I read this blog today and loved it! It is called "How to Kiss and Makeup" by Scott Elbin. The blog explains how Obama and Netanyahu had a very public reconciliation by agreeing to disagree. I started thinking about how often this happens in business.
Which is more common? 1) a straight forward approach where people agree to disagree and determine how to move forward or 2) a passive/aggressive approach where folks agree face to face, but then vent to others outside of the meeting and never circle back with the person they disagree with.
How does this apply to strategic implementation? Part of effective strategic implementation is being honest and straight forward with the people you are working with. I am amazed at how much time and energy is wasted talking behind people's backs, complaining and venting, but never dealing with the situation directly. People often view disagreements as "not being nice" or being confrontational so shy away from them. Without disagreement we'd live in a world with little to no innovation or interest.
When you don't agree, speak up- doing it in a saavy way vs. a combative way.
Here are a couple of additional tips/tricks on how to be straightforward without appearing confrontational:
1. Do not use the words but or however. Those 2 words negate the phrase preceding them. For example, "I know you feel strongly about the solution you have proposed, but I have looked at it from a different perspective, I think...". This makes it sound like you have a better idea. Just end one thought and begin the other, "I know you feel strongly about the solution you have proposed. I have looked at it from a different perspective and think..." Read both of these aloud and see if you notice the difference- it is subtle and important.
2. Listen to what the other person is saying and try to paraphrase so they know you understand them. This doesn't mean you agree, it just means you understand.
3. Agree to disagree and then agree on next steps. "We both have strong points of views and we need to come up with the best solution. How do you think we should solve this? I would recommend that we bring Jane into this conversation to hear both sides and get her perspective. Are you ok with that?"
4. Thank the person for their openess and willingness to agree to disagree. A simple thank you goes a long way!
Next time you catch yourself slipping into passive-agressive mode, stop yourself and take the straightforward approach.
Thursday, July 8, 2010
Monday, June 14, 2010
Integrity
This is a simple post- I don't think more needs to be said.
"Integrity is doing the right thing even when no one is watching."– Dennis Janson
"Integrity is doing the right thing even when no one is watching."– Dennis Janson
Tuesday, May 25, 2010
5 Simple Ways to Build Trust-5 Simple Ways to Lose It!
Building Trust in business is imperative to your success in any business.
Here are 5 simple ways to build trust:
Here are 5 simple ways to build trust:
- Be Honest- Always tell the truth
- Ask Questions and LISTEN to the answers
- Listen for any problems/issues
- Follow up
- Admit Mistakes
- Lie, "stretch the truth" or "skirt the issue"
- Gossip about others
- Talk about yourself incessantly
- Drop the ball, don't follow through on what you say
- Blame
Friday, May 21, 2010
When should I engage my IT resources in a business initiative?
Ever been in this situation? You are meeting with business stakeholders and they present a new idea that needs technical solutions. You made sure you clearly understood the mission, goals and requirements to bring the idea back to your Information Technology (IT) resources. Are you really ready to engage IT ?
No. Your IT resources are precious and you don't want them scoping every idea that comes along. I would propose going back to the beginning of this scenario. It is not enough to understand the mission, goals and requirements of an initiative. You also need to understand the business problem, value and priority.
There are some basic questions I ask of the business before bringing IT resources into the mix.
1) What is the problem the business is trying to solve? So often we jump into solutions without truly understanding the real problem. Maybe the problem could be solved via a process vs. a system. If that is the case, you likely saved you IT partners at least 8 hours of scoping.
2) What is the business value? You are going to need this to do any type of ROI, so get it up front. If the business has not thought this through, help them figure it out.
3) What is the priority of this effort to the business? Do they understand that scoping this initiative may take people off of other projects or slow projects down? If you clearly lay out the time commitment and the trade offs for the business, they will make the priority decision.
4) Once you understand the problem, value and priority to the business you can create the mission and the goals WITH the business.
5) When gathering the basic requirements, be sure to clarify the priority of the requirements. Which are "must haves" which are "important" and which are "nice to have". This will help your IT resources determine cost estimates for different scenarios.
6) Realistically, when do they want this initiative delivered. Everything can't and shouldn't be delivered in 3 months. The timing will affect the cost. You have to understand scope and timing before you can ever estimate resources/cost.
7) Does the business have a budget in mind? I am not talking exact numbers, but I am talking about ranges... under $250k, up to $500k, $1M? If you know the business value and you understand their budget constraints you have a clearer picture. You won't always be able to get to this... the business may say- "I have no idea, can you give me a ballpark of how much you think it will be?". I would advise that you not give any ballparks until you have looped in your IT partners!
Until you understand all of these questions, I would suggest you let your IT resources work on their current priorities. Asking these questions and coming up with a true business case will not only save you time, but it will also save you money. I would also advise that this become a process. Everyone should clearly understand what needs to be done before an initiative is brought to IT. I promise you, this WILL pay off in the end.
No. Your IT resources are precious and you don't want them scoping every idea that comes along. I would propose going back to the beginning of this scenario. It is not enough to understand the mission, goals and requirements of an initiative. You also need to understand the business problem, value and priority.
There are some basic questions I ask of the business before bringing IT resources into the mix.
1) What is the problem the business is trying to solve? So often we jump into solutions without truly understanding the real problem. Maybe the problem could be solved via a process vs. a system. If that is the case, you likely saved you IT partners at least 8 hours of scoping.
2) What is the business value? You are going to need this to do any type of ROI, so get it up front. If the business has not thought this through, help them figure it out.
3) What is the priority of this effort to the business? Do they understand that scoping this initiative may take people off of other projects or slow projects down? If you clearly lay out the time commitment and the trade offs for the business, they will make the priority decision.
4) Once you understand the problem, value and priority to the business you can create the mission and the goals WITH the business.
5) When gathering the basic requirements, be sure to clarify the priority of the requirements. Which are "must haves" which are "important" and which are "nice to have". This will help your IT resources determine cost estimates for different scenarios.
6) Realistically, when do they want this initiative delivered. Everything can't and shouldn't be delivered in 3 months. The timing will affect the cost. You have to understand scope and timing before you can ever estimate resources/cost.
