Professional Development

Professional Development is the lifelong process of managing learning, work, leisure, and transitions in order to move toward a personally determined and evolving preferred future.
In organizational development (or OD), the study of professional career development looks at how individuals manage their careers within and between organizations and how organizations structure the career progress of their members, it can also be tied into succession planning within most of the organizations.

Want Top Flight Performance? Give Your Employees C.R.A.P.

“Leadership is not a position or at title, it is action and example.” ~ Unknown

If you think there are a lot of definitions of leadership then you might be very concerned by the number of models there are to explain what leaders actually do! In fact, there is solid leadership research and literature that points the way to a more conscious approach that leads the path to accomplishing extraordinary things in organizations.  Here is one of the simplest definitions offered by management guru Peter Drucker:

·        Leadership: from an ancient Greek word meaning path-maker

·        Management: from an ancient Greek word meaning path-follower

What Does Poor Leadership Look Like?

You wake up, take one look in the mirror, and realize that you simply can’t face going into the office. You feel demoralized, dejected and defeated. Your expectations have gone unmet and your boss just doesn’t seem to get it. Like a polar ice cap, their unconscious behavior has slowly eroded your morale over time. You complain to your friends and spouse that all you get at work is crap.

Here is some of what they do:

  • They contact employees on their time off
  • They micromanage instead of fostering trust and empowering you
  • They are unwilling to listen to new ideas (or worse yet, take the new ideas but don’t give you credit)
  • They provide vague, useless feedback
  • They don’t foster a learning and growth environment
  • They criticize publicly
  • They iterate and reiterate your work until all feeling of satisfaction and engagement is squeezed out of it like a wet sponge

Do you recognize any of this? The truth is it doesn’t have to be this way.

What Does Good Leadership Look Like?

When working at their best leaders challenge, inspire, enable, model and encourage positive behavior, creativity and productivity. They do this through committing themselves to particular sets of behaviors linked to these values.

These leadership traits are an observable and learnable set of practices, available to anyone prepared to spend time developing them. Now, let’s look at some of what great leaders actually do:

  • They thrive and learn from adversity and challenge
  • They take risks and regard failure as a chance to learn
  • They seek challenging opportunities to help you grow, innovate and improve 24/7
  • They envision an uplifting and ennobling future
  • They enlist others in a common vision by appealing to their values, interests, hopes, and dreams
  • They achieve results through others and build trust in doing so
  • They are impeccable role models (and readily admit failure)
  • They recognize individual contributions to the success of every project
  • They celebrate team accomplishments

These traits and others, all go hand in hand to create a working environment that empowers employees to be their best. When employees feel that growth in the company is impossible, their motivation goes out the window and they stop performing at their best. And can you really blame them? What happens next is crucial. They either give up and move on, or face the dysfunction head on. Most choose the former. Look around. Is there a constant exodus in your company?

Give Them C.R.A.P.

The key to employee retention, engagement and satisfaction is consistent quality supervision.  People want caring, respect, appreciation and praise (C.R.A.P.) from their organization. But unfortunately, leaders are often not trained and don’t know how to show they care and that they respect their people or how to give appreciation and properly praise people. Training leaders on these skills is crucial. Most want to give their people C.R.A.P but have not been taught how to. If they are equipped to give their people C.R.A.P., they will, and if they are not, well, they just end up giving them crap!

A Final Word…

By giving your people C.R.A.P. you will inspire loyalty and your impact on the organization will go beyond the bottom line. Most leaders, I believe, have the desire to succeed but have never been trained on basic leadership skills. They are unconscious. Much of leadership is about becoming conscious, learning and then applying skills that support and serve your workforce. If an organization does not have consistent, ongoing leadership training, it will struggle with employee retention, because supervisors and mid-level leaders are the drivers of employee retention. Without trained leaders, you will never optimize your employee retention, and ultimately, your bottom line will flounder. There is a better way. Give them C.R.A.P.

Wait! Before you go…

I really appreciate your readership. If you found this article valuable, please like, comment, and share it with your network so that it can benefit others.  I also invite you to FOLLOW ME on LinkedIn or subscribe to my BLOG to receive exclusive content not found here.

A Special Offer:

In addition to being an organizational development and leadership consultant, I am a personal leadership coach who specializes in helping passionate, thoughtful, creative people like you find your inner leader and live the life you deserve.

