Category: Gleaner Jamaica

Recent headlines are rife with reports of board members in trouble. Via poor actions or inaction, they have made deadly mistakes with awful consequences to themselves, sponsors and stakeholders. With their reputations in tatters, they resign, hoping to survive a scandal they helped to create. But are they always guilty of wrongdoing?

In fact, most organizations put board members in a precarious position. While the average staff member benefits from the nearby presence of human resource expertise, the same can’t be said of boards. Unfortunately, most people believe HR is only needed at lower levels. The implicit premise? “You shouldn’t be on a board if you don’t have the requisite skills.”

Perhaps, at some point in the past this was a safe assumption. Today, boards which are made up of (mostly) men in their 50’s, 60’s and 70’s who have known each other for years are anachronisms. The fact is, research shows that they are more likely to make bad decisions.

Recently, California passed a law requiring all public corporate boards to include women. This is no idle requirement as numerous studies show that diversity at this level improves performance.

In like manner, boards picked from the Old Boys Network will probably bring obsolete knowledge and stale skills. They just haven’t kept up with the times, exemplified by the 2018 guidelines for selecting boards issued by the Ministry of Finance and the Public Service. The document enumerates best practices that would, if ever implemented, produce an unforeseen high quality of governance.

This solves one problem but leaves another begging. What should Jamaican private sector companies do about dysfunctional boards?  The odds are high that the kind of trouble they face isn‘t technical, but human. What can be done?

1. Get a critical mass to agree an issue exists

The initial challenge may be the hardest. Many board members have had little or no recent soft-skills training and it shows in the way they go about tackling issues. For example, most prefer to jump immediately into problem-solving activities, even when that approach has failed them in the past.

If a single member points out this fact and suggests that a new process be used, she is often ignored in the heat of the moment. “Navel-gazing – we don’t have time for that!” Yet, with the right perspective, it’s easy to see such an intervention for what it is: an appeal to enter a “meta-conversation”.

Aware individuals use this tactic to step outside the “What” (or content) of a discussion to examine the “How”: the way the conversation is being undertaken. As a tool for improvement, this soft skill is a critical one for boards to learn. It should be triggered whenever there‘s an impasse.

Unfortunately, being able to see the value of this particular suggestion is just a tiny step. In real-life meetings, people who try to intervene in this manner are rarely successful because they are acting alone. Furthermore, board members often use the same words to mean different things. When the discrepancy isn‘t clarified with a timely meta-conversation, conversations go in circles. Participants get tired and frustrated, eventually believing that the board’s failure is enduring.

It‘s not. A day of sound training would give them the keys to shorter meetings and quicker problem-solving.

2. Getting help

Even after clarifying the problem at this level, some boards resist the idea of recruiting a trained, neutral party. They are embarrassed, thinking that a group of “Big Men” should be able to solve its own problems.

Once they get over their egos, an invited outsider can perform a transparent diagnosis that raises everyone’s understanding. This helps boards define additional skill and knowledge gaps the future is guaranteed to exacerbate. With gaps identified, board members can consciously place themselves in states of discomfort to learn these missing skills.

For example, most boards rely on voting. They see the technique as a time-saving way to make decisions, compared to trying for total agreement.

However, there is another alternative which can be used: “alignment”. It’s defined as a willingness to support a proposal even with doubts and misgivings. Some characterize it as a decision to move forward with an option which generates the fewest objections.

Picking up this practice isn‘t easy, although it’s shown to produce better outcomes. Expect an immediate struggle to ensue if your board decides to invest in this technique for its own good.

These simple examples point to a state of continuous and aggressive learning board members must assume if they hope to stay relevant. Unfortunately, when they lapse into prolonged periods of comfort around soft skills they invite the worst: the failure of companies and a major loss to stakeholders.

 

 

 

 

Do the skills required to be a great leader spring from an inborn set of traits? Or can they be developed over time? Here’s a surprising answer – not only can they be grown, but they all come down to a single, rarely talked about ability that isn’t taught but certainly can be learned.

