Leaders that are willing to be vulnerable in sharing even bad news create environments where employees can admit mistakes before crises erupt.
So when is too much transparency?
In the wake of the recent Asiana Airlines Boeing 777 crash in San Franscisco, many observers were praising The National Transportation Safety Board (NTSB) for their outpouring of information about the incident. However, as was reported in The Atlantic the Air Line Pilots Association (ALPA) believed that the NTSB was revealing too much. Were they protecting one of their own, or were they correct in being concerned about the damage “rampant speculation” could generate?
In an era of continuous communication, leaders have every right to be questioning how much information is too much. There is a wide range between hiding information and having a completely open book. Not every employee needs to have access to every piece of corporate information.
In a healthy culture employees can ask legitimate questions and be entitled to get timely responses, even if the response is “here is what we can talk about and here is what we can’t, and why we can’t.” Leaders who are successful in creating a culture of transparency have earned the trust of employees so that no one feels that information is being hidden, but that when information is requested, those requests are handling with respect and due attention.
—————————————————————————————–
David Gebler is the President of Skout Group, an advisory firm helping global companies use their values to clear the roadblocks to performance. David’s book, The 3 Power Values is now available. Send your thoughts and feedback to dgebler@skoutgroup.com.
Impact Investing continues to garner a lot of attention, at Davos, at the Clinton Global Initiative, at the G8 Summit, and at social enterprises big and small. But it’s still having little financial impact. For now, big institutional investors are not participating. Until they do, impact investing will remain small. Continue reading “Impact Investing: Still Small Fish In Big Pond”
Most people agree that a rigorous business plan is a good idea. Clearly it’s best to research the market and risks as thoroughly and objectively as possible. In contrast, a “creative” plan, one that involves sketchy research, is unlikely to meet with success.
One of our recent projects involved work to be done on a short, 3-month deadline. According to the project leadership, everything which denoted good project management practices had been performed.
The work was scoped, fine-tuned, and broken down into work packages. The work packages were then assigned resources and budget. Budgets and timeframes were confirmed with the actual performers of the work. Inspections and progress tracking were built into the schedule. Planning went on and on. By all counts, the project should have gone smoothly.
In hindsight, the first sign of trouble should have been the payments. The contractor performing the critical “Stage 1” in month 1, had agreed and signed a contract for milestone payment. Yet he approached management every week with reasons why he needed an advance, or needed management to cover certain expenses. As a sign of goodwill, and given the tight deadlines, management approved the payments. They figured these interim amounts would just be subtracted from the final milestone payment, so all would be well.
Soon, it was quite impossible to correlate invoices with actual progress achieved on the different work items. At the 1-month milestone review, the contractor said items were 90% complete, whereas the customer’s tester rated the progress as much lower.
Management became hugely concerned. Not only was the critical first stage not been finished in month 1, there was no agreement on how much work was actually completed. They decided it was best to pay the contractor for work performed and go with another, more experienced contractor for the remainder of Stage 1. So Management went back to the contract, to see what clause to invoke to terminate this sub-standard contractor.
To their great consternation, the agreement only included termination for breaching the contract, not “termination for convenience”. Otherwise, there was a clause for dispute resolution, which included an outside mediation group. A great battle ensued, where the contractor did not accept they were in breach of the contract. Their position was that they had had a few delays, but would remediate all incomplete items. If not allowed, they would sue Management for the entire value of the contract. The Management team found this stance unacceptable, and hired another contractor to finish Stage 1, since they had time pressures.
To this day, that contractor and that management team are mired in submitting paperwork to the dispute resolution mediators. The contractor claims he is owed the entire value of the contract. The management maintains that those interim payments made to the contractor are equivalent to the incomplete work in Stage 1, and not another cent will be forthcoming. So the inspections, submissions, and document reviews continue with the dispute resolution group.
In summary, include in your contractor agreements a clause on “termination for convenience”, whereby you can pay them for work performed up to a certain point, and then part ways without further explanation. A point may come in the project where you have to be able to -as they say in the performing arts- exit stage left ….
