Happy Friday!
With all of the newness in our New AGU, I find myself having to approach many things differently, including schedules, work and staff. With that approach comes new perspectives that often conflict with my experiences in the not-so-distant past. This time last year, I was just beginning to pay attention to RPTS reports (now my AGU bible!), there was no standard telework policy, and I think we had just moved from Thunderbird to Outlook as our email system. I have constantly reinvented myself to adapt to the changes, and I challenge myself to remain flexible for future changes. With my new roles and responsibilities, I now have to manage the involvement of my direct reports, and be a constructive voice for indirect reports, all of whom may be feeling varying levels of apprehension with so many changes to our professional landscape. The way that I present changes may differ from the way that change is perceived. This article, How Good Designers Think, is an excellent read for anybody that may need to unlock learned behaviors and think outside of the box.
Have a great weekend!
Friday, April 29, 2011
Thursday, April 28, 2011
Helpful Tips to Manage Change
For anybody working in a dynamic environment undergoing exciting, new changes (is there any exemptions to this description at AGU?), here is a brief article that offers helpful tips to manage your team through it:
10 Things I Know About... Managing Change | Worcester Business Journal
Have a great Thursday!
10 Things I Know About... Managing Change | Worcester Business Journal
Have a great Thursday!
Wednesday, April 27, 2011
The Power of Deceptive Simplicity
Happy Wednesday!
As new supervisors, many things vie for our attention. Often, we are pulled in many directions and begin living our workdays through bullet points, rather than immersion into well-thought out strategies or establishing and cultivating professional relationships. Those elements that are meant to be tools for development seem more and more like additional distractions. Our direct reports take their cues from our leadership. We need to find ways and make time to strengthen our skills. If we make that a priority, we are making our team our priority. With so much going on around us, how are you finding ways to manage your storms? Here is a brief article with some helpful tips. Enjoy!
The Power of Deceptive Simplicity
As new supervisors, many things vie for our attention. Often, we are pulled in many directions and begin living our workdays through bullet points, rather than immersion into well-thought out strategies or establishing and cultivating professional relationships. Those elements that are meant to be tools for development seem more and more like additional distractions. Our direct reports take their cues from our leadership. We need to find ways and make time to strengthen our skills. If we make that a priority, we are making our team our priority. With so much going on around us, how are you finding ways to manage your storms? Here is a brief article with some helpful tips. Enjoy!
The Power of Deceptive Simplicity
From ME to WE Culture
Here is the text of an e-mail newsletter I receive that primarily deals with changing organizational culture. There is also a link to a great article towards the end. In HR, we've been talking about using video in our recruiting process to show what staff does at AGU and why they love to work here. We are well on our way to becoming the Best Place on Earth to Work! Let me know if you or anyone on your team is interested. This would be a late summer/early fall project and would not consume huge amounts of time and we will have FUN doing it!
From David Lee of Human Nature at Work:
Leveraging Employee Pride: As part of a "From ME to WE Culture" project, I recently met with a number of employees from a company to get more a sense of their daily worklife. I was really touched by one particular employee's level of passion for the excellent product they create (it is top tier) and his commitment to making it so. It reminded me of a couple of practices that can make a huge difference in the engagement level of both new employees and long-standing employees.
1) If you want to inspire and engage your new employees, get videos of your inspired, committed current employees talking about why they love your company and are proud of what you do. Include these in your orientation program and put them on your recruiting website. Just use a digital camera or smart phone. we're not talking James Cameron here.
2) If you want your employees to feel more connected to your mission and goals and your customers--and let them know they matter--create a video of these passionate employees talking about why they believe in what you do, and share those with your customers. Not only does it set your company apart and make it more "bondable" to customers, it makes your employees feel more valuable and like "players" rather than just "hired hands"--an important component of creating a "WE Culture."
3) One of most important questions to ask employees is - "What can we do to help you experience the Thrill of Victory and not the Agony of Defeat at work?" (or some variation of that question). Employee pride in what you do is one of the most powerful motivators and sources of sustenance during tough times.
