In this Is This Mic On? We tackle the question of, “How do I reinforce culture for my team?” Read on to hear what SNP had to say about values-based actions—defining, acknowleding, and recognizing.

Dear SNP, 

Our team has been navigating a lot lately, from return to work to layoffs and reorgs. We’re just now settling into our “new normal” (which seems to change every three months). Our leaders have refreshed our values to reflect all these changes, and they inspire me. Now it’s my job as a manager to get the team on board. They say it. They get it. But they’re not exactly living it (and you can feel it in their work…). People aren’t communicating. There’s tension in the work environment. It feels like I’m the only one beating the drum of our company’s mission and values. How do I get them to do the same, to live out our values, and to build a team of culture carriers? 

Best, 

Building culture

Dear Building Culture…

Define. Acknowledge. Recognize. 

Don’t let my succinct first line belie my internal struggle. This is a tough one. The context of your question makes your question that much more challenging. So I’m going to go on a little rant about why leaders might consider before tinkering too much with their values: 

Warning: values are foundational

Changing processes, structure, and initiatives is hard. Sure, yes, I don’t mean to mitigate that. Changing values? That is changing the fundamental how-to for your team. The pillars from and off of which they know how to operate. The North Star for decisions and actions. It is the values that can help a team understand why and how organization, policy, and process changes have been made. Values can be the constant in a flurry of change. 

So by changing the values, you have a new challenge. Not only has the organization changed, but the foundation has shifted. The beliefs have changed. So every leader and manager must invest time here. Which of course, finally brings me to your actual question. 

Demonstrating the values just…is

Demonstrating the values—the new values—is an every week, every day, every moment choice. It’s not words on a page, placard, or pinned post. It’s not a recitation. It’s not a circus proclamation of “and now, esteemed colleagues, you’re about to witness a daring example of living by the core values!” it just…is. 

Helpful, right? I can hear you muttering at your screen right now: “The answer is: It just…is?” 

It’s in the words we choose, the tone we take, the choices we make. It’s in the way we communicate a heavy message, approach a hairy problem, or make hard decisions. Demonstrating the values (or not demonstrating the values) has an almost tangible quality to them. So: Define. Acknowledge. Recognize. 

Define. Acknowledge. Recognize.

Define. What does living our (new) values look like?

What are the actions? Verbs + Nouns. If a value is “creativity”, define what that looks, feels, smells, tastes like by defining the action (ew ok, I know, maybe scratch that last one). Better yet, ask your team to define the actions. Create a conversation around the values, versus a presentation about the values. So, back to my example, “creativity” may beget more verbs like “explore”, “introduce”, “invite”. Then the noun may become specific to your functional team. That’s where you make it real. Talent acquisition may refer to candidates. Engineers to code. Marketing to copy. So there is your first to-do: create a space for your team to define the values in terms of actions. 

Acknowledge. Find the examples.

Now that you have the definition, spot them in the wild and include them in your own language. Let’s say a value is “determination”. Did one of your partner teams launch a complex project? Speak of it in the context of the value. Did your organization just have an all-hands? Ask your team where they saw “determination” in play. Remember: there are opportunities every week, every day, every moment to take values-led actions. There are just as many opportunities to look out for those actions, acknowledge them, and continue to make them real for your team. 

Recognize. Applaud what good looks like.

Recognize is for your team and while it may sound like a synonym to acknowledge (which some of the internet searches I just did confirm), here we think of it more as a cousin. Recognition is a powerful tool. It’s specific, it’s personalized, and it’s timely. While it is a cousin to acknowledge, it’s a sibling to difficult feedback, sharing the same format: state the action and then give specifics. For example, if a value is “humility” and a team member recently acknowledged a mistake they had made and quickly amended it…maybe that is an opportunity for recognition. Now, you get to choose public or private. Written and/or verbal. Cookies and/or balloons (kidding, sort of). Based on the person and the situation, ensure you are recognizing examples of values-based actions. Show and tell and applaud what good looks like.

So, if you are a leader reading this, consider before you change your company values. It’s not unheard of and sometimes it’s necessary, just consider first. 

Managers, make it tangible. Define. Acknowledge. Recognize. You’ll inspire new culture carriers, with every week, every day, every moment. 

Struggling with where to start on culture? SNP can help. Check out our culture assessment service to help you find your culture baseline and set direction for your high-performing team.

The post Culture Carriers & How to Make Them | Is This Mic On? appeared first on SNP Communications.

Dear SNP,

I’m feeling stuck in my current role and want to explore newer ponds, but I’m not sure what or how. I’m good at my job, but I’m not fully fulfilled. Other areas of the business seem exciting, I just worry about the risk. Should I stay in my org and try leapfrogging up the chain? Should I get out of my comfort zone and make a lateral leap? I’m at a crossroads and in need of some forward momentum.