You are going to give a presentation on a new application or product. There will be stakeholders, developers, and some managers at the board meeting. Your hands are sweating and you are short of breath. Do not worry – you are ready. Why? Because you have all your notes, and your presentation is ready. You have created a slide show with outlined material, and you have a binder neatly packaged with information to hand out. The packaged notes are very important, especially for those who may not be able to stay for the complete presentation.
Be aware that your audience may be varied, and may not be familiar with the project, so add in some extra background information to ensure everyone is brought up-to-date. And, to ensure that you have all the necessary information and material that you need, make sure you have documented and included the following:
– An introduction to the new product and its purpose, the reason why this project is needed, and how it benefits the organization.
– Material supporting your work on Identifying, assessing, and analyzing all the business requirements, processes, and risks involved, and your ideas on the best way to present the results.
– Notes on continuous meetings with all stakeholders (managers, developers, users, etc.) and how you have collaborated with others to develop some business cases.
– Time, cost, and resources it will take to reach the end result.
– All the technical and functional specifications; guidelines.
– All the technical information detailing the system and data architecture including taxonomies, metadata, definitions, monitoring, recovery solutions, etc.
– Handouts describing specific topics at a high level and then a breakdown for others.
– Images of prototypes.
– Compliance issues.
– All the required test and regression test plans and respective scenarios.
– What user manuals, lessons, training material will be required and what user support will be needed via customer service.
– All the needed marketing and sales material.
– And finally, an appendix, glossary, reference sheet, etc., if needed.
Create indexed sections for all of the above for easy reference. Be creative and include some tear-out sheets for referral. You can even include a link to the existing packet you are handling out for easy referral. Create mappings, charts, etc., to depict as much information as you can. Include your slides in the packet so that the audience can jot down notes. For the style of the referenced material, use bullets and outlines, or list items for an easy read; shorten verbiage.
For a break, questions can be included at the end of each of section to jolt or remind the audience to consider other additional questions to ask, or to provide recommendations or insights.
Please leave a comment if you have ever had to create a portfolio or a presentation package. What were the drawbacks and benefits?
“I know I should delegate but: “I can do it faster…He won’t be able to get it done on time…she’s bound to make some mistakes.”
These are things I’ve been hearing frequently from overworked, stressed out managers. I jokingly mentioned, in a recent presentation, if there was something in the air that’s causing this outbreak of “I must do it myself if it’s going to get done right.”
Leaders, who are reluctant to delegate, can usually come up with what they consider logical explanations for their stand. But these explanations are based on fears of letting go and of losing control. What they don’t realize is that while they’re busy “doing it all themselves”, they are falling further behind.
Of course there are times when we and we alone “own” the project or task. But how often is that the case? The real problem with delegation I have found lies not with the person being delegated to but rather with the one who needs to delegate.
The Fail-Safe Way To Delegate Delegation, if done right, is a both a time management and leadership development tool. Here are 7 tips to delegate effectively. It will make you a better time manager and a better leader as well.
1. Delegate early.
Make an effort to delegate the task early to avoid unnecessary pressure. This allows the person to better plan the task.
2. Select the right person.
Ensure that the person has the time to take on the responsibility. Assess the skills and capabilities of your staff and assign the task to the most appropriate person. Make sure the person has the training and resources to succeed.
3. Communicate the rationale.
Identify the reason for the task and how it will contribute to the goals of the company or department or team. Also, point out how the delegated task could benefit the person. Remember a routine task to you may be a new challenging task to your subordinate.
4. Set clear goals and expectations. Be clear and specific on the parameters – the what, why, when, who and where- and the amount of authority – what she can decide and what you must decide, etc. You might leave the “how” to them if they are experienced. Or ask how they might go about handling the task so you can identify any missteps right from the start. so you can . Confirm and verify task goals and expectations.
5. Delegate the entire task.
This gives the person the responsibility, increases their motivation and avoids ambiguity in accountability. Otherwise, different people will have different ideas about who does what when.
