It’s true — having your own goals and tracking progress toward achieving them is key to achieving success at work. But wait, you knowing you is just part of what it takes to be successful. What about everyone else? How are they doing, feeling, and responding to what’s going on? So, here’s the question:
Do you truly know what’s happening in your workplace? Well — do you?
As a leader it’s vital to know what’s going on beyond you and to have a deep sense of what’s happening “on the floor” — you know “out there” where the “real work” is actually done. Or, to put it another way, to be aware of what people are experiencing in the workplace you are leading. While your focus need not be restricted to a physical place, you will indeed be a more effective leader when you develop a deep sense of what’s going on in the workplace you lead. What should you know? How can you find out? Here are some tips . . .
What should you know?
Areas for concern will always include:
- Issues of fairness
- Issues related to goals
- Impression of leadership/management
- Levels of pressure
- Time, support and resource constraints
To find out more about each of these areas try using these 7 questions offered by John McKee.
Key Questions
- What’s the biggest issue on your plate right now?
- If I could do just one thing to make you more successful, what would it be?
- What’s the dumbest thing the company or our department is doing/working on?
- If you had my job what would you focus on?
- What’s waking you up at night?
- Do you have the tools and resources you need to do your job in the best possible way?
- How can I help you to be successful?
Some leaders are “close to the grapevine” and naturally seem to know what is going on. Others, perhaps more introverted or otherwise focused, need a means of finding out what is affecting/effecting staff. Whether you think you’re “in-touch” with what’s going on or not, try one or more of these techniques to find out just how much “in-touch” you are. What you don’t know may surprise you!
Techniques for staying “in touch”
- Walk the floor — and when you do — just listen. Is there silence, excitement, anger, laughter? What do you hear and what is it telling you about what’s going on.
- Start informal conversations. Just walk up to people and start a chat about how they’re doing — what they’re experiencing. Yes. it may feel awkward at first — for you and for them — but once you get a “reputation” for being someone who’s interested it what’s going on — it’ll get a whole lot easier.
- Conduct a few focus groups. Keep them informal and real. Invite a few people in to chat and ask one or two simple questions — for example — what can we do better? You may be amazed at what you hear.
- Know the key “opinion leaders.” Touch base with these folks often. They typically have a good handle on what’s going on and how people are feeling.
The key to being “in-touch” is to ask, listen, acknowledge, and then be ready to act. Action is key, because without action people will be less eager to continue the “conversation” you start, will grow skeptical, and eventually become disengaged. Remember — If you ask, be ready to act!
Additional Insights . . .
How can a leader make certain she/he is getting enough information on the pulse of the organization without spending too much time connecting and listening to people about every possible issue that comes up? Here are some additional ways to keep in-touch with people . . .
Schedule specific times to touch base with all those (or a subsection of the people) you work with. Keep it simple. Allow 5 to 10 minutes a couple of days a week to ask one of the “McKee questions” or your own question about “how things are going.” Rotate around to touch base with most/all in a small organization—or a true representative sample if you manage/lead over 100 people.
Without much thought just add the following note to your daily “to do” app or calendar. Joe — what’s up/coffee 8 am; Ajit –what’s bothering/5 PM in coffee room. Jot down notes on your phone, or tablet, or even in an old fashioned notebook. Make short actionable notes after each of these meetings. Joe/bored/dislikes Katie’s approach/date; Ajit/concerned about son/things looking up/date.
What you give attention to is what is perceived as important. Taking time for the members of your team or teams is a certain way to make sure people who work with and for you know they matter. And, it allows the dozens of small “culture” problems to get solved before they become overwhelming issues.