Those of us who have built a successful business or moved up in our current corporation have done so through long hours, personal sacrifice and performing several different job functions. For this reason, it is easy to assume that we know more than our team members, and that they require our assistance and follow up during each phase of a project. Beyond turning us into control freaks, micromanaging undermines team morale and productivity.

Once again, if you know someone who needs this information, forward it to them.

Let Your Micro-Lens Go

In researching this month’s newsletter, the term “micromanaging” appeared in several business journals, books and websites; a lot has been written about this topic. I tried to find one article entitled, “Micromanaging Your Way to Success” or a similar topic; however, I simply could not find one. Where was the positive information about checking in with your team to ensure that a project is successful? Where is the information that rewarded attention to detail and care for the performance of each member of my team? Why does micromanaging receive such a bad name? In all of the information I read, I continuously noticed phrases such as, “undermines morale” and “leaves your team members feeling as if you do not trust them” or “how to deal with a micromanaging boss.” And so I thought, where is the line drawn between caring about the quality of work and micromanaging?

I believe it all begins with communication:  meeting with each team member and explaining that, although we care about the tasks being completed professionally, we know we hired that team member because of the skills that they offer our organization; assuring them that, although we trust them, we will need to establish contact points throughout each project so that we may provide updates to our higher-ups and customers. During these “milestone” meetings, work with team members to set expectations and detail the result of hitting each milestone.

Often times, pressure for updates or task completion comes from our managers, directors and owners and we, in turn, pressure our team members without an explanation. Our direct team does not see the micromanaging above us. They simply view us as insecure and unhappy with their performance rather than pressured from above. Regardless of the pressure we receive, every great manager knows that it is their job to not allow negativity to roll downhill and to communicate effectively with their team regarding deadlines that were set by those higher up.

Once you have established clear communication channels with your team members and have experienced success, get out of the way and allow them to make the decisions that will affect the organization and the project. Empower them to make crucial decisions with the confidence that comes from having an established, aligned vision, trust and clear communication. Your team will do great things, if you simply give them the authority to do so.

A few things to remember

• Establish milestones as soon as a project begins and define expectations for each task.
• Establish an open door policy with each team member during the planning stage. Explain that although you will support them in each task, you also trust them to contact you if they need assistance.
• Establish results of each milestone for the project. For example, if a project exceeds revenue expectations, inform the team that they will have a voice in determining how that revenue is spent. Setting goals early in the process will encourage your team to seek your assistance early if they do not feel they will hit a milestone.
• Check in with your team only during these established milestone deadlines unless an emergency arises. Do continue to be available to your team without appearing as if you are silently following up with them. If the expectations have not been met during your progress reports, establish more frequent contact.

If the expectations have been met or exceeded, continue to provide support without asking “Where are we on this?”

If your team knows without a doubt that you not only expect them to perform at optimal levels, but trust them to do so, you will experience great results without morale issues. Set the expectations early, make them extremely clear, follow up when necessary and then get out of the way!

Knowledge it Forward!

Your team should be smarter than you

Admittedly, hiring someone who might be sharper than you are takes an extreme amount of confidence. Many organizational leaders readily advocate sourcing talent where they may have gaps, but it requires a greater level of self-assuredness to hire individuals who may have the skills to replace you. Remove the fear and become a great coach! There is already a high probability that individuals on your team demonstrate superior skills to yours in one or more areas. Why not help them improve upon those skills and assist them in becoming more proficient in a couple of other areas?

I recall that one of the most talented individuals I sourced during my career worked as a technical service representative in a new organization that I was leading. This young man had been passed over for promotions numerous times before because his obvious potential intimidated some of the hiring managers above him. Within a two-year span, I promoted him three times to lead various teams within my organization. He would often let me know that he had his eyes on my career path and wanted to achieve a similar success. Rather than being threatened by him, I relished the fact that I had a winner who would always outperform my expectations. Talk about low-hanging fruit! This was more than 10 years ago and, today, this young man is living his dreams as a leader in a Fortune 500 organization.

You’re the leader–give them specific goals!

One of the most common restraints placed on employees and team members happens, ironically, during goal-setting. As leaders, we often establish goals for our teams based on the objectives we want to achieve. We do this without considering the potential that we might be able to harness, based on the skills of our team members.

Inherent in this type of restraint is a failure to understand the scope of what is achievable. Your team members’ goals might actually be higher than the goals you have set for them! Throughout my career, my goal as a coach was to reap the maximum potential from every team member. I knew that the only way I was going to be successful was to make sure I understood what my team members’ own short- and long-term objectives were. Once I grasped that part of the equation, it was simply a matter of connecting their goals back to the overall objectives for performance.

There are many dimensions to team performance, but here is a five-step process that focuses on maximizing goal achievement after you have established your base goal:

1. Review with each team member his or her personal goals for the project.
2. If they achieve their personal goals, determine if the delta is higher or lower than the goal you establish.
3. If it is lower, determine what coaching you can provide to fill the gap, and whether or not you believe that you can summon the necessary skills to fill the gap from your team member. Adjust your goal higher or lower, based on your confidence in your coaching abilities.
4. If your delta is higher, ask yourself: what coaching you can provide that would allow you to adjust your goal even higher? Adjust your goal higher.
5. Determine what the total potential opportunity would be if everything worked optimally. Adjust the goal upward based on your intuition, experience and capability of ensuring that all the stars will align.

