Resolutions

More wisdom from Kevin Eikenberry

We are a few days into the New Year now, but it isn’t too late to consider and take action on this message – in fact with the initial flurry past, perhaps now is a better time to think past resolutions to results . . .
The New Year brings promise, excitement, and New Year’s Resolutions. But this article isn’t about losing weight, starting your exercise plan, or one of the other common personal resolutions people make. Rather, this is a practical and timeless list of resolutions you can make as a small business owner (or leader in any situation) to create more confidence for yourself, more engaged, and happier employees, and a more successful business.
While these tips don’t impact profitability, sales, gross margin, or other key factors, they will positively impact these important financial measures for as long as you are in business.
These resolutions are about your behaviors and habits, and how they affect your employees and their productivity. Taken individually, they can make a difference in your results; collectively, they will change your level of business success forever.
Six Resolutions for Managers and Leaders
Involve others in goal setting and planning. Yes, it is your business. Yes, it is your financial stake, and you are the one taking the risk. And yet. . . your team members are invested in the business too. They spend their time, effort, and energy. Wouldn’t you like them to be more personally invested in the success of the business? Let’s put it this way: would you like your employees to think more like owners? If so, you have to involve them in the goals and planning for the business — i.e, you have to drive employee engagement. You may set the overall direction, but let them be involved in the creation of the outcomes. Slowing down enough to involve them in this important work is a big key to greater involvement, commitment, and success.
Keep goals in front of yourself and everyone one else. Have you ever set a goal only to later not remember exactly what it was? This resolution will keep that from ever happening again! Once goals are created, everyone needs to be reminded of them regularly. This isn’t an exercise in micro-management or nagging. Rather, as a leader, you must help people keep their goal in mind, and remind them of what success looks like — which means employee motivation is key. There are dozens of ways to do this — from using bulletin boards to regular conversations in team meetings. Find several that work for you and your team, and implement them.
Communicate more and in more ways. I wish I had a dollar for every leader who has said to me in an exasperated tone, “I don’t understand, I sent them an email.” As a leader, you must communicate key messages frequently. Which means you must complete the communication loop — you must ensure that the message sent is received. Doing so, especially as your team grows, requires communicating more frequently and in different modes, so your message is heard and drives action.
Talk less, talk later, and listen more. At first this may seem contradictory to the last resolution. As with most complex things in life, balance is the key. In trying to make sure their point is made, or to stimulate a discussion, leaders will often share all of their ideas and then ask the rest of the team for input. At that point it is often too late. If your boss just spent ten minutes sharing their ideas, then asked for you input, how likely would you be to chime in? When you want the team’s input and ideas, you must ask questions and shut up! Let the group share their ideas as a means of team building. Be patient and give them time. If they don’t think of a key idea or piece of information, you can share it later in the conversation with greater effect. This approach also helps you listen better and be a better boss– because it is hard to listen while you are talking!
Focus feedback on the future. You want people to improve. In almost every case, people want to improve and do great work. Yet, most workplace feedback is focused on something that can’t be changed — the past. If you want to be a more effective coach to your team and help them make improvements in their skills and results, give them feedback, advice, and wise counsel about what they can do next time. And be sure you regularly conduct employee performance reviews.
Be a model. Your team is watching and emulating you. Are your behaviors the ones you want them exhibiting? Are your attitude, work habits, and customer focus what you want them to exhibit? Looking at the attitudes and behaviors of your team is in part like looking in the mirror. If you like what you see, great! If not, look in the mirror more carefully and recognize that the source of your frustration with others’ behavior likely starts with you.
These resolutions remind you that you are not a just business owner or manager thinking about a new customer, profit margin, or monthly P & L — you are also a leader. Remember that these things don’t y require any special skills. They may require a change in mindset and most likely a change in habits. The effort involved is worth it — for you, your team, and ultimately, your results.

Grades

Some thoughts from David Ginsburg on grades: 

The power to compel some students to do something by giving them points for it. And the power to compel other students to not do something, since kids who lack confidence often blow off graded assignments (or cheat on them to avoid a bad grade).

Fortunately, it isn't true that students will only do something if it's graded. As a substitute teacher, I gave students brainteaser worksheets when teachers didn't leave me lesson plans. And students worked on them bell to bell. Many kids even stayed after class to ask me for the answers and get more worksheets. And guess what? I didn't collect or grade their papers. I was a sub, and students were unaccountable to me. They weren't engaged because it earned them points. They were engaged because the activities were engaging.
     
The reality, of course, is that grades are part of our K-12 system (college too). And in today's "gotta get through the curriculum before the test" world, you may not have the freedom to let kids work on Sudoku puzzles in class. (What a shame, since activities like this not only stretch kids' brains but can help raise scores.) But even if your job has been reduced to test prep, this doesn't mean you should assign a grade to everything students do.

Few entertainers or athletes would perform to their potential in shows or games if there were no room for error during rehearsal or practice. Similarly, the less pressure on kids to get the right answers in class, the more likely they are to get the right answers on tests. So let's stop slapping a grade on everything students do, and instead create classrooms that support risk-taking and learning from mistakes.

Let's do for students what directors and coaches do for actors and athletes: give timely, meaningful feedback. Let's assess what students know (and encourage them to self-assess) rather than grade them based on what they know.

Be a Visible Principal

Article from ASCD's Education Update May 2012 ( Volume 54: Number 5)

1.  Build Relationships with Students
Principals need to be everywhere in school--walking the halls, visiting classrooms, and dropping in during lunch time in the "dining room"
2.  Give Teachers Feedback
Walkthroughs provide important opportunities for giving teacher feedback.
3.  Be a Learning Leader
Effective principals model learning behavior. 
4.  Make Parents Your Partners
Let parents know both formally and informally when their children are doing good work, making improvements, and demonstrating positive behavior. 
5.  Get Out of the Building...and learn from others
6.  Tap into Community Resources

Effective Strategic Planning

The posting yesterday was from the booklet Business As Unusual. Today's will also be a "gem" from this booklet. Pritchett says that "one way of maximizing effectiveness is to operate with clearly defined goals and objectives." He says that it is beneficial to concentrate on quarterly, monthly, and even weekly performance targets that will help us reach long-term goals. Pritchett adds that wee need to keep our spotlight on the short-term goals and give a generous amount of feedback regarding progress toward the achievement of these goals.

I don't believe this is new information except for the fact it is critical that we have short-term goals (quarterly, monthly, weekly, and even daily)--and give constant feedback-- if we are to achieve our long-term goals.

We have invited Tyler Norton who did an excellent presentation at the charter school confernece to come to our next Board meeting to teach us about strategic planning that fits beautifully with Pritchett's insights.