Are You Asking the Right Questions?

As a leader, do you ask the right questions to move forward the work of your school/organization?

As a leader, you have responsibility to set direction, sustain the vision of your school/organization, develop the people within the organization, lead and manage your core business, and secure accountability.  It's a tall order for anyone.  All skilled leaders know that facilitated processes are the most effective to build depth of understanding of issues, to create strategies for moving the work forward, and for ensuring buy-in on the part of staff.  It's a lot to do but this picture is a common one for knowledgeable leaders who get results. 

But something's missing.  Even if we demonstrate these behaviours, we may miss the mark with our facilitated processes if we don't ask the right questions during the processes.  This became painfully evident for me very recently at a facilitated session.  Without the right questions even the most dedicated members of staff can take your school's/organization's work off in different directions. 

Next time you call people together for a facilitated process - regardless of the purpose - be absolutely certain that you're working with the right questions.  If your question isn't finely tuned to your school's/organization's needs, you'll end up with high-quality work......but it won't be the work you need. 

It just might be time to brush up on your facilitation skills or to invest in the skills of a well-experienced outsider.  A misguided facilitation can get you going quickly in the wrong direction.

Leadership Presence

As a leader, how do you build your leadership 'presence'?

Simply because you hold a leadership role, it doesn't mean that you have 'leader presence'.  Leader presence is not an innate quality; it is a set of behaviors that you can learn over time. Whether you are a natural wallflower or a social butterfly, you can enhance your presence by doing the following:

• Focus and relax. Calm is the foundation of presence. Use your breathing as an anchor that you return to when you get stressed or start to lose focus.
• Gain awareness. To change your behavior, you need to know how you are perceived. Pay attention to how people react to you and ask for candid feedback from those you trust.
• Practice with support. Telling a colleague or mentor you're working on presence can boost your skills and confidence. The feedback you receive can also reinforce momentum.
• Start by buying time. One of the first behaviours to demonstrate presence is informing those who ask questions that you need some time.  Try saying this:  "This is important.  I want to give it some thought and to check with some others.  I don't want to rush my response.  I'll get back to you tomorrow."  Comments like this build your presence by indicating that you take time, you see what's important, you think things through, you reflect, you consult when necessary, and you'll respond when you are ready.  Each of these is an aspect of 'leader presence'.

Adapted from "Developing Executive Presence" by Joshua Ehrlich.

Embracing Distractors

As a leader, do you encourage or discourage distractors in the workplace?

Recent studies have revealed the productivity cost of interruptions in the workplace. But as the world gets more distracting, can we truly uphold the ideal of undivided attention?   In fact, is undivided attention even desirable?  Not all disruptions are negative. Gazing out the window allows your brain to come up with new ideas or process information. Logging on to social media for a few minutes can give you a much-needed break so you return to work in a better, more productive mood. Instead of barring things that take attention - your own and that of the staff you lead - away from work, try creating and embracing positive interruptions. You might even want to talk with people to find out how they use distractors to help them be more effective in their work.



Adapted from "Three Skills Every 21st-Century Manager Needs" by Andrew L. Molinsky, Thomas H. Davenport, Bala Iyer, and Cathy Davidson.

Engaging an Audience with your Message

As a leader, how do you engage an audience when communicating?

As a leader, you need to communicate with individuals, small groups, and large groups on a regular basis. To capture any audience's attention, you must frame your message properly. Whether you're making a presentation, composing an email, or talking with your boss, here's how to convey your idea: Start with what you want. Busy colleagues don't want to wait for the punch line. Provide the most important information up front.  Don't leave them guessing what your message is leading up to. Explain the complication. Give the specific reason for your message. What prompted you to deliver it?  Why is it important? Connect to the big picture. Explain why your audience should care. Point out what is relevant to them and how it links to their goals.  Where does this fit in to the bigger picture? End with a call to action. Once you've set the context, reiterate what you need or possible actions that you're recommending.  Adapted from Guide to Managing Up and Across (HBR OnPoint Collection).

Mentoring - Maintaining a Valuable Relationship

As a leader, how do you sustain a learning relationship with your mentor?

Securing the right mentor is a major hurdle, but maintaining the relationship can be just as challenging. To keep the mentoring relationship going, try these three things:

• Provide structure. Set up regular meetings with agendas so your conversations don't degenerate into aimless chitchat. Make sure each meeting moves you toward your goals.
• Expect rigor. If your mentor doesn't provide regular assignments, ask for them, and work them into your agenda.  You have a mentor for learning so ensure that the learning occurs.
• Know when to move on. Once you've achieved your goals, move on before the law of diminishing returns kicks in. But stay in touch. Your mentor may become a valuable supporter of your 'leader learning' even once your formal relationship ends.

Adapted from Guide to Getting the Mentoring You Need (HBR OnPoint Collection).

Mentoring - Getting the Right Start

As a leader, do you take advantage of mentoring to build and refine your skills?

Leaders need mentors.  Few of us can truly be as effective as we'd like without a solid mentoring relationship in place.  Once you've secured a mentor, kick off the relationship the right way. Here are three things you can do as a mentee to help create a successful partnership:

• Get to know your mentor. Don't immediately ask for advice. Take the time to acquaint yourself with your mentor. Ask questions about her experience and working style, and share in return.
• Air concerns. You may be nervous about admitting your mistakes and fears. Establish an expectation of confidentiality up front, and remember this discretion should be mutual.
• Set milestones. To gauge progress, set goals and chart a path to achieve them. To expedite the process, draft a list of milestones and ask your mentor for feedback.

Adapted from Guide to Getting the Mentoring You Need (HBR OnPoint Collection).

Getting Comfortable with Collaboration

As a leader, are you truly comfortable with collaboration?

We praise and encourage collaboration for improving problem solving, increasing creativity, and spurring innovation. Done correctly, it does yield all these benefits. But it can also be scary for us as leaders. Here are three facts you have to accept, and embrace, about collaboration before it can work:

• You won't know the answer. There's no point in collaborating on a complex problem if you know how to solve it. Be comfortable with ambiguity and accept that you aren't necessarily the expert.  The wisdom is in the room because it is a collective wisdom.
• Roles will be unclear. Responsibilities are often fluid. Be ready for the role you play to change with each phase of the work.  That said, addressing who is responsible for what can be helpful in moving work forward.  It just doesn't need to be you, as leader, who determines who does what.
• You will fight. If you avoid conflict, nothing will happen. Knowing how to debate tradeoffs between options means knowing how to productively argue.  This may take some practice for the whole group.  Establishing norms for processing different opinions is very helpful.  Effective processes also allow for a range of voices.

Adapted from "Eight Dangers of Collaboration" by Nilofer Merchant.