7) Does the business have a budget in mind? I am not talking exact numbers, but I am talking about ranges... under $250k, up to $500k, $1M? If you know the business value and you understand their budget constraints you have a clearer picture. You won't always be able to get to this... the business may say- "I have no idea, can you give me a ballpark of how much you think it will be?". I would advise that you not give any ballparks until you have looped in your IT partners!
Until you understand all of these questions, I would suggest you let your IT resources work on their current priorities. Asking these questions and coming up with a true business case will not only save you time, but it will also save you money. I would also advise that this become a process. Everyone should clearly understand what needs to be done before an initiative is brought to IT. I promise you, this WILL pay off in the end.
Sunday, May 9, 2010
Control or Empowerment? Which is more effective?
I have read a ton of articles lately around "control vs. empowerment" when it comes to social media. Some companies are afraid that if they play in social media, they will lose control. We have been in such a "control-based" environment that it is tough for more traditional companies to step back and realize that the customer is empowering themselves. If you choose not to play in this media, you choose to let people talk about you without being involved in the conversation. Social Media allows the customer to speak- like it or not.
But this post is not just about Social Media, this post is about how you lead people. The premise if very similar. Do you control your staff or do you empower them?
I would argue that a manager that controls their staff is not very self confident and ends up placing fear and paralyses in their people. How many risks will people take if they are scared of their boss?
Now lets look at a leader that empowers their staff. Empowering means giving your staff the latitude to do their job. As a leader you provide vision and direction, but then you empower your people to get the job done. Your brand will be a lot stronger when your people feel like they are empowered to do their job and speak on behalf of the brand. This instills a sense of pride and responsibility. I guarantee that you will get more done with empowerment than control.
If you are a control freak (yes, I am a recovering control freak), you have to figure out how to let go. As I let go of control and started to empower my team, I experienced more successes. As I experienced more successes, I empowered my team more- it is a self fulfilling prophecy! Here is how I empower vs. control:
1) I work WITH the team to set a clear vision and mission. I don't go off and create it in an office. The outcome is always stronger with input from the team.
2) I insure each team member understands the vision and how it affects their job.
3) I share my "secret" of being a recovering control freak with my team.
4) I tell each staff member what information I need from them to prevent me from back sliding into a place of control. Basically, I encourage my team to come to me as issues are bubbling up, not after they've happened.
5) I give them permission to tell me if I am drifting into control mode, then we determine how we will work together to course correct.
6) If there is an issue that requires my involvement I ask questions. Questions will get you so much more information than accusations or directives.
7) Once I understand the situation I work WITH my team member to solve the problem. I don't solve it for them and I don't take over the situation- the results are so much greater and the team member learns MUCH more in this scenario.
8) I check in with my team and ask for feedback- I do 360 degree feedback asking supervisors, peers and partners for feedback. This keeps me honest in my quest to empower vs. control. See my post on feedback.
This is my "8 step plan" to empower others. How do you empower others? I'd love to know.
But this post is not just about Social Media, this post is about how you lead people. The premise if very similar. Do you control your staff or do you empower them?
I would argue that a manager that controls their staff is not very self confident and ends up placing fear and paralyses in their people. How many risks will people take if they are scared of their boss?
Now lets look at a leader that empowers their staff. Empowering means giving your staff the latitude to do their job. As a leader you provide vision and direction, but then you empower your people to get the job done. Your brand will be a lot stronger when your people feel like they are empowered to do their job and speak on behalf of the brand. This instills a sense of pride and responsibility. I guarantee that you will get more done with empowerment than control.
If you are a control freak (yes, I am a recovering control freak), you have to figure out how to let go. As I let go of control and started to empower my team, I experienced more successes. As I experienced more successes, I empowered my team more- it is a self fulfilling prophecy! Here is how I empower vs. control:
1) I work WITH the team to set a clear vision and mission. I don't go off and create it in an office. The outcome is always stronger with input from the team.
2) I insure each team member understands the vision and how it affects their job.
3) I share my "secret" of being a recovering control freak with my team.
4) I tell each staff member what information I need from them to prevent me from back sliding into a place of control. Basically, I encourage my team to come to me as issues are bubbling up, not after they've happened.
5) I give them permission to tell me if I am drifting into control mode, then we determine how we will work together to course correct.
6) If there is an issue that requires my involvement I ask questions. Questions will get you so much more information than accusations or directives.
7) Once I understand the situation I work WITH my team member to solve the problem. I don't solve it for them and I don't take over the situation- the results are so much greater and the team member learns MUCH more in this scenario.
8) I check in with my team and ask for feedback- I do 360 degree feedback asking supervisors, peers and partners for feedback. This keeps me honest in my quest to empower vs. control. See my post on feedback.
This is my "8 step plan" to empower others. How do you empower others? I'd love to know.
Tuesday, May 4, 2010
Influencing Without Authority- HOW???
I met with a Sr. VP of a Fortune 25 company last week and we talked about how to get things done in a highly matrixed organization. The conversation lasted about an hour and we came to the conclusion that the most successful people in a matrixed organization "Influence Without Authority."
When I was at Target, my teams did this everyday as program and project managers. There is a book called Influencing without Authority and here are the "cliff notes" . The book not only talks about people, it also talks about organizations and how they must change. While I agree with what the author says about company change, I have found that it is hard for organizations to turn on a dime and change at their core to become flattened in hierarchy, fast, flexible, focused and fit. If you are counting on that, you'll be waiting a long time. You and your teams have to figure out how to influence without authority in the organization TODAY. While I was at Target, using this book as a catalyst along with the obvious needs of my staff I partnered with HR to create an "Influencing Without Authority" training class for my team. It was so successful that it was rolled out to all of Target.
It is really a pretty simple idea that can be recapped by a phrase your mother used to say, "treat others the way you want to be treated." I could use a cute acronym, but I won't.
There are 6 basic ideas:
Partner- Work WITH the person, not against them. Become their ally.
Ask- Ask a lot of questions to find out about their business. You are their advocate.
Understand- Seek to understand their needs and understand their priorities .
Help- Determine how your project can help them with their needs. Discuss the needs WITH your team to see if they have any ideas.