As a trained co-active coach, I am currently enrolled in a 6-month professional development program to complete my certification. As part of that training, I need practice clients to try out my new skills, and I am offering a huge (>50%) discount for the first five practice clients.

You can do a free call with me to see if my approach and style would be a good fit for you (and no worries if it’s not – coaching is super personal and I’m happy to recommend you to other coaches that might be a better fit for you).

You can check out my website here. You can also contact me on LinkedIn.

8 Steps to Coaching Your Boss to Success

“The medium is the message.” ~ Marshall McLuhan

Stop pulling your hair out over your boss.

The frustrations of managing the boss-employee relationship come up again and again in my executive coaching sessions. The best way to approach this challenge is to “coach up.”

When you think about it, we’re all private coaches at least some of the time. So why not be more intentional about coaching to help co-create the experience you want to have in your relationships; including the one with your boss.

Let’s first debunk one myth. Coaching up your boss is not a sneaky way to get what you want. The coaching model doesn’t work unless you actually care about the person you’re working with. It doesn’t work unless you have created a partnership and designed your alliance together. You don’t have to love the person you are coaching, but you do have to respect them and care about their well being.

Coaching up means learning and using coaching techniques to promote an authentic, positive, and productive relationship with your most significant professional relationship: your boss. When used effectively, coaching up can enrich mutual understanding and often reduce frustration and stress. In fact, use the ‘coach approach’ in all aspects of your life, and it will quickly become second nature and help you succeed through tough conversations and difficult relationships inside and outside of work. Here is how:

1.   Start with the right mindset: Suspend negative judgments about the boss, whether these are conscious and crystal clear or faint and subtle. Suspending does not mean permanent deletion but temporary hold. If you do not do this, you risk your judgments getting in the way of being truly present and open.

2.   Be Curious: Coaching is all about unleashing your curiosity. That means beinggenuinely curious and interested in your boss’ point of view. That may be hard to do if you are at odds with your boss but it is imperative to put things on the right footing.

3.   Deploy your attention:  This means listen with your full attention and ask clarifying questions when needed. If you disagree, instead of getting defensive (default reaction) try getting even more curious. Ask questions like “What factors are influencing this decision?” or “Please help me understand this.”

4.   Ask artful questions: Ask open-ended questions rather than questions that are answered with “yes” or “no.” We begin our questions with “how” and “what” as often as we can.

5.   Work with, not against the grain: This means attending to your boss’ communication and learning style.  Some learners are visual while others are auditory. Some like big picture information, while others prefer lots of detail; some like crisp bullet points, others like longer pieces; some like to be told after actions have been taken, and some like to know our every step before and during our tasks. If you don’t know your boss’ preferences, it’s time for a curious conversation!

6.   Work towards a win/win: Negotiation is a key business skill to learn. For example, if your boss wants a daily written report, and you don’t have the time to compose that each day, ask if she would accept a weekly written report instead. She may say yes, and she may say no. If she says no, offer another solution that will meet her needs as well as your own.

7.   Seek common ground: Begin by understanding your boss’ values. It does not mean you have to agree or have the same values but understanding what they are is a good first step to learning to co-exist. This can also begin to create a sense of common ground and shared values, on which to build your future relationship.

8.   Communicate clearly and assertively: The challenge with assertive communication is that it takes some education and a little practice, particularly for those who weren’t taught assertive communication growing up. Many people mistake assertiveness for aggressiveness, but assertiveness is actually the balanced middle ground between aggressiveness and passivity. Communicate your requests and needs clearly and with confidence. The right balance is between being humble and respectful, and confident and assertive.

A final word:

While effective leaders know their options and their plans, they are also open to shifting gears if they receive persuasive new information. They know that they may not always have the full picture of what’s involved in the complex challenges of the organization. This is particularly true when working with bosses who have a much broader organizational perspective than we do. As you continue to coach up, you may improve your opinion and feelings about your boss. Even if negative judgments do creep back in from time to time, we have tools to work toward mutual understanding, if we choose to use them. Coaching up isn’t a magic bullet, but it is a very good way to enrich our partnership with the boss—that most significant of all organizational relationships. In the end, coaching up is about forging a partnership with your boss so you can produce your best work. And there is nothing wrong with that equation.

Good luck.

Wait! Before you go…

I really appreciate your readership. If you found this article valuable, please like, comment, and share it with your network so that it can benefit others.  I also invite you to FOLLOW ME on LinkedIn or subscribe to my BLOG to receive exclusive content not found here.

