Community of lawyers.
Common purpose.
Shared goals.
Robert C. Dortch, Jr. | Sellers Hinshaw Ayers Dortch & Lyons PA | Charlotte
Sarah Levitt
sarah@sarah-levitt.com
www.sarah-levitt.com
Sarah Levitt is an executive coach who works with senior executives to assist them in becoming magnificent leaders. She is also a speaker whose topics include building high performing teams, leadership resilience, and The Making Magnificence Project™.
Praise. It boosts engagement, right? Not so fast.
When I’m coaching senior leaders on how to get the most from their teams, they assume that I’m going to suggest that they be more positive with their direct reports to get better results. But positive by itself isn’t much of a tool. In fact, it’s downright dull. While many organizations do run too lean when it comes to positive reinforcement, mere praise can be ineffective for driving the results that leaders want. The reason? It’s usually too general.
In just a little more time than it takes to say “nice job”, leaders can be far more effective delivering their feedback, thereby enhancing the opportunities for increased engagement and morale. Below are three tips for getting the most bang for your buck when delivering positive feedback to employees.
- Be as specific as possible. Specific praise gets a lot more done than a general “nice job” ever could. When we tell someone that we appreciate the way they handled a challenging situation, stayed late to finish the job, went out of their way to problem solve until it was right, we not only convey appreciation and a job well done, but we convey expectations, as well. In the same moment that we are expressing appreciation, we’re also reinforcing the high standards that we have for them. And specific praise tells team members that we truly notice their work, which communicates that we see and value their efforts.
- Deliver the feedback in person when possible. Delivering a brief message of praise by stopping by an employee’s office goes a long way, and it doesn’t have to take long. I often tell my clients that 5 minutes in person is better than even the best email. Remember that expression about life being all about showing up? It applies here, too. Email is ubiquitous, making an extra stop at someone’s office is not.
- Link their work to its greater impact. By meeting the deadline, the client relationship was bolstered. When they masterfully handled a challenging vendor, they affirmed the firm’s reputation in the community. Because they contributed a new idea, the seed was sown for a new revenue source that will be important to the future of the organization. Let them know how their work made a difference, to you, the organization, the outcome.
Positive is good. Specific positive is great. And far more effective.
Conflict strikes fear in the hearts of many of us, making us want to run in the opposite direction. And others of us might find ourselves facing conflict head on, confronting it directly, although perhaps without the greatest skill. The cues that lead to conflict can be overt and direct “I’m really dissatisfied with the service you provided…” or covert and passive, “Are you sure you want to wear that to the office?” No matter its form, most of us would agree that conflict isn’t much fun. We’ve all felt the rush of emotion from a fight or flight response kicking in, as our hearts race and our breathing picks up. And although we’re hard wired for that fight or flight response, what we do when we feel it happening is key for boosting our conflict management skills. The following three strategies can be helpful for those times when we find ourselves in the midst of conflict.
- Self-monitor.
Even though the fight or flight response has been with us for a long time, inherited from our ancestors, it’s not very helpful. In the old days, we needed to be able to quickly size up a lion or tiger or bear coming at us and decide if we were going to fight or run for our lives. Helpful in the past, not so much now. So, when we feel that rush of fight or flight emotion, one of the most helpful things we can do, both for ourselves and the situation, is to silently notice that it’s happening and then calm ourselves down. From that place, we can think more clearly about the situation at hand and seek to problem solve, rather than fighting or fleeing. Just by pausing, taking a few breaths or a break, re-grouping, and getting to calm, can make all the difference in managing conflict and outcome.
- Seek to genuinely hear the other person’s perspective and offer what you can.
One of the other effects of a fight or flight response in the face of conflict is that it leaves us less equipped with the skills we need most in those moments, like critical thinking, collaboration, and listening. Instead, what we’re primed for is running (which might look like withdrawing from the conversation) or fighting (which could mean getting defensive or accusatory in response), and a big part of conflict management, whether we’re dealing with a co-worker in the office or a client outside the office, is being able to hear, listen to, and understand what the other person is saying. For example, a client might be dissatisfied with a bill they’ve received and call in to the firm, frustrated and upset. By making an effort to understand the frustration of the client, and listen to what they’re saying, we can discover what it is that they truly need. Perhaps expectations were not set at the outset, and they just want a thorough explanation of the charges. Or perhaps they don’t dispute the charges but they have cash flow issues and it just so happens that your firm has payment plans available. By listening to what the other person is saying and understanding what their needs are, we have a much greater chance of being able to offer what we can and give them what it is they actually need.
- Know when to pass.
If you’ve calmed yourself down from fight or flight, have tried in earnest to hear, listen to and understand what the other person is saying, have tried to propose ideas and have offered what you can to meet their needs, and the conversation is at an impasse, it’s likely time to take a break and come back at another time. Or, consider bringing someone else in to the conversation to help or send the frustrated party to someone else in the organization who can speak with them further. Sometimes a fresh voice or perspective is all it takes to move things forward.
