The speaker’s position was that if an organization does not encourage creativity from its workforce then innovation will stop...leading to the downfall of that organization.

How prepared are you for leading your team in this new economy where creativity is a must-have skill?

A US News article gives us 6 Steps to Achieving Creativity in Business (both an art and a science). Find out how at: http://bit.ly/w6v2qV

Until next time...Lead like you mean it!
Marjorie

There are critical skills you need to know in your first 30-days on the job.  And, it’s all explained on Thursday, May 10th during the 17th Annual Maine HR Convention at the beautiful Samoset Resort in Rockland, Maine.

Join me for Management Makeover: 30 Days to a New Leader at 3PM

Here’s the write-up:
A Strategic Role for HR. HR professionals are pivotal in designing workplace environments where every employee thrives. However, managers frequently are not provided with practical tools to consistently build high functioning teams. These struggling managers unconsciously create teams with low employee morale, high turnover, and increased employee relations issues. Marjorie Treu, from Team Fusion in Georgia, shares the 30-Day Management Makeover™ Plan, which helps you steer floundering managers back on course, sets up newly hired managers for success quickly, and bridges GenY managers to the other workplace generations with less conflict and increased communication skills. HRCI strategic credit pending.

More details at:  http://bit.ly/yzCXhm

Will I see you there?

Until next time...Lead like you mean it!
Marjorie

Perhaps you have encountered bad behavior in the workplace in the past when it wasn’t your responsibility to handle.  Now, in a leadership role, you’ve followed all the established policies and suggested guidelines in dealing with a team member who is not a model company citizen.  No matter what you’ve tried, they continue to push beyond boundaries and the rest of your team is noticing.

Unfortunately, the “untouchables” on your team usually turn out to be those who have proved themselves as valuable to the company.  Over the course of time, however, they have turned into cocky big mouths – very bad behavior – with egos that believe organizational rules no longer apply to them.

Every company has their own definition of valuable and, most times, it is seem in terms of productivity and bringing in the money.  While these are important measures in an organization, they don’t always tell the entire story.

Research reveals the high costs of working around “untouchables”:
• overall damage to team morale, quality, and productivity
• other valuable employees are driven away
• tolerated bad behavior is know by 94% of the staff
• 91% of employees say the problem has continued unaddressed for a year or more
• 1 in 4 people confront “untouchable” coworkers about their behavior of performance.  They work around them, complain to others, or avoid their coworker altogether.

Tips for Holding Coworkers Accountable

1. Communicate respect.  Communicating respect in the first 30-seconds helps others feel safe, which will help them listen to you.

2. Lead with facts.  When sharing concerns, don’t lead with accusations or judgmental language.  Lead with facts.

3. Share natural consequences.  Motivate others by helping them see the natural consequences of their bad behavior in ways that matter to them.

4. Invite dialogue.  Remember you are partly wrong about how you see things.  After sharing your concerns, encourage the other person to share his or hers – even to show you where you are wrong.  Others will be open to your view if they are convinced you’re open to theirs.

5. Hold the boss accountable.  If the dialogue fails, and if it’s affecting you and the team negatively, your next conversation needs to be with your boss. 
Use these same steps to help your boss see that he or she needs to do a better job of dealing with bad behavior employees.

The real problem is not that “untouchables” exist in organizations; rather the problem is that they are not confronted about their bad behavior.  Make sure you address behaviors among your own team members.

Until next time...Lead like you mean it!
Marjorie

Lessons to Liberate Your Potential

1. Leadership is all about relationships.
• Your team will not follow you if they do not trust you.
• Your team must know you have their best interests in mind.
• Your team must know you care about them.
• Keep your promises.
• Be punctual – it shows respect of others’ time.
• Be courteous.

2. Strive for mastery over mediocrity.
• Watch how you choose your response to any given event.  Ask yourself, “What is the quality of my decision on this?”
• Be conscious of what you are thinking about and where you are directing your focus.
• In what ways are you raising your own standards every day?
• What bad habits or rituals are creeping in that do not help you to become a better version of yourself?
• Refine your talents by reading great books.

3. Do what is right; not what is easy.
• Avoid the path of least resistance (doing things that are comfortable and convenient).
• Face your fears and consciously look at the “thing” that is holding you back.
• Reframe and stretch your thinking of what security is.
• Understand that the tougher you are on yourself, the easier life will be on you.

Thomas Henry Huxley, a 19th-century English writer, said:  “Perhaps the most valuable result of all education is the ability to make yourself do the thing you have to do, when it ought to be done, whether you like it or not.”

