Category: On the Job

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On the Job

The Power of One Word

Earlier this week, Libby and I taught a course on facilitation for the American Society of Association Executives (ASAE). It was a great group of engaged and thoughtful participants. If you’ve read any of my posts, you know my favorite part of all the sessions I do are the gems from the attendees – the power that comes from a group of people willing to share their thoughts and experience is truly amazing. And this session was no exception. While we were sharing tips and tricks, one of the attendees shared her one word exercise. It’s simple and can be used at any point during a meeting: each attendee shares one word to sum up their thoughts. It can be a feeling about where the project is, an item to suggest for the next agenda, a thought on the how the meeting went…you get the idea.

I love this tool. I used to volunteer for a suicide hotline and in the training of new listeners (that’s what the hotline volunteers were called), we focused heavily on empathy and feelings, and this was one of the tools we used. At the end of each training session (and some of them were pretty intense, as you can imagine), each listener had to share one feeling word to sum up where they were in the process. We heard a lot of nervous, anxious, apprehensive, excited, overwhelmed and so on. It helped us as trainers get a sense of where the trainees were in their journey, and it also helped us all practice using feeling words. Having to select only one word really made us all focus. We all had a lot of reactions, thoughts and feelings during a session, but being forced to narrow it down to one word really made you think. Very often, I was energized by the team in the room and the commitment they’d made to be there. I was hopeful for our community, given the number of people who chose to spend their time this way. And I was grateful to be a part of it all.

Bring reminded of that exercise earlier this week has reinvigorated me and put me into a different head space. What’s the one word I want to describe my day today? This meeting? This interaction? How do I want to feel about where I’m at? How I’ve spent my time? And what can I do to influence the one word people would say about their interaction with me? These are powerful questions and I encourage you to take the one word challenge. What do you want your one word to be?

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Ashley On the Job

Email Hell

You guys, I’ve had writer’s block. What makes it so awful is I’m not even a writer! How can this be?! I mean, I like to think I’m sort of an amateur writer with a few decent stories to tell, but this level of avoidance and frustration is out of hand. (Bless you, real writers.)

A few weeks ago I started a new gig. I’m going out on a limb here, but I’d say in the last three weeks, I’ve received double – maybe triple – the typical number of emails in my work inbox. (Eek!) I started thinking that maybe my desire to write is being hindered by the amount of work-related writing I’m currently on the hook for. Basically, work email is trumping my communication priorities. At this point, I’m so desperate to not email that I have tried to solve a good portion of the email questions/proposals I receive with a phone call or an in-person chat. (And “chat” should be used loosely…we all know those are turning into meetings.)

Luckily, I like to read and have a metro commute of decent length that allows for some quick wins in my day. (Flipboard has been super awesome for streamlining the content input in my life.) Last week, I ran across this FastCo article, “How Email Became the Most Reviled Communication Experience Ever.” Warning: they used an over-abundance of obnoxious GIFs in the article, so read with caution. And to save you from losing your lunch trying to read between those GIFs, I’ll boil it down to the bad news, folks: We tried to make email do everything and now it’s not exceptionally good at anything. To make matters worse, we’re pretty much neurochemically compelled to check our email…on the chance that there’s something critical this time.

The article was a timely read since I’m implementing new project management processes for a team in need of major process improvement as part of their product deliverables. The team is actually giving some of the tools highlighted in the article a shot and testing for comfort levels and usability. I’m hoping we can find just a few tools that can begin to replace the functions that people have turned to email for…and hopefully I can get back to writing about things I love and things that inspire me. In the meantime, if you need me, I’ll be digging out of email hell.

– Ashley Respecki

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Karen On the Job

Human Engagement is Good Business

Karen - EngagementI’m concerned.

I strongly believe businesses that provide any type of service need to be continually trained on how to interact with humans.

Providing extraordinary service and excellent human engagement is electric! It’s contagious. It’s vibrant. Why are companies compromising this business principle?

You don’t want people to respond negatively to your company. Trust me. That is baaaaaaad for biz’niz.

Do you know why companies are missing the mark? They don’t think Human Engagement is a topic that requires training throughout the entire organization.

I was fortunate to participate in a customer service training program from one of the world’s finest service industries: The Disney Institute. There’s a reason they’re larger than life. If your company is bringing in billions, well then, stop reading this post right now and go eat some pizza and have a latte.