Even though it might be our tendency to respond to conflict from a position of fight or flight, we can build a toolkit of skills that are actually far more helpful for conflict management and, with practice, strengthen them.
Sarah Levitt is an executive coach and motivational speaker who helps individuals and organizations reach their greatest potential. She conducts workshops and delivers keynotes at law firms and conferences throughout the country and has presented at the North Carolina Bar Association’s Annual Meeting. Sarah can be reached at sarah@sarah-levitt.com
Who among us isn’t faced with a full plate of obligations and commitments, both at work and at home? And who hasn’t been enticed by the promise of multitasking? We can sit in our offices talking on the phone while simultaneously reading the emails flooding our inboxes and looking up the website of a new restaurant that just opened. We can be more efficient! More productive! The problem is, multitasking doesn’t deliver. It doesn’t alleviate stress. Or give us a greater sense of accomplishment. Or grant a pardon from the full plate. In fact, most of us find that trying to multitask only creates more of the stress we’re trying to avoid. It turns out that multitasking is a myth.
The following 3 strategies can help to increase productivity, decrease stress, and enhance efficiency all without giving us the feeling that we’re making scrambled eggs of our brains.
1. Do one thing at a time. (Otherwise known as: stepping off the hamster wheel.)
The problem with running on the hamster wheel of a to-do list is that it gives the illusion of making progress. We may feel moments of accomplishment when we cross things off, but as new things are added, it’s easy to get seduced into trying to complete an infinite list, the more quickly the better. Most of my clients find that trying to multitask only ratchets up their stress level, and when they divert their attention to doing several things at once, they end up feeling scattered and overwhelmed. I encourage them, no matter how busy their schedules, to bring their attention to the task at hand and to be present. When in a meeting, BE in the meeting. Not looking at the phone, checking email, or wondering about the next meeting. Being present can create a sense of calm, rather than frenzy, and from that place, we can often problem solve with greater clarity and efficiency. We’re also more creative and innovative when we’re not stressed to the max. And, as an added bonus, presence gives those around us the valuable resource of our attention and focus. Few things are more powerful in communication (as a managing partner, leader, salesperson, spouse, parent, or person) than being present, connected, and engaged.
2. Get strategic and make chunks.
The whiteboards in my office are filled with those strategic things that I think most important to my business and the specific tasks needed to complete them. Breaking down those strategic items into smaller, bite-sized tasks makes them feel more do-able, gives me options to choose from — because all the tasks are related to the most important strategic stuff, I can pick among them and still be doing important work — and keeps me on track rather than flailing with overwhelm. After chunking my tasks, I chunk my time, reserving blocks of time for these bigger strategic pieces. That way, I’m always working on the most important things for my business in a way that gives me a sense of accomplishment and productivity rather than frenzy. It’s a win-win. With the big chunks taken care of, I can delegate other tasks where my input really isn’t crucial, keeping my plate from becoming too full with things that I don’t want or like to do.
3. Check your thinking as often as you check your list.
I was once on an eight hour date. When I finally looked at my watch, I couldn’t believe how much time had passed. Unfortunately, I’ve also been on 30 minute dates that felt like 8 hours. What we think determines how we feel. When dealing with a full plate, if we tell ourselves there’s not enough time to get everything done, that there’s too much to do, that it’s impossible, we’re creating a reality that feels stressful. On the other hand, if we shift our thinking to what we have chosen to do at that time, tell ourselves that we have enough time to do the important things, that we are capable of doing what needs to be done, we might find that shift in thinking much more effective in reducing stress than scratching another item off our list. And, in a nice twist, by orienting our thinking toward the present and positive, we’re more likely to scratch things off our lists. When we’re not on stress overload, we’re more effective and efficient, able to see things more clearly, and work with greater concentration.
The lure of multitasking is powerful. It promises to eliminate feelings of being overwhelmed and give us a sense of accomplishment and peace. But it’s a myth, and many of us are choosing to speed up by slowing down, instead.
Sarah Levitt is an executive coach and keynote speaker who helps individuals and organizations reach their greatest potential. She speaks on employee engagement and motivation, leadership and organizational resilience, and mastering communication for improved outcomes. Sarah offers conference keynotes, training workshops, and executive development. For more information: sarah@sarah-levitt.com or www.sarah-levitt.com
If your firm or organization is running lean, tapping the discretionary effort of employees is an effective way to get more from less. And leadership is at the heart of that gain. When an employee walks through the office door, they choose whether to bring all of their talents and efforts, or leave some behind in the parking lot. Motivation comes from within, but it can be squelched, and leaders and managers are in a powerful and unique position to influence the culture of work that ultimately supports or dissuades the engagement and effort of team members.
So, what encourages employees to give their all? During my workshops on employee engagement, I frequently hear about leaders who create workplaces where people feel they can advance and flourish, who inspire employees to bring their best. But I also hear narratives of workplace cultures that stifle, rather than encourage, participation. I hear about the frustration of unclear expectations, the mistrust that the watchful eye of a micromanager generates, and the demoralization of being undervalued or unseen. Though the list is long for those things that discourage motivation and engagement, money rarely, if ever, makes the list. But lack of good leadership does.
