Help Managers Out of their Rut

Create environments that facilitate progress.

Help Managers Out of their Rut

You know the scenario – frustration washes over your managers at the suggestion that they are responsible for driving outcomes from problematic teams.

It’s not uncommon that even talented managers resort to doing the work themselves, micro-managing or being actively disengaged.

It’s enough to make a person regret being a manager! How might your organization be different if your managers went from not knowing how to deal with consistently under-performing teams, to actively shifting their teams into high gear?

The Coach's Approach To Management Progress™ is a sustainable approach that helps managers create an environment that facilitates progress, drawing on the best of their team’s collective and individual ability, experience and actions. This process frees up managers to focus on the things that moves them from "Stuck" to "Star"!Let's get started!

  1. Check yourself first. In order for you to master this technique it’s important to learn how to become curious about the issues facing your team, not just ticked off. Remember, a culture of anger in the workplace may get results temporarily, but it’s rarely inspiring or sustainable.

  2. Ask and listen. Ask open-ended questions, keeping questions broad, then growing more specific as needed.

    • Example: It seems like the team is missing a lot of deadlines. What do you think is the root of the problem?

  3. Acknowledge and validate. This part of the process breaks down defensiveness and helps the listener(s) open up.

    • Example: From where you stand, a lack of resources has kept you stuck in the details that prevent you from having the bandwidth needed for the larger initiatives (acknowledge).I can understand how being overwhelmed with tactical things can take up enormous amounts of time and energy (validate).

  4. State the concern, focused on the work/outcome. Frame what success looks like as a group, state your position, expectations and commitment, then partner vs. point. Keep your words focused on work-related issues and items, to reduce the chance that you sound like you’re making it personal.

    • Example: I’m concerned because the project is running the risk of getting escalated to the executive level, for all the wrong reasons (stating the concern).Ultimately, I know we all want to make sure our client can launch on the commitment date (frame group success). I’m disappointed about our current standing and am committed to do meet regularly to ensure we get back on track (state your position, expectations and commitment). How can I help you/the team this week identify what’s getting in the way of meeting deadlines? (establish yourself as an equally-vested partner vs. an out of touch disciplinarian).

  5. Clarify and summarize. As much as possible, use exact words to repeat back what you’ve heard. This is a subtle but powerful way to establish that you respect those involved, even if you don’t agree with current results.

    • Example: So, the team is accustomed to not being held accountable for missing meetings and completing milestone reports? Is that right? And the best way I can help you today is to communicate directly to the team about the visibility of this project, and my expectations around team participation.

  6. Include your team in setting boundaries, establishing checkpoints and celebrating success. Enterprise-level goals may not be subject to input, but including teams in establishing boundaries, checkpoints, etc. creates buy-in and accountability. Your team will be excited about hearing when the team has made progress.

    • Example: How can each of the team members contribute to meeting or beating the remaining deadlines? How and when do they want to track and report out? If there are misses, what are some reasonable things you think they should count on from us? When success happens, what would be a meaningful way for the team to celebrate (and there are at least 5 ways in every team to celebrate that don’t cost a fortune or are free).

Positive behavioral change takes time. If managers practice this approach, remain consistent and patient with the process, their teams will eventually begin to connect with what success looks like.

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