A Special Offer:

In addition to being an organizational development and leadership consultant, I am a personal leadership coach who specializes in helping passionate, thoughtful, creative people like you find your inner leader and live the life you deserve.

As a trained co-active coach, I am currently enrolled in a 6-month professional development program to complete my certification. As part of that training, I need practice clients to try out my new skills, and I am offering a huge (>50%) discount for the first five practice clients.

You can do a free call with me to see if my approach and style would be a good fit for you (and no worries if it’s not – coaching is super personal and I’m happy to recommend you to other coaches that might be a better fit for you).

You can check out my website here. You can also contact me on LinkedIn.

The Most Powerful (and least used) Leadership Tool

“Dialogue leads to connection, which leads to trust which leads to engagement.”

~ Seth Godin

Authentic and conscious dialogue is the most powerful tool available to us as leaders. It’s also the most underutilized.

Trust is the cornerstone of all relationships and it tends to grow over time – with mutually beneficial dialogue. Dialogue is the process of fostering ‘power with’ instead of ‘power over.’ That’s why it engenders trust.

Leaders often fall into the trap of believing in their own ‘power.’ Little do they know that their power is limited by their immediate circumstance and is always ephemeral. Even Presidents turn over every 4 years.

Dialogue is an art. In dialogue, we offer our thoughts and feelings as new dimensions of the collective exploration. In dialogue, we place the emphasis on hearing everyone and considering all facets of a problem until the best obtainable truth or solution, agreeable to all present, emerges. Dialogue refers to people exploring meaning together. “Meaning” might refer to ideas, experience, or feelings. In other words, things we talk about in dialogue are not trivial or irrelevant. In dialogue I’m engaging with meaning, not just socializing.

In dialogue, we are mining for shared values, affinities and understandings. This usually involves a more sophisticated process. It involves partnership. Engagement in dialogue requires conscious awareness. Authentic dialogue involves following an unfolding inquiry.

In dialogue, we are practicing co-evolution, co-exploration, co-intelligence.

There are many ways to explore meaning together. And there are many aids to mastering dialogue as a skill. More will probably evolve.

In my experience, the quality of exploration in dialogue depends largely on how open people are willing to be with each other – it depends on how conscious we are. If the dialogue is being facilitated, it also depends on the quality of facilitation. Positive, collective engagement and conscious dialogue is the progenitor to positive change. So what does that look like?

In conscious dialogue, we start from a place of appreciation.

In conscious dialogue, our attention is the currency of exchange.

In conscious dialogue, we use silence as well as words.

In conscious dialogue, we are fully present.

In conscious dialogue, our orientation is towards a solution.

In conscious dialogue, we are active listeners.

In conscious dialogue, we employ, rather than avoid confrontation.

In conscious dialogue, we have no hidden agendas.

Good luck.

Wait! Before you go…

I really appreciate your readership. If you found this article valuable, please like, comment, and share it with your network so that it can benefit others.  I also invite you to FOLLOW ME on LinkedIn or subscribe to my BLOG to receive exclusive content not found here.

A Special Offer:

In addition to being an organizational development and leadership consultant, I am a personal leadership coach who specializes in helping passionate, thoughtful, creative people like you find your inner leader and live the life you deserve.

As a trained co-active coach, I am currently enrolled in a 6-month professional development program to complete my certification. As part of that training, I need practice clients to try out my new skills, and I am offering a huge (>50%) discount for the first five practice clients.

You can do a free call with me to see if my approach and style would be a good fit for you (and no worries if it’s not – coaching is super personal and I’m happy to recommend you to other coaches that might be a better fit for you).

You can check out my website here. You can also contact me on LinkedIn.

10 Time Tested Tips to Make You Unstoppable at Work

May 11, 2018 • 5 minute read • by Saeed


“Where you will sit when you are old, shows where you stood in youth.” —African Proverb

Are you good at work? Notice I didn’t ask, are you good at your work? There is a difference between being a good financial advisor or whatever you do and being good at work. Work is sport. There are rules to follow and scores that are kept. Competition is sometimes fierce and teamwork can make all the difference. Some players stand out. Others fade into retirement or obscurity. Those whose names become synonymous with their sport work hard and reach the upper limits of their talent band. Yes, they have talent, but they also always have self-discipline, grit and resilience. The best players have a playbook for success and they follow it religiously.  The practices highlighted below are based on 30 years of leadership and management experience and a playbook for success at work.