6. Don’t just drop it. Request regular updates or progress reports especially if it’s a large or new assignment. That way you can catch problems or mistakes early and provide assistance when necessary.This will also give you a comfort level that things are going as planned.
7. Evaluate results.
Did the person meet the set expectations? Did the task get done accurately, on time, on budget? If so, recognize the person’s performance. This will reinforce both yours and the person’s confidence in their abilities. If it didn’t, then analyze the cause of insufficient performance and coach on how to improve. But don’t throw in the towel. Remember, most of us learn more from our mistakes than successes.
Management Success Tip:
Delegation is about more than just taking work from you and giving it to someone else. It’s about getting work down in the most efficient manner using the resources you have available. Yes, sometimes a staff person can actually get better results than you. In addition, delegation is about valuing people and allowing other to develop by giving them increased responsibility and authority. That’s what makes an effective leader.
…It’s Your Money and Corporate is to Blame That Your Not Getting It.
Why must we all struggle for position?
We all know people who follow their supervisor’s every whim – blowing the way the wind blows. For some reason, you can’t do that. You’re too independent, too creative, but competent nonetheless. Still, you’re being set up to fail. It’s all about money you can’t control–money that should be yours. It makes you want to cry.
They are everywhere. The paranoid “they.” Snakes. Worms. Rats. Not real ones, mind you–the human kind. Or, do you think that it is fine to follow the supervisor’s every whim without question – blowing the way the wind blows? Being a snake in the grass? Telling tales? Spying for the boss to curry favor? Office politics, some people call it. Should we make colleagues look bad by setting them up? After all, it’s just business. Back stabbing, others call it. Some would even call it bullying, which was a point in an article in GovLoop recently. Supervisors bullying in the workplace. Why must we all struggle for position?
You know your colleagues. You think you are safe, going to make friends–even a confidant or a love interest. Be careful. What may have been in the past, may still be in the past. Depending on your organization, maybe you’re not going to make a true friend or confidant. The truth is that friends in the workplace may be rare in this current economy. It’s not really their fault, but beware.
These same colleagues act as friends, sometimes from the moment you join the organization. They are sizing you up to prevent their own fall or to preserve their own position. They encourage you to do what they would like to do and then deny their part when your actions blow up in your face.
You know what they say, “There’s no crying in baseball.” Well, “There’s no crying in the workplace and don’t count on co-workers to be friends or confidants.” I hate saying it, but it is the only way to stay safe in your job.
So, when did the office become survival of the fittest? Is it the economy? I thought it was coming back. Are we expecting changes to make it leaner and meaner? It’s certainly meaner.
Here’s the basic problem: we lack of confidence in our employers to do right by us, to take care of us like they should. I have to admit I always felt the military had my back–even in the Reserves. In civil service, I didn’t really know whom I could trust, although I was more sure in Central Office in Washington. Maybe, this is more a phenomenon of a smaller workplace. Regardless, it shouldn’t be happening.
How did we get that way? How do we stop it? Why did we allow it to happen? How do we fix it, if it’s not too late? So many questions, so few answers.
Why is the economy in the shape its in? Don’t go blaming just the banks.
We got there because we are insecure and we want more of the American economic dream we were promised. We can’t deny the huge gap between highest management and most of the workforce. Why is the economy in the shape its in? I wouldn’t blame just the banks or the stock market.
Huge corporations with eyes only towards making money are like the bombers who bomb a plant or a city; they don’t have to see the damage that is done to the people. Another 50 years and we’ll have a gap large enough to be a third world nation.
The Contributor says it all about the plight we’re in. “In 1965, the average CEO made 20 times the average worker. Now the ratio is 273 to 1, meaning the average CEO makes in a day what their workers make in a year.” Click on the link for more.
