The Other Accomplice Saboteurs

In the previous post, we described the Judge, Avoider, Controller, Hyper-Achiever, and Hyper-Rational. There are some more and a question for you is which one/s have the loudest and most insistent voice/s in your head (aka self-sabotage “self-talk”). When your Sage is active, your self-talk (ok, your brain) can be your best friend helping you with constructive next steps to work on whatever opportunities and challenges you may be facing. When your Saboteurs are active, your self-talk/brain can be your worst enemy. It’s apt that Shirzad Chamine called these “brains” the “Survivor Brain” (Saboteurs in action) and the “PQ Brain” (Sage in action). That is, PQ is your Positive Intelligence Quotient. It measures the percent of time your brain is working positively (serving you) vs. negatively (sabotaging you).

The Survivor Brain is triggered by fear (fight or flight) and “protects” us in ways to help us survive and usually not in ways that help us grow. Our survivor instincts and actions may keep us stuck, immobilized, or worse, do things that make our situation even worse than it is. The PQ Brain is enabled by calm and confidence (opportunity-seeking) and works to transform negatives into positives so that beneficial outcomes are made possible even out of adversity. The PQ Brain helps us to thrive and not just survive.

The Hyper-Vigilant is about looking out for dangers that keeps us anxious and anxiousness that keeps us vigilant about everything that can go wrong. The Pleaser is about satisfying others to gain acceptance usually at the expense of one’s self, thus causing unhappiness and resentment. The Restless is about keeping busy and looking for the next activity for more excitement. The Stickler is about finding the impossible perfect and can cause anxiety. And, finally, the Victim is about indulging in feelings of pain and seeing one’s self as always being victimized by someone or other. Did these brief descriptions remind you of people you know? Maybe even yourself?

Take note that recognizing our Judge and its loudest accomplice Saboteurs is part of the process of accepting that they are there, and will perhaps never be gone, and to remind us to take pause when we catch their volume getting louder and hurting us. That is, their appearance becomes an opportunity to do some “PQ reps” and activate the wisdom of our Sage. Shirzad Chamine uses the metaphor of building our “PQ muscles” by doing “PQ reps,” just like going to the gym to strengthen and build our physical muscles. The metaphor makes developing our Positive Intelligence more accessible and using our Judge and accomplices as reminders to turn their presence into taking steps to develop new patterns of thinking and acting. He suggests doing 100 PQ reps daily and this may sound difficult but assuming that our Judge and accomplice is super active, and we use each “appearance” to remind ourselves to think and act differently can and will help burn in new habits.

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The three strategies Chamine shares to strengthen our PQ include weakening your saboteurs, strengthening your sage, and building your PQ Brain muscles. He then gives specifics on how to apply each of these strategies to help start changing deeply ingrained self-sabotaging patterns of being, thinking and acting.

More to on these in the next post. In the meantime, have you figured out which is your worst enemy? Is it the Judge and Hyper-Rational? Is it the Judge and the Stickler? You can choose to embark on a journey of personal growth to thrive instead of staying in a self-sabotaging mode of fear and just surviving.

I hope that by now you are ever more curious to learn more so why not try out the free Saboteur Assessment on the Positive Intelligence website?

Meet Your Judge and Accomplice Saboteurs

Our main saboteur tends to be the Judge, that voice in our heads that nag us when things don’t go well that we are to blame or someone else is to blame. The Judge shames and blames whoever may be perceived as responsible for things that go wrong or fail. The outcome is our having negative feelings about ourselves and others which then negatively impact our relationships with family, friends, and co-workers, as well as our performance. When such negativity is our habitual pattern of thinking, feeling, and being, it can spiral into what Shirzad Chamine calls a negative vortex pulling us down, down, down.

In addition to the Judge, we have accomplice Saboteurs and it helps to reflect on which one/s have the second and third loudest voice in our heads. There are nine and we’ll briefly describe four of them.

The Avoider prefers pleasant experiences and avoids unpleasant experiences, for example, tasks we don’t like, conflicts we shy away from, and difficult people at work we avoid. When one is habitually procrastinating, that’s the Avoider in action.