Stop putting off bold leadership…
Now is the time to move to the next level in your career.
Now is the time to learn new skills that will allow you to serve your team better.
Now is the time to distinguish yourself from other leaders.
Now is the time to deeply connect with your family and build great friendships.
Now is the time to enjoy the leadership journey - before it is too late.

Until next time...Lead like you mean it!
Marjorie

If you’ve been charged with organizing this years’ Office Holiday Party, consider delivering a completely Done-For-You event that your staff will remember for years. 

Details at:  http://bit.ly/tRpBwo

The great news:
1. Stress-free planning for you
2. Fun for staff and provides team-building
3. Your organization gives back to your community
4. You keep the videos - they become part of your corporate story!

Providing creative celebrations is part of your own leadership legacy.  You’ve earned the right to make it easy on yourself.

Until next time...Lead like you mean it!
Marjorie

All too often, unsuccessful on-boarding is a result of the hiring manager’s missteps. In fact, the largest landmine is stepped on by hiring bosses or managers long before a new hire’s first day on the job. Actually, it happens before candidates are even considered and lined up for interviews.

Landmine #1:  Role Failure
“This failure happens before the hiring manager talks to anybody!” says George Bradt, founder of PrimeGenesis. It’s when a new role — or position — in an organization is designed without considering how the new role will align with the rest of a division or department.
Imagine a scenario in which a new hire was brought on to be the new global head of marketing at a company. But, in doing so, the firm failed to let any of the company’s division presidents, who are responsible for handling their own marketing, know about this new position. Soon, this new role is unclear, and it’s all too likely that this new person’s days on the job are already numbered.  “The role failure is the most killer because people don’t see it coming — they get blindsided,” Bradt said.

Landmine #2:  Personal Failure — the Inability to Hire the Right Person
It sounds so simple, but the potential scenarios working against it abound. A manager is looking to fill a new role; he/she vets and lines up some potential candidates. These candidates come in, sell themselves extremely well, professing how not only are they sufficiently competent in the core skills required for the position, but they have a cape, can fight crime, and in their spare time enjoy building complex computer models that produce advanced baseball statistics and forecasts.

Point being, interviewees can oversell. Who would blame them? They want to get an offer! But managers need to be diligent.
• First, really press hard during interviews. Make sure the candidate has clearly defined not what his team accomplished, but what he or she did to move that accomplishment along.
• Second, do a complete reference check — call every boss the person has had since the beginning of time, not just the two or three provided, because they’re likely to give rousing reviews.
• Third, if offering the position to a top choice, make them take a few days to think about it before they can accept. Open them up to current employees so the candidate can do his or her own due diligence before accepting the role.
The elation of receiving a job offer can often prevent that candidate from actually considering if they are capable of fitting in and doing well. If the candidate takes time to think it over, do some more research, and says yes, then great. If he or she gives it more time, decides it’s not a great fit, and says no, then no harm, no foul — you move on to your second choice.
“Letting the person do their own due diligence [before accepting the job] is one way to help mitigate risk,” Bradt said.

Landmine #3:  Relationship Failure
Not cultivating the right relationships when on-boarding can doom a new hire. The same goes for the boss, who is responsible for creating perhaps the most important relationship in any employment situation.

“What people screw up is the boss doesn’t partner with the new employee and doesn’t help the new employee get a head start in those early days,” Bradt said. “Too many people show up to work their first day and their boss isn’t there — he/she is on vacation, taking a long weekend or at a meeting somewhere else.”

He added, “If you’re going to be out of the office on Monday, have the person start on Tuesday. It’s really not that hard.”
Why? Because most of the time people don’t quit because they don’t like working at the company. They quit because they don’t get along with their boss.

Landmine #4:  Engagement Failure
Lastly, make sure a new hire is able to build and cultivate relationships across the board during the on-boarding period. “The best bosses help their new employee make the right connections and form the right relationships across and down [the organization],” Bradt said.

The ones that don’t do this, he added, end with up engagement failures — where their new hires, three or four months in, still don’t understand where they fit in, don’t have friends at work and end up quitting.

Putting new hires on the right teams, in the right projects and in situations where they can find their niche is essential to successful on-boarding.
In all, “It’s about aligning [role], acquiring [hire the right person], accommodating [relationship], assimilating and accelerating [engagement],” Bradt said.

