KGWorks

Publication 13, Issue 1

 It’s the end of January and it feels as though we’re being bombarded with chatter from the radio DJ to the blogger about New Year’s Resolutions gone haywire!   Seriously….give me a break!  It’s the beginning of a new year (still), and many of us have made commitments to “start fresh” in an aspect of our life.  But change-whether it’s a good change that we are choosing to make, or one that we didn’t expect-is hard!  Depending on our Playground Personality©, we might fear change, resist it, or embrace it.  Understanding how your Playground Personality relates to change helps you develop strategies to master it.

For me, an Organizer, it was easy to write down two or three things I want to do differently.  The tricky part-the part where most of us get hung up-is the how. Implementing change in our professional lives is just as difficult as conquering change in our personal lives.  And as managers, we have to consider how each member of our team reacts when change is on the horizon.  Here’s how the Playground Personalities respond to change:

• The Peacemaker – who wants everything to go smoothly, might be fearful of how the change will impact him or her personally, as well as the people on the team.

• The Organizer – who’s comfortable with processes and structure, can resist change, seeing it as disruptive to the routine.

• The Revolutionary – is pretty resilient and a bit anti-establishment, so after some token resistance probably won’t care much about the new way (anymore than he or she cared about the old way!).

• The Steamroller – will usually embrace change, so long as he or she thinks it was his or her idea that caused it to happen!

If you’re charged with making changes at work, consider a few tips:

1. Understand your own Playground Personality and how you are responding to changes ahead.  If you can’t sell them to your team, they won’t buy-in, either.  They’ll see right through you!
2. Know the Playground Personalities of your team.  Once you’ve got yourself on solid ground, figure out how to tap into the motivation or interests of the people who work for you.  If they have some investment in making change work, you have a better chance of success.

• Peacemakers want the work to go well, but need reassurance before you can rely on this Playground Personality’s natural collaborative style.

• Organizers are the team member you can task with leading the work to incorporate changes in systems and procedures.   This is what the Organizer does best!

• Revolutionaries hate routine, so flexibility is their middle name!  They aren’t your go-to people when you need data or detail, so tap into their playful side to keep them happy and moving in the right direction!

• Steamrollers, creative and philosophical, can be a real asset here.  They enjoy a little stirring of the pot, particularly if they believe that their ideas were part of the new mix!

One last tip:  Same goes for your New Year’s Resolutions, if the changes you are seeking are more than tweaks or adjustments, consider how you will install them, so they stick!

Happy New Year!!

Publication 12, Issue 10

So, in business, what can we learn from the Celebrity Coaches?

I’m not a “reality show” fan, but I love The Voice!  It combines my two favorite things – music and coaching!  One of my friends told me to watch it a few seasons ago, and I’m totally hooked!  It’s a different kind of reality show – there’s not a lot of drama… celebrity coaches sort through contestants (actually, they call them artists), build “high performing” teams, mentor and coach the artists to find their “niche” and be the best they can be – all while having a healthy dose of competition and fun!  Sound familiar?

So how is The Voice like organizations?  In my opinion, work is like a “reality show” of sorts – it has drama, a sequence, suspense and lots of action!  Work is full of actors and actresses – some pull it off and others struggle…some make it through the “blind auditions” and others go home.

What interests me most about the show is that the coaches “coach” from their own experiences and they work with the artists to pass along what they know – it’s not about judging folks, making them feel inadequate or incompetent – it’s all in the spirit of watching the artists grow and develop from their experiences.  The artists, in turn, morph into their own careers, are willing to stretch themselves and really appreciate the feedback!

Of course, I couldn’t help myself, I had to identify the coaches’ Playground Personalities© – it’s a complex team.  And, if you really spend the time observing behavior and listening to the words they use to motivate the artists into action – it’s easy to figure out “who’s who!”  Here’s my take:

Carson Daly, Organizer – is the master of ceremonies and keeps the show moving; he always reminds the coaches that they have 20 or 30 seconds to comment.

Adam Levine – Steamroller – calls himself “stupid” – actually makes a lot of references to the word “stupid” – remember it’s all about “competence” for the Steamroller.

Cee-lo Green – Revolutionary – check out his wardrobe – there’s a “shock value” there!

Christina Aguilera – Organizer – she’s always writing notes and checking her notepad!

Blake Shelton – Revolutionary – he never misses an opportunity to act goofy or say what’s on his mind; and what’s in his drink, anyway?

But here’s an interesting observation, they all are Peacemakers too – they are always acknowledging, validating and encouraging the artists and offering positive feedback before the constructive feedback. They are willing to share their life- lessons as a celebrity artist, they connect with people and show respect.

