"Go play!" Remember your mother yelling that at you?
Today we are so busy, we say we don't have time to play. There's too much work to be done. Plus now we are anxious about this economy. Just adding to the stress.
This past week I was truly concerned about one client whose stress level is at an all-time high. It's evident in his face, his voice, the way he walks. It's affecting his relationships. While some stress is warranted, he is creating a lot of the stress for himself.
I asked him what he does to unwind. His answer was "pretty much nothing."
He is raising risks of stress-related illnesses such as high blood pressure or a heart attack. But he also is possibly damaging his brain--his cognitive abilities.
Science Says . . .
Roderick Gilkey and Clint Kilts at Emory wrote about how we need to exercise our brain, based on results of the latest in neuroscience research. Their article in Harvard Business Review (11/07) titled "Cognitive Fitness" cites play as a key way to exercise your brain.
Gilkey and Kilts write: "In adult life, play engages the prefrontal cortex, . . . nourishing our highest-level cognitive functions-those related to incentive and reward processing, goal and skill representation, mental imagery, self-knowledge, and memory, just to name a few. Play, therefore, improves your ability to reason and understand the world."
Furthermore, the article says, if play is stifled, "brainpower may actually decrease as it does in children with failure-to-thrive syndrome, a condition created by experientially deprived or abusive environments."
A Play Guide
How do we find time for play in this crazy world? Here's an exercise I found years ago..
Create a table with four columns and 10 rows. Label the table: Ways I Have Fun.
The first column is "2-5 minutes."
The second column is "5-30 minutes."
The third column is "30 minutes to a half day."
The fourth column is "a half day or more."
Here comes the work. Get yourself a cup of coffee; sit in a comfortable, quiet place; and challenge yourself to come up with examples of what play means to you in each column. Aim for at least five options in each column.
Post this near your work space, on your bathroom mirror, anywhere that you will be reminded that you need to play.
Start off small-2-5 minutes of play a day during the work week. Maybe on the weekend you can do a half-hour of something that is play. I mean PLAY, too. Just because you don't mind raking leaves doesn't mean that is play.
If you exercise regularly, just think about this as another form of exercise-this one for your brain.
If you want to learn more about the amazing things neuroscience research is learning about our brains and how we can use that information, check out "Get Out of Your Own Way: The 5 Keys to Surpassing Everyone's Expectations" by Robert K. Cooper.
Friday, July 25, 2008
Tuesday, July 15, 2008
Fire, Ready, Aim
I was talking with one client this week about the climate in his office. The economic slowdown is having some impact, he said, but they're still doing business and keeping people billable.
"There's some tension, for sure," Fred said. "You listen to all the dire media reports and news of layoffs at other firms--people are wary. On top of all that, it doesn't help when my office manager, Susan, screams at staff when anything goes wrong."
Say more, I said.
"Susan's interpersonal skills are definitely lacking," Fred said. "She sees things only from the financial side. If a project goes over budget, she lights into the project manager (PM). She really adds to the tension around here."
What's Going On
Looking at the situation in a little more detail, we realize Susan doesn't have the same perspective as the PM. She comes from a financial background. She looks at things in black and white-we made money, we lost money.
When they go over-budget on a job, Susan screams at the PM. He or she is the one responsible. And Susan is the one who has to report the bad financial news to the owner. She doesn't like being in that position, either.
Of course, the PM knows it isn't that simple. The PM realizes his success depends on the relationship with the client. Sometimes he'll do something extra to please the client and realize it will hurt the project budget.
At other times, the PM may not have budgeted enough time for tasks in the project.
Regardless of the situation, Susan screams at the PM (which others hear) and huffs back to her office. No communication takes place.
As Fred and I talked, we decided Susan needs some coaching. Her behavior is unprofessional and disruptive. Fred can't let her continue to get away with it.
A Plan for Susan
Here is the plan for Fred coaching Susan.
He confronts her on her behavior and how he wants to see it change. [If Fred is one of those folks who does not like conflict or to confront others, he needs to read Fierce Conversations by Susan Scott (no relation).]
