Posts Tagged ‘ Decision Making ’

Diffusing Defensiveness – Converting Caustic Communication Exchanges into Casual Conversation!

SERIES: Part Two of a Four-Part Article

The ability to transition caustic communication exchanges into fluid, non-threatening conversations may seem like an art form to many, but actually it is more of a science. And with science, there are truths, steps and processes that can be learned, followed and replicated for lasting success as a leader today.

Many times what one perceives as caustic are not really the words, but rather how those words are shaped and sent. Whether in your visual exchanges, verbal communications or kinesthetic, hands-on interactions, you can diffuse potentially or blatantly caustic exchanges into healthy, casual conversation by doing the following:

  1. Challenge Words – You will want to eliminate or significantly reduce the volume of challenge words you use. These are any words that imply you are pointing at the other party and thereby challenging them…this only causes the other party to become defensive. Some examples: however; but; and; you; think; opinion.
  1. Ownership Words – You can diffuse caustic behaviors and even avoid the appearance of being combative by using words that imply you are pointing at yourself. It is more difficult to get into trouble if you are pointing at or hitting yourself as opposed to pointing at, singling out or hitting another person with your communication exchanges. Some examples: we; us; team; feel.
  1. Decode the Communication Signal – Studies indicate that communication exchanges with another person consist of three distinct pieces. It is within these pieces that one can determine where the caustic force is.  Once isolated, one can direct the conversation toward success and away from stress. Your brain will interpret the most information from the non-verbal components (the “WHY Factor”) and the least from the actual words or message (the “WHAT Factor”). The middle percentage of information you will receive will come from the para-language (the “HOW Factors”).

The para-language aspect (one’s tone, pitch, pace, volume, accent, etc.) shapes how a message is perceived. In most communication exchanges, caustic interpretations come more from “HOW” a message is crafted and sent than what is actually said.

  1. Reframe – When a message irritates you and evolves toward caustic communication, evaluate the “WHAT,” “WHY” and “HOW” components of the communication you have just read or heard. Don’t overreact merely to the para-language aspect of the communication exchange.
  1. Never Respond Immediately – When you find yourself engaged in caustic communication exchanges, refrain from responding immediately. Instead, determine the best way to craft your response to the other person. This pregnant pause may cause the other party to realize how out of control they are, and this may stimulate either an apology or a calming effect from the other party.
  1. Eliminate Caustic E-mail Language – In addition to avoiding “Challenge Words” in an e-mail, eliminate caustic communication blunders as well. These include bold face type, all capitals, italicized type, underlining, highlighting in red ink, etc. These variables are para-language in a written format and can be perceived as caustic communication.
  1. Visualize A Mental Teeter-Totter – While engaging a person in a situation containing caustic communication, visualize their forehead with a teeter-totter on it. As you look at them, observe a plank atop the teeter-totter. On one side is a plus sign, which represents everything you know about them that would direct their attention in a favorable manner; on the other side of the beam, visualize a negative sign. Obviously, if they are communicating in a caustic manner, you can visualize which way their beam is leaning and avoid doing anything that would further weigh them, and thus the conversation, in a negative manner.

You will want to diffuse them by working first to neutralize that beam and continuing your communication intervention in a constructive, non-caustic direction. This will, in many instances, serve to recondition the other party, and they will begin to model your communication behavior.

This tactical approach can serve you well, change how others perceive you and change how others interact with one another. As a tactical leader, these are the varying engagement styles you will want to emulate for greater personal and professional effectiveness on a daily basis.

Dr Jeff Magee
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2017
06/18
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Personnel Assessment For Cultivating Performance Greatness – Building a Performance Template for the Right Stuff?

SERIES: Part One of a Four-Part Article

We have ascended into a strange point in time in the history of the planet in respect to organizational effectiveness.

While most organizations boast they seek greatness in what they produce and from their employees, we have actually arrived at a point in time where minimum effort for maximum paycheck and minimum skill asset for maximum rewards has become the condoned norm!

“Great people ascend to a position to which they are functionally incapable of fulfilling, and they, the organization they represent and the individuals they serve and who serve them all become failed.” Known in management as the ‘Peter Principle,’ this is becoming too often an evolution reality in American businesses.

As a performance advocate, you can build systems that will guide both you and those around you to greatness. By crafting a “Profile” assessment for every function within an organization, for every position one seeks and for every credential differentiator, an organization creates in the marketplace.

