Would You Rather Have High Trust/Marginal Talent or High Talent/Marginal Trust?

That's a loaded/trick question. 

You probably reacted to that by thinking, "we have nothing if we don't have trust".  To me, I'm not sure - I think it depends on your definition of trust.

Do you think trust is integrity at all times and ethics? How to you measure that? Is trust doing things like you expect them to be done? Do people have to check in with you if they're going to do something that would cause you not to trust them? Have you trained them on what that is?

Of course you haven't. And the definition of trust is different for all of us.

That's why I think I would pick high talent over high trust if given the choice for an organization. Talent gets things done and if an organization has a high talent level, odds are that organization will outperform it's peer group.

An organization full of people you can trust might be a high performing organization - or it might be lame from a performance perspective. Odds are, organizations full of people you can trust will fall along the bell curve.  

Of course, the two factors - talent and trust - aren't mutually exclusive.  You can have both.

The problem is that for all the issues with measurement of performance, we are still much more capable of measuring performance in an individual than we are of measuring how much we can trust that same person.  And our definitions of trust will differ dramatically person by person, which creates unbelievable variability within a single organization.

You don't know you have a problem with trust - until it's gone.  We should always pick talent over intangibles we have trouble measuring.

If you can tell me how you accurately measure trust, I'll change that stance.


How To Show Creatives In Your Workforce That Planning/Communication Is Necessary...

For non-creatives, managing creatives can be tricky business.

I mean, really - you're not creative and you're going to try and tell them how they should run their creative desk?  How dare you!

My experience is that creatives, while organized in their own mind, often don't see a gap related to how others view them and the services they provide.  Creatives are a valuable, rare commodity, so many managers will avoid engaging them to deliver services in a way that the team/company/client can more easily understand - out of fear of losing the resource.

A lot of that gap comes down to planning and/or communication.  What can I expect, when can I expect it?  Many who rely on creative services treat it as a mystical resource.  

Creativity takes time.  Creativity can't be rushed.  It will be done when it's done, but you want high quality, right?

All of which is true.  However, I recently ran across this example of how one creative mind works when it comes to planning and organization.  take a look at the spreadsheet below - it's a planning doc from Harry Potter author J.K. Rowling.  Take a look at the picture (email subscribers may have to click through to view, and all can click on the picture below to blow it up) and we'll talk about it after the jump.

Jk-rowlings-phoenix-plot-outline_1457414808

More on this doc from Open Culture:

At the height of the Harry Potter novels' popularity, I asked a number of people why those books in particular enjoyed such a devoted readership. Everyone gave almost the same answer: that author J.K. Rowling "tells a good story." The response at once clarified everything and nothing; of course a "good story" can draw a large, enthusiastic (and, at that time, impatient) readership, but what does it take to actually tell a good story? People have probably made more money attempting, questionably, to pin down, define, and teach the best practices of storytelling, but at the top of this post, we have a revealing scrap of Rowling's own process. And I do, almost literally, mean a scrap: this piece of lined paper contains part of the handwritten plot spreadsheet she used to write the fifth Harry Potter novel, Harry Potter and the Order of the Phoenix.

One of the most economically successful creatives (in this case, an author) relies on a spreadsheet to plan and execute story arcs and plots.

A lot of your creatives don't plan like this.  I think it's worth sharing to show the level of detail one famous creative mind includes when planning work product.

In addition, the doc serves to make an additional point.  If J.K. Rowling goes to this extreme to keep her own head straight, might more planning and communication from your creatives to those who are waiting for creative product from make sense within your company and on your team?

It's one thing to have it in your head.  To truly reach the highest level of creative service inside a company, your creatives need to be organized - and then tell the world what their work funnel looks like and when they can expect delivery.   

 


How to Involve Employees In Goal Setting - Even If You're 99% Sure Some of Their Ideas Will Suck....

I'm up over at Saba Software talking about goal setting - something that should be on everyone's mind at the start of the year, right?

You must include your direct reports in the goal setting process. I know – sometimes their ideas aren’t great. It’s OK – I'm going to show you how to involve the direct report in the goal setting process without being held hostage by bad ideas about goals. You can include them and maintain control of the process.

The more you can show they had input, the more you win by increased engagement towards the goals. Take a look at this episode of TalentTalks at Saba Software to learn more/how.

Click here to see my video for a 3-step process to including your employees in goal setting - in risk-free, no BS way.

Goal setting

VIDEO: Using BHAGs as a Goal Setting Technique for High Performers...