Best, 

Leaping forward

Dear Leaping Forward…

I have some 80’s Frogger visuals in my mind, wherein this tiny, two-dimensional, pixelated square leaps from log to lilypad, in between cars and general chaos. It’s about survival for that little creature. A visceral understanding that they can’t stay in one place, they must move, and they must get to the mysterious other side. That other side, obviously, being amphibian nirvana. 

Career nirvana, in this case…the job that leverages all of your skills, eliminates all of the stuff you don’t want to do, and recognizes you for your skills, strengths, and unique talents. 

And the kicker: I can’t tell you what to do. 

3 steps to take before making a career leap

You have to do the work first…

• Articulate what you want to do (versus what you don’t want to do). 
• Do a Venn diagram of your skills and your dream job; see where they overlap, identify the gaps. 
• Match the things you want to do with the roles that are available in your company (love that you are already looking at other areas of your current company).

Those main points are a few things to consider – but let me add another idea.

Go start the conversation…

…with your manager. Your leader. Go share all of this with them. 

Lead with trust. Seek mentorship. Have a point of view.

Controversial, right? Some might tell you to now keep this career leap questioning a secret. Write anonymously. Create a wall between you and your company. Turn that on its head.

Because letting them be part of the conversation makes you partners when it comes to making that career leap. They likely have perspective on the internal space that can help guide you in search for greener ponds and if it comes to forging through new waters, now you’ve prepared them for a celebratory bon voyage and smooth sailing.

Here at SNP, you can’t resign too early. Some have resigned for a year. Two years. Some for six months then decided to stay and do amazing work, and then became an alumnus three years later. It’s magnificent. It’s because there is trust and authenticity. 

Transparency. You’ve built that via your good work. Now: trust in it. 

Common sense prevails when making a career leap

And of course, know your audience/common sense prevails (you’ll also hear both of those a lot at SNP).

We are writing this with the assumption that if you are reading this: you are a high-performing team member, working for a high-performing leader, within a high-performing team, creating a high-performing culture. Transparency, authenticity, and psychological safety are core tenets.

It also means that you’ll prepare before you go into that conversation. Jot down your outline, and start by putting yourself into their shoes: 

• What does my manager care about? 
• How will they feel about this topic? 
• What is happening in and around the team right now? 

Then, what would the three main takeaways be? What are your main points? Maybe one of them is how you can ensure you are planning for the future of both you AND your team – put ideas on the table for a transition plan. Or, as in camping: ensure you are leaving the place better than you found it. 

The days of a secret search, a surprise career leap, and a two-week notice: let’s leapfrog beyond that. Communicate. Share. Make it a win/win. Talk about the team, the role, and what’s next. It’s the right thing to do for you, for your team, and for your organization. Abundance. Or: a win/win/win. 

So, there you have it leaping friend. There will be opportunities in front of you. You’re incredibly employable, is my guess. Let your advocates, your champions, your leaders, be a part of that next step. 

Lead with trust. Seek mentorship. Have a point of view.

And really, imagine if that little green dot frog had a coach, or someone helping them get to the next level…leaps and bounds.

Looking for the best way to hop into what’s next? Need professional advice? Check out our 1:1 coaching to get practical advice and skill for reaching that next level.

The post Career Leaps & How to Make Them | Is This Mic On? appeared first on SNP Communications.

Dear SNP,

Every time I enter the office I’m greeted with ghosts of company’s past. A round of layoffs wiped out my team. Sometimes I still feel their presence in the recurring meeting invites they’re still on, lifeless Slack channels, and the piles of untouched work that I don’t have the time nor energy to get done alone. I can’t help but feel frustrated with the grim reapers (higher-ups) who expect the same results from those of us still lurking in the halls with our heads cut off…it feels like the 9-5 of the Living Dead. How do we move forward into the light?

Sincerely,

The Headless IC

Dear Headless IC

Ok, I get it – the Halloween theme and all. Grim Reaper. Ghosts. Headless Horsepeople. Be that as it may: it’s time for a reframe.

You first need to choose to move forward. And no, I am not going full witch-manifestation mode (though, thematic). It’s just simply making the decision: are you mourning, or are you moving? Are you sulking or supporting? Instigating or inspiring? Enough with the alliteration, you get it, right? You have choices to make on your mindset, actions, and energy. So let’s lay out three of them. With more alliteration – and pulling on some dreadful Halloween-inspired verbs for the comparison.

Moving versus Mourning

You may indeed be mourning. So: put a time limit on that mourning, because it’s keeping you stuck. And if you are a leader on a team, remember that leadership isn’t a title or a tenure – you can help your colleagues. We all cast a shadow (oooo…spooky). The words we say. How we say them. What we write. The emojis that we use. Our facial expressions. If you lead a team, your shadow may be wider; you have more eyes on you. All of us, however, affect, influence and impact the culture of the team. So make a choice. Ask yourself, and maybe write it down…

• What is your intention? Your highest purpose. Is it to contribute to your team’s success? Positively impact the culture? We know your intention here is heliotropic even in the darkest times – so write it down for yourself.
• What is your attitude? So many options here. Are you frustrated, disenchanted…or are you optimistic and curious? Be honest about what your attitude is and what you want it to be, choose, and write it down. 
• What is your behavior? This is again a decision. What are the actions you’ll take in order to embody your attitude? Is it to stop talking and listen? Slow down? Make eye contact? Make a choice and again, write it down. 