To create an objective and thorough assessment instrument or “Profile” of performance greatness in an endeavor, consider these EIGHT Models:

1. The “Player Capability Index©” Makes It Very Clear!

A model or formula that can take the subjectivity out of assessing one’s abilities and capabilities, thus allowing an objective, thoughtful and thorough analysis, can be attained through the “Player Capability Index.” This model serves as a guidepost to questions and observations necessary to see the totality of an individual to be hired, transferred, promoted or trained. Consider:

C (T2+A+P) = R

E2

The ‘R’ represents the ‘Results” necessary or desired from any position/function/candidate. In order to get the desired ‘R,’ it is critical that one understand the depth of the ‘C’ (‘Capabilities’) either a position requires or a candidate possesses. To thoroughly understand from where the ‘C’ comes, look into the parenthesis portion of the formula. For example, if you seek a new job or are unemployed and seeking a position, ‘R’ becomes that new position. By thoroughly analyzing these other letters and the totality of what they mean for you on a piece of paper, you will arrive at what you have to offer, and it will become obvious as to whom in your marketplace would see value in that!

The ‘T’ represents ‘Training,’ and the number two represents two interpretations of the ‘T.’ The first interpretation is for exploring the depth of the historical or past tense training one possesses. If the answer indicates one does not have the ‘Capabilities’ to deliver the ‘Results’ needed, there would be a need for ‘addition training,’ which is the second interpretation of the ‘T’ to be fulfilled. The ‘T’ will be matched by the ‘A’ of one’s ‘Attitude,’ which will greatly influence how the ‘T’ is used. To further explore the ‘Capability’ level of a candidate, also look at the ‘P,’ which demonstrates the ‘Performance’ of a candidate. All of this insight will be weighted by two interpretations of the ‘E,’ which represents ‘Expectations.’ The ‘E’ represents both the candidate and the organization or position.

In assessing an individual, there are some areas to consider from within each category of this formula. You can examine personal credentials, resumes, job applications, citations, etc. to objectively measure the depth of training, seminars, symposiums, classes, courses, degrees and certifications represented by the ‘T!’ Consider one’s body language, posture, tone of voice, face inflections, etc. in measuring the degree of the ‘A’ they possess or may possess! Review one’s credentials, past employee reviews, letters of reference, citations, etc. to gauge the level of validated ‘P’ they have experienced; this will aid in benchmarking future expectations. Of course, all of this will be weighed by both parties’ ‘E’ factors, so make sure you ask very candid and direct questions to solicit their level of ‘E’ about you, the team and the organization before entering into a potential relationship!

To further enhance the development of an individual or team, management could use this model as an overlay to present positions and forecasted positions. The model would be used to determine (absent of personalities) what the necessary answers would be for each category within the model for a position itself. ‘R’ would be the net task to be handled by any position and, thus, what the critical ingredients would be for a successful candidate within a position.

2. Industry Certification

Benchmark any existing industry certification for your desired performance application. If there are any certifications offered within your organization or industry, get them and craft your actions around those perimeters. If your are building a “Profile” for performance greatness for your organization, use these preexisting criteria as consideration benchmarks in designing your template.

3. HR Assessment Instrument

If your organization has a preexisting human resource-designed and administered assessment instrument for a given position, use that as a benchmark of minimum “Profile” criteria. Performance enthusiasts will use such instruments – and hybrids of them – on a regular basis (weekly or monthly) to continue performance coaching opportunities, regardless if the organization encourages annual or biannual use – which is indicative of nonperformance-oriented managers that have ascended into would-be leadership positions!

4. Success Assessment Bio

Consider the most successful person you “actually” know in the position or endeavor that you seek. From that person, develop an inverted “L-grid.” Write their name across the top, and within the grid start drafting every descriptive characteristic you know of that lead to their perceived greatness. If you can actually interview them, dig deeper and ask questions to determine what they feel are the characteristics, traits, abilities, skills, etc. that have lead to their greatness. Once you have done a brain dump, return to this comprehensive list. On the outside left of the “L-grid,” for each entry you have written, identify an appropriate identifying label or category for that entry. Now, with these entry categories, you have additional data to consider using in your master “Profile” for performance greatness!

5. Core Competencies Assessment

Based upon what you know are the minimum skills necessary to perform in a position and the expected competencies that the end user expects from someone in a position, draft a list to serve as an additional reference point when crafting a powerful performance “Profile” for greatness within a business or for a sought-after position.

6. Competition Assessment

If there is a means to determine the behaviors and competencies that are used by the number one and number two organizations in the industry you seek, use that gained data as a benchmark in crafting your performance “Profile!”

7. Personal Performance Goal Assessment

Focus on your endpoint. Where do you want to go with this performance measurement? Ensure that from the above insight, if any measurement for greatness is omitted, you will need to build that into your “Profile” for sustained greatness.

8. YIELD MANAGEMENT Performance Review©

In YIELD MANAGEMENT: The Leadership Alternative to Performance and Net Profit Improvement© (by Jeffrey Magee and Published by CRC/St. Lucie Press), a leading graduate management text, a powerful template was crafted from the most consistent performance measurement categories from the leading Fortune 500 organizations’ appraisal instruments. The most common descriptions for sub-section measurement categories were General Performance, Job Applications, Adaptability, Interpersonal Skills, Leadership, Supervisory, Other.