(NOTE:  This was adapted from Frank Kalman’s 9/23/11 Talent Management blog)

Until next time...Lead like you mean it!
Marjorie

If you are put in a situation where you need to deliver this bad news, would you know how to react both personally and with your team?

You have an important role in helping your team deal with the coming changes.  However, before you can help them, you need to come to terms with your own emotions.

Help Yourself

• Name your own feelings first.  Angry?  Afraid?  Anxious?
• Know that it is OK to feel however you feel.
• Talk to someone about how you feel.  (Check if your organization offers free help through an Employee Assistance Program – EAP.)
• Decide how you want to feel tomorrow and every day thereafter.
• Start thinking, “I know I can do this.”

Help Your Team

• Get out of your own head; it’s time to lead with your heart.  Your team wants to listen to their feelings first before they can hear more logical information.  Start out with something like “I understand your concerns.”
• Stop pretending you’re in control.  Share your own feelings with the team.  Be willing to say, “I feel some of the same things you do.”
• Be compassionate.  Allow your folks to voice what they need to.  Acknowledge their comments with, “I understand this is difficult for you.  I will provide support in whatever way I can.”
• Accept any reaction.  Remember, you’ve had a bit of time to understand your own reaction.  Give the same consideration to your team.  People will handle the news in different ways.  Allow them the opportunity to have an initial reaction.  Let them know it is OK and that you want to help them.
• Let the team air their feelings.  Let them come to terms about the things that will change.  Let them talk about their endings.  CAUTION: Avoid turning this into a continuing Gripe Session by limiting the length of your meeting.  You don’t want to drag out the situation for days.  Once everyone has been heard, move into solving any problems caused by a layoff, termination, or downsizing.
• Address their fears.  Can your situation be influenced?  Yes!  While you don’t have any control over the decision the company has made, each team member does have control over their own feelings and emotions.

Remember, to ensure your effectiveness:
1. Don’t make-up answers if you don’t have any.
2. Don’t remain silent.  Your team will misinterpret silence and give it their own meaning.
3. Don’t stay hidden.  Get out among the team.  Your being there will boost morale.

Your role is to encourage two-way communication by getting the team talking.  You need to hear both the good and the bad.

Until next time...Lead like you mean it!
Marjorie

It was Rochelle who first introduced me to the National Novel Writing Month – NaNoWriMo – a couple of years back.  November is designated as NaNoWriMo so the clock is ticking down to this years kick-off.  I didn’t think it was possible to complete a good piece of work in 30 days.  Rochelle, on the other hand, has done just that on more than one occasion.  In fact, she is breaking another barrier with her just released book, Write-a-thon: Write Your Book in 26 Days (and Live to Tell About It).

What does this have to do with team leadership?  Everything!

Truthfully, it had more to do with leading myself as I finished writing The 78 Biggest Mistakes New Managers Make – What You Need to Know to Avoid Career Suicide. (http://www.78ManagerMistakes.com) The biggest stumbling block leaders (and authors) have is their ability to maintain momentum under deadline pressures.

It took a deeper level of self-understanding to get psyched up enough to complete the book in a weekend.  It took not listening to the demons dancing around my brain planting thoughts of…
• “Who do you think you are to write a book?”
• “No one will read it so why even start?”
• “The deadline is too short and you’ll never make it.”

LEADERSHIP LESSONS LEARNED WHILE WRITING

1. Plan for every contingency
• Get your calendar and pick a start date.
• START on that day!
• Schedule child care/baby sitting/car pooling/doggy daycare now.
• Change your phone voice mail message that you are unavailable until the project is finished.
• TiVo shows you will miss but want to see.
• Find a laundry service.
• See if you can get groceries scheduled for delivery.
• Don’t let mail crowd your work space.  For bills, have checkbook, envelopes, and stamps ready.  Or, pay online.

2. Eliminate distractions
• Send the kids and spouse to Grandma’s, if possible.  If not, use the lock on your office door to keep everyone out.
• Turn off all phones, TV, and internet service.
• Make sure all pets are out of the house and well-loved by good friends.
• Ignore people knocking at your front door.