The Disney Company is determined to exceed your expectations at all times. This is good. Very good. More than good. Outstanding. A non-negotiable and the only way to be. Adopt this approach and you will see growth.

Here’s the famous question that many companies are addressing: Why is revenue down?

  1. Check out the inner-workings of your company – not the peripheral! See it as a rock thrown into water. The place it lands has the greatest impact; from there the ripple effects extend. Start where the rock lands. How extraordinary is your internal infrastructure? Does it exceed the expectations of your employees? If not, then you have a problem.
  2. The problem is not ‘out there.’ We are too quick to critique our “field workers” – our lovely comrades who are interacting with the external realms that draw in new and fresh business. They are not the problem. I repeat: they are NOT the problem. If you start with the customer’s wallet, then you will not succeed. Whether the external customers choose your company or not is not the problem. That is merely the symptom. The root problem starts in the internal infrastructure. In other words, the problem begins with the DNA. Get the DNA back on track, and you’ll get the ripple effect you desire.
  3. Train how people serve within your company. How do you enhance human engagement? Train. Re-train. Train again. Train some more. Train, equip, and train, train, train. Where do you start? Ask for help!

The good news? It’s a small fixable problem that produces a big impact. Human Engagement rocks! (no pun intended.)

– Karen Thrall

*also published on www.karenthrall.com

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On the Job

Feedback: The Ultimate Gift

Last week, I had the chance to lead a session on feedback. I was particularly looking forward to this discussion because the team had selected feedback as one of four issues they wanted to cover during the year for their professional development together. I love that they opted to spend their time on the topic because it can be such a tricky subject and many people prefer to just shy away from it (or rely on the feedback sandwich. Don’t even get me started there…). But this team was willing – and excited! – to put their time and resources into learning more about giving and receiving feedback with the goal of strengthening their team.

We spent some time going over the basics, establishing common language and talking through a few tools that can be used in both giving and receiving feedback, but my favorite part was how engaged they were when it came time for questions and discussion. I was impressed with the level of candor and trust among the group. It was clear they had some shared experiences where honest feedback could be helpful, especially with their external clients, and they were willing to dig into those issues. This team had created an environment where it was okay to talk about the scary parts of feedback – when your emotions come out your eyeballs, for instance. And they not only asked for my advice and experience, but wanted to hear from their colleagues as well on what had worked for them, or how they might handle a particular situation.

At the end of the session, we practiced feedback in the form of session evaluations. 100% of the team said the session was worth their time, which was the best feedback I could have asked for. They were also generous with what they liked and what worked well for them as participants, as well as aspects that could be improved. Yes, I was there to help guide them through a conversation about feedback, but the feedback they provided to me in the form of their active participation and thoughtful evaluations is a gift for which I’m truly grateful. I can’t think of anything more valuable than someone making time to share their insights with you in the form of feedback. How cool is that?

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On the Job

Change: The Universal Language

Last week, Karen and I teamed up to present a session in Atlanta, Georgia. Our session was titled “Change the Game, Don’t Let the Game Change You,” in honor of the great Macklemore & Ryan Lewis. While I’ve been consulting and working with architects and their professional association for almost a year now, I don’t have a background in architecture, and neither does Karen. Sure, we can both appreciate good design, but you definitely don’t want us in charge of designing your building. And while we love to share our experience with change, the most powerful part of the session – and our favorite – is hearing from the attendees themselves.

Karen and I don’t design buildings, and our session attendees don’t teach on the subject of change, and you as the reader don’t have the same background, either. But we do have one thing in common, though: we’ve all experienced change. While the specifics of the changes we’ve had in our personal and professional lives can be vastly different, the emotions that come along with change are usually very familiar: anxiety, excitement, fear, apprehension, curiosity, happiness, relief. While I may not be able to relate to the exact situation of the change happening in your architecture firm, I can definitely relate to feeling nervous about what a change might mean, or being excited about the opportunities it might present for me. And in relating to those common feelings, we find the commonality in our experiences and can learn from each other. That was the coolest part of or session last week – helping the attendees find their common ground and connect with each other. Sure, it was easier since they were in the same industry and they were much more likely to have more similarities in the change they’re experiencing. But it’s powerful knowing you can connect with someone based on a shared experience in emotion. And the cliche about change is true – it’s the only thing that’s constant. We may just as well get comfortable with it and comfortable reaching out to those who can relate. It makes the journey a whole lot easier.

