Going Up?

Photo of elevator buttons
Photo copyright ©2017 Tim Gard. Used with permission.

I recently entered an elevator after making a mad dash to catch it before the doors closed. When I got in, one of the people already inside said, “Good thing you caught it. This elevator is really slow.”

As we stood waiting for it to start moving, I was beginning to agree with her. Then we all realized nobody had pressed a button. No wonder it was slow.

Is your career suffering from this same thing? You’re there, in the elevator, briefcase in hand, dressed for work, but it’s not moving.

Did you remember to press the button?

Too obscure? Allow me to be blatantly obvious in the analogy.

Are you wondering why you haven’t received the promotion you are hoping for? Are you wondering why you never seem to get assigned to the fun projects?

Have you tried pushing the button?

If you are hoping for a promotion, does anyone know? Have you had clear conversations with your boss about your desire for upward career mobility? Have you applied for openings in other departments? Have you asked what steps you can take to prepare yourself for the next opportunity?

If you are wondering why you never seem to get assigned to the projects you’d most like, have you given your boss an indication of your real interests? Have you had a conversation with your boss, in a non-whining manner, where you express, “You know, I would have enjoyed working on that project. When another one like that comes along, is there something I should do to be considered for it?”

Read those last two sentences again carefully. Together, they provide your boss with a clear indication of what you desire while assigning responsibility for making it happen squarely on you.

It’s up to you to make your intentions known. It’s up to you to make sure you are qualified for what you seek. It’s up to you to press the button.

 

Difficult People

Picture of Gus - the Office Curmudgeon
Gus – The Office Curmudgeon

Who is your office curmudgeon?

The most frequent questions I get when presenting leadership programs to corporate audiences are about dealing with difficult people. This is one of my favorite topics. Why? Because often your difficult people are the best people to have on the team.

Every team is going to have at least one challenging person. (Note: If you can’t identify the difficult person, it just might be you.)

Here’s my 2 question guide for dealing with difficult people.

Question #1 – Are they worth it?

If you strip away all of the personality quirks and interpersonal challenges, is this person good at their job? Are they otherwise making a solid contribution to the team?

If the answer is “No,” then we’re done here. You know what needs to be done and you don’t need me to tell you what that is. Go do it now.

If the answer is “Yes,” congratulations. Keep reading.

Question #2 – Is the difficulty internal or external to the team?

External – I call this one the rock star. In true rock star fashion, this person is excellent at their instrument. They may or may not be the lead singer. They might be the drummer who is never seen, but the underlying beat and rhythm they lay down is unmistakable. The true rock star is highly respected by the team for their knowledge and skills. Others turn to them for advice and guidance. These are fantastic people to have on your team. In the corporate world they are often called “guru” or “SME” (Subject Matter Expert).

I love rock stars. Gus, one of the characters in my act (pictured above), is patterned heavily after rock stars I’ve had on my teams. My top two methods of handling these rock stars:

a) Work with them to develop better interpersonal skills outside the team. Good luck with this. I hope you have more success with this approach than I ever did. Be patient, persistent and extremely clear in your conversations.

b) Never send them out into the world alone. If you know that interaction with others outside your group is going to be necessary, send someone else along with your SME to act as the buffer and outward interface. I’ve had repeated success with method and it is therefore my favorite. Be clear to both the SME and the person playing buffer what you are doing, why, and their specific roles. Your rock star with rough edges knows the deal. They’ll thank you for providing them a way to do their job.

Internal – I call this one the diva. The diva is also highly skilled in their job. But, they are different from the rock star in that they see the team as a supporting structure for them, personally. They insist on being in the spotlight. They often grab for the more interesting projects, thinking that since they are “the best” on the team, they should have first dibs on new projects coming into the group. They think hoarding their knowledge is a good way to ensure job security.

Outside of the team, most people do not see this behind the scenes drama playing out. All they know is this person is good at their job, asking “Can’t they be the one I work with all the time?”

I struggle with divas. Here’s the best I can suggest:

a) Work with them to adjust their behavior. Be extremely clear about how their behavior is negatively impacting the team and by extension the organization. Encourage them to become a leader within the team. Help them understand what that means – it’s not a title, it’s a behavior. Good luck.

b) Redefine job duties. If you can find a way to redefine roles and responsibilities so that this person’s natural inclination toward the spotlight can be used to benefit the team and/or the organization as a whole, do it. Sometimes this means transferring this highly skilled person to another department. It can be difficult. But, if done right, it can be a fantastic move for all.

Good luck with your difficult people. They are worth it.

 

Do you trust your co-workers this much?

Amazon is building two large data centers in my neighborhood. That means they need power. Lots of power. And redundancy.

Each of the two data centers has a new power substation. The next phase is installing redundant power feeds to these substations.

