Why I Think My Boss is Great
by Karen Vyverberg

I had been coaching at a competitive gymnastics club for almost three years when a new Gymnastics Director, Kristin, was hired. I was graduating from college and getting ready to move away for graduate school. Mentally, I was getting ready to leave, so I wasn’t very concerned with the change one way or the other. However, I was then accepted into the graduate program at my school, and also offered the job of head coach at my gym. Now, a few months later, I realize that without Kristin, I would not have continued coaching.

Kristin has three important qualities that make the most impact on me: she is genuinely passionate about her job; she regularly asks for my opinion; and she gets things done. Kristin cares more than anyone about the gym and everyone in it, and her excitement is contagious. If I come to work tired, she animatedly shows me a new drill and my mood turns around. Her enthusiasm makes me want to be a better coach. Kristin also regularly asks for my opinion. I am the senior coach and she always checks in before making changes. She doesn’t need my permission to make decisions, but asks because she knows I have a valuable perspective to offer. Finally, Kristin doesn’t talk about things she wants to get done, she does them. We need new paint on the walls? Done. We are short staffed? She hires a new coach. Kristin makes active changes that demonstrate her dedication.

Kristin re-ignited my love of coaching when I saw the real improvements she was making and how much she cared about the program. I found my own passion again, without which I could not have continued to coach.

A Personal Note ~

Karen is my 22 year old niece, visiting me in California before returning to school to start work on her PhD in Geology at the University of Florida, where she was awarded a graduate fellowship from the University of Florida Water Institute.

Mary

I recently came across a Mahatma Gandhi quote that is pithy and provocative:
“Anger and intolerance are the enemies of correct understanding.”
Emotionally charged situations come with the territory of leadership. Strong emotions can be evoked by unexpected events, crises, disappointments, frustrations, and conflict, all compounded by stress and other pressures. Leaders must take responsibility for developing effective ways to deal with their intense emotions.

Food for Thought ~

This insightful observation from Gandhi speaks to the point. We will be compromised in our effectiveness if we are captives of anger or intolerance. I interpret “correct understanding” to mean the ability to see clearly into a situation and understand accurately the issues and dynamics present. For only with as full and complete an understanding as possible of all the factors can we make a wise judgment about what to do. If we are handicapped by the emotional storm of anger or the self-limiting narrow interpretations of intolerance, we may miss important information. This may lead to compromising ourselves, our interests, and our organization.

Question for the day ~

Have you developed the ability to manage your emotions? Do you have effective ways to maintain your equilibrium, objectivity, and professionalism as a leader?

In Closing ~

If you need assistance in learning how to manage your emotions, please take advantage of the many resources available.

Mary

Last week I described delegation, which is entrusting a task or responsibility to another person. Delegation is a central leadership skill. (If you need a refresher on the six steps in delegation, it’s archived on my website and there’s the link.) The fifth step is the hand-off, establishing a reporting system and communication process. Space constraints did not allow me to detail the “invisible” next step between the hand-off and the follow-up, saving it for a dedicated post today. It’s a paradox, because the next step is to do (apparently) nothing! As the leader who delegated the assignment, your next challenge is to stand back and stay back so that the person to whom you delegated the task can wade into the responsibility and give it their best shot, without you hovering over their shoulder.

Food for Thought ~

Are you able to “stand back” after you delegate? Have you developed your skill at delegation so that you can hand-off a task or responsibility with confidence that it will be done well?

Question for the day ~

Are you able to “stand back” after you delegate? Have you developed your skill at delegation so that you can hand-off a task or responsibility with confidence that it will be done well?

In Closing ~

People are still reading my new article in the NorthBay Business Journal about skill, the third cornerstone of business success, “Building a team that can execute a plan.” If you haven’t had a chance to do so yet, please click here.

Mary

One of the principal leadership skills is delegation, which means entrusting a task or responsibility to another person. You cannot truly be a leader without this skill. Here’s an overview of the delegation process: First, define the task you wish to delegate. Clearly describe the task and its parameters. Depending on the situation, it may need to be in writing. Second, ensure that the person is capable of carrying out the assignment. Third, discuss the assignment with the person in sufficient detail to be sure he/she understands it and how it relates to larger goals. It’s important to provide a context for the task. Fourth, answer any questions and establish agreements regarding expectations, timeline, resources available and contingency plans. And fifth, as you make the hand-off, be sure to establish a reporting system and communication process.

