Spend Less Time Putting Out Fires

Whenever I discuss performance management with our clients I always highlight the importance of clear expectations and continual communication.  I truly believe that managing performance is about ‘touch points’, and by this I mean finding as many opportunities as possible to connect (or touch) employees.  Recently, during a workshop on Performance Management, I relayed the story written below to a group of managers and was told by the group that this was an excellent example of the challenges any managers face.

This past year I taught an International Business class in both Term 1 (September) and Term 2 (January) at the Edwards School of Business.  The class involved having the students work in groups to conduct an actual feasibility study for international expansion for a real company.  The students had to interview executives from a real company and then research five potential countries for the company to consider for foreign direct investment.  The paper also had to include a justified recommendation and implementation plan.  The papers in the class were between 30 to 50 pages long and required a lot of work and insight by the students.

In the first term, being new to teaching this class, I set up the class with the same structure as my other classes.  Students had to work on their projects and consult me if they needed any help.  The first challenge I had was in assisting students to understand the actual structure for the paper because it was very different from a regular paper.  I struggled through this process continually trying new techniques to make the structure accessible.  Assisting students to find a company willing to take part was also a great challenge.  Although the class was very successful, I always felt that I was continually putting out daily fires such as a company dropping out at the last minute.  Like most managers I was too busy dealing with these fires to deliver the level of work I wanted to.

The second term I decided to try a new approach.  Instead of telling students they could contact me for assistance I set up a meeting schedule with each group.  Each group had to meet with me privately for a one hour strategy session in which I would assist the group with forming a plan and field any questions.   There were also schedule check points where groups had to inform me of progress. Groups were also encouraged to contact me for a private meeting at any time for any issue.  Immediately after the one hour meetings I noticed that students were more willing to contact me with questions and ask for advice than in the first term.  The one hour strategy session had not only helped the students plan but also created a relationship between us where students were not intimidated to ask questions.

 The term passed easily with very few fires to put out.  Even though I had scheduled twenty one hour meetings with each group I had more time during the term then I did in the first term to assist students.  When there was a problem I noticed that I was able to give the problem my complete attention and was able to engage all group members in the solution.

In the end the papers very high quality with fewer low scoring papers then the first term.  I also noticed more goodwill among team members.  In the first term some students had complained about the work load and the size of the project.  In the second term I did not receive any complaints.

The difference between the two terms highlights the need for a sound Performance Management process that involves more than just a Performance Review meeting at the end of the year.  A system is needed to ensure that employees and managers connect continually throughout the year and that employees understand they can ask questions at any time.   The system needs to allow for informal contact as well as formal contact.  Lastly, if the system can be put in place successfully managers will have more time to manage and spend less time putting out fires.

Three Strong Principles of Morris Interactive

I have had the opportunity to get more involved with our facilitation team at Morris Interactive recently, to assist in customizing training programs for our clients. I found this to be a very valuable team building experience that allows for team cohesion, as well as a more targeted presentation for our clients. 

We are all members of a team in some capacity of our lives, whether it be family, work, sports, or other extracurricular activities. When we get a chance to cross over into a team members functional area, we are able to gain an appreciation for what they do, and how we can communicate information to make their job easier and develop efficiencies together. Our clients also benefit by receiving insight from the front line 'client contacts', and the collaboration that occurs by engaging the different areas of our team. I believe that by doing these activities, we are continuing to live by three of the strong principles that Morris Interactive stands for:

1) Striving to improve both internal and external customer service
2) Working together to illustrate the strengths of our team
3) Continually striving to improve our processes, product, and end services that we provide to our clients.

With that being said, I would like to say that I am proud to be on a team that has a shared vision and continuously strives to be a high performing team.

Have a Happy Easter everyone.

Mathew, Business Leader

Lessons on Leadership - Part 3

I recall the first time I was put in charge of a group of people.  I felt very confidant until I realized they were all looking toward me for some kind of answer or decision.  An editor of a prominent magazine once told me, “it’s like they are expecting you to tell them which path to go down, when you haven’t even figured out if a path exists.”   Another great leader once told me, “You really make it up as you go along.”