If employees' quest for excellence is thwarted on a regular basis because of inadequate training or resources, or bogus processes, it will eventually beat them down. Conversely, if they get to experience excellence and the thrill of mastery, not only will it keep them engaged, it will also help them respond with determination and a "Can Do" spirit to difficulties.
Don't Be a Buzz Kill: I did a program with another group last week on resilience and building a high performance team culture. One of the practices we talked about was Spreading Goodwill. It's one of the simplest and nicest ways of creating a more positive culture and being a "force for good in the world".
Just an FYI, if you want more of your employees to be an Upper, you can share
Are You an Upper or a Downer?
with them. In this short article, it invites people to recognize they have a huge impact on others, regardless of their position, and a huge opportunity to help create a positive emotional climate.
Alright, back from my digression...
In one of the breaks, a gentleman in the group mentioned how he had volunteered for years at a non-profit, taking care of their IT needs at night. After several years, something big happened and he spent most of the night working on it. While there, he got a call from the Chairman of the Board saying he just found out about this and how deeply he appreciated the work this man was doing for them.
Always interested in the effect of how people are treated, I asked him how this affected him.
He not surprisingly said how touched he was and how it made him more committed to helping them.
He also noted, sadly, that it was the first time anyone had ever contacted him from the non-profit to thank him for all his hard work.
Can you believe that? Here he is coming in after work, helping them out, and narry a word?
So, please please please. Be on the lookout for opportunities to express gratitude to those who help you and those who go the extra mile...including your boss.
Let them know you notice and appreciate them.
Remember how good it feels when someone appreciates YOU?
Spread that good feeling.
Best regards and become the change you wish to see,
David Lee
From David Lee of Human Nature at Work:
Leveraging Employee Pride: As part of a "From ME to WE Culture" project, I recently met with a number of employees from a company to get more a sense of their daily worklife. I was really touched by one particular employee's level of passion for the excellent product they create (it is top tier) and his commitment to making it so. It reminded me of a couple of practices that can make a huge difference in the engagement level of both new employees and long-standing employees.
1) If you want to inspire and engage your new employees, get videos of your inspired, committed current employees talking about why they love your company and are proud of what you do. Include these in your orientation program and put them on your recruiting website. Just use a digital camera or smart phone. we're not talking James Cameron here.
2) If you want your employees to feel more connected to your mission and goals and your customers--and let them know they matter--create a video of these passionate employees talking about why they believe in what you do, and share those with your customers. Not only does it set your company apart and make it more "bondable" to customers, it makes your employees feel more valuable and like "players" rather than just "hired hands"--an important component of creating a "WE Culture."
3) One of most important questions to ask employees is - "What can we do to help you experience the Thrill of Victory and not the Agony of Defeat at work?" (or some variation of that question). Employee pride in what you do is one of the most powerful motivators and sources of sustenance during tough times.
If employees' quest for excellence is thwarted on a regular basis because of inadequate training or resources, or bogus processes, it will eventually beat them down. Conversely, if they get to experience excellence and the thrill of mastery, not only will it keep them engaged, it will also help them respond with determination and a "Can Do" spirit to difficulties.
Don't Be a Buzz Kill: I did a program with another group last week on resilience and building a high performance team culture. One of the practices we talked about was Spreading Goodwill. It's one of the simplest and nicest ways of creating a more positive culture and being a "force for good in the world".
Just an FYI, if you want more of your employees to be an Upper, you can share
Are You an Upper or a Downer?
with them. In this short article, it invites people to recognize they have a huge impact on others, regardless of their position, and a huge opportunity to help create a positive emotional climate.
Alright, back from my digression...
In one of the breaks, a gentleman in the group mentioned how he had volunteered for years at a non-profit, taking care of their IT needs at night. After several years, something big happened and he spent most of the night working on it. While there, he got a call from the Chairman of the Board saying he just found out about this and how deeply he appreciated the work this man was doing for them.