There are lots of articles with “Top-Ten-Skills-for-Leaders” floating around. They promise to answer a simple question – “How are leaders made?” – with a simple answer.

You may already reject the notion that there are one-size-fits-all solutions. No leader is complete, or perfect. They are all works-in-progress, even if they appear to already know everything and have the ability to accomplish anything.

Yet, few of us are deceived by such shows of bravado. Instead, most understand that professionals who manage, lead, captain or champion others can always improve their skills. If leadership is defined as “the production of desired results through the efforts of groups of people”, then it’s easy to see gaps. Everyone who steps up to this higher level of accountability is imperfect.

However, there is a way to be almost perfect.

In my book Perfect Time-Based Productivity, I quote Winston Churchill who said: “To improve is to change; to be perfect is to change often.” If he is to be believed, then we could say that the best leaders see themselves in an ongoing process of growth. They consciously put themselves in situations where they must “change often” using the following three techniques.

1. Repeated Discomfort

The few professionals who decide to lead and grow at the same time eventually realize that their next stretch goal is more than an obligation – it’s an opportunity to expand their skills. Consequently, they willingly sign up for the next plateau to conquer.

You may find them picking up optional challenges like marathons or part-time graduate degrees. While the rest of us struggle to keep up with everyday life, they invite added complications by committing to new, harder, more demanding goals.

They are restless: unable to sit on their laurels.

For example, a colleague of mine left his local degree program in mid-stream to go abroad to study. He switched majors, losing a year in the process. Why? He yearned for a new challenge, one that he found at MIT, where he was surrounded by others who were even more hungry. His switch worked, as they tend to, even when there were significant setbacks along the way.

2. Finding a Coach

However, setting bigger goals isn’t the only method.

Few professionals see the value in paying someone else (a coach) to point out their weaknesses and push them out of their comfort zone. They have no problem seeing the benefit of sports coaching. But few have colleagues in the professional world who would do the same. Most are caught up in old thinking: “Anyone who needs such help is weak.”

I often answer by sharing that for over a decade, I benefited from the services of paid, trained coaches. On a weekly basis, they pointed out my flaws as a business-person.

As you may imagine, I gained the most when I set aside my ego, ignored defensive feelings and followed the expert advice. Being “coachable” was a proficiency in its own right I was pushed to improve in each conversation.

3. The Best Skill of All

While setting challenging goals and having a coach are powerful methods, they are limited in their value if a third, overarching skill is missing.

If you can’t assess your performance ruthlessly, using insights into your blind spots gained from the initial two steps, you won’t get very far.

When I was lucky to do my first, structured self-assessment as a teenager, the tools were crude and paper-based. Today, they are better designed and available free online, but only the rare local professional does them on their own.

The one I did as a teen (the DiSC) gave me great initial insight into my preferred personality selected from four archetypes. Later on, in my early twenties, I did the more elaborate Myers Briggs Type Indicator. This assessment consists of 16 styles and offers more depth.

Consider both of these tests to be a first step in becoming a student of yourself. But not in the narcissistic sense. Instead, it’s possible to systematically look for faults, gaps in skill and flaws in character that get in the way of accomplishing what you want in life.

There’s even a second step; ask everyone you know to do these assessments also.  As you share and compare your preferences, your insights will deepen dramatically.

Together, these skills enhance your ability to drive your own growth via self-learning. It’s a powerful combination that can’t fail to improve your performance, no matter what your aspirations might be.

 

http://jamaica-gleaner.com/article/business/20180909/francis-wade-easy-first-steps-become-enlightened-leader

In my line of work, I meet lots of employees who aren’t sure they matter. Logically, they say they should be valuable due to their role, background, responsibilities, pay, etc. Yet, in terms of their emotional experience, they draw a disturbing blank.

It’s no surprise.

