Tuesday, September 20, 2005
Mindfulness and Managing One-on-One
This started out as a post on managing people one-on-one. Then I realized that the same techniques we use to manage others, can help us manage ourselves. That made me see that self-talk, the things we’re constantly saying to ourselves, is critical. Being aware of it, gives you choice. If you don’t like what you’re hearing or it’s not useful, you can change it. So being aware of self-talk is also critical. That’s what mindfulness is all about.
Being mindful is being aware of your self-talk and realizing it’s only self-talk, not Reality or the Truth, just your usual, habitual way of perceiving and thinking about things, and you can change it. Part of managing others really well is to help them be mindful, too. But, that discussion is for another post. Now, here are a set of Thomas Leonard’s Top Tens. As your read them, consider how you can use them to improve managing yourself and others.
Give the person a huge goal that will keep their attention. Ask them to develop the strategies or steps to achieve the goal.
Have daily or weekly reports or check-ins (daily at first).
Ask the person how willing they are to be effectively managed. Also inform them of your particular style and of your high standards.
Get the person focused on actions and outcomes, not just goal setting and reporting.
Install a system that warns you before the person stops performing.
Build in coaching to your conversations so that the person understands that you aren't just managing them to reach goals, but that you are helping them to become a more effective person.
Build your staff so that you can afford for them not to produce. You should be able to fire them if necessary, as this will free you up to manage well rather than be fearful or reactive.
Rather than expecting your staff to know everything, seek to provide answers, tools, and support before they need it.
Don't get too chummy with your staff. Be a manager who has a lot going on and make sure the staff knows that you're relying on them to do their best without coddling.
Develop a visual display of results, progress, and problems and post this for everyone to see. This keeps the facts public and is very motivational.
Being mindful is being aware of your self-talk and realizing it’s only self-talk, not Reality or the Truth, just your usual, habitual way of perceiving and thinking about things, and you can change it. Part of managing others really well is to help them be mindful, too. But, that discussion is for another post. Now, here are a set of Thomas Leonard’s Top Tens. As your read them, consider how you can use them to improve managing yourself and others.
Give the person a huge goal that will keep their attention. Ask them to develop the strategies or steps to achieve the goal.
Have daily or weekly reports or check-ins (daily at first).
Ask the person how willing they are to be effectively managed. Also inform them of your particular style and of your high standards.
Get the person focused on actions and outcomes, not just goal setting and reporting.
Install a system that warns you before the person stops performing.
Build in coaching to your conversations so that the person understands that you aren't just managing them to reach goals, but that you are helping them to become a more effective person.
Build your staff so that you can afford for them not to produce. You should be able to fire them if necessary, as this will free you up to manage well rather than be fearful or reactive.
Rather than expecting your staff to know everything, seek to provide answers, tools, and support before they need it.
Don't get too chummy with your staff. Be a manager who has a lot going on and make sure the staff knows that you're relying on them to do their best without coddling.
Develop a visual display of results, progress, and problems and post this for everyone to see. This keeps the facts public and is very motivational.