Here’s what managers can learn from the celebrity coaches.  It’s about:

• responding to people by acknowledging and validating their work
• watching people grow and develop – not about the “gotcha’s”
• having fun
• mastering a skill/trade and being the best you can be

Here are more of The Voice crossover management tips: validate the experiences of your staff, be passionate about your work, provide constructive and actionable feedback and become a “fan” of your team.  Try some of these tips and let me know how they work for you!

Oh, and by the way, check out the show too – it’s getting more exciting!

Happy Holidays!

Publication 12, Issue 9

When my clients ask me to consult on a problem, I look for four basic things. I call them The Four Sides of Problem Solving, The Corporate Nanny™ style and they tap into all of the Playground Personalities©, but, of course!  Here they are:

1. Who’s involved? (Peacemaker)
2. What’s working or not working? (Organizer)
3. What’s getting in the way of progress? (Revolutionary)
4. How does the organization want it to work? (Steamroller)

These four questions ground my thinking and help me put together a team of folks to look at all sides of the issue so the senior staff can decide on the best way to approach and solve the problem – sound easy?  It is!  The trick here is knowing which Playground Personality© is good at answering which question, including all of them and staying out of the way!

Organizations get stuck in problem solving activities because they only focus on the people and/or the process (their checklists), and forget to address Questions 3 & 4. Or they could start working on a solution, and not know how it might impact the people or not have the right information, forgetting to address Questions 1 & 2. These are the exact right questions, so why don’t organizations include everyone in problem solving? When I ask, here’s what I hear:

• “S/he is only concerned about the people.” (Peacemaker)
• “S/he gets in the weeds.” (Organizer)
• “S/he doesn’t sit still long enough for us to ask.” (Revolutionary)
• “S/he over-explains things and tells long stories.” (Steamroller)

To which my reply usually is “You need all of these staff members to solve the problem, even if they get to what you are looking for or trying to do in different ways!”

When organizations get in their own way, they over-think the problem and ask the question “Is it really a problem at all?” Or they think “It’s not that big of a deal” and create a solution from one side. Then you know what happens next, the solution doesn’t work, the problem gets put on the back burner and it rears its ugly head later on!

So, the next time you are solving an organizational problem, promise me two things, one, you’ll reset your thinking by turning the comments above into information you can use and two, you’ll stay out of the way!   Here’s how to be open to information from all four sides:

• be curious about the people, after all they do the work!
• get “in the weeds,” so you can figure out exactly which toggles need to be moved.
• be quick on your feet and not afraid to act, so you can try out a solution before going “live.”
• paint the big picture, so everyone knows what the end-game is!

Problem solving from one side without looking at the other three sides will never get you where you want to be!   Have the patience for the team to present solutions from all four sides – you’ll be amazed!

Happy Halloween!

Publication 12, Issue 8

Hope everyone had a wonderful and rejuvenating summer!  I did!  Now it’s football season, yes, all weekend I hear the roar of the fans on the TV – which, by the way, is blasting in the background while Larry and I are scurrying around the house working on “house stuff.”  I’m not a seasoned football fan, but I’m learning…and yes, I’m a NY Giants fan – and know it’s going to be a long season because they are 0-3 – see I’m starting to get this football stuff!

So what’s the connection between putting on your “game face” in football and at work?  As a football coach and in this case, one with an 0-3 standing, I’ve gotta believe that he feels pretty defeated, pressured to win and knows he has to do something different and do it fast!  But at a recent press conference, he looked confident and determined.  At work, managers feel the same way when the pressures and stressors heat up…an organization’s bottom line isn’t good, a new leader is joining the company or a product or service has received customer complaints.  So how can they respond?

Managers have a choice as to how they will communicate with their staff.  They can choose to take things personally, blame others or things for lack of performance, throw up their hands or not own the problems.  Just know that the staff will respond the same way back – and that usually never gets any team, anywhere!

Here are some strategies managers can use, immediately, to put on that “game face” in times of organizational adversity, uncertainty or change:

As Peacemakers, don’t beat yourselves up about something.  Instead, acknowledge and validate the talent on your team; recognize the dedication and commitment of the team members and focus on what people “can do” moving forward.

As Organizers, don’t get stuck “in the weeds!”  Spring into action by getting back to basics, back to the fundamentals; pick one or two things people can focus on and motivate them to put their noses to the grind stone and forge ahead!

As Revolutionaries, don’t jump up and down about something that isn’t working.  Rather, focus on getting things back on track, fast; stay upbeat and brainstorm ideas with the team to fix the situation and make the staff know that you’ve got their backs!

As Steamrollers, don’t over-think the issues!  Stick to the facts at hand; inspire the team by telling them you know how capable they are and talk about the things that make the team great in the first place!