Explain- Through the process, partner with them explaining the what you are doing as well as WHY. You are not going to be able to meet all of their needs and by explaining what you are doing and why, most people understand and are open. Be sure to explain the benefits to the company, not just to 1 department.
Follow Through- Tell someone you are going to do something and you better follow through. There is no better way to build trust and create a strong relationship. Even if you can't do what you promised, be honest and follow through with that person- it will go a long way.
If someone were working on a project and came to you in this way, wouldn't you be more open to the person? Obviously there is a lot more to influencing without authority, but I think these are the foundation.
When I was at Target, my teams did this everyday as program and project managers. There is a book called Influencing without Authority and here are the "cliff notes" . The book not only talks about people, it also talks about organizations and how they must change. While I agree with what the author says about company change, I have found that it is hard for organizations to turn on a dime and change at their core to become flattened in hierarchy, fast, flexible, focused and fit. If you are counting on that, you'll be waiting a long time. You and your teams have to figure out how to influence without authority in the organization TODAY. While I was at Target, using this book as a catalyst along with the obvious needs of my staff I partnered with HR to create an "Influencing Without Authority" training class for my team. It was so successful that it was rolled out to all of Target.
It is really a pretty simple idea that can be recapped by a phrase your mother used to say, "treat others the way you want to be treated." I could use a cute acronym, but I won't.
There are 6 basic ideas:
Partner- Work WITH the person, not against them. Become their ally.
Ask- Ask a lot of questions to find out about their business. You are their advocate.
Understand- Seek to understand their needs and understand their priorities .
Help- Determine how your project can help them with their needs. Discuss the needs WITH your team to see if they have any ideas.
Explain- Through the process, partner with them explaining the what you are doing as well as WHY. You are not going to be able to meet all of their needs and by explaining what you are doing and why, most people understand and are open. Be sure to explain the benefits to the company, not just to 1 department.
Follow Through- Tell someone you are going to do something and you better follow through. There is no better way to build trust and create a strong relationship. Even if you can't do what you promised, be honest and follow through with that person- it will go a long way.
If someone were working on a project and came to you in this way, wouldn't you be more open to the person? Obviously there is a lot more to influencing without authority, but I think these are the foundation.
Monday, April 19, 2010
Giving and Getting Specific Feedback- A Gift... Really????
Have you ever heard the phrase "feedback is a gift"? I have often heard the response "Bull!"
Well, although feedback is not a gift like a new car or a great piece of jewelry or a wonderful vacation, it truly is a gift. HOW could feedback be a gift? OK, let's look at a couple of scenarios:
1) Over the years I received feedback that my presentation style needed to be honed. So off to Toast Masters I went to practice and be video taped (OK, maybe that is not a gift!) only to be told that my presentation skills were great. It wasn't until I had an incredible boss and mentor named Cathy David that we figured out the real issue. When talking in front of people in my company I would become nervous and I would use my hands in syncopation with my presentation. This was very distracting and the message I was presenting was often lost. Cathy did not just give me feedback about my presentation style, she gave me specific feedback that was actionable and I was able to stop this distracting habit.
2) I had a gentleman who worked for me several years ago. People said he was "stand-offish" and wasn't professional in front of upper management. As I watched him in these situations I realized that when he was nervous, he folded his arms, kicked back in the chair and had almost a "cocky" attitude. He was not being unprofessional, he was nervous and he was protecting himself. When we discussed this he realized what he was doing and made a point of sitting up straight, making eye contact and projecting his voice in meetings. We had a signal we used to insure if he slipped into his old habits, he corrected his path. People began to compliment him on his progress which gave him more confidence.
Both of these scenarios involved specific feedback that changed behaviors for the better. Anyone who goes through the time and effort of giving you specific feedback is truly giving you a gift. This person has taken the time to notice the behavior, note specific examples, seek you out to speak to you and deliver a tough message. Next time you get specific feedback, consider thanking the person instead of getting defensive- you'd be surprised how far that will go!
If you give feedback, open yourself up to receive feedback. If you do this, you'll be unlike most managers or supervisors and you'll truly become a leader. Leaders focus on making everything the best it can be, including themselves. Try it... you WILL benefit and your team will want to do more for you and the company.
Well, although feedback is not a gift like a new car or a great piece of jewelry or a wonderful vacation, it truly is a gift. HOW could feedback be a gift? OK, let's look at a couple of scenarios:
1) Over the years I received feedback that my presentation style needed to be honed. So off to Toast Masters I went to practice and be video taped (OK, maybe that is not a gift!) only to be told that my presentation skills were great. It wasn't until I had an incredible boss and mentor named Cathy David that we figured out the real issue. When talking in front of people in my company I would become nervous and I would use my hands in syncopation with my presentation. This was very distracting and the message I was presenting was often lost. Cathy did not just give me feedback about my presentation style, she gave me specific feedback that was actionable and I was able to stop this distracting habit.
2) I had a gentleman who worked for me several years ago. People said he was "stand-offish" and wasn't professional in front of upper management. As I watched him in these situations I realized that when he was nervous, he folded his arms, kicked back in the chair and had almost a "cocky" attitude. He was not being unprofessional, he was nervous and he was protecting himself. When we discussed this he realized what he was doing and made a point of sitting up straight, making eye contact and projecting his voice in meetings. We had a signal we used to insure if he slipped into his old habits, he corrected his path. People began to compliment him on his progress which gave him more confidence.
Both of these scenarios involved specific feedback that changed behaviors for the better. Anyone who goes through the time and effort of giving you specific feedback is truly giving you a gift. This person has taken the time to notice the behavior, note specific examples, seek you out to speak to you and deliver a tough message. Next time you get specific feedback, consider thanking the person instead of getting defensive- you'd be surprised how far that will go!
If you give feedback, open yourself up to receive feedback. If you do this, you'll be unlike most managers or supervisors and you'll truly become a leader. Leaders focus on making everything the best it can be, including themselves. Try it... you WILL benefit and your team will want to do more for you and the company.
Thursday, April 8, 2010
Do You Encourage Risk? You Should!
Thursday I attended the Girl Scout Women of Distinction Award Ceremony. I was enthralled with the speaker Dr. Mae Jemison, who was the first woman of color to go into space. What an articulate, bright, sensitive, caring woman! I could have listened to her all day.