Game on.

  1. Have a vision – you have to know where you are going in order to know how you’ll get there. Without a vision or a destination, you are just sitting in the traffic jam that is your career. The only way traffic is tolerable is when you know you’ve got a nice place to go. So, be sure you check the map each day and keep your ultimate destination in sight.
  2. Be relentless with your self-discipline – without self-discipline, success is impossible. Period. Done. End of story. Self-discipline is the variable that forces us to go the extra mile, to put in the extra hour, and the extra work that leads to success. Self-discipline breeds consistency, focus, and skill building. It is the engine behind the volume of work you need to produce to be ahead of the game. Without it, the game is lost.
  3. Build out your network – people need people. Your next job is likely coming through who you know rather than your education or work experience or polished resume. You need to connect with other and be vocal about your interests and build relationships with key people in your industry. You never know which relationship leads to the next opportunity so treat each one well and burn no bridges.
  4. Take on more work – taking on more work pushes you out of your comfort zone which is how you grow. Instead of looking busy and stressed out, look for busy and stressed out co-workers and lend them a hand. By doing this, you provide value and build relationship equity.
  5. Learn continuously – acquire new knowledge and continuously stay on top of trends or research relevant to your field. Become an expert so that you can be the first person people think of when there is a new project on the horizon. Read, research and talk to others who are experts themselves. Wear your curiosity on your sleeve.
  6. Make yourself visible – experience is important but so is exposure. If you are stuck in a cubicle in the back of an office and afraid to show yourself, you’ll be invisible to the world. No one will know about your talents and the value you can create for them. Seek opportunities to be in more meeting and gain access to more decision makers.
  7. Take initiative – don’t wait for the next assignment, create it. Be proactive in looking for tasks that are falling through the cracks and complete them. Your colleagues and your boss will appreciate the effort and you’ll be seen as a strong member of the team.
  8. Be self-directed – You know what managers appreciate most? Not having to be one. When you are self-directed, you relieve your manager of the burden of delegation and decision making. They can now concentrate on other more high leverage activities than figuring out how to keep you busy. Self-directedness conveys confidence and professionalism. It also maximized team productivity.
  9. Manage emotions effectively – there is nothing worse in the work place than being toxic. Negativity, gossip, back-stabbing, anger outbursts and the like simply don’t have a place in the world of work. Of course, we all have frustrations with our bosses and colleagues. We all feel from time to time that we treated unfairly, that we are not seen for our worth or our work. There is nothing wrong with emotions but being emotional about every single slight will take its toll. Learn to manage your emotions effectively so that people know exactly what they expect from you on a day-to-day basis.
  10. Persevere in the face of failure – in life and in work, there are inevitable failures and setbacks. Learn to use failure as a learning opportunity rather than a reason to self-flagellate and reinforce limiting beliefs. Perseverance is the mindset of champions. History is littered with examples of those that failed yet persevered their way to success. Struggle, setbacks and short-term failures don’t have to drain your motivation. It can be the opposite as long as you adopt the right mindset.

So, there you have it – your success playbook for whatever work you do, whatever environment you may be in, and wherever you may be on your career trajectory. To put these tips in motion, you will need passion, purpose, commitment and intentionality. Where ever you may be, start today. It’s not too late. You can still win the game.

Good luck.

Wait! Before you go…

I really appreciate your readership. If you found this article valuable, please like, comment, and share it with your network so that it can benefit others.  I also invite you to FOLLOW ME on LinkedIn or subscribe to my BLOG to receive exclusive content not found here.

Why would you follow me?

The most compelling reason I can think of is this: I believe what I write and I write what I believe. I see myself as an alchemist of ideas writing at the intersection of personal, professional, and organizational development to help readers be the most effective human being they can be in order to create lasting impact in the world. If we dig together, we’ll find the gold.

©2018 – All Content by Saeed H. Mirfattah, M.A.

 

Why Your Values are the Secret Ingredient to the Life You Want to Live (and How to Discover Them)

May 8, 2018 • 4 minute read • by Saeed


“Values are like fingerprints. Nobody’s are the same, but you leave them all over everything you do.”

~ Elvis Presley 

Values are everything. They act like an internal compass. Values are your ‘north star’ that lead you to land when you’re lost at sea. When our values are met, we feel great. When they are missing, we feel lost.