Once you figure out how you’ll respond, think about the words that will motivate your staff to stay engaged too. Here’s a sample of a manager’s opening remarks to his/her team:

“Even though things around us might seem chaotic and unacceptable, everyone needs to know that we have a staff who is committed and dedicated; there are two things we need to focus on in the next 90 days; we need to move quickly and knowing that we have the top talent in the industry, we’ll make it through just fine!” (Of course, plug in the words that work for you and the situation you are in, you’ll get the idea!)

Good luck!

Publication 12, Issue 7

It’s the Summer…A Great Time to Practice

I received some feedback not that long ago that went like this, “Hey KathyG, you are hard-charging.” And, of course, like any feedback I get, I always ponder it, try and find the meaning in it and perhaps change it, if I want to. But this feedback was different, I didn’t have to do any of those things, I own it and I like it! But it still felt different, so I did some soul-searching and what came up for me is that, I know life is not a sprint, so why am I sprinting?

Everyone knows I come from the “concrete-jungle,” yes, I know what you guys say about New Yorkers, and it’s not all true! But what is true is the “hard-charging” aspect of the life there. Guess you can take the girl out of the city, but you can’t take the city out of the girl! So from the time I was a young professional, I’d wake up every day and hit the floor thinking of all the things I had to do, all the things I hadn’t done, all the things I should have done…you know the drill! So fast forward 25+ years later – I’m still waking up that way! Seriously? I’ve now concluded, it’s a startling way to start your day for sure! So how can I stop sprinting?

Over the past few weeks I’ve been practicing two new ways to rest my mind before I hit the floor and start my day. Don’t worry, I’m not getting all “Zen” on you. These strategies don’t take a lot of time to do – but you really have to practice – and what better time than to practice in the summer!

Two quick strategies to rest your mind:

1. Clear your head, before you get out of bed! Don’t think about anything! Most of our minds jump around from one topic to the next, especially in the mornings! So what does this feel like? Think about nothing for 60 seconds, sounds easy? It’s not! If you are saying “Whew, 60 seconds, that’s quick…try it – it feels like an hour, especially if you are hard-charging like I am – but it works and you’ll feel refreshed!
2. Be present! Have you driven to work and asked yourself, “How did I get here?” Scary thought – but many of us roll that way! It’s because we’re not present. So when you are in meetings, stick to the topic, don’t be thinking about your next meeting. And, if you are having lunch with someone, don’t be thinking of the 10 things you could be doing instead of having lunch! Try this: if you find yourself “not present” catch yourself, clear your mind (see how these two interact?), and continue with the topic at hand!

Many of us sprint, but how long can we sustain a sprint and at what cost?  Took me a while, but I figured it out…not long!  These simple strategies worked for me!  They really made a huge difference in my life – hope they work for you!

Commit to practicing these strategies and I promise they will make an impact on your life too!

Enjoy & Happy Summer!

Publication 12, Issue 6

Recognize your staff before they submit their resignation letter!

It wasn’t that long ago when a dear friend of mine, Todd, submitted his resignation to his long-time employer.  He had been courted by a competitor, and it felt good!  The competitor wanted him “for the value he could bring to the position and for his character and integrity in the industry.”

He was offered a great job (more money & bigger title – didn’t hurt) and he accepted it and told his new employer when he was able to start.  Todd struggled with telling his current employer that he was leaving; he really liked the firm and thought he was doing a good job, although his boss hadn’t said so in a while, so he felt it was time to move on.

Then something happened that he never thought would have happened…when he handed in his resignation, his boss sprang into action!  The next thing Todd knew, he was in his boss’ office, talking about future job opportunities, the value that he brought to the organization and how well-liked and appreciated he was to the team and the business!  Todd hadn’t received any of this feedback until he submitted his resignation!!!  You know where this is going…

Some people leave for money and/or a better opportunity – but most leave because they think or feel undervalued, underutilized, not appreciated or just plain “not recognized!”  Left up to their own devices, staff will make up the feedback if they haven’t received any and worse yet, they may be wrong!

I know it’s hard for managers to constantly “recognize” their staff for the job they do, but it’s super-important not to forget to do so.  Let’s face it, we all like to be recognized in some form or fashion.  For example, saying “appreciate your helping out,” “couldn’t have done it without you,” “you really know how to make things happen,” “you are an expert in your field, glad you are on the team!” goes a long way.  And how long does it take to say something like that?

Recognition means something different to each Playground Personality© – so, while it’s not easy to recognize everybody all the time, here are some ideas (in addition to the ones above) that you can implement today!

Peacemaker – acknowledge him/her personally and timely.  A simple “thank you” might be all you need to say!  Other ideas:  send a handwritten note or email, acknowledging him/her personally and saying that you appreciate his/her contributions to the organization, project, etc.

Organizer – acknowledge their work, upfront – a little different than the Peacemaker who likes to be acknowledged personally. Thank him/her for a job well done or a task that got accomplished in a short amount of time.