In her presentation she said, "Ideas are wonderful, but nothing will happen until we risk putting them into action." I couldn't agree more. If you read my introduction, it says, "A business strategy is just an idea until it is implemented in a strategic manner to meet the business goals."
I love the word "risk". Every time we put an idea into action, we are taking a risk. To truly move the earth, risks are necessary. I would submit that we don't take enough risks, in our business or personal lives.
So why don't we take more risks? Why do you see so many great ideas wither on the vine? People are afraid to take risks because of the negative ramifications. They are afraid of failing, they are afraid of being demoted, they are afraid of being the brunt of their peers' and boss's jokes, they are afraid their mistake will show up on their review, sometimes they are even afraid of success... fear is holding them back.
What kind of risk atmosphere do you create in the workplace and at home? Are people rewarded for taking risks? Do they get points on their reviews for taking risks even if the idea failed? Do you have a "risk taking" award? Do YOU take risks? Are you genuinely walking the talk of taking risks? YOU set the tone for your team to take risks- reward the behavior and you will get results beyond your expectations. Penalize the behavior and you will get what you've always gotten and this will stop a company's growth and an individuals growth.
Dr. Jemison talked about being a little black girl from South Chicago in the 60's who had the audacity to live her dreams. She credits her parents for encouraging her. Dr. Jemison has influenced and changed the lives of many because she was encouraged to take risks. I challenge us all to think about how we view and react to risk... do you encourage risk? How different could your business, life, kids be if you did encouraged risk? Even though I am blogging about this, I realize that I personally have not taken enough risks in my life... I can't change the past, but I can affect the future. My resolution is to take and encourage more risks. How about you?
In her presentation she said, "Ideas are wonderful, but nothing will happen until we risk putting them into action." I couldn't agree more. If you read my introduction, it says, "A business strategy is just an idea until it is implemented in a strategic manner to meet the business goals."
I love the word "risk". Every time we put an idea into action, we are taking a risk. To truly move the earth, risks are necessary. I would submit that we don't take enough risks, in our business or personal lives.
So why don't we take more risks? Why do you see so many great ideas wither on the vine? People are afraid to take risks because of the negative ramifications. They are afraid of failing, they are afraid of being demoted, they are afraid of being the brunt of their peers' and boss's jokes, they are afraid their mistake will show up on their review, sometimes they are even afraid of success... fear is holding them back.
What kind of risk atmosphere do you create in the workplace and at home? Are people rewarded for taking risks? Do they get points on their reviews for taking risks even if the idea failed? Do you have a "risk taking" award? Do YOU take risks? Are you genuinely walking the talk of taking risks? YOU set the tone for your team to take risks- reward the behavior and you will get results beyond your expectations. Penalize the behavior and you will get what you've always gotten and this will stop a company's growth and an individuals growth.
Dr. Jemison talked about being a little black girl from South Chicago in the 60's who had the audacity to live her dreams. She credits her parents for encouraging her. Dr. Jemison has influenced and changed the lives of many because she was encouraged to take risks. I challenge us all to think about how we view and react to risk... do you encourage risk? How different could your business, life, kids be if you did encouraged risk? Even though I am blogging about this, I realize that I personally have not taken enough risks in my life... I can't change the past, but I can affect the future. My resolution is to take and encourage more risks. How about you?
Thursday, March 25, 2010
Integrated Interactive Media- A Brand Differentiator
I love when companies or people say that Integrated Interactive Media is not important. I would argue that they don't understand what Interactive Media is.
First, let's define Interactive Media. Here are 3 defintitions pulled from Google:
1) "Allows for a two-way interaction or exchange of information."
(pretty good)
2) "Comprises interactive and multimedia products and services that: (i) make integrated use of the following media in the one product: text, still images (photographs or graphics), moving images (live action or animation) and audio;(ii) use computer commands to integrate these elements which allow ..."
(too narrow)
3) "The online, Internet, or web environment is the primary interactive media for advertising."
(too narrow)
The definition I like best is:
"Any form of interface between the end user/audience and the medium may be considered interactive. Interactive media is not limited to electronic media or digital media. Board games, pop-up books, gamebooks, flip books and constellation wheels are all examples of printed interactive media."
OK, let's assume, for arguments sake, that you agree with my defintition.
Now, how many companies do you know who have a store, a website and a customer call center? I would argue that the majority of businesses have at least 2-3 of these. If that is the case, they are participating in interactive media, albiet at a rudementary level. The bigger questions is how are they integrating each of them into their business?
I propose that businesses that understand interactive media and the need to INTEGRATE interactive media are the most successful.
Here is a personal example, I went to Banana Republic the other day to buy a shirt. The store did not have it in my size, but they looked it up on the computer and they were able to place a web order right at the register. When I got home, I had a confirmation email waiting for me. I received the shirt and it did not fit. I called the 1-800 number posted on the packing list AND on the website to be told "No problem, you can either send it back to us or bring it back to the store."
What a great integrated brand experience. You can bet I'll shop at Banana Republic again. Banana Republic made their media and processes invisible to me, the customer, AND made a lasting positive impression on me.
Whatever interactive media you choose to use for your company, PLEASE make every effort to INTEGRATE it. Today this integration is a competitive advantage, but tomorrow it will be the norm and if you don't integrate, it will be a disadvantage.
We have stores, catalogs, websites, call centers, social media, etc... the more that you can integrate these to give the customer a consistant brand experience, the better your brand will resonate with the customer... at least this customer! What do you think?
First, let's define Interactive Media. Here are 3 defintitions pulled from Google:
1) "Allows for a two-way interaction or exchange of information."
(pretty good)
2) "Comprises interactive and multimedia products and services that: (i) make integrated use of the following media in the one product: text, still images (photographs or graphics), moving images (live action or animation) and audio;(ii) use computer commands to integrate these elements which allow ..."
(too narrow)
3) "The online, Internet, or web environment is the primary interactive media for advertising."
(too narrow)
The definition I like best is:
"Any form of interface between the end user/audience and the medium may be considered interactive. Interactive media is not limited to electronic media or digital media. Board games, pop-up books, gamebooks, flip books and constellation wheels are all examples of printed interactive media."