3. Take care of Basic Life
• Have 5-10 menus from restaurants that deliver available.  Circle the items you like best.  This is the only phone call you will make.  Why?  A hungry mind will not write.
• Have enough caffeinated products, coffee and filters for the next 2 months (or whatever your writing deadline is).  No reason why you need to be jonesing.  If you are a smoker, be sure you have enough cigarettes to last you.  Why?  A cloudy mind will not write.
• Have notebooks, pencils, pens, crayons, colored pencils, Playdoh, Legos, sudoku available.  Why?  A bored mind will not write.
• Have a 10-CD booklet with your favorite CDs or a play list on your MP3 player of your favorite music.  Why?  An unenthused mind will not write.
• Have enough toiletry products for the next 2 months – towels, soap, toothpaste, toilet paper, tissues, and lotions, whatever you use.  Get a new toothbrush.  Something that says, “Yup, we’re writing.”

Set yourself up for success.  Why should you care?  Because self-understanding is the catalyst that gives you the ability to lead yourself.  Leading yourself well is what sets apart good leaders from great leaders.  Learn the lessons early and become an exceptional leader.

Until next time…Lead like you mean it!™
Marjorie

Your gift of gab can:
• Establish rapport more readily
• Build customer loyalty
• Influence decisions for the greater good of the team

Done poorly, it can also limit your likeability, pressure people, and unhinge job interviews if you blabber without focus.  If you suspect a need to break a Talking-Too-Much habit, figure out when and why it’s happening.  Here’s what to do:

1. Keep in mind what the listener wants to hear.
• Filter your answers.  It isn’t necessary to give ALL your thoughts on a topic.
• Very few people want to know every single little detail!
• If they do, they will ask.

Example: At a staff meeting, your colleague asks where you got your information for a report.  You say, “Most of it came from the Accounting Department.” There is no need to tell why you chose Accounting, how many other departments you asked, the amount of hours it took you, when you completed the report, etc.

2. Be direct; rather than talking around the issue.
• Say what you need to say in as few words as possible.
• Practice speaking concisely without losing the core message.
• Watch your voice quality (pitch, tone, volume, rhythm) when speaking a shorter message.  You don’t want to sound too abrupt.

Example: Instead of saying, “I was just thinking that if you have some time and are not busy, we should get together sometime next week.” Change that wandering sentence to, “Let’s get together next week.”

3. Stop repeating what others have already said.
• In a group setting, reiterating or paraphrasing what someone else has said when you clearly understand their meaning, can come across as condescending.
• Refer to their point only if there is a direct connection to yours.

Example: Instead of saying, “Tom said we need to update all customer profiles by November 30th because December is too busy with holiday orders.  It seems that every year we get stuck with more work to do during the holiday order season.” Change that to, “I agree customer profiles need to be change before the holiday rush to eliminate extra work.”

4. Cease talking when you shouldn’t.
• Watch for cues from others around you that a conversation is wrapping up.  Pay attention to when the discussion is over.
• Write reminder notes to yourself.  One manager I know puts the letters KIS (a prompt to Keep It Short) on his paperwork before speaking.
• Before adding your comments during a meeting ask yourself, “Do I really need to say this?”

The correct amount of communication is key to your career advancement.  Too much can be seem as arrogant, aggressive, and even demeaning.  Too little is suspect; like you are trying to cover up something.  Strike a good balance with both hearing and listening to the conversations around you.

Until next time...Lead like you mean it!
Marjorie

Top 5 employee complaints about communication

Complaint #1: 
People in other departments always know about decisions before we do.

What you can do:
• Start networking within company departments.
• Make sure other department managers know you and your team are.
• Share with your team (as appropriate) what projects are active in the organization.

Complaint #2:
I only hear from my manager when there is a problem.

What you can do:
• Get out of your office and visit with your team often.
• Hold regular staff meetings that include both accomplishments and open projects.
• Give regular, consistent feedback to each team member.

Complaint #3:
Information only flows one way, “they” never listen to us.

What you can do:
• Have your team identify who “they” are.  You may be surprised to learn it isn’t always the president of the company or someone on the executive staff.
• Invite your boss to attend a staff meeting and give a ‘State of the Company’ update.
• Always pass along kudos given by your boss.  Employees appreciate knowing that their work is recognized higher up.

Complaint #4:
The grapevine is more reliable than the company newsletter.

What you can do:
• Seriously?  I’m a huge proponent of nip the grapevine in the bud!  But, you have no control over other departments.  Don’t get trapped into thinking you “need to get to the bottom of things.”
• When you become aware of new information, check it out with the department affected.  If true, then share what you can with your team.  If you can’t, say so.
• Consider becoming part of the newsletter committee to help them stay on top of real news.

Complaint #5:
E-mail is overwhelming, it’s too hard to keep up.

