Laura's Letters
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Vol. 6, Number 11 - November 2005
Publisher: Laura Benjamin
http://www.LauraBenjamin.com
(C)Laura Benjamin International Inc. 2005
Reprints upon request and with attribution please
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Quote of the month:
"The purpose of life is to live a life of purpose." (Unknown)
"For every action, there is an equal and opposite criticism."
(Comedian Steven Wright)
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In This Issue
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1. Breaking News
2. Not a Strategic Thinker
3. Perspectives
4. Useful Resources
5. Shameless You-Know-What
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1. Breaking News: Laura's New Book
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If you wondered why you didn't receive a September, October, or
November newsletter from me, it's because I was writing a book.
And now, fresh off the presses...
The C.A.R.L.A. Concept(TM): How to Raise an Issue, Prove Your Point
& Communicate with Confidence and Clarity, 2005, Pinehurst Press
Do you...
...choke up in meetings when it's your turn to state your case?
...feel invisible in front of the boss when you try to prove a point?
...wish your mouth would occasionally cooperate with the brain, so
you sound intelligent, informed and in-tune?
The internationally recognized communications tool is now an
easy to use handbook. The C.A.R.L.A. Concept(TM) is a simple,
straightforward method for those crucial times when you need to
give or get clear, concise, comprehensive information.
Learn to:
- raise a concern without being labeled "not a team player"
- self-coach for stronger strategic decisions
- debrief the boss in 5 simple steps
- pitch a persuasive point to partners, prospects and clients
- shorten the line outside your workplace door
- heighten credibility with senior leaders
- facilitate a gap analysis process
- use as a behavioral interview tool to hire top talent
- establish decision-making and self-directed skills
- raise your response rate
This straightforward communication method proves it's not what
you know but how you say it that raises your "credit rating" with
those who count. It's helped hundreds of frontline leaders,
salespeople, human resource professionals, business owners and
students make better decisions based on clearer communication.
For more information, please visit: www.LauraBenjamin.com
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2. You're Not a Strategic Thinker
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One of the most recent ways to cut your people off at their knees
is to tell them, "You're not a strategic thinker." There is nothing
more frustrating for a hard working frontline manager who struggles
to do more with less to now be told there is something wrong with
the way they think.
Yes, it's true there are always better ways to do things, especially
when budgets and headcount shrink. There ARE too many people who hide out in busy-ness and then complain that they can't possibly get it all done. But for the majority of folks, this latest buzzword can be downright insulting; it infers that whatever you've been doing up
until now isn't good enough. Despite the layoffs, reorgs, budget cuts
and 12 hour days that force people into overdrive for extended periods
of time, it implies that if you can't keep up, you are obviously not
being strategic enough or you wouldn't be so fried. Yet, if you were
more strategic, you could figure out a way to manage these challenges
and take a full lunch hour every day to boot.
There are a number of problems with this latest management approach:
1. It devalues or ignores the lessons we learn from rolling up our
sleeves to down get into the nitty-gritty of tactics. Those who live
in the rarified atmosphere of "strategy" often overlook the gaps in
execution. Field commanders know that you must move between strategy and tactics in response to rapidly changing conditions to learn whether the strategy really works. It often becomes clear that the original intention does not lead to the best outcome. When you learn along the way and make the tactical tweaks, you sometimes end up with a result far different than what the plan originally called for...and sometimes it's even far, far better.
2. It shuts down communication. When you tell someone they're not being strategic and they are living in a tactical world, they may choose not to tell you what they're up to in the future for fear of criticism. To make matters worse, those who do raise the red flag and say "Hey, this
isn't working like you'd planned", are often told to "get on board" and
"be a team player". Their concerns are misinterpreted as disloyalty or
rebelliousness. They learn quite quickly to follow orders, not question
and let the chips fall as they may. This is not the best way to develop
innovative, courageous, problem-solvers.
3. Too often, the comment is made without any clear instructions or
guidance on exactly HOW to become more strategic. It takes a skilled
leader to take the time to show their people through simple, straightforward examples how a better strategy might have avoided excess cost, heartburn, etc. It's just not right to lay that criticism on someone without teaching them how to shift their approach. It's also not right to overlook the necessity that sometimes people have no choice but to handle the tactical issues, especially when you're the boss and it's your responsibility to get 'er done. (For a great tool to coach people to make better decisions, I can't help but suggest the 'C.A.R.L.A. Concept' yet again.)
For some reason, strategic thinking has taken on an aura of a higher
state of being. The word on the street is that those who have "the gift"
supposedly see things that lesser beings cannot. From my view, being heavy handed with this concept is a subtle form of discrimination that ultimately wrings the initiative and creative juices right out of your people. It sends the message you've been judged and found lacking and your suggestions will henceforth be seen as "tactical" only.