The point: you’re making choices on the above every day, even if you don’t make a conscious choice. So bring it into the light and decide: moving, or mourning? 

Solving versus Stewing

You see a problem: same expectations, fewer resources. Now: come with a solution. An innovative idea is also agnostic of title and tenure. And a point of view is uniquely yours to be able to articulate, so formulate your recommendation. Perhaps in the format of: Problem, Impact, Solution, Ramifications

• Problem: State the problem statement as you see it. Perhaps it is a missing skill set. Or a product roadmap that hasn’t caught up to the current day. Short. Succinct. Remember this isn’t about stewing on (or admiring, as I’ve heard some leaders call it) the problem. This is about being clear on what it is, without emotion. Now, without the rest of the framework, the problem may just be considering whining…that’s why you move into…
• Impact: Who and what does this problem impact? Is it a launch deadline? The quality of a program? Revenue realization? Again, be clear on the impact to the company––the mission, goals, KPIs. Articulate how this problem impacts what the company, organization, and teams care about. 
• Solution: What is your suggestion? Is it to re-prioritize some projects? Focus your own time and energy strategically in order to complete some of those top projects, then move on to the next. You understand the constraints and the possibilities of your team enough to be able to put an idea on the table. Again, make it succinct. The operations and execution of it can come up during the conversation – this is just a chance to share the headline. 
• Ramifications: The actual impact. By implementing the above solution, what are the results? This can include both positive and challenging outcomes. Be prepared to share both sides and ultimately why this idea will positively impact the business. Know your audience and tie the impact back to what they care about. 

Connecting versus Commiserating

Now, at the same time, let’s take this outside. Acknowledge your former co-workers. They are still a part of your community, part of your ecosystem. Some of them may have become personal friends. Be a connector. Every single one of us has had a supporter in our career. A sponsor, if you will. Maybe one (or more) of your sponsors are the same grim reapers of whom you speak. So a question you can ask yourself: who am I sponsoring/could I sponsor? Be a proactive connector, making thoughtful introductions between two individuals, based on what you know they both care about. An email could sound something like:

Writing today as a connection of two people interested in the intersection of AI and customer acquisition. 

Pennywise: Michael is originally from Illinois, and has been involved in his family business for more than 30 years. His industry experience includes healthcare and hospital administration, construction management, and public safety. 

Michael: Pennywise has a unique background in theatre and performance, he continuously refines both his target audience and messaging. You both have a commitment to your own personal presence and appreciate the consistency of a signature look. 

I’ll back out of the conversation, letting you both connect. 

[Author’s note: please don’t connect inexplicably fire-resistant murderers to killer clowns with an unlimited supply of red balloons…use your connections for good.]

So dear reader: you have choices.

How you show up. What you suggest. Who you support. Affix your head back onto your shoulders, acknowledge and thank the ghosts of the past, look the grim reapers in the eye…and go forth. 

The post Surviving a Layoff & How to Move Forward | Is This Mic On? appeared first on SNP Communications.

Dear Smart Nice Pups (or People),

Things are ruff right now. Our pack has been put on a doggy diet. The treats were gone a while ago (bonuses) and now we’re on half a scoop of kibble instead of the full scoop (budget cuts). We have to, do more with less. But, our plans haven’t changed. We still have the neighborhood cats to scare away (KPIs to hit), sticks to gather in the front yard (revenue to make), and holes to dig (challenges to solve). 

As the leader of the pack, how do I break the news to them? And more importantly, how do we make do with what we’ve got? 

Best, 

Playing Ball on a Budget

Dear Playing Ball…

We’re going to put the pet puns aside for a minute, as this is a situation that can be terrier-fying. Ok, now, seriously, we’re putting them aside…

First: communicate everything, before, after and during.

Ideally, your team has been privy to what’s been going on in the company, with your customers, and in the macroeconomic climate. And how all of those levers affect one another. Health is not a secret. Your team – the company – needs to be trusted with the right information about the business. Now, of course, common sense prevails. Some of the most successful, innovative companies in the world are famous for their enigmatic approach to product development. This is not that. Share with your company what you can. For example, revenue against goal. And be honest. Your team can sniff out (it’s hard to shake the puns) nonsense. 

If there has been transparency, honesty, there is not the same level of news to break. It’s not happy information, don’t get us wrong. Bonuses are more fun to communicate than budget cuts. But it is not so much a surprise. Your team has been a part of the context. And perhaps are even at a point where they seek leadership to make a decision that changes the course of the numbers that they do see. After all, most people understand that you have to make more money than you spend. 

Now, include them in the solution.