1. Susan needs to learn to ask questions of the PM in a non-threatening manner and in a tone of voice appropriate for the office. Fred will have to give her a conversation opener she can use, such as:
"I saw that Project X ran over budget by $X,000. I am going to have to explain that to the CEO when we take a loss on that job. Would you help me understand what happened here?"
She does not want to say something like "Tell me what went wrong on this job"-too confrontational. She needs to gather information. "Can you help me understand" is one of the strongest forms of questions you can ask.
2. Susan needs to learn the business cycle so she understands engineering firms are in the relationship business. Coming from a financial or operational background, she doesn't really understand what "relationship business" means to Fred-networking, marketing, etc.
She needs to see figures related to repeat business (percentage and actual dollars), referrals, lost clients. Those figures will help her black and white thinking understand the gray world of relationships.
3. Susan also needs to understand how she comes across to others. People who behave like Susan tend to not realize that they leave a wake behind them, as it says in Fierce Conversations. Just like a boat that leaves a wake behind, everything Susan says and does has a ripple effect through the firm.
What other boats is she tipping over with her wake?
Susan needs to change from her "Fire, Ready, Aim" mentality to one where she gets ready mentally, has the conversation with the PM, then realizes she doesn't need to fire at all.
"There's some tension, for sure," Fred said. "You listen to all the dire media reports and news of layoffs at other firms--people are wary. On top of all that, it doesn't help when my office manager, Susan, screams at staff when anything goes wrong."
Say more, I said.
"Susan's interpersonal skills are definitely lacking," Fred said. "She sees things only from the financial side. If a project goes over budget, she lights into the project manager (PM). She really adds to the tension around here."
What's Going On
Looking at the situation in a little more detail, we realize Susan doesn't have the same perspective as the PM. She comes from a financial background. She looks at things in black and white-we made money, we lost money.
When they go over-budget on a job, Susan screams at the PM. He or she is the one responsible. And Susan is the one who has to report the bad financial news to the owner. She doesn't like being in that position, either.
Of course, the PM knows it isn't that simple. The PM realizes his success depends on the relationship with the client. Sometimes he'll do something extra to please the client and realize it will hurt the project budget.
At other times, the PM may not have budgeted enough time for tasks in the project.
Regardless of the situation, Susan screams at the PM (which others hear) and huffs back to her office. No communication takes place.
As Fred and I talked, we decided Susan needs some coaching. Her behavior is unprofessional and disruptive. Fred can't let her continue to get away with it.
A Plan for Susan
Here is the plan for Fred coaching Susan.
He confronts her on her behavior and how he wants to see it change. [If Fred is one of those folks who does not like conflict or to confront others, he needs to read Fierce Conversations by Susan Scott (no relation).]
1. Susan needs to learn to ask questions of the PM in a non-threatening manner and in a tone of voice appropriate for the office. Fred will have to give her a conversation opener she can use, such as:
"I saw that Project X ran over budget by $X,000. I am going to have to explain that to the CEO when we take a loss on that job. Would you help me understand what happened here?"
She does not want to say something like "Tell me what went wrong on this job"-too confrontational. She needs to gather information. "Can you help me understand" is one of the strongest forms of questions you can ask.
2. Susan needs to learn the business cycle so she understands engineering firms are in the relationship business. Coming from a financial or operational background, she doesn't really understand what "relationship business" means to Fred-networking, marketing, etc.
She needs to see figures related to repeat business (percentage and actual dollars), referrals, lost clients. Those figures will help her black and white thinking understand the gray world of relationships.
3. Susan also needs to understand how she comes across to others. People who behave like Susan tend to not realize that they leave a wake behind them, as it says in Fierce Conversations. Just like a boat that leaves a wake behind, everything Susan says and does has a ripple effect through the firm.
What other boats is she tipping over with her wake?
Susan needs to change from her "Fire, Ready, Aim" mentality to one where she gets ready mentally, has the conversation with the PM, then realizes she doesn't need to fire at all.