Always interested in the effect of how people are treated, I asked him how this affected him.
He not surprisingly said how touched he was and how it made him more committed to helping them.
He also noted, sadly, that it was the first time anyone had ever contacted him from the non-profit to thank him for all his hard work.
Can you believe that? Here he is coming in after work, helping them out, and narry a word?
So, please please please. Be on the lookout for opportunities to express gratitude to those who help you and those who go the extra mile...including your boss.
Let them know you notice and appreciate them.
Remember how good it feels when someone appreciates YOU?
Spread that good feeling.
Best regards and become the change you wish to see,
David Lee
Tuesday, April 26, 2011
The Multitasking Debate
Who here has not found themselves trying to juggle too many things simultaneously, only to have more, equally important tasks introduced into the performance? Cue the circus music! The stress of having a lot of to-dos pile up can make progress ambiguous. New distractions can often result in a loss of focus. This article, How (and Why) to Stop Multitasking, discusses the pros and cons of multitasking weighed against being more organized.
Enjoy!
Enjoy!
Monday, April 25, 2011
Leading by Example
Happy Monday!
In high school, I used to actively participate in hallway group discussions in between classes. I was involved in many different extra-curricular activities, making me a member of several tribes. The most rewarding part of those group discussions came many years after I had graduated.
Several years ago, I was visiting my hometown for a weekend and stopped by the neighborhood barbershop, The Cutting Edge. Chris, the younger brother of one of my high school buddies, was a barber there. In high school, I remember how he had constantly been in and out of trouble. Throughout the years, he had established a well-deserved reputation filled with violence and menace. It did my heart well to see him working a solid job. Although the barber shop was full of people, it appeared that his reputation prevented the ease-of-mind that the one would need in trusting this man with a blade. His chair was empty and he seemed somewhat embarrassed for me to see it so.
I walked right over to him, shook his hand, and sat down in his chair. I could feel the tension in the air as everybody watched, perhaps surprised or shocked. I could tell that even HE was a little taken aback by my directness. Right before he began cutting my hair, he said, "I always used to watch you back in high school. You would always be surrounded by the older kids. Tony (his brother) used to always say that if I ever wanted to learn anything, I should try to get as close to those conversations as possible and just listen. I don't know if you ever noticed, but there would always be a group of my friends standing behind you."
I never noticed. I learned that day, in his chair, that even if I am not aware, somebody may be watching what I am doing or saying. My actions have the potential to shape their world, or at least affect their views. Now, when I stop by the barber shop, his chair is the busiest. I cannot take credit for his skills or his success, but he often tells me that I contributed to his self-confidence.
Now, enough about me. Here is a great article that I came across discussing the concept of "leading by example."
Leading by Example - Leadership Training from MindTools.com
Enjoy!
In high school, I used to actively participate in hallway group discussions in between classes. I was involved in many different extra-curricular activities, making me a member of several tribes. The most rewarding part of those group discussions came many years after I had graduated.
Several years ago, I was visiting my hometown for a weekend and stopped by the neighborhood barbershop, The Cutting Edge. Chris, the younger brother of one of my high school buddies, was a barber there. In high school, I remember how he had constantly been in and out of trouble. Throughout the years, he had established a well-deserved reputation filled with violence and menace. It did my heart well to see him working a solid job. Although the barber shop was full of people, it appeared that his reputation prevented the ease-of-mind that the one would need in trusting this man with a blade. His chair was empty and he seemed somewhat embarrassed for me to see it so.
I walked right over to him, shook his hand, and sat down in his chair. I could feel the tension in the air as everybody watched, perhaps surprised or shocked. I could tell that even HE was a little taken aback by my directness. Right before he began cutting my hair, he said, "I always used to watch you back in high school. You would always be surrounded by the older kids. Tony (his brother) used to always say that if I ever wanted to learn anything, I should try to get as close to those conversations as possible and just listen. I don't know if you ever noticed, but there would always be a group of my friends standing behind you."