As you can see, the applications of these performance assessment models are explosive, whether being deployed as an introspective of oneself or in assessing others around you. These may serve as a genesis to other assessment considerations in sustaining your performance greatness throughout your professional life. You can use these as guide posts in the interview process, then performance improvement coaching process on an on-going basis, and as a benchmark for exit strategies with non performing players in an organization.

-Dr Jeff Magee
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2017
04/02
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Decision Making – Using The Quadrant Manager System© Ensures Greater Productivity Versus Activity!

When the dust settles and the calm returns, the degree of quality productivity versus sheer activity will mean the difference between profitability and mere sustainability in today’s business place. To attain this, one must be able to facilitate basic decision-making in relation to what one focuses energy on and what should be set aside or ignored entirely.

In today’s business place, whether a professional uses an electronic self-management device (PDA) or a more traditional day planner, it is critical that the use of a tactical system be adopted and used diligently for true productivity.

An incredibly simple, yet explosive, tactical productivity decision-making instrument that can be adopted into any system is the “Quadrant Manager System© (QM)!”

To ensure maximum productivity, use the following instrument daily. It can be added to any existing system to ensure the totality of listed action items needing daily attention get the appropriate level of attention. The instrument also serves as an efficient daily monitoring instrument at mid-day by evaluating what items in one’s business have been addressed by mid-day and thus where energies should be focused for the remainder of the day.

Always remember, there is a difference between being active and being productive!

To use the QM System© there are three distinct tactical steps. Both psychology and profitability are incorporated into the implementation of the QM System©. If you shortcut any step, you will find that you will lapse into an ACTIVITY zone and not a PRODUCTIVITY zone!

  1. STEP ONE, CREATE IT – Anywhere on your existing physical day planning device or on any blank sheet of paper, merely draw a large plus sign. Make the sign large enough to make small notes within the four quadrants imposed by the intersecting lines, yet small enough to not take up much physical space.
    The plus sign created by the intersecting lines creates four distinct quadrants (hence the QM System©), each representing a productivity zone. In any order, it does not matter, label the four quadrants: TO DO, TO SEE, TO CALL, TO WRITE.
    These represent the only workable action items one faces in business. All tasks, assignments, and activities can be attributed to any one of these four quadrants!
  2. STEP TWO, BUILD IT – Regardless of the totality of items you may have assigned to a pre-existing action/to do list, to increase productivity greatly, you must evaluate each category within the QM System©.  Only write up to, and never more than, THREE ENTRIES in each quadrant. If there are not three items needing attention for a given day in a given quadrant, don’t make up extra work for yourself.  If there are more than three, the rule of thumb is, “If I could only work on up to, and no more than, three items per quadrant, which three would be most important?”
    Now you have identified the three most important action items for productivity for a given day.  If accomplished, you will have completed the top 12 most productive items needing your attention, as opposed to countless items that, while they may have needed attention, were not critical and, thus, not important.  When the dust settled they were probably more along the lines of items that occupied a lot of activity and not productivity!
  3. STEP THREE, PRIORITIZE IT – Now evaluate each quadrant independently. Using the same methodology used for placing the initial entries into the quadrants, evaluate and prioritize each quadrant’s action items by asking, “If I could only work on one item in this quadrant, which one would be most important?”

Continue that evaluation for all entries in each quadrant and for all four quadrants.

When you are done, you will have a maximum of three items per quadrant, and each will have a descending numerical value associated with it. Notice that you may have items in a quadrant that, while you wrote them down as the first entry in that quadrant, have a value of two or three associated with them.  This indicates that they get your attention only after the “one’s” have been completed or pushed forward as far as they can for legitimate reasons.

To ensure maximum productivity, always work tactically on those items that are genuinely most important. You can take the QM System© and occasionally modify your attention by drawing a circle in the middle of the instrument. Then prioritize the quadrants, one more important than the other, as well as the items within each quadrant.

Additional lessons learned from the implementation of the system are: All items that fall at level three or below are those that should either be delegated away to others or should never have been allowed onto your figurative desk; you can use the instrument as a conversation reference with those that over-task you by engaging in cooperatively deciding which items need your true attention and which items can be better tasked away to others; you can modify the system and have tactical variations for just marketing, selling, research-development, business projects, and so on.

Success in the new economy is dependent upon every player at every level setting aside those items that may be fun but are not productivity items for one’s bottom line purpose!

-Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
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http://JeffreyMagee.com

2017
02/20
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Decision Making – Mission Statements Serve As Road Maps To Greater Productivity And Decreased Conflicts!

Every day good people in good businesses come into work and invest significant energies working against one another. Finally, someone stops and asks, “Why are the individual decisions made by people actually holding us back from significant productivity and profitability opportunities?”

This may not be as rare as one might think. Finding the answer to how to get more people to work from the same perspective is easier than one might expect. This is because each person has differing understandings of what decisions need to be made – there is no common map off which to benchmark independent decisions.

