Leading highly technical teams

I’ll never forget the presentation delivered by the IT Developer who wanted to share every single piece of her brilliance with the rest of the room.  She lost me after 5 minutes – and I was her boss.  The rest of the room had long given up the will to live by the end of the 30 minute slot.

It’s a common challenge that IT project managers and their customers come to us with increasing regularity: how to lead and develop technical experts.

Leadership is an ever-changing landscape because every situation is different.  And so are human beings.  Yet we need to find ways to lead all kinds of people successfully.

There are common threads however.

  • The IT expert who wants to be acknowledged for their brilliance
  • Introverts who find it hard to pick up the phone
  • Details people who wonder why their five page email doesn’t get a reply

And then there’s the team dynamics.  Often teams are seen as fixed for the life of a project and this can damage the ability of the team to deliver.  The person you need the most to meet your programme deadlines might also be the most disruptive member of the team.

If someone with a highly theoretical mindset is expected to shift roles and be at the forefront of delivery, it can be a recipe for disaster.

And where does ‘leadership’ fit into all this?

Leaders need to have a practical understanding of the different leadership skills required of them.  They need emotionally-intelligent competences.  Not just so that they don’t get frustrated when the IT expert wants to show off their brilliance in the middle of a meeting – but so that they can support and develop that individual to use their skills well.

Leaders need to have a flexible mindset.  Confident in their judgement, so that, if team changes need to be made for the good of the project, the rationale is clearly conveyed.

The Forton Group was built to support people from technical backgrounds to be better leaders.  We’ve worked with scientists, IT and FinTech experts, engineers, medics and more.

What’s common to all these people is a consistent approach to leadership development that they can get their heads around – and apply in the workplace – today.

One that acknowledges their technical leadership and expertise, but helps them develop their relationship and people skills to best effect.

Once we understand, as leaders ourselves, that how we behave, how we model leadership and how we support others to develop – as successful members of the team – has a practical and immediate impact – change becomes much simpler.

Of course, some of them want more letters after their name –which is why we’ve developed a post-graduate level 7 programme in strategic leadership and management.  Others just want to understand the foundations and find ways to apply their leadership skills

So whether you need a taster, a 2 day-workshop or a year-long programme to develop your technical leaders, and you want tangibly better leadership, get in touch.  You’ll find us at +44 (0) 345 077 2980 option 1, or email info@thefortongroup.com.

Leadership Development – more than a chess game

I’m not a great chess-player, yet I did enjoy reading about the world championships in New York recently, and of course it got me thinking about leadership development

A ‘game of chess’ is more than a game.   As well as the political intrigue, the public pronouncements on the fitness of the players – which sound like a more genteel version of a pre-fight boxing bout – there are the celebrities and the hangers-on; the rivalries and the red-carpet receptions.

The big difference between the games of today and the cold war matches is that fans can follow on their smartphones – if they don’t have the time or funds to watch the matches live.

And what’s this to do with leadership?

Players talk about their opponents ‘resilience’; their ‘adaptability’ or ‘flair for creativity’.  There’s more than one match at stake.  They represent the wit and intelligence of their countries.

Like the chess grandmasters, it’s vital that leaders know and understand each and every one of their people.  What they are capable of.  What their strengths are.

By the way, they don’t seem to have a term for female ‘grandmasters’ yet.  But there’s as many women in the world top ten as on Boards in the FTSE 350 (20%).

It can sound dispassionate to describe moving people around like on a chessboard – yet it is vital that everyone is in the best role for their skills and strengths – at just the right time.

In today’s uncertainty and pace of change, it makes a huge difference to know that you have the right people in the team, ready to flex and shift as situations demand.

Yet, too often, we’re still working in more rigid ways.

Someone gets a job title and that becomes a fixed part of their mindset.  They become less task-focused and more status-aware.  Something a team member was willing to contribute to, now becomes ‘beneath them’ – and I’m not talking about making the tea here.

It matters even more when rewards such as pay rises and promotions are less available.  Job title and relative position – “I am a Knight and you are a Pawn” take on heightened importance.  And it never pays to underestimate the pawns…

So helping people stay in a flexible mindset by developing their leadership skills and behaviours is a vital solution.

This isn’t about position.

Today’s leadership development is about evidenced-based competencies; consistent application, flexed to the situation leaders face in the moment.  It’s about stepping up and taking responsibility – wherever we are in the pecking order.