OK, let's assume, for arguments sake, that you agree with my defintition.
Now, how many companies do you know who have a store, a website and a customer call center? I would argue that the majority of businesses have at least 2-3 of these. If that is the case, they are participating in interactive media, albiet at a rudementary level. The bigger questions is how are they integrating each of them into their business?
I propose that businesses that understand interactive media and the need to INTEGRATE interactive media are the most successful.
Here is a personal example, I went to Banana Republic the other day to buy a shirt. The store did not have it in my size, but they looked it up on the computer and they were able to place a web order right at the register. When I got home, I had a confirmation email waiting for me. I received the shirt and it did not fit. I called the 1-800 number posted on the packing list AND on the website to be told "No problem, you can either send it back to us or bring it back to the store."
What a great integrated brand experience. You can bet I'll shop at Banana Republic again. Banana Republic made their media and processes invisible to me, the customer, AND made a lasting positive impression on me.
Whatever interactive media you choose to use for your company, PLEASE make every effort to INTEGRATE it. Today this integration is a competitive advantage, but tomorrow it will be the norm and if you don't integrate, it will be a disadvantage.
We have stores, catalogs, websites, call centers, social media, etc... the more that you can integrate these to give the customer a consistant brand experience, the better your brand will resonate with the customer... at least this customer! What do you think?
Just get it done or get it done right?
This is an age old question that plagues a lot of companies and folks working on projects, "Do I just get it done, knowing there will be issues or do I take the extra time and do it right?"
9 times out of 10, my answer is "do it right", but you have to step back and look at the big picture to determine that..
My first step is to lay out a concise 1 pager with my team's input. This should be written for the stakeholder and include the following:
9 times out of 10, my answer is "do it right", but you have to step back and look at the big picture to determine that..
My first step is to lay out a concise 1 pager with my team's input. This should be written for the stakeholder and include the following:
- What is the vision and goal of the project?
- What is the issue/s?
- Why did it happen? (be VERY concise here)
- What affect will the issue/s have on the project? Is there additional cost? How much?
- What are the pros and cons of delivering on time, but not on scope?
- What are the options?
- What is the recommendation and why?
It is critical that you understand the bigger picture, that you ensure your team is on the same page Then you need to communicate to the stakeholders showing them their options and giving your recommendation. There is nothing worse than being a stakeholder and being told what is going to happen vs. understanding the options. Stakeholders will be more on board if they know you have thought this through and your recommendation is something you've discussed with your team.
I can always handle bad news if it is shared openly and worked through thoughtfully. It is when I am surprised and the issue is not analyzed that my radar goes up.
Every project you work on will have delays and issues, it it how you analyze, create solutions and communicate that makes the difference!
Friday, March 5, 2010
"I am not the creative type".... are you sure?
A friend of mine who is in technology operations told me, "I'm not the creative at all." I beg to differ. She has been incredibly creative and successful in the way she has redefined what her team does and the way they do it. Just because you are not in marketing, advertising or the arts, does not mean that you are not creative. I would argue that you can be creative in whatever career you are in.
I have another friend who is a plumber. When we remodeled our house, he did all of the plumbing. He is a perfectionist and each solder was done with intensity. When he finished I said, "OK, I never thought I'd say this, but your work is beautiful." The pipes were truly a piece of art and I hesitated to cover it with drywall.
Think about how you have saved your company money with an idea that no one else had thought of. Or think of how, through your ideas, you changed processes to make yours and others jobs more efficient. Look beyond just the arts for creativity- I would argue that Bill Smith, the father of Six Sigma was an incredibly creative person. Mr. Smith has changed the way the entire world looks at quality. Some would say that his method stifles creativity and innovation. But let's look at Medtronic as an example. Medtronic is known to be one of the most innovative medical device companies in the world. Medtronic is also known to develop devices with the highest quality possible using Six Sigma and Lean. Both creativity and operational excellence can live side by side, even within the same entity.
Creativity is more than art- it is a way of thinking and being. What do you think?
I have another friend who is a plumber. When we remodeled our house, he did all of the plumbing. He is a perfectionist and each solder was done with intensity. When he finished I said, "OK, I never thought I'd say this, but your work is beautiful." The pipes were truly a piece of art and I hesitated to cover it with drywall.
Think about how you have saved your company money with an idea that no one else had thought of. Or think of how, through your ideas, you changed processes to make yours and others jobs more efficient. Look beyond just the arts for creativity- I would argue that Bill Smith, the father of Six Sigma was an incredibly creative person. Mr. Smith has changed the way the entire world looks at quality. Some would say that his method stifles creativity and innovation. But let's look at Medtronic as an example. Medtronic is known to be one of the most innovative medical device companies in the world. Medtronic is also known to develop devices with the highest quality possible using Six Sigma and Lean. Both creativity and operational excellence can live side by side, even within the same entity.
Creativity is more than art- it is a way of thinking and being. What do you think?
Thursday, March 4, 2010
Getting Your Hands Dirty to Ensure Success
Fred Wilson is a VC out of New York that has a great blog I read daily. Today he wrote about "rolling up your sleeves and getting your hands dirty". Fred is writing about VCs, but I think this applies in any strategic implementation. You can't successfully implement a strategy without truly understanding the ins and outs of that business and its strategy. At the end of the day:
- YOU are accountable for immersing yourself in business, you are accountable to make the strategy a reality.
- Your STAKEHOLDERS expect you to understand the business and embrace the strategy.
- Your TEAM expects you to understand the business and communicate the vision and strategy in an inspirational way and insure they are engaged and motivated.
You can't expect your stakeholders to give you their full support and you you can't expect your team to be motivated and engaged if you don't roll up your sleeves and get dirty along side them. I should note here that there is a fine line between getting your hands dirty to understand the business so you can help your team plan and remove roadblocks, and micromanaging the team. You do NOT want to do the latter.
In 2000, I was asked to put the Target registries online when I joined Target.com. I had used the registries at a department store when I got married 10 years prior, but I had never used the Target registry. I had 2 choices, 1) ask the team to start working on a plan and a timeline to implement the registry strategy or 2) personally understand the registry business before working with the team to create a plan. I chose #2.