What you can do:
• Train the team to use email folders for managing incoming communication.  These should be customized to fit the team and the work they do.
• Create protocols for Subject Lines that your team follows.  Something easy like: Email purpose, Date needed by.  For example, “October 2011 P&L – Review by 10/20/11
• Make it standard operating procedure that no one responds to information-only emails with unnecessary comments like, “Thanks.”

When it comes to employee communication, don’t bury your head in the sand.  Take control of what you can, and help your team see how they contribute to the overall good.

Until next time...Lead like you mean it!
Marjorie

This voice of doubt always sneaks in just as you are about to launch something innovative, something fresh, something never attempted before.  What does the voice say?  Try: 
• “Who are you to take this on?”
• “Who are you to think you can accomplish something so big?”
• “Do you think you are really talented enough to pull it off?”
• “If this is such a great idea, why hasn’t someone else tried it before?”

The aim of this voice of doubt is to get you ensnared with it enough that you eventually respond, “I am nobody. I shouldn’t even try. I give up.”
Yet, something prompted you in the first place to entertain this new idea and attempt the risk of a novel project.  What can you do when the voice of doubt rears its ugly head trying to squash your creativity and innovation?

How to Stop the Voice of Doubt

1. Recognize the source of doubt.
• Identify the root cause of what could stall you.
• Keep asking yourself, “What am I really afraid of?”
• Are you listening to negative talk that is telling you the idea will fail before you’ve even started?
• Have you checked in with your mentor?  What ideas does he or she have to alter your thinking?

2. Realize you are in good company.
• There are dozens of people who have gone before you who doubted their ability and still went on to invent useful things we use today.
• List 2-3 of these inventors and you will see there are contributions, big and small, that help organizations move forward.
• Eliminate excuses that could prevent you from continuing.  Stop thinking you’re too young, too old, not educated enough, or just starting out.
• Do not isolate yourself when the voice of doubt creeps back in.  It wants to make you feel like you are alone, but you are not.

3. Ask the right question.
• The question is not, “Who are you to take this on?” Ask instead, “Why not me?”
• Acknowledge that you have certain skills and abilities unique to you.  By sharing your knowledge and experience, you contribute to the greater good of your team.
• It’s not a matter of are you good enough or strong enough to take on a new project.  It’s a matter of can you use your strengths to bring out the best in your team to accomplish the goal.

It’s time to stop listening to the voice of doubt and get on with your big idea.

Until next time...Lead like you mean it!
Marjorie

Everyone wants – you included – to be liked.  When co-workers like you it certainly makes it easier to go to work every day.  And, it’s only natural to want to cultivate friendships with your team because of the hours you spend together.

Here’s the tough part:  The rules change when you are the boss.

There is nothing wrong with being friendly with your team, but you must know where to draw the line between being their manager and being their friend.  Following are my 3 “Don’ts” in managing your new job.

Tips to Balancing Boss vs. Friend

1. Don’t get too personal. Set new boundaries.

• This is not an official sit-down talk.  (That’s just too weird.)
• Avoid detailed What-You-Did-This-Weekend conversations.
• Halt taboo talk early.
• When employees do need to reveal personal information (IE-time off to have surgery, a divorce), listen empathetically without offering personal advice or editorializing.
• Keep personal details you hear to yourself.  Your team needs to have faith that you are there to manage and help them; not gossip about their life.

2. Don’t play favorites even if you like some employees more than others.

• Sometimes, you just “click” with an employee and you wouldn’t mind having them as a friend.  Keep a little distance because of your boss status.
• You can’t hang out with any one person more than the others.  If you think you’re being subtle about it, you’re wrong.  Other employees will notice, and it will cause problems.
• Avoid rivalry because everyone needs to work together.
• Show appreciation toward everyone – it will help increase morale.
• Treat all your employees justly.  That means if one of them isn’t performing, you must take the necessary action – even if that one is your favorite.

3. Don’t get drunk in front of team members. (This one should go without saying, but it happens more often than you might think.)

• A drink or two with your employees from time-to-time is okay.  Usually at a holiday party, a company event, or landing a huge contract.
• Remember, it is embarrassing for employees to see you slurring your words, losing control in public, or being poured into a taxi to get you home.
• It will be very difficult to regain their respect once you are back in the office.  It will be hard for them to look up to you.
• Never put your employees in a position where they have to monitor you.  It is stressful and puts them in an awkward position.

Bottom Line:
Yes, you can be friends with your employees, just not the same kind of friends you are with your non-work friends.