To address this, there are Five Distinct Mission Statements that every business needs to consider, define and post. Once these mission statements are posted, individuals will have a common map to guide their decisions and actions and increase productivity.

A Mission Statement is like a well-defined MAP. With it, each decision and action lets you know if you are on course, off course, ahead of schedule or behind it. With a well-defined map (mission statement), productivity explodes!

I liken a mission statement to that of a map. A commonality among adults needing to drive, for example, from where they are to an unknown destination, is to generate a map to guide their individual decisions. This should be the same drill followed daily in business!

There are Five Mission Statements of which one should be aware in order to make better decisions and tactically increase daily productivity.

  1. Mission Statement One, Organizational – The senior stakeholders should define the purpose of the business in this first and overlying statement referred to as the Organizational Mission Statement. This will give all subsequent leaders and functional areas a guidepost for crafting their contributing components.
  2. Mission Statement Two, Functional Work Area (department, line, shift, unit, team, etc.) – Each member of a work area should participate in crafting his or her purpose and, thus, contributing piece to the overall Organizational Mission Statement in their own Functional Work Area statement. After everyone has participated in crafting this mission statement, each person can now reference any decision or action against this statement to determine independently whether it should be pursued or dropped in pursuit of greater productivity!
  3. Mission Statement Three, Customer – The customer can be a moving target, as who you are engaging at any time may differ. Knowing what their needs, purposes and desires are is their Customer Mission Statement.  This will aid you in determining whether you can accommodate them.
  4. Mission Statement Four, Colleague – Likewise, knowing why your colleagues are associated with your team is the window through which you can see what their motivators and de-motivators are. Knowing this assists you in recognizing what items you may want to raise in their presence in order to influence the overall productivity of the team!
  5. Mission Statement Five, You – With the gained insight from knowing the first four mission statements, an individual can craft a personal mission statement that will serve to guide his or her own decisions for increased productivity!

With well-defined Mission Statements, good people in good businesses come into work every day and invest significant energies, working in concert with one another. Tactical decision-making is impossible without clear maps from which one is expected to work.  And with clear maps, productivity explodes!

-Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
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http://JeffreyMagee.com

2017
02/14
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Decision Making – Using The Quadrant Manager System© Ensures Greater Productivity Versus Activity!

When the dust settles and the calm returns, the degree of quality productivity versus sheer activity will mean the difference between profitability and mere sustainability in today’s business place. To attain this, one must be able to facilitate basic decision-making in relation to what one focuses energy on and what should be set aside or ignored entirely.

In today’s business place, whether a professional uses an electronic self-management device (PDA) or a more traditional day planner, it is critical that the use of a tactical system be adopted and used diligently for true productivity.

An incredibly simple, yet explosive, tactical productivity decision-making instrument that can be adopted into any system is the “Quadrant Manager System© (QM)!”

To ensure maximum productivity, use the following instrument daily. It can be added to any existing system to ensure the totality of listed action items needing daily attention get the appropriate level of attention. The instrument also serves as an efficient daily monitoring instrument at mid-day by evaluating what items in one’s business have been addressed by mid-day and thus where energies should be focused for the remainder of the day.

Always remember, there is a difference between being active and being productive!

To use the QM System© there are three distinct tactical steps. Both psychology and profitability are incorporated into the implementation of the QM System©. If you shortcut any step, you will find that you will lapse into an ACTIVITY zone and not a PRODUCTIVITY zone!

  1. STEP ONE, CREATE IT – Anywhere on your existing physical day planning device or on any blank sheet of paper, merely draw a large plus sign. Make the sign large enough to make small notes within the four quadrants imposed by the intersecting lines, yet small enough to not take up much physical space.
    The plus sign created by the intersecting lines creates four distinct quadrants (hence the QM System©), each representing a productivity zone. In any order, it does not matter, label the four quadrants: TO DO, TO SEE, TO CALL, TO WRITE.
    These represent the only workable action items one faces in business. All tasks, assignments, and activities can be attributed to any one of these four quadrants!
  2. STEP TWO, BUILD IT – Regardless of the totality of items you may have assigned to a pre-existing action/to do list, to increase productivity greatly, you must evaluate each category within the QM System©.  Only write up to, and never more than, THREE ENTRIES in each quadrant. If there are not three items needing attention for a given day in a given quadrant, don’t make up extra work for yourself.  If there are more than three, the rule of thumb is, “If I could only work on up to, and no more than, three items per quadrant, which three would be most important?”
    Now you have identified the three most important action items for productivity for a given day.  If accomplished, you will have completed the top 12 most productive items needing your attention, as opposed to countless items that, while they may have needed attention, were not critical and, thus, not important.  When the dust settled they were probably more along the lines of items that occupied a lot of activity and not productivity!
  3. STEP THREE, PRIORITIZE IT – Now evaluate each quadrant independently. Using the same methodology used for placing the initial entries into the quadrants, evaluate and prioritize each quadrant’s action items by asking, “If I could only work on one item in this quadrant, which one would be most important?”

