leadership

3 Guidelines for Valuing Someone's Work or Contribution

Back Pocket Coach Strategy #1: I would like to appreciate you for…

3 Guidelines for Valuing Someone's Work or Contribution

Have you ever found yourself silently appreciating something about a colleague or family member, yet failed to articulate it? Before you beat yourself up for answering in the affirmative, know this: we have all done it; and we will all do it again.

Let’s talk about why it is worth cultivating the habit of appreciating others. For starters, research shows that appreciation is the number one thing people say they want most at work and in life. Being authentically appreciated is valued even more than getting a raise. Think about it: getting a raise is really a token of how much you are appreciated.

Another reason to make appreciation a habit is that it is a powerful relationship builder. Why? Think about the last time someone took the time to really appreciate you. How did it make you feel? How did it influence your relationship with the other person? How did it influence your outlook?

Here are three guidelines for appreciating others:

1) Be authentic: say specifically what their behavior or contribution meant to you. Example: “Tom, thank you so much for staying late last night to crunch those numbers. Your work really saved my presentation this morning. I appreciate your commitment to our team.”  

2) Be timely: do it now;

3) Make it a habit: do it regularly.

Start scanning your environment now for opportunities to authentically appreciate someone’s work or contribution. Then speak your appreciation. And notice the impact you just made on someone’s day. Maybe even their life.

Back Pocket Coach Strategy #20: May I ask a question?

MAY I ASK YOU A QUESTION

Have you ever been in a meeting that has gotten off track and no one, including the meeting organizer, seems to be able to get everyone refocused? Or you’re having a 1-on-1 conversation with your supervisor or colleague about a specific topic and, before you know it, the conversation has veered off course and devolved into something completely irrelevant? There is a brilliantly simple method you can use to refocus a meeting or conversation in a way that respects the people involved and, at the same time, gets everyone back on topic. Simply ask the person responsible for the digression: “May I ask a question?” In a meeting an example of a question could relate to a specific agenda topic. As in, “Earlier you mentioned…which I found extremely relevant to our programmatic goals. Could you elaborate on this?”

When you ask this question, several things happen. First, you are asking permission to enter the conversation, which respects the person who is speaking. Next, asking the question implies your interest in his input. And, if you do this in a meeting, it can also serve to elicit participation from someone who has not yet spoken. Ask the question, then follow with, “I’d like to hear Bob’s thoughts.”

Try “May I ask a question?” You will be amazed at how well this works. And it will also strengthen your connection with the other person.

Strategy #20 “May I ask a question?” | www.BackPocketCoach.com | @RossCoach | @CoachDianeB

Appreciation is the secret sauce -- now more than ever.

Appreciation Several months ago when we were preparing to write this blog on appreciation, we went on Twitter and entered #AppreciationPolitics, thinking it would be wonderful to find an uplifting story from the political area that we could write about — something that would give us a reason to wax poetic and get a glow on.

Well, not so much. Twitter reported: “No results.” What?! Of all the hundreds of thousands of topics on Twitter that garner interest and are share-worthy, there was nothing.

Our spontaneous reaction was to burst out laughing. But, unfortunately this is no laughing matter. Why? Because appreciation is a crucial component for happiness and successful relationships. There is much research that points to appreciation being the number one thing that people want most at work and in life.

Given the recent episodes of violence around the world and this weekend in Orlando, it is more important than ever to find a way to open our hearts and appreciate others -- especially if those others view things differently than we do. Appreciation is not about being a Pollyanna or turning a blind eye to bad behavior or worse.

Voltaire, 18th Century French philosopher and prominent figure of the French Enlightenment, powerfully articulated the value of appreciation when he said,“Appreciation is a wonderful thing. It makes what is excellent in others belong to us as well.”

Imagine the kind of world we could create together if we were all guided by this philosophy.

Considering this on an organizational level, we know from experience that both team effectiveness and a leader’s effectiveness closely correlate with a culture of real appreciation. Maybe you’ve had the experience of walking into a room where a team is meeting and were able feel  the appreciation and respect team members have for one another; it’s palpable.

And the reverse is just as true. Working in a team of people who are angry, hostile and totally lacking in appreciation for one another is miserable. It’s a no-brainer to know which team will be the high performing one. And have the happiest, most satisfied team members.

So while we’re probably not going to heal politics and violence in the world, we do have the ability to make a difference right where we are — within our professional and personal lives. A kind word and a gesture of sincere appreciation can go a long way.