We’ve talked about this before. The idea that managers often feel/think that they need to have all of the answers. They need to present the problem AND present the exactly-perfect solution. That’s nuts. And quite honestly, it doesn’t honor the creativity, smarts, and innovation that lives within your team. Ask them. Encourage them to be part of the solution. In your case, some of the decision has already been made – budget cuts. How to operate within this new environment – that can be for collective intelligence. So I say again: ask them.

With change and challenge comes opportunity. A time to re-prioritize or re-think. Get everything organized onto a dashboard––what is critical, what is necessary, and what is a nice-to-have. Maybe there are nice-to-have projects that can be officially put on paws (sorry) for the time being, creating a bit more room for some of the critical and the necessary. Focus on focus. And then ask your team what they don’t want to lose. What they want to work on. Maybe some of those nice-to-have projects – new products, new processes, new content – are actually passion projects that create energy. Let your team decide to put them back on the docket, and decide how to get them done. 

Finally, mindset.

Attitude, behavior, mindset. Get yours right. If you go into every conversation with your team apologetically, with a sense of burden and weight…that creates the culture. Approach conversations with empathy. Be ready to listen. And approach this next period of time with a sense of heliotropic optimism. Not delusion, optimism. Your team wants to see that you understand the challenge presented, and will model how you choose to operate within it. 

Handle budget cuts right to stay high-performing

You’re part of a high-performing pack (the puns are clawing their way back). This is a point in time, and you’re doing more than simply making do. Trust your team and communicate, clearly lay out the decisions, listen, and then invite them to be a part of the solution. Keep your focus pawsitive and don’t go to the bark side (oh no). Success is not far-fetched here. 

We gotta go, this is getting paw-ful..

Want to dive deeper into how to approach budget cuts for your specific situation? Read more about the benefits of 1:1 coaching and reach out to us.

The post Budget Cuts & How to Handle Them | Is This Mic On? appeared first on SNP Communications.

Dear SNP, 

To be quite honest, I don’t know what’s happening. It feels like just yesterday I started my onboarding with my company. Shiny new email, complimentary company swag (I <3 my Yeti coffee mug), ready to grow my career, and then WHAM, I’m no longer the new kid and am now a senior team member? The people who showed me the ropes, who I look up to either moved on or are treating me like a peer. Sure, I’ve picked up a few things and I help out where I can, but I just don’t see myself as “senior”. What does it mean to be a senior member of my team and how do I step up? (Preferably without any dance battling) 

Best, 

Student to Senior 

Congratulations! You’re…senior! 

So after you politely say thank you, accept the applause, and take your proverbial seat at this imaginary convocation, you’re left thinking: what in the world does senior mean? 

Let’s first define it, as it’s directly related to a high-performing team. This means we’re off titles here. That’s a separate thing. Related, but separate. So the following missive is not about going from Director to Senior Director on your LinkedIn. That’s often to do with salary bands and levels and performance reviews and tenure.

Here, we’re talking about senior as a mix of opportunity, expectation, and mindset. And yep, on a high-performing, rapidly evolving team, senior may very well be implied after your first month.

You’ve spent 30 days listening, noting, and reflecting. You’ve found where the bathroom is (if you’re working from home and you just found it, well, there’s that). You’ve formatted your email signature. You’ve maybe even connected your email to your CRM account (you can show us how to do that later, we’re still figuring that one out).

Perhaps most importantly, you’ve got an understanding of your functional expectations. So now we can layer on the “other responsibilities” section of that job description all of which means: leader. 

Here are the three roles of that senior mindset and expectation that you can incorporate, adopt, and flex today…

3 Responsibilities of a Senior Team Member

1. Connect, and Create Connections.

If relatedness is a core trait of a high-performing team, the ability to foster relatedness is a trait that those team members must have. But “foster relatedness”? Who talks like that? Smartening that up to something we can take action on…it means connect and create connections.

Invest the time to get to know your colleagues. Participate. Join community events, initiatives, and conversations. Be interested in others. That Slack channel devoted to dogs? Share a picture of your dog. Be available, present, and accessible. Allow people to know you a bit more, creating a space for them to share more of themselves. 

At the same time, take the initiative to create connections. Introduce new team members to someone from another department – maybe because they live in the same region, share an alma mater, or maybe they both brew their own kombucha. Heard one thing in this afternoon’s meeting that may relate to another thing from that meeting you were in just this morning? Connect the dots and connect the people.

“Norman*, I heard your update this morning about the new e-commerce site design for the core software – connecting you to Bubba* who was just talking this morning about launching a similar site for our consulting services…thought there may be some interesting conversations/connections there.”

If it’s already known: great. If it’s a new place to uncover similarities and efficiencies that make the organization run better…well, that’s very high-performing, seniorly of you. 

*Note: Norman and Bubba are names of SNP dogs, and yes, they have been posted on the Slack channel. Because: Relatedness. 

