Brenda's Blog

All articles from November, 2018

How to Successfully Manage Up to Your Boss and Across to Your Peers

A potential new executive coaching client, Ethan, came to my office one day, confused and distressed due to the results of his 360-degree feedback report.

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The good news was that his direct reports adored him. “Best boss ever!” one had written. Another gushed, “I love coming to work because I get to work for him!” They described him as open-minded, friendly, sincere, a good listener, firm when he needs to be, a boss who clearly communicates his objectives, and then follows up effectively. Without a doubt, Ethan was doing things right when it came to leading his team.

The not-so-good news came from two other sources—first, from Ethan’s two bosses, one direct and one dotted line. These two superiors saw him in a completely different way, evidenced by their critical comments. Here are just a few examples:

  • Lacks initiative
  • Lacks visibility
  • Doesn’t facilitate discussions
  • Doesn’t offer visionary ideas or examples
  • Needs to be more tenacious
  • Doesn’t lead from the front
  • Needs to develop a broader network among his peers and next-level managers

The second source of not-so-good feedback news came from Ethan’s peers who were equally critical:

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  • Should get involved more
  • Needs to hold discussions to resolve matters
  • Doesn’t engage the broader group
  • Has unclear objectives
  • Communicates poorly
  • Doesn’t get enough support to make things happen
  • Shows a lack of ownership

Ethan was shocked and upset with the results. “How can the outcomes amongst the three groups be so different?”

I asked Ethan to reflect on how much time he spent—in any given week—with direct reports vs. his boss and/or peers. He paused for a second, and then responded, “Come to think of it, I probably spend about 95% of my time with my direct reports.”

The “penny dropped,” as they say, and Ethan realized he was spending much less time managing “up and across,” which automatically meant that his bosses and his peers simply didn’t see him in action all that much. The feedback was a clear indication that Ethan wasn’t managing all of his stakeholders with the same level of focus.

I have seen this challenge with multiple coaching clients. When you are at the mid-level of an organization, you are learning how to get results from the individuals and teams you supervise. So, it’s understandable that, up to that point, you would focus on “managing down.” After all, early in your career, leading staff is a major factor in your success; it helps you get promotions, raises, and gain status and a good reputation within the organization.

But that isn’t how it works as you move up to higher positions in an organization. With increasing necessity, balancing time with all stakeholders becomes more critical. Indeed, managing superiors and same-level colleagues—managing up and across—becomes just as important to your career as managing down. Let’s explore this common gap in a senior leader’s self-leadership arsenal.

Managing Across to Peers: How “Connected” Are YOU™?

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Two of my coaching clients, Joelle and Hritesh, were partners in the same law firm. Their styles and priorities were vastly different: Joelle consistently built her internal network, taking time for peer lunches, connecting with fellow partners for dinners, and setting aside work for five-minute chats with colleagues in the office. She also took time to connect people in her network with each other, helping them build their own networks and relationships. In short, she demonstrated good self-leadership when it came to managing across.

Hritesh’s focus, however, was primarily external, and he spent the bulk of his time keeping clients satisfied and bringing in business. He didn’t really see the importance of building internal relationships—after all, he had cases and files to move off his desk, and there never seemed to be enough hours in the day for anything else.

Both partners brought in roughly the same amount of revenues, and for a while, they were at the same level in the firm’s organizational structure. But within just three years, Joelle had advanced very quickly, catapulting herself up not just one, but two levels higher within the firm. Hritesh, on the other hand, remained in the same post despite his aspirations to move up. His one central mistake: He hadn’t built solid internal relationships.

It isn’t uncommon for people to reach levels close to the C-Suite and not make it to the highest levels of the organization because of one thing: They didn’t cultivate positive relationships with their peers on the way up. So, learning to manage across is a very important self-leadership skill. After all, a peer today may become your subordinate – or your boss – tomorrow.

How Do You Coach “Up?”