What’s so powerful about the new leadership development is that it’s emotionally-fulfilling too.  Leaders grow and develop their own skills and have the satisfaction of seeing their teams becoming more empowered and delivering better performance too.

So if your job is to improve the performance of your people and teams – whatever the challenge – start thinking like a grandmaster.

And if you want tangibly better leadership, get in touch. You’ll find us at +44 (0) 345 077 2980 option 1, or email info@thefortongroup.com

The answer is leadership development – now what’s the question?

It’s often said that there’s no one way to deliver leadership development – and our clients are certainly prime examples of that diversity.

Leadership is the answer

  • We write ‘how-to’ guides for annual review and performance conversations – where clients want scripted solutions.
  • We teach flexible ‘manager as coach’ skills where situations are more fluid and less predictable.
  • We deliver ‘Level 7 PGCertificates in leadership’ where our clients want a mixture of skills and strategic thinking.

The one constant, however, is the need to equip leaders with the behaviours and skills to deal with what’s in front of them – today.

Without breaking the bank, losing half your staff to the latest management fad, or your top talent to competitors with deeper pockets.

The world is changing fast.  I refuse to use the ‘B’ word.  But I can guarantee it affects us all.

Better, more tangible leadership will steady the ship because it impacts on all aspects of your operations – individuals, teams, departments, the organisation as a whole – and its impact on the community and society around you.

And there’s a vital shift of attitudes that underpin successful leadership development programmes away from

  • Blaming others to personal responsibility
  • Waiting for someone else to rubber stamp solutions towards taking initiative
  • Latest fads to evidence-based leadership behaviours, consistently applied.

Recently from some very busy managers told me how committed they are to applying their skills.  Despite the challenges, everyone who reported applying the skills also reported benefits: ‘a really positive experience’; ‘it really motivated and inspired me’.

It’s great when managers feel that they have invested their time well.  Such that, even when they feel time pressures, they apply their learning.

What most struck me was how managers noticed that they can become enablers.  They simply support others to solve their own problems and feel better able to sort out their own issues themselves.

This sense of personal responsibility isn’t innate in everyone.  The good news is that, like every other leadership behaviour, it can be learned and applied.

Another client reported that, in every department where our programmes have been introduced, productivity has improved; employee engagement has risen and employee costs (sickness, absenteeism, legal) have fallen.

So if your job is to improve the performance of your people and teams – whatever the challenge – start with leadership.

And if you want tangibly better leadership, get in touch. 

You’ll find us at +44 (0) 345 077 2980 option 1, or email info@thefortongroup.com.

Five steps to leading under pressure

One of the reasons I love talking with younger people about leadership is that they’re very transparent about their expectations.  While we’re busy devising development programmes, setting learning goals and more, they’re focused on the nitty gritty of job titles, office size and company car potential.

I love that pragmatic nature, and I’m always amused by how we expect our careers to flow smoothly in an ever-upward direction, when reality shows that our lives stutter from one missed opportunity to the totally-unexpected open doors.

Designing programmes is all about that flow of the development journey, and yet a recent conversation had me thinking about all the steps that can be missed because they don’t ‘count’ in typical leadership programme design.

Step 1: Talking about leadership

The way people – young and old – talk about leadership is a clear indicator of the gaps between expectation and reality.  If our potential leaders are stuck in the ‘leader as hero’ paradigm; or have outdated assumptions about gender, age or cultural diversity, we need to shift the conversation.

Listening is vital, so that the shifts needed are clear, and can be woven into programme design.

Step 2: Seeing past symbolic leadership

It’s not just expectations about having your name on the door; a better cubicle in the office, or a fancy title.  These ambitions are natural side-effects to having career goals.  The key here is to ensure that people coming to your leadership development programmes can recognise them for what they are: symbolic gestures to indicate a level of accountability and responsibility.  A reward for the challenges they will face.

Expecting to give someone a new job title; a different position on the organisation chart and a rise is not enough, on its own.

However, working more closely with your compensations and benefits team as part of the leadership development programme helps put these elements in a leadership context, rather than making them the focus.

Step Three: Knowing what ‘leadership skills’ are

Programme participants need to know and understand the behavioural expectations you have of them as leaders.

