Three Ps April 8, 2009
Posted by Chuck Musciano in Leadership.Tags: Communication, Management Skills, Reports
5 comments
A big part of anyone’s job is absorbing information. As leaders a lot of our crucial information comes from our team as they update us on the issues of the day. I strongly believe that this flow of information must be accurate, timely, and succinct.
I worry that people spend too much time preparing and rehearsing what they are going to say when prompted for some sort of report. I have sat in many meetings where people have produced beautiful PowerPoint decks or elaborate Word documents that summarize their work. These things reflect a lot of effort, and it is clear that people put a lot of time into getting them done.
I appreciate that hard work and the desire to deliver a solid result, but I worry that a lot of that time is better spent on something else. How do we coach people to deliver information without a lot of fanfare or flourish? Ultimately, while I appreciate the packaging, I really want the content.
Long ago, I was taught how to present results using the Three Ps: Progress, Problems, and Plans. Almost any activity can be divided into these three areas, and it makes for a good way to discuss any issue.
Begin by reviewing your progress. What has been accomplished since we last met on this topic? What action items were previously promised and have since been resolved? Even if nothing has been done, note that as well and move on. This part should be fairly brief, since the goal is to acknowledge progress, not shower accolades. (You need to do that, but not in this setting.)
Turn to your problems. This is really the meat of the discussion. A problem is anything you cannot resolve yourself. (It you could resolve it yourself, it should have shown up in the Progress section.) As I’ve noted previously, for each problem you present, be prepared to offer a potential solution. Drive the discussion to develop an approach for each problem as needed.
Finish with your plans. What will you be doing next? What accomplishments and actions should be expected when you next meet on this topic? Depending on the solutions to your problems, your plans may change dramatically as the discussion evolves.
I like this approach because it brings consistency to any conversation. Although one or more sections may be empty at some point in time, it helps to formally acknowledge that and move on. Often, these kinds of conversations get bogged down in just one section. I’ve seen people go on and on about progress to avoid problems, or focus on plans without reviewing what has been accomplished. With this simple agenda as a framework, you can stay on track and make sure that everything that needs to be covered is addressed.
Have you tried this approach? Do you have a different structure that yields good results? I’d love to hear about it!
My Mentor: Dr. Evil April 6, 2009
Posted by Chuck Musciano in Leadership.Tags: Leadership, Management Skills, Mentor, Relationships
2 comments
It is often said that if you want to succeed in any position, find a mentor that will provide crucial advice and valuable feedback. Choose wisely, and you get a significant advantage in finding success, no matter what your goal.
As leaders we need to find mentors. Learning by example makes sense for leaders, so it helps to find leaders we admire. My top choice for a leader that offers tremendous learning opportunities: Dr. Evil.
You may snicker, but the arch-nemesis from the trilogy of Austin Powers movies is a textbook case study for all leaders. Consider:
- Dr. Evil has a strong second in command. His lieutenant, Number Two, quietly provides advice and guidance when needed. He also keeps things running in Dr. Evil’s absence, keeping the Evil franchise successful even when Dr. Evil is cryogenically frozen for decades. The lesson? Every leader needs trusted team members to ensure that the day-to-day tactical work gets done.
- Unfortunately, Number Two is so effective he winds up making more money through legitimate enterprises than Dr. Evil ever would through evil, their core business. As you would expect, this kind of deviation from the strategic plan angers Dr. Evil. The lesson? Stay true to your vision, and don’t be distracted by lesser achievements.
- Dr. Evil thinks big. He has huge plans to rule the world, and repeatedly sets in place grandiose schemes to accomplish his goal. Unfortunately, he often does a poor job of conveying his vision to his minions, yielding mixed results and some level of disrespect from his team. His lack of direct knowledge of market conditions as it relates to appropriate world ransom amounts is a continual frustration. The lesson? Develop a clear vision and communicate it effectively and repeatedly. Ensure your vision is aligned with external events as they develop and change over time.
- Even with a clear vision, leaders must sometimes compromise. Dr. Evil is no exception. Although his plan to destroy Austin Powers using sharks with “lasers” affixed to their heads is stymied by the sharks being considered an endangered species, Dr. Evil is willing to settle for intemperate mutant sea bass. The results should be the same, although with less dramatic flair. The lesson? Know when to compromise so that your ultimate goal is still achieved.
- Dr. Evil has a difficult relationship with his teenage son, Scott. Dr. Evil’s lifelong dedication to world domination has left little time for effective parenting, and it shows in his day-to-day interaction with Scott. The lesson? Although good leaders put in long hours to be successful, always make time for your family. As rewarding as our jobs may be, the joys of family are priceless.
