Coaching: Functional excellence without wisdom and experience

Can you share your experiences on what works in such a situation? Or perhaps what hasn't worked for you in this case?

How would you coach this individual?

Envision the Gen-Y knowledge worker or under-30 professional with less than 5 years of experience. This individual is consistently exceeding expectations in her role. In fact it's not difficult for this individual in this case because the functional aspects of the role are in some ways junior to her given abilities. She's driven to achieve, serve her customers and takes initiative. She continually seeks to address and resolve the uncertainties. Her fellow coworkers enjoy her presence and have a positive opinion of her work ethic and style.

However, she lacks the element of wisdom and maturity that we might agree comes from "time in the seat" and more years of experience dealing with challenging situations, interesting problems and difficult personalities.

This person has career ambitions for title and compensation in parity with her level of passion for her work. She sees herself as working at a level on par with that of colleagues in the same function, but significantly more experience.

Add to this leadership challenge the reality of the current organizational environment. The organization is shrinking. The primary strategy for retaining market value is to lower operating expenses over an extended period of zero growth in revenue. Requesting and winning bumps in title and pay for star performers has never been more difficult, let alone for a very junior colleague.

What would you do to coach this young professional? How would you keep them engaged and positive and understand that the reward will come, it's just too soon?

My approach would be to help this colleague find challenging projects and objectives that take them out of their comfort zone. If they succeed and have a net-positive level of success over a given period then they are rewarded. A shrinking organization can offer plenty of these opportunities if you're paying attention.

No request for help? Probably due to lack of intent.

Today I was reading up on industry executives and thought leaders and again came across a post on Inc that was simple yet informative.

The article lists a set of questions "extraordinary people" ask everyday of their colleagues, friends and family. One, rather critical question, if absent can explain why things aren't improving.

The question I'm referring too is "Can you help me?"

This question, from a manager to direct reports, is extremely revealing. As the article discusses it demonstrates comfort with vulnerability.

The question, or lack thereof, also demonstrates a more important concept - intent. And I mean intent to improve. Intent to be better. Intent to serve the organization.

Without intent the request for help will be absent.

And it follows that feedback, no matter how constructive or comprehensive, is likely to be ignored.

So when you reflect on the feedback you've provided and then become puzzled by the lack of activity or movement in a better direction, ask yourself, "Were they really asking for it in the first place?" If they weren't really asking for help, should you be surprised that they aren't motivated to act on your feedback?

Probably not.

The Inc article.

Firefighting: Reactivity, Pro-Activity and the Empowerment Contradiction

If you are still managing to the emergency and not leading to anticipate the future, you can't possibly expect your organization to remain relevant.

Rolling up your sleeves and diving in to help your people put out the growing fire should be the exception, not the norm. When fire fighting becomes the norm you and your organization are doomed.

Fire fighting also limits your team's ability to interject innovation into the development of a solution because the pressure is on to get the line running again, or re-work and ship to avoid a stock-out, and on and on. No time is possible to brainstorm, greenhouse and evaluate more optimal solutions.

You need to support your colleague's efforts to transition to pro-activity. This starts by not trivializing the level of work they are handling today, and the extent to which fire fighting is killing productivity. Instructing them to work smarter or do a better job of prioritizing is deflecting accountability and hiding from your responsibilities as a leader to help your team.

A compounding factor is what I term the empowerment contradiction. This type of contradiction is never more evident when colleagues get trapped in reactivity. You shouldn't in one breath state your people are empowered, and in the same sentence state they can never say no to a need or customer without first having your permission. The contemporary manager would never think of verbalizing such a contradiction. What I have seen happen however is colleague decisions to prioritize are challenged and undermined by autocratic managers who have an angry customer on their back.

If, on the other hand you enjoy fighting fires and want to make all of the decisions then put on your gear, grab a hose and look for smoke. Leave the leadership and pro-activity to those who have a passion to serve others.

Guide Posts: Cultivate those informal mentors

Last night I found myself burning the calories away on the spin bike in the gym. As often I do my mind wandered, from the task of turning up the resistance at regular intervals, to contemplating my career path.

I was reflecting on how I would describe a good friend of mine. Why? Because he is someone that has always impressed me as "having it all together and happy." As I've gotten to know him better my impressions have only improved. He's attained a higher level of his own sense of self and the world around him. I find it helpful to have this type of person in mind when reflecting on my own behaviors and perceptions, and what may be holding me back.
 