I spent my first week meeting with the registry stakeholders to understand their wants and needs. I spent my second week out in the field actually creating registries and working with the Target team members and guests to understand the experience. I got my hands dirty and it was invaluable.
By taking the approach of getting my hands dirty to truly understand the business, 1) I gained credibility with the stakeholders- they trusted that I understood their business and they were extremely cooperative in all phases, 2) I gained credibility with my team- they saw me doing the work, understanding the business to be able to help them plan the project and remove roadblocks and 3) the project was delivered on time, on budget and with rave reviews.
Take the time to get your hands dirty- the outcome will be more successful!
Monday, March 1, 2010
Setting Unrealistic Goals
In a recent blog, written by Jill Konrath, Jill challenged people to set unrealistic goals. I personally set a 90 day unrealistic goal- to continue my career with one of my 3 focus companies withing 60 days. I agree with Jill that setting unrealistic goals can help you to achieve great results and setting incremental goals can keep us thinking and acting small.
It is extremely important to talk unreachable goals as it relates to a team. If you set unrealistic goals and your team performs over and above, but does not reach those goals- CELEBRATE with your team. Explain to them the concept of unreachable goals and how much they have achieved. If you don't do this, your team will become unmotivated and will fail in the long run.
Years ago I had a boss who set unrealistic goals. My first year I was incredibly energized by this because it stretched me beyond where I would have gone had the goals been incremental.
After the first year I, and my other co-workers, slowly became frustrated. As soon as we reached that stretch goal another was set higher than the first. Who doesn't want to grow and be challenged? The frustrating part was that we never stopped to celebrate any of the successes we achieved. What was once a fresh, motivated, talented team became a frustrated, unmotivated, talented team.
People love to be challenged to grow. Just be sure to acknowledge and celebrate that growth- this is all part of the strategy of creating an outstanding team.
It is extremely important to talk unreachable goals as it relates to a team. If you set unrealistic goals and your team performs over and above, but does not reach those goals- CELEBRATE with your team. Explain to them the concept of unreachable goals and how much they have achieved. If you don't do this, your team will become unmotivated and will fail in the long run.
Years ago I had a boss who set unrealistic goals. My first year I was incredibly energized by this because it stretched me beyond where I would have gone had the goals been incremental.
After the first year I, and my other co-workers, slowly became frustrated. As soon as we reached that stretch goal another was set higher than the first. Who doesn't want to grow and be challenged? The frustrating part was that we never stopped to celebrate any of the successes we achieved. What was once a fresh, motivated, talented team became a frustrated, unmotivated, talented team.
People love to be challenged to grow. Just be sure to acknowledge and celebrate that growth- this is all part of the strategy of creating an outstanding team.
Saturday, October 24, 2009
What is Strategy?
The other day in an interview, someone asked me, "What is strategy". Of course we all know what strategy is, right? We have lived and breathed it all our professional and personal lives. But have you ever tried to answer that question? Here is what Webster and Wikipedia have to say:
Wikipedia: A strategy is a plan of action designed to achieve a particular goal. The word strategy has military connotations, because it derives from the Greek word for general.
Webster: a careful plan or method : a clever stratagem b : the art of devising or employing plans or stratagems toward a goal
Sounds straight forward enough, but I'll bet if you asked 10 business people what strategy is, you'd get 10 different answers. Here is my answer...
In business as in your personal life you have missions, visions or goals- call them what you may. You create a strategy to meet these goals. So, I agree with Wikipedea and Webster that a strategy is a plan to achieve a goal, vision or mission. Here is where folks disagree- I think that your mission, visions or goals stay constant, where you strategy needs to be tweaked or changed along the way. You've heard people say "stick to the strategy", others say "Veer from the strategy and you'll fail". I say if you don't change the strategy based on variable conditions as you work toward your vision you will fail. What do I mean?
This summer my husband and I had a mission to have our 3 kids experience Washington DC and have a wonderful time. Our strategy was to drive Minneapolis to DC using a preplanned route which would take 48 hours. including a stop at my sister's to spend the night and would arrive in DC by 1:00 on Monday. Monday afternoon we would spend at Arlington, Tuesday we would see ALL of the monuments and Wednesday we would hit 3-4 museums and be back on the road by 3 PM.
All was going well until we hit road construction. Our strategy was at risk and we had not made any contingency plans- horror! We got to DC at 3:00- 2 hours off of our strategic time frame and then we hit DC traffic which took another hour. We got to our hotel at 4:00- 3 hours off our plan, I started to stress just a bit, but we could still get to Arlington- game on! Except, the kids wanted to order pizza and watch a movie- they were sick of being in the car. What? Now our plans to go to Arlington were in jeopardy- our strategy was going downhill FAST!
Guess what we did? We went swimming, got a pizza and watched a movie.
On Tuesday we went to some, not all, of the monuments and to the Hirshhorn Museum. On Wednesday, our final day, we went to the Air and Space Museum all morning, had lunch at an outdoor cafe and then drove through Arlington National Cemetery on our way out at 3:00 PM.
Think about it, we got to DC 3 hours after our planned time, we missed "touring" Arlington, we missed 2 monuments and we only went to 2 museums instead of 4. This project manager, me, had failed to accomplish our strategy- or did I? Remember that our mission was to have our kids experience DC and have a wonderful time. If you ask the kids about the trip they will tell you that it was one of the best trips ever. We tweaked our strategy based on the conditions that changed on us, but we succeeded at our mission.
I would offer that a good strategy is a clear plan that is flexible enough to change with variable conditions and meet the stated mission, vision or goal.
What do you think??
Wikipedia: A strategy is a plan of action designed to achieve a particular goal. The word strategy has military connotations, because it derives from the Greek word for general.
Webster: a careful plan or method : a clever stratagem b : the art of devising or employing plans or stratagems toward a goal
Sounds straight forward enough, but I'll bet if you asked 10 business people what strategy is, you'd get 10 different answers. Here is my answer...
In business as in your personal life you have missions, visions or goals- call them what you may. You create a strategy to meet these goals. So, I agree with Wikipedea and Webster that a strategy is a plan to achieve a goal, vision or mission. Here is where folks disagree- I think that your mission, visions or goals stay constant, where you strategy needs to be tweaked or changed along the way. You've heard people say "stick to the strategy", others say "Veer from the strategy and you'll fail". I say if you don't change the strategy based on variable conditions as you work toward your vision you will fail. What do I mean?