Success comes from the congruence between your goals and values. When you feel a setback, values keep you focused and motivated. So why are values so important and how do you discover yours?

Values are in your DNA

Your values are probably your parents’ values. People are values driven. People are attracted to other people and to organizations where the culture is the same as their values. This is why organizations become more homogeneous over time as does your social network. It’s also why values can drive prejudice in a workplace or in society. The glue of the in-group is values.

Values drive decisions

We make hundreds of decisions each day. Those decisions are a reflection of our values. Or at least they should be. If you let the temporary pain of an immediate problem drive your decision making, you will likely be led astray. But your values will never abandon you. You don’t realize this but your values are in collusion with your purpose.

Values trigger emotions

Your values determine how you handle conflict. When you’re angry about something or frustrated, you’re likely experiencing a values conflict. Your values form your conscience and together they are your court appointed attorney. When something or someone makes you behave or act against your values, then your conscience will raise an objection.

Values determine performance

If you want to correct performance, you have to focus on behavior not personality. Behavior best responds to values. You are more likely to change behavior (and to sustain the change) when the motivation comes from within. Values are embedded deep within.

 

Values work from deep within

When you are not living by your values, it can feel like a beach ball being held under the water. There is a feeling of constant pressure pushing to the surface. Your values are buried deep in your unconscious mind and bringing them to the forefront of your consciousness is a simple but important exercise. The more tricky equation is living by your values once you’ve surfaced them.

So how do you discover your values and know which are core values?

You can “pick” values from a list but this often leads to people choosing “SHOULD Values” – that is to say, the ones they think they ‘should’ have.

Instead, start by asking yourself what you need for your personal or professional life and what is important to you. What can you compromise on and what is non-negotiable. Your mind will immediately lead to a value that is important, such as “Trust” or “Independence” for example.

Now, dig a little deeper and come up with another value that is greater than trust and keep on collecting words that you feel are important to you until you find your core value.

So how do you know which is your core value?

Your core value is the value that is greater than any other value. It is the center of the target – the one where you feel that there is nothing more important than this value. Find at least 5 of these and begin to live your life in congruence with them. Again, easier said than done. Courage is often needed to live by your values.

A final word

If you don’t know what your values are, how can you possibly know where you are going or know what success looks like for you? That’s why in a coaching context, we often start by discovering values.

We must also be aware that there are limiting beliefs that can hold us back from meeting our values. These are the road blocks that will prevent you from reaching your goals and can even block you from meeting your values. You need to be aware of these roadblocks as well as your values and work consciously to change limiting beliefs to empowering beliefs. This is how you bring limitless happiness into your life.

The alignment of empowering beliefs with core values and behaviors that match, is the secret sauce to a life fulfilled.

Good luck.

Wait! Before you go…

I really appreciate your readership. If you found this article valuable, please like, comment, and share it with your network so that it can benefit others.  I also invite you to FOLLOW ME on LinkedIn or subscribe to my BLOG to receive exclusive content not found here.

Why would you follow me?

The most compelling reason I can think of is this: I believe what I write and I write what I believe. I see myself as an alchemist of ideas writing at the intersection of personal, professional, and organizational development to help readers be the most effective human being they can be in order to create lasting impact in the world. If we dig together, we’ll find the gold.

©2018 – All Content by Saeed H. Mirfattah, M.A.

What is True Leadership? (hint: it is NOT management)

April 26, 2018 • 3 minute read • by Saeed


“A leader is one who knows the way, goes the way, and shows the way.”

~John C. Maxwell

Leadership is influence.

Leadership comes from our heart and our head. It’s our attitude, and attitude is everything.

Leadership is also the ability to focus a team’s attention and the ability to inspire a team towards a grander vision – a purpose that is bigger than ourselves.

In 1961, JFK visited the NASA Space Center. The United States was in the space race with Russia, a crucial period in geopolitical history. The Russians were ahead of us, and we felt threatened as a culture and a society. Kennedy wanted us to be the first to put a man on the moon. He offered a challenge and a penultimate goal to the dedicated people in the field:

“I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon returning him safely to the earth.”

– John F. Kennedy

Notwithstanding the risk to his own reputation, which was at stake on the world stage, his vision shook NASA to its foundations. In part because, the spacecraft they would use had only a tiny fraction of the computing power of the smarphone that is in your pocket right now.