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On the Job

On the Road: Is It Worth It?

When technology rules and there are seemingly endless ways to keep in touch (or distract ourselves!), is meeting face to face less important? As I write this, my bags are packed, and I’m en route to Atlanta, where nearly 20,000 professionals from the architectural, engineering and construction industries will come together for the next three to four days. There will be hundreds of education sessions, evening events and opportunities to informally connect while we take over the city of Coke, CNN and inspiring leadership lessons from Martin Luther King, Jr. and President Jimmy Carter.

But do we really need to be physically together in the same space? We’ve got email, conference calls, video chat, Facebook, Instagram, and Twitter, to keep us connected in our homes and offices. We’ve also got commitments like jobs, families, friends, and budgets that make travel more challenging and increase the appeal of those electronic connections even more. And while all of that is true, and it is easier to keep in touch than ever, I absolutely think there’s still value in being face to face, and in the case of a large convention like this, being part of something bigger than yourself.

We so easily get bogged down in the day to day and promise to catch up with friends and colleagues later. But later keeps getting pushed further and further away as the urgent drowns out the important. Sure, the education and keynote sessions at a conference like this are great (I sure hope so, since Karen and I are leading one!), but the real magic happens between the attendees. Sure, that can be during a session, but it’s also in the hallway, during lunch, over a cocktail or two or even bumping into someone from the same conference out and about enjoying the host city. There’s something incredibly powerful in getting out from behind your desk and daily routine, and taking a moment to connect with someone else who does what you do and giving yourself permission to focus on your own growth for a minute or two.

When is the last time you unplugged and met a friend, family member or colleague for some face time and did yourself a favor in the meantime?

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Awesomeness in the World On the Job

Personal is Perfect

In order to add an element of fun to a recent staff gathering, a team leader hid a prize envelope under the chair of one of the attendees. In the middle of the meeting, the attendee in that seat found out he’d won treats for his department, delivered courtesy of the team lead. No specifics had been promised, and the plan was to figure it out after the meeting (you know how many logistics go into a big meeting leading up to it – sometimes you’ve got to punt what you can).

In a discussion afterwards about what sorts of treats would be appropriate, several ideas were tossed around. Custom logo cookies. Cupcakes from a local bakery. Make your own ice cream sundae bar (and yes, I really just wanted a giant cupcake for most of the conversation). The next morning, the team lead asked a couple of us if we thought it would be too hokey if she baked cookies for the team instead of anything we’d talked about. It was a GREAT idea. What a very cool, personal touch. Who doesn’t love the childhood nostalgia of homemade chocolate chip cookies? And what a fun way to not only add an element of surprise to the meeting itself, but follow up afterwards with not just the treat, but the important message of making the time to do something with such a personal feel.

I think we so often want to do something to let people know we’re thinking of them or that we value them, but we get caught up in thinking we have to do the one right thing, get the best gift or spend the appropriate amount of money. And before we know it, we’ve become too paralyzed and done nothing. I think most often it’s the little things that mean the most – a handwritten thank you note, inviting someone out for a cup of coffee and conversation, or, of course, a baked good. What can you put your own personal touch on to let someone know you appreciate them?

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Ashley On the Job

Trust & Empowerment

Working in teams is hard, and it’s difficult to pinpoint all the reasons why. I’m sure you have some ideas as to why – I sure do. Varying personalities, goals, passions, work styles, and so much more make teamwork challenging. While teams can struggle when priorities differ, there is also incredible value in recognizing the strengths of individuals to optimize the efforts of the team and create dynamic results.

There’s a great tool that’s caught on at work recently; the Gallup StrengthsFinder 2.0 assessment. (The Chief Goodness Officer here at Good for the Soul knows this tool well – she shared her own experience back in January!) If you’ve never heard of the assessment, it’s worth a look, and more than that, a consideration as an asset to your personal and professional future. You answer a series of questions in split second time and at the end, and then you receive a custom report based on your top 5 strengths. I won’t oversell it here, I’ll just say, it’s been enlightening for me, and impacted the way our team works together.

