The MAP Blog

By John Manning, General Manager, MAP

When it comes to leadership effectiveness, information is power. So gathering all the facts about how you’re doing as a leader — and then using that information to your advantage — is key to your success. Be proactive in determining what’s working and what’s not. Seek feedback from co-workers and colleagues. Look for common themes that improve your understanding about how you’re really performing and managing. The fact-finding mission will pay off, unlocking an otherwise hidden opportunity to move your career ahead.

No matter how good you feel about your leadership, it’s still critical to examine your own performance and style periodically. Shift your attention from others to yourself for a change, making YOU the focus. And when you do it, keep these few points in mind:

1. Avoid the “I am who I am” mentality. This is that classic, “nothing’s gonna change” mindset that you’ve probably seen with mediocre leaders. In a professional environment, it’s stifling, sometimes toxic and a common career derailer. Meanwhile, great leaders embrace challenging strategies that deliver growth and improvement. They revel in becoming more effective in whatever they’re doing, saying or being. To join those ranks, you must embrace the “be open to change” mindset, move out of your comfort zone, and start taking steps to sharpen your leadership potential.

2. Remember, facts are friendly but sometimes painful, too. I remember the first time I asked for feedback from my direct reports. My division was number-one in the company, and it seemed like a good time to get some glowing feedback from my direct reports. But to my shock, it wasn’t so flattering. I recall sitting at my desk, feeling hurt, angry and sad. But after I processed a whole range of emotions, I realized they were right. The criticism was legitimate. I needed to change and committed to doing so. The lesson? Always take the good with the bad, and realize all feedback is a gift. Learn and grow from it, and you’ll become a better leader.

3. Keep your confidence about you. In assessing your leadership effectiveness, be smart about how and when you gather the information. Do it too little, and people think you’re stuck in that “I am who I am” mindset mentioned above. Do it too much, and folks will peg you as insecure, unstable or weak. The key is to be strategic about how you conduct your fact-finding mission. Make it a formal, rather than random, part of your management program. For example, after giving a seminar, provide an anonymous survey as a part of routine follow up. Avoid the temptation to go running around after the event, asking everyone how you did. Incorporate that same strategy into how you manage feedback with your direct reports or clients. Carefully time when and how you collect the data, and don’t bombard people with personal queries. It sends a message that you doubt your potential and need a constant pat on the back.

What are some good tips to help leaders assess their effectiveness?

By John Manning, General Manager, MAP

As a company leader, you know that one of the keys to business success is investing in your employees. It’s important to support your direct reports with coaching, training and ongoing education — whatever it takes to enable and inspire them. But how often do you take the time to improve your professional acumen? Just as with your employees, the more you put in to develop yourself, the more return you’ll get from your investment. So take responsibility for your professional growth, pledging to focus on yourself for a change and then:

1. Create a self-development plan with actions and dates that establish accountability. The very best bosses I’ve worked for were self-driven, lifelong learners who were always putting their goals down on paper and assigning a timeline with action steps for accomplishing those goals. They remained personally accountable to whatever they were pushing themselves to learn, do or achieve. And having that plan on paper as opposed to just in your head was critical. As such, their ideas became less a dream and more a reality because they now had a carefully defined roadmap with action steps for implementation and a timeline for accountability. What I learned from these successful bosses is that having, implementing and sticking to that written plan boosts the odds of its success.

2. Work with a trusted, honest mentor. And you can’t just pick any ‘ole buddy or colleague you admire. Start by choosing someone who is an expert in whatever you’re trying to accomplish, learn or understand. This person needs to have “been there, done that,” and have done it well! Also, pick a mentor with good coaching skills — someone who will patiently guide you in decision-making, but not tell you what to do. You’ll want a mentor who is a straight shooter, always giving you the truth about your strengths and weaknesses. And remember, a mentor should always keep what you’re working on confidential unless you’ve given that person permission to share information about the experience with someone else. Your secrets must be safe with your mentor.

3. Increase your expertise by engaging in relevant, continual learning opportunities. As if you have space on your calendar to sign up for classes, learn some new skills, or go to that annual conference, right? Well, no more excuses — time to make room for your professional development. But don’t worry… you can and should pace yourself to avoid burnout. Just like strength training at the gym, start off easy (but do get out of your comfort zone) to better your professional development. Perhaps commit to reading one chapter of a business book every night before bed. Maybe download an app that delivers business news to your Smartphone and scan the info while drinking your morning cup of coffee. Or, attend the local chamber’s hour-long business seminars simply once a month. Good learning opportunities of all kinds and sizes are everywhere. Invest in yourself in ways big and small, and you’ll soon net noticeable rewards.

Do you have a trusted mentor?

By John Manning, General Manager, MAP

There’s nothing worse than long, unproductive meetings. Sitting through them feels like you’re dying a slow death. And there are so many better things you could be doing with your day! But is it possible to really slash meeting times and boost productivity? Sure it is — if you institute and, importantly, stick to a few “ground rules” such as “no sidebars,” “turn off electronics” and “no pontificating.” You can also trim time by allocating specific time for each agenda and then assigning others key meeting roles (i.e., timekeeper, facilitator). Don’t let the next meeting be your grim reaper! Take steps today to make that next meeting shorter, stronger and more effective.

To expand on this a bit, I’ve written up some “Rules of Engagement” for shorter, more successful meetings. If the meetings you run don’t have similar guidelines, hand these out and give ‘em a try at your next opportunity. (Oh, and then don’t forget to enforce them!)

1. Turn off outside electronics. Harsh as it may sound, cell phones, smart phones, iPads, laptops and other such electronic devices need to be “in the off position.” We may not be taking off for a landing, but everyone at this meeting needs to give their full attention to the subject at hand and whomever is speaking. Laptops, in particular, create a barrier between the person sitting behind them and everyone else in the room. Turn ‘em off and put them away.

2. No sidebars. It’s downright rude when people start talking among themselves when someone else has the floor. As tempting as it may be, just don’t do it. Resist the urge to have a one to one with the people next to you.

3. Better your body language. Use your body to be more present, involved and receptive to whatever is being presented at the meeting. Watch out for slouching, fidgeting and poor or possibly offensive eye contact or gestures. Drop any hidden defenses, opening your arms if they’re crossed and positioning your head, heart and feet more toward the speaker. Nod with understanding, not just agreement.

4. Watch what you say, avoiding pontification, posturing and verbose verbal communication. There’s nothing worse or more damaging to a meeting’s success than an opinionated speaker who talks too much. True, everyone is entitled to an opinion and opinions should and will be heard, but avoid going overboard or you’ll bore (if you don’t outright offend) everyone in the room. Speak when you’ve got something productive to contribute. Save lengthy stories for the water cooler. Stop yourself short of saying anything (particularly personal or political) you might later regret.

5. Respect the agenda timeline. And along with that, respect people’s participation in light of a (hopefully) shorter timeline for the meetings. If you’ve had the floor for a couple of minutes, the time-keeper has given the five-minute warning, and three more people wish to speak, wrap it up ASAP.

What are good ground rules to conduct effective meetings?