Category: Beyond Leadership

Beyond Leadership is Horizon Point’s line of resources for managers of people. Managing ourselves is a distinct set of behaviors from managers the work of others, and we are here to help. Read stories in this category if you are ready to take the next step into people leadership (or if you’re looking for articles to send someone else…).

  • 1 Great Way to Grow in Your Interpersonal Skills

    1 Great Way to Grow in Your Interpersonal Skills

    Interpersonal skills are a distinguishing factor in what makes people successful.  I’m not talking about us all needing to be extraverts, I’m talking about us being able to understand ourselves and others and relate to people in a way that builds connections and relationships.  Many people refer to this as emotional intelligence. 

    I often hear employers talk about how job candidates’ interpersonal skills are lacking.  Components of this include poor communication skills, low self-awareness, inability to control emotions and to read and respond to emotion in others.  Many cite the constant connection to technology leading to the demise of strong interpersonal skills in people. 

    So how do you improve interpersonal skills?  Because it is a somewhat nebulous concept, creating concrete actions to improve may also be a challenge. 

    But in listening to the HR Happy Hour Podcast, Episode 385- The State of Recruiting– guest Jim Stroud says the following about helping build interpersonal skills in recruiters: 

    So ways to build up interpersonal skills I would say would be to volunteer your services at some charitable function.  Maybe help out in a soup kitchen. Something where you deal with the homeless or just people in general because you may think of yourself as a patient person, but you never really know how patient you are and good you are with people when you have to deal with people who may not be as privileged as you are.  And you have to bite your tongue and you have to take yourself out of the equation. 

    And I think as you do things like that you build up empathy and interpersonal skills that all transfers over when you are talking to candidates.  You won’t see them so much as numbers or resumes, you’ll see them as real people. And that will help you build bonds with candidates that will help you get more referrals from candidates, which will help you find people that don’t necessarily want to be found. 

    He’s saying to do something that doesn’t seem connected to our job which actually leads to better job performance and results. I totally agree with Jim although I don’t think I’ve ever even thought to give this simple advice to anyone looking to improve their interpersonal skills. 

    So, if you want to improve at the skill everyone seems to need, but the world seems to be wired to cultivate less of, sign up to volunteer at regular intervals where interaction with others, especially people who are less fortunate than you are, is required. 

    Employers would be wise to incentivize and support this type of effort in their workforce as well. 

     

    Where are you volunteering today?

  • Productivity from Patience

    Productivity from Patience

    Note: This is the first of a two-part post on the value of abiding in patience in order to achieve the best kind of learning. The value is described here, whereas how to do it is contained in the second post here

    Patience is not one of my virtues. And oftentimes, the world reinforces what seems to be the need for it not to be. Get it done and get it done fast so you can get more done is often the mantra whether we consciously or unconsciously preach this to ourselves or hear it from others.  And we are often rewarded for that “productivity”.

    As Nathan Foster states in his book, The Making of an Ordinary Saint, when discussing the discipline of study, “I just couldn’t seem to escape the obsession with being productive.  I’m always trying to get more done quicker, and when I can’t clearly see my progress, I get irritated. Feeding my driven angst is my compliance to the sin of comparison and its subtle, destructive fruit, competition.” 

    You nailed me, Nathan. And I see myself passing this on to my children. 

    As I wait, somewhat impatiently, for the arrival of our third child, who we all thought would make a quick and early appearance, I’ve had a month of reminders about the value and grace that comes in the form of waiting. Or as Jen Wilkins describes in her book In His Image“Patience is not just the ability to wait, but to abide.” I have spent July trying to abide. 

    Most of these reminders have come from abiding in reading daily with my son.  My husband and I have passed the “sin” of competitiveness onto him through both nature and nurture.  His need to get things done and get them done quickly encompasses just about every behavior in his life.  Everything is a competition. And when he can’t “win” he gets frustrated and reacts in ways that try everyone’s patience, including his own.  And his frustration spills into a lack of confidence in reading that spills into other areas with a lack of confidence. 

    His challenges with reading are magnified through epilepsy that impacts the language center of his brain.  Nature gives him a double whammy where “abiding” in the process of reading, and many other things for that matter, are just plain hard.  