The Controller prefers to control people and situations. Control makes one feel good, comfortable, or safer, while lack of it makes one feel anxious and stressed. When one is micromanaging to make sure that things go according to one’s standards, that’s the Controller in action.

The Hyper-Achiever is ever focused on more and higher achievements with the payoff of gaining more self-respect and self-validation. For the Hyper-Achiever, the current accomplishments are never enough as more and more are pursued. One is only as good as one’s last achievement.

The Hyper-Rational engages in the rational processing of experiences, as if everything, including relationships, can be had and stoked by reason. The reality is that rationality may not always create the desired impacts and outcomes. It may turn others off and build walls instead of bridges between people.

Having trained as a professional coach has made me realize how active my Judge can be at times, and that my accomplice Saboteur is the Hyper-Rational. I’ve learned to catch and pause my Judge as much as I can and keep an open mind instead. I’ve learned to catch and pause my Hyper-Rational as well. It’s a work in progress and with constant practice, I am able to reduce their negative impact.

Reflecting on my interests, since my college days at Assumption College, San Lorenzo, when we had subjects in Logic and Philosophy, I’ve gravitated towards thinking things through as a way of processing everything. And how I loved learning about fallacies then and now about cognitive biases. It does not mean that I do not feel or have emotions, only that I would apply rational processing to them to get through anything challenging.

I recall one of my Mentor coaches giving me feedback that I somehow needed to explain things, most if not all the time. That feedback helped me become aware that I default to being rational and explaining away. It’s like one’s comfort food, to use a metaphor. But truly, rational processing can have its pros and cons if we have too little or too much of it. It can have its limits.

Whatever our Saboteurs are, there are strategies to become aware of and learn from them. There are also strategies for strengthening our Sage, our Positive Intelligence Quotient (PQ). More on these and the other five Saboteurs in the following posts.

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Photo: Your Sage can create a stronger upward vortex to counteract the Saboteur’s negative vortex, resulting in a net positive impact.

Developing Your Positive Intelligence

Happy New Year, dear readers! With the New Year, what will you do more of, do less of, and continue doing, that will elevate your quality of life and that of others around you?

One of the things that make life happier and more meaningful is having a positive mindset. A positive mindset or outlook creates an upward spiral while a negative mindset or outlook creates a downward spiral. One may not always be self-aware about one’s habitual mindsets or patterns of thinking and how these are impacting one’s quality of life and success or lack of it.

There’s more to a positive mindset and one resource that has been quite a discovery (for me anyway) is the concept of Positive Intelligence (PQ) as developed and written about by Shirzad Chamine. It’s not just about having a mindset per se, but a realization that our patterns of thinking may be skewed one way or the other and thus shape who we are, our relationships, and our lives. Happily, with evidence supporting neuroplasticity, the possibility of making different choices exist. No more the blind acceptance of the old adage about old dogs can’t learn new tricks.

Diving into PQ, one realizes that we do all have our Saboteurs and our Sage. Our Saboteur is that voice in our heads or self-talk that is always looking at the bad side and keeps us stuck. Our Sage is that voice or self-talk that is open to the good side and allows us to get past being stuck. The Saboteur has many faces, namely, the Judge, the Controller, the Stickler, the Avoider, the Hyper-Achiever, the Pleaser, the Victim, the Restless, the Hyper-Vigilant, and the Hyper-Rational. Each one may have one or more dominant ones that drive our thinking, feeling, and actions. Developing awareness of which Saboteurs are your dominant ones is essential to overcoming them with one’s Sage.

The most common and familiar may be the Judge which beats you up for whatever shortcomings real or imagined. You may hear self-talk like this one and you’ll know it’s the Judge: “You missed your deadlines, you’re no good. You missed your targets, you’re incompetent. You don’t do anything right. Co-workers complimented you on your hard work, and you feel you don’t deserve it because they don’t know the real you.” The Judge activates your other Saboteurs, and the impact is that you get stressed, anxious, fearful, insomnia, and feel unhappy. Instead of focusing your energy on taking constructive action, you end up wallowing in self-pity, bitching, moaning, and whining (“BMW”), and being stuck where you are not knowing what to do.

