Coaching for Leaders

Pat Griffin: Dale Carnegie

Pat has been actively engaged in helping organizations achieve greater success through the transformation of their people for almost two decades. He is a Dale Carnegie Master Trainer who helps organizations deliver measurable impact on strategic initiatives.

Pat has extensive experience with manufacturing and engineering firms due to his previous career in those industries. He helps leaders zero in on process improvement and how the human side of that effort plays a significant role in its success or failure. Today he's Chief Relationship Officer at Dale Carnegie of Western New York.

In this conversation, Pat and I discuss how managers can get alignment with employees about the key outcomes of their jobs. Pat invites us to create a Performance Results Description document, align with employees on the results, and then use it for tracking ongoing. Done well, this allows managers to influence better outcomes and provides more clarity for employees on where to place effort for results.

Key Points

Move past conversations about simply activities and towards conversations about outcomes.

Documenting performance management helps create clarity for all parties on the results that are most critical.

Managers and employees should work together to create a Performance Results Description (PRD) that captures the ideal results of the role.

Within the PRD, Pat suggests that we identify 5-6 Key Result Areas (KRAs) and prioritize them. Example key result areas could be: quality control, new business development, cost analysis, customer evaluations, staffing, etc.

Each Key Result Area (KRA) has at least one, and often more than one, performance standard. This is where specific metrics for outcomes can be tracked. An example is: “25% of sales revenue this year was generated from new customer accounts.”

Example section of a Performance Results Description (PRD):

Key Result Area (KRA): Staffing

Performance Standard #1: 25% of external applicants this year self-identify into an underrepresented group, as defined by our companies diversity and inclusion initiative.

Performance Standard #2: Two thirds of open requisitions assigned this year are filled within 90 days of posting.

Performance Standard #3: Recruiting events are scheduled with at least two universities this year where existing partnerships were not already in place.

Resources Mentioned

Dale Carnegie Friday workshop series

Related Episodes

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Effective Delegation of Authority, with Hassan Osman (episode 413)

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Ethan Kross: Chatter

Ethan Kross is one of the world’s leading experts on controlling the conscious mind. As an award-winning professor in the University of Michigan’s top-ranked Psychology Department and its Ross School of Business, he studies how the conversations people have with themselves impact their health, performance, decisions, and relationships.

His research has been published in Science, The New England Journal of Medicine, and The Proceedings of the National Academy of Sciences. He's been featured by Good Morning America, NPR’s Morning Edition, The New York Times, The Wall Street Journal, Harvard Business Review, and many other publications. He's the author of Chatter: The Voice in Our Head, Why It Matters, and How to Harness It*.

In this conversation, Ethan and I highlight how introspection can sometimes do more harm than good. Ethan invites us to form a board of advisors that support us with both our emotional and cognitive needs. Plus, he shares the science behind how we can do this effectively for others.

Key Points

Simply sharing our emotions with others doesn’t help us to recover in any meaningful way.

When seeking out advisors, we should find those who support both our emotional needs as well as our cognitive ones. You want a blend of both Captain Kirk and Mr. Spock. 🖖

Reflect on past conversations with advisors and determine if that previously helped you move forward with a challenging situation. That’s a key indicator to determine if they are people you want to keep engaging.

Seek out different advisors for different things.

A key distinction in supporting others is whether they have specifically sought out of advice or not. If not, being helpful people through invisible means is often useful.

Resources Mentioned

Chatter: The Voice in Our Head, Why It Matters, and How to Harness It* by Ethan Kross

Interview Notes

Download my interview notes in PDF format (free membership required).

Related Episodes

How to Know What You Don’t Know, with Art Markman (episode 437)

The Way to Be More Coach-Like, with Michael Bungay Stanier (episode 458)

Leadership Lies We Tell Ourselves, with Emily Leathers (episode 479)

Making the Most of Mentoring (free membership required)

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Bonni Stachowiak: Teaching in Higher Ed

Bonni Stachowiak is the host of the Teaching in Higher Ed podcast, a professor of business and management at Vanguard University, and my life partner. Prior to her academic career, Bonni was a human resources consultant and executive officer for a publicly traded company. She is the author of The Productive Online and Offline Professor: A Practical Guide*.

Recent Trends

Many leaders are seeking advice on how to manage up.