If you’re like most leaders, you probably think of “coaching” as what you do when you lead and direct others who work for you. But it can also be an extremely effective tool when applied to any relationship, including coaching up to bosses and across to peers. Here are a few tips to follow:

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 1.  One of the best techniques for coaching up and across—that is, for guiding bosses and peers to new, more effective behaviors—is to first, make an objective, factual statement, and then ask powerful, open-ended questions that are aimed toward the big-picture, higher-level arena within the organization. It takes a bit more time and creativity than simply telling bosses and peers what’s on your mind, but asking good, strategic, open-ended questions builds relationships, trust, and transparency and can have positive, long-lasting effects.

By open-ended questions, I mean questions that don’t elicit a one-word “yes” or “no” response but require the other person to elaborate. By asking and not telling, you will get others to pause, reflect, grow, and come up with answers.

2.  Pick the right time. Neither you, your superior, or your peer should be in a rush or tired at the end of a long day.

3.  Get into a good frame of mind. Approach the conversation with curiosity. You’re here to explore, so don’t go into the discussion attached to a specific desired outcome or expectation.

4.  Get out of the “me vs. you” mindset, and rise up into “we.” Ask yourself:  What positive outcomes can come from this conversation that will not just help us work together more effectively, but will support the overall objectives of our team, our function, and the company?

5.  Prepare—and practice out loud—the words you want to say until they sound natural and you feel comfortable.

As you can see, self-leadership requires that you make a conscious effort to regularly manage up to your boss and across to your peers.

Reflect… Are you spending enough time with each of your various stakeholder groups?  Assess your current situation, and devise a plan to start managing more effectively up and across within the next two weeks.

For more self-leadership tips, pick up a copy of my book, Leading YOU™: The power of Self-Leadership to build your executive brand and drive career success.

 

 

What Does It Mean to Be a Great “Self-Leader”?

Often, when we hear the word “leader,” we think of an individual who leads others. But people-leadership is only one part of an executive’s journey. Yes, people-leadership skills are absolutely critical to success … but on their own, they are not enough to help you reach your full potential. Before you can effectively lead subordinates, you must first effectively lead yourself.

Self-leadership is the missing piece for so many executives—
a key area of leadership that often gets neglected.

In other words, you cannot successfully manage others until you’re adept at managing your own mindset, actions, and reactions.

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How do I know this is true? It has become clear to me in my career as an executive coach, during which I have worked with hundreds of leaders from more than 60 nationalities and a wide variety of industries. Before that, I was an executive myself in multinational corporations, building brands across dozens of countries on four continents.

My first lesson about self-leadership occurred years ago during an unexpected encounter with John Pepper, then-Chairman and CEO of Procter & Gamble (P&G). It was a hot August night in Cincinnati, Ohio, the home of P&G’s world headquarters. I had just flown in the day before from China, where I was living and working for P&G as an expat, to attend a global meeting for the company’s marketing leaders. Once the all-day event was over, I holed myself up in a corner of the darkened 9th floor—my old stomping grounds when I worked there—in order to catch up on emails.

Glancing at my watch, I realized it was almost 9:30 p.m., so I packed up my things to head back to the hotel. Making my way through a half-lit hallway, I reached the elevator bank and pushed the “down” button. As I glanced up, I realized the elevator was descending from the 11th floor.

Back then, the 11th floor of P&G’s world headquarters was called “Mahogany Row” due to the beautiful mahogany desks that graced the space. Those desks belonged to the highest-level leaders in the multibillion-dollar corporation—P&G’s C-Suite Executives: the CEO, the COO, the CFO, the CMO, the CIO, the C-I-E-I-O (you get my drift).

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Standing there watching the elevator numbers counting down from 11 … to 10 … to 9, a thought flashed through my mind: “I wonder if anybody from the 11th floor will be sharing the car with me.”

As if on cue, the elevator doors opened, and sure enough, there stood John Pepper. As I stepped inside, it suddenly hit me: I was going to have nine floors—count ‘em, nine—of one-on-one time with the company’s #1 executive.

Because I had presented to John many times, I knew he was aware that I was managing key company brands in Greater China, an important strategic location for the company. I also knew that after 30 hours of long-haul travel and attending an all-day meeting, the pistons of my brain-engine weren’t exactly hitting on all cylinders. That’s when I heard inside my head the wise voice of one of my favorite mentors, saying, “Brenda, always be prepared with a question for upper management in case you run into them. Because if you don’t ask them a question, they will ask you one.”

