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“You have been a great individual contributor. Now you are a manager, so here are five direct reports—don’t screw them up.”

That is like telling a 16 year old, “you have been a passenger for 16 years, of course you know how to drive. Here are the keys!”

Manager’s need “driver’s ed” too so they can effectively drive their team forward

When I share this concept with leaders across Corporate America, they almost always smile and admit that this is the state of Leadership Development in more organizations. 

If we are going to rescue Corporate Exhausted Heroes and save the culture of work in America from being about exhaustion, we need our good managers to be developed intentionally through coaching and education.. If we fail to prepare them to handle their new assignments, we can’t  be surprised if they fall.

I am offering a Manager Playbook Workshop on Zoom to get managers the tools, tips, and templates they need to be successful. I am so passionate that managers need this training that I have discounted it through the rest of the year.

Stop suffering and get the training you need. Click here to learn more about the Manager Playbook Workshop!!

Click here to sign up:

https://www.eventbrite.com/e/manager-playbook-workshop-virtual-lead-your-team-more-effectively-tickets-103469915302?aff=ebdssbonlinesearch

One Day Workshop Includes:

• Define Managing
• Effective one-on-ones
• Clarity through clear expectations
• Delegate to achieve more
• Build a plan of execution that works
• Give effective feedback
• Receive important feedback
• Recognize and grow excellence
• Tools and Templates and Tools and Templates!!

Workshop Description:

• Highly interactive Zoom course with breakout sessions
• Online workbook with templates and tools
• Limited class size to drive engagement

I define a “Corporate Exhausted Hero” as a leader who is trying to do it all, and just feeling exhausted.  This leader continues to be overwhelmed with individual contributor work, continues to try to manage and support their team, and spends their “spare time” setting the vision and influencing change.   The Corporate Exhausted Hero is really a fire fighter instead of a fire chief.

I call on all Corporate Exhausted Heroes to use this time to hit the reset button.  In a time when everyone is adjusting to working from home, working at a distance from their boss, and building new routines, it is a great time to build new procedures and expectations as a leader.

• Re-establish Goals:  Clear goals provide your team with the big picture direction and empowers them to deliver successful results.  Many Exhausted Heroes provide daily or weekly task lists to their teams.  Be a Strategic Manager and build clear goals for the month, quarter, or year and ask them how they want to meet their goals.
• Rebuild One-on-Ones:  Corporate Exhausted Heroes rely on reactive drive byes to get work down through their team.  This is a great time to hit the reset button on consistent One-on-Ones by establishing a clear agenda, focus on forward looking projects, and using the time to think together vs. the manager directing tasks.
• Delegation:  A leader needs to focus on what challenges are coming before they arrive.  This enables leaders to mobilize their teams for big fires, instead of running into the fire.  To focus on the future, you need to delegate the present.  Take time to review your to do list and identify who can take on tasks or become the captain on a group of tasks or project. 
• Take a Lunch:  Yes, it is possible, and it is healthy to take a break in the middle of the day.  Corporate Exhausted Heroes either eat at their desks or don’t eat at all.  In this new world where you are working in seclusion, take a lunch break every day.  Eat with your family, take the dog for a walk, or just sit on the back porch and eat.

Corporate Exhausted Heroes have a choice!  The exhaustion doesn’t have to be the way of life.  Take some time now to hit the reset button and aim to be a Strategic Manager focused on the future.  And if you need assistance or suggestions, shoot me an email at mheydt@gameplanleader.com. And look for my book, “Rescuing the Corporate Exhausted Hero” coming out later this year from Advantage/ForbesBooks.

Before an individual becomes an Exhausted Hero, they’re usually someone who’s excelled as a rock star. Their supervisor notices and gives them more responsibility. Then, at some point, as the responsibilities add up their team grows, and their personal growth stalls—due to lack of support or direction from leadership, lack of understanding on how to develop on their part, or both—and they’re unable to move on from being just a rock star. They’ll continue to do double-duty as manager and rock star, but it’s a struggle. And the struggle will continue. If they don’t develop into a strategic manager, then they risk burnout by functioning both as a rock star and as a manager.

We all know this individual. We may be an individual like this, struggling to balance it all. Always playing firefighter and never feeling like they have control of their work, this leader feels the pressure to be strategic, while feeling the pressure to deliver results, while feeling the guilt of the responsibility of being a people manager.

Symptoms include being the first person to work and the last one to leave. Gaining recognition for getting things accomplished—then rewarded with more projects. Running from meeting to meeting and never feeling like they are accomplishing anything. When they are in their office, they are quickly trying to manage their emails while dodging their employees who often stop by with questions. The reason they come in early and leave late is that is the only time they are not bothered and can get their work done. And they are the individuals that senior leaders trust with all the big projects so their workload continues to be over capacity.  These individuals feel stuck and don’t feel there is a choice of another way…but there is another way.