This individual has achieved what you might associate with the concept of spiritual enlightenment. He is adeptly in tune with his inner being and his purpose. He's "found his center" as I like to say. His work is diverse and truly art, he gives lots of gifts (in the true Seth Godin sense) and lives to serve those lucky enough to be around him. He's extremely mindful of the space he's occupying and a-tuned to those in his presence. I always get a sense from him that he truly relishes interaction, discussion and contemplation with other human beings.

For me this individual provides a guide post for my path in life. Why not a target? Probably because I do have a sense of self and I'm happy with who I am. I don't have to be the mirror of him for me to achieve my own high level of personal enlightenment. I do know that as I continue my journey I will frequently ask myself, "what would he do in such a situation?"

Do you have someone like this? An informal mentor might be one way to describe our relationship. Perhaps you can think about this next time you meet that next interesting individual. Ask yourself "would they be a good guide-post for me personally and/or professionally?"

The unintended consequences of Organizational DNA: Part 1

I'm going to go further on a future post to expand upon why this brief quote I found has significant meaning to me. If you've rebelled against the mold or 4-sided box your management has continually tried to force you into, then it should resonate with you.

But don't take my word for it. In fact, be critical and challenge me if you disagree - we both might learn something.

I would assert that organizational DNA is often the enemy of an innovation culture.

"Productivity, predictability and alignment are embedded in the marrow of our management systems. Experimentation, risk-taking and variety are the enemy of the efficiency machine that is the modern corporation. Of course it's variety, (and the daring to be different) that produces game-changing innovation." ~ Polly LaBarre

It is the 'predictability and alignment' aspects of my current organizational DNA that simply crushes my spirits and will to exceed.

Stay tuned.

xperimentation, risk-taking, and variety are the enemy of the efficiency machine that is the - See more at: http://www.mixprize.org/blog/announcing-innovating-innovation-challenge-winners?utm_source=MIX+Fix&utm_campaign=e3c14939f2-The_MIX_Fix_Mar_01_2013&utm_medium=email#sthash.at0PT1Hw.dpuf

Productivity, predictability, and alignment are embedded in the marrow of our management systems. Experimentation, risk-taking, and variety are the enemy of the efficiency machine that is the “modern” corporation - See more at: http://www.mixprize.org/blog/announcing-innovating-innovation-challenge-winners?utm_source=MIX+Fix&utm_campaign=e3c14939f2-The_MIX_Fix_Mar_01_2013&utm_medium=email#sthash.at0PT1Hw.dpuf

t’s a product of organizational DNA. Productivity, predictability, and alignment are embedded in the marrow of our management systems. Experimentation, risk-taking, and variety are the enemy of the efficiency machine that is the “modern” corporation. Of course, it’s variety (and the daring to be different) that produces game-changing innovation - See more at: http://www.mixprize.org/blog/announcing-innovating-innovation-challenge-winners?utm_source=MIX+Fix&utm_campaign=e3c14939f2-The_MIX_Fix_Mar_01_2013&utm_medium=email#sthash.at0PT1Hw.dpuf

It’s a product of organizational DNA. Productivity, predictability, and alignment are embedded in the marrow of our management systems. Experimentation, risk-taking, and variety are the enemy of the efficiency machine that is the “modern” corporation. Of course, it’s variety (and the daring to be different) that produces game-changing innovation. - See more at: http://www.mixprize.org/blog/announcing-innovating-innovation-challenge-winners?utm_source=MIX+Fix&utm_campaign=e3c14939f2-The_MIX_Fix_Mar_01_2013&utm_medium=email#sthash.at0PT1Hw.dpuf

It’s a product of organizational DNA. Productivity, predictability, and alignment are embedded in the marrow of our management systems. Experimentation, risk-taking, and variety are the enemy of the efficiency machine that is the “modern” corporation. Of course, it’s variety (and the daring to be different) that produces game-changing innovation. - See more at: http://www.mixprize.org/blog/announcing-innovating-innovation-challenge-winners?utm_source=MIX+Fix&utm_campaign=e3c14939f2-The_MIX_Fix_Mar_01_2013&utm_medium=email#sthash.at0PT1Hw.dpuf"