For the most part, our society reserves overt acknowledgement for funerals. However, before then, we try to be careful not to “spoil” people with too much praise. “After all”, we argue, “we don’t want it to go their heads.”

While we are busy protecting them from this imaginary affliction, we rob staff of essential facts. They never know whether or not they matter: their presence, performance, attitude, body language, dress, etc. And in the void, they assume the absolute worst.

The Default – “I Don’t Matter”

Slavery relied on the forced acceptance of a lie.  Workers were sub-human, and owners acted to “de-matter” them daily.

Arguably, Jamaica’s history is driven by challenges to this rank, outrageous falsehood. Consider the labor strikes led by protagonists ranging from Sam Sharpe in 1831 to Alexander Bustamante a century later. These protests to overturn the de-mattering of people’s work were powerful enough to catalyse self-rule and independence.

Today, de-mattering continues, according to Dr. Kenneth Carter, author of “Why Workers Won’t Work – A Case Study of Jamaica”. Some 65% of employees consider their jobs to be unimportant in relation to the objectives of their organization. Also, 80% of workers report that they are rarely consulted about changes that affect their work.

Most leaders severely underestimate the depth of this sentiment. As a result, they treat subordinates just as they would their management colleagues, arguing “Those people know they matter.” Why does this mistake happen, based on Carter’s research?

The Challenge – New Supervisory Amnesia

Studies show that employees and managers alike give the same high priority to human morale factors: recognition, appreciation, feeling involved, promotion and growth. However, a switch occurs when someone is promoted to become a first-time supervisor.

Now, suddenly, the individual reports a change: workers (i.e. their former colleagues) only want tangible wages, fringe benefits and job security.

How and why this shift happens may be debated, but this new mindset is a definite downgrade. As it occurs, workers are de-humanized and de-mattered. Instead of friendly peers, comrades-in-arms or fellow strugglers, they become the opposition, merely assets or resources.

Furthermore, if you are a new manager, there is a benefit: de-mattering lets you off the hook, relieving you of the obligation to motivate employees.  After all, if there’s no money to give “dem people” what they really want, then you are powerless to make a difference.

Unfortunately, as pervasive as this mindset appears to be, I’m unaware of any training that makes use of this finding. De-mattering is never distinguished as the blight it is on the mindsets of new managers, so it continues to shape behavior, albeit in the background.

The Answer – New Skills

However, there are the exceptions.

The most effective leaders in all spheres of life go out of their way to interact with their people in ways that produce a feeling of “mattering”.

Some hug and kiss their employees or followers. They spend quality time with them, sharing personal details while asking about their families. A handful excels at remembering faces, names, and personal anecdotes. This rare skill gives others the impression of being connected, even after only a brief introduction. (Some use social media to cement this technique.)

Others apply honorifics: “Mr. Plumber”, “Boss-Lady”, “Run Tings”, “Super” or “Captain.” This Jamaican habit is a way of letting ordinary people know they matter. It broadcasts their importance publicly.

Finally, a few give “Brawta” –  inexpensive, thoughtful extras which build relationships beyond transactions. For example, I make a point to encourage clients to be bold in making additional requests of me. I explain that we don’t charge them by the half-hour like lawyers, so added time (within reason) doesn’t create a fresh bill.

Although these are individual tactics which don’t work for everyone, they all have the same effect: they leave other people with a feeling of mattering. The answer for you, a manager, isn’t to copy them blindly but to ask the following questions.

What can I do to grant the experience of mattering to others in my company? What experiments could I try to produce this effect? What personal habits do I need to eliminate which frequently de-matter others?

Don’t be like the majority who under-estimate their power. Compared to other cultures I have worked in, Jamaica is a highly leader-centric society. (It’s a feature expatriates notice quickly.)

The fact that you are being scrutinized grants you an opportunity to alter the way people see themselves. Use it wisely to empower and engage staff by using your daily actions to show people they matter.