    So we fight our urges, both his and mine, by reminding ourselves before we start reading each morning that 1) we are going to take our time and that 2) we are not going to get frustrated.  

    Sometimes it works, but sometimes it doesn’t.  But as Foster says in his book about journeying from frustration to joy, “Yet grace understands my humanness. Grace gives me space to keep going, appreciate the process, and accept what I lack.” 

    And giving ourselves and others grace often leads to meaningful learning.  As Foster says, learning is a process in which the divine is acutely evident: “It was so easy to bring God into learning. I felt his delight in showing me how things work. His love for creativity was immensely evident.” 

    By taking time off to do what I thought was have a baby, I’ve gotten the opportunity to abide in a routine of daily morning reading that has lasted almost of a month out on our back porch with my children.  It has been a blessing and process which has revealed how valuable patiently abiding in practice at a pace that is unrushed and uncompetitive leads to results that often doesn’t actually come from actively focusing on being “productive”. 

    My son’s reading has improved over the summer, and we are still working on abiding in the process of learning in a way that doesn’t lead to frustration.  It is something we will always be working on: learning in the traditional sense and in the sense that abiding in learning makes us more self-aware and better human beings. It makes us the best kind of learners, lifelong ones.

    As Wilkin’s says, “We may overlook the possibility that the waiting itself could be the good and perfect gift, delivered right to our doorstep.”*

    Where do you need to abide in order to learn through patiently waiting today?

     

    *My good and perfect gift came in the form of time with our two children before the good and perfect gift of their baby brother arrived the day after I wrote the blog post.  We joyfully welcomed Graham Samuel Ward into our family on August 7, 2019. 

  • 4 Tips to Help You Delegate Learned from Grocery Delivery

    4 Tips to Help You Delegate Learned from Grocery Delivery

    Publix grocery delivery has changed my life!  Well maybe that is an exaggeration but discovering how easy and beneficial this is at nine months pregnant is a game-changer.  If you haven’t tried it (or another type of grocery delivery service) I suggest you do.  It is saving me at least two hours weekly prepping for the grocery store, going to the grocery store, shopping, and then unloading all groceries.   

    It’s delegating a task that you can’t create (or are the best person to create) value from at its finest.  It’s what millionaires do. The best kind of delegating.  

    Leadership is a game of delegation too. It is a game of defining vision and then creating tasks/objectives to achieve that vision in a way that selects the best people to do each task/objective in a way that optimizes returns. It should kill two birds with one stone: allowing you as a leader to optimally maximize your time and the time of others while teaching and imparting valuable skills to others.  

    I’m in a transition much like my grocery store delegation in my business right now. With very competent and capable staff members, a new baby on the way, and a new business launch this year that is hyper-focused on key growth objectives, I’ve spent much of the last three months delegating things to others that I know they are better suited to contribute value to than I am in a way that also grows their skills and learning. 

    In all of this, I’ve learned some keys to maximizing the delegation game: 

    1. Realize the importance and reason for delegating. This is pretty much described above, but reading the two posts linked out in the text above will really provide additional context for this: 

     It’s what millionaires do. It should kill two birds with one stone.

    Once you understand this, it’s pretty clear to see that spending $99.00 a year on grocery delivery service and a $5.00-10.00 tip each time for the driver is totally worth it. Not that I would be spending the same exact time each day that I would be going to the grocery store billing clients, but I can do the math and know my two hours each week is much better spent on other things.  Much like if I delegate important tasks that someone else can do better than I can, it frees up my time to contribute value in the best way I can. 

    1. Have a mode to support the transfer of task/outcomes/objectives that is easy to use. This is usually in the form of some type of technology that works well. The Publix grocery delivery app is so easy to use, and I haven’t had any trouble finding the products I need.  Since I can pick specific products with specific SKU’s it makes the delegation of what I want easy for the person that is shopping for me.  It is clear and straightforward.  

    In business, we use a CRM/project management tool called Insightly.  Everyone on our team can create business contacts, opportunities, projects, and tasks and assign things to others in an easy and intuitive way.   I can check it at regular intervals to see progress on things without having to bother the person working on something, and I also get notifications when things are completed via email and my phone. The Publix grocery app does the same thing. I know exactly when the person starts shopping for my groceries, I can track what items he/she has in their cart, and it notifies me when they are on their way with an arrival time.  