Remember this: In appreciating others we acknowledge their value in the situation or relationship. Challenge yourself to notice what you can appreciate about someone, even (and especially) if it’s difficult. Here are a few simple guidelines: 1) be authentic: say what it means to you; 2) be timely: do it now; 3) make it a habit: look for opportunities to appreciate another.

Who will you appreciate today?

For help in creating a culture of appreciation within your organization, contact Diane Brennan & Alexandra Ross at info@backpocketcoach.com 

Updated from original post March 20, 2016 www.backpocketcoach.com

Back Pocket Coach Strategy #13: I may need to renegotiate our agreement.

Back Pocket Coach Strategy #13 I may need to negotiate our agreement.We’ve all had the experience of agreeing to something we were not able to deliver on. It’s a horrible feeling when you disappoint another person, not to mention disappoint yourself. Breaking your agreement could have happened for a legitimate reason. Or perhaps you miscalculated the time required to complete a task. You may have even believed that saying no was not an option, so said yes when you should have discussed it first.

Regardless of the reason, breaking agreements can strain even the best relationships and impugn your credibility. The good news is, there is a simple strategy you can use to effectively manage the agreements you make.

First, understand that agreements are verbal contracts, so take seriously every agreement you make. Next, only agree to what you know you can deliver. That said, sometimes an unforeseen conflict can make this impossible. If this happens, renegotiate your agreement immediately! This gives the other person a chance to look for different options, and it preserves your standing as a conscientious person of integrity.

Finally, the next time someone makes a request of you, don’t feel compelled to say yes on the spot. Try this: Let the person know that you would like to accommodate their request, and that you first need to review your current commitments to make sure you can confidently agree to their request.

Doing this telegraphs the message that you take your commitments seriously and that you are someone they can count on.

Strategy #13 | www.BackPocketCoach.com | @CoachDianeB | @RossCoach

Back Pocket Coach Strategy #7: May I give you some feedback?

Back Pocket Coach Strategy # 7May I give you some feedback-Delivering feedback is not an easy process, and it is even more challenging when the message is potentially negative.  Just the thought of this type of conversation commonly evokes emotional turmoil for both the giver and receiver. Frustrations with an employee, boss, colleague, or other that are not addressed can lead to apathy and an “it’s never going to change” mindset that demoralizes you and others. And, if the situation has existed for awhile, you may need more than one conversation to resolve it. Also consider that the individual may have no clue there is a concern, because no one has really given him feedback. You or someone else might have hinted, but how clear was the message, and how self-aware is he?

In their book Thanks for the Feedback (2014), Stone and Heen encourage “creating pull” for receiving feedback as opposed to pushing through the resistance. The authors reinforce the value of creating pull for one’s own reflection and personal development.

Pulling or drawing someone into a conversation makes it easier to engage. It is also a smoother transition into a feedback conversation with them. So how can you deliver feedback with more ease and engage the individual in the conversation?

  1. Check your emotional readiness. What do you need to be at your best and ready?
  2. Create a safe environment for the conversation. Avoid open areas where others might overhear the exchange.
  3. Begin with the question, “May I give you some feedback?” Asking permission invites the individual into dialogue and offers him a choice to participate. It is a respectful way to gain agreement to proceed with the conversation, and it helps the person be more open to hearing what you have to say.

Remember, asking a question like “May I give you some feedback?” is an invitation into a conversation. When we give people a choice to engage, they will be more likely to participate and actually hear what we have to say.

Strategy #7 | www.BackPocketCoach.com | @CoachDianeB | @RossCoach

Strategy # 8: Can we continue this conversation later?

another interruptionHave you ever been in the middle of a critical deadline when someone stops by to chat? Or racing to your next meeting and you hear, “Do you have a minute?” as your energy drains at the thought of yet another unexpected conversation. It’s difficult to say anything other than “sure” when you really want to scream, “No, can’t you see I’m busy!” When challenged with how to respond to interruptions, clients often refer to an open door policy - meaning immediate availability, no matter what. The all or nothing thinking that says, there is no other choice than to stop what I’m doing and handle the situation. Feeling no choice in the matter shuts down brain processing and sometimes even the ability to respond with anything other than the habitual “sure.”

How do you excuse yourself from the interruption while maintaining your relationship and rapport with the individual? You might say: “I’d like to continue this conversation, and right now isn’t going to work. When are you next available to talk?” Think about the typical interruptions in your day, and consider a few variations of “Can we continue this conversation later?” You might practice these with trusted colleagues or a coach so you’re prepared to respond in a way that supports positive relationships and rapport and sets the tone for mutual respect instead of frustration.

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Strategy #8 “Can we continue this conversation later?” www.BackPocketCoach.com