Revolutionary – celebrate the team wins; make it fun and don’t forget to participate with them!  Buy pizza for lunch, have an ice cream social, etc.  Bring the team together and “celebrate” with them – that’s what matters to the Revolutionary!

Steamroller – offer a memento, if the accomplishment is big!  Something that he/she can frame or put on his/her desk – it’s the really “big” things that Steamrollers want to be recognized for!

So don’t wait…make a commitment today to recognize your staff/team more frequently and more purposefully!   Don’t wait until it’s too late!

PS – Todd stayed with this long-time employer,  He got a great “new” job, the money and title to go along with it – it worked out for everyone in the end!  Thankfully!

Publication 12, Issue 5

Delegation is a key leadership competency and probably one of the hardest to master. I still struggle with it even in my personal life, because I like things done in a certain way. Let’s face it, I’m totally self-aware and yet sometimes I play the “what if game” – “what if” the work doesn’t get done, “what if” I wait for a project to be done and it’s not what I was expecting…. I own that, and constantly work on thinking through what I can do and what I can delegate.

Let’s tackle this key leadership competency by each of the Playground Personalities© and explore what stops us from delegating and how we can change our mindset and delegate effectively, so we get what we want or need.

Peacemakers – want to accommodate people and not overload them, so they won’t necessarily delegate; they take a lot on themselves and then get upset or angry when they feel overloaded. So for Peacemakers delegation includes supporting their teams through regular meetings, project check-ins, conference calls, celebrations, etc. Peacemakers need to know that by delegating, they aren’t abdicating their responsibility, just shifting it to others.

Organizers – need the work to be done a certain way; for them, perfectionism gets in the way and they use the “lack of time” as an excuse not to delegate, so they do a lot of the work themselves. Organizers sometimes get accused of “micromanaging,” and, probably not falsely accused. They need to rethink delegation and know that people want both the responsibility and the authority to get the job done – so give it to them!

Revolutionaries – usually don’t have a problem with delegation unless they have been let down in the past; they enjoy being hands-on but know they can’t do it all! So for the Revolutionaries, they should take a look at their team members to make sure there are enough people to get the job done and make the context “real” for folks so they know exactly what has to be done.

Steamrollers – want the work to be flawlessly executed; so if they believe the staff might not be competent enough, they’ll probably hire an outside “expert” to complete the job. So it’s important that the Steamrollers only delegate when they have validated the technical “know-how” and have trust in the team to get the job done.

So, after you read this blog, stop for a minute, think about what you can delegate, re-read your Playground Personality above and delegate! We are who we are, I know, but sometimes we have to change it up not only to “make it through the day” but to be seen as the leaders we are!

Publication 12, Issue 4

Who knew?…Think about it before you offer to help!

Have you ever had an unexpected communication exchange with someone after you offered to help?  Or maybe received a strange look or a negative response?  While an offer to help is usually genuine, in many cases in can fall flat. We have judgments around “offering to help because our way might be better, faster, etc.” and that’s where the “rub” comes into play.  We’re managers…we’re supposed to “help” at work, right?  Read on.

I’m reminded of a story. My niece, a Steamroller, wrote an essay for her English class, and left it on the kitchen table.  My sister-in-law, a Peacemaker (and a Masters-educated, New York State Board Certified Teacher), saw the essay, read it and made a few edits, all in the spirit of “helping” her daughter learn and get a good grade. When my niece saw the edits, she replied, “Mom, if I wanted your help, I would have asked you!”  Needless to say, the ride in the car to school was quiet.

Well, I’m here to tell you that my 7th Grade niece today, who is smart, athletic, independent and pretty, will turn into an executive who will still subscribe to this “help” notion:  “I’m okay with your telling me “what” to do, just don’t tell me “how” to do it, unless I ask!”  Funny how that works!

Of course, every situation is different.  So check out your intention before you offer to help and know that each of the Playground Personalities© may receive the offer of “help” differently:

• Peacemakers – graciously, but have feelings that people might think they can’t handle something.
• Organizers – negatively, they don’t want anyone to “mess” with their processes and order.
• Revolutionaries – keenly, they are so good at receiving help, they can get people to do their jobs for them!
• Steamrollers – cautiously, they ask themselves, “Why would I need help from her?  Does she think I’m not smart enough to do this on my own?”

So, if you want to make an offer of help, think “why” (intention)  and “who” you are communicating with, first.  Check out these exchanges to get you started with the:

• Peacemaker – “I would be happy to help you, please let me know what I can do for you.”
• Organizer – “Once you get your checklist finalized, assign me a task.”
• Revolutionary – “Give me a holler if you need something from me!”
• Steamroller – “You are the expert. I am here if you want to bounce around some ideas.”

Be courageous and test these out the next time you are ready to offer to help.  These “starters” will make your interactions go flawlessly, I promise!