Your Strategy:
Be friendly, be fair, be work-focused, and show a high level of character and integrity.  You’ll get much more out of your team than you would if you tried to make them like you all the time.

Until next time...Lead like you mean it!
Marjorie

1. Know what gets in the way of your coaching.
• Take away the ‘no time’ excuse by scheduling coaching in your calendar.
• Eliminate thinking of employees only in terms of bottom-line productivity results.
• You are not fixing employee problems; you are nurturing employee growth.

2. Check in with everyone daily.
• Compliment as well as correct team members while coaching.
• When correcting, use constructive criticism statements.  NOTE: A good balance is 5 positive statements to every 1 constructive statement.
• Tell team members at least two things you appreciate about them.
• Speaking with your team can boost their morale.

3. It’s all about listening.
• Do not interrupt.
• Do not think of your response while someone is talking.
• Keep eye contact but don’t stare them down.
• Face the person who is speaking.
• Do not take phone calls while someone is talking with you.  Silence your cell phone.

4. It’s more about asking the right questions.
• For everything a team member says, ask two or more questions before you share your own thoughts.
• Ask open-ended questions to get your team talking.  These are questions that begin with ‘What,’ ‘How,’ ‘When,’ ‘Who,’ and ‘Where.’
• Other statements to get more input:  ‘I’m not sure I understand what you mean.  Please give me an example.’ Or, ‘Say more about that.’

5. Develop a trust relationship with each team member.
• Get to know their interests, opinions, and concerns.
• Clarify your expectations for the team and each individual.
• Pay attention to what excites each person.  What are they passionate about?
• Show each person you care.  Go beyond mere words.

One of the most important things to keep in mind:  Coaching is not about you!  You are here to bring out the excellence of your team members.

Until next time...Lead like you mean it!
Marjorie

Do any of these sound familiar?  You:

1.  Have trouble returning phone calls on time.
2.  Are late for meetings and appointments.
3.  Lack clarity about expected outcomes, monthly targets, goals, etc.
4.  Avoid paperwork.
5.  Take work home with you.

These are just a few of the bad habits that can creep into your daily work life. 

A habit is something you do so often it becomes easy; a behavior you keep repeating.  Up to 90% of your normal behavior is based on habits.  The good news is bad habits can be broken. 

This morning I suckered myself into thinking the task on my To Do List - “write the daily recap report” - was important.  Actually, it is not.  The report was created 2 years ago to help another employee do their job.  That employee no longer works here so the report is worthless.  What a waste of my time.

3 Steps to Change Bad Habits into Good Habits

Step 1:  Be conscious of the habits not working for you.
Step 2:  Identify the New Habit you want in your life.
Step 3:  Create and implement an Action Plan for the new habit.

For more tips on changing bad habits check out the book, ‘The 78 Biggest Mistakes New Managers Make - What You Need to Know to Avoid Career Suicide’ at:  http://78ManagerMistakes.com

Until next time...Lead like you mean it!
Marjorie

It is difficult to develop the ability to handle crises because so much about them is unknowable until they occur. That does not give you permission to bury your head in the sand.  Rather, thinking about how to handle a crisis before it happens helps leaders build experience and capability.

To assist you and your team in handling “the distinct possibility of a highly undesirable outcome” implement these strategies:

1. Tell what you know when you know it. During a crisis, time is not on your side.  Open communication is crucial to avoid speculation by others who are not aware of the total picture.

2. Decide what you are going to say and who is going to say it. Depending on how extensive your team, you may need to designate a spokesperson to deliver the message.  Are they conveying the same message as you?

3. Tell the truth. Your team absolutely must be able to count on you to tell the truth, no matter how unpleasant it is.  If you are not at liberty to tell all (or you don’t know all the facts), make sure what you do say is reliable and trustworthy.

4. Acknowledge the bad. People know when you are “blowing smoke.” If people on your team are angry or frustrated with a situation, acknowledge their feelings.  Allow them to voice objections and complaints.  Your team needs to now they are being heard and that you are listening.

5. Keep your team informed. Everyone has a preferred method of learning and communicating.  Some are visual learners, others are more auditory, and many are kinesthetic and more hands-on.  Whatever the crisis, it is important to communicate the message in multiple formats.  Consider: your company intranet and newsletter (if they exist), voicemail broadcast, team email, and in-person meetings.

Remember, how you react to the crisis affects your entire team.  There will be factors beyond your control.  Don’t promise solutions you may not be able to deliver on.

Until next time...Lead like you mean it!
Marjorie