For Good, Against Evil
 Subscribe to the Three Star Leadership Blog |
| The Working Supervisor's Support Kit is a collection of information and tools to help working supervisors do a better job. It's based on what Wally's learned in over twenty years of supervisory skills training. |
| Follow me on Twitter |
| For weekly tips and resources pointers, check Wally's Three Star Leadership Letter |
| Find out more about having Wally speak to your company or convention. |
| Find out more about Wally's coaching services. |
 |
I was running late. I'd been selected as a delegate to a church convention, but my flight was delayed. I arrived just as the morning general session was ending. Delegates were streaming out the doors in search of lunch.
I spotted an old friend in the crowd. "Anything interesting happen?" I asked.
"The usual," he replied, "We voted for Good and against Evil."
Way too many leadership books, blogs, and articles do the same thing. They tell you to do the right thing. The only problem is, like my church convention, they usually aren't very specific. Do any of these sound familiar?
"Be fair."
"Develop a coaching mindset."
"Stay calm"
"Become more open-minded"
You can't argue with any of those. No boss wakes up in the morning, looks in the mirror, and says, "I'm going to be unfair to everyone all day long today and have a great time doing it!"
Exhortation is wonderful, but it's not nearly enough. Ross Hidy put it this way.
"If you're on one side of a stream where it's wonderful and you want other people to join you, just yelling 'Come on over' isn't enough. You've got to tell them why.
Even that isn't enough. You've got to go back across the stream, and then show people where the rocks are so they can make the same trip you did. And be sure to applaud everyone who tries to cross."
Tell them why. What's the benefit for them?
Show them how. Demonstrate what to do.
Praise progress.
Again and again.
Boss's Bottom Line
People will change their behavior if they understand why the change makes a difference that matters to them. That part's your job.
Wally's Working Supervisor's Support Kit is a collection of information and tools to help working supervisors do a better job. It's based on what Wally's learned in over twenty years of supervisory skills training. Click here to check it out.
Wally:
The bottom line lesson is a perfect summary of a boss' responsibility.
Reply to this
Thanks, Mike. It's always nice when someone who knows what they're talking about gives a compliment. Very much appreciated.
Reply to this
Nicely put! When I was in school, I always wanted to understand the "why" of things, not just memorize the information. If I couldn't understand the "why" (as with Algebra II), the information didn't get assimilated and I didn't do as well. I hope leaders will keep your advice in mind!
Reply to this
Thanks, Heath. I think it's important to tell people both why things matter and demonstrate what to do. If possible I like to be able to explain why the behavior tworks.
Reply to this
What's this? A challenge to the onslaught of vague advice? Outstanding, Wally, outstanding.
I once gave a presentation where my stated goal was ridiculed outright for being way too vague. It was classified by my boss as being right up there with "strike at the heart of Germany"; a great idea in 1944, but there were a few more steps that that... If only leading teams was as simple as a vague direction.
I've always been struck by the concept of the Commander's Intent, or what one thing do you want everyone to know or remember. JFK nailed it with "We'll put a man on the moon by then end of this decade." Everybody at NASA was able to see the clear end point of what was necessary. And look - a man walked on the moon... Commander's Intent = clear, sticky, simple.
Thanks again for another thought provoking post.
Landon
http://landoncreasy.wordpress.com/
Reply to this
Thanks, Landon. In the Marines, the idea of Commander's Intent is combined with the Mission Order, defined as follows: "the tactic of assigning a subordinate a mission without specifying how the mission will be accomplished."
Reply to this
Meaning, purpose, direction and validation. It's not just what we all want, it's what we all need to perform at our best -- in our families, our communities and our workplaces. Think what a world it would be if people applied our principles of strategic recognition to their homes -- timely and appropriate recognition for appreciated contributions -- creating a thank-you environment in your home. Instead of focusing on the little things in siblings, children or partners that can drive you crazy in the home, focus instead on what they do that you truly appreciate and value in them.
It's no different in the workplace.
Reply to this
Thanks for your insights, Derek. The principles are pretty basic, but they all involve doing.
Reply to this
Amen! Your old friend's got a wry sense of humor.
Reply to this