Considering what people have to go through to get the job done these days, let's focus on ways to help people make better decisions without shutting them down. You wouldn't believe the number of top performing, hard working, dedicated folks who routinely get the wind kicked right out of their sails when they're told, "You're not a strategic thinker."
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3. Perspectives
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A Quick Trip to the Troublemaker List: One of the fastest ways to
shut down communication is to label the person who dares to raise
an issue, "not a team player". The toughest call one can make is
knowing when to speak up and voice their concerns. They wonder, is
it worth it to run the risk of making the situation worse than it
already is? Or should I suffer in silence and ignore the problem?
If you want more interaction from your folks, be careful how you
respond to their concerns when they raise them. If you want to teach
them how to raise concerns respectfully so they can be heard, then
use the C.A.R.L.A. Concept(TM) to coach them on better communication.
The Pro's and Con's of Venting: On the other hand, venting is a
totally different matter. Some believe they are entitled to "vent"
as a release from frustration and stress. That doesn't make it okay.
That doesn't make it constructive. Self management skills are difficult
enough to develop and maintain as it is without giving ourselves
permission to let it all hang out on a regular basis. It's kind of
like chocolate. A little bit is a very good thing, but too much can
make us sick. Too much venting steals the energy we need to resolve
the problem. It typically doesn't lead to results. Practice contain-
ment. Allow yourself decreasingly smaller percentage of venting over
time. See if you don't feel more in control.
Who's Job IS it Anyway?: In "First, Break all the Rules", the authors
cite one of the top 12 needs of top performers is to receive some form
of praise or recognition every 7 days. Does YOUR manager give you any
kind of pat on the back at least once a week? Well, if they don't shame
on them, but don't sit back and wait around for a miracle to happen.
It's not just the bosses' job to show appreciation. A sincere thank-you
from a co-worker is often more valued anyway. Be a change agent and look for ways you can give recognition to anyone around you who is deserving. You never know...maybe the boss will take notice and get on board.
A Lost Cause: There are people for whom no amount of teambuilding,
coaching, performance behavior plans, etc. will ever do them a lick of
good. They have challenges that go way beyond your skills. They need
counseling and/or medicine. They need your Employee Assistance Program if you have one. Don't beat yourself up for not being successful at trying to "reform" them. Decide just how much energy you are willing to invest and then decide what boundaries to draw to protect that energy.
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4. Useful Resources
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Oh Solo mia! The Hip Chick's Guide to Fun for One, by Wendy Burt
The essential guide for women in search of ideas to entertain
themselves after wearing out the neighborhood Blockbuster.
http://www.burtcreations.com/bookD.html
Breaking Into Freelance Writing CD's, also by Wendy Burt, recorded
live. 3 hours of concentrated tips and recommendations on how to
get your articles, greeting cards, and books published from this
prolific author. More info at www.LauraBenjamin.com/resources.htm
The 5 Dysfunctions of a Team, Patrick Lencioni
Another business fable book, but I was pleasantly surprised at the
relevancy of this storyline and the subsequent model he uses to
highlight team dysfunction. Your folks may see themselves in this book.
The World is Flat, Thomas Freidman
From the Pulitzer Prize-winning author of the Lexus and the
Olive Tree, this new book explains what the "flattening" of the
world means to countries, companies, communities, and individuals.
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5. Shameless You-Know-What
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Jan 20 Train-the-Trainer Public Workshop, Colorado Springs CO
DiSC® Profile & Team Dimensions Instruments
This full day workshop is for trainers, teachers, frontline
managers, business owners and HR professionals who want to learn how
to use the new DiSC® Classic Personality Profile and Team Dimensions
instruments. It will help you develop your employees, broaden your
sales and service skills, and expand your curriculum. To register,
visit www.LauraBenjamin.com, email: Laura@LauraBenjamin.com or call
719-266-8088 for more information. Add your name to the wait list or reserve one of the 17 remaining seats left for Jan 20th.
Laura's speaking fees go up in 2006. If you haven't yet locked in
your keynote speaker for an employee event, leadership retreat, sales
meeting, conference or convention please call before the end of the
year to secure your savings. Laura presents throughout the United
States and Europe. Keynote Address: "C.A.R.L.A. in the Crossfire:
Resilience in Uncertain and Changing Times"
Reserve your copy of "The C.A.R.L.A. Concept(TM): How to Raise an
Issue, Prove Your Point and Communicate with Confidence & Clarity"
or request a "6-pack" for your team as a Christmas gift. Go to:
www.LauraBenjamin.com and click on C.A.R.L.A.
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Laura Benjamin International Inc.
Colorado Springs CO USA
Phone: 719-266-8088
Fax: 719-785-5768
Laura@LauraBenjamin.com
http://www.laurabenjamin.com
(C)Laura Benjamin International Inc. 2005
Reprints upon request and with attribution please
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