Thursday, July 10, 2008
The Hawthorne Effect
Last week a client asked for ideas on how to handle her project team. Her team is working on a high profile project with tight deadlines. My client, the project manager, has to travel routinely for project team meetings at other sites.
She has learned that when she is not there, her staff eases up in their drive to get work done. She isn’t being critical—they work hard and do good work. She was just stymied in why they do that and what she can do about it.
She has learned that when she is not there, her staff eases up in their drive to get work done. She isn’t being critical—they work hard and do good work. She was just stymied in why they do that and what she can do about it.
My son, a psych major, equates it to when you have a substitute teacher. Kids act up. The pressure to perform is not as great with a substitute as with their regular teacher.
What’s at play here is the reverse of the Hawthorne Effect. The Hawthorne Effect says that productivity increases when workers know they are being observed. So, when the boss is away, the work pace slows down. It is natural.
Two key learning points come to mind here.
1. Ideas to Keep ‘em Going
If you the boss want to keep the pace going when you aren’t there, designate a second-in-command to check in with folks. The key is for your staff to know that they are being observed even though you aren’t there. You could rotate this role among the staff, so no one appears to be special. This is not micromanaging—it’s simply playing to human behavior. Let's hope you get better results than with a substitute teacher.
Another suggestion is to change your schedule so that you are out of the office on different days, not always the same days. For example, if you routinely meet with clients on Tuesdays and Thursdays, switch your appointments around some. Then staff won’t get lackadaisical about Tuesdays and Thursdays, because you just might be there.
2. Someone at the Top Cares
The Hawthorne Effect studies have documented that people perform better when someone is watching them. People today spend a lot of time at work. They require a sense of belonging, of being something bigger than just themselves. When they are part of something bigger, they are more effective.
While it may sound too warm and fuzzy, realize that when you pay attention to people, they do a better job. That doesn’t give you permission to micromanage them. Just acknowledge and observe them. It won't cost you a dime.
Tuesday, July 1, 2008
Millennials Managing Boomers
Last week I talked about characteristics of the Millennials, the young people you are hiring today. If you check last week’s post, you will see a great comment and additional info from one of our readers. Thank you, unidentified reader, for contributing.
This week, let’s explore a 24-year-old Millennial who has to manage a 55-year-old Boomer.
GUIDELINES FOR THE MILLENNIAL
- · Respect Boomers’ experience and use it. Ask them about the history of projects and relationships. Rely on their expertise.
- · Don’t worry about being talked down to. It’s hard for me to type that, but I’m sure that Boomers probably come across as patronizing when addressing a Millennial boss. The Boomer’s generation valued experience and time on the job. That won’t change overnight.
- · Prove you can learn. Engage a Boomer as a confidante or mentor in his or her area of expertise. Lead by learning.
- · Use your natural collaborative tendencies and engage Boomers as fellow teammates. Help them work together. Your understanding of teamwork is very different from theirs.
- · Don’t assume their way is like yours. My part-time Millennial staffer just accused me of trying to make something harder than it needs to be. I won’t admit to TRYING to make it harder, but that was the effect. The Millennial is right.
GUIDELINES FOR THE BOOMER
- · Let go of your ego. Think about all the performance reviews you don’t have to deal with because you’re NOT the boss. Think about how much better you can sleep at night, because the Millennial boss has the problems.
- · Stop parenting. If you want to give advice, ask permission first. Something along the line of “Is it OK if I share with you what I’m thinking?” Or “Do you want to hear how I would handle that?”
- · Don’t dig in your heels and refuse to change. Business and life are about constant change these days. Deal with it. Solve problems rather than create them.
- · Offer the benefit of your experience, but do so in private. This is similar to “stop parenting.” Don’t embarrass your Millennial boss by correcting him, based on your experience, in front of others. You may be right, but spectators will think you’re a fill-in-the-blank. And it isn’t good.
JUST FOR FUN
I’d like to do a quick survey of how you use (or don’t) social networking sites. Please take 30 seconds and answer this survey. This one is anonymous. We will share results.