To appreciate ‘self-leadership’ as a precursor to leading others.  How some behaviour levels can derail success, and some have transformational impacts.

And how ‘leadership’ isn’t just about performance, but about evoking inspiration, motivation, and being a role model for others.

  • About giving and receiving feedback for continuous improvement.
  • About attitudes towards accountability and responsibility, and using that intrinsic motivation to drive our behaviours.
  • About emotional intelligence and its role in evoking empathy, maintaining good humour and being resilient in the face of challenge.

Oh, and talking about failure.  And avoiding perfectionism.  How we don’t need every single competence at the highest level; just good enough for the job we’re in right now.  And having a ‘development mindset’.

Step Four: Practicing leadership behaviours

All the theory; all the models; all the ideas in the world aren’t going to make better leaders.  It’s one thing to have understanding of a subject, it’s quite another to see when, where, and how to put leadership skills into practice.

Our leadership development programmes are as much a place to practice those skills, based on the real issues that our participants bring, as they are to explore, discuss and debrief on the theory.

High on interaction, every activity is designed to have an immediate, tangible benefit.  An opportunity to give and receive feedback, and a chance to debrief on how it can be applied back in the participants’ real world.

Step Five: Delivering leadership under pressure

So few of the situations leaders find themselves in these days are predictable.  It’s become the new definition of leadership.  The predictable has been automated; or can be delegated to, and managed by, the team.

And unpredictability brings pressure.  Raised voices; uncertainty; fear.  And this is why the best leadership development programmes extend into delivery support.  Because whatever gets rehearsed in the classroom, you can bet that it’ll be different on the front line.

We provide group action learning for participants, so that they can debrief and learn from each other’s real world issues.  What works; what doesn’t work.  Tips and tricks for success.

Long gone are the days when learning was about memorising facts and regurgitating them on paper.  No ‘looking over someone’s shoulder’.  Keeping your ideas to yourself in case someone ‘stole’ them and took the credit.

Today’s leadership development is all about collaboration; ideas sharing and celebrating success.  But every step has to be in place for better leadership to be a reality.

And, while people ask us to tailor our programmes to their organisation – which we’re very happy to do – we also remind them that their biggest resource is their people, who will automatically tailor the content to get the most out of their development.

You’ll benefit from better leadership, more effective and productive teams, and higher employee engagement scores too.

At Forton we change cultures and support leadership development from bite-sized to week-long events.  And we can show you how to demonstrate return on your investment (ROI).

To experience this for yourself pick up the phone.  You’ll find us at +44 (0) 845 077 2980 option 1, or email info@thefortongroup.com.

Leadership Development: Shiny New Gadgets

I’m a big fan of gadgets.  Technology.  Software.  In fact anything that cuts down on life’s complexity and enables me to focus.  What I won’t do is throw out perfectly useful tools; or bet the house on an untested scheme.

In terms of the ‘influence curve’, which separates the innovators from the early adopters, I sway between these options.  And I’m definitely on the ‘safe’ side of the chasm when it comes to budgets, cashflow and P&L.

Which is why I look to the evidence.  To the tried and trusted.  Especially when it comes to leadership development.

Having experienced the wrong end of the personality profiling fads, I look for what works.  Not the latest shiny gadget.  So when clients ask for the latest thinking.  I point to Aristotle (died 322 BCE).

 “We are what we repeatedly do. Excellence, then, is not an act, but a habit”

This attitude is vital when we develop strategic leaders.  Which is why we apply a consistent high-performance behaviours (HPB) framework, that people can easily understand and apply.

Strategic leaders stand out by doing five things well – they –

  • Behave in leader-like ways consistently
  • Systematically apply what works
  • Are ready to be bold and root out what doesn’t work
  • Develop others

And, perhaps most importantly of all, they –

  • Understand the importance of being strategic

Yes we stretch and challenge leaders.  But we don’t offer shiny new ways to do that.  Their world is stretching and challenging enough.  It’s complex and uncertain.

We help leaders do more of what they’re good at – consistently and systematicallyDiscard out-of-date ways of working.  Be more flexible.  More agile.  More responsive.

Help them draw on the strengths of others around them.  Especially those energetic, better educated, full-of-creative-ideas people that lesser leaders would feel threatened by.