If you are an Exhausted Hero, it isn’t too late.  Hire an executive coach to assist you in improving key leadership behaviors like creating a vision, influencing change, or coaching.  Or work with an executive coach to learn more ways to delegate effectively. Or if you are part of an organization that has an exhausted culture involving countless Exhausted Heros, let me know!  I would love to come facilitate a workshop to assist in elevating the culture. 

Delegation is Essential for Leadership!

A 2015 Gallup study of the entrepreneurial talents of 143 CEOs on the Inc. 500 list showed that companies run by executives who effectively delegate authority grow faster, generate more revenue, and create more jobs.

But why is delegation so important?

I call the role of being a leader and manager a Strategic Manager.  With this role, it is critical to conduct the following behaviors:

• Create a Vision:  Assist your team in seeing the path forward, the end goal.
• Influencing Change: Assisting others in awareness, understanding, and adoption of change.  Using different skills and processes to gain buy in and alignment to change.
• Coaching Others:  Providing guidance to others by helping them think through challenges and identifying a mutually agreed upon path forward to gain positive results.

These are three behaviors that should not be delegated.  These are the key behaviors for the manager/leader. And these behaviors can’t be done in the leaders “spare time.”  We all know that doesn’t work. We must be focused on the vision, the change, and coaching others to be successful.

Therefore, it is critical that leaders learn to delegate any and all tasks that can be handled by their direct reports or teams.

Take some time today to review your to-do list.  What can be delegated to someone else? And what needs to be added to your to do list to help you drive a vision, influence change, and coach others?

According to John C. Maxwell, author of Developing the Leaders Around You, “If you want to do a few small things right, do them yourself. If you want to do great things and make a big impact, learn to delegate.”

Listen to More than Yourself

What is that you said?  Listening is important? In today’s fast paced world filled with tons of communication through hours of meetings, 140 character tweets, social media, and a full inbox of emails, it is easy to not hear what is going on around you. 

As an executive coach, the number one topic I help executives with is listening.  Some leaders are technical experts and immediately rush to internal listening, listening to their own response to the question being asked.  Some leaders are so busy that they aren’t listening for the signs that their team is exhausted, unaligned, or disengaged. Other leaders are just so busy that they are avoiding any interaction with other human beings and therefore not listening to those around them.

The Co-Active Training Institute, where I received some of my executive coaching training,  in their book “Co-Active Coaching”, breaks down listening into three different levels of listening:

Level 1:  Internal Listening – the awareness is on ourselves.  We listen to the words of the other person, but our attention goes to what it means to us personally.  This is when you start to think about what you think about the situation, what you feel, and how it impacts you.

Level 2:  Focused Listening – a sharp focus on the other person.  We listen to how it is impacting them, what they think, and what they feel.  This is when you lean in, you reflect on what they are saying, and you truly listen to their words

Level 3:  Global Listening – this includes everything you observe around you as you listen.  It is body language, the environment around you, it is the mood of the room.  It is when a difficult thing is said, and you feel the “air leave the room”.  

To be an effective leader, you need to use all three levels of listening.  Many of us are really good at Level 1.

This week, take some time to practice Level 2 and Level 3 listening.  Focus on turning off your internal listening.

Listening builds trust, collaboration, engagement, and often better thought through solutions to challenging issues. 

Are you listening?

Coaching for All Levels! 

Executive coaching is not just for the top level anymore.  Middle managers and other rising executives are also engaging with executive coaches to elevate their leadership skills and proactively prepare for bigger roles within the organization,  

I know what you are thinking … I can’t get budget approval for that.  Here are some ideas that will make coaching more economical for your boss and budget, but still gain great coaching that will provide you with an experience to achieve higher leadership results. 

1. Don’t 360, just 180.  For a c suite executive, it is critical to conduct a 360 degree feedback assessment either through interviews with the coach or an online assessment.  For middle managers, you might be able to skip this expense if you and your boss are aligned on your developmental goals 
2. A three month engagement.  For a c suite executive, I highly recommend a six month coaching engagement as the challenges to shift leadership behaviors can take time to overcome.  For middle managers, a three month engagement can provide clarity and tools that can set you on a path to development.
3. Offsetting expenses.  After recent coaching engagements, some of my clients have decreased employee turnover, decreased overtime, elevated employee engagement, or have recommitted to the organization.  Replacing an employee costs on average 200% of their salary. Coaching is way cheaper than that!

Many companies are reinvesting in middle management development.  Some are hiring consultants to build customized leadership development programs.  Others are focused on individual development through executive coaching. Don’t miss out on these opportunities to develop and advance your career.  Have a conversation with your boss today!