This summer my husband and I had a mission to have our 3 kids experience Washington DC and have a wonderful time. Our strategy was to drive Minneapolis to DC using a preplanned route which would take 48 hours. including a stop at my sister's to spend the night and would arrive in DC by 1:00 on Monday. Monday afternoon we would spend at Arlington, Tuesday we would see ALL of the monuments and Wednesday we would hit 3-4 museums and be back on the road by 3 PM.
All was going well until we hit road construction. Our strategy was at risk and we had not made any contingency plans- horror! We got to DC at 3:00- 2 hours off of our strategic time frame and then we hit DC traffic which took another hour. We got to our hotel at 4:00- 3 hours off our plan, I started to stress just a bit, but we could still get to Arlington- game on! Except, the kids wanted to order pizza and watch a movie- they were sick of being in the car. What? Now our plans to go to Arlington were in jeopardy- our strategy was going downhill FAST!
Guess what we did? We went swimming, got a pizza and watched a movie.
On Tuesday we went to some, not all, of the monuments and to the Hirshhorn Museum. On Wednesday, our final day, we went to the Air and Space Museum all morning, had lunch at an outdoor cafe and then drove through Arlington National Cemetery on our way out at 3:00 PM.
Think about it, we got to DC 3 hours after our planned time, we missed "touring" Arlington, we missed 2 monuments and we only went to 2 museums instead of 4. This project manager, me, had failed to accomplish our strategy- or did I? Remember that our mission was to have our kids experience DC and have a wonderful time. If you ask the kids about the trip they will tell you that it was one of the best trips ever. We tweaked our strategy based on the conditions that changed on us, but we succeeded at our mission.
I would offer that a good strategy is a clear plan that is flexible enough to change with variable conditions and meet the stated mission, vision or goal.
What do you think??
Saturday, September 26, 2009
You are only as successful as your team
Your team will determine your success. A lot is written about team work and being a team player. Who would stand up in a room and say they are not a team player? NO ONE if they know what is good for their career. But, in truth, you always have folks on your team who do not want to be there and are not team players. The problem is that your team is only as strong as it's weakest link. I know that sounds very cliche, but it is true. Either team members will have to make up for this person or they will let this person drag them down also. OK, so what are some ways you can ensure you have a proactive, successful team?
- Be sure your team understands the goals and success metrics, why the project is important and how they play a role in the success.
- Set team guidelines upfront, including an escalation plan. If people know what to expect, they are more likely to behave like a team. Ask them to help draft the guidelines. They will take more ownership.
- When issues arise- involve and trust the team. They are going to be doing the work, they should be involved in determining the best solutions to issues that arise. They will feel an amazing amount of accountability if they know you trust them.
- Call out nay sayers on the sidelines. When negativity happens in a meeting, putting off this issue by saying, "I know there are some concerns which we will deal with. Right now, we have to get xyz task done". Then continue your meeting. After the meeting, meet with the nay sayer one on one and ask questions like "Can you tell me what is wrong?", "I noticed that you were silent today, what's up?", "Questioning the status quo during the project will make us even more successful. I sense you don't agree with the direction we are taking. It would be helpful if you would state your disagreement and ask for opinions rather than make side comments. Can we agree to that?" Be sure to reinforce wanted behavior. As a last resort, let the person know that you will have to talk to their supervisor if they don't change their behavior.
- Celebrate, celebrate, celebrate. Be sure you are celebrating BOTH the big wins and the smaller milestones. If a team feels successful, they will work harder toward the ultimate success.
I can't stress how important a strong team is to your success. Invest the time and energey- it is well worth it in the end!
Friday, September 11, 2009
From Failure to Success
In the 10 years I have managed projects, I have taken over many troubled programs and projects. Including some that were so far gone that they in jeopardy of being cancelled. In every instance, we, as a team were able to turn those projects around and make them successful.
In this blog I won't go into the "hard project basics" like the project plan, the work breakdown structure or the QA plan. Project methodology is important and critical to a project's success. I am making an assumption that all talented project managers know these tools. My question is how you truly lead a project out of trouble when you have those "hard project basics" in place? You start with what I consider the basics of successful project leadership.
I would caution that you have to work quickly, but carefully... you likely only have this one chance to turn the program or project around. I approach troubled projects the way I approach all projects:
1) Stakeholders: Meet with the stakeholders. Start at the top. Are they all in agreement as to what the vision and success metrics are? If not, this is likely the root of your problem. Taking the time to clarify the vision and success metrics will save you a lot of time and money in the future. The stakeholders will all need to meet together and look each other in the eye and agree. This lays your foundation for a strong program and/or project.
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2) Team: Meet with the team, together and individually. Does your team clearly understand the vision and success metrics? If not, find out why they were unclear. Find out why they think the project is failing and what they think the team should do to turn it around. Let them be part of the solution. Lead them to the solution, don't just solve it for them! If people feel like they are part of a team that is turning things around, they will act like a winning team. Each member is part of the team and they have a responsibility to each other. This can be tough to instill, but it is important.
3) Clear communication and escalation paths
If the vision and success metrics are clear and the team understands them, how could a project be in trouble? Without clear communication and escalation paths a project can fall apart. I've been on projects where folks are "punished" for giving the bad news. That is exactly what you want your team to come tell you- what is going wrong? It is your job to coach them through the tough spots and remove road blocks so they can get their job done. If they don't understand how to escalate problems- you've just created a problem- a big one!
Communication is such an overused buzz word and an under-utilized reality. Think of how many projects you have been a part of. Has the communication between teams been good or strained? Does the right hand know what the left hand is doing? Clear, concise, actionable communication is imperative for the success of a project.
4) Celebrate Successes: This is important with all projects, but it is crucial with troubled projects. The team likely feels beaten down and unmotivated. Tell the team that them successes will be celebrated and then do it- big or small, successes should be acknowledged and celebrated Let the team feel the success- they will work harder and smarter. They need to know that what they are doing matters!