Why is it that leadership matters so much to employee engagement? After all, leaders are responsible for lots of moving parts – investors and return, margin, market share, and overall company performance, to name a few. Employee engagement is a piece of the overall picture. But leaders play a critical role in shaping and influencing workplace culture, those explicit and implicit norms and expectations that shape and drive an organization. And it’s that culture that either supports employee engagement or stifles it.
The following three strategies can help establish a workplace culture that motivates and engages the discretionary effort of team members:
- Value and reward curiosity and questions. Creating a culture of curiosity where opinions, questions, and input are valued also creates a foundation for greater innovation and a better competitive edge. And in today’s economy, if we’re not innovating, we’re losing our future. The simple question, “What do you think?” is probably one of my favorites for managers to use to engage team members. When team members feel safe to express their opinions or questions, they feel valued and make better contributors for the company.
- Keep standards high and consistent. Engaging employees is not about lowering the bar of achievement or expectation. Rather, great leaders know that team members want to give their all when expectations are clear and effort matters. Few things are more demoralizing than trying to aim for a target that’s changing or inconsistent.
- Lead by example. We’ve all heard this. And most of us interpret it as setting a high standard of hard work and achievement. Nothing wrong with that. Except that for most of my executive coaching clients, setting a standard of hard work is not something they lack. In fact, it’s the opposite. They give tremendous effort to the demands of their positions often not mindful of replenishing and renewing themselves. And absent that renewal, it becomes harder to sustain the skills of empathy and self-awareness, which facilitate connection to employees. (Ever tried to have a difficult conversation while exhausted?) By finding time to renew and refuel themselves, leaders are able to avoid burnout and the other ravages of chronic high stress, and in turn, be more effective with those they lead.
The benefits of enhanced employee engagement are many: lower turnover, greater ease of recruiting top talent, retained intellectual capital, reduced training costs, and greater reputation in the community. Both from a financial and human capital perspective, employee engagement makes sense. And leaders play a key role in creating the culture of work that supports enhanced employee engagement.
Sarah Levitt is an executive coach and keynote speaker who helps individuals and their organizations overcome obstacles, enhance team performance, and reach their greatest potential. She specializes in employee engagement and motivation, leadership and organizational resilience, and executive development. For more information: sarah@sarah-levitt.com or www.sarah-levitt.com
An attorney once told me that if someone were sitting in their office, there was a good chance that person had a problem. When people have problems, they can experience big emotions, which can make it challenging for the people around them, including the professionals in their lives. The following three strategies can be helpful for those who are dealing with challenging clients:
- Be aware of thoughts and emotions. Check in with yourself: are you centered and calm, grounded to your own sense of being, and secure in that, or are you reacting to a client’s distress, and find yourself edgy and agitated? Observing our own thoughts and emotions is a key to remaining calm when confronted with challenging people and situations. By practicing finding stillness during non-stressful times, we give our brains and bodies the opportunity to find it in the midst of challenge, as well. Meditation is one avenue to stillness, but many of my clients have found other things that help drop them into a place of peace. One of my coaching clients took his dog for a long, slow walk at the end of the day which gave him the opportunity to unwind and practice dropping into calm.
- Pay attention to re-fueling and replenishing. Challenging people and negative stress events drain us. They draw down on our reserves, making withdrawals from our own personal well-being bank accounts. If we don’t stay mindful of making deposits into our bank accounts, we can find ourselves overdrawn (tired, irritable, burned out) and less able and effective to roll with the challenges before us. What activities and people contribute to your well-being and fuel you? With whom do you spend time and feel uplifted, invigorated and nourished afterward? Examples from my clients for making deposits into their bank accounts include: spending time with friends and family, taking solo time and enjoying a favorite activity, exercising, reading and playing a musical instrument, to name a few. One of the keys to dealing with challenge and stress is making sure that we are replenishing our own reserves
- Actively look for the good. Our brains are wired to scan the horizon for the negative, and when we find it, we latch on and look for more. That was necessary when lions, tigers, and bears were chasing us in days gone by, but not so helpful in modern times. We can train our brains to actively look for the good and then enjoy the positive emotion that comes from noticing it. Some attorneys have relayed keeping a “good stuff” folder for this very reason. This folder holds thank you letters from clients and other things that induce positive feeling. On days that are particularly challenging, looking through the contents of that folder helps them reconnect with why they do what they do, gives them a boost of good feeling, and restores them to a place of calm.
There will always be challenging situations and people that cross our paths. How effectively we’re able to deal with them begins with maintaining our own sense of equilibrium.
Sarah Levitt is an executive coach and motivational speaker who uses the best tools and techniques available to create positive change in individuals and organizations. She has presented at conferences across industry, including the NCBA Annual Meeting. Sarah can be reached at sarah@sarah-levitt.com or www.sarah-levitt.com to learn more about her speaking and one-on-one executive coaching services.