Good listening skills – Part 1

Good questioning skills – Part 2

Ability to provide effective feedback – Part 3

Ability to set goals – Part 4 – this post

Ability to create action plans and see them through – Part 5

Lets simply expand on the above to include the coaching skills that will permeate through a coaching style Manager:

Part 4 – Goal Setting:

“If a man knows not what harbor he seeks, any wind is the right wind” – Seneca

Firstly, what is the difference between a goal and a wish?

General Wish: “I would love my team to be able to communicate better”

General goal: “I will improve team communication.”

Specific goal: “I will improve team communication by spending time listening to each member’s concerns. I’ll commit myself to individual meetings over the next month, and then bring the team together for a brainstorming session on how we can improve communication and morale.”

Watch your language! If you are not specific with your wording, then you are giving yourself permission not to succeed. Other goal killers are words like “I’ll try”, “I’d love to, but…”, “I wish I could do that, but…” I am sure you know where I am coming from with this.

Goal Setting is a process, and a skill that can be learned and practiced (so no excuses, right?)

Firstly, your goal needs to be FIT (seriously!)

Focused – know the advantages and disadvantages of achieving the goal

Inclusive – ensure the goal is within your control

Testing – the goal must be challenging, otherwise it’s just a task

Next, you need a SMART goal, right?

(If you want detailed info on the SMART model – please see my extended blog post here)

So now your goal is SMART, where do you go from here?

1. A goal gets you from HERE to THERE. Imagine the THERE – picture it, the outcome.
2. Decide what you want to BE, DO, and HAVE with relation to your goal. Some people have a stigma around being great, doing great things or having great things. Let’s talk about money. Some may perceive money as evil – the ruination of many a nation. Money itself is not a bad thing. It’s what you do with money that makes it good or bad. So if your motivation is to earn more or get more money, that is a good thing, and totally up to you what you do with it and how you treat or mistreat it.
3. Ask yourself WHY you set that particular goal.
   – Ask what you will gain from achieving this goal – make an extensive list (when you think you are finished, list 5 more)
   – Ask what you will lose by not achieving this goal – again make a list (stretch your imagination again on this one)
4. Internal motivation is the only lasting motivation – as well as meeting organisational needs, ensure this goal is in tune with your reality, your vision.
5. TEST your goal – does it stretch you – will you or your team grow as a consequence. Your answer here should be YES, if not refer back to point 4. Read it aloud to yourself and observe your emotions and reactions when you read it. If it excites you, then YES, it is on track with you.
6. Stick to your goal and don’t change the plan, unless altering a portion of the goal will improve the outcome. Changing can be a consequence of distraction or procrastination, both detrimental to achieving goals.
7. Give your goal time to grow, be patient with it, become it’s advocator. Watch out for shortcuts and shortfalls.
8. Plan your actions – probably the toughest part of goal setting – is acting. ACT now!!! Don’t bother waiting for the perfect time or conditions, because they will never arrive. Waiting for the perfect time is the perfect excuse for doing nothing!

How is your goal setting?

Whether personal or professional, do you have a sure way of ensuring you achieve your goals?

Whether which way, a Manager needs a certain set of skills to be an effective Manager, some of which will include:

1. Good listening skills – Part 1
2. Good questioning skills – Part 2
3. Ability to provide effective feedback – Part 3 (this post)
   
4. Ability to set goals – Part 4
5. Ability to put together action plans and see them through – Part 5

There is another aspect of effective management and that is the Manager as Coach. These individuals will know the importance of empowering and nurturing their staff. They will understand that in order to get the best from their team, a high level of intuition is required.

Lets simply expand on the skills above to include the coaching skills that will permeate through a coaching style Manager:

Part 3 – Providing Effective Feedback:

Giving effective Feedback

• Doesn’t provide subjective feedback based on their own emotions
• Gives feedback on an action and not the person themselves
• Provides feedback as soon as possible
• Uses the “Sandwich” process if they must provide negative feedback – sandwich it between positive feedback
• Ensures they stick to facts and keeps emotion out of the process
• Demonstrates respect at all times, and be prepared for possible defensiveness
• Asks questions but is careful of “WHY?” questions – they could provoke a defensive reaction

“Feedback is the breakfast of champions.” – Ken Blanchard

Receiving Feedback (this is also very appropriate for staff members)

Feedback as a Skill

• Makes sure they keep an open mind and be objective about receiving any criticism. Makes conscious decisions to learn from the experience
• Listens to the other person providing the feedback – allows them to explain themselves properly
• Is aware of defensive emotions. Listens with a neutral view and refrains from jumping in with justifications
• If receiving negative feedback – the Coaching Manager accepts it for what it is and learns from it to improve future interactions
• Doesn’t dwell on feedback and allow their ego to feel hurt by negative comments from the other person
• Doesn’t let their ego hold them back, where it is “safe”
• Ensures they maintain a healthy perspective and not get bogged down with “what if” and “should have”
• Realises that reactive comments from employees are subjective and “in the moment” due to upset or taking the Manager’s negative feedback personally
• Is grateful for all constructive feedback they receive. Someone is taking the time to provide you with learning opportunities, so they thank them!

It is up to each person what they do with feedback received, but the worst a Manager can do is “nothing”. This is an opportunity for improvement, it must be taken.

Remember feedback is directed at behaviour and not self

Feedback is part of the communication process but can be honed as a skill and improved on to provide growth and development for the receiver, if given appropriately.

Do you feel providing and receiving effective feedback are important skills for a Manager to hone? Do you think most Managers would possess these skills naturally? Do you think feedback is a necessary part of Management?

I was asked the question some months ago at a training event and that is the answer I gave.  You should have seen the strange looks!  You too might think me a little strange for saying that but here’s the thing: she has been at the helm of our family for the last 50 years (though I haven’t been around quite that long!!).  She has lead the move from country to country, house to house.  She has instilled in us a desire to achieve and to be our best.  She has encouraged and motivated us and yes, quite frequently she has delivered her no-nonsense “constructive criticism” and “negative feedback”.

She has taught us by example.  She has rolled-up her sleeves and got stuck in to help us out when we needed it.  She has given us responsibility and made us accountable for our actions.  She has listened to us and given her advice and support.  She has helped us to set goals and given us direction. She has allowed us to grow and to make our own mistakes and has encouraged us to think for ourselves and to seek our own solutions. She has inspired us!

To me, these are all the things that encompass a great leader and they are what leadership means to me – what does it mean to you?