 

http://jamaica-gleaner.com/article/business/20180812/francis-wade-making-workers-matter-leadership-guide

 

Why is the average Jamaican company stuck in a rut, 5-20 years behind the best global firms? It’s partly because their IT professionals are locked into junior levels in their companies, unable (and incapable) of adding the value needed at the Executive Level.

Product development. Employee engagement. Customer service. Business process improvement. New prospect acquisition.

This is just a short list of the activities which are changing faster than managers of these areas can track. As a result, there’s a growing gap between their departments and those found in best-in-class companies.

Arguably, this is one reason why Cable and Wireless lost control of the mobile market, dropping from a 100% share to less than 50% in just a few years. My podcast interview with Steve Toomey (a former leader in their cellular unit who tried to warn others) reveals that key managers were overly focused on their day-to-day jobs. The busier they became in routine concerns, the further the firm slipped behind, and into trouble.

Individually, they lost the script. Collectively, the company incurred a disaster it still hasn’t recovered from almost two decades later.

What should your firm do to make sure it stays abreast of disruptive technologies in all areas? In most companies, people immediately think of the role of the IT unit. They are the most tech savvy, after all, and Chief Information/Technology Officers should be taking care of these matters. Presumably, they can fit these high-level concerns between hours spent fixing laptops, adjusting printers and resetting passwords.

They can’t. For any number of reasons, most IT Professionals aren’t providing the leadership companies need. Here are some ways to solve the problem.

Fix #1 – Appoint a Chief Transformation Officer (CTO) Armed with Emotional Intelligence

These technologists a rare breed. They have spent hours developing their interpersonal and change management skills, possessing an ability to take projects from concept to completion in agile sprints.

However, their role is more than that of a highly skilled executioner. As strategists, they must help create a culture which tracks every single technology the company can use to transform itself. As such, they can sit down with the board, HR, Operations or Marketing and lay out the future unfolding in industries, organizations, and pertinent functions.

They should help colleagues see the big, global forces which are independent of any company or country. Strong CTO’s go past mere technology and study demographic trends, among others.

This isn’t altogether new. Historically, board members have played a similar role. However, the pace of change combined with their high average age puts them at a significant disadvantage. They need a CTO to translate the emerging world for them.

Fix #2 – Create a Strategic Road-Map

Many successful companies in Jamaica were launched according to a simple formula. A new way of doing business perfected in a developed country was introduced to the island by a foreign company or a returning citizen. The entrepreneur gave birth to a fresh method or technology, successfully implementing the idea within Jamaican culture.

This formula allowed them to leapfrog over older, more established competitors who were unable to react. For example, imagine the first company to bring automobiles to Jamaica. The providers of transportation at the time (i.e. horse and buggies, tram-cars) were inevitably displaced.

Fortunately, your company can take a shortcut. Instead of waiting for a sharp competitor to reveal itself,  empower a CTO. This professional can seek out these changes and help each functional area develop its own 10-20 year road-map. Truth be told, the path to follow already exists in other countries.

For example, a VP of Human Resources must be able to predict what employee engagement will look like in the future. He/she should also understand what happens if a competitor solves this problem first.

Fix #3 – Carve Out Time

Foolishly, many CEO’s simply throw the role of CTO to someone who is already busy. Furthermore, they’ll expect their managers to develop these futuristic skills on their own time, in the “spare moments” between their daily responsibilities.

This approach never works.

Instead, they should use techniques like time-blocking on an individual and group level to dedicate the hours needed. This is just one powerful method executives need to raise the priority of this activity to its game-changing, company-protecting status.

After all, it’s only a matter of time before an entrant armed with new technology enters your industry and disrupts everything. Don’t sit back and watch. Prepare your company now by putting in place the right technologist, at the right level, with the right skills.

http://jamaica-gleaner.com/article/business/20180729/francis-wade-making-case-chief-transformation-officers

After you spend precious time fixing a basic issue of miscommunication, how do you prevent it from recurring? Try borrowing the high standard of dialog used in the aviation industry.