- Dr. Evil knows that great success only comes with tremendous willpower and perseverance. He never gives up, no matter what the setback. In spite of demoralizing events early in his life and later failure at the hands of Austin Powers, Dr. Evil stays focused on the evil tasks at hand. Often, he is the only one who believes that he will succeed, keeping his head when those around him are losing theirs. The lesson? Never give up, and provide a calming influence to those around you during tough times.
- As befitting a villain of his stature, Dr. Evil has a series of enviable lairs, including a volcano, a moon base, and a submarine shaped like himself. While most leaders today do not enjoy such swank surroundings, we can still create an environment that suits our needs. The lesson? Create a work space that enhances your vision and supports your team, allowing them to be more successful.
Tongue in cheek? A little. Valuable lessons? You bet. When you are confronted with your next leadership challenge, ask yourself, “What would Dr. Evil do?” The answer may be more useful than you think.
Big Stretches April 1, 2009
Posted by Chuck Musciano in Leadership.Tags: Best Of 2009, Leadership, Management Skills, Mentor
2 comments
Early in my management career, I ran the Unix portion of a large corporate data center. There were close to one hundred people there, managing all the things you need to run a big, multi-vendor environment. It was fun, challenging, and educational, in more ways than I expected.
It came to pass that one of the senior managers had a new opportunity and would be moving on to a different part of the company. As was the tradition, there was a send-off event at work, which was always structured as a roast of the honoree. I had never been to one before, as I was still relatively new to the group.
Imagine my surprise when the Director of Operations pulled me aside and told me that I would be one of the speakers! I was expected to get up and speak for three or four minutes, telling jokes and entertaining the crowd. Refusing was not an option, so I started putting together a routine of sorts.
People who know me know that I can speak to large groups at the drop of a hat. I’ll get up and speak even if you don’t have a hat. For me, “staff meeting” is just corporate-speak for “captive audience.” However, “speaking” and “entertaining” are two very different concepts. I enjoy the former; the latter is in the ear of the listener. Coupled with being the new kid on the block, this seemed to be an overwhelming challenge. In short, I was terrified.
But I did it. I got up, started talking, and they actually laughed! No one was more surprised than I was. And the benefits of the experience extended beyond overcoming extreme stage fright. I became accepted into the group, developed more relationships, and became a more effective employee.
Later, I asked my director why he asked me to speak. After all, he didn’t know me very well, and he was taking a bit of a risk. He told me he thought I could step up to the challenge and that I would do a good job.
For me, it was a big stretch that had a big payoff. Because my boss had faith in me, I showed I could succeed in a difficult assignment. That success translated into other opportunities that helped me and the organization.
When is the last time you gave one of your people such a stretch opportunity? When did you roll the dice and let someone really go beyond their comfort zone? This is incredibly hard to do. A few posts back, I talked about letting people solve their own problems; that is hard enough for some leaders. Now we’re talking about letting people take on big, public challenges with a high-risk/high-reward payoff.
Can you do it? Do you have people ready for that challenge? Are you mature enough as a leader to let them try and support them if they fail? It’s a test of their mettle to see if they can hit that stretch goal; it’s a test of your leadership skills to make it possible.
A Greatly Needed Void March 25, 2009
Posted by Chuck Musciano in Leadership.Tags: Leadership, Management Skills
add a comment
Many years ago, an email circulated with clever lines from back-handed letters of “recommendation.” One brought a smile to my face and has stuck with me to this day:
He fills a greatly needed void.
What a perfect description of the deadwood in your organization!
Leaders often spend a lot of time worrying about the thin spots in their teams. These days, especially, we are all stretched thin and trying to keep things running with reduced staffs and resources. Without a deep bench, the loss of one or two key people could really be a problem for us. As a result, we focus on filling voids: plugging people into open positions to make sure that everything is covered. Those voids represent risk and exposure, and its our job to reduce both.
Perhaps we should spend a little more time looking to create some voids. While eliminating people is unpleasant and painful, our teams always benefit from a little housecleaning. Not only do you eliminate people that were not contributing, you improve the morale of those who were.
When people see that an organization will tolerate poor performance, they are less inclined to contribute. After all, if you can stay employed with less effort, why try harder? When you demonstrate that poor performance will not be tolerated, some borderline employees will get the message and pick up their pace a bit. Good employees will continue to work hard, knowing that good performance is expected and rewarded.
When did you last go looking for greatly needed voids in your organization? When did you last honestly assess each person in terms of their contribution, commitment, and character? Is a person harming your organization by squandering the privilege of working there? Is a person pulling others down to their level? Answer these questions honestly, and you’ll find a few needed voids.
Don’t overlook the most important void: are you filling one? Could you be perceived as lacking in contribution, commitment, or character? Are you able to objectively figure that out? I guarantee that the voids you seek in your team have no idea that they are in that position. Don’t be similarly blind.
Here’s hoping you’ll have the discernment to find the greatly needed voids in your organization and the courage to create them. And may you never find yourself filling a greatly needed void.
The Effective CIO 