2. Communicate.

“Internal communications” is part of all of our jobs, and a high-performing team member is also an expert communicator. Every one of us is communicating up, across, down, and around. While there are plenty of functions that can be outsourced or delegated, your voice is not one of them. So learn, practice, and become a student of communication.

Put time into clarifying and articulating your point of view. That means identifying your own blind spots or biases, and where you might need to search for more information. It very often means getting up and out of your day-to-day and considering the impact to teammates, cross-functional teams, and customers.

All of this senior-level thinking is the model you are expected to be for your newer team members, and you demonstrate that thinking by being able to communicate it clearly.

3. Clarify.

You’re now senior. We say again: congratulations! Now: ask the stupid (your words, not ours) questions. Have you heard people preface a question with “sorry for the stupid question…” or “maybe this is a stupid question…”? Yes, probably. You’ve maybe even led into a question with some semblance of that phrase. First, cut that out.

What a way to minimize your own leadership and communication even before you add content to the conversation. Second, absolutely, 100%, we-beg-of-you please ask whatever is coming after that statement. Ask the question. On behalf of yourself, your colleagues, and your team. Here are some situations where your new senior status has a no-restrictions license to drive for clarity. 

• Wrapping up a great meeting. Brainstorms! Ideas! Actions! Before everyone logs off and goes on to the next thing, ask: “Who is doing what?” (or – CAP, as we say at SNP: what is the Calendar, Action, Publish plan?)
• In a team discussion, digesting the all-hands content from last week, including EBITDA**, AOV**, and the CRM**? Maybe you know what that all means – if there are acronyms flying about, pause and clarify. For the newer team members (and maybe for some veteran team members/yourself, but we won’t tell anyone). 
• Preparing for a customer call with multiple colleagues (let’s say: an account executive, account coordinator, customer success manager, solution consultant, solution engineer, and product specialist). Clarify who-is-doing-what. Who is the OneVoice, the central lead of the conversation, opening, closing, transitioning, and facilitating questions? Who is running the slides? Who is pulling up the demo? Who is taking the notes? Who is sending out the CAP email? Winging it is not a strategy. And a senior team member will ensure that preparation and clarity happen. 

Being a senior team member is an implicit expectation, an incredible opportunity, and a leadership mindset.

So, there you have it. Seniority is an implicit expectation, an incredible opportunity, and a leadership mindset. You are a high-performing team member, now welcoming new colleagues onto your team. Now, go connect, communicate, and clarify. 

**And while we still have you: it’s earnings before interest, taxes, depreciation, and amortization (EBITDA); average opportunity value (AOV), and customer relationship management (CRM…that we’re going to go connect to our email).  

The post Senior Team Member & What That Means | Is This Mic On? appeared first on SNP Communications.

In this Is This Mic On? We tackle the question of, “How do I create a culture of recognition?” Read on to hear what SNP had to say about getting into the details, knowing your team, and sharing at any level.

Dear SNP, 

We ended 2022 strong despite all odds. We had our offsites and planning meetings and committed to new actions. But it’s January now and the party’s over. It feels like there’s a lot of work ahead. I want to keep the celebration going and recognition leaves everyone feeling good, but what if there aren’t enough things to recognize? The big projects are kicking off and we’re getting into the thick of it. How do I keep a culture of recognition going all year round to help make our lofty goals stick and keep my team motivated? Also, what can I do to recognize folks without just using my words? 

Best, 

Recognition is rad 

How do you create a culture of recognition? Dear Rad…

Yes, the start of a new year means the party is over. But this is when the follow through on those commitments, both to the work and each other, matters the most. This is the time when you set the tone for the year ahead and cement the foundation for a culture of recognition. And it all begins on an individual level. As these projects lift off the ground, and successes big and small are realized, it’s easy to reflect upon them as a group or a delivery team. But go deeper. Dig into the details. What exactly did someone or some people do to reach the achievement? Citing specific examples makes the recognition more tangible to the person receiving it while showcasing their work can inspire and motivate a broader organization.

Keep It Personal

A culture of recognition is rooted in everyone’s desire to be seen (and heard). But! Not everyone wants to be recognized the same way. Know your audience. Some people want to see their name in glittering lights like on Broadway. A public shoutout, either written or in video format, in a communication channel or staff meeting is excellent. Meanwhile, there are others who would be positively mortified if the spotlight spun toward them. Sure, it feels great to be seen as the benevolent leader casting accolades upon someone for all to hear, but the person on the receiving end might much rather get a more private form of recognition. A handwritten letter, for example, could be a great way to communicate to that person that they did a job well. Don’t pass up or overthink moments to provide in-the-moment feedback as well. If there is an opportunity to shoot a quick email, take the time. Even a short, “great work!” with brief context explaining why can go a long way in boosting the mood of the person clicking through their inbox.

Know your power

As a leader, be cognizant of the power of your voice. This requires you to understand when it is needed, and when it is not. Recognition of good work should absolutely be acknowledged by those in leadership, but it can be expressed by others. In some cases, the words of affirmation may carry even more weight if you have another team member vocalize them. This inspires more peer-to-peer recognition, strengthening the culture you are responsible for leading.

