What to do with self-sabotaging people – part 2

What to do with self-sabotaging people? How do you coach/deal with them? In my previous post (here) I explained that self-sabotaging people are basically stuck and not moving forward. They seem incapable of doing what needs to be done.  Can you coach/manage someone like this? The answer is yes, if they are willing and, specially, if you are willing to put the effort required to unstuck them.

One thing first, if you can avoid the relationship altogether is a better course of action. Wasting time on somebody who is doing their earnest to destroy their lives is a bad bet.  Remember that these people are masters are sucking up time and energy, so be wary of their games. But in the case that you won’t or can’t avoid it, then this are the actions that may help you:

• Determine what you want to accomplish: are you there to save a career, save a buddy or just make someone more productive?  Your efforts should focus on that and not on solving everything.
• Recognize that you cannot change anything yourself, they need to do their own work.
• Be very clear about the boundaries in the relationship – define what you will do, what you won’t do and what you expect them to do, and even how to do it – did I mentioned that this requires a lot of time?
• Set clear goals, but focus on the short term. Giving them too many long term goals will cause them to procrastinate. Don’t give them that chance – keep it short and sweet.
• Set meeting guidelines. Your door should be open but be wary of too many unscheduled meetings or emergencies. Keep track of the time you are spending.
• Make sure they are doing their work and making their own choices. It is too easy to fall into the “I-can-solve-anything” mode. You are there to guide and mentor, not do their job.

One last thing, even if you do all of the above perfectly, there is a big chance that they will not respond or, despite what they say, perform what was agreed. So, be ready to drop them if that happens.

Improve your productivity with co-working

It has been five months since I started using a coworking space at Buro Miami: Urban Workspaces so I wanted to give you an update. It definitely has been an very positive experience. I will give you my appreciation of the good, the (not-so) bad and my final thoughts.

The good

• The place is always clean and the environment nice and friendly.
• Lots of energy and people taking care of business - it motivates you.
• Environment/decor is great for bringing clients to your office - plan ahead if you need to reserve a meeting room.
• The people around you are, for the most part, quiet and respectful of your space and will generally walk away to an empty space to have phone conversations - I do the same thing. 
• The dress code depends on you and your aim for the day so it ranges from fully relaxed (short and a t-shirt) to business formal. 
• Full service office: copier, fax, mail room, receptionist, etc. 
• Many additional services/benefits: discount card to local businesses, sandwich service to the office, Spanish lessons...
• For me, it is a tax-deductible expense (check your tax laws).

The (not-so) bad

• Parking is not in the building so you have to walk (a block tops). It is only a problem if it rains.

Final Thoughts

For me, the thing that sealed the deal is that my productivity skyrockets when I am there (as compared to my home-office) because I get into full work mode. As you can tell, I like everything about the place. I would recommend anyone working from home to give co-working a try.

Helping a partner regain their performance edge.

An under-performing partner or coworker can bring down the performance of a division or the whole company – this may in turn, affect our end-of-year bonus, profit share or work environment. So, rather than saying that it is her or his problem and letting them be, sometimes it is in our best interest to help the under-achiever.

Recently I was working in a venture with a person that was under-performing and it was bringing the whole partnership productivity down. We were both responsible for parts of the venture that were complementary but mutually exclusive. My problem was how to help her achieve the desired performance without destroying the partnership by being invasive and controlling. The reasons for my decision to help were:

• It seemed fixable (no drug use, alcohol or any of the sorts). 
• Her past performance indicated that she was capable of much more than she was delivering. 
• Dissolving the partnership would have been a complicated and messy affair – and not good for both our reputations. 

My plan was to approach this person and state the problem and my intentions in a clear and respectful manner. I set up an appointment to discuss the situation in a non threatening environment and out of the office. During the conversation I setup myself as a supporter and ally and not a fixer – this is important! You are there to help not do their job (unless it is a problem in your area). At the end of the meeting we established an agreement that we would work on the problems and setup a general plan. Keep it simple.
Over the next few days, we clearly identified the problems, their causes and devised plans to fix and correct each one of them, as well as establishing indicators and goals for each one of them (you have to know when you are done). We identified everything that may be affecting her performance, from rebellious employees to over-dependent clients, and put a plan in place to correct them.
Over time, we tracked our plans and made corrections, while keeping our eyes in our indicators and goals. As problems started to disappear her productivity went back to what was expected and we developed a better working relationship.

