Saturday, June 28, 2014

What's your secret?

I got asked recently for secrets for being liked/appreciated by people/colleagues, and how to reach a high level of confidence.

That's a tough question to answer, and didn't know what to say: just be yourself, talk to people etc., so really non-relevant stuff. And it stayed like this, until I've read through some pages of this book: Louder than words.

And I then realized that there are several things that can make you look confident, make yourself liked and appreciated by the others, more than anything else. Here they are (and don't take them as truth until you verify them yourself):
- have a positive state of mind
- take care of what your attitude says to the others
- smile - really smile when you meet someone, to show how you feel about them
- be genuinely interested in what the other has to tell you, and show it!
- posture and stance tell a whole lot about your confidence levels
- your movements contribute as well to say the right message (if they need a quick action, do you move quickly, or take your time?)
- your voice - is it humble, is it firm, is it a high pitch when stressed, or a low deep voice?
- your habits - when you come/leave office, when you take lunch, for how long, how you spend your time - all count in building your image in front of others
- last but not least: the people you hang out with make a big difference as well.

So whenever you ask yourself what makes a good leader, what makes a person be more liked/appreciated by others, think about what they say/do, but also how they actually present themselves, taking into account all the above, and even more (clothing, for example - although it should not be the definitive argument for sure, but mere elements that combine in the overall image).

What are your thoughts, what does it make a strong leader/personality?

Friday, April 12, 2013

On mentoring

I think this is one of the most difficult things one can do for others - and on the other hand the easiest. It's very risky - and it's also very rewarding. It enables you to sort out your thoughts - but you can also confuse others.

I was recently talking with two different people - embarking on different challenges, but both needing advice. One was from the perspective of a people manager, one from the perspective of an employee being managed. Both have one thing in common: rather new in role (or not so experienced), and both working for corporations. Both young - but bold and with a strong desire to succeed and be the best.

So - what kind of advice I could give them? (and before continuing: don't try to guess the persons, it will be useless ;-) )

Actually - the WHAT is not important for this post. More important is how I FELT when talking with them. In both situations it was very ad-hoc (like visiting, having a coffee, after a movie etc.). Completely unprepared. Completely random discussion. Going in all directions. Seeing the other sipping my words. Sorting out ideas as I was talking - gosh, I had so much to share, and such little time!

And then - at one point - we realized we had to stop: going home, or important meeting, or somebody interrupting - whatever. BUT before doing that - I felt the need to do one important thing: summarize the 2-3 things I thought were THE MOST important, and that the other HAD to remember.

And when summarizing - all the ideas were suddenly so clear for me as well, so surprisingly clear, and really the essential points of who I actually was.

Because when I was going through the various topics, and through all those experiences, and I was talking about THEM - I was actually talking about MYSELF, my experiences, my learnings, my mistakes and my great achievements.

And it felt good to share!

How was your latest experience? Were you mentoring or mentored?

Looking forward to your shared experiences!

Sunday, June 26, 2011

Mentoring experiences

An important part of my role is working with people in day-to-day interactions, but also to help them grow on the long term.

It's always motivating to see how people can change and evolve in the right direction when the right feedback is provided - when the dialogue is open, when the sender is open and honest in the comments and observations, and when the receiver is also interested in what others have to say.

It's not that when somebody tells you did something wrong, that you have to immediately agree with them - I'm the first to be against. Still, when two or more people tell you that you are drunk, you definitely go to bed.

I've had one guy who was always gloomy, never satisfied by anything, and always expressing his concerns and reasons to be upset with loud voice. After two years of working together, although he did not become the most positive person, he learned how to listen to others, how to contain his anger, and how to express his ideas in a way that favors listening and understanding. Moreover, he managed to be seen as a valuable contributor to the team he was part of, and - although keeping his "grumpy" title - to be listened to.

Now I'm on for a new challenge: a really strong technical person, but with whom people don't like to talk, and whose advices are not sought after - because he is too hursh, too direct, sometimes even arrogant and mean to the poor guy that doesn't know a thing.