Big, hairy, audacious goals, or BHAGs, are visionary, strategy statements designed to focus a group of people around a common initiative. They traditional differ from our other goal setting techniques because BHAGS are usually positioned toward by a large group (rather than individuals) and they typically span a large amount of time than any of our other goals. They’re huge.

Even though BHAGs are generally goals for companies and collective groups, smart managers are increasingly using them for individuals as well. I explain the merits of using BHAGs in this fashion in the following episode of TalentTalks from Saba Software.

Take a listen (email subscribers click through for video below) and hit me in the comments with a BHAG that's been useful in your career or managing a talented direct report!!! 


Why Limited Feedback Points Are Crucial in Corporate Coaching...

You're a coach in the corporate world.  That means you know a lot - about a lot of things.  

It also means you've been trusted - whether formally or informally - to share your observations, thoughts and wisdom with others about their performance.  With that comes great responsibility.  I'm assuming you're good at what you do and have what it takes from a Subject Matter Expertise perspective to coach effectively.

So allow me to tell you where you're going to #### it up:

You're going to give your coaching recipient 10 things to think about the next time they perform the subject of your coaching.

Maybe 5 things.  The number is important, but also meaningless once you go above 2-3 items you attempt to coach on in a single session.  Let me explain what's out there in business books and then give you my own experience.

If you read Malcolm Gladwell's Outliers, you'll see the best in any field have 3 things present as they develop into world-class performers:

--They spent the time practicing - the 10,000 hour rule

--They had access to facilities/tools to practice the skill in question

--They had access to a coach/system that could provide immediate feedback

What's most interesting to me these days is the coaching part of that loop.  The older I get and the more coaching I do, the more I'm convinced that coaches have to be very selective in the feedback they give.  As SME's in whatever we do as coaches, it's easy to unload a list of things that a person should do in order to improve they next time they perform a task/service/etc.

You're a common sense person, so when I tell you "don't give the subject of coaching 10 things/points of feedback", you get it.

What if I told you that 3 points of feedback are too many? 

That's harder, right?

In my outside life away from business, I serve as a basketball shooting coach for some good to great players at a variety of ages.  The research Gladwell cited in Outliers certainly hold true for my students - they have to have a desire to put in the hours, they need access to an indoor gym and they need immediate coaching and feedback, which is where someone like me comes in.

In my basketball coaching life, experience rapidly brought me down to a coaching 3 points of feedback - base/feet, hand placement and speed through the zone/finish.  That's all I coach on, because different players have different styles and it's my job to maximize them - not change something that will take them backwards.

But experience as a coach in hoops has taught me something else - while it's OK to have culled my coaching package down to 3 things, when the player is getting reps in, 3 points of feedback is way too many.

What I've learned is that I can go into a coaching session thinking that we need to work on two of the three, but on a rep by rep basis, I can only give feedback on one.

One point of feedback per rep.

If I give feedback on more than one point of my package, it becomes so overwhelming to the recipient - you guessed it - improves on nothing at times during the session.

You're a good coach in the corporate world.  Check yourself before you wreck yourself when it comes to how you give feedback.

Coaching more than one point of feedback in a session?  It's bad for everyone's health.

 


VIDEO: Dealing with Sidetracks In Coaching Conversations...

Featured today - an interview I did with Tim Sackett for Talent Talks (a great series brought to you by Saba Software) on Dealing with Sidetracks in Coaching Conversations...

You know what sidetracks are even if you don't know them by name...  You know you need to coach a direct report on an issue, so you engage, only to get blown back by the employee with all the reasons the current situation (the one you're coaching on) exists.. It's them, it's their tools, hell, it's even you.

Yes, you! Sidetracks are so dynamic your direct reports can use them to throw you under the bus!!

Take a look at the video below (email subscribers may need to click through to see player) for ideas on how to deal with sidetracks.  If you like what you see, make sure to visit Saba Software- and don't forget to like the video or throw us a comment!


COMPETITION IS NOT A DIRTY WORD: You Want Employees Who Want to Stick It to the Other Guy/Gal...

Yesterday I pinged you about the change in corporate values at Uber.  They have always had a Viking culture, and that works when you're trying to conquer new land/metro areas vs. groups that don't want to be conquered.  Hell, that might even be necessary.  

Uber is making the right pivot and is probably two years late.  Once the majority of the conquering is done, the Viking culture doesn't work so well.  