3-question social networking survey or paste into your URL
http://www.surveymonkey.com/s.aspx?sm=CtQ8DBfhUdpRTgp6Wj74og_3d_3d
Thanks. See you next week.
Tuesday, June 24, 2008
THE NEW KIDS ON THE BLOCK
Dealing with the New Kids on the Block-the Millennials, not the revitalized boy band-can be a challenge for managers. I know. My 23-year-old son works with me part-time while he finishes school.
TRAITS OF THE MILLENNIALS
I recently heard this generation, born from 1981 to 2000, referred to as the most affluenced generation. Other people have referred to them as being coddled. I'm guilty. Somebody drove my kids to school every day until they could drive themselves. With Atlanta traffic and child predators out there, I couldn't let them walk to school. The very idea!
These young people are focused on the present: "what can I do now?" At a recent conference, an associate and I were sharing stories about how we had to step up to management roles at the ages of 24 and 26. We bragged (if we're honest) about how we had to manage a dozen or more people, all older than us. A Millennial at our table sighed and said, "I sure wish I had a story like that to tell others." He is itching for an opportunity to make a difference.
I had breakfast with another associate this morning who reminded me of the need to involve and value the Millennials. This associate, who is 60, owns a firm that works in the A/E arena. Of his 9 employees, all but one are Millennials. He was bragging about how smart they are, how involved they are, and how much they want to contribute.
They relish responsibility, demand instant feedback, and expect to accomplish things. They are socially responsible and want to work for companies that are involved in good causes.
And, of course, they are the technology generation. My son didn't know how to fax a document-he had never needed to. But if he has his way, WeKnowEngineers.com will soon be available on YouTube and podcasts.
A column in Newsweek entitled "The Dumbest Generation? Don't Be Dumb" pointed out that the Millennials don't know history, great literature, and other facts that the older generation had to commit to memory. The Millemnials don't have to remember; if they need information, they just search for it on the web.
HOW TO MANAGE MILLENNIALS
Baby Boomers coined the term "continuous learning." What we viewed as novel, the Millennials demand. Just-in-time, continuous learning is expected. One Millennial said, "I would have loved to stay with this company for more than a year or two, but they just didn't have anything left to offer me."
Here are some tips on how to manage your Millennials.
* Create coaching relationships between your experienced staff and the Millennials.
* Give constructive feedback immediately-not once or twice a year.
* Treat them like a colleague or associate, not a subordinate.
* Don't shut down when they ask "why" you do things a certain way. Explain. Turn it into a learning opportunity.
* Teach basic self-management skills, such as planning their time, assigning priorities, etc.
* Work with them to develop a career plan, with goals, timelines, resources, etc.
* Create a database of "go-to" people that can help them with their learning in different subjects.
Next time: How Millennials can manage up. Have a great day.
Pam
P.S. Millennials are also sometimes referred to as Generation Y. "Millennials" is the official term.
Dealing with the New Kids on the Block-the Millennials, not the revitalized boy band-can be a challenge for managers. I know. My 23-year-old son works with me part-time while he finishes school.
TRAITS OF THE MILLENNIALS
I recently heard this generation, born from 1981 to 2000, referred to as the most affluenced generation. Other people have referred to them as being coddled. I'm guilty. Somebody drove my kids to school every day until they could drive themselves. With Atlanta traffic and child predators out there, I couldn't let them walk to school. The very idea!
These young people are focused on the present: "what can I do now?" At a recent conference, an associate and I were sharing stories about how we had to step up to management roles at the ages of 24 and 26. We bragged (if we're honest) about how we had to manage a dozen or more people, all older than us. A Millennial at our table sighed and said, "I sure wish I had a story like that to tell others." He is itching for an opportunity to make a difference.
I had breakfast with another associate this morning who reminded me of the need to involve and value the Millennials. This associate, who is 60, owns a firm that works in the A/E arena. Of his 9 employees, all but one are Millennials. He was bragging about how smart they are, how involved they are, and how much they want to contribute.
They relish responsibility, demand instant feedback, and expect to accomplish things. They are socially responsible and want to work for companies that are involved in good causes.
