Cheloha Consulting Group C O N F I D E N T I A L | www.ChelohaConsulting.com Leading & Managing your Business: Dealing with People Randall S. Cheloha, Ph.D. September 23, 2011 Plumbing, Heating, and Cooling Contractors Association (PHCC) Minneapolis, MN
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Leading & Managing your Business: Dealing with People Randall S. Cheloha, Ph.D.
September 23, 2011. Leading & Managing your Business: Dealing with People Randall S. Cheloha, Ph.D. Plumbing, Heating, and Cooling Contractors Association (PHCC) Minneapolis, MN. Introduction & Background. Presentation Goals Introduction/Background I. Understanding Human Nature - PowerPoint PPT Presentation
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Cheloha Consulting Group
C O N F I D E N T I A L | www.ChelohaConsulting.com
Leading & Managing your Business: Dealing with People
Randall S. Cheloha, Ph.D.
September 23, 2011
Plumbing, Heating, and Cooling Contractors Association (PHCC)
My Goals: Share insights, learning, ‘truth’ accumulated over time in working in the trenches of organizations; not academic, not theoretical; but practical and applied
You need to know where you are and where you are going
Circumnavigate/Triangulate: What makes sense?
How manage/lead people. It’s very conceptual, abstract, and amorphous? The nature of CONSTRUCTS…– Human Nature– Leadership– Personality– Company Culture– Brain Function – Emotion
Entrepreneurs/Owners/Founders: What Makes You Special? (re. Economist Joseph Schumpeter)
The Rare Alchemy of the Driven Entrepreneur (WSJ, 8.26.11)
Characteristics:– Have the will to found a private kingdom, usually (although not
necessarily) a dynasty.- Henry Ford, Bill Gates, Warren Buffet, Steve Jobs, You- Example of business cards: Edison, Ford, Carnegie,…
– Will to conquer; the impulse to fight; to prove oneself superior to others; to succeed for the sake of succeeding (not for the fruits of $$)- An achiever and competitor
– Joy of creating; getting things done; exercising one’s own energy and ingenuity- Drive, perfectionist, over-control
Providing Respect and Positive Affirmation (Golden Rule--treat your neighbor as yourself; give the benefit of the doubt; see the glass as ½ full; assume the best (Rosenthal effect)
Percent of ‘Bad Bosses’??? (Hogan)
Motivating Others – Motivation comes from the inside– But, The Boss Creates the Work Environment
Performance Reviews: Providing Feedback and Coaching
Principles of Providing Good Feedback– The closer in time to the good or bad event, the better– Direct, focused, and tactful– Supervisors focus most on recent events (vs. Annual Review) – Review again during Annual Review; no surprises– Ratio of 10:1 positive to negative – Negative feedback engenders Defensiveness and emotional
“shutdown”- People don’t hear what you say after 1st negative comment,
so…- Keep it brief—make your point- Check for understanding then—and then again within next 5
Needs to be positive/trusting alignment between coach and coachee for coaching to work (interests aligned); that’s why boss/subordinate coaching is rarely effective.
‘Boundaries’
Most emotional memories are laid down by age 5 (Doyles); if there’s a threat, most people naturally react with emotion (amygdala)
Coaching: combine Challenge & Support
People can only change a little; but that little has a big impact on behavior (willow tree and guide wire)
Build off strengths; acknowledge and ‘fence off’ weaknesses– Counter-intuitively: people change most in the area of their
Most frequently expressed regret of managers/supervisors—I waited too long, I was optimistic that things would change, I thought it would work itself out…– To be fair, apply the three pronged Readiness/Capability test:
Knowledge—know what to do Skill—know how to do it Attitude—want to do it
Use an outside resource (another senior employee?)
Otherwise, you do yourself a favor by releasing the individual early so they can get on with their lives/career (People will thank you)
Not Listening (can’t receive feedback about yourself; defensive)
Criticize not Praise (Boss finding person’s weak point)
Perfectionism (setting a good example; do the job right; partner/model)
Over Control/Lack of Delegation (Why?)– 1. An ego as big as all of Montana; Nobody can do it as well…– 2. Control needs; I like to be in control and on top of things– 3. Subordinates are weak; now---you have a selection/staffing
The long runway is better than the short runway; start planning when in early (40’s, 50’s)
Succession planning is very, very easy to put off:– Concerns about our own mortality; you block it out– Brings out denied/covered-up family issues– My work defines me, what will I do if it’s gone? Impact on my
marriage?– Control needs; can I let go?
Will your successor be an immediate family member– Capabilities and Fit– Drive and Motivation
Understand People and Human Nature– Build Relationships (leadership by example is redundant)– Understand strengths and weaknesses of your employees (model)
Lead: Provide Direction; Communicate; Create a Positive Work Environment
Provide & Receive Feedback– Listen and be open– Don’t be defensive– Manage your emotions
Make Progress on Meaningful Work
Manage Yourself: Deal with your Emotions, Frustration, & Temper– Stress management– Depression– Over eating/drinking– Exercise to relieve stress and improve mood