We’re noticing that team behavior is a challenge for leaders right now.

Listener Question

Rudolf asked for recommendations on how to make the most of reading — and how to make time for it.

Resources Mentioned

Transitions: Making Sense of Life's Changes* by William Bridges with Susan Bridges

Managing Transitions, 25th anniversary edition: Making the Most of Change* by William Bridges with Susan Bridges

Readwise

Related Episodes

How to Create Team Guidelines, with Susan Gerke (episode 192)

How to Deal with Opponents and Adversaries, with Peter Block (episode 328)

How to Start Managing Up, with Tom Henschel (episode 433)

How to be Diplomatic, with Susan Rice (episode 456)

Giving Upward Feedback by Tom Henschel (The Look & Sound of Leadership)

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Tim Stringer: Technically Simple

Tim Stringer is a coach, consultant, and trainer and the founder of Technically Simple. He provides productivity, technology and workflow coaching, consulting and training to people and organizations, large and small, all over the planet.

His technology specializations include Asana, Daylite, OmniFocus, and Trello. He supports many people in productivity though his website LearnOmniFocus.com -- and also through the Holistic Productivity approach that he developed after coming face-to-face with cancer back in 2008. Tim consults to leaders and organizations on how to use Zoom effectively and recently launched a new course: Leading Effective Zoom Events.

In this conversation, Tim and I overview some of the common mistakes of online events, how online can produce even better results than in-person, and ways to engage people quickly. Plus, we review some of the key technology that will support your organization’s outreach efforts.

Key Points

It’s often a mistake to assume that you’ll be able to lead online events with the same planning and design for in-person events.

Opening a meeting early and using the five-minute rule to begin with icebreakers, breakouts, polls, or reactions will help engage people in the event quickly.

For events with many people or higher visibility for your organization, have a dedicated technology co-pilot so that hosts and speakers can stay focused on being present.

Virtual lounges (with a dedicated host), spotlight and multi-spotlight, practice sessions, and preassigned breakouts can all help the technology disappear and the human connections to take center stage.

Some organizations are discovering they are more successful with online events than past in-person ones. Many have had such a positive experience that they plan to continue leveraging virtual events after the pandemic.

Resources Mentioned

Leading Effective Zoom Events by Tim Stringer

Recommended Practices for Engaging Online Events (PDF download)

Related Episodes

Serve Others Through Marketing, with Seth Godin (episode 381)

How to Create Meaningful Gatherings, with Priya Parker (episode 395)

How to Run an Online Meeting, with Bonni Stachowiak (episode 472)

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Lisa Feldman Barrett: Seven and a Half Lessons About the Brain

Lisa Feldman Barrett is among the top one percent most cited scientists in the world for her revolutionary research in psychology and neuroscience. She is a University Distinguished Professor of Psychology at Northeastern University, with appointments at Harvard Medical School and Massachusetts General Hospital. She is also Chief Science Officer for the Center for Law, Brain & Behavior at Harvard University.

In addition to her bestselling book How Emotions Are Made*, she has published over 240 peer-reviewed, scientific papers appearing in Science, Nature Neuroscience, and other top journals in psychology and cognitive neuroscience. She has also given a popular TED talk with nearly 6 million views and received a Guggenheim Fellowship in neuroscience and an NIH Director's Pioneer Award.

In this conversation, Lisa and I discuss the lessons from her newest book, Seven and a Half Lessons About the Brain*. We explore some of the common misperceptions about brain biology and examine how much energy use and conservation affects us. Then, we uncover how we can help ourselves — and others — learn better.

Key Points

The primary purpose of your brain is to keep you alive. As a result, your brain predicts almost everything you do.

Unlike how we perceive, sensing actually comes second for the brain. It’s wired to prepare for action first.

Learning is an expensive use of energy. Leaders can cultivate environments for learning by providing stable environments that don’t burn unnecessary energy.

Changing behavior in the heat of the moment isn’t likely, but we can change how our brain will predict outside of the moment.

You are always cultivating your past, since today’s present becomes the past. That’s how you change the way your brain predicts in the future.

Resources Mentioned

Seven and a Half Lessons About the Brain* by Lisa Feldman Barrett

Lisa Feldman Barrret’s website

Interview Notes

Download my interview notes in PDF format (free membership required).

