Sandy Schwan at Evolving Strategies, LLC. Organizational Change Consultant

Step Out of the Shade and Into Your Talents

"Hide not your talents, they for use were made. What's a sundial in the shade?"

Benjamin Franklin

I drive my sister crazy with all of the questions I ask people that I meet. But, if one of my life's missions to to help people understand what they are good at, then my questions must remain. [Note to sis: Coleen, I love you, but I've got to keep on keeping on with my questions!]

By paying attention and asking the right questions, you will likely discover many hidden talents among your leaders, peer, team members, family members, friends, volunteers, yourself. 

Many leaders are in a situation know where they cannot hire more talent. Why not ask the following four questions of the talent you currently have to determine how to maximize your resources? 

1. 

Turn a compliment into an interview.

• Congratulate an employee on a job well done; then, ask exactly what helped her succeed. By better understanding her process, you may uncover an unseen strength.

2. Ask why employees prefer certain tasks or projects.

• Preferences can provide insight into someone's talents. An employee might enjoy a project because it involves a product he cares about or because it gave him a chance to interact with customers directly or because... Knowing which will possibly uncover talents.

3. Inquire about dreams.

• Ask your employee what she would do if she had her career to do over again. Dreams often include an aspect of someone that she doesn't regularly share.

 4. Analyze how people think, not just what they do.

• This one is my favorite. What is behind accomplishments is a way of thinking, particular to an individual, that made success possible. Ask your team member to walk you through his thought process on how he arrived at a solution. Articulating this dimension of how his mind works will help you -- and your team member-- identify the other projects that require his inductive talents. It will l also show him that you truly understand the value of his contributions.

I will also suggest that you consider asking these questions of yourself. I know a number of people in the midst of a job search, and they feel at wit's end with what to do next. I am hopeful that these questions may be a source of freeing your thoughts to find what it is that truly inspires you.

Adapted from Steven DeMaio's How to Identify Your Employees' Hidden Talents. 24 June 2009

What to Ask the Person in the Mirror

"...the best way to figure out how you’re doing is to step back and ask yourself a few questions." *

Today, I was just chatting with one of my mentors, John Fowler, a Senior Vice President at The Northern Trust Company, about if and how senior leaders really assess their skills, ethics, etc. Here's why:

1. All leaders get off track on occasion.
2. The higher the rank in the company (large or small), the fewer opportunities exist for honest and direct feedback.
3. If feedback is given, it is often filtered because no one wants to anger the boss. Or, the feedback is completed rejected by the boss.
4. The performance management process does provide the opportunity for feedback, but this feedback often seems more rote than useful.

So then what? How do you really know how are you doing as a leader; the ethics you are displaying; how your peers, subordinates perceive you, your leadership style, progress, capabilities and fit?

John shared with me one of his tactics for receiving regular, honest and direct feedback. He said he has never forgotten the message his dad shared with him years ago:

"Son, you better like who you see every morning while you are lookin' in the mirror and shaving. Because that is the person you have to answer to every day on how you are conducting business and treating people." 

And, as a strong believer in reflection being a key leadership trait, I love Fowler Sr.'s advice. And, I can vouch that this 'high-tech' method John employs on a daily basis works. His leadership and ethics bars are off the charts. Let's hear it for effective self-assessment in action!

In his spot-on article, "What to Ask the Person in the Mirror,*" Robert Kaplan suggests self-assessing your performance as a leader and manager periodically related to seven key leadership challenges. Here is a teaser:

To address this leadership challenge...Managing Time

Ask...Does the way I spend my time match my key priorities?

Because...Tracking your use of time can reveal startling - even horrifying - disconnects between your top priorities and your actions. Such disconnects send confusing messages to employees about your true priorities.

Follow the link to learn more. I think this is a fantastic 'ready reference' that any leader could post on his / her bathroom mirror for daily reflection while shaving or brushing your teeth.  I am sharing this article with the team of senior leaders I am working with now. I will let you know how it goes!

Correlating Competencies: To Each Industry Its Own

Talent research firm Bersin & Associates recently released “The Role of Competencies in Driving Financial Performance,” a study on the relationship among performance reviews, competencies and business success.