But at the same time accountability, engagement, motivation, and morale within NASA soared. Most leaders find this surprising. We tend to think that morale is impacted negatively when accountability and pressure are at their highest. The reality is the opposite: providing teams with an inspirational stretch goal, narrowing their focus and harnessing their attention increases both accountability and the engagement of the team.  This is what James Collins and Jerry Porras in their 1994 blockbuster book Built to Last: Successful Habits of Visionary Companies meant by Big Audacious Hairy Goal (BHAG).

As evidence, consider that during his tour of the NASA space center Kennedy stopped to speak with a janitor. He asked, “What do you do?” The janitor responded, “I am helping to put a man on the moon.”

How are you influencing others?

If that influence is coming from your heart and your head, it will have a positive impact on others. That is true leadership!

Good luck.

Wait! Before you go…

I really appreciate your readership. If you found this article valuable, please like, comment, and share it with your network so that it can benefit others.  I also invite you to FOLLOW ME on LinkedIn or subscribe to my BLOG to receive exclusive content not found here.

Why would you follow me?

The most compelling reason I can think of is this: I believe what I write and I write what I believe. I see myself as an alchemist of ideas writing at the intersection of personal, professional, and organizational development to help readers be the most effective human being they can be in order to create lasting impact in the world. If we dig together, we’ll find the gold.

©2018 – All Content by Saeed H. Mirfattah, M.A.

*Photograph of President Obama and White House custodian Lawrence Libscomb by White House photographer Pete Souza

What’s Your Story?

April 26, 2018 • 2 minute read • by Saeed


Want to up your job interview game? Learn how to tell your story.

Step 1: Start by asking a few ‘Origin Story’ questions by going back in time (pro tip: ask your mom the same questions):

  • What have I always gravitated towards naturally?
  • What activities did I lose myself in?
  • What did I talk about all the time?
  • What did I love to read?

Step 2: Extract key themes to ‘discover’ your true self.

Step 3: Connect these discoveries with what you do now or want to do.

Step 4: Look at job openings with this new perspective.

Step 5: Look for jobs that reconnect you to these early ‘values.’

Step 6: In the interview, connect a story from your past to the role you are applying for in the present and connect the two to show why you are the right fit.

Step 7: Sign offer letter.

Good luck.

Wait! Before you go…

I really appreciate your readership. If you found this article valuable, please like, comment, and share it with your network so that it can benefit others.  I also invite you to FOLLOW ME on LinkedIn or subscribe to my BLOG to receive exclusive content not found here.

Why would you follow me?

The most compelling reason I can think of is this: I believe what I write and I write what I believe. I see myself as an alchemist of ideas writing at the intersection of personal, professional, and organizational development to help readers be the most effective human being they can be in order to create lasting impact in the world. If we dig together, we’ll find the gold.

©2018 – All Content by Saeed H. Mirfattah, M.A.

Communication Breakdown at Work?

April 26, 2018 • 2 minute read • by Saeed


“What we have here is a problem to communicate.”

~ Spoken by Strother Martin (as the  prison warden) in the 1967 film Cool Hand Luke

George Bernard Shaw best summed up the problems that lead to communication breakdowns. The single biggest problem in communication, he said, is the illusion that it has taken place. And therein lies the problem.

Here is a perfect example of what he meant spoken by a U.S. government official: “I know that you believe you understand what you think I said, but I am not sure you realize that what you heard is not what I meant!”

Ha?

Question: How do you communicate with impact?

Answer: Strategic Listening.  Here is how it works:

Step 1: Put away the smartphone.

Step 2: Suspend judgement.

Step 3: Reflect on what’s being said.

Step 4: Ask open-ended questions to bring people out and get them to expand their ideas.

Step 5: Then restate their ideas to show you’ve been listening.

Step 6: Have a real conversation.

Good luck:)

Wait! Before you go…

I really appreciate your readership. If you found this article valuable, please like, comment, and share it with your network so that it can benefit others.  I also invite you to FOLLOW ME on LinkedIn or subscribe to my BLOG to receive exclusive content not found here.

Why would you follow me?

The most compelling reason I can think of is this: I believe what I write and I write what I believe. I see myself as an alchemist of ideas writing at the intersection of personal, professional, and organizational development to help readers be the most effective human being they can be in order to create lasting impact in the world. If we dig together, we’ll find the gold.

©2018 – All Content by Saeed H. Mirfattah, M.A.

