Showing posts with label subordinates. Show all posts
Showing posts with label subordinates. Show all posts

Tuesday, August 16, 2011

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.

Wednesday, August 19, 2009

Good communication will make you a good leader - and help you keep you job

One of the worst defects of low leadership skills is poor communication. I’ve seen it a couple of times, nobody knows how the boss got the job as he seems unable to communicate his ideas coherently. Most of the time he seemed to be babbling - his speeches were full of trendy words and ideas but no substance; it took an enormous amount of effort on our behalf to understand what he wanted us to do. And obviously, sometimes we misunderstood and made mistakes. His shining point: he knew how to dress you down in front of everybody. Don’t be that boss.

You better understand (and quickly) how to deliver a message. Not only a better communicator will outshine you every time, but it will cause your organization to be erratic and mistrustful of your actions. It can help your subordinates set you up for failure and it will certainly make you a joke around the office.

I was reading a very good article on the MIT Management Review about how subordinates may be setting you up to fail. The article centers (among other things) in how perception plays a key role in how your actions, inactions and communications are received by your team. Although you cannot take responsibility of how people will understand your message, you better make sure your delivery is appropriate.

One of my mentors at Booz Allen gave me a maxim that I took to heart. Communications has two parts:

1) Message – what you are trying to say

2) Delivery – how you present your ideas

Delivery is how you may shape the perception of everyone who is receiving your message. Delivery could be short and sweet, floral and effervescent, somber and full of protocol. How you shape your delivery will not only help the audience receive the message, but get the right context for the message. Don’t tell the group that the company is restructuring while your face is smiling (I’ve seen this), or say you are focusing on indicators while doing nothing to get them (your actions are part of your delivery).

My recommendation is that you be the boss that means what he says and says what he means. Let your message and actions be coherent – in times of uncertainty make your message crystal clear.