Continue that evaluation for all entries in each quadrant and for all four quadrants.

When you are done, you will have a maximum of three items per quadrant, and each will have a descending numerical value associated with it. Notice that you may have items in a quadrant that, while you wrote them down as the first entry in that quadrant, have a value of two or three associated with them.  This indicates that they get your attention only after the “one’s” have been completed or pushed forward as far as they can for legitimate reasons.

To ensure maximum productivity, always work tactically on those items that are genuinely most important. You can take the QM System© and occasionally modify your attention by drawing a circle in the middle of the instrument. Then prioritize the quadrants, one more important than the other, as well as the items within each quadrant.

Additional lessons learned from the implementation of the system are: All items that fall at level three or below are those that should either be delegated away to others or should never have been allowed onto your figurative desk; you can use the instrument as a conversation reference with those that over-task you by engaging in cooperatively deciding which items need your true attention and which items can be better tasked away to others; you can modify the system and have tactical variations for just marketing, selling, research-development, business projects, and so on.

Success in the new economy is dependent upon every player at every level setting aside those items that may be fun but are not productivity items for one’s bottom line purpose!

-Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter
http://JeffreyMagee.com

2017
02/07
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Twelve Power Steps to Developing Tactical Legendary Leader Status!

Executive Summary:  Summarization of Tactical Leadership Traits

As a leader, one is measured both on how one strategically approaches responsibilities and how one tactically fulfills each action undertaken. As a leader, the tactics one deploys have a direct affect on the net outcome of any performance, personally or from the team one leads.

In the business world today, the performance of every person in every position must be finely tuned to such a level that everything within a leader’s sphere of influence can be addressed with precision. This will free up one’s mental and physical energies when unexpected circumstances occur.

In studying peak leadership performers today, one will notice there are a minimum of twelve tactical leadership skills that every leader will engage in and every aspiring leader must understand, practice, enhance and deploy:

  1. Decision Making
  2. Meeting Management Effectiveness
  3. Change Management and Facilitation
  4. Attitude Effectiveness and Influence
  5. Communication Effectiveness
  6. Personnel Assessment
  7. Diffusing Defensiveness
  8. Leader as Counselor
  9. Tactical Daily Administration Efficiencies
  10. Conditioning Others for Success
  11. Motivation and Motivating Skills
  12. Deploying Exportable Skills

As a leader, there is a myriad of ways to tactically deliver and execute each of these twelve core leadership Actions, Behaviors or Characteristics. Consider this an essential ABC Plan for effective tactical business leaders in the new marketplace. The ABC Plan represents the following: 

  1. A – Actions required by a leader to tactically execute the functionality of any position or task. Also, the actions required of a position or task that an individual will be expected to deploy to be successful.
  2. B – Behaviors required to be possessed by an individual. Also, subsequent competencies or actions needed to fulfill expectations of a position.
  3. C – Characteristics of a peak performer in a position or executing a task.

As you asses your own effective leadership ABC’s, in which of these twelve tactical ABC’s do you feel competent, and which ones may serve as guideposts for improvement? Consider the same assessment as you evaluate your talent pool from which you grow tomorrow’s leaders today.

This concludes ideas on tactical leadership effectiveness.   For the entire tactical tools, order the forthcoming hardback, Building a Tactical Leader.

Dr Jeff Magee
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2013
10/17
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The “Exportable Performance Player” Validates Effective Tactical Leadership!

Should you invest in developing the skill set of your human capital and have it potentially leave you, or not provide it with continual skill development and have it remain?

As a tactical leader, the answer is simple. Continually developing “Exportable Performance Players” for your organization is the ingredient that spells success and profitability. No matter which business one is in today, the continual need to refine and fine-tune individuals’ core competency skill sets is a minimal must to be relevant tomorrow.

Recognize the value of an individual to your business as an asset, much like leading- edge technology, equipment, facilities and market share. People are today’s most valuable asset.

Every player within your organizational diagram (whether identified from a global perspective or within individual strategic business units, lines, divisions, departments, areas, etc.) must be seen as an asset.  They should be viewed as having unique skill sets that may have specific application to what they do, and these skill sets must also be observed for exportable application.

A tactical leader continually asks whether he or she has created an atmosphere that is conducive for individuals to welcome, embrace and seek out ongoing skill development (technical, non-technical, degreed or non-degreed, certification or non-certification) that would then be exportable with them should they need to make a career transition. Consider:

  1. Can an individual with his or her present skill set make a horizontal move within your organization and bring immediate value to their new team?
  2. Can an individual make a vertical move within your organization and shepherd others to greatness with his or her always relevant skill set?

How exportable are you and those that you lead based upon unique skill sets, experience and performance platforms?

