If You Don’t One-on-Ones Already, You Should Start Now

Half-hour one-on-ones with your direct reports once a week will save you time, interruptions, email, and rework. Start doing them if you don’t already. Don’tskip them if you do.

Why You Should Never Cancel Your One-on-One Meetings

Was That Your Goal?

Questions that make you think?
Questions that make you think?

I learned the best coaching question this morning.

A client wanted to a fellow leadership mentor to make the changes in her organization to help grow the company. He’s not a change manager (and bless them, people who can drive change in any organization deserve the money they earn and more), it’s just not his jam. He would rather mentor her and her leaders to make the changes herself.

She didn’t want to. I guessed her reason was because she didn’t have the time to do it herself. I asked him what happened next. He asked her:

“Was that your goal?”

By which he meant, was it your goal to be so busy that you wouldn’t have the latitude to make changes in your business when you needed to? I thought it was a great question. I’ll just leave it here for you to use if you like.

Leadership, true leadership, isn’t just about driving change, or growing capacity, or executing goals. It’s also about growing capability, in others as well as yourself.


p.s. He got the work of mentoring the entire team, which I think will be best for the company in the long run (even if he isn’t making as much money). And it’s his jam.

Who Are Your Best Employees?

I got an e-mail from a former colleague of mine, a wonderful if quiet lady who was instrumental in supporting a major bid I was the proposal manager on several years ago. She wrote to ask me some career questions:

Hi Bernie,

I have been reading your articles from your company pages on LinkedIn. Good articles by the way! I quite enjoyed them. I have a question that comes from your article on employees being treated “fairly”. By the way, I totally agree with the philosophy — each person has to be recognized for their contributions, or punished for messing up, in an appropriate manner. The “how” they are praised or punished has to be appropriate for each individual. What I still don’t see is how the person who harasses someone in an office gets the promotion while the person who was harassed got fired. I also wondered at how one person, who works hard all day and has excellent quality, doesn’t get recognized for their work while the person who is exceptional at politics (and doesn’t work all day, less output –with the same quality level) gets kudos for their work. Is this where the interpretation of “unfairness” comes in? This is also where the following question comes in.

Have you done any research on how managers might help people who are not outgoing, i.e., extroverts versus introverts? Another subject that comes to mind are those people who suffer from anxiety and panic disorders. They are so different in how they are (or not) able to interact that they must be handled differently also. How do managers help build up confidence in these people? This question comes to mind because I read some statistics the other day about how 4-5 people out of 10 have physical disabilities whereas 7-8 out of 10 have mental (anxiety/panic, bipolar/schizophrenia and depression) disabilities. This was quite a surprise to me and yet we still don’t address it or recognize it as being a major part of our society and how we function.

I feel managers have a major part in recognizing these employees and should have strategies to help them. After all, extroverts may be the ones to come up with all the ideas but it’s the introverts who are able to carry through and get the work done.


She’s absolutely right. It is the job of managers to get the best out of the people working for them. Everybody has strengths and weaknesses. Managers get the best out of their staff by recognizing those strengths and weaknesses and adjusting the work-load, training, and coaching to get that best.

The Effect of Poor Promotion Decisions

I see this often in my current consulting work. People have been promoted as a reward for doing good, or because they are good at convincing their boss they’ve done good. You might say their strength is managing the relationship.

This isn’t always what’s best for the company. Especially when the newly minted manager doesn’t realize that their rôle and the skills required have fundamentally shifted. At best they are only mildly effective.

At worst, they are actively holding back the company, wasting time and resources, demoralizing others, and blocking advancement to more deserving employees. Plus the job they used to do so well is being left un-done or done poorly.

Let me say this as clearly as I can: Managers Manage People.

Managers Manage People

They don’t manage departments, or projects, or work product, scope, quality, schedule, or cost. They manage people, and everything else is managed by proxy through those people. Once you’ve gone beyond the level of individual contributor, the tools and techniques will fundamentally change. You now lead the collaboration.

Collaboration, team-work, relationship building- they’re all especially important in intellectual, knowledge-based, and innovative workplaces. It’s only going to get more collaborative as the Chinese and other formerly third-world economies come on line. Everything eventually becomes commoditized and sub-contracted.

One of my clients is currently in India talking to his drafting department. Don’t think he isn’t trying to figure out other ways to reduce his costs, work internationally, and grow his business. They have a low-bid Chinese competitor working on the building next to theirs spurring him on every day. The Chinese product’s installation may suck right now, but their people will get better at it.

Once you’ve gone beyond the level of turning a wrench, running the cash register, or writing that report, you’re effectiveness depends on “using” your people most effectively.

Let the Facts Speak For Themselves

Recognize and develop the people that actually do the work, based on facts and measures. Don’t get suckered into favoring the ones that have the skill to build a relationship with you. You will lose credibility.

I’m not saying that staff shouldn’t have the ability to build relationships. Certainly it’s a strength and a skill. I’m saying they shouldn’t be promoted based solely on the strength of their relationship with you.

As managers we shouldn’t have to judge the people that work for us. The facts, presented fairly, will do that for us. That’s why properly performed performance reviews are not just an annual event. They’re a process. One that you need to pay attention to every day.

Managing Your Relationship With Your Boss

My first response to Lady X (sounds mysterious doesn’t it?) was:

. . . . there’s a podcast I’d like to recommend to you called “Career Tools”. It can be found at http://www.manager-tools.com/podcasts/career-tools , and also on iTunes if you listen to podcast on your iPod or other technology. Of particular interest to you I think would be the “Professional Updates” episode: http://www.manager-tools.com/2008/11/boss-one-on-ones-professional-updates .

I’ll be writing more next week about how employees can help themselves, and about dealing with different behaviors and personalities most effectively.

In the meantime consider this:

How Should We Judge Managers?

Imagine you’re a manager. The CEO has decided your promotion and bonuses are now based on the fit and performance of the people you hired in the past. In other words, every year you will be evaluated by how well the people you hired into your company are doing, whether they still work for you directly or not.

You’re being evaluated on how well you pick and develop talent. How would that change how you whom you hire and how you lead them?

What Difference Do You Make?

Being the most forwarded poem on YouTube, you may have already seen “What Teachers Make”. I think it applies equally well to coaches, youth leaders, parents, managers who believe developing their people is their most important job, and Sergeant’s who take on wet-behind-the-ears young Lieutenants and help them become leaders. So thank-you Blake for inviting me back to Regina for the Squadron dinner this weekend, and thank-you for letting me be your “first” Lieutenant. I look forward to being back when you’re the Commanding Officer.

. . . and a shout out to Pasnak, Terry, Walter, and Randy at 734 Communication Squadron. VVV and keep the faith.