And, of course, they are the technology generation. My son didn't know how to fax a document-he had never needed to. But if he has his way, WeKnowEngineers.com will soon be available on YouTube and podcasts.
A column in Newsweek entitled "The Dumbest Generation? Don't Be Dumb" pointed out that the Millennials don't know history, great literature, and other facts that the older generation had to commit to memory. The Millemnials don't have to remember; if they need information, they just search for it on the web.
HOW TO MANAGE MILLENNIALS
Baby Boomers coined the term "continuous learning." What we viewed as novel, the Millennials demand. Just-in-time, continuous learning is expected. One Millennial said, "I would have loved to stay with this company for more than a year or two, but they just didn't have anything left to offer me."
Here are some tips on how to manage your Millennials.
* Create coaching relationships between your experienced staff and the Millennials.
* Give constructive feedback immediately-not once or twice a year.
* Treat them like a colleague or associate, not a subordinate.
* Don't shut down when they ask "why" you do things a certain way. Explain. Turn it into a learning opportunity.
* Teach basic self-management skills, such as planning their time, assigning priorities, etc.
* Work with them to develop a career plan, with goals, timelines, resources, etc.
* Create a database of "go-to" people that can help them with their learning in different subjects.
Next time: How Millennials can manage up. Have a great day.
Pam
P.S. Millennials are also sometimes referred to as Generation Y. "Millennials" is the official term.
Tuesday, June 10, 2008
See you in Savannah
This is just a short note to let you know I am not writing a blog entry this week. WeKnowEngineers.com is making its debut in Savannah at the annual Georgia Engineering Retreat.
In addition to exhibiting, I am presenting on "Bridging the Leadership Gap." I'm providing a roadmap for finding and filling leadership gaps, along with ways to identify talent and develop it. I'm sure some of that will surface in this blog in the months ahead.
The summer conference is always a great time to connect with old friends, make new friends, and collect lots of good information for engineers. I promise to share.
Take care. I'll talk to you next week.
P.S.: Check out the comment on the last post, about introverts.
Mark is a great example of an introvert who can function successfully in an extraverted world. As he says, you can LEARN how to fit in. And make sure you have alone time to recover afterwards.
Thanks, Mark. You're as brilliant as ever!
In addition to exhibiting, I am presenting on "Bridging the Leadership Gap." I'm providing a roadmap for finding and filling leadership gaps, along with ways to identify talent and develop it. I'm sure some of that will surface in this blog in the months ahead.
The summer conference is always a great time to connect with old friends, make new friends, and collect lots of good information for engineers. I promise to share.
Take care. I'll talk to you next week.
P.S.: Check out the comment on the last post, about introverts.
Mark is a great example of an introvert who can function successfully in an extraverted world. As he says, you can LEARN how to fit in. And make sure you have alone time to recover afterwards.
Thanks, Mark. You're as brilliant as ever!
Thursday, May 29, 2008
The Strong, Silent Type
A few weeks ago, I offered suggestions for how to handle extraverts in the work place: Dealing With "Chatty Cathies." I promised to give some insight into the introverts. That's today's topic.
Many of you know this joke, but I'll repeat it here because it is so fitting.
"How do you tell the extraverted engineer from the introverted engineer?"
"The extraverted engineer is looking at your shoes." (The introverted is looking at his own.)
Joke-telling is definitely not my forte, but I have a lot of experience with introverts. There are extraverted engineers out there, but they are the minority. The bulk of engineers I've met are introverts, and some are what I call raging introverts.
CHARACTERISTICS OF INTROVERTS
Introverts
* keep their energy and ideas inside, thus making it hard to get to know them
* may avoid (or run from) interaction with others
* hesitate before speaking
* thrive on alone time
* go deep on one or two areas of interest
* proceed cautiously in making decisions
* need to be asked for their opinion and input
* don't give much away through facial expressions
HELP FOR INTROVERTS
"The introvert is pressured daily, almost from the moment of awakening, to respond and conform to the outer world," according to Otto Kroeger and Janet Thuesen in their book "Type Talk." If you are working with introverts, here is how you help them be more comfortable in a typical business situation.
