New video: Managing the Underperforming Manager

"Managing the Underperforming Manager."

If you visit www.youtube.com/coachjudynelson or my website: http://www.coachjudynelson.com/, you will see four new videos that I believe you will find very interesting.

One addresses the familiar issue of managing the underperforming manager. Who hasn't had one? Who hasn't struggled with how to handle him or her?

It's not as difficult to handle an underperforming manager if the individual is cranky, impossible to get along with or unethical. It's extremely difficult, if the individual is a friendly soul or handicapped in some way or in a protected class, i.e., age, gender, life style, race, etc.

Handling the situation of an underperforming manager is NEVER easy. That's particularly true if we haven't followed procedures or best management practices since Day One. So often, we see an issue and let it go because it's too much work to bring it up. Or we don't want to hurt someone's feelings. Or we're worried that they will cause a scene. And then another concern surfaces and we let that one go, too. Pretty soon, the other staff start to resent the fact that they are being held accountable but not this particular manager. They have to pick up the slack so they work harder and are accountable while the offender does less with no consequences. Bitterness sets in. Irritability surfaces. Team meetings become something that has to be endured. It's the elephant in the room syndrome again.

The first question is obviously, why did we let it go so long? But that's a topic for another day. This video deals with what to do when we finally decide to do something.

There are several issues to deal with before saying anything to the underperforming manager. The first is one that I refer to as "Fix You, First!" The executive needs to make an appointment with her/himself--for at least an hour--uninterrupted, and with the computer and phones OFF. Take a look at yourself. What management style are you modeling? Are you guilty of any of the behaviors or performance that the manager is? Are you sure. Take a good, honest look at yourself.

If you think you are not guilty, how does your staff perceive you in these areas and others? Have you asked for their feedback? When was the last time you had a 360 evaluation? Did you like the results? Have you done anything about the results you didn't like? Did you have the courage to share the results with the people who evaluated you? If not, do it now.

While you're reflecting on your own performance, take a close look at your interpersonal skills-or lack thereof. Are you a yeller? Do you blame others when things go wrong? Do you give feedback to your staff frequently with specific details? How do you show that you value them?

Once you've given attention to your own stuff, and set up a plan of improvement, you may be ready to work on the underperforming manager but not until.

The first step is to review the personnel file and take a look at your last evaluation of this manager. Did you specifically mention the problem behaviors in that review? If not, shame on you! If you did, has there been followup? Change? improvement? Did the manager respond to the evaluation?

Now it's time to set an appointment for a private, uninterrupted talk in a neutral zone--not your office or their office. It is your job and your duty to inform the manager respectfully, directly and specifically what you are concerned about--but about the performance, not the person! Ask the manager for his/her response and suggestions as to what can be done to improve this performance. Tell the individual that it is your goal to help them succeed and ask what they need from you to make the required changes.

Let's stop here so that you can review these concepts to see if they make sense to you. Next time we will delve more into what to do next.

To learn more about what Executive Coaching can do for you, take a few seconds to watch the video below.

Here's to better Managing!

Judy Nelson, JD, MSW
Certified Professional Coach
www.CoachJudyNelson.com

Using 360 Results for executive growth and development

How Executives Benefit from Executive Coaching.


In the last 3 blogs, I've been talking about the benefits I received from Executive Coaching over nearly three decades. I've written about the psyche-saving gift of "the paid ear"--an experienced, knowledgeable fellow-professional, outside of the organization with the ability to "listen extremely." I described listening extremely as the ultimate ability to give 1000% attention to another person without judgment or time spent trying to figure out how to respond. Extreme listening also requires listening, not only to understand, but to look for connections and what is not said. Those with this skill are a rare breed indeed. Once found, however, can be the ultimate gift.