The Judge can be very difficult to overcome especially if you have a mental knee-jerk reaction of judging yourself and everybody else. How come? It happens fast and without self-awareness. The Judge can make you feel bad about yourself, but sometimes it might also make you feel good about yourself as being superior to someone else. For example, when judging others as “incompetent and stupid,” that automatically puts you on “I’m better than this stupid guy or gal.”

By now, I hope that the concept of Positive Intelligence, our Saboteurs, and our Sage, has piqued your interest in learning more, and how you can develop your PQ. Can you really? Yes, you can. More on the other Saboteurs and how you can build your PQ to follow in the subsequent posts. In the meantime, if you’d like to go ahead and read up, visit and read the post “How We Self Sabotage” on Shirzad Chamine’s website. You can also check his book on Amazon: “Positive Intelligence: Why Only 20% of Teams and Individuals Achieve Their True Potential AND HOW YOU CAN ACHIEVE YOURS.”

The New Year is a good time to start fresh. But really, every day is just as good to start fresh. So, what will you do more of, do less of, and continue doing, that will elevate your quality of life and that of others around you?


Motivating Your Team/Members

A common goal of leaders is to motivate their team/members in achieving organization goals and objectives. Some leaders may already be clear on how to do this, while others are clueless. One helpful way to approach this challenge about motivating others is to reflect on what motivates you and what you can learn from the reflection. So, what motivates you?

As you journeyed through the stages of life, you realize that motivations, or the “things” (a.k.a., “motivators”) that drive you to say, do, and pursue something, can evolve and change. When you were a child, perhaps eating your favorite ice cream motivated you to complete a task a parent asked, for example, picking up and and keeping your toys in their place. When you were a teen, perhaps going out with friends and enjoying a movie together motivated you to first complete your assignments so that you had no pending school work to finish before going out. Before, and maybe more so after graduating from college, you were motivated to look for an interesting job and spent more time job hunting, applying, doing interviews, until finally you narrowed down some choices you really liked. As you progressed in your career, you may have been motivated by faster promotions with significant salary increases. For every life milestone, and each day, we experience motivators that drive us closer to something we want and sometimes away from things we wish to avoid. The bottom line is that motivation is not a mysterious and unfathomable black box.

Take note that what motivates you are not necessarily what motivates your team/members. A common mistaken assumption is that others are motivated by the same values, aspirations, goals and things that motivated you. One manager kept giving pep talks about career development and promotion opportunities to one team member because she herself had been motivated by these. She was at a loss as to why her team member was not responsive, lacked motivation at work, and kept letting his assigned tasks fall behind. Apparently, her team member valued other aspirations more, like supporting his demanding girlfriend. He was strongly compelled to be present for her and cater to her whims while letting his own work responsibilities slip.

To be able to motivate another, one must know what drives that individual. A leader must get to know their team members as more than employees who show up for work to get a job done. An employee is not just a worker but a whole person who has different needs and wants. Get to know the person though one-on-ones where you invest time and effort to explore and understand the following:

  • What are the three most important values of the individual? Values drive us whether we are aware of it or not.
  • What her/his aspirations and what specific outcomes do they want to achieve in life/career? What compelled the person to want these?
  • Given aspirations that may be more long term, what are the specific milestones/goals that s/he has set, if any? Some may have dreams and aspirations, but miss having a realistic plan to get there.
  • What needs and wants influence their choices and actions? How are these intertwined with their work and career? How strong is the link between needs and wants and their work and career?
  • What intrinsic motivators drive the person? E.g., love of learning, identifies with the job and the company, enjoys the work much more than other activities like going out with friends, etc.
  • What extrinsic motivators does s/he value? E.g., public recognition, merit increase, performance bonus, sponsorship to an MBA, etc.
  • What are the talents/strengths of the person? What are the developmental areas for the current job role and next step in the career ladder?
  • Is there a strong fit between the person, the job and the career path in the organization?
  • What makes the person unique and different from you and others? What really matters to them?