The good news is that, by developing strategic leaders in this way, two main benefits emerge:

  • They’re building bench strength and leadership capacity in the organisation
  • They’re making their own lives less stressful as a result

I interviewed a regional manager who spent 3 days every week travelling to see his direct reports, dotted around the south of England.  Much of this time was spent on the road.  Little was spent with his people.  And when he was there, he was distracted by other demands on his time.  The phone.  The emails.  The instant messaging.

Our programme helped him recognise the waste for what it was.  And he did four things as a result – he –

  • Cut down the number of trips he made
  • Made them shorter
  • Committed to really being with his direct reports when he was there in person with them. No emails.  No phone calls.  Just eyeball to eyeball.
  • Got proficient at that most hated of time and money-saving gadgets: the conference call.

He didn’t just decide to host these calls, he explored the best ways to be effective.  He encouraged everyone to contribute; to share insights; and to stay engaged while listening to others.

He told me how he benefited personally by being more office-centred, and how his home life improved too.  The team felt more engaged with him, and took a lot of the day-to-day challenges off his back.

He didn’t put a financial figure on it, but the organisational savings were clear to him.

The most effective leadership development enables people to be more effective as a result of their own insights.  Unpredictable?  Probably.  Effective? Definitely.  At Forton we deliver the practical support leaders and managers need to apply these skills, consistently.

In ways we can’t predict, you’ll benefit from more effective and productive teams, and higher employee engagement scores too.

At Forton we change cultures and support leadership development from bite-sized to week-long events.  And we can show you how to demonstrate return on your investment (ROI).

To experience this for yourself pick up the phone.  You’ll find us at +44 (0) 845 077 2980 option 1, or email info@thefortongroup.com.

 

Leadership development: get past the roadblocks to attracting and retaining talent

Each time I update my know-how on unconscious bias with Wikipedia, it seems like they’ve added more categories and refined the definitions further.  I’ve given up trying to remember them all…

…And now the Nobel Peace prize-winner for cognitive biases, Daniel Kahneman, has introduced a new concept, which he calls ‘noise’. 

Put simply, ‘noise’ is inconsistency in decision-making.

It’s linked to bias in that more experienced people are more prone to it.  They think they’re better at decision-taking, and consistency, than they actually are. 

It takes me back to the reason why I’m so passionate about organisational development generally, and leadership development in particular. 

My early experiences of corporate life were filled with examples of inconsistent decision-making. It disengages people – and costs an inordinate amount of time as people invest emotionally in trying to understand why a decision has gone the way it has.  

Yes, there was sexism, lack of cultural diversity and all the biases that are now better-acknowledged in society generally, and the world of work in particular.  I cringe when I glimpse those 1970’s TV revivals, as it brings back so many moments I’d rather forget. 

My belief is that a need for consistency is linked to our innate desire for ‘fairness’, which most of humanity seems to share.  If we apply a rule consistently we’re perceived as ‘fair’, even when everyone appears to ‘lose’ as a result.

Even peace negotiations have run successfully on this principle. 

Kahneman’s book (yes, called ‘Noise’, to be published October 2016) talks about the estimated costs, versus the actual costs, to an organisation of this interference.  Leaders assumed that inconsistency was costing around 5-10%, when actually the costs are more like 40-60%. 

So I’m delighted that Kahneman, and his team, have done all the heavy lifting in terms of scholarship, research and validity.  

I can see the particular relevance of ‘noise’ to talent identification and performance management. 

If we can improve the quality of our decisions around identifying, filtering and selecting talent for management and leadership roles, we’ll reduce the costs of staff turnover, improve the leadership culture, and raise employee engagement levels too.

What’s particularly interesting to me is that the solutions are simple.  Just identify the practical variables and find a way to apply them systematically.  And that’s it.

Don’t wait for outcome data.  Don’t apply weight to one practical variable over another. 

The implications of this approach are issues such as:

  • Train Managers and Leaders to identify talent consistently
  • Develop HR team to filter and select professionally
  • Provide checklists for the systematic application of judgement
  • Automate, such as by using consistent assessment tools 

At Forton we support clients to identify the relevant variables to their talent pool selection, and performance management processes.  Then we provide the training and skills support to create a culture of fairness.  

And we don’t stop there; our 4D model includes the practical support leaders and managers need to apply these skills, consistently. 

This delivers more effective and productive teams,and higher employee engagement scores too. 