    1. Have a mode to support communication when clarity of task assignment or objectives is needed. Not everything can easily be communicated through an app, but tools like being able to put notes in my produce items (such as, “I want green bananas instead of ripe yellow or brown ones.”) can help you specify what is needed.  They can also reach out to you to ask questions about your grocery needs if they need clarity via the app. 

    Obviously, business communication isn’t as easy as whether you want your bananas green or yellow.  But the same principle applies. The way this looks like for us is an open channel to always call or email me with questions and vice versa related to project scope or tasks. In addition, we hold monthly one-on-one meetings to communicate and clarify roles and responsibilities and calibrate towards the ultimate goals. 

    1. Have a mode for feedback. One delivery led to some rotten grapes and some green onions that looked like they had been soaked in water and drowned. The app always sends a push notification asking you to provide feedback on the experience and your groceries. I was able to note this feedback, and they refunded my money for both items. 

    When we are trying to use delegation as a way to grow and develop others, feedback channels always need to be open and need to be two-way. Our monthly one-on-ones help to foster this dialogue.  For example, our newest team member is still adjusting to moving to a new city for this role and also transitioning from a very structured work environment (otherwise known as be here from 8 am-5 pm M-F) to a very unstructured one (where it is we don’t care how and when you get work done, just get it done by always keeping the vision, mission, and the customer’s needs top of mind). We discussed her concerns related to this transition period during our last one-on-one and also discussed ways to help with this different way of working that she is suited for, but still not accustomed to. This was also a time for me to ask her what I could do differently, or would be helpful in communicating with her given the adjustment in proximity to me and co-workers she is collaborating with as we all work remotely. 

     

    What lessons have you learned to help you delegate more effectively?  

  • Who Is Your Successor?

    Who Is Your Successor?

    How many people do you know that have left a job or stepped down from a volunteer leadership position, regardless of the reason? Have you ever been that person? I have. Let’s talk about it. 

    Every day, organizations find themselves with a newly empty desk chair. Responsibilities unassigned. Balls dropped. Projects unfinished. On average, that chair sits empty for 40-60 days, depending on which report you read. Think about your own organization. Do you know your “time to fill”? With the talent market like it is right now, your time to fill may be even longer. Think about all that lost productivity a.k.a. lost revenue + cost of recruitment + myriad of other expenses we know fall into the total cost of hiring one person. Whew! 

    We can be proactive and cut the time to fill significantly. We need to talk about succession planning (even if you don’t want to). Sharlyn Lauby talks about this on the ADP Spark blog in her article “5 Reasons You Should Have a Succession Plan (Even If You Don’t Want To)”. Another iteration of something I hear myself saying at least once a week, Lauby states, “It’s absolutely essential for organizations to think about the “what ifs” associated with an employee not being able or available to do their job.” We have to be prepared if we want to maintain long-term success. 

    I recently left a job that I loved for the job that I was made for. It wasn’t easy, but it was right for me. As the first domino fell, so did the next one, and the next one. I had to tell two volunteer-led organizations that are dear to me that I could not finish out my term on the board of directors. I was, of course, willing to help train my successor…who I realized did not exist. Not for my job, nor for my volunteer roles. It was a shock to these systems for me to leave suddenly. But it didn’t have to be. 

    Sharlyn Lauby said something else I hear myself saying constantly: “Succession planning isn’t as hard as it sounds”. It’s as simple as paying attention to the talent already within your organization. Forbes contributor, Stuart Levine, describes strategic talent management and successful succession planning as a system where “People are identified for their potential to guide the organization in the future as much as for their current strengths”. The wisest talent managers think in the future and live in the present. When executed well, succession plans can be the lifeblood of an organization. 