* Give them questions and agendas ahead of meetings so they can think about the issues ahead of time. Do NOT ask an introvert a question and expect an immediate answer.
* Help them learn to interrupt others. This sounds very strange to extraverts, who interrupt all the time so that they can get their thoughts out. One introverted client, who is very smart, has been thought of as "not real bright" by an executive in her firm. He wants her to interrupt him, and she simply isn't going to do that. I suggested she let him know that about her. She will wait until he is finished, then she will talk.
* Give them lots of prep time before any presentation. One introvert told me he was OK doing presentations, as long as he felt that he was fully prepared and knew what he was going to do. His version of fully prepared was much more extensive than an extravert's version of fully prepared.
* Since introverts have to interact with others, suggest an introvert select a couple of topics that they are comfortable talking about in social settings or networking events. Again, give them time to prepare and to get comfortable with sharing. For men, this topic often involves sports.
* Allow introverts their alone time. If they don't get this, they will stress out. If you are an introverted manager, close your office door. Let people know when you will take questions and when you want to be left alone.
For lots more great insight and information on introverts, read "The Introvert Advantage: How to Thrive in an Extravert World" by Marti Olsen Laney.
A SMALL REQUEST
I'm hearing from lots of you that you find these weekly missives helpful and thought-provoking. That is certainly my intent.
You can help us by spreading the word. If you found info in today's piece that was helpful to you, please forward the original email to ONE friend or colleague.
Just ONE. Help spread the word.
Many of you know this joke, but I'll repeat it here because it is so fitting.
"How do you tell the extraverted engineer from the introverted engineer?"
"The extraverted engineer is looking at your shoes." (The introverted is looking at his own.)
Joke-telling is definitely not my forte, but I have a lot of experience with introverts. There are extraverted engineers out there, but they are the minority. The bulk of engineers I've met are introverts, and some are what I call raging introverts.
CHARACTERISTICS OF INTROVERTS
Introverts
* keep their energy and ideas inside, thus making it hard to get to know them
* may avoid (or run from) interaction with others
* hesitate before speaking
* thrive on alone time
* go deep on one or two areas of interest
* proceed cautiously in making decisions
* need to be asked for their opinion and input
* don't give much away through facial expressions
HELP FOR INTROVERTS
"The introvert is pressured daily, almost from the moment of awakening, to respond and conform to the outer world," according to Otto Kroeger and Janet Thuesen in their book "Type Talk." If you are working with introverts, here is how you help them be more comfortable in a typical business situation.
* Give them questions and agendas ahead of meetings so they can think about the issues ahead of time. Do NOT ask an introvert a question and expect an immediate answer.
* Help them learn to interrupt others. This sounds very strange to extraverts, who interrupt all the time so that they can get their thoughts out. One introverted client, who is very smart, has been thought of as "not real bright" by an executive in her firm. He wants her to interrupt him, and she simply isn't going to do that. I suggested she let him know that about her. She will wait until he is finished, then she will talk.
* Give them lots of prep time before any presentation. One introvert told me he was OK doing presentations, as long as he felt that he was fully prepared and knew what he was going to do. His version of fully prepared was much more extensive than an extravert's version of fully prepared.
* Since introverts have to interact with others, suggest an introvert select a couple of topics that they are comfortable talking about in social settings or networking events. Again, give them time to prepare and to get comfortable with sharing. For men, this topic often involves sports.
* Allow introverts their alone time. If they don't get this, they will stress out. If you are an introverted manager, close your office door. Let people know when you will take questions and when you want to be left alone.
For lots more great insight and information on introverts, read "The Introvert Advantage: How to Thrive in an Extravert World" by Marti Olsen Laney.
A SMALL REQUEST
I'm hearing from lots of you that you find these weekly missives helpful and thought-provoking. That is certainly my intent.
You can help us by spreading the word. If you found info in today's piece that was helpful to you, please forward the original email to ONE friend or colleague.
Just ONE. Help spread the word.
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