Workers in the Federal government are struggling for their positions, too, and living in workplace hell. According to an official report quoted by every magazine and newspaper with an eye toward government workers. Fewer and fewer Feds like their jobs and that’s been happening for the last three years. Look at the stats for yourself. Less than half of federal employees believe they will be rewarded or promoted for doing a good job, according to the latest government supported analysis. Government Executive Reports say, forty-three percent, or four out of every 10 federal workers, said they thought they would receive performance-based awards or better job opportunities at their agencies. For more information, see this entire article, Government Executive Reports, Majority of Feds Don’t Believe Agencies Will Reward or Promote Them.
Is it possible that corporations taking huge salaries & bonuses for chief executives are responsible staid economy?
How do we stop it? Corporations and Congress have been sent many hints in the form of letters, articles, protests, books and even a number of blockbuster films; yet, lobbyists still get paid big bucks to hang around government official, not only to protect corporate interests, but also to influence government decisions affecting their diversified corporation, which is the lobbyist’s job, of course. All this despite the fact that you probably need a degree in corporate law to figure out the diversification and appropriateness of a lobbyist’s contact with certain government officials is ludicrous. We continue to let lobbyists continue with our support. And corporations continue to send operations overseas, raise salaries and bonuses at the top, while letting the workers know they are lucky to have a job in this economy. So, we need to be more proactive than we are. We have to challenge more, not just complain on Face Book.
Why did we allow it to happen? Believe it or not, there came a time when we trusted corporations to self-regulate, usually at the behest of our government.
Some time ago, corporations raised the glass ceiling, but not the pay, so we should be partially grateful for that. Before that–corporations had pay levels that were more equitable, but then something happened. Maybe it was media attention or a drive to boost shares and suddenly we see CEOs and presidents making the equivalent of movie stars and sports figures to do the same as the person before him.
Did it ever occur to anyone, that if paying that much money to one person doesn’t give the company the return it needs, it has to come from someplace within the company? That is if the company still wants to look profitable and sound for investors. Where does the money came from to pay the “expensive executives?” The money that could have been invested in incentives awards and promotions, the kinds of things that people look for in a job. If paid to employees instead of one man or woman (glass ceiling), the spending by these employees is what helps the economy.
Gallup asks, “What’s causing 7 in every 10 workers to disengage and under-commit themselves at work?” That sounds even worse than the Feds. Gallup’s chief scientist on workplace management and well-being, Jim Harter, describes the most effective managers as being deeply caring–and capable of seeing, supporting, and adjusting to the differences in people. “They help people build jobs that fit them as an individual person, while still helping them get to the outcome they need from an organization perspective.”
Harter is describing a perfect leader and manager, of course, one without mandates from above, and assumes everyone under his or her command is willing and competent worker. I do believe the worker is deserving of this kind of treatment and it will help those dedicated to working.
For me, fixing the bigger problem is capping, for now, the huge executive salaries with an eye toward reducing them in near future. Without that, the workers have no future. And, that’s something to cry about. That’s my opinion anyway. Happy training.
This commentary is my opinion alone and The Free Management Library is not in anyway responsible for its content. I have written several articles of a similar nature. I tend to look at training, the workforce, business management, leadership and communication from a slightly different perspective than you might expect. I published an ebook called The Cave Man Guide to Training and Development in which I explain my reasons for looking at training and development in a different way. I look at it from the outside looking in, from the worker side, from the management side, from the trainer’s, and sometimes from the psychological side. I encourage others to talk about what they think about certain aspects of training on this website as long as they keep it generic. We’ll link to their site, and I hope you will comment here.
Take a peek at my site and you’ll find out more. By the way, I have an e-novel, Harry’s Reality, published by both Smashwords and Amazon. Like my other books, it is available in any digital format for the same price and also available through your own e-book reader bookstore. It’s a glance at what the future could be like if we stopped talking to one another and let the devices take over.
Xevach is a director on the board of a government trading enterprise. He also chairs the governance committee. The company has a significant geographic monopoly and owns and operates a vital piece of infrastructure in the industry. One of Xevach’s colleagues on the board, Yolanda, is a former director of a larger, competing, government trading enterprise from a neighbouring geographic area. She has worked in the industry for all her life and, in addition to her seat on this board, is a well-respected consultant in the industry.