Creating a culture of recognition comes from incremental but consistent changes. Click here for suggestions on how to do the work, from the book How to Do the Work by Dr. Nicole LePera

The post Celebration & How to Create a Culture of Recognition | Is This Mic On? appeared first on SNP Communications.

Dear SNP, 

Talk of 1:1 coaching haunts our office. It’s all I hear about from coworkers “My coach said this”, “well my coach suggested that”. You’d think they’d signed away their souls with how much they talk about coaching. I can’t stand it! Worst of all, and here’s the kicker, I just got assigned a coach by my manager! Is this a not-too-subtle hint that I’m underperforming or something? What am I even supposed to talk about in these sessions that I’m not already talking about with my manager or my therapist? Feels like my manager is just passing the buck here. Help!

Sincerely,

Creeping on coaching

Dear Creeping…

Manager, Coach, Mentor, Leader, Therapist…Father, Smith, Warrior, Mother, Maiden, Crone, Stranger. House of Dragons/Game of Thrones anyone? No? Moving on. 

The point is: many of us have the privilege of access to many advisory board members. Some are formal – the manager we report into. Others are organic – a college advisor we now call mentor. Some are a hybrid (sorry for using that word, again) – enter, the coach. 

To know: 

• Managers may coach; a coach is not your manager.
• Coaching conversations are yours to drive. 
• Coaches, coaching differ: know their point of view. 

Time, money, attention – spending time with a coach is an investment you are making.  And if your manager/company is setting it up for you, they are investing in you. It’s not a surrogate manager. You have one of those, and that person is responsible for setting goals, driving to goals, managing PnL, identifying opportunities for team members, managing up, managing down, managing across. You get the point. A lot. That person is responsible for a lot. Your coach is there to dig specifically into your skills, your career development and your strategic priorities.

Utilizing Your 1:1 Coach

 Let’s look at an example. Let’s say you keep missing deadlines, from the time you are supposed to show up to meetings to the time you are supposed to get an article finished for your team’s monthly newsletter. Always late. Your manager is responsible for having that conversation with you, giving you explicit examples, identifying what’s going on, and developing a game plan through which to solve for it (yes, I just snuck in the SNP Delivering Hard Feedback framework). It’s now your responsibility to bring that to your coach. Share the gameplan. Use times with your coach to work on the skills, stay accountable, and realize where this newfound meeting-deadlines version of you will take your career. 

Setting Your 1:1 Coaching Agenda

You’re wondering what to bring up with your coach, and that’s a good start. Because your coaching sessions are yours to drive. This isn’t training where you attend a topical event that usually was chosen on a team’s behalf. Influence without Power. Executive Presence. Socratic Selling Skills (I’m just showboating all of the SNP Greatest Hits today, forgive me). Unless you are signed up for a very specific set of skill-based sessions, coaching is what you need, right now, specifically, based on your experience. So you need to be able to bring in what those experiences are. 

Remember that your coach by-in-large has no context of your work outside of what you tell them, so you need to paint that picture for them. One of the best dialogue openers from your coach may simply be “what’s going on?”, to which you need an answer. In order for your coaching relationship to be truly unique and truly successful, be ready to drive the agenda. Your coach will have a point of view of what skills you need to be successful, you need to be ready to share the context of your world in which the skills will be applied. 

There may be a certain cache with being able to say “well, my coach said…” Again, many us have the privilege of access to many advisory board members. And while the definition of manager may be generally consistent across teams and organizations (setting goals, driving to goals, managing PnL…you get it, same as I wrote above…), the definition of coach does not. 

There are coaches everywhere.

Some have carried the bag of a particular function, others have built their career coaching. Both bring relevant skills and perspectives. Some coaches spend most of their time exploring your own inner feelings and emotions. On the contrary, SNP coaches will be an advocate for your audience, giving you direct feedback on how you are being perceived externally, then moving inward to skills. Learn about the point of view of the coaching organization. They differ, and they are different. 

A coach can be one member of your advisory board, and one that is not your manager. The success of a coaching relationship is very much driven by you. And coaching organizations – and the coaches therein – bring a point of view to their practice: ask about it. 

Congratulations on being offered coaching. It’s an investment, and what a testament to you. And like with any advice, take it as data and perspective. You still ultimately decide what actions you will take. 

Interested in 1:1 Coaching? Click here to check out our 1:1 coaching packages and philosophy.

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In this Is This Mic On? We tackle the question of, “How do I improve team communication?” Read on to hear what SNP had to say about bottom lining, jargon, and authentic communication.