At Forton we change cultures and support leadership development through bite-sized, half-day and week-long events.  And if you need to demonstrate return on investment (ROI) evidence, we can show you how. 

To experience this for yourself pick up the phone.  You’ll find us at +44 (0) 845 077 2980 option 1, or email info@thefortongroup.com

Leadership Development – Silver Bullets Only Kill Werewolves

It’s human nature to want to keep our relationships simple.  Yet it’s a key leadership task to keep on top of the complex interplay of different relationships.  Put simply: our team members, colleagues, bosses and the wider stakeholder network.  It’s no wonder people find it difficult.

And of course, all this focus on others means that we neglect our own needs in this complex mix.

One solution is to analyse these groups and assess them by their power, influence or interest in your work.  A neat process, but one which doesn’t take human factors into account.

And it’s often in those that things can go horribly wrong.  Misunderstandings, lack of acknowledgement or recognition for good work, resentment of others.

Here at Forton, we regularly get asked to design workshops and programmes that help leaders and managers with ‘problem staff’: those ‘difficult conversations’, performance management; or customer relationships.

People typically ask us something like “What can I say when….?”

At the heart of these requests is the desire to have a single solution; a silver bullet.  But silver bullets only kill werewolves; sorting out relationships requires a more human approach.

Too often, when we go into organisations with these kinds of issues, we find that the basics for better relationships – at all levels – aren’t in place.

Here are three steps that you can put into place and share today:

Step 1: Make sure managers are putting their own needs first, so that they’re better able to deal with others’ needs too.

An insurance client told us a fascinating statistic recently: dentists who work fewer days each week earn more money.  This is because they have better relationships with their patients; plus they make better clinical and business decisions too.

If that’s what we need from our leaders and managers, investing in smarter working – not longer hours – is the easiest and first solution.

Step 2: Ensure that managers and leaders know about the need to give regular acknowledgements of their team’s good work. 

People need a higher ratio of praise to criticism than managers typically think.  The Gottman Ratio is 6:1 for organisations (5:1 for personal relationships if you want to improve that area of your life).

Step 3: When it’s criticism that’s required, use a consistent feedback model that works – both for the giver, and the receiver of feedback. 

The best way to give (and receive) feedback is to make it future-focused around what success looks like.  Most people look backwards and focus on what went wrong and who’s to blame.

The other step you can take, is to give your leaders and managers some perspective – and distance from the day-to-day – by investing in a leadership development workshop.

At Forton we change cultures and support leadership development through bite-sized, half-day and week-long events.

Whichever behavioural framework you use in your organisation, our programmes will align with your goals.  And if you need to demonstrate return on investment (ROI) evidence, we can show you how.

To experience lasting performance improvements in your organisation, try us out.  Attend our next open leadership Ignite event – on 5/6 December in the heart of England. 

Or bring this workshop in-house with 6 people or more.

Pick up the phone at +44 (0) 845 077 2980 option 1, or email info@thefortongroup.com.

 

Donkeys and the language of leadership

donkey and cart

I was stuck in a traffic jam on a dual carriageway when I was overtaken by a donkey and cart travelling in the outside lane. My journey to deliver this particular training programme was a little different – a couple of weeks ago I was delivering leadership and influencing training to a group of managers in Senegal in West Africa. Continue reading

Brain scan or brain scam?

I’m fascinated by the possibilities that might come from neuroscience. At the same time, I’m sceptical of many of the claims made in its name. So I decided to do a bit of research and found an excellent book on the topic called “Brainwashed – The Seductive Appeal of Mindless Neuroscience”, written by Sally Satel and Scott D Lilienfield.

I wouldn’t normally rely on a single source, but this book has 57 pages of notes and references – they’ve done the research for me and written an excellent book on the strength of it.

One problem with many of the claims supposedly based on neuroscience is the assumption that what happens physically in the brain is a predictor of what I might be thinking or feeling. Continue reading

The unintended consequences of poor communication

Some years ago a dear friend of mine had to sack a member of his team. He tried to do this as humanely as possible and so called the team member into his office for a chat. At the end of a conversation about poor performance, he said “I think you need to consider whether you have a future in this organisation”. The next day his team member came into his office smiling and said “I’ve thought about this and I really do think I have got a future here!” At which point my friend had to give the message in a more direct way. Continue reading