The question often asked at this point goes back to those "hard project basics"... what about the inter-dependencies, what about the contingency plans, what about the Gant charts? When managing a project it is your job to ensure all of these tools are in place- these tools are the foundation of managing a project. When truly leading and turning a project around, you need to call on the "softer project skills"... in the end, they are "harder" to do and make the difference between mediocrity and excellence.
In this blog I won't go into the "hard project basics" like the project plan, the work breakdown structure or the QA plan. Project methodology is important and critical to a project's success. I am making an assumption that all talented project managers know these tools. My question is how you truly lead a project out of trouble when you have those "hard project basics" in place? You start with what I consider the basics of successful project leadership.
I would caution that you have to work quickly, but carefully... you likely only have this one chance to turn the program or project around. I approach troubled projects the way I approach all projects:
1) Stakeholders: Meet with the stakeholders. Start at the top. Are they all in agreement as to what the vision and success metrics are? If not, this is likely the root of your problem. Taking the time to clarify the vision and success metrics will save you a lot of time and money in the future. The stakeholders will all need to meet together and look each other in the eye and agree. This lays your foundation for a strong program and/or project.
.
2) Team: Meet with the team, together and individually. Does your team clearly understand the vision and success metrics? If not, find out why they were unclear. Find out why they think the project is failing and what they think the team should do to turn it around. Let them be part of the solution. Lead them to the solution, don't just solve it for them! If people feel like they are part of a team that is turning things around, they will act like a winning team. Each member is part of the team and they have a responsibility to each other. This can be tough to instill, but it is important.
3) Clear communication and escalation paths
If the vision and success metrics are clear and the team understands them, how could a project be in trouble? Without clear communication and escalation paths a project can fall apart. I've been on projects where folks are "punished" for giving the bad news. That is exactly what you want your team to come tell you- what is going wrong? It is your job to coach them through the tough spots and remove road blocks so they can get their job done. If they don't understand how to escalate problems- you've just created a problem- a big one!
Communication is such an overused buzz word and an under-utilized reality. Think of how many projects you have been a part of. Has the communication between teams been good or strained? Does the right hand know what the left hand is doing? Clear, concise, actionable communication is imperative for the success of a project.
4) Celebrate Successes: This is important with all projects, but it is crucial with troubled projects. The team likely feels beaten down and unmotivated. Tell the team that them successes will be celebrated and then do it- big or small, successes should be acknowledged and celebrated Let the team feel the success- they will work harder and smarter. They need to know that what they are doing matters!
The question often asked at this point goes back to those "hard project basics"... what about the inter-dependencies, what about the contingency plans, what about the Gant charts? When managing a project it is your job to ensure all of these tools are in place- these tools are the foundation of managing a project. When truly leading and turning a project around, you need to call on the "softer project skills"... in the end, they are "harder" to do and make the difference between mediocrity and excellence.
Wednesday, August 26, 2009
3 steps for any successful strategic implementation!
Question: What are the steps for successful strategic implementation?
Answer? It depends on the program or project, but these are the first 3 steps that will make you successful in any implementation.
1) Is there a clear vision and goals? Do the stakeholders agree and can you clearly articulate this to the organization? If the answer is no, DON'T move forward with the project until this is clearly defined. It is imperative that the team understand the bigger vision and goals.
2) What are the success metrics? If the stakeholders can't articulate or agree on the success metrics, DON'T move forward with the project until there are success metrics. What is the strategy going to measured against? How will you know if it is successful? The team implementing the strategy needs to understand what the measures are to ensure they execute the project strategically.
3) Have you communicated to the team?: Clear vision and goals along with agreed upon success metrics give your team a compass to travel by. Ensuring that the vision, goals and success metrics stay front and center is your job as a leader. Be sure the vision and success metrics are on every document that is shared and that you start every meeting with this same information. Focusing on these will give your team a critical tool they need to determine the "right path". If something they are working on will not meet the vision, goals or success metrics, they know to question their path.
I know this seems simplistic, but it works!
Answer? It depends on the program or project, but these are the first 3 steps that will make you successful in any implementation.
1) Is there a clear vision and goals? Do the stakeholders agree and can you clearly articulate this to the organization? If the answer is no, DON'T move forward with the project until this is clearly defined. It is imperative that the team understand the bigger vision and goals.
2) What are the success metrics? If the stakeholders can't articulate or agree on the success metrics, DON'T move forward with the project until there are success metrics. What is the strategy going to measured against? How will you know if it is successful? The team implementing the strategy needs to understand what the measures are to ensure they execute the project strategically.
3) Have you communicated to the team?: Clear vision and goals along with agreed upon success metrics give your team a compass to travel by. Ensuring that the vision, goals and success metrics stay front and center is your job as a leader. Be sure the vision and success metrics are on every document that is shared and that you start every meeting with this same information. Focusing on these will give your team a critical tool they need to determine the "right path". If something they are working on will not meet the vision, goals or success metrics, they know to question their path.
I know this seems simplistic, but it works!
Thursday, August 6, 2009
Execution- The Discipline of Getting Things Done
This book is an excellent reference tool for strategic implementation.
The link is a 1 page summary of the book for those of you who want the cliff notes!
In defining execution Larry Bossidy and Ram Charan hit the nail on the head when they say "7. The way to link the three core processes of any business- the people process, the strategy and the operating plan- together to get things done on time."
Successful businesses realize the importance of strategic execution- not for the sake of following a process to get something done, but to bring business strategies to reality through your team.
Be clear in your strategies- communicate consistently
Foster a culture of honesty, collaboration, results and success
Empower your team to execute the business strategies
Celebrate success
These are the keys to bringing business strategies to reality through your team.
The link is a 1 page summary of the book for those of you who want the cliff notes!
In defining execution Larry Bossidy and Ram Charan hit the nail on the head when they say "7. The way to link the three core processes of any business- the people process, the strategy and the operating plan- together to get things done on time."
Successful businesses realize the importance of strategic execution- not for the sake of following a process to get something done, but to bring business strategies to reality through your team.
Be clear in your strategies- communicate consistently
Foster a culture of honesty, collaboration, results and success
Empower your team to execute the business strategies
Celebrate success
These are the keys to bringing business strategies to reality through your team.
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