Business opportunities: gut vs. numbers

Recently I have been interacting with small to medium-size business owners to discuss the topic of business opportunities whether it is an expansion of their current business or an evaluation of parallel income opportunities (like diversification). Our discussion usually starts with the business objectives and their assessment of the opportunity, I noticed that all of them, without fail, are using back of the envelope calculations, and nothing more, to evaluate their opportunity. No a single cash flow spreadsheet was used, the due diligence was a personal visit with the other company (to meet the owners, partners, etc).

This way of doing business clashes to some degree to what you see in business schools - where there is no investment without a lot of due diligence. We can learn from these successful people and use our gut to make business decisions. In our big corporations by having some degree of freedom in what bets we allow our trusted employees to place.

Like in everything, there is a threshold to the amount of money you can trust to your gut. If the amount is large enough, use the tools that MBAs, M&A people, investment bankers, VC have always used to evaluate business decisions. The amount should depend in your company's cash flow and in its risk culture.

Co-working spaces

After a year of travelling (that is the life of the consultant) I am back home with the dreaded notion of having to find a place to call "my office" - home is not an option as the capacity for distractions is so high that it makes it a bad option for me - you have to know yourself and how you function best.

After visiting some colleagues in Boston, I decided to try a co-working space in Miami in a place called Buro. After a few days the experience has been a very positive one. I can work with minimal distractions and it feels the same as an office (with the added benefit that the boss or client are not there). In this case the decor is very nice and the view from the floor is very Miami (lots of palm trees and sun).

I will keep you posted on my experience as it progresses.

Triggering a full reorganization

How often do you stir things up in your company? I was turn to this topic by a conversation I had about operational efficiency. I was thinking about how often you should look at what you are doing and look for ways to improve it. If you go by the Kaizen methodology, then you are doing this constantly... this works great for small changes but not for big ones. Full-on reorganizations can be triggered by traumatic events but the price you pay in organizational stress is great.
I recommend you are always on Kaizen mode; it is a great way to do business and life in general. But, how do you decide is the right time to do a full-on reorganization? The conditions I think could trigger a full reorganization are:

• Financial results are not there for 3 quarters or more. You are underperforming and it is not the result of a disaster, and the recovery trend is not there.
• You tried incremental enhancements and they are not having enough impact.
• Your key decision processes are convoluted or ineffective.
• Key players leave or arrive into your organization (for example, after a merger or acquisition).
• Your market conditions have changed dramatically (new and strong competitors; new business models)

These are a few of the conditions; your individual reasons may vary and add to this list. If you decide that a reorganization is in order, just be careful to fix the issues with a holistic approach.

What to do with self-sabotaging people – Part 1

I was just in a discussion with one of my Linkedin groups as to how to handle people who are self-sabotaging. First things first, how do you spot a self-sabotaging person? Here are a few of their characteristics:

 

1. Self-sabotaging people are aware of what needs to be done, but do something else.
2. They stop learning and listening - they believe they already know what they need to know.
3. They stop asking for counsel or use the wrong advisors [we should use only wise and trusted advisors].
4. They spend their energy in menial things and events; they don’t pick their fights – they sweat the small stuff and everything is a conflict to the death.
5. They’re forever looking at the past: what mistakes they made, what [they think] people did to them, how they were wronged.
6. They are always looking at the future [but do nothing to achieve it] – they wish upon every star but never lift a finger to make things happen.
7. They make excuses for their behavior and don’t take responsibility – my parents treated me bad, my [condition] excuses my [behavior].
8. They believe the labels they apply to themselves – I am [neurotic, unlucky, ugly, fat] so I can’t change [something]
9. They always believe things are too difficult and find the negative in everything.

They not only waste their time, but yours. They come into your office and take precious energy away from people and things that really need it, they leave you exhausted and little less alive than before, they don’t leave anything behind but stress and desperation. But, what should you do with them? In my next post, I will present a good list of solid advice as to how to handle this type of person.