The recent movie, “The King’s Speech”, depicts the challenges all leaders face.  The King, despite his stuttering problem, feels compelled to make powerful speeches to inspire his country in a time of war.  The movie shows that while the end product is a powerful speech, the process for that speech is often filled with doubt, anguish and frustration.  So where is the doubt coming from? 

Having worked as a life and business coach, I have had the experience of sitting with many great leaders before they make their speech or decision.  I have heard the doubts and seen the fears.  What I have noticed is the tension always seems to stem from the same two questions:

                        “Am I am making the right decision?"

            “When it is all said and done, will they understand the message?”

Self-doubt is actually a large part of leadership.  In fact, I have never met a leader that was not filled with self-doubt.  It seems odd that the leaders we admire for strength and courage actually experience doubt.  Often when we think of great leaders we think of those great speeches made in tough times, but leadership is much more complex than this.  Leadership involves making decisions that guide others, and for this reason there is an obvious risk in every decision.  A wise leader is aware that every decision directly impacts others.   

Example: A very good friend of mine manages a large business in Saskatoon.  She is one of the best leaders I have ever encountered.  I have had the grace to work with her on many projects where we had to strategize difficult solutions.  What always amazes me about this person is her awareness of how her decisions will impact every person in the organization, including the janitor.  For this reason, she puts a lot of time into consciously deliberating every decision.  She never assumes she has “got it” and is always questioning the process.

Ultimately, it is normal for all leaders to question themselves, but the best leaders make this questioning part of the process.  In fact, I am concerned when I meet someone who does not question his/herself and believes that everything will go exactly as planned. 

How TRACOM is Helping Japan

Check out how TRACOM, provider of our Social Styles Training workshops, is doing to help Japan! 

"The entire world is watching the situation in Japan.  And the non-stop flow of photos, news reports and footage reinforces the growing connectedness of people and businesses around the world.  TRACOM’s SOCIAL STYLE Profiles have been distributed in Japan since the early 1990s.  To help our Japanese “neighbors”, TRACOM has donated to MercyCorps which is helping victims of the earthquake and tsunami.  You can learn more or donate by visiting them online at https://www.mercycorps.org/donate/japan.  

Over the last few years, TRACOM’s international business has grown significantly.  It was this growing globalization that led TRACOM to author a new article in Training Magazine on “Best Practices in Global Training”.  This article by TRACOM vice president David Collins was just published.  It looks at the challenges and benefits of implementing training programs with a global perspective.  You can read the full article now."

Learn more about our Social Styles Programs here!  

A Clip from the Movie "Grown Ups" about Saskatoon

Saskatoon - probably one of the most mispronounced cities in Canada and this video is a prime example! Something to make your Friday brighter in this cold weather - enjoy!

Contrasts

It is said that to fully appreciate the good things in life, one has to experience some tough times. This came to light last week as I sat on a beach with my wife, sipping a Mai Tai, observing surfers, sail boats and palm trees. A text message from my son alerted us to the fact that it was -40 degrees Celsius with the wind chill at home. So I appreciated my good fortune just a little more and pondered just how great my life is (After a couple of Mai Tai’s I can get a little nostalgic) and reminisced that it hasn’t always been sunshine, lollipops and roses.

My life, like most people’s lives, has been littered with its share of heartache, sorrow and misfortune.

No one that I know has been left unscathed by illness, premature death, failed relationships, financial disasters or unfulfilled dreams. Nobody gets a free pass forever.

What matters isn’t how many times we are pushed, or fall to the ground. What matters is the number of times we get up, and forge ahead, a little bruised, but stronger and smarter for the experience. What matters is that when the good times come, we accept them, and embrace them with grace, humility and without apology.

What matters is recognizing that most of the good things in life aren’t things at all.

 - Ron Morris, Owner/Culture & Direction Leader