So, to avoid being faced with a brain-challenging inquiry in my exhausted state, I turned and said, “Good evening, John. It’s nice to see you. Do you mind if I ask you a question?”

“Not at all,” he answered. “Feel free.”

“There’s something I’ve been wondering about,” I said. “I understand what it takes to progress from Assistant Brand Manager to Brand Manager. And I’m clear about what’s required to move from Brand Manager to Associate Marketing Manager and from there to Marketing Manager. I’m even clear on what it takes to advance from Marketing Manager to Marketing Director and from Marketing Director to Vice President. But above those levels, what is required to get promoted from, say, Executive Vice President to Senior Executive Vice President? In other words, at the most senior levels of the company, why do some leaders keep moving up the ladder and others don’t?”

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I’ve never forgotten what Mr. Pepper shared with me late that August evening. “Those who do not make it to the highest levels of the organization are the executives who stop being ‘coachable.’ They believe they no longer need to accept feedback. They don’t try to keep learning or growing, and they don’t believe they need to stretch themselves anymore. They sit back, earn the big paycheck, and take in all the perks that come with a grand title. They believe they’ve ‘made it.’ Those are the leaders who don’t last long because being coachable is fundamental to leadership success.”

Mr. Pepper’s powerful advice has influenced me ever since. Since then, I have tried to emulate great self-leaders by initiating a daily habit of asking myself, “How coachable am I today?” And I have suggested that my executive coaching clients do the same.

Break the “CCODE”

I believe great self-leaders also follow what I call the “CCODE,” an acronym that is a recipe for self-leadership success. The ingredients are as follows

  • C is first for Courage. The first step in your evolution as a capable self-leader is taking a good, hard look at yourselfyour work habits, your fears, your personal style, your relationships, where you thrive, and where you fall short. A true, no-holds-barred self-assessment takes guts. Confronting yourself and realizing that you have flaws that are holding you back can be painful. It takes courage to open your eyes, look in that mirror, and make changes that will have a powerful impact on your career.
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  • C also stands for Commitment. Self-leadership isn’t a goal to which you can aspire “a bit.” It’s like being a “little” ethical; you either are, or you aren’t. Once you commit to being coachableonce you say you want to examine yourself and make whatever changes are necessary to be an effective self-leaderthen you must devote yourself to the process, embrace it, and keep it at the top of your priority list. It deserves your time,  focus, and attention.
  • O means you are Open to new ideas, new mindsets, and new ways of looking at your life, your work style, and your relationships. You’re also open to changing the way you work. As I mentioned earlier, self-leaders are willing to at least listen to new ideas.
  • D is for Discipline. This means putting systems in place and organizing yourself in a way that supports your progress. It involves arranging your schedule to find time for the changes you want to make. Disciplined self-leaders also make regular self-assessments a part of their routine so that they are continually checking progress and making adjustments.
  • E is for the Energy you must devote to this important mission. Don’t underestimate the amount of energy you’ll need to make changes to yourself. It amounts to conscientious self-care, and that’s not something senior executives are always good at. It’s too easy to blow off daily objectives like getting a good night’s sleep, eating healthy foods, and fitting in regular exercise. But you cannot achieve your goals if your body and mind are tired. That’s why this might be the most important CCODE component because, without healthy energy, the other objectives will be out of your reach.

Those are some of the key basic attributes that make for a great self-leader. In my new book, Leading YOU™: The power of Self-Leadership to build your executive brand and drive career success, I reveal the 15 most damaging self-leadership behaviors that I regularly see in my executive coaching practice, and I provide dozens of tips and techniques you can immediately apply to correct or improve these behaviors.

In what ways do YOU want to improve in order to be a great self-leader?

 

 

Why we’re so excited – a note from Brenda’s team

We are excited to share that Brenda Bence has once again been nominated as a Top 30 Global Coaching Guru and a Top 30 Global Brand Guru!

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Thanks to you, last year we were thrilled that Brenda was ranked in the Top 10 for both categories. This year, we