Boost performance by managing mindfully

Mindfulness is the process of actively noticing new things. Paying attention to what’s going on around you, instead of operating on auto-pilot, can reduce stress, unlock creativity and boost performance. To be more mindful and encourage the practice within your team:

Make not knowing OK. Encourage your team to ask, “Why? What are the benefits of doing it this way versus another way?” Such questioning helps you recognise and take advantage of new opportunities.

Imagine that your thoughts are completely transparent. If they were, you wouldn’t think awful things about other people; you’d find a way to understand their perspectives.

Remember that stress comes from how you look at events, not from the events themselves. If you feel overwhelmed by your responsibilities, question the belief that you’re the only one who can do a task or that there’s only one way to do it.

(Source: Mindfulness in the Age of Complexity, by Alison Beard)

Don’t let fear of being different stifle talent

Diversity is a near-universal value in corporate America, but the upper tiers of management remain stubbornly homogeneous. Consider Fortune 500 CEOs: Only 23 are female, just six are black and none are openly gay. One reason for this may be ‘covering,’ which is when people downplay their differences from the mainstream. Someone with a disability might forgo her cane at work. A gay man might avoid using ‘he’ or ‘him’ if asked about his partner. This behaviour can be driven by perceived pressure from management, which can also decrease employees’ confidence and engagement. Managers striving to assemble a truly talented team should be aware of how even unspoken demands to conform might affect morale. Eliminate these and find opportunities to model a more inclusive culture by ‘uncovering’ yourself.

(Source: ‘Fear of Being Different Stifles Talent, by Kenji Yoshino and Christie Smith)

Recognise when you have to be the ‘bad guy’

The best way for managers to be successful is to build a top-notch team. But when taking on new positions, they often hesitate to replace poorly performing incumbents. New team leaders don’t want to seem harsh, and they’re weary of offending key stakeholders who may have relationships with individuals on their team. In these situations, remember why you were given the reins — to lead your department to a higher level of performance. Assembling the strongest team as quickly as possible is the way to do that. If you have doubts about employees, test them quickly with an assignment, or do a rapid performance assessment by talking with their subordinates, peers and partners.

(Source: If You’ve Just Taken Over a Team, Quickly Let Underperformers Go, by Ron Ashkenas)

Consider the goal before giving a presentation

We rarely think about whether presentations are the best way to express our ideas; we just blindly create and deliver them. But sometimes a conversation is much more appropriate and effective. How do you know when that’s the case? Ask yourself what needs to be accomplished in the time you have with the group. Do you need to simultaneously inform, entertain and persuade your audience to adopt a line of thinking or to take action? Or do you need to gather more information, have a discussion and drive the group toward consensus on a goal? Generally, if your idea would be best served by more interaction with your audience, you should probably encourage discussion rather than deliver a presentation.

(Source: A Presentation Isn’t Always the Right Way to Communicate, by Nancy Duarte)

Boost employee engagement

Companies with energised, motivated employees make an extra effort to create a superior experience for customers, who in turn reward the company with intense loyalty and contributions to its profit growth. This begins with leaders creating a culture that caters to happier, more engaged employees.

First, give daily supervisors, not the human-resources department, the responsibility of stirring employee enthusiasm, energy and creativity.

Second, do regular ‘pulse checks’ by conducting short, anonymous online surveys to truly understand team dynamics and see what can be improved.

Finally, open up the dialogue between supervisor and front-line employee. Tap into the knowledge of your call centre representatives, sales specialists, field technicians, etc.

(Source: The Four Secrets to Employee Engagement, by Rob Markey)