Mistakes take place between executives, managers and staff every day. For example, after a chat with a colleague, you think she understands what you are asking for, only to discover (after the fact) that you were on different pages. The miscue retards progress, dashes expectations, and ruins deadlines.

You can prevent these problems by employing the high-performance communication used by pilots to keep airplanes from crashing.

Cockpit-Quality Communication

Experts have known for some time that most air accidents result from human error. Among the causes are poor-quality conversations between members of the cockpit. For example, flight data recorders show that junior officers frequently defer to their seniors, tempting them into withholding critical requests. To overcome the same kind of “humble” deference we Jamaicans value and practice every day, these aviators must be specially trained. They learn techniques for speaking and listening that overrides their cultural programming. These lessons ultimately translate into better safety.

While, as a manager, you may not be in the business of saving lives, the quality of communication in your firm is enough to separate profits from losses. How can you be proactive to overcome the deference, withholding and confusion that ruins your organization’s culture? One approach is to implement “Razor-Sharp Requests” and “Solid Promises.”

This kind of interaction was first introduced by John Searle, author of “Speech Acts”. He linked conversations with action, talking with doing, in an easy-to-learn way. When firms enact his principles in daily discussions via meetings and email, breakthroughs occur.

Razor-Sharp Requests

In essence, Searle discovered that successful conversations which lead to effective action follow a set process. They start with a spoken or written request, the kind that’s intended to elicit the completion of a task by another. You probably initiate many each day.

Unfortunately, for historical reasons, we Jamaicans frequently make obtuse requests. Whether you blame British colonialism or our history of slavery, the result is the same: we feel as if we’re being rude, brash and “out of order” when we ask for what we want in a manner that’s blunt, clear and direct. To overcome our internal unease, we introduce a lot of noise – unnecessary embellishments and vague hints. While we may think we’re being polite, we actually obscure matters.

However, there’s good news. When stripped to its essentials, all requests are alike.  They are 1) made to another individual, 2) always describe a task, 3) include a deadline, and 4) imply a “condition of satisfaction”, a clear definition of success.

For example: “As a reader of this newspaper column, I ask that you download a copy of my past articles by following the instructions below… within an hour of reading these words.” It’s brash, but transparent.

Now imagine training staff to make such requests in every direction, especially up the chain of command. It could reduce time spent wasted in meetings and on email.

Solid Promises

While you may think you are good at asking for what you want, the proof of the pudding is revealed by your recipient’s response, which should occur in the following three ways.

– Reply #1 is a clear “Yes”, matched by non-verbal behavior.

– Reply #2 is a “No”, or a half-hearted/reluctant response.

– Reply #3 is a counter-offer by the respondent, asking you (the initiator) to accept a variation of your original request. Examples include a change in the task, due date or condition of satisfaction which leads to a new agreement.

Everything else apart from these solid promises is just more noise. Indulging them obscures understanding and fosters errors.

Unfortunately, some Jamaican managers mistakenly believe that once they make a clear request of a subordinate, it must be accepted. They neither listen for one of the above three replies nor notice non-verbal signals.

This habit gets them in trouble, especially when coupled with wishful, optimistic thinking. Their lack of skill leads to the recipient either executing the wrong task or failing to respond altogether.

Multiply these errors across the company’s ranks and the result is a culture of talk, but little action.

Competency Development

The good news is your company can easily attain Cockpit-Quality Communication. When I joined an organization steeped in these methods, I felt clumsy at first. However, I soon learned to look for it in every meeting, coaching discussion or feedback session I attended.

In high-stakes occupations such as aviation and surgery, such “conversations for action” are a must. The cost of not using the technique is simply catastrophic. In like manner, if you are serious about achieving top results, adopt a blend of quality requests and promises to realize your company’s goals.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. Missed a column? To receive a free download with articles from 2010-2017, send email to columns@fwconsulting.com

http://jamaica-gleaner.com/article/business/20180715/francis-wade-cockpit-quality-communication

When the excitement of a promotion wears off, newly elevated managers sometimes struggle. Often, they blame their new responsibilities, but this limited view dooms them to failure. Instead, success comes from expanding specific skills which were once suitable but are now inadequate.