Dear SNP, 

Jargon, I can’t live with it, and I’m hoping my team can live without it. I’ve noticed lately that my team’s emails are full of “hope this finds you well!”, “circling back”, and the dreaded, “per my last email.” What’s worse is that this doesn’t stop at email. When there’s a disagreement in a meeting the conversation, more often than not, ends with a “let’s take this offline.” The jargon is going from passive-aggressive to straight-up aggressive. And it’s keeping us from real conversations, effective teamwork, and generally connecting as coworkers. How do I help my team cut the jargon and be direct with the bottom line while not being aggressive?

Sincerely, 

JarGONE

Dear JarGONE

First, a tip-of-the-cap to the pun in your name. Because let’s be clear: puns are hopefully clever and often smart. Overused phrases that Google knows how to autofill: that’s jargon. 

The thing is, you answered your own question. The way to cut the jargon is to simply know how to simplify. Get to the bottom line. Say the real content, or ask the real question. So let’s take a look at some common jargon phrases and some alternatives…

3 Jargon Alternatives to Improve Team Communication

Jargon: Per my last email…

What it really sounds like: If you had responded to my last email in any kind of timely manner like a true professional, I wouldn’t have to write another email, asking you to refer to the email that’s right below this email and/or I wouldn’t have to answer a question that I clearly already answered in the email below that you clearly have not read.

While jargon can come in many forms, this one is mostly in writing. I mean, how many times have you said “per our last conversation” or “per my last email” out loud? Our guess: not many. So go back to the core of the message. If you received a question that you’ve already answered: just answer it. No need to call out the perceived repetition. Giving the audience the benefit of the doubt, maybe they didn’t understand the original answer. Or maybe they just have 100 emails and missed it. Just answer it and move on. Strip out the emotion from the question (mainly, your emotion) and get to the point. 

And if you’re using the “per my last email” as a way to bubble up a message to the top of an inbox? It’s like Einstein’s definition of insanity: sending another email, and another email, with the anticipation of getting a response. Seems like a faulty strategy. Consider picking up the phone, and for the love of glory, don’t start the conversation with “did you get my email?” 

Jargon: Let’s take this offline.

What it really sounds like: I’m so annoyed at the last five minutes of conversation and can’t bear for it to continue one more second.

This one gives me chills. Memories of being a kid doing something untoward in public and hearing my mom, through gritted teeth, say “we’ll talk about this at home.” I knew it wasn’t good. And what’s worse – all of my friends knew it wasn’t good. 

Alternative: This is meeting facilitation. Playback, park, revisit. When a conversation goes awry or there is a side conversation that isn’t relevant to the group, do a quick playback of the content, acknowledge that it’s going into a parking lot (realize we’re dangerously close to jargon right there), and then at the end of the meeting review all parking lot topics and create an action plan. Now: un-grit your teeth. 

Jargon: Hope this email finds you well. 

What it really sounds like: _______________________.

Let’s be honest. You let Google autofill this one, didn’t you? Don’t believe me. Go open gMail, and start to type “Hope this” and see what happens. It’s a little sad but indeed, what was once perhaps a very sincere greeting has turned into autofill jargon that says nothing. It just fills some space before you get into the main point. If you want to do a similar test from the above, would you ever really say that out loud? “Hi Penelope, I hope this conversation finds you well.” No. Odd. Moving on. 

You have six words here. Make them count. Think about your audience: the person opening this email. What personal piece of content can you add to the top of your message. Maybe it refers to a casual conversation from your last meeting (and no, not per your last meeting). Maybe it’s referencing a game/show/concert you know they were looking forward to. It doesn’t matter what it is, it just matters that you use those six-plus words with intention, with a focus on your audience. Forgo the autofill. 

Improve Team Communication by Changing the Culture

Jargon wants us to use generic terminology to fit in. We want to use the language that we hear from others to adapt to a culture. What’s even more powerful: considering what the jargon is actually communicating. So ask your team the question: what do you mean here? Help them find the words that will resonate with their audience. That’s a true culture of communication.

– SNP Communications

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In this Is This Mic On? We tackle the question of, “How do I re-energize my team in the new year?” Read on to hear what SNP had to say about connection, communication, and people.

Dear SNP, 

I’ve returned from holiday “break” feeling less refreshed than ever. We had to cancel our plans with family and friends because of Omicron. And even though I got to close my laptop for a bit, I’m running on empty. In fact, I feel exhausted. And it seems like my company assumes everyone came back renewed and rejuvenated. They want us to hit the ground running. Why not hit the ground walking? If I’m feeling this way, I’m pretty sure my team is too. How do I re-energize my team, and myself, after the break? 

– Hit the ground walking

Dear Ground Walking

Every night, the clock strikes midnight. And yet on December 31st, we anticipate that when the big-hand hits 12, it’s the start of something completely new. Erasing the past. A blank sheet of paper for the future. That’s partly true, maybe…but if we erase the past, it means we lose all of the things we’ve learned as well. And we’ve learned a lot. 

Namely: connection, communication, and people are what drive business, propel innovation. Makes sh*t happen. So may that be your checklist. 