If there is a strong fit and alignment between the person and what the organization provides, knowing and understanding each team member as the unique individual can help a leader be more successful in motivating them within the context of their job role, work, and career opportunities. If there is not a strong fit and alignment, such understanding can prepare the leader to help the person explore where there may be a stronger fit and support the person to move on.

Forcing a fit when there is none or a poor one will not work out in the long term. The sooner the leader and person concerned becomes aware of this, accepts it, and opens a different path, the better for the person, the leader and the organization.

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Becoming a More Strategic Thinker

One aspiration that junior leaders have is to be more of a strategic thinker and often, they may not know where to start. A helpful way to get started is to first understand what strategic thinking is. One definition is that “strategic thinking is about analyzing opportunities and problems from a broad perspective and understanding the potential impact your actions may have on the future of your organization, your team, or your bottom line. (HBR Guide to Thinking Strategically, 2018)

To become a more strategic thinker, one must develop the habit of lifting one’s head above the day-to-day activities to be curious and learn more about what is happening in one’s industry and business. Knowing about relevant political, economic, social, technological, developments and trends, is a must as well. The arena may include one’s country, ones’ region, and the world at large. In other words, it helps to be an avid reader and asking questions about how might these trends and developments impact and change customer needs and wants, and your organization, its processes, and thus the talent and skills needed. If your learning style is not much of a reader, but more visual and auditory, then watching and listening to the news, events, podcasts, can be your go-to activities.

Actively immerse and engage yourself in what you learn. Knowledge can be powerful, especially when you put it to use. One way of engaging yourself is to list down questions to help you appreciate, understand, and organize what you are learning for use in thinking about opportunities and problems from a broad perspective. Here are some example questions to help you create more focused ones on your own:

  • What are the top three developments/trends impacting the companies in the industry/business?
  • How is each of these top developments/trends actually impacting the companies, industry/business?
  • How is each development/trend affecting our company/business now?
  • What opportunities are that we can take advantage/exploit for our stakeholders’ benefit?
  • What problems are there that are hidden opportunities to create new value? E.g., New products and/or services for key stakeholders/customers? Improvements in current products and/or services?
  • Who are our top three competitors and how is each one riding the waves of change?
  • What can we do differently from them to gain what specific advantages over them?
  • What do credible futurists predict about our industry/business? What alternative scenarios are there? What do our senior leaders believe and buy into? Do I agree? Disagree? Why?
  • What are we doing today to position us relative to these possible scenarios?
  • And so on.

In creating engaging questions to guide you in your learning and applying strategic thinking, tap your key stakeholders/customers. Identify those that may be most representative and/or influential and interview them and/or conduct Focus Group Discussions to discover and explore what’s on their mind, what’s most important for them, what needs, wants and aspirations. These may serve as a compass to narrow down opportunities and problems to work on. That is, those most promising in terms of what matters to creating value for them and thereby your company’s thriving in the next five to 10 years.

Create your own applied strategic thinking circle. To help motivate you and others to engage in analyzing opportunities and problems (to turn into opportunities) for your company, business unit, or department, get your team and peers involved. Share your goals with them and invite them to collaborate. Creating a circle of applied strategic thinkers need not be a company-sponsored activity. All it takes is a few like-minded leaders who want to collaborate to do this and do it. On the other hand, if the company will sponsor and support such an initiative, they can help provide direction and resources.

Finally, learn as much as you can about strategic management, strategic frameworks, and strategic tools, to give you new perspectives. Look for actionable ideas/tools to experiment with in your circle to help you develop promising and viable ideas to create new sustainable value.

So, if you are indeed determined to be more of a strategic thinker, what more specific goals will you identify and what next steps are you going to take?

How Can a Manager Develop Creativity and Innovation?

One of the key challenges facing organizations is the need to create new value through creativity and innovation. Can the ability to create (“creativity”) and introduce new ideas and methods (“innovation”) be learned? The answer is definitely a yes for both. Managers and leaders are key in taking the initiative.

Where can a manager/leader start? One can get initial ideas by Googling for articles and reads on the internet. There are plenty and the trick is to pick out ideas that resonate with you and your team. Creativity and innovation at work is best developed as a team competency and not just an individual one.