In the second blog, I described the value of personal accountability--that is, the coach--with my permission--holds me accountable for the actions I have decided I want to do. This is another vital aspect of executive coaching. When one gets to the level of CEO, only Board members hold the CEO accountable (or at least that's what they're supposed to do)--and that is for achieving the broader goals of the organization. The coach helps the executive be accountable both for concrete goals and for process goals--the tool by which the concrete goals get accomplished.

Next I spoke about the critical nature of candid, caring feedback. Here is another rarity in the life of a CEO. Boards are often fearful of giving feedback to their executive. Some Boards are not caring and give plenty of feedback, mostly negative. What is growth-inducing is objective feedback provided in an atmosphere that creates emotional safety--the only way anyone can hear criticism as an opportunity to move closer to personal excellence.



In the blog about feedback, I mentioned the use of the "360 evaluation" or multi-rater feedback--and what a gift it can be when done correctly. Today I want to talk a little about the 360's I have been part of and offer some observations that might be useful to others considering giving or receiving a 360. (A growing number of organizations are making the 360 mandatory.)



Over the years, I have been evaluated by multiple people and in multiple ways. The best requires a repetition of what I said earlier: the only way that people benefit from evaluation, i.e., feedback about your performance, is when it is objective, nonpersonal (i.e., a critique of your work, not of you as a person) and provided in an atmosphere of emotional safety.



Not all of mine were done that way. The ones that were changed my life--or at least the way I managed my life. However, there were some that made me change not only my behavior but my perceptions and my attitude.

One in particular stands out and still makes me uncomfortable to think about. I was a very young graduate student with a placement in an inner city health department. Looking back, I must have been a total pain to be around because I knew everything there was to know about anything. Arrogance is way too mild a term.

On my second day of this internship, I was asked to draft a letter to the director describing a project that had been assigned to me. After writing it out by hand, I gave it to the elderly secretary to type for me. When I read her typed letter, I exploded. There were four typos, including the spelling of the name of the director! I stomped down the hall to her office and read her the riot act in front of three other secretaries. I'm still too embarrassed to repeat my exact words.

Five minutes later, a loud voice called out, "Mrs. Nelson. In my office. Now." It was my supervisor who it was rumored, "ate ground glass for breakfast." I assumed everyone was exaggerating because she had been very cordial to me. However, I hotfooted it to her office. Without looking up from the papers on her desk, she said, "come in and sit down."

After what seemed like hours, she looked up and said, "Were you thinking of graduating? she asked in a flat tone, her face like stone.

"Well, of course," I said.

"Well," she said. "That's not going to happen--Unless you make some dramatic changes in your behavior. If I ever hear you talk to anyone again like you did to Mrs. V. just now, I will see to it that you don't graduate from this school or any other. Is that clear?"

When I didn't respond immediately, she repeated herself. "I said, 'is that clear?'"

Too stunned to think straight, I stammered a "yyyyes" to which she replied, "Good. Now go home. Think about this incident and tomorrow by 8 a.m., I want your plan of correction on my desk. And, a formal apology to Mrs. V. By the way, did you know that she was diagnosed with cancer two days ago? Or that she is the sole caretaker for her quadriplegic son?"

When I started to reply, she said with disgust, "Just go home," and went back to her papers.

To this day, when I get annoyed with anyone, I can hear that supervisor's voice in my ear and I re-experience the shame I felt that day. To my knowledge, I have never spoken to a fellow employee like that since that day.

What crucial lesson did I learn? First, that basic respect is the real bottom line. And second, that the absolute key to being an effective manager and leader is positive relationships. Peter Drucker said it best: "A manager's job is relationships--upwards, downwards and sideways."

P.S. After receiving my diploma two years later, the first ones to greet me with hugs and flowers were my supervisor and Mrs. V.