Xevach’s company is seeking development consent for expanding its infrastructure. At the same time the government is reviewing industry structures and considering imposing a levy to fund the cost of dealing with industry externalities, such as pollution, noise and nuisance for neighbouring communities. Yolanda has been retained by a group of customers to represent their interests and draft a submission to the government about the effects of the proposed structural changes to the industry. The effects on the customers will be different to the effects on Xevach’s board and Xevach is concerned that Yolanda may find herself in a position of conflicted interests, lobbying for both the customers and the supplier. Yolanda asserts that this proves she will be seeking a ‘win / win or optimal outcome and that there is no conflict.
Xevach’s chairman admits that he is not sure of the right course of action and has asked Xevach to advise the board on how to move forward with the issue. What should Xevach advise?
Many readers of this blog will be familiar with my newsletter The Director’s Dilemma. This newsletter features a real life case study with expert responses containing advice for the protagonist. Many readers of this blog are practicing experts and have valuable advice to offer so, again, we are posting an unpublished case study and inviting YOU to respond.
If you would like to publish your advice on this topic in a global company directors’ newsletter please respond to the dilemma above with approximately 250 words of advice for Xevach. Back issues of the newsletter are available at http://www.mclellan.com.au/newsletter.html where you can check out the format and quality.
Presentations don’t have to be formal, stand up affairs. Many times we make our case across the table from a client, a boss or a colleague. It may be tempting to consider these informal presentations as unimportant, but just think what is riding on them — a major sale or business relationship, a raise or promotion, the success or failure of a team initiative or project. Wow! I would say these presentations are every bit as important as the sit-down kind, and deserve our full attention in planning and execution.
To help you remember some of the keys to success across the table, here is a checklist in acronym form.
Tune in to your audience. Take time to think about WHO you are speaking with. WHY is this presentation important? WHAT do they expect to hear? HOW will you make your case compelling, especially if you are suggesting a change or presenting something new? Tune in to the rational as well as the emotional makeup of your audience as you plan what you are going to say.
Attend to your delivery skills. How are you sitting? Are you alert, calm, and facing the other person? Are your arms and legs uncrossed, your hands relaxed? Is your face pleasant and engaged? Are you enunciating clearly, and speaking with conviction? Be sure to breathe, open your mouth, and make steady but not overbearing eye contact as you speak.
Begin and end strong. As in all presentations, your audience will tend to remember what you say first and last. Plan ahead. Think it through. Create a one or two-sentence position statement that is clear and direct. After appropriate (but brief) social niceties, state your point of view, and then back it up with three or four supporting facts. As the discussion comes to a close, use your pre-planned closing comments to summarize your discussion, or to end with a call to action or next steps.
Learn your content. You may think these presentations require no rehearsal, since you don’t plan to be standing up in front of a crowd. But trust me; you can get just as tongue-tied in front of a client or boss. Take a few minutes in the days or hours before this conversation to rehearse your part of the conversation out loud. Record it on your smart phone, and then listen to it. Or have a friend or colleague role-play with you. The payoff will be increased confidence and credibility when you deliver the content to the intended audience.
Expect discussion. These informal presentations most often end up being discussions rather than monologs. Prepare yourself for several possibilities, so that whatever happens, you won’t be blind-sided. Will your listener agree wholeheartedly? Great! But you can’t always be sure how a listener will react. Maybe they will object strenuously. Become angry or defensive, or demand more information. Think about how you might handle each of these outcomes so you at least have a plan in mind. And stay flexible — you can’t always predict what will happen.
So as you see, presentations across the table, although more informal, require some of the same thought and planning that a formal presentation does. The good news is that each time you properly prepare and execute a successful informal presentation, you build and reinforce an important skillset you will use again and again.
How do you prepare for and execute informal presentations and critical discussions? I’d love to hear your thoughts.
Last weekend I attended a seminar with Tara Brach and Jonathan Foust, two excellent Buddhist teachers on Conscious Living. Tara talked about living in your ‘false refuge’, that place where you go to hide or escape so that you don’t have to connect with others authentically.
