Passion Depletion?

We all have days, sometimes weeks, months even years when our enthusiasm and love for life is not as high as we want it to be. Don’t we?

We all suffer bouts of ‘passion depletion’.

In my world ‘passion’ is not just about enthusiasm, love and enjoyment.  It is also a measure of suffering – as in ‘the passion of Christ’.

It is a measure of how much suffering we are prepared to put up with to pursue that which we love.  It is linked to the question ‘Are you willing to pay the price for the success that you desire?’  What will you put up with, put at risk in order to pursue your dream?  How many hours of practice, research, writing, planning and thinking?

In this formulation ‘passion depletion’ (now meaning a reduction in the amount of suffering you are prepared to put up with in order to pursue your goals) is a sign that you are falling out of love with your original goal.  Perhaps there is something else that you would rather suffer for?

It maybe a very positive sign that ‘new doors’ are opening.

I know that this formulation about suffering is not popular, but for me it does reflect more of the truth of day to day life and professional and private practice.  It provides me with a useful benchmark against which to gauge my life choices.

When some of your team seem to have ‘passion depletion’  it might be telling you, and them, something important.

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Mini Me or Maxi You?

mini-me

When you teach, coach and instill a new way of thinking into every employee in your company, so that when employees are faced with any decision, they would do whatever YOU would do as the business owner or leader, you very quickly create a company which stands out in its market place as one which is attentive, alert and focused on its customers needs.

Richard Parkes Cordock

Richard Parkes Cordock produces great advice for managers and entrepreneurs.  I am an especially big fan of the Millionaire MBA programme.

However I think he has got this bit wrong.

I want to employ people:

  • who can do things that I can’t do,
  • who can see choices that I can’t see,
  • who act from their own unique perspective to take the action that they believe will be best for them and the business.

Success depends on diversity not a monoculture of mini mes.

More Resources for Learning and Coaching

You might want to add this site to your brainstorming resources when you are coaching your team members.

It is 100 free websites where you/they can learn about all things business.

The Knowing Doing Gap

Mind The Gap

The single biggest challenge in my work with managers is to help them cross the gaping chasm between knowing and doing.

The open sores of apathy and fear that stand between understanding and acting.

What I teach:

  • communication,
  • building relationships,
  • feedback,
  • coaching,
  • delegation,
  • performance management and so on,

is all pretty easy to understand.

Knowing this stuff is not the problem.

The problem is taking what is known and understood and acting on it consistently and skillfully.  This takes both courage and skill – but mainly courage.

  • Courage to say things that we wouldn’t normally say
  • Courage to step outside of habits and comfort zones
  • Courage to live in the face of tension
  • Courage to open and honest

So what is stopping you from acting on what you know and understand?

Courage or skill?

I am working on a number of new approaches to provide a series of nudges to bolster courage and skills and to help break free from old habits and routines.

Watch this space!

Measuring Management

Managers spend much of their time measuring – market share, year on year sales, voids, arrears, return on investment, customer satisfaction, orders fulfilled, calls handled per hour, orders placed, orders fulfilled (again), total invoiced, hours billed, attendance, productivity per employee etc

Why the obsession with measuring stuff?

Because it gives us the data to recognise what has changed, what needs to change, and when we make the change – whether it has had the impact we planned.

But none of these metrics are about US – the manager.  They are all about the performance of the system and the people that we manage.  And this often lets us of the hook for making real change in the way we manage.

What if we measured some more personal aspects of our management efforts?

  • how much time we spend listening in 121 conversation with team members
  • how many times we give REAL feedback – affirmative and adjusting – each day/week
  • how often we make sarcastic or cynical comments
  • how many times we interrupt others mid-sentence
  • how often we check our blackberry in meetings
  • how often we talk about values and vision
  • the amount of time we spend in meetings that are inefficient or worse
  • how many coaching contracts we put in place with our team members
  • what percentage of coaching contracts achieved their goals
  • how many significant tasks we genuinely delegated (rather than then allocated) because they provide great development opportunities
  • percentage of working time allocated to pursuing key objectives
  • how often we acknowledge our own development opportunities and make planned conscious change in our behaviours

I am convinced that if we started to measure our own personal performance in relation to some of these more personal aspects of management, most of us would we would pretty quickly get some powerful data on what we needed to change.  Measurement would also pretty quickly confront us with the fact that our perceptions of our performance are markedly different from reality.

As we make planned changes based on measurements of our own personal behaviours we will soon see a very positive impact in some of the more traditional areas where measurement prevails.  The act of measurement itself would also increase the likelihood of planned changes being implemented and seen through.  That after all is perhaps the main reason why we measure.

To make sure that important things get done.

Finding Feedback Difficult? Try Feedforward!

Great and very simple exercise from Marshall Goldsmith designed to help you get seriously useful ideas for your professional development.

Name the area in which you wish to improve. – e.g. I want to be a better leader.

Tell someone, almost anyone  ‘I want to be a better leader‘.

Ask them for two ideas for things to do that would help you become a better leader.

After they have offered their suggestions – simply say ‘Thank you‘.  No discussions, no debate, no analysis – just ‘Thank you‘.

This should work brilliantly in 121s as a way of getting information on how you can improve.

Pluck up the courage to try it.  It works.

Ten Steps to Better Management

Step 1: Clarify, negotiate, and commit to your role as manager.

  • Many management jobs will have changed priorities in response to the current economy.
  • Check with your manager that you are doing what is best for the organisation.
  • Check with your conscience that you are doing what is best for you and your team.
  • Check that you are prepared to do the work that will help others to be outstanding.

Step 2: Understand the results you are expected to produce.

  • If you are to be recognised as an outstanding manager you need to know what excellence looks like.
  • At the moment you might be expected to drive costs down while producing more value.
  • Watch out for mediocrity. Expect excellence. Don’t let the current climate be an excuse to cut corners.

Step 3: Know your business.

  • Know what excellence looks like. Recognise the behaviours and habits that lead to it.
  • Recognise behaviours and habits that undermine it.
  • Understand the metrics that are relevant to your part of the business. Use them to get better.
  • Understand what your organisation needs from you – now.

Step 4: Build a great team.

  • Recruit, develop and retain people who will take responsibility and work independently – within parameters agreed with you!
  • To make sure you retain your best staff in difficult times talk to them – give them control – give them the chance to shape the organisation and their future in it.
  • Build a team that you can lead – not a flock that you have to herd.

Step 5: Ensure your team knows what excellence looks like.

  • Feedback, feedback, feedback.
  • Coach, coach, coach
  • Delegate, delegate, delegate
  • If you are not sure what constitutes excellence in your business – FIND OUT QUICKLY!

Step 6: Plan – with flexibility.

  • Review and revise plans on a weekly basis.
  • Expect progress on a weekly basis.
  • 121s are ideal for this.

Step 7: Get out of their way.

  • Help them to do great work.
  • Listen to them.
  • Understand what stops them from being great.
  • Get barriers out of their way.

Step 8: Be engaging.

  • Be positive and constructive.
  • Smile a lot.
  • Be energetic and hopeful.

Step 9: Proactively manage progress.

  • While change IS inevitable – progress is not.
  • Make sure that everyone knows what constitutes progress and has their own plan to make it.

Step 10: Leave a legacy: develop people and the organisation’s capacity to produce results.

  • better meetings
  • more focus
  • more knowledge and skills
  • more professionalism
  • better execution
  • higher standards

This post was inspired by Lisa Haneberg over at Management Craft.