What lessons have you learned along the way? I would love to hear from you. If you're interested in purchasing my new book, "Leading the Way to Success," with my distinguished co-authors including Warren Bennis, Jack Canfield of "Chicken Soup for the Soul" fame and James Kouzes, email Orders@coachjudynelson.com. To learn more about the book and my coaching practice, go to http://www.coachjudynelson.com/. To see my videos on management, leadership and executive coaching, try www.youtube.com/coachjudynelson. And, to listen to some exciting interviews about "Leading the Way to Success," check out blogtalkradio.com/coachjudynelson and click on "Archived Segments."

Thanks for reading!

Best,

Judy

Judy Nelson JD, MSW
Certified Executive Coach
http://www.coachjudynelson.com/
877.937.5839 (877. yesJudy)

Part 3: How Nonprofit Executives Utilize an Executive Coach

In the last segment, I discussed how an Executive Coach can help hold you accountable. Today I want to talk about a tool that coach's use called a "360" or a "multi-rater" assessment. Essentially, that means getting anonymous, confidential feedback from a variety of co-workers including direct reports, peers, managers and "other" (i.e., volunteers, Board members, community leaders, etc.)

The most common vehicle is an on-line assessment that takes the reviewer less than 15 minutes to complete. The person being reviewed also assesses her/himself--and usually gets back a summary of responses either instantly or within 24 hours. When the other reports are submitted, the individual being tested receives a comprehensive report describing and detailing the feedback, comparing self scores with both the average score of all reviewers plus individual reviewers scores. Most systems use charts to portray the information visually as well as in tables.

Because 360's are becoming institutionalized, there are multiple tools available both online and off. Caution is advised if you are considering using the 360 process--not only related to the instrument but even more important, the expertise of the person reporting the results.

Ideally, that person would be a trained executive coach. Why not have HR do it? Because successful change is more apt to happen with a trusted, trained outsider than an in-house, paid professional who reports to the CEO. "Everybody tells their best friend," my psychiatrist husband likes to say. Unfortunately, in some organizations, confidentiality is not as sacred as presented.

One concern is that in some circles, 360 assessments have become the "in" thing to do. Poorly handled assessments that include feedback from colleagues can be threatening and destructive. Poorly used assessments means that after the interpretation, the assessment results are placed in a drawer (much like some strategic plans!) never to be thought about again.

I have had several 360 experiences. Next time I will discuss those in detail in terms of what I learned and what I did with the information.

Best,

Judy

Judy Nelson, JD, MSW
Certified Professional Coach
http://www.coachjudynelson.com/
877.yesJudy (877.937-5839)
Order your copy of "Leading the Way to Success," with my co-authors Warren Bennis and Jack Canfield.

Part 2: How Nonprofit Executives Use an Executive Coach, cont'd

In the first segment of the discussion on "How Nonprofit Executives Use an Executive Coach,"
I talked about my own experience of having a coach for most of the 30 years I was a nonprofit CEO.

I began the list of the most important benefits I received from coaching with #1: Sounding Board or "Hired Ear." The second and equally critical benefit I received was Personal and Professional Accountability. There's something magic about the act of making a commitment to another person, particularly when they are an intellectual match AND your are paying them! Unless you are very unique, you have experienced disappointment in yourself when you didn't keep a commitment you made to you. New Year's resolutions are the most obvious.

However, I believe that this process of what is essentially good intentions unfulfilled is like a progressive disease. After awhile, there is a self-fulfilling prophecy: when you intend to do something and know ahead of time that it probably won't happen, guess what? It doesn't happen!

When you make that commitment to your coach, including a specific date and reporting process, something gets triggered that makes you follow through. Whether it's guilt if you don't or embarrassment or whatever, your inclination is to keep the commitment. And when you make commitments week after month after year, it not only becomes a habit but you actually increase your productivity dramatically.

With the candid feedback of your coach, you also perform in a more self-aware and intentional manner. In other words, you reduce the unintended effects of language--both verbal and body--that can reduce or eliminate any hope of achieving your goals.