Don’t Be Too Tired to Influence a Better Life

In a recent article in Forbes, the article quoted studies showing that 45% of U.S. workers consider themselves to be modern workaholics. And a recent Gallup study of nearly 7,500 full-time employees found that 67% of employees reported feeling burned out at work sometimes, very often or always.

Many blame technology which allows our emails, texts  and phone calls to always tether us to work. Others blame the executive leadership teams who are demanding more work on faster timelines. Others mention the challenge of semi-recent headcount reductions that have decreased staff but not decreased workload.

Stop waiting for someone to fix these.  I believe the real cause for the modern day workaholic epidemic is a lack of the ability to influence change.  That is something you can actively do to defeat the workaholic epidemic!

Influencing change is about identifying when a project, a person, or an organization are headed down a bad path, and being able to redirect to a better path by partnering with others effectively.  

Think about it.   If you are an Exhausted Hero who is a workaholic:

• Have you courageously had a conversation with your boss about your exhaustion?
• Have you prioritized the work and adjusted due dates?
• Have you asked your team for their ideas or have you taken it on by yourself? 
• Have you delegated work appropriately or are you hoarding work?  

Through many executive coaching engagements at companies of all sizes, I have come to the following conclusion.  Corporate Exhausted Heros tend to try to take it all on. But Strategic Managers take time to influence change. Corporate Exhausted Heros tend to act as fire fighters, reacting to the challenges in real time.  Strategic Managers tend to act as fire chiefs, as they plan for the fires, prevent fires through inspections, and mobilize their teams to effectively fight the fires as they appear.

Exhaustion is a shared decision

Let me make sure there is NO confusion:  Building Strategic Managers and eliminating Exhausted Heroes is the responsibility of both the individual leader and the senior leaders of the organization.  In the workplace, it’s common for everybody to look at somebody else to solve any given challenge. Stop pointing fingers and start working together to solve the problem!

When you look at executives, they look at the high potentials or those people stuck in an Exhausted Hero role, and they say, “Well, they’ve got to figure it out.” If that’s the case, then the executives aren’t taking responsibility for their own development.

Go online and read the Glassdoor reviews page of any company out there. If you find comments from tenured employees saying something to the extent of “these young people need to suck it up, this is business, not a playground,” then that’s a sign the company culture and senior leadership are out of touch with their own responsibility.

At the same time, because Exhausted Heroes are so exhausted, they’re more likely to look for an outward cause, rather than inward. They’ll wonder, “Why am I not getting help? Why am I stuck here? Why does my boss not understand this?” They likewise have a projection out, for somebody else to take responsibility for their exhaustion.

Both sides aren’t taking responsibility. We can really look at this situation as an opportunity for better professional development. When it comes to an individual’s development, executives and Exhausted Heroes must sit down together and say, “Okay, what is our intention? Where are going? What are we trying to do? How are we trying to get there?”

It needs to be a mutual responsibility, because it’s really hard to do without both parties actively participating. The executive who says, “Hey, middle manager, figure it out,” is now putting responsibility on somebody who might not have the resources do it, and will then leave. If you are the middle manager who’s saying, “I need the boss to figure it out,” you may get really tired of waiting and leave. Those are two ways to really quickly create employee turnover with future leaders with high potential within your organization. Instead, sit down together, show your engagement, show your investment, and execute a game plan together.

This approach of mutual responsibility creates higher retention within these leaders. It creates better leaders who are going to be able to take on more work, continue to take on more responsibility, and continue to lead their teams in a way that will continue to grow profits for the organization.

How to Hire Strategic Managers?

When interviewing and recruiting, we must ask ourselves, “What does somebody need to have to be a director? Or a VP? Or an executive vice president?” Most look for experience in operations, or in finance, or in marketing. Then they describe a list of technical experience requirements, like “need to have managed a large P&L,” and the description ends there. Technical experience is good enough, right?

We are missing a huge opportunity if we don’t hire someone with experience in the four big-ticket items that make a strategic manager:

1.      setting a vision,

2.      driving change to achieve the vision,

3.      influencing others, and

4.      coaching and developing their team.

When you bring on a director or VP to run a team, you’ll create another Exhausted Hero if you’re exclusively looking to hire only based on technical experience.

Instead, hire the Strategic Managers who can tell you how they set a vision for their team, drove the transformation to achieve the change, influenced other stakeholders outside their team in the change, and developed their team members as they went along.

We must prioritize these four qualities when we interview candidates. The question is no longer, “Do they know how to technically make us more money, technically improve this product, or technically drive the sales organization?” The most important question is: Do they know how to lead?