I never noticed. I learned that day, in his chair, that even if I am not aware, somebody may be watching what I am doing or saying. My actions have the potential to shape their world, or at least affect their views. Now, when I stop by the barber shop, his chair is the busiest. I cannot take credit for his skills or his success, but he often tells me that I contributed to his self-confidence.
Now, enough about me. Here is a great article that I came across discussing the concept of "leading by example."
Leading by Example - Leadership Training from MindTools.com
Enjoy!
Friday, April 22, 2011
The Words Many Managers Are Afraid To Say
The power of word choice has the potential to affect those you are communicating with, whether for the better or for the worse. Many times, I can tell that I have phrased something incorrectly by the facial expressions or body language that I receive. Even more often are my points reiterated to me after being churned through a completely different, unintentional context. In those frustrating moments, I do my best to hit the "Reset" button and begin again. As a relatively new supervisor, I recognize that the weight of my language-usage is much heavier than before, resulting in more acute interactions with staff. In attempting to create constructive experiences, I start with some of the suggestions found in this brief article, The Words Many Managers Are Afraid To Say, by Linda Hill and Kent Lineback.
Enjoy!
Enjoy!
Thursday, April 21, 2011
Your Communications May Not Be Communicating
Good morning,
I read this article a few days ago and have been digesting some of the points. I have sat in many department meetings when nobody has any questions about pending changes to the department or clarification of procedures. Only when the meeting is over and everybody returns to their cubicles is where the REAL public discussion begins. I suppose that staff have their reason, and it seems to be a shared behavior. Therefore, I sit at my desk after the department meetings in order to hear the real concerns and points.
Anyway, please enjoy this article.
Your Communications May Not Be Communicating
-Randy
I read this article a few days ago and have been digesting some of the points. I have sat in many department meetings when nobody has any questions about pending changes to the department or clarification of procedures. Only when the meeting is over and everybody returns to their cubicles is where the REAL public discussion begins. I suppose that staff have their reason, and it seems to be a shared behavior. Therefore, I sit at my desk after the department meetings in order to hear the real concerns and points.
Anyway, please enjoy this article.
Your Communications May Not Be Communicating
-Randy
Wednesday, April 20, 2011
Interesting - Not directly related to management
This is a great article on WSJ.com: How to Get a Real Education. What are your thoughts on how to apply this to work?
Tuesday, April 19, 2011
The Most Important Question a Manager Can Ask
I came across this article in the Harvard Business Review last night. I ask this question in all of my one-on-ones, so it really caught my attention. Sometimes, it's like opening a can of worms and you end up with a 2-hour long one-on-one, but I love the reaction from my staff. Some don't know how to respond. Others are "very glad I asked that question!" If you choose to incorporate it into your management style, use it wisely. Enjoy the article!
The Most Important Question a Manager Can Ask
-R
The Most Important Question a Manager Can Ask
-R
Monday, April 18, 2011
Management Reading List
I thought I'd share my reading list on management topics: Drive, Daniel Pink; Switch, How to Change Things When Change is Hard, Chip and Dan Heath; Blink, Malcolm Gladwell Delivering Happiness; Tony Hsieh; Article: How Aha! Really Happens ( you need to register to view but registration is free). I look forward to hearing your thoughts and ideas! Rebecca
Friday, April 15, 2011
Welcome
Welcome to the AGU Team Leaders Blog. I figured that, since we spend a lot of time attending meeting after meeting, that we can open up the lines of communication and maintain dialogue through a blog. That way, we can participate at our leisure, post comments, questions, suggestions, offer ideas and support, and share success stories, or maybe things that didn't quite work out so well. Because I set it up, I thought that I would share an interesting article that I came across recently. I think that it is great food for thought!
If you have any suggestions as to how we can make this blog better, feel free to speak your mind!
Enjoy!
If you have any suggestions as to how we can make this blog better, feel free to speak your mind!
Enjoy!
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