviews, induction sessions, skip level discussion with CEO etc)

This term is described in most organization as ‘a receptive, listening approach to management characterized by a ready, informal availability on the part of the manager toward employees'. Open-door culture eliminates the need to make appointments or to show the deference traditionally associated with relationships between superiors and subordinates in hierarchies.

Most employees experience open door culture as ‘approachability’. This behaviour is reinforced if an individual at any level or status across the organization can freely access their manager or leader for any matter concerning them (project related or personal). This is an expectation mostly from managers and leaders in the organization.

To really to live an ‘open door culture’ and invite others freely and un inhibited atleast to your professional space is an individual characteristics.  It’s all about your body language and your ability to make the other feel comfortable (often achieved if you interact informally and formally)

 A self assessment check list for you to evaluate if you live an 'open door culture' for your team 

• Does your team (others) hesitate to ‘visit’ you informally at your seat / cabin?
• Do you spend some time (every other day) with your team (others) informally (fun, hierarchy less)?
• When you walk in the office – do you interact and acknowledge with others – do you smile at them and talk to them once in a while? (this includes the receptionist, office boys and security staff)
• If you are busy at the moment (when some one approaches you) and commit to call the individual back – do you?
• If you have a secretary – have you given instructions on how employees need to be dealt with especially when you are busy?
• Do you often ‘walk by’ to the location where your team sits?
• Do you respond promptly to request for assistance by others?
• When interacting with some one – do you give your 100% or are often pre occupied with something else.
• If you give some a commitment (example to attend a meeting or promise to call them for their birthday) , do you follow through ?
• Do your moods visibly change your behaviour with others?

If you answer 7/10 of these questions affirmatively, you are perceived as some one who is approachable! 

The only caution I have is draw the boundaries as necessary even in this approach. Some one who I worked with often said ‘Open door culture does not mean your time and space can be taken granted’.  

 

Handling Dual Roles - Mothers and working Professionals !

I recently did an informal survey to understand 'what really takes women with young kids (less then 10 years) to continue working in organizations'.

The survey results are attached (click on the image to enlarge it - I recommend that you open it in a new window)

Note : The survey outcome are nothing new, the real question is - how many of us have really extended a hand or done our bit in this space (professionally or personally)

Let me share the insights i have gained through this survey. It may offer some food for thought or action ideas for key stakeholders (managers, leaders, HR, spouses) on sustaining the momentum especially during the rough patches.

• Its not easy balancing these 'multiple' & 'equally' demanding roles - support from work and home front can 'really' help reduce the stress and improve efficiencies.
• If a women is continuing to work post mother hood - there is a strong compelling reason for them to do so.  
• Its critical that organization's 'ask' 'how are you managing ?' , 'what's working well' and 'what more can be done' ?. Having these conversations can offer simple ideas (most times non financial) for extending support (especially when the other is feeling down!)
• Organizations hesitate to 'treat' women differentially. They are worried about the message it gives out in the environment ('we are equal opportunity'!) or wonder if it means any financial commitment (example invest in a day care facility etc). In today's day and age employees (across gender) have become sensitive to this need. In fact they will appreciate your concern ! 
• The most important way to extend support is to 'listen' (just saying "i trust you to give your best" or " you decide your work hours and i know things will get done" or " lets have all our meetings during work hours"). This by itself can reap tremendous huge benefits
  
• You dont need have a reasonable number of women to get going. Even if there is one women, make the effort - the long term advantages (loyalty, retention) is tremendous!
  
• Manager can play a pivotal role since they have the highest touch point
• The spouse can make or break the situation !  
  

Even if we take some actions based on these insights, we can have more women in the top 'x' successful women in business 

SURVEY RESULTS 

Click on the image to enlarge it - I recommend that you open it in a new window)

‘SURVIVORS’

Every organization has this ‘beast’ in their jungle. Presenting the survivors - 'more dangerous then the carnivores and more skilled then the herbivore'

Ways to identify them in your organization !  (If more then 3 characteristics apply, you have spotted one !)

• Those who grow consistently in the organizational ladder despite others not necessarily respecting them for their skills and competencies. 
  
• Those who goes through every minor or major organizational change without his /her position or role getting impacted.
  
• Those who are not really liked by their team but are considered valuable by the boss and other senior people (those who finally matter in the system).
  