How to Solve the 3 Most Common Performance Problems

 

April 24, 2018 • 3 minute read • by Saeed


“An ounce of performance is worth pounds of promises.”  ~ Mae West

In all my time as a management consultant and executive coach, I have had one challenge surface more than any other: fixing performance problems.

Poor performance typically falls under one of these category types:

·        Underperformance related to personal problems

·        Breaches of workplace policies and procedures

·        Unsatisfactory quality or quantity of work

Of these, unsatisfactory quality or quality of work is the most common.  It is the problems related to attitudes, motivation, skills, and knowledge that challenge managers the most. Here is how that breaks down into the most common performance related issues:

1.      What am I supposed to do?

Often, employees don’t know what they are supposed to do. This may be because of an unclear job description or may be because you have not communicated expectations and standards clearly. The fix is simple: communicate expectations and standards clearly, check for understanding and monitor performance. Provide reinforcing feedback when you observe improvements.

2.      Why am I supposed to do it?

Next, employees may not understand the why of a task or a change in office policies. When people don’t understand why, they put up resistance. Here again, the fix comes in the form of clear communication explaining the reasoning behind policies, procedures, performance standards or changes. When possible, involve your employees in the solutions. People tend to own the solutions they are part of creating and therefore more motivated to support their implementation.

3.      How am I supposed to do it?

Some employees don’t know howthey are supposed to do their job. They simply don’t have the knowledge and skill level you thought they did. In this case, you have to tell or show people how to perform their job and observe them while they attempt to do it. Reinforce what they do well and redirect what they do poorly or incorrectly.

A final word…

Most people do a good job most of the time. A few of them occasionally underperform. All of them probably mess up every once in a while. Performance problems vary from individual to individual and situation to situation. There is no silver bullet, no one best way of fixing them. Most people will perform well as long as they know what to do, why they are doing it and how to do it. Today’s employees are more independent and empowered than generations past. They need more than a simplistic reward system to maintain motivation and performance. Provide everyone who works for you with honest feedback on how well they’re doing on a regular basis. Be timely. Be specific. Be sincere. Explain how the good performance fits into the big picture. Listen to their concerns and use their ideas if possible. Identify and change policies, procedures and practices that are, in reality, obstacles to good performance. Make it easy for your people to do their jobs. Then sit back, and watch performance improve.

Good luck.

Wait! Before you go…

I really appreciate your readership. If you found this article valuable, please like, comment, and share it with your network so that it can benefit others.  I also invite you to FOLLOW ME on LinkedIn or subscribe to my BLOG to receive exclusive content not found here.

Why would you follow me?

The most compelling reason I can think of is this: I believe what I write and I write what I believe. I see myself as an alchemist of ideas writing at the intersection of personal, professional, and organizational development to help readers be the most effective human being they can be in order to create lasting impact in the world. If we dig together, we’ll find the gold.

©2018 – All Content by Saeed H. Mirfattah, M.A.

10 Ways to Make Your Performance Reviews Not Suck

 

April 4, 2018 • 6 minute read • by Saeed


“Not that there’s anything wrong with that.” ~ Jerry Seinfeld

Performance reviews are dreaded beasts of burden for managers and direct reports alike. They make people feel small. They reduce people to banal check boxes and categories. But they don’t have to be like this. If you are still marking people as ‘fair’ or ‘exceeding expectations’ in your annual form, you should really rethink your system. While this article is not about re-hauling your system, it is about helping you cope with whatever system you currently have in place. This article is about the universal principles you can deploy for better delivery, greater impact and ultimately stronger performance. Adopt these and you will exponentially improve the experience of giving and receiving your performance reviews on both sides of the table. Neglect them, and well, the experience will suck.

1.    It starts with intentions. You need to check your intention going into the meeting. You need to ask yourself if you are sincerely interested in learning and understanding what drives your employee or just being right. Do a serious check in with yourself and then really try to see the person for who they are. Leave your agenda at the door.  Remember, it’s about behaviors not personalities.

2.    Fail to plan, plan to fail. This is the worst time to wing it dude. You have to be ready if you get hit with information you were not expecting and is important to consider. You have to be ready to be flexible to create a mutually beneficial strategy if problems are surfaced you were not expecting. If you think you’re heading into a one-way conversation, you’ve already lost. If you can’t meet their expectations, be ready to acknowledge the importance of what they are saying, and then explain what you need to do and why. Be prepared for salary increase requests and revelations you may have not been aware of before. Don’t act surprised. Act curious.