But don't mistake having a positive set of corporate values with the assumption you don't want people to compete hard vs. the competition, and yes, at times each other (teammates).

You want people in your company who want to compete, and at times, stick it to the other guy/gal.  You just need them to do it with the cloak of professionalism.  With that in mind, I give you this picture of Mark Dantonio, who in this picture had just been informed that his team, Michigan State, is a 16-point underdog on the road at Ohio State.  If you can't see the picture below, enable photos or click through to the site for this gem (analysis below the picture):

Dantonio

This picture says everything you need to know about competition in the workplace and why you have to nurture it as a Talent Leader.

Mark Dantonio is a positive leader in the sports world.  He's soft spoken and generally has teams that overachieve.

But look at the face.  For all the professionalism, the look says it all.  Underneath the talking points, the corporate haircut and the conservative Nike attire, MARK DANTONIO WANTS TO ROLL INTO OHIO STATE AND MAKE KIDS WEARING BUCKEYE GEAR CRY. HE WANTS TO HURT URBAN MEYER'S CAREER.  IF HE COULD GET AWAY WITH IT, HE WOULD HAVE HIS TEAM TRASH THEIR HOTEL ROOMS AND KNOCK OFF A COUPLE OF LIQUOR STORES IN COLUMBUS JUST TO GET READY FOR THE GAME.

But Mark Dantonio is too smart to give you more than this look.  This is all you'll get. You'll quickly become bored by listening to him.  He's not going to give you reason to think that he's anything but a fine, upstanding citizen.

Underneath, he's a lot like the Viking version of Uber.  He's rolling into a city that doesn't want him or respect him, and he's just been told he's a huge underdog.  He's got a history of rolling into big games as an underdog and making people pay.

He's a Viking.  But he's a smart Viking. You'll never get him on record with anything that can be used against him.

But the look says it all.  HE'S COMING TO TAKE YOUR MOTHER ####### LIVELIHOOD FOR DISRESPECTING HIM.

This is what you need in your workforce.  You need to see the look every once in awhile from your best people.  You need them on that edge.  

The best ones never show you more than this look.

 


The Power of Self-Diagnosis In Corporate Coaching...

We've all been there as coaches in corporate America for our team.  

We know the adjustment we need our direct report to make. It's easiest to just tell them what to do with a side dish of "why". Self diagnose

That's prescriptive coaching, and it has its place.  But telling someone what to do is rarely the best path for long term results.  That's why tools I've talked about in the past, like the Please Shut Up 6-Step Coaching Tool, always involve you "shutting up" and forcing the recipient of your coaching to respond/talk/engage.

But there's a senior level to coaching strategy.  I call it Self-Diagnosis and it goes something like this:

1--You've got a long term investment in coaching someone on your team.  You've spent the time, they've heard how you want it done.  If you're really good, they feel like they have participated in that process.

2--Unfortunately, they're still ####ing it up.  They're not as good as you want them to be, especially since you've spent the time.

3--They have good intentions - they are trying, they just haven't put it together - the muscle memory isn't automatic, perhaps it's a reps (not enough practice or live situations) issue.

4--They mess it up. You want to tell them what to do.

5--You resist the urge and go into being a coach that has "self-diagnosis" as part of your package.

6--Next time the performance isn't there, instead of telling them what to do, you ask them to self diagnose what went wrong. Hopefully you've established a pattern of limited feedback points (3-4 things that they need to do given the task or situation).  The first time you ask them to self-diagnose, there will be silence - they're used to to you telling them what to do.

7--But, if you keep asking them to self diagnose, a funny thing happens - they start to develop the ability to evaluate their own performance, which is the true key to performance improvement.

Using self diagnosis is a powerful coaching tool.  You have to lay the groundwork with limited feedback points for the situation/task, as soon as you've done that, you can start using self-diagnosis.

If you haven't used self-diagnosis before, be patient.  It might take 3-4 sessions before the employee understands the expectation is clear - they have to self diagnose, and you're not going to bail them out.

You know you've won when they start self-diagnosing without you asking them to.

Or you could keep telling them what to do and see how that goes for you....

 


Tesla: Now the Most Interesting Workplace Culture in The World...

Forget Google, Apple and if you're into pain, Uber.

Tesla is now the most interesting workplace culture in the world.  Here's 4 reasons why, my friends:

1--For starters, they've got a founder who is brilliant and unreasonable all at the same time. 

You've heard of Elon Musk, so he really doesn't need an introduction.  From a unauthorized biography I just read on him....