Knowledge it forward!

The Person in the Room

I love this one, because I think we picked it up from teenagers.  We think it’s normal to see teens texting each other when they are next to each other.  If you are honest, how many times have you been in a meeting and received a text from someone in the meeting?  We text to introduce ourselves, break up, make up, schedule, change schedules, praise, reprimand, joke around, say hey, gossip, and we text while driving.  That’s a whole other topic. It is convenient, but are we winning with convenience?

What we are losing in business and how to gain it back

What I truly want to address is those situations in which you might just consider personal contact over texting.  I’ve noticed with my clients a serious loss in sales production caused by an inability to think and communicate effectively.  First and foremost, you have to believe that doing something repeatedly will boost your skills to a point where you become proficient.  Adults are starting to surpass the 100-texts-a-day threshold, and I do believe we are becoming more proficient in our texting skills. 

We have also changed two things in our sub-conscious: our expectation of an immediate result and our practice in becoming better communicators through interaction.  I understand that we continue to evolve, and technology can harmoniously share in the evolution.  What we have to watch for is opportunity.  Businesses thrive on growth which is measured by revenue.  If you are in sales, and responsible for a sales team, be careful in allowing technology to communicate for you.  Sales require that you stay on top of your ability to communicate.  Not just what you are selling, but your ability to communicate your path to success and the challenges you are facing, which may lead to areas you need to improve.  I’m observing a diminishing ability for some people to communicate goals and direction.  The response I get is that it takes time to write a plan.  Writing is become a lost art as we continue to shorten our thoughts to a few characters.

For those who want to win and never have to worry about becoming obsolete, keep all aspects of your communication skills at a high level.  You should be able to give a knock-out presentation and back it up with a written package that knocks their socks off.  I’m not saying don’t text, just make sure you are not killing the rest of your communication ecosystem.

A few times when it’s best not to text or email

• When the person is in the room, unless you notify them that you are sending them something.
• When the person that you are texting will have to make a phone call on your behalf.
• When you are asking for a favor.
• When you are giving a presentation.
• When you are attempting to build a meaningful relationship.
• When the exchange has the ability to negatively impact the other person.
• When you believe you need to get your point across.

The new game

I was out with friends of mine just recently, and they shared a game that their son and his friends are playing.  When you go out with a group of people, stack all the cell phones up on top of each other.  The first person that reaches for their cell phone has to pay the bill.

Knowledge it forward. 

Best wishes for your continued success in business!

Sincerely,

Robert Van Arlen
Speaker, Author and Business Strategist

The highly-engaging speaker, Robert Van Arlen, is headed to Holland in May to speak at numerous events connected to the Hi5 awards celebration.  Van Arlen continues to build a strong reputation, as he constantly discovers new ways to keep audiences engaged.  This event is focused on helping individuals achieve their dreams in life as they find their Rhythm for Success.   The Hi5 organization is one that gives direction and provides guidance on the way to one’s goal.  The five pillars of Hi5 include passion, focus, outline, reliability and knowledge.

What makes this event exciting for Van Arlen is both its purpose and its star-studded line-up.  Artists from both Europe and the US will be performing, including Jorgen Raymann, Angie Stone, Ryan Shaw and Angelique Kidjo.  Van Arlen will share the stage with globally-known speaker and educator, Stedman Graham.  For the first time ever, Van Arlen admits that he is anticipating a little nervous excitement.  Also performing is one of his all-time favorite musical artists, singer Oleta Adams, whose performances Van Arlen enjoyed on numerous occasions in his home town of Kansas City.

“I’m looking forward to bringing my power of being an igniter to the Heineken theater,” states Van Arlen.  He has had the opportunity to speak to millions, and understands impact can be found in one person at a time.  Van Arlen’s 2012 season is off to the best start ever, as all elements of his speaking, coaching and training programs are resonating with audiences worldwide.  He strongly believes the Hi5 Event will register as one of the most climactic events of his speaking career, and is enthusiastic about his participation.

For more on Hi5 visit www.robertvanarlen.com and www.hi5.nl.

I’ve decided that this year will be my year to share knowledge and encourage others to share their knowledge.   Every day, I will make it my goal to share something with someone that might help them in their lives.  I want to challenge everyone reading this post to do the same.  Life is fair when it comes to challenges, therefore everyone can use a bit of knowledge.  Knowledge transcends, transforms and ignites change.  It’s funny, because we will forward to everyone we know or don’t know a joke and, even in some cases, a sick joke.  What would really help someone is knowledge.

If you receive something that is beneficial to you, pass it on.  Let’s knowledge it forward.  Feel free to share with me anything you believe I should share with my readers.  Send to info@robertvanarlen.com.

Robert Van Arlen officially introduces RVA Global Coaching and Training.  RVA Global Coaching and Training will focus on industry-specific training programs.  For the past year, hundreds of financial advisors have been implementing Robert Van Arlen’s strategies to develop a successful practice.  RVA Global’s emphasis is on a strategic view for both short- and long-term growth.  In addition to the financial community, RVA Global is providing development programs for the legal communities.  His Taste of Rain Program for Law Firms continues to help lawyers learn how to align growth with the culture of their firm.