• Those who are passionate about being in the 'winning game'. Loyalties really don’t matter to them. Leaders may come and leader may go, values may alter
• Those who love being in any team that gives them maximum visibility with minimum work. 
  
• Those who mingle with the right people and do whatever to get included in the core groups (this may mean hanging out after work with the important people, being in the right network, aligning their interests with those who matter in the organization join smokers group, learn golf etc)
  
• Those who say what (how and when) really matters. They may as well change their opinions and decisions depending on who is asking for it. They never say anything controversial that makes them un-popular especially with the ‘key’ people.
• They don’t mind taking credit for what they have not done (as long as no one can  really figure it out).
• They behave differently with different people. The folks who don’t really count in the system – see the real skin!
• Those who are the first to know everything – information gives them an edge because their own competencies are scarce.
• Their boss thinks, this individual is working really hard (but everyone around him / her may not agree to that opinion)

 As managers we need to be skilled in dealing with this animal, some suggestions ! 

• Always take advantage of this individual for you to be on top of things - information wise .
• Don't confront him / her directly - always use performance related metrics  to work around this individual -  its the only way to deal with him / her
• Explore the possibility of  assigning him / her into projects that can get them out of the comfort zone and really challenge their behavior.
  
• Build relationship of trust and use it to work with them on their improvement opportunities.
• Always communicate the right message in the team about this individual - if you give him/her too much importance, the sincere employees may get demotivated or confused on what is the right thing to do ! 
• Get behind perceptions to understand the real picture.
• Be ahead of him / her in terms of competencies and skills.

Best of luck 

Inspiration

Most of us have unique ways of pepping ourselves up when we feel most let down in life

This is my current list of inspirational dose

Rx - Take one a day !

1. Steve Jobs most humble but beautiful commentary on his life 

http://news-service.stanford.edu/news/2005/june15/jobs-061505.html

2. The famous statement 'This too Shall pass'

3. An Indian saying - 'What ever happens is for good'.

4. Success Stories of Start ups / People who came up against all odds - Example 'Nudist in the late shift'

5. Reading a lovely love story - 'The Bridges of the Madison County'

6. Meeting some of my favorite people and discussing 'existential' questions

7. JK Rowling on 'fringe benefits of failure' - http://harvardmagazine.com/go/jkrowling.html

8. Playing football with my son

9. Crying on my husband's shoulder !

10. logging into Facebook ! !

Pl share your list !

World Boss Day !

I was listening to the radio this morning and learnt that today - Oct 16^{th is} being celebrated as World boss day. I really love this concept. 

Most times, being a boss is a thank less job. At least once in a while during the year if your team appreciates you, you will find the energy to touch more lives with positivity.

On this day, i would like to say a big thank you to all my managers. 

This is 'my subjective list'  of the top 7 things i have learnt from my most favorite managers.

• From Ramesh – i learnt that it’s not at all necessary to 'act' like 'the boss'. All you need to do is get your team to take ownership and ensure that every one is having a lot of fun- recipe to achieve great results.
  

                     

• From Rajeshwar – I experienced that developing your team needs 'you as a manager' to also take some risks. You need to  help individuals in your team constantly move out of their comfort zone and provide opportunities to build new skills. This approach makes your job as a manager really tough in the short run but helps every one including the organization in long term.

• From Rajneesh – The ability to build rapport is a huge strength as a manager. If you can get people to like you and reach out for you, they will slog to ensure you succeed!!!.

• From Radha – being human is as important as being a competent professionally. One needs to live the same professional ethic and approach - be it the office boy or the Managing director of the company ! 
  

 

• From Prabir - the amazing ability to give an individual 'space' to do their best. No follow up, no micro management just facilitating the individual to give it their 100%. 

 

• From JV – that its important to consult / involve your team 'before' you make any decisions that impacts them - directly or indirectly. Demonstrating through your approach that you value your team members for the wisdom and  perspective they bring on the table. 
  

 

• From Alka – 'Confrontation' is not a bad word, as long as every one is aligned to  achieving the same goal. In reality, pushing each other’s (Manager and Employees) boundaries/ thoughts/ assumptions helps every one grow and succeed !

Writing this blog actually makes me feel emotional . A sincere thank you to all managers who are helping their team grow in both personal  and professional space. 

On reading my blog, if you feel like appreciating your boss - please 'add a comment with the details' in my blog - Just do it