Connection

Check-in with your team. And we don’t mean putting 27 meetings on the calendar called “Quick Sync.” (Blargh, vomit). Really check-in. Leverage the open questions that we might have glossed over in the 2019 versions of ourselves:

How are you doing? What’s on your mind? What’s new?

We know we’ve said this, and we know you’ve read this. Be curious. Allow your team to verbally clear anything that’s on their mind. More information allows you to be of greater service to them and creates space for them to be heard. And…what a gift that is, especially when stressed, anxious, overwhelmed.

Communication

As screen-fatigue tips the scale past the point of exhaustion and in-person gatherings might be on pause (or financially unfeasible – remember how much time and how many dollars we spent on T&E?!), it’s time to get creative. We know, we know: it should really be “it’s time to get creative…again.” Instead of that Jeopardy-board of profile pictures on the screen, consider just-in-time, on-demand communication. Bite-sized videos. Audio headliners.

We’re not talking about the Hollywood-level of production we thought was necessary in 2019 (the kind that went from storyboard to seen in a mere – oh – 9 months, making the message largely irrelevant). It’s akin to what we did in March 2020. Timely. Personal. Clear. With a pristine focus on the message, the content. A leader talking to, rather than at. Not everyone logging in at once, but everyone getting the information at once. 

People

Or: people, mission, work. People, mission, work. People, mission, work. Focus there, and allow your team to focus there. “But of course!” you might say, “where else would I be focusing?” Namely, you may be preoccupied with process, protocol, PnL. Not saying that those things don’t need time and attention. We need new processes to support innovation, we seek the stability of protocols to keep us safe and healthy, and we need a solid PnL to, well, run a business. But if we spend all of our time managing, we may forget to lead.

And leadership is the support of the people and in service to the mission and the work. Be the leader that balances the people, mission, work with the processes, protocols, and PnLs. If you spend all of your time talking about and managing to an RTO date that may (will?) change…what are you missing out on in the meantime? The future of leadership will be adaptability. Flexibility. Timeliness. Not getting stuck in a plan, while planning. People, mission, work. 

It’s a new year, and it’s (thankfully!) not a new you. Remember what you’ve learned, what you’ve experienced, what you know. Reflect on where your time is allocated and make perhaps new decisions about how you’ll use that time this year. Connection. Communication. People. And remember that of all the people you care for and consider, you need to be at the top of that list. 

The post Energy & How to Cultivate It With Your Team | Is This Mic On? appeared first on SNP Communications.

In this Is This Mic On? We tackled the question, “How do I create a psychologically safe space for my team?” Read on to hear what SNP had to say about decision-making, accountability, and leading by example.

Dear SNP Claus, 

This Festivus I’ve been reflecting on the past year. I did some things right…I wish I could get a second chance at others. It’s those “coulda-woulda-shoulda-” moments of leadership that are keeping me up at night. I play back conversations in my head and replay decisions I wish I’d made differently. Bottom line,I feel like I’ve done a lot of things wrong. The regret keeps me from resting and I fear I’ll just that cycle of bad decisions. I wish I could take things back. But hindsight is 20/20 (or 2021). So how do I move forward from this? 

– Restless in regret

Dear Restless in regret, 

This is an incredible opportunity to contribute to a psychologically safe environment. Confused? Stay with me…

The role of a leader is to make a decision. Use the data that you have, in the moment that you have it, and sprinkle in the instinct that comes from experience. And if the last year+ has given us anything – it’s experience. Experience in crisis, in disruption, in decision-making, in leadership. 

And you know what? We made a lot of decisions, and we’re still making them. Here are a few things about decisions as a leader, and how you can use this experience to create a psychologically safe environment for your team. That’s right: there is a benefit to making mistakes. 

Step 1: Decisions are two-way doors

Decisions are very often two-way. Meaning, you can amend, pivot, and change. Jeff Bezos refers to them as two-way doors – those decisions that can be reversed. That’s versus a one-way-door – those that are permanent. So instead of mourning a decision and sitting in the past, recognize the type of decision that it was and amend it as needed. And then for the future, think to yourself: is this a one-way or two-way door? Lament and regret is exhausting. Put that energy into forward momentum. 

Step 2: Say it out loud

Say it out loud: I made a mistake! Your team is looking at not only what you are doing, they are looking at how you are doing it. They are taking their cues from you. That doesn’t mean that they expect every decision you make to be the right one, the perfect one (because, there is very rarely a perfect one). They expect you to make smart decisions and then have the ability to reflect, learn, and when it happens, admit when you could have made a different one. A leader casts a large shadow, and you have here an opportunity to make it a safe space to make mistakes. 

So don’t mourn mistakes or decisions that could have gone differently. Learn from them, communicate them. Share the lesson you’ve learned and invite your fellow leaders – and eventually your teammates – to share the same. This is the environment you want and need, and this is an incredible opportunity to create it. 

– SNP Communications

The post Psychologically Safe Space & How To Create It For Your Team | Is This Mic On? (Holiday Edition) appeared first on SNP Communications.