What’s happened with the StrengthsFinder 2.0 outcomes for our team is this: it’s given our team a platform to openly recognize one another’s genuine strengths. Sure, it sounds like the outcomes could be pretty stale and obvious, but they’re not. Even if you have an overlapping strength with a teammate, your custom report highlights the variation in your strength given the order, makeup, etc., of your top 5. The results have also afforded our team an opportunity to speak frankly about what makes us tick, and what we see as opportunities for our future work model.

For me personally, this exercise has taught me a lot about trust and leadership. When leaders trust their team, they can more easily develop consensus for priorities and projects. When leaders allow their team to make decisions on the team’s behalf and team members step up to the plate to make decisions without having to confer with a team lead at every corner, the results can be vast! Shortened decision making time frames and more dynamic and reiterative outcomes are just a couple of the positives results. The best leaders don’t just lead; they empower. When you recognize your team’s strengths, focus on building trust, and tackle challenges through empowerment, in my book, you’re doing great things as a leader.

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On the Job

Continuity vs. Competition

Last week I facilitated an annual meeting of 60 volunteer leaders in New Orleans. It was Mardi Gras, so it was a special treat to be visiting the city at that time. But even more fun than being in New Orleans for Mardi Gras was the energy these volunteer leaders brought with them. Some would argue that they’re the next generation of leaders, but I think they’re today’s leaders. Sure, they’re newer to the profession than some of their colleagues, but that doesn’t make them any less capable, passionate or dedicated. In fact, in some ways, it makes them that much more qualified to be leading these discussions. When they talk about the future of where the industry is going, they’re talking about their future. They’re incredibly invested in ensuring growth and prosperity for the next several decades.

While the meetings are always productive, I typically enjoy the unstructured conversations over drinks and dinner much more. And New Orleans was no exception. Some of the local members were kind enough to host a reception for us, and I had a great conversation with one of their young leaders. She shared a recent conversation with me that she’d had with her boss. There hadn’t always been support for mentoring, and it seemed that sharing wasn’t a priority for the established professionals. They were talking about grooming the next generation, and she shared something I thought was incredibly profound, yet simple. Mentoring up-and-comers fosters continuity; it does not create competition. Her vision was that of a legacy for the organization — why wouldn’t today’s leaders want to leave a legacy of talent and performance that developed under their leadership? It’s an incredibly powerful legacy to prepare the organization for success long after you’re gone. So often we get caught up in what today is and where we are at this exact moment. Sure, mentoring someone takes time now, but the future rewards are more than worth the investment. Who can you help today to ensure your values live on tomorrow?

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Career On the Job

StrengthsFinder

A team I’m currently working with is using Gallup’s StrengthsFinder 2.0 skills assessment and I’m lucky enough to be taking part in it. I’ve participated in a number of assessments before and used a couple with my own teams, specifically the Myers-Briggs Type Indicator (MBTI) and the Enneagram personality types assessment. MBTI is probably the most well-known assessment in the circles I travel and along with that, probably the one that most people roll their eyes at as well. There is often not much time between getting the results and hearing, “Oh, that’s your ENTJ talking,” or “No kidding you’re an introvert.”

And as misunderstood as these assessments can be, I do still think there’s great value in taking the time to learn about yourself and the people you work with. If these types of assessment offer nothing else, they remind us that we all process information differently and approach the world with unique worldviews, and there is great value in those reminders. However, if you’re open to learning more, each assessment can offer more valuable insights on you and your teams.

What’s interesting to me about the StrengthsFinder is that it’s focused less on personality and more on – as the name would suggest – your skills and strengths. In our professional and personal lives, we seem to focus much more on our weaknesses and how we can improve those, and that’s often a recipe for failed New Year’s resolutions, feelings of inadequacy and plain frustration. The philosophy behind the StrengthsFinder is that if we focus on our strengths instead, we can build teams and partnerships with others who possess complementary strengths to our own, rather than looking to be all things within ourselves. It’s a fascinating concept to me, and one that makes a lot of sense. If we spent more time focusing on what we are good at rather than where we fall short, I suspect we’d open ourselves up to a lot more possibilities.

And just in case you’re curious, my top 5 themes are empathy, relator, communication, responsibility and developer, which seemed about right to me.