"When Musk came into the meeting room where I'd been waiting, I noted how impressive it was for so many people to be at work on a Saturday.  Must saw the sitaution in a different light, complaining that fewer and fewer people had been working weekends of late, 'We've grown f***ing soft", Musk replied, 
'I was just going to send out an email - we're f***ing soft'"

Founders.  Always a fun time.  There's 100 examples of this stuff in the book.

2--Tesla's under immense pressure to get production of it's newest car model, the Model 3, up to scale. And they are behind.  More from Bloomberg:

"Tesla said it built just 260 Model 3 sedans during the third quarter, less than a fifth of its 1,500-unit forecast. The company has offered scant detail about the problems it’s having producing the car. The vehicle’s entry price starts at $35,000, roughly half the cost of Tesla’s least-expensive Model S sedan.

A delayed ramp-up risks the ire of some of the almost half million reservation holders who started paying $1,000 deposits early last year." 

3--Tesla's at the intersection of manufacturing and automation with the ramp up of the Model 3 - here's an Instagram post shared by Musk late last week to respond to people reporting that there was limited automation at this point on the Model 3 line (email subscribers click through if you don't see the post below.  It's good):

4--Embedded in the founder driven culture is... wait for it.... people being fired after lackluster performance reviews!  And the company is saying that's the reason!  More from Bloomberg:

Tesla Inc. has fired an undetermined number of employees following a series of performance evaluations after the company significantly boosted its workforce with the purchase of solar panel maker SolarCity Corp.

 The departures are part of an annual review, the Palo Alto, California-based company said in an email, without providing a number of people affected. The maker of the Model S this week dismissed between 400 and 700 employees, including engineers, managers and factory workers, the San Jose Mercury News reported on Oct. 13, citing unidentified current and former workers.
 
“As with any company, especially one of over 33,000 employees, performance reviews also occasionally result in employee departures,” the company said in the statement. “Tesla is continuing to grow and hire new employees around the world.”
 
An interesting founder still running things.  Big innovation.  Production delays.  Saying you're trimming the bottom performers aka Jack Welch and stacked ranking.
 
Tesla is the most interesting workplace culture in America right now.  It's not even close.

The More Your Company Wins, the More Great Talent Will Allow You To Coach...

I saw this one last weekend.  I think you'll enjoy it.  Here's your set up.

Alabama's football team is coached by Nick Saban - did a post early this week after what a control freak he is.  The thing is, if your system gets great results, you have the ability to be a complete control freak.  If you're not a world class leader, you can't be a micromanaging control freak, because people you manage won't take it - they'll revolt.

Most of us aren't good enough at what we do to be complete control freaks.  Nike Saban, however, is good enough.

Here's a new thought to add to that post earlier this week:

The More Your Company Wins, the More Great Talent Will Allow You To Coach

Video clip below (click through if you don't see the clip).  Talk about what to look for after the jump. 

Alabama is playing at Texas A&M.  The outcome was never in doubt, BUT... Texas A&M scores and is kicking off, and IF they recover an onside kick, they could throw a hail mary with 5 seconds left to tie it, etc.

So the onside kick is cleanly fielded by one of Alabama's best players - in a roster full of 5 star recruits - Minkah Fitzpatrick.  

Here's where it gets interesting.  Average players field that onside kick and collapse like they've been shot. Minkah Fitzpatrick. is not average, so he fields it cleanly and runs it back.  That's what stars do, right?

Ultimately, he gets pushed out of bounds, celebrates with his teammates and then at the :23 second mark of the video, puts his hands over this face like he's just seen a ghost.  

He saw Nick Saban.

Flash forward to the :27 mark of the video. Minkah Fitzpatrick. comes to the sidelines and takes a tongue lashing from Nick Saban before an assistant grabs him to explain things more calmly as Saban walks off.  The coaching is obviously that if you fumble as you run it back, there's a chance we lose this game.

What's interesting to me with this one is that Micah Fitzpatrick looked over at the sidelines after the celebration and thought, "oh no" - I screwed that up.

He's one of the best players on the best team in the country, and he just made a great play.  But the devil was in the details, and when it saw the sidelines, he realized the coaching that was coming.

The More Your Company Wins, the More Great Talent Will Allow You To Coach

Success brings a lot of positives to your organization.  One of the things we don't think about is how open talented people are to coaching.  But ff you're losing as a company, it's harder to coach the great ones.  If you're winning, it's easier.

The more you develop a culture of success, the more open all employees - even the great ones - are to coaching.