Begin with a strong intention followed by action. One can begin with a strong desire to be more creative and innovative and learn as much as possible about the context and processes that enable and strengthen these in one’s self and team. That is, the motivation must be strong enough to move one to transform intention into taking action. Wanting to be more creative and innovative but not taking any action will not develop this magically. Write down what your specific goal/s is/are.

Identify the specific areas for creativity and innovation. One does not operate in a vacuum, so the question is where is new value possible, and a must, to level-up the products and services given to customers/stakeholders? Where and what are the pain points that can be addressed? What unmet, and maybe not so conscious needs and wants, exist in customers/stakeholders that have yet to be addressed? No product, service, or process is perfect, and sometimes one solution causes a new problem, so there will definitely always be opportunities to create and innovate. The point is that one must have specific areas of interest and focus to create new value.

Think outside-the-box, but what box? Often, one does think of the need to “think outside-the-box” but is not clear about what this “box” is, really. One box may be the familiar, the way things are, the status quo, with which one becomes very comfortable, making it difficult to think beyond the familiar. Another box might be one’s self-limiting beliefs and assumptions about what is, can be, cannot be, what is right, what is wrong, and so on. A useful activity to gain insight on the the boxes that constrain us is to have a brainstorming session about “What are the boxes we live in?” Then a discussion of where these boxes come from, how these limit our thinking/ideas, and how to break out of them may give fresh perspectives. Another activity might be to brainstorm “What have we not tried yet? What if?” You get the idea.

Read broadly, not just about one’s specialty. To percolate or catalyze new ideas, one needs to read about many things of interest outside one’s specialty. New ideas are waiting to be discovered or given birth to, facilitated by immersing one’s self in different fields. Different helps to nudge new ideas. The concept of parallel thinking or lateral thinking from Edward de Bono can help one master a more curious and exploratory mindset to think about “what can be” instead of just “what is.”

Make the journey a team challenge, not just a personal challenge. As the adage goes, more heads are better than one, Yes, alright, sometimes, and in developing creativity and innovation, diversity can be a catalyst. Appreciating and encouraging diverse perspectives can fertilize new ideas. Part of the process is to identify what success measures the team can hold itself to so as to ascertain how it is progressing towards its goal to become more creative and innovative. The team can get inputs from its key stakeholders about such measures. For example, a new or reengineered process that cuts down cost by 80% and reduces transaction time by 50%. Whatever the success measures that makes sense in one’s situation, it helps to apply SMART.

Sharpen analytical and critical thinking skills. One can read references on how to achieve these, or take short training, plus learn about and apply Systems Thinking. Systems Thinking is built on both analytical and critical thinking skills. Learning and applying Systems Thinking requires more commitment and discipline, and may take more effort to master. Nevertheless, it would be well worth it. Check this out The Systems Thinker. To make the learning process more fun and exciting, check what programs may be available, public or customized for in-house needs, are available in a graduate school of business near you.

Recognize and reward creativity and innovation. Finally, work with your senior management and HR folks to design and implement a recognition and reward program for creativity and innovation for teams that deliver the goods on: new ideas = new value for customers/stakeholders = measurable business value.

Delegate, Delegate, Delegate

One pitfall and self-defeating habit some managers have is that they want to do most, if not everything, themselves. What are the impacts of doing this? To such a manager, it can gobble up all their time and add to their stress. Often, there is not enough time to finish everything, and sometimes, the more important priorities are left undone while they struggle to complete urgent though less important work. Such a manager may stay stuck in this unexamined routine and find themselves irritable and angry at their teams/members.

To the team/members, they get used to passing the buck to their manager to get things done. Often, they may not even do any homework, e.g., initial data gathering, analysis and recommendations, to discuss with their manager. The manager may unwittingly reinforce this by fretting and then gathering the data, doing the analysis, and then instructing the team/members what to do. And so the cycle goes, the team learns to needlessly depend on and escalate work to the manager.

To break the cycle, the manager must make the first moves to enable them to focus on what must be their own priorities vs. those that can be delegated to empower and develop the team/members. In other words, separate the work only you can do because you have the requisite knowledge, skills and experience vs. the work that can be delegated to the team/members. Delegation is a tool to free the manager to focus on her priorities, as well as a tool to develop the team/members.