3.    It’s about facts, not fiction. This is not the time for your opinions. Don’t let it become a case of he said, she said. If you share your opinion, you are opening the door for a counter opinion. Instead, be prepared with facts and evidence to support your case. As a best practice, keep a log of performance pluses and deltas throughout the year. Keep copies of related work you want to use as examples. Anticipate and be prepared for counter arguments but always present the facts.

4.    Emotions will get you in trouble. If you feel emotional or emotions begin to creep in, reschedule. This is not the time or place to emote. Emotions have no place in a performance reviews so you would do well to manage them accordingly. Being able to do this means the difference between responding or reacting, which can make the difference in a calm or chaotic performance review experience.

5.    Strengths and weaknesses are so yesterday. Can we not do better than this people? Seriously? Yes we can. Most performance reviews focus on strengths and weaknesses. Instead of strengths and weaknesses, focus on values and opportunities. It’s a better framework that invites a deeper understanding of what motivates the people you work with and it will help you coach and lead them to better performance outcomes. You’re welcome.

6.    Zip that lip. I’m always surprised by how little people listen. Listening is the most underrated element of communication. You can glean so much about what’s going on in the mind of your direct reports by listening and asking a few strategic and well placed questions. Trust me. The intel you gather through listening is indispensable and far more valuable than whatever you have to say. So zip it and learn.

7.    Values eat everything else for lunch. Values are in your DNA. Your values are probably your parents’ values. Values drive engagement, decisions, behavior, and well, you name it. A person’s emotional reaction is the easiest way to pinpoint a value. Negative emotions signal violated values. If the person becomes more emotional and animated in speaking about a topic, that’s because it’s important to them. There is a value hiding in there. Listen for repeated themes. Mine them for gold.

8.    Change the frame. People are locked into their own frame of reference. Change their frame, that is to say, change their perspective, and you’ll change their mind. Try asking powerful coaching questions: What if we could see this situation differently? What would a more positive perspective on this situation look like? Some people’s perspective is so intractable you may find yourself beating your head against the wall. Some people just aren’t willing to explore perspectives that are outside the realm of their own experience. It happens.  But at least you have made the effort if you try to get them to a new perspective. Recognize when the conversation should be terminated in order to maintain a respectful relationship and move on rather than trying to force your own viewpoint on the situation.

9.    At the end of the day, we work for the same place. Getting to agreement is not that hard. It’s just a process that’s well managed. Put everything on the table on both side and then look for the common ground. You don’t have to agree on everything but you both have mutual goals that intersect at some level. That intersection is what’s best for the enterprise and it’s where you should start looking for common ground. Sometimes you will need to reach to a higher level to do this so don’t try to get there too early. Make sure that the person feels sufficiently heard first. That’s your threshold for readiness. Once you cross that threshold, most people are congenial.

10.            Lock in the accountability.  To make sure everyone is walking away with a common understanding, solidify some action steps with clear timelines for who, when, how and how much of the behavior change you expect (did I say it’s about behavior?) Create opportunities to check in regularly during the year on the accountability action plan and support your direct report in maintaining their momentum to success. Provide more coaching support as needed.

A final word…

Performance reviews are generally not done well. People wait all year to provide critical feedback. This is a mistake. Nothing should be said at this stage that is a surprise to the employee because they should be working in a feedback rich environment that is constantly nurturing their growth. But we all know that’s not reality. So many workplaces suffer from so many dysfunctions. If you are lucky enough to work in a place where the culture supports a more progressive approach to performance reviews, then much of the above is already baked in to your day-to-day operations. If you are not, arm yourself with these tips and at least create a better experience for you and your direct report.

Good luck.

Wait! Before you go…

I really appreciate your readership. If you found this article valuable, please like, comment, and share it with your network so that it can benefit others.  I also invite you to FOLLOW ME on LinkedIn or subscribe to my BLOG to receive exclusive content not found here.

Why would you follow me?

The most compelling reason I can think of is this: I believe what I write and I write what I believe. I see myself as an alchemist of ideas writing at the intersection of personal, professional, and organizational development to help readers be the most effective human being they can be in order to create lasting impact in the world. If we dig together, we’ll find the gold.

©2018 – All Content by Saeed H. Mirfattah, M.A.