Email is a case in point. All of a sudden, as a newly promoted manager, you need to stay late or work on weekends just to keep up with a mountain of discussion threads. When you don’t stay on top of them all, your competence and readiness are quietly questioned.

Given the fact that email takes up 20% of the average manager’s day, the sad truth is that you weren’t trained to analyse your email practices with a view to making improvements. Today, the prevailing notion is that you can learn just as fast as Millennials. They change apps faster than they change their clothing.

However, even these twenty-somethings struggle when they experience a boom in email volume. Like everyone else, they blame their circumstances, a grave mistake.

It leads companies to launch projects to cut the number of messages people are receiving. Unfortunately, this rarely makes a difference as two recent, counter-intuitive studies explain: overwhelm isn’t caused by the number of messages we receive.

The first research, by Mary Czerwinski and her team at Microsoft show that the more time you spend checking messages, the less productive and more stressed you feel. Some firms have noticed this effect, leading them to curtail email in favour of other channels such as Instant Messaging or Whatsapp.

The second study shows why these efforts are in vain.

A paper by Victoria Bellotti and her XEROX research colleagues shows that it’s not the volume of email that makes us anxious and ineffective, but the number of unresolved tasks that are buried in these messages.  For example, if you routinely receive 1000 messages per day and a high percentage are newsletters or spam which require no action on your part, your peace of mind isn’t affected. On the other hand, if you receive five high-impact emails per day which spur 30 new tasks, you are more likely to feel pressured.

A few weeks ago, I mentioned the Zeigarnik Effect: the mental weight of these incomplete tasks. You can’t complete them all at once – that would be impossible to do as a newly promoted manager. Instead, you must manage them effectively, thereby relieving your subconscious mind of its role as Reminder-in-Chief, disrupting sleep, conversations, and quiet moments of prayer or meditation.

How do you take care of these unwanted disruptions, keep your peace of mind and avoid overwhelm in your new position?

1. Handle email as an all-out sprint

In this paradigm, you must think of email differently. Instead of fitting it in between meetings or other activities at your leisure, do the opposite. Schedule two or three times each day to get through your Inbox as fast as possible in standalone, focused efforts. These sprints need total concentration. Execute them ruthlessly, punting protracted responses until later – you are in “emptying mode”, not “execution mode”.

This is also no space for distractions. Cut them all out and ignore the smartphone. Treat this time slot as the single most important recurring activity you perform each day that should only be interrupted if there’s a bonafide emergency.

2. Get your own training

Unfortunately, few Human Resource departments are bastions of high tech efficiency. Most have little to do with employee productivity in its modern sense and therefore don’t offer new managers the kind of training required to manage email overwhelm.

On your own, cobble together the fresh skills you need, using a combination of resources such my past columns.

3. Manage other people’s deliverables as your own

Complicated email threads involving several people, plus weeks of going back and forth, reveal that you are totally dependent on others to do their part. Unfortunately, some of them can’t be trusted.

While most new managers continue to store email in their Inbox, highlighting important ones for later, you shouldn’t. Eventually, you will be buried by unresolved tasks which require a follow-up, but get lost in these threads.

Instead, you must strip out these tasks and manage them elsewhere. This usually means picking up a task management software and learning the self-taught behaviours required to make them work.

The good news is that if you follow these prescriptions, your subconscious mind may reward you. Its endless pinging should stop and overwhelm will disappear.

But be vigilant: your next promotion may cause you to revisit all your methods just to maintain your peace of mind. Consider it to be the price of success in the modern workplace.

 

 

http://jamaica-gleaner.com/article/business/20180603/francis-wade-taming-your-inbox-guide-new-managers