Coaching with a trained and experienced professional (see my bio: http://www.coachingjudynelson.com/,) is the best strategy I know to help a manager and aspiring leader to mature emotionally and professionally in a safe but challenging environment.

Of course there are other tools that can enhance this process. Next time I'll talk about a third coaching strategy that I found extremely helpful: the anonymous and confidential "360" or multi-rater assessment by colleagues, managers and direct reports. When interpreted by a trained coach and with mutually established goals, the impact can be astounding.

Much of what I am addressing is related to the concepts of "Emotionally-Intelligent Management." That is the title of my chapter in a new book entitled, "Leading the Way to Success." My co-authors include management guru, Warren Bennis and Jack Canfield of "Chicken Soup for the Soul" fame! To reserve your copy: Orders@CoachJudyNelson.com.

Best,

Judy

Judy Nelson, JD, MSW
Certified Professional Coach
http://www.coachjudynelson.com/
www.blogtalkradio.com/coachjudynelson

How Do Nonprofit Executives Use an Executive Coach?

After 30 years experience as a CEO and having my own coach most of those years, I've learned a lot about the art of coaching a nonprofit CEO. To specifically answer the question of how nonprofit executives use an executive coach, it makes sense to start this discussion with my own experience.

Very quickly after I became a CEO/Executive Director for the first time, I knew that I was in over my head and that I needed help. I reached out to several colleagues who provided resources, consultation and referrals that were extremely helpful. (For my bio, visit http://www.coachjudynelson.com/.)

In my second stint as CEO, it became rapidly apparent that I needed more than just a variety of colleagues to assist me. I was in a new state, a new county, a city, a new neighborhood--and a new job that required an intimate understanding of state and county regulations and systems. It was also so big that a GPS was absolutely vital--only GPS was not invented back then! Very quickly I knew that if I didn't have some personal support, I wasn't going to make it.

To my great good fortune, I was referred to an experienced human resources expert who was freelancing. From the moment we said "hello," on the phone, I knew I had found someone I could talk to. After our first face-to-face meeting, I knew that I could trust her completely--and, that she was not only an intense listener but someone who could help me translate an abundance of creative thoughts into strategic action.

Since that time, I have never been without a coach, including now as an Executive Coach and Management Relationship Trainer. (More information about my services at http://www.coachjudynelson/.)

The relationship with my first coach (although she never called herself that) lasts to this day although the formal connection ended when she changed her career focus over 15 years ago. Since then I have engaged four other coaches with different strengths and experience--and learned valuable new skills and insights from each.

There are several coaching techniques that I personally found extremely helpful. Today I will discuss the first technique, one that I found invaluable.

1) Sounding Board (or a "hired ear")
The art of what I call "extreme listening" is a talent and expertise rarely found in either the business or nonprofit worlds. The coach skilled in extreme listening actually does what all the books say about listening and much more: paying full and undivided attention; listening to understand, never to judge; integrating body language, emotions, tone and pitch of voice; asking strategic questions at the right time; incorporating context and timing issues; interrupting only to clarify--and most of all, providing truthful, objective feedback--the good, the bad and the ugly--but with a caring and respectful demeanor.

A CEO of any organization gets occasional (or worse, constant!) uncaring, negative feedback from employees--if she/he gets any feedback at all, other than the covert signals sent out by those who are disgruntled. What a CEO rarely, if ever, gets is caring but unvarnished truth about his/her behaviors, attitude, style or performance.

In those times when I have not had a coach available to listen extremely, I'm confident that my work suffered because of the lack of a bright, knowledgeable and attuned kindred spirit to not only listen but to reflect with me and challenge non strategic thinking.

Next time, I will discuss the second aspect of coaching that was so vital to me: Personal Accountability.

I welcome your response and ideas on this subject either here or to Judy@CoachJudyNelson.com.

Best,

Judy

http://www.coachjudynelson.com/
Judy@coachjudynelson.com
Tollfree: 877.yesJudy (877-937.5839)