    Remember that job I loved and left? I was teaching at a university, focusing on professional and career development of business students. We frequently invited industry partners to visit classrooms and speak to students about their successes and their challenges, sometimes in a recruiting capacity, sometimes purely educational. Sherwin-Williams was one of my favorite companies I invited to participate – let me acknowledge my bias as their former HR intern – because I think they do many, many things extraordinarily well, including talent management and succession planning. Did you know upwards of 85% of their hires are internal? Did you know some of their current top leaders started with the company as management trainees decades ago? Here’s what that looks like. Sherwin-Williams is a shining example of an organization that thinks in the future and lives in the present. They have extensive training and development that is specifically designed to capitalize on the existing strengths of potential leaders in preparation for their inevitable opportunity for internal promotion. They pay attention to every single potential leader and how he or she can be strategically developed to lead in a way that is best for him or her individually and best for the company. It’s really an incredible system. 

    So how do you get started? SHRM has excellent resources to help any organization create succession plans. Here are two reads I recommend:

     

    If you have more time and are ready for a deep dive, check out Developing Leadership Talent, part of the SHRM Foundation’s Effective Practice Guidelines Series. 

    Succession planning is important. I have experienced the stress of having no plan in place when someone left, and I have been the cause of that stress for others. The proof is in the successful organization pudding: pay attention to and develop your talent now. Who is your successor? Don’t wait until you’re leaving to figure it out. 

     

    Have questions about how to incorporate strategic talent management and succession planning in your organization? Horizon Point can help. Call us at 256-227-9075 or email us at info@horizonpointconsulting.com.

  • If You’re Not Onboard, Get Off the Ship!

    If You’re Not Onboard, Get Off the Ship!

    The best piece of advice I heard at the recent SHRM19 National Conference came from Cy Wakeman’s session “Business Readiness: Ensuring Our Teams are Ready for What’s Next.”

    As a consultant, I spend a great deal of my time helping organizations navigate change, from determining what change is needed to creating the roadmap of how to accomplish the change to how to get employee buy-in. The hardest part is often getting employees on board, helping them understand the need for change and addressing their resistance.

    The current change management process caters too much to the individual employee when it should focus more on the overall business need for change. Leaders spend a great deal of time sitting on the sidelines with those few employees on the bench trying to convince them why they need to get in the game with everyone else. They allow the minority of employees who want to resist the change to stall the process or to even quash it.

    According to Cy, leadership needs to stop trying to please everyone and focus on those employees who are champions for change and who understand the vision, because they will be the ones who drive change forward. And change is all about ensuring the sustainability of the organization and creating an opportunity for growth. Those resistant will only hold the organization back and will never support the change. Their resistance is driven by their own ego, not what’s in the best interests of the organization.

    So how can organizations effectively navigate change management?

    1. Don’t jump the gun. Change management isn’t a race, it’s not about being the fastest out of the starting gate. Take the time needed upfront to thoroughly assess the need for change, the options for how to make the change, and the impact each option will have on the organization as a whole. Proper planning will lead to proper execution. Making snap decisions too often leads to the need to backtrack, which causes employees to lose faith in leadership’s ability to manage and makes them more resistant to change.
    2. Explain the why then move forward. It’s important to maintain a level of transparency with employees. Explain the why behind the change in terms that all employees can understand and outline how the change will positively impact the organization as a whole. But don’t dwell on it. Once you’ve explained it, move on to the how and when. Don’t let resistant employees continue to question the why this is where change stalls.
    3. Think inside the box. A key point that Cy made was that we’ve been conditioned to “think outside the box” and that method of thinking tends to lead to passing the buck. The tendency when we think outside the box is to think of how we can use others to get things accomplished. She recommends we start thinking inside the box by asking “what can I do” instead of “what can others do”.
    4. Stop trying to please everyone. You will have resistant employees, it’s inevitable. Stop focusing on pleasing them. Organizations change because it’s necessary to continue to thrive and grow. It’s best for the organization as a whole, so stop wasting your energy on that small minority who refuse to get on board, who protest change. They are stalling your organization’s growth and the majority of employees who are supportive of the change are suffering as a result, so is the organization. Those employees have a choice, and Cy put it so eloquently:

    “Stay in joy or go in peace, but you can’t stay in hate.”

     

    For more on change management, you may also enjoy our posts Change Management: Celebrating the Small Victories and 4 Ways to Help Change Happen When Change is Hard