The firm found a clear correlation between the competencies used in performance reviews and business outcomes such as growth and profitability in four different industries:

• In the financial services industry, initiative and communication are critical to creating and managing the many mergers and acquisitions that take place in the industry.
• In industrial manufacturing, tactical competencies such as quality and job knowledge are needed to ensure the production of superior products.
• For retail professionals, dependability, personal organization and quality help mitigate the industry’s high turnover rate.
• In the high-tech field, customer focus and innovation help get successful new products onto the market.

While the study consistently found the competencies that drive growth and profitability are different in each industry, some larger trends also were identified. High-performing organizations focus more on organizational capabilities, while their lower-performing counterparts value competencies that build individual skills.

_________________________________

Adapted from the January 2007 issue of Talent Management

GARTNER: FIRMS AT RISK OF LOSING WOMEN TECHNOLOGISTS

The world is flat. Better go out and hire some women.

That seems to be the gist of a recent Gartner Inc. report on the gender gap in information technology. According to the Stamford, Conn.-based consultancy, women -- with their strong communication and listening skills -- are "innately better suited than men" to navigate the new global economy.

If organizations don't pay heed to their female technology workforce, women will take their IT acumen and good ideas elsewhere, meaning the looming IT skills crisis just got 50% worse.

Gartner singles out five gender-based traits CIOs should pay attention to when building IT staffs:

1. Bilateral brain involvement in listening: Women are apparently better at listening with both the left and right sides of their brains; this has implications for roles like business analyst and team leader.

2. Spatial visualization, pattern spotting: Men are better at come complex mental visualization and pattern spotting; this has implications for certain aspects of engineering roles.

3. Language: Women are better at a range of language skills, such as verbal fluency. This has implications for analysis of human discourse and writing.

4. Aggression and risk taking: Men take more risks and are happier doing so openly; implications for innovation, competitiveness.

5. Social orientation and empathy: Women score better on social skills, understanding others' views; implications for team building, negotiation.

adapted from article by Linda Tucci, Senior News Writer. 12.05.2006. SearchCIO.com

Colin Powell's Leadership Lessons & Joel Dant's Beef Tongue Tacos

My colleague extraordinaire, Joel Dant, recently shared Colin Powell's Leadership Lessons with our team. Joel is a well-respected leader in the HR field, building his pedigree at companies such as Ford Motor Company, United Airlines and Alliant Energy. Joel said he keeps this presentation handy to share with managers and leaders for inspiration and a reminder of what it means to be a leader. Each slide can also be framed, highlighting a certain aspect of leadership - along with a quote - that might be most relevant to a situation you may be experiencing. Here's one of my favorites:

Lesson #1: Being responsible sometimes means pissing people off.

"Good leadership involves responsibility to the welfare of the group, which means that some people will get angry at your actions and decisions.  It's inevitable, if you're honorable.  Trying to get everyone to like you is a sign of mediocrity: you'll avoid the tough decisions, you'll avoid confronting the people who need to be confronted, and you'll avoid offering differential rewards based on differential performance because some people might get upset.  Ironically, by procrastinating on the difficult choices, by trying not to get anyone mad, and by treating everyone equally "nicely" regardless of their contributions, you'll simply ensure that the only people you'll wind up angering are the most creative and productive people in the organization."

Joel, thanks for sharing this. You've redeemed yourself now since you made me eat beef tongue tacos - yuk! Everyone else - enjoy.

Apply the ambiguity continuum when assessing talent

One of the ways you can assess how well a leadership candidate will fit in with your company's culture is to apply the ambiguity continuum to three areas: your company, the specific role, and the candidate(s).

Draw a horizontal line representing ambiguity, with the far left side noting low ambiguity [black and white, clear cut rules, etc.] and the far right side representing high ambiguity [little definition, highly fluid, etc.].

Ask:

1. Where does your company rate on this continuum? Does it operate in a highly ambiguous, fluid environment, or is it highly regulated, highly methods-based?
2. Think about the level of ambiguity for a specific leadership role for which you are interviewing. Does this role require someone who can shape what needs to happen? Or, will this person join the company and be expected to execute what is already in place?
3. Once you have gauged where your company and the role fall on the continuum, determine the range where you will need candidates to be. Then, assess where your leader candidates fall on this continuum. Ask candidates to self-assess then to discuss / provide examples of why they self-assessed as they did. Be aware of the questions and concerns the candidate raises during the interview process. Ask references where they would place a candidate on this continuum.

This is one of the keys to helping you build a strong, self-directed team and learning who needs what to succeed.