Did you have this kind of people in your team? How did you manage them? What worked best?

Sunday, February 27, 2011

Key to success: preparation

I've watched today "The Mechanic" with Jason Statham in the main role, as a paid killer. As always, ingenious ways of making the most well guarded people lose their defence, and get them killed, and a lot of action and muscles.

One quote though raised my attention and was a guiding line throughout the whole action: "amat victoria curam", or "victory goes to those who prepare", or... in order to succeed, you must first prepare. It is not a new discovery, just a restatement of something that we've known since ever, and that we always forget about in the rush of our lives. So I am not going to teach you how to leave your life...

When we try to apply this principle to project management, it becomes obvious that this is what we have to do, and this is what the theory states so boldly. When preparing for the PMP certification, for example, the topic where you spend most of your time is on planning: you have to plan everything: your resources, your communication, your financial, your procurement, the quality, the acceptance, and of course the risk.

It is important to leave nothing to chance, and try to foresee almost everything about your project. You also need to find the right balance between planning and execution, of course - if you spend most of your time in planning, and thinking about what might go wrong, it's not good - but rushing into execution is as dangerous.

But... what is the right amount of time to spend in each phase of the project? There are many answers to this question, and - depending of the project type, domain, business needs, clarity of objectives, existing expertise - you might spend anything between 10% to 30% in drafting your plan.

What I usually do is plan the major milestones of the project, and go down into the details of the first phase, and maybe the second one as well, and the rest stays a little bit in the fog. As the project progresses, you will uncover more details, you will better understand the project environment, your stakeholders, the expectations, and you will be able to detail each phase.

During the project plan development (and as the project progresses), it is important to review your assumptions, and make sure that they still hold true - or re-assess them. You should avoid being too over-confident about your plan, as circumstances can become deceiving. Use the incremental development method, in a rolling wave style, and your project will be a successful one.

Coming back to the movie, you might believe that finally the son of McKenna has accepted that Arthur has killed his father and he's fine with that - but the end proves it completely wrong. No, I won't spoil the ending, I let you watch it first.

Oh, one last point: you should not confuse planning with scheduling: you should start the scheduling only when you are done with the planning, and you know WHAT you want to schedule. You need to decide WHAT your project is about and HOW you want it done, before scheduling all steps.

What are are success factors, from your point of view?

Saturday, February 12, 2011

Motivation Reward Compensation

We talk a lot about what are the best ways to keep our employees motivated, and which would be the most appropriate way of rearding the good and top performers, in a manner that continues to be attractive to them year over year.

In order to better understand the motivators behind each of my team members, I've started with an open discussion about what motivates them. One or two told me that indeed salary is a motivator, and as we digged further more we have uncovered that money was actually only the means to attain some of their objectives.

Returning to my initial question, we have uncovered quite a few interesting motivation drivers for each of them, quite unique from one individual to the other, and not so much related to money as you might think.

Here is what made it to the list from some of them:
- travel opportunities (for job purposes)
- access to knowledge (technical trainings or materials, time to do self-study)
- formal recognition of their performance (email to officials, some internal prizes, just a pat on the back)
- team members (the atmosphere at work, collaboration) and the ability to choose them
- pleasant environment (although ranked quite low overall by all employees)
- career development opportunities and options
- fairness in conversations
- constant feedback
- work-life balance
and the list continues.

I was quite amazed to see what was actually important to each of them - as this has also helped me in re-directing my efforts into creative ways of recognizing their achievements in a way that was actually meaningful to them.

There is also a downside to this approach, if you as manager fail to take into account their motivator factors, and do the same things after having discussed with the employee about it. One approach that I've used was to let them know immediately if something was not really possible, now or never, so that we were aligned.

Another thing to take into account: the motivators may change over time, and you should re-check their relevancy after some while. Many factors can be "blamed" for this, to count only progress of the individual (maturity, personal life changes), changing needs, other opportunities etc.

What's your approach to motivation and reward? What worked, what didn't?