As a tactical leader, you may need to work with other stakeholders within your organization to create an atmosphere in which everyone becomes fanatical about on-going and continuous skill set development. Consider whether your organization has developed peak performers with exportable skills:

  1. Has the executive team willingly embraces skill development initiatives and has defined career development pathways for everyone?
  2. Has the rhetoric of all influencers (management, unions, senior employees and new hires) moved from excuses and nay-saying to outright endorsement and instances whereby everyone welcomes and actively participates in on-going training?
  3. Has the union leadership enthusiastically embraced any training opportunity to make any member/employee more valuable (and thus, exportable) to his or her functionality?
  4. Is the overall attitude of employees to welcome and hold one another accountable to the use of new skills for continually increased efficiencies in everything that is undertaken within an organization?

A few years ago, a study by the American Society for Training and Development revealed that the amount of time organizations inAmericainvested into training initiatives for their human capital was less than two percent of the annual employee work time each year. A true test for today’s tactical leader is to correctly and continually provide the sequential skill improvement and enhancement necessary for each individual to do two critical things:

  1. Become the very best they can be (present tense and future) at the task for which an organization has employed them.
  2. Attain their personal goals, whether within your organization or onward toward another place in life.

Knowing whether or not employees have truly relevant exportable skills can be answered by this question: “If an employee on your present team were to leave you and go to another business unit within your organization or to a new employer, and you were that person now to consider hiring them, would that employee bring with them truly cutting edge skills that could be immediately drawn upon to elevate the level of performance of the new environment?”

A player performing at peak levels of effectiveness is a sign that a great leader has invested daily, tactically and wisely into an individual. A player that can take those skills and move onward, upward or outward and continue his or her reign of success is an even greater testament of great leadership.

Dr Jeff Magee
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2013
10/15
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Diffusing Defensiveness – Healing Emotional Wounds!

As a tactical leader, a true sign of interactive greatness comes from the aftermath of engaging or referring defensive behaviors. Reflecting upon how individuals internalize the involved issues and personalities at the height of their defensive behavior will weigh greatly on the outcome, how they perceive others in the future and others’ perception of them in the future.

To understand the emotional charge that a defensive situation raises, understand that the workplace brain serves two purposes. While the conscious brain serves as the “processing” center for rationalization and new learning, it is the subconscious brain that serves as both the “memory” and “emotional” centers. When diffusing defensive behavior, it is important to remember the conscious brain is about 17 percent of the brain’s capacity, and the subconscious brain is the remainder.

Thus, the subconscious brain is the bully that, in many instances, overrides the conscious brain. Recall past hostile or defensive situations. You will notice people (as it is never seems to be us in the situation…) saying and doing things that inflame a situation. It takes a lot of focused, committed, conscious brain energy to override the sometimes defensive and destructive subconscious brain!

As a leader, recognize that defensive behavior may arise when a person feels professionally:

  1. Threatened
  2. Alienated
  3. Denigrated
  4. Belittled publicly (meeting dialogues, memos, eCommunications, one-on-ones, etc.)
  5. Unappreciated
  6. Left out of a perceived loop
  7. Used

These intrusions can create scars that may heal quickly with some individuals, but can also create long festering wounds that reveal themselves in future defensive behavior eruptions. These scars reside in that subconscious brain!

As a leader, you will want to tactically engage – in a non-threatening manner when possible – an individual exhibiting defensive behaviors. Consider:

  1. Start with an empathy action or statement, revealing you acknowledge their position.
  2. Do not take an immediate position of agreement or disagreement with the other person – that is what they will be expecting.
  3. Invite them to share plural solutions to the problem that has brought about their defensiveness. Plurality is a powerful tool, as it allows you to engage all parties in civil dialogue. If you solicit for a singular idea, you may merely elevate the level of challenge, and increased defensiveness may (perhaps on your behalf) as a result.
  4. Establish either privately or jointly a follow-up plan to demonstrate you are committed to resolving what raised the defensive behavior in the first place. Continue to ensure the emotional wound heals and the person in question does not digress or attempt to tie in future unrelated issues to this issue.
  5. Make sure you continually avail yourself to them and keep a conscious ear to what is happening in the workplace. This will ensure others don’t antagonize the wound you are attempting to heal.

Healing emotional wounds and ensuring defensive behaviors do not erode an otherwise effective organization is crucial in today’s fast-paced and highly competitive workplace, where people’s emotions are at wit’s end. Your ability to subtly engage individuals when they are defensive to others, allow them to save face and move onward to greater productivity and profitability outcomes is a trait of tactical leadership

Dr Jeff Magee
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2013
08/20
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Diffusing Defensiveness – Converting Caustic Communication Exchanges into Casual Conversation!

The ability to transition caustic communication exchanges into fluid, non-threatening conversations may seem like an art form to many, but actually it is more of a science. And with science, there are truths, steps and processes that can be learned, followed and replicated for lasting success as a leader today.