Food for Thought ~

Once you have delegated the task itself, remember that’s just the beginning. The requisite next phase is follow-up. This is an essential aspect of delegation; it’s not optional. If you don’t follow-up, you are not doing your part. Following-up means direct communication with the person assigned the task. This gives you an opportunity to answer questions, clarify expectations, review progress, and make needed adjustments. (We all have had experiences where we thought we had a clear understanding with another person and, regrettably, learned that we did not.) Following-up gives you, the leader, an opportunity to coach and mentor, to troubleshoot little issues before they become big ones, and to establish a culture of accountability in your organization.

Question for the day ~

As a leader, do you value being good at delegation? Do you always follow-up? Does your organization have a culture of accountability?

In Closing ~

Last week I provided a link to my new article in the NorthBay Business Journal on Skill, the Third Cornerstone of Business Success. If you haven’t had a chance to read it yet, please click here.

Mary

Two months ago I introduced my Four Cornerstones for Business Success model, which I developed after working with hundreds of companies over a twenty-five year period. The model is being published in the NorthBay Business Journal as a four-part series. The first Cornerstone for Business Success is Purpose, which includes not only a viable business model, but vision, mission, and values. The second Cornerstone is Strategies, your chosen path, selected to achieve your desired goals, and shaped by your vision and values. This brings us to the third Cornerstone – Skill.

Food for Thought ~

Expertise and execution are the tangible manifestations of a company’s purpose and strategies, so now the matter of skill becomes particularly relevant. Without excellence in execution, even inspired purpose and brilliant strategies will be for naught. In strategic planning circles, the saying goes, “Execution trumps strategy every time.” Execution is the implementation of the strategies you have chosen. The Skill factor is the consideration of both how and how well things get done. What are the quality control systems? How timely is the work? What are the standards for performance, from ethics to customer service to business practices? Excellence in execution requires a commitment to long-term internal development efforts, investing in the human capital as well as the other resources needed to get the work done.
Click here to read more.

Question for the day ~

As a leader, do you inspire others to high levels of skill and performance? Do you set the example with your own commitment to professional growth, continuous improvement and personal development? Does your organization have a culture of accountability?

In Closing ~

Perhaps you have heard the adage: “How well you do something is how well you do everything.” Choose to work with people who set their own high standards.

Mary

Transition is the human side of change. In the organizational context, a change might be an office relocation, new software installation, promotion, or re-organization. A transition is the adjustment process over time by the people impacted by the change. Some of the indicators of people and organizations in transition include anxiety, upset, ambivalence, and detachment, just to name a few of the common emotions that accompany change. Even if an organizational change is “for the better,” the psychological impact of the change will disrupt familiar patterns and relationships. The personal make-up of an individual and the collective culture of an organization determine the magnitude of the impact.

Food for Thought ~

Leaders need to understand that organizational changes precipitate human transitions. The human factor will always affect the change’s intended improvements. By understanding the dynamics of change and transition, you can lead your organization safely through it. Be proactive with planning and preparation, rather than waiting to be reactive when problems arise. Facilitate the transition. Achieving the desired outcomes of a change requires managing a successful transition.

Question for the day ~

In your role as a leader, do you understand and apply the principles of change and transition management to the changes in your organization? How “transition-worthy” is your organization?

On a Personal Note ~

This Tuesday Minute is dedicated to the memory of William Bridges, acclaimed author, international consultant, gifted teacher, and pioneer in the field of change and transition. I am honored to have worked with Bill as a client as well as a colleague. His breakthrough thinking and lyrical communication touched the lives of many; and I am one. If you would like to know more about William Bridges and his work, here’s a link to his obituary in the San Francisco Chronicle. William Bridges.

With gratitude,

Mary

A colleague recently sent me a quote from Nelson Mandela that provides us with a very interesting perspective on leadership. Here’s part of what Mandela had to say:
“It’s better to lead from behind. Put others in front, especially when you celebrate victory or when nice things occur. You take the front line when there is danger. Then people will appreciate your leadership.”

Food for Thought ~

I agree that a strong leader is someone who does not need to be in a high visibility position at all times. Mandela calls it “leading from behind.” I like leaders, such as the example Mandela sets, who are able to modulate their leadership practices according to the situation. When things are going well, a gentle hand on the rudder may be all that’s needed. When there is risk, or as he calls it, danger, then a higher profile and more assertive action may be required. As a leader, I have always felt that part of my responsibility is to “protect” my organization – the people, the resources, the brand/image, all of the myriad assets and interests of the enterprise.

Question for the day ~

In your role as a leader, do you adjust your visibility level depending on the situation? Are you generous in giving recognition to others? Do you move to the front when there is a threat to your organization?

In Closing ~

“A good head and a good heart are always a formidable combination.”
Nelson Mandela
Activist and President of South Africa, 1994 – 1999.

Mary