An experience that I had many years ago as a young management consultant was that one time I went to my boss to tell him about a problem I had on a project, he scowled and annoyingly said, “Don’t bring me problems. Bring me solutions.” I never forgot that bit of admonition. In other words, do not pass the buck to your boss and first work on resolving problems at your level. Consulting with the boss is fine, but first do your homework. Do not see him empty-handed. Escalating should be the last resort.

An important thing to remember is that maybe team members think they are doing the right thing by bringing up problems without solutions to the boss for her to solve. So, the manager must set very clear expectations about this, i.e., say something like, “I expect you to do your homework and resolve this problem at your level. If you need help, see me but be sure to have done your own thorough analysis and be ready to present your recommendations with well-thought out pros and cons.”

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Some considerations:

STOP: Stop thinking that you must do everything yourself to get work done well. Stop doing all the work, especially those that can and should be delegated. Stop wasting your time on work that should not be a priority for you to do.

START: Start working with each team member to identify and agree on specific developmental goals, e.g., knowledge and skills to be acquired, mastery to be achieved, etc.. Reflect on work that can be assigned/delegated to support the achievement of these goals. It may be a waste of your time to do it yourself, however, it may be the developmental assignment/experience that your team member needs.

Remember that you may need to teach, mentor and/or coach your team member depending on their current level of competence and motivation. Have a sit down with the person and discuss the assignment, your expectations, what support they may need from you or others.

CONTINUE: Continue believing that you have a capable team/members who need your confidence in them and your support to bring out their best and their talents. Continue to identify work to delegate and do so, and discuss with the team member the specific knowledge, skills ad experience that they will develop or sharpen to increase their own competence.

How Managers Can Create Psychological Safety

One common concern managers have is when they ask their people to share their ideas and people do not speak. This situation may have its variants and typically managers ask questions like, “What do you think? or “What do you think about . . . ?” Or, “Do you have any questions?” A little more prodding from the manager may not work so the meeting or conversation ends. The manager thinks that things are clear later feels frustrated that work was not done right. She mistakenly assumed that things were clear because her people had no questions.

Why do people not freely share with their manager what they are thinking and feeling about something? A common reason is that they do not feel safe with the manager. When the manager is one who frequently shows impatience, gets angry, or worse, says nasty things that offend and hurt their people, that manager is truly an expert in creating a deep divide between her and her people. Instead of building a solid professional and collaborative relationship based on mutual trust and respect, the manager creates ever bigger and deeper gaps. Often, managers are not aware that their annoyed or ominous facial expressions, or hard tone of voice, or perhaps dismissive manner, create fear that prevents openness and taking risks with you.

Psychological Safety means that people believe and feel they can open up and engage, be honest with what they think and feel, be vulnerable with what they know or do not know, without fear of negative impact to themselves. That is, there is no fear of being judged and suffering consequences that may hurt their image, status or career. Greater Psychological Safety enables more open and candid discussions, enhances team collaboration, and enables a more high performing team.

Psychological safety is said to have been researched and written about by Edgar Schein and Warren Bennis (1960s), by William Kahn (1990), and has recently become a buzzword perhaps because of Amy Edmondson’s (2018) work. Check out her book The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth and her talks/videos.

For the many busy managers who may not be inclined to read, or if you are more of an auditory learner, here are some short videos about Psychological Safety by Amy Edmondson. For the short article, you can listen to the audio version if you prefer or if you are commuting to/from work.

In a nutshell, here are some tips to consider about what can managers think, say, and do, to create Psychological Safety:

STOP: Stop being annoyed, angry, and verbally abusive with your people. Stop thinking that they know what you know because if they do not have your knowledge, aptitudes, education, and experience, they are not as “seasoned” as you are. Stop judging them. Stop making them feel incompetent or stupid.

START: Start thinking of yourself, and behaving, as their coach and mentor, so that together, you and your team can create greater value. Start thinking of how effective your team/group will be when they feel safe to open up to share their ideas and feelings. Start practicing a few things that make people believe and feel safe to take risks with you, e.g., show that you are a vulnerable and imperfect human.