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Essentials of Adult Development, with Mindy Danna (episode 273)

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Tendayi Viki: Pirates in the Navy

Tendayi Viki is an author, innovation consultant, and Associate Partner at Strategyzer, helping large organizations innovate for the future while managing their core business. He has been shortlisted for the Thinkers50 Innovation Award and was named on the Thinkers50 Radar List for emerging management thinkers to watch.

He's written three books based on his research and consulting experience, Pirates In The Navy*, The Corporate Startup* and The Lean Product Lifecycle*. The Corporate Startup * was awarded the CMI Management Book Of The Year In Innovation and Entrepreneurship. He is also a regular contributing writer for Forbes.

In this conversation, Tendayi and I discuss how innovators often take on the role of pirates in the navy. We explore the mindset that innovators inside organizations need to avoid the common mistakes in advancing new ideas. Plus, we discuss why innovators should ignore detractors early on, parter with early adopters, and use early wins to move forward.

Key Points

Middle managers may stifle innovation, but often that’s because of internal pressure from those at the top to keep results coming.

Innovators should beware basking in the glow of the CEO. It’s essential to engage other stakeholders in the business.

Partnering with early adopters is essential for innovators. These are the managers who have existing frustrations with the status quo and are already trying new things.

Celebrate early wins through blog posts, workshops, success stories, interviews, and even external conferences. These help you gain credibility.

Beware basking too much in early wins. The point of early wins is to give you credibility to move on to the next stage.

Resources Mentioned

Pirates In The Navy: How Innovators Lead Transformation* by Tendayi Viki

The Corporate Startup: How Established Companies Can Develop Successful Innovation Ecosystems* by Tendayi Viki, Dan Toma, and Esther Gone

The Lean Product Lifecycle: A Playbook for Making Products People Want* by Tendayi Viki, Craig Strong, and Sonja Kresojevic

In Defense Of Middle Managers Who Stifle Innovation by Tendayi Viki

Interview Notes

Download my interview notes in PDF format (free membership required).

Related Episodes

The Way to Nurture New Ideas, with Safi Bahcall (episode 418)

How to Start Seeing Around Corners, with Rita McGrath (episode 430)

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How to Pivot Quickly, with Steve Blank (episode 476)

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Dave Crenshaw: The Myth of Multitasking

Dave Crenshaw develops productive leaders in Fortune 500 companies, universities, and organizations of every size. He has appeared in Time magazine, USA Today, FastCompany, and the BBC News. His courses on LinkedIn Learning have been viewed tens of millions of times. His five books have been published in eight languages, the most popular of which is The Myth of Multitasking: How “Doing It All” Gets Nothing Done*.

In this conversation, Dave and I discuss why multitasking is a myth and how switchtasking stops us from being efficient. We highlight a few key indicators that will help you determine if you’re switchtasking more that you imagine. Finally, we detail three practical steps you can take to be more present for yourself and others.

Key Points

40% of knowledge workers never get more than thirty minutes straight of focused time.

True multi-tasking is a myth. Most people are switchtasking — and losing time when they do it.

An indicator that you might not be present with others is if they linger when conversations are complete.

Determining when you will give people your full attention will help both of you be more efficient during (and outside) those conversations.

Tracking your weekly timeline will help you make better decisions about where to be most present.

Your calendar is your best time management app.

Resources Mentioned

Time Management Fundamentals by Dave Crenshaw on LinkedIn Learning

The Myth of Multitasking: How “Doing It All” Gets Nothing Done by Dave Crenshaw

Related Episodes

Finding Joy Through Intentional Choices, with Bonni Stachowiak (episode 417)

Align Your Calendar to What Matters, with Nir Eyal (episode 431)

See What Really Matters, with Greg McKeown (episode 469)

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Therese Huston: Let’s Talk

Therese Huston is a cognitive scientist and the founding director of the Center for Excellence in Teaching and Learning at Seattle University. She has written for The New York Times and the Harvard Business Review and has previously given talks at Microsoft, Amazon, TEDxStLouis, and Harvard Business School. Her prior books are titled Teaching What You Don't Know* and How Women Decide*. She's the author of the book Let's Talk: Make Effective Feedback Your Superpower*.

