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Ten Quantum Leaps to Build High-Performing Organizations

Archives » August, 2010

August 11th, 2010

Helping New Managers Achieve “Flow”

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In my new book, “Leading at Light Speed,” I describe in detail the 10 quantum leaps needed to build high performing companies in a time of accelerating change. The sixth quantum leap is “Stimulate Creative Flow.” I was reminded yesterday why this sixth quantum leap is so important as I facilitated a discussion about helping new supervisors and managers be successful.

Why is the concept of “flow” important?  The reason is simple. People who are in a state of flow do their jobs better.  They show a high level of focused attention and intrinsic satisfaction. As a result, they are both happier and more effective.

According to the author Mihály Csíkszentmihályi, there are three conditions that are necessary to achieve flow:

  1. People must be involved in tasks with a clear set of goals. This adds direction and structure to the task.
  2. People must have a good balance between the perceived challenges of the task at hand and their own perceived skills. People must feel confident that they are capable to do the task.
  3. The task must have clear and immediate feedback. This helps people negotiate changing demands and gives them time to adjust their performance to maintain the flow state.

Here are some specific things you can do to help new supervisors and managers achieve a state of flow:

First, give new managers and supervisors a structured way to think about the task of managing. Two of the most important tasks are managing effective meetings and clarifying roles and responsibilities. Then give them opportunities to “job shadow” highly experienced, capable managers. Let them see first-hand how to run an effective meeting, how to organize their day, how to give direction, and how to provide feedback. Let them sit in on an employee appraisal.

Second, provide them a mentor or a coach, someone who can shadow them and give them prompt, positive feedback to build their confidence. Do this as soon as they are promoted into supervisorial or managerial role.

Third, ask the same coach to work with each new supervisor and manager to create an Individual Development Plan (IDP) with 2-3 clear, actionable steps they can take to improve.

Finally, don’t put too much faith in management training. This has the least payback for professional development. The most beneficial ways to develop new managers and supervisors are 1) on-the-job experience and 2) feedback and coaching. Provide that, and you’ll help them find their “flow.”

By the way, our firm has talented coaches who can accelerate the success of new managers and supervisors. We’ll be happy to answer any question you might have.

Just send us an email at info@leadingresources.com.

Posted in Leadership Development | 3 Comments »

August 2nd, 2010

The Case of the Restless Board


I’m working with a Board of Directors that is proving most challenging! This particular Board is a chamber of commerce composed of business owners. Every meeting is a marvel of micro-management. Should our web site have a blue banner or green? Which vendor should we use to host our annual meeting? Tactical decisions like these, which should be left to staff to decide, become all-consuming conversations for this Board.

The root problem is a lack of trust between the Board and executive director. I’ve tried to create systems to build trust. I facilitated the development of a clear and comprehensive business plan. We have developed a performance scorecard. I have talked to the Board about the importance of letting things play out, to see whether the executive director and his staff are up to the task. But no sooner do I make this speech, when I turn around and witness a Board member who wants to talk about the choice of vendors at a cocktail reception!

Boards that truly want to make a difference, that want to generate lasting, sustained success in their organizations, need to stay focused on the things that Boards should do: clarifying and communicating the strategic focus of the organization. This will build trust and enable the executive director and staff to act nimbly and effectively in the face of constant change.

But members of this Board seem only interested in what’s in it for them, today. Part of it stems from the unique way that the organization is funded and structured. Each Board member represents a specific constituency that pays into a central fund that supports the organization. Board members are intrinsically motivated to make sure they get their “fair” share of the kitty.

What I’ve come to realize is that I haven’t done enough to build a collective sense of stewardship on this Board. They still see their job as steering the ship, rather than setting the course. We need to spend more time on long-range vision and specific measures of success tied to that vision.

People often ask me which of the quantum leaps described in my new book “Leading at Light Speed” is the most important. All ten are important. But I would say that aligning people around a clear strategic focus is the most important. It is the framework and the vehicle that enables a Board like this one to build trust and start moving at light speed.

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Posted in Board Development, Governance Development, Leadership Development, Non Profit, Team Building | 1 Comment »