CONTINUE: Continue developing greater self-awareness on what you say/do that make people avoid being open with you vs. what you say/do that make them believe and feel it’s ok to take the risk of being mistaken, admitting lack of knowledge, looking ignorant. Continue reinforcing that you and your team are learners on the same journey with a shared vision and that you will learn and figure out the best possible approaches and solutions to achieve your team/organizational objectives. Continue building up their confidence in thinking on their own, and honing their problem-solving and critical thinking skills.

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Is Coaching the Silver Bullet for Managers to Achieve Higher Levels of Engagement and Productivity with their People?

The pandemic has made life and work tougher for mostly  everyone in many ways, and it seems that these situational difficulties have dampened employee engagement in many organizations. Jim Clifton, Chairman and CEO of Gallup, wrote that only 20% of full-time employees worldwide are engaged in their work. He goes on to observe that there is a chain reaction where low engagement results in lower individual productivity that hurts organizational productivity that negatively impacts country Gross Domestic Product (GDP). (Clifton, 2021)

This chain reaction seems credible enough especially when it happens at a critical mass. What can organizations do to increase employee engagement that is good for its employees’ well-being and performance, its customers’ happiness with its products and services, and thus, the organization’s success? Employee engagement is good for business is good for customers.

One interesting “breakthrough” insight is offered by Clifton in his blog. These conclusions deserve a closer look so that we can ask ourselves how true it is for ourselves and the people we work with. And if these are true, what are we going to do to turn things around if we find ourselves stuck with less engagement and productivity that we know we and our people are capable off?

Clifton: “Gallup has discovered — through studying what the best managers do differently — that great managing is an act of coaching, not one of directing and administrating.

One of Gallup’s most famous leadership breakthroughs, based on meta-analytics of 100 million employee interviews, is that a full 70% of the variance between highest engaged teams and persistently disengaged teams is just the manager.

There really is a silver bullet to running a culture of high performance and high development.

It’s always the manager.”

Or perhaps, you might think, that you knew this already, i.e., that the manager has a lot of influence on employee engagement and productivity.

While many organizations and HR practitioners may not agree with the bold statement to cancel all rating forms, meaning performance ratings, many may agree with this statement about how the practice of management must be changed. Reinvented.

Clifton: “We lead through a habit of having one meaningful coaching conversation per week with each team member.”

Many managers and leaders we have trained on coaching skills for the workplace typically complain that they do not have time to coach, so their default management style is the traditional “command and control” approach that they believe saves time. But does it really and what are the tradeoffs? Here is the big BUT about just telling people what to do instead of developing their thinking skills and accountability.

Managers and leaders who fail to develop their people/teams may have overlooked that they have been training their people/teams to be dependent on them for solutions to challenges and problems that they may be capable of handling at their level. How much time and productivity are lost when people/teams wait for the boss to tell them what to do? Or, habitually pass the buck to the boss instead of taking responsibility? Another impact could be the boss becoming the bottleneck.

Coaching helps develop thinking and problem-solving skills, a more proactive mindset, and accountability. It not only helps people be more productive at work, but it also helps them rediscover their purpose, their passion, and focus on what are most meaningful and important to them, thus re-energizing their commitments.

So, would you agree with the title of the article, “Gallup Finds a Silver Bullet: Coach Me Once Per Week” from Jim Clifton, The Chairman’s Blog, May 27, 2021?

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The Leader as Coach

A predictable reaction of some experienced managers and leaders when learning managerial coaching is that they worry about how their teams will see them when they adopt a coaching approach vs. a tell-them-what-do approach. Their teams have gotten used to going to the boss for the answers.

Many have gotten used to giving their teams the answer instead of helping them learn to think for themselves and come up with excellent solutions to challenges. Managers and leaders need to really know their staff/teams well. Remember, you will still need to adapt your approach depending on the your staff’s/team’s needs and readiness.

Are you unsure about how coaching your staff/team can make a difference? Reflect on your own development as a leader. How did you get to be where you are now? Did your superiors give you all the answers or did they give you more freedom to analyze and develop your own solutions?