For the last couple months they have been running new power lines along the large transmission towers that feed the new substations. Have you ever wondered how they do that? I happened to capture a bit of it from my phone in this video:

(If the video isn’t in your view, here’s the direct link: https://youtu.be/08idUIjEkN4)

As I watched these people working, it occurred to me how much trust there must be between the individuals on this crew. The obvious one is the guy (we’re just going to go with “guy” here) hanging in the harness. Clearly he has to have an enormous amount of trust in the helicopter pilot. A friend tells me the line on the other side of this tower are live, at 138,000 Volts. Ouch!

The less obvious trust factor is on the pilot’s part. Let’s face it, if that guy hanging in the harness gets tangled, the pilot is in just as much trouble.

Do you have that level of trust with your co-workers?

While this level of immediate self-destruction might not result if either you or your co-worker fails at their job, there is still a need for trust. There is still a level of dependency. At the most base level, each of you is depending on the organization for which you work to be financially viable so that your paychecks can continue. That relies on the overall success of the organization, which in turn relies on each individual doing their job.

Do you trust your co-workers? Do they trust you? For better or worse, you are in this together.

 

Doing the Hokey Pokey

You put your left hand in, you put your left hand out, you put your left hand in, and you shake it all about…

Do you know the song? I’m sure you do. Sorry if it is now stuck in your head.

What does that have to do with making work fun? Everything.

It is coming up on 4 years since I left the comforts of the corner office to pursue this dream of being a full-time corporate entertainer and speaker. But, it is only a bit over a month since I closed the last door on my former world of being an IT guy.

Soon after leaving the full-time IT executive job, I signed on with an IT services company as a consultant, doing odd projects as they fit my schedule and interest. It was very sporadic. The projects were few and far between. But, it kept me connected to the old world. Why? I guess I was keeping a toe in the waters. You might call it a plan B. You know, if this puppet thing doesn’t work out, I can always go back.

What it did, though, was provide excuses. It allowed me to hold back in pursuing some gigs when I really needed to be aggressive to win them. It allowed me to say to myself, “Oh, it doesn’t matter that you don’t have any gigs next month. You can just go fill in with some IT stuff.”

Then when I would get calls for IT projects, I found myself being annoyed. I didn’t really want to do that work. The joy in that work is no longer there for me. And every time I was out on one of those jobs, I would be thinking about all of the opportunities I was missing by not being able to return that phone call immediately, or polish that new joke I had been working on.

So, I finally pulled the plug, closed the door, moved on. Pick your own metaphor. Whatever you call it, I quit the IT consulting job. There is no more safety net.

Darren LaCroix tells a story of getting started in the speaking business, making reference to an old job he clung to for security. He says a friend told him, “That’s not a safety net. It’s a drag net.” There is so much truth to that statement.  (Side note: Darren produces some of the best speaker training programs available.)

What are you clinging to from your past? What pond are you still dipping a toe into for some sense of security? Where are you simply being stubborn about letting go?

If you really, truly want to achieve your goals, you have to be committed. You have to be all in.

Stop putting only a left hand, or a right foot in your pursuit of your dreams. Get to the end of the song. Put your whole self in and shake it all about.

 

Cherry Blossoms

Photo of Cherry Blossom Festival

It’s Cherry Blossom season. And that got me thinking about one of my old bosses.

For the first half of my career, I  was a software engineer. At one point, the team I was on had grown to where we needed to divide. There were too many of us for a single manager. One of my peers became my manager.

I have always made it a point to learn from the mistakes of others. I learned a lot from this guy. He made many of what I now understand to be classic first-time manager mistakes. (Side note: To all of you who had the misfortune of living through MY mistakes as a first-time manager, please accept my apologies, many years too late.)

One of the biggest mistakes this particular manager made was cherry picking the projects he wanted to work on, and then divvying out what was left to the rest of us.

cherry-pick
verb
1. (transitive) to choose or take the best or most profitable of (a number of things), esp for one's own benefit or gain

Up until this point, we had been equals, with a pretty fair distribution of fun and exciting projects between us. To go from that to picking up the leftovers was not fun at all.

Are you a “working manager?” Do you still do much of the same work as those on your team? Beware of cherry picking your projects.

Instead, seek to nurture your staff. Provide them challenges so they can blossom.

Hiring is Easy

Photo of Easter Egg race
Photo copyright ©2004 David J Crone. All rights reserved.

Have you seen or heard the ads for Zip Recruiter? They are running a major campaign in my area, with a steady stream of plays on both radio and TV.

Their message is clear: Hiring is hard. You have more important things to do. We make it easier and save you time.

I hate these ads. They perpetuate the belief that hiring is hard (it’s not). They reinforce a belief among so many hiring managers that they have more important things to do than spend it hiring (they don’t).

Hiring is not hard. But, it does require time, energy and effort.