Many times what one perceives as caustic are not really the words, but rather how those words are shaped and sent. Whether in your visual exchanges, verbal communications or kinesthetic, hands-on interactions, you can diffuse potentially or blatantly caustic exchanges into healthy, casual conversation by doing the following:

  1. Challenge Words – You will want to eliminate or significantly reduce the volume of challenge words you use. These are any words that imply you are pointing at the other party and thereby challenging them…this only causes the other party to become defensive. Some examples: however; but; and; you; think; opinion.
  1. Ownership Words – You can diffuse caustic behaviors and even avoid the appearance of being combative by using words that imply you are pointing at yourself. It is more difficult to get into trouble if you are pointing at or hitting yourself as opposed to pointing at, singling out or hitting another person with your communication exchanges. Some examples: we; us; team; feel.
  1. Decode the Communication Signal – Studies indicate that communication exchanges with another person consist of three distinct pieces. It is within these pieces that one can determine where the caustic force is.  Once isolated, one can direct the conversation toward success and away from stress. Your brain will interpret the most information from the non-verbal components (the “WHY Factor”) and the least from the actual words or message (the “WHAT Factor”). The middle percentage of information you will receive will come from the para-language (the “HOW Factors”).

The para-language aspect (one’s tone, pitch, pace, volume, accent, etc.) shapes how a message is perceived. In most communication exchanges, caustic interpretations come more from “HOW” a message is crafted and sent than what is actually said.

  1. Reframe – When a message irritates you and evolves toward caustic communication, evaluate the “WHAT,” “WHY” and “HOW” components of the communication you have just read or heard. Don’t overreact merely to the para-language aspect of the communication exchange.
  1. Never Respond Immediately – When you find yourself engaged in caustic communication exchanges, refrain from responding immediately. Instead, determine the best way to craft your response to the other person. This pregnant pause may cause the other party to realize how out of control they are, and this may stimulate either an apology or a calming effect from the other party.
  1. Eliminate Caustic E-mail Language – In addition to avoiding “Challenge Words” in an e-mail, eliminate caustic communication blunders as well. These include bold face type, all capitals, italicized type, underlining, highlighting in red ink, etc. These variables are para-language in a written format and can be perceived as caustic communication.
  1. Visualize A Mental Teeter-Totter – While engaging a person in a situation containing caustic communication, visualize their forehead with a teeter-totter on it. As you look at them, observe a plank atop the teeter-totter. On one side is a plus sign, which represents everything you know about them that would direct their attention in a favorable manner; on the other side of the beam, visualize a negative sign. Obviously, if they are communicating in a caustic manner, you can visualize which way their beam is leaning and avoid doing anything that would further weigh them, and thus the conversation, in a negative manner.

You will want to diffuse them by working first to neutralize that beam and continuing your communication intervention in a constructive, non-caustic direction. This will, in many instances, serve to recondition the other party, and they will begin to model your communication behavior.

This tactical approach can serve you well, change how others perceive you and change how others interact with one another. As a tactical leader, these are the varying engagement styles you will want to emulate for greater personal and professional effectiveness on a daily basis.

Dr Jeff Magee
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2013
08/13
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Personnel Assessment For Cultivating Performance Greatness – Building a Performance Template for the Right Stuff?

We have ascended into a strange point in time in the history of the planet in respect to organizational effectiveness.

While most organizations boast they seek greatness in what they produce and from their employees, we have actually arrived at a point in time where minimum effort for maximum paycheck and minimum skill asset for maximum rewards has become the condoned norm!

“Great people ascend to a position to which they are functionally incapable of fulfilling, and they, the organization they represent and the individuals they serve and who serve them all become failed.” Known in management as the ‘Peter Principle,’ this is becoming too often an evolution reality in American businesses.

As a performance advocate, you can build systems that will guide both you and those around you to greatness. By crafting a “Profile” assessment for every function within an organization, for every position one seeks and for every credential differentiator, an organization creates in the marketplace.

To create an objective and thorough assessment instrument or “Profile” of performance greatness in an endeavor, consider these EIGHT Models:

1. The “Player Capability Index©” Makes It Very Clear!

A model or formula that can take the subjectivity out of assessing one’s abilities and capabilities, thus allowing an objective, thoughtful and thorough analysis, can be attained through the “Player Capability Index.” This model serves as a guidepost to questions and observations necessary to see the totality of an individual to be hired, transferred, promoted or trained. Consider:

C (T2+A+P) = R

E2

The ‘R’ represents the ‘Results” necessary or desired from any position/function/candidate. In order to get the desired ‘R,’ it is critical that one understand the depth of the ‘C’ (‘Capabilities’) either a position requires or a candidate possesses. To thoroughly understand from where the ‘C’ comes, look into the parenthesis portion of the formula. For example, if you seek a new job or are unemployed and seeking a position, ‘R’ becomes that new position. By thoroughly analyzing these other letters and the totality of what they mean for you on a piece of paper, you will arrive at what you have to offer, and it will become obvious as to whom in your marketplace would see value in that!