In this conversation, Therese and I discuss how we can reduce bias that may unintentionally show up in our feedback. We examine several of the key feedback challenges for managers, including telling women they need to speak up, that they are too aggressive, or concerned they will “take it the wrong way.” We also highlight key language that can help leaders make these conversations more productive and transparent.

Key Points

Managers tend to sugarcoat feedback, but especially when feedback is being given to women.

If someone is coming across aggressively, consider language like, “I’m not sure if that feedback is fair or unfair, but I wanted you to know it’s the impression some people have of you.”

When giving feedback with the intention to help somebody improve, invoke high standards and assure the other person they can reach those standards.

When feedback brings out strong emotion, help people restore their own control vs. trying to control.

Research show that when giving feedback to someone whose face stands out, we spout vague pronouncements about how nice they are to be around.

Resources Mentioned

Let's Talk: Make Effective Feedback Your Superpower* by Therese Huston

Interview Notes

Download my interview notes in PDF format (free membership required).

Related Episodes

Three Steps To Soliciting Feedback, with Tom Henschel (episode 107)

How Women Make Stronger, Smarter Choices, with Therese Huston (episode 255)

How to Manage Abrasive Leaders, with Sharone Bar-David (episode 290)

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Tammy Bjelland: Workplaceless

Tammy Bjelland is the Founder and CEO of Workplaceless, a training company that teaches remote workers, leaders, and companies how to work, lead, grow, and thrive in distributed environments. Workplaceless is a fully distributed company supporting enterprise, remote, and government clients such as Toyota, GitLab, and the US Department of Commerce.

In this conversation, Tammy and I discuss how leaders can establish a mindset that helps them lead remote teams more successfully. We discuss how to take on a placeless mindset, explore the importance of shifting from how to why, and the best starting points for a communication charter.

Key Points

Five key principles of a Placeless mindset:

Embrace location independence over physical presence.

Empower autonomous work with flexible schedules.

Impact productivity with asynchronous communication and collaboration.

Be open and transparent.

Trust your colleague and employees.

Fear of losing control tends to keep organizations from being able to make useful shifts in mindset.

Leaders and organizations that move beyond the “how” of remote work and focus first on the “why” will have more sustainable success.

Beware of simply trying to replicate what happened in the office. The whole point of remote work is that it is not like the office.

Establish a communication charter. This makes it clear what tools are best — and also how to intervene when things don’t work as anticipated.

Resources Mentioned

Placeless Mindset by Workplaceless

Goplaceless by Workplaceless

Related Episodes

Start With Why, with Simon Sinek (episode 223)

How to Balance Care and Accountability When Leading Remotely, with Jonathan Raymond (episode 464)

How to Lead a Remote Team, with Susan Gerke (episode 465)

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Stefanie Johnson: Inclusify

Stefanie Johnson is an author, professor, and keynote speaker who studies the intersection of leadership and diversity, focusing on how unconscious bias affects the evaluation of leaders and strategies that leaders can use to mitigate bias.

Stefanie is an associate professor at the University of Colorado Boulder’s Leeds School of Business, teaching courses on leadership and inclusion. She is also a member of the Marshall Goldsmith 100 Coaches program and was selected for the 2020 Thinkers50 Radar List. She is a frequent contributor to Harvard Business Review and many other publications.

In this conversation, Stefanie and I discuss her book Inclusify: The Power of Uniqueness and Belonging to Build Innovative Teams*. We look at how optimism may get in the way of building an inclusive workforce. Plus, Stefanie invites leaders to make public commitments and begin using metrics to track performance.

Key Points

Our two most basic human desires are to be unique and to belong.

Leaders often end up with either cohesive teams of people who all act similarly or a lot of diverse individuals who don’t gel.

Optimists intend well, but don’t initiate real change unless something triggers them to do so.

Optimists should be more public with their commitment to be champions for uniqueness and belonging.

Organizations and leaders should set metrics for diversity, just as they do for almost everything else.

Resources Mentioned

Inclusify: The Power of Uniqueness and Belonging to Build Innovative Teams* by Stefanie Johnson

Inclusify Card Games by Stefanie Johnson

Book Notes

Download my interview notes in PDF format (free membership required).

Related Episodes

How to Make Inclusion Happen, with Deepa Purushothaman (episode 307)

How to Lead Meetings That Get Results, with Mamie Kanfer Stewart (episode 358)

How to Support Women of Color, with Minda Harts (episode 506)

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