When you are angry or hurt, do you complain to your co-workers seeking their sympathy?
True Self vs. False Refuge
Being truly authentic or deeply connected to others can be scary. You may feel vulnerable being open. Tara’s idea of a ‘false refuge’ got me to thinking about how often we don’t connect with our True Self.
Your authentic self isn’t always what you show to your co-workers, neighbors or even those you live with. Sometimes it’s scary to see your authentic self clearly. There may be personality traits or qualities you don’t particularly like.
Yet your True Self – underneath your personality, doubts, worries and longing- is pure radiance. It is whole, unique, and beautiful. Your True Self, stripped of self-judgments and egoic thinking, knows only love, compassion, joy.
True Freedom
In my book, “Staying Grounded in Shifting Sand”, I’ve included a chapter on Embracing your Shadow. Until you can come to terms with your personal qualities that you don’t particularly like or want to show others, you can’t be completely free. You’ll spend a lot of time and energy hiding, pretending, running away.
Your independence, true freedom, isn’t about what others do or don’t do to hold you back or push you down. It’s about how free you are to connect with your own True Self.
> Are you afraid to look inside to see what’s there?
> Have you befriended those shadow qualities you don’t particularly admire or like about yourself?
Until you can truly embrace ALL that you are, you won’t be completely free.
This Independence Day, claim independence from your ‘false refuge’, the times and ways you run away from yourself.
True Freedom for Easy Living
Offer yourself compassion. Free yourself from struggle or self-judgments.
Know, claim and own the light and the shadow within you. Embrace all the qualities of you.
Give yourself the gift of complete acceptance of Who You Are. You are whole. You are Radiant.
True Freedom means honoring, celebrating, and enjoying your True Self. No one can give you that freedom but you.
Om, Shanti, as-salaam alaikum.
Share your comments here and Share this post with your friends.
********
If you struggle with bringing your authentic self to work, contact Linda for a Complimentary Consultation. Email Linda- info@lindajferguson.comPut “Comp Session for Authentic Work” in the Subject line to set up a private coaching session.
Linda J. Ferguson, Ph.D. is an Energy Coach for personal and professional success. Through her insightful questions, gentle nudges and enthusiastic support, you’ll move past your blocks and struggles to find greater joy and meaningful work.
Sign-up to receive Linda’s FREE series on Transformational Empowerment, a framework for making positive changes in your life. Enter your name in the right hand side bar – www.lindajferguson.com
We and our partners store and/or access information on a device, such as cookies and process personal data. This includes unique identifiers and standard information sent by a device for personalized ads and content, ad and content measurement, and audience insights.
With your permission, we and our partners may use precise geolocation data and identification through device scanning. You may click to consent to our processing as described above. Alternatively, you may click to refuse to consent or access more detailed information. You may also change your preferences before consenting.
Please note that some processing of your personal data may not require your consent, but you have a right to object to such processing. Your preferences will apply to this website only. You can change your preferences at any time by returning to this site or by visiting our privacy policy.
Necessary cookies are absolutely essential for the website to function properly. These cookies ensure basic functionalities and security features of the website, anonymously.
I’m okay with functional and analytical cookies for website functionality. I agree to the use of cookies under these circumstances:
Will be used if you visit Managementhelp.org
Are necessary for the proper functioning of the website
Enable you to use the site securely
Do not collect personal information that’s not needed for personalization
Help us detect any bugs and improve our website
Collect anonymous information about your visits to our website
Are never used for remarketing
I’m okay with the functional and analytical cookies for marketing purposes and not for website functionality.
Are used to monitor the performance of marketing campaigns
Enable us to compare performance across our marketing campaigns
Are used for individual targeting
Can be used for retargeting on other partner platforms
Enable a more personalized experience
Can there ever be too much transparency? Transparency has been recognized as a vital attribute for organizational health and performance. Organizations that demonstrate transparency give voice for employee concerns.