The ‘T’ represents ‘Training,’ and the number two represents two interpretations of the ‘T.’ The first interpretation is for exploring the depth of the historical or past tense training one possesses. If the answer indicates one does not have the ‘Capabilities’ to deliver the ‘Results’ needed, there would be a need for ‘addition training,’ which is the second interpretation of the ‘T’ to be fulfilled. The ‘T’ will be matched by the ‘A’ of one’s ‘Attitude,’ which will greatly influence how the ‘T’ is used. To further explore the ‘Capability’ level of a candidate, also look at the ‘P,’ which demonstrates the ‘Performance’ of a candidate. All of this insight will be weighted by two interpretations of the ‘E,’ which represents ‘Expectations.’ The ‘E’ represents both the candidate and the organization or position.

In assessing an individual, there are some areas to consider from within each category of this formula. You can examine personal credentials, resumes, job applications, citations, etc. to objectively measure the depth of training, seminars, symposiums, classes, courses, degrees and certifications represented by the ‘T!’ Consider one’s body language, posture, tone of voice, face inflections, etc. in measuring the degree of the ‘A’ they possess or may possess! Review one’s credentials, past employee reviews, letters of reference, citations, etc. to gauge the level of validated ‘P’ they have experienced; this will aid in benchmarking future expectations. Of course, all of this will be weighed by both parties’ ‘E’ factors, so make sure you ask very candid and direct questions to solicit their level of ‘E’ about you, the team and the organization before entering into a potential relationship!

To further enhance the development of an individual or team, management could use this model as an overlay to present positions and forecasted positions. The model would be used to determine (absent of personalities) what the necessary answers would be for each category within the model for a position itself. ‘R’ would be the net task to be handled by any position and, thus, what the critical ingredients would be for a successful candidate within a position.

2. Industry Certification

Benchmark any existing industry certification for your desired performance application. If there are any certifications offered within your organization or industry, get them and craft your actions around those perimeters. If your are building a “Profile” for performance greatness for your organization, use these preexisting criteria as consideration benchmarks in designing your template.

3. HR Assessment Instrument

If your organization has a preexisting human resource-designed and administered assessment instrument for a given position, use that as a benchmark of minimum “Profile” criteria. Performance enthusiasts will use such instruments – and hybrids of them – on a regular basis (weekly or monthly) to continue performance coaching opportunities, regardless if the organization encourages annual or biannual use – which is indicative of nonperformance-oriented managers that have ascended into would-be leadership positions!

4. Success Assessment Bio

Consider the most successful person you “actually” know in the position or endeavor that you seek. From that person, develop an inverted “L-grid.” Write their name across the top, and within the grid start drafting every descriptive characteristic you know of that lead to their perceived greatness. If you can actually interview them, dig deeper and ask questions to determine what they feel are the characteristics, traits, abilities, skills, etc. that have lead to their greatness. Once you have done a brain dump, return to this comprehensive list. On the outside left of the “L-grid,” for each entry you have written, identify an appropriate identifying label or category for that entry. Now, with these entry categories, you have additional data to consider using in your master “Profile” for performance greatness!

5. Core Competencies Assessment

Based upon what you know are the minimum skills necessary to perform in a position and the expected competencies that the end user expects from someone in a position, draft a list to serve as an additional reference point when crafting a powerful performance “Profile” for greatness within a business or for a sought-after position.

6. Competition Assessment

If there is a means to determine the behaviors and competencies that are used by the number one and number two organizations in the industry you seek, use that gained data as a benchmark in crafting your performance “Profile!”

7. Personal Performance Goal Assessment

Focus on your endpoint. Where do you want to go with this performance measurement? Ensure that from the above insight, if any measurement for greatness is omitted, you will need to build that into your “Profile” for sustained greatness.

8. YIELD MANAGEMENT Performance Review©

In YIELD MANAGEMENT: The Leadership Alternative to Performance and Net Profit Improvement© (by Jeffrey Magee and Published by CRC/St. Lucie Press), a leading graduate management text, a powerful template was crafted from the most consistent performance measurement categories from the leading Fortune 500 organizations’ appraisal instruments. The most common descriptions for sub-section measurement categories were General Performance, Job Applications, Adaptability, Interpersonal Skills, Leadership, Supervisory, Other.

As you can see, the applications of these performance assessment models are explosive, whether being deployed as an introspective of oneself or in assessing others around you. These may serve as a genesis to other assessment considerations in sustaining your performance greatness throughout your professional life. You can use these as guide posts in the interview process, then performance improvement coaching process on an on-going basis, and as a benchmark for exit strategies with non performing players in an organization.

Dr Jeff Magee
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2013
07/25
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Business Performance
Decision Making
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