Hiring is important. If you have a position on your staff that truly needs to be filled, then there is no more important task than devoting the time to finding the right person for the job. If you don’t find this to be one of your highest priority items, then you are saying by your actions that filling the position is not that important.

One of my former places of employment had a system for hiring that I came to appreciate. It was similar to the airline model of overselling seats on a plane. There would be a limited number of positions that could be filled, but they would allow more than that number of openings to be posted. It created somewhat of a race to fill your posted positions. It forced you as hiring manager to devote time and energy to the process. If you didn’t act quickly, your posted position could be shut out by someone else hiring faster.

While there were people who complained about this, it did enforce a truism: those departments that had real need to fill the posted positions found a way to devote the time and energy to make it happen. Those departments that dragged their feet and managed to continue to do their jobs as-is, demonstrated that they could get by just fine without filling that position.

When my kids were young, we took them to a local park for the annual Easter Egg hunt. It was more of a race than a hunt. Scattered around a field were plastic eggs filled with candy. The kids would line up on the edges of the field with baskets in hand, waiting. When the horn blew, the mad dash was on. Each kid went running onto the field to grab as many eggs as they could. There were only so many eggs to go around.

Some kids got it. They knew they had to run and act quickly. They walked off the field with overflowing baskets. Other kids were a bit slower to catch on. They stood back, watching. They’d eventually head onto the field, stuck with picking up the few eggs left behind, overlooked by those who went first.

Hiring is like this. It is a race. There are only so many candidates out there. It is your job to rush onto the field, cull through the candidates quickly and select those who will be the best fit for your team. If you hold back, if you spend your time watching, or looking up in the sky at the clouds and the birds, you’ll be stuck with only what is left over.

I am sure that Zip Recruiter, Indeed and their competitors do make the job of hiring easier. I am sure they provide a valuable service. But, let’s not allow their message that you have more important things to do become our operating model. Rush the field. Fill your basket.

 

Clean Your Plate

Sign: Clean Plate Required For Second Serving
Copyright ©2017 David J Crone. All rights reserved.

I can’t remember the last time I was bored. There is never a shortage of projects going on at any given time. As a home owner, family guy and self-employed business owner, there is always something new coming up – from mundane maintenance projects to exciting new business ventures.

How long is your to-do list? We are constantly adding more to it. Sometimes this is by choice. Other times it is like having dinner at your friend’s house with the Italian mother who keeps heaping more onto your plate without asking. You don’t dare refuse.

The problem is, each new project takes away time from completing what is already in the works.

Wouldn’t it be nice if we could complete one project before we start in on the next one?

I will admit that sometimes I take on a new project specifically as a way to procrastinate the next step on a current endeavor. This next step is going to be hard. I don’t know how to do it. Or, any other selection from a long list of excuses.

Perhaps you can relate.

Have you ever been to a potluck dinner?  What is your strategy? Mine is to plan on two trips. The first trip is to grab a small sample of as many different things as possible. Then the second trip is to get more of the one or two things I most enjoyed. The trick is that when you go back for that second trip, you have to enter the line with a clean plate – either because you finished what was on it, or because you tossed the undesirable items in the trash.

Lately I have been applying this strategy to my to-do list. Each week I start with a fresh, blank to-do list – a clean plate. As I plan out the week, some items from the week before get added to the new list. But, many items that seemed so important last week don’t. By starting with a blank list each week, it forces me to reconsider which items are the most important.

Clean your plate.

 

 

Closed Door Policy

Welcome Mat

I’m sure you’ve heard this before, “Drop by any time. I have an open door policy.” I’ve even seen an executive suite designed with no doors on the offices to enforce the concept.

This is all well and good. But, I disagree. Strongly.

I believe in having a closed door policy.

Don’t get me wrong. I encourage people to drop by and talk about anything that might be on their mind. I welcome the conversation. Even if all you want to do is complain. Even if the person you need to complain about is me. Even if what you need to complain about is the person whose cubicle is right outside my office.

You see where this is going? Seems obvious, doesn’t it?

How can someone feel comfortable sharing with you their deepest issues and concerns if they are concerned others can overhear the conversation? Especially if the issue at hand is sitting right outside the office; or is best friends with the person sitting there. You get the picture.

It’s not always an issue of complaining. Sometimes the conversation is extremely private in nature. They might be having a crisis in their personal life. Some conversations are difficult to start in the best of circumstances, and nearly impossible to begin without a sense of privacy.

So, the first step is to create an environment of privacy. Close the door.

Here’s something I learned from raising kids. Let them vent. Let them scream. Let them express their frustrations. Then pause. … Wait a beat. … Breathe. … And then … Ask them, “What would you like me to do about that?”

Not in a sarcastic voice. An honest, caring, empathetic way.

It is amazing how many times an employee, a staff member, a coworker has come into my office and simply needed to vent. No action was necessary on my part – other than to hear them. Allowing them to vent, to blow off the steam that had built up to the point where they came marching (sometimes storming) into my office was all they needed. It totally defused the situation. They were then able to go about their day. Other times, there were things they would ask of me. But, they could only ask in confidence.

To facilitate that level of open conversation we must make it safe to say whatever needs to be said. And a simple way to do that is by closing the door.

My policy is simple. Come in. Close the door. Say anything you need to say. What is said there stays there. The only thing that leaves is the action (if any) that is needed to address the issue.

Give it a shot. Create your own closed door policy. Encourage people to come in, close the door, say what they need to say. Then, when the door opens, walk out with a fresh perspective.

 

Did I say that?

PeterMargaritis_DavidCrone_ImprovisNoJoke_Episode37
Click image for the podcast

Have you ever had someone say, “I remember when you said…” and you think, “Did I say that?” Obviously, it’s a lot more fun when the next thought is, “Hey, that was pretty good,” rather than, “Gee, that was dumb.” I’ve certainly had my fair share of the latter. Fortunately, I’ve also had a fair share of the former.

One of those happened recently after being interviewed for a Podcast. It was several months between the interview and when the Podcast was released. As I read the preview text describing the conversation, I was struck with, “I said that? Wow. That’s good.”

It would be nice to think that we are full of wisdom and that this wisdom would flow freely. The reality is that each of us have bits of wisdom, based on our personal experiences, locked away in our brains. For most of us, it just sits there, untapped, until something triggers the lock.

How do you trigger the lock? What techniques do you employ to unlock the nuggets of wisdom in your own mind? And what techniques do you employ to unlock the secrets of others?

For me, the most consistent method is conversation. Real conversation. Not surface level. Courageous, probing conversation. The more probing the conversation, the deeper we go in the search for hidden nuggets. I need someone to ask questions, start down a path, see where it leads, take turns along the way, pull me back to the topic at hand from time to time, and push for deeper thoughts. It is also important that the person doing the probing maintain a positive, encouraging tone.

I’ve had the pleasure of being interviewed for a number of podcasts. Each time, the interviewer managed to extract nuggets that I had never put into words before. These thoughts, being core to my belief system, seemed obvious to me. The interviewer, though, made it clear that this was a new insight, at least to them.

Each of us builds up our core beliefs over time. Because they form so slowly, we take them for granted. Rarely do we have the opportunity to put these core beliefs into words. When we do, the results are enlightening, for ourselves as well as those to whom we are speaking.

When is the last time you had an in-depth, probing conversation with your boss (or their boss)? What nuggets of wisdom are lying there, dormant, waiting to be extracted by means of asking the right questions? What about your staff? How often to do you assist your best people to express the fundamental beliefs that make them the strong players that they are? And, finally, what nuggets of wisdom are there in your own brain, hiding, waiting to be shared with others?

Probe. Dig deeper. Find the nuggets. Share them with others.

 

I’m So Glad We Had This Time Together

Carol Burnett and Tim Conway

How do you respond when someone leaves your team?

Let’s assume this was a person you thoroughly enjoyed having on your team. You’re going to miss them.

Do you wish them well and celebrate your time together? Do you try anything and everything to get them to stay? Is your response different based on whether they are moving to another area within your company, or leaving the company altogether?

In the iconic TV show, “The Carol Burnett Show”, every episode ended with Carol singing, “I’m so glad we had this time together…”

To me, that is the best possible response.

I’ve done my fair share of moving on, and experienced a wide variety of responses when having that initial conversation with my boss. Some of these responses include:

  1. “I’m jealous.”
  2. “Two weeks? I’m disappointed. I would have expected at least 6 months notice from you.”
  3. “Congratulations. Let me know how I can help you in your new role.”
  4. “If I can get you a raise, would you stay?”
  5. “I’ll only let you leave if you let us take you out for dinner and celebrate the time you’ve been here.”

It’s so easy to take it personally when someone leaves our team. Sometimes this is built into the company culture. Retaining employees is often used as a measure of a manager’s success. I’ve never subscribed to this philosophy.

Sure, if you are experiencing mass exodus of your star players, you should be doing some introspection. That’s not what I am talking about here. I am referring to those people who are leaving for new opportunities, new challenges, or new geographic locations that address their individual needs and career path.

My goal as a manager has always been to provide as many opportunities for growth as possible, with the full realization that someday the individual may outgrow the opportunities available on that team. To me, there is nothing as satisfying as watching those I’ve mentored outgrow the place where we started. I love following the careers of people on LinkedIn as they continue in their journey.

Next time someone turns in their notice, throw a party. Celebrate. Be thankful for the time you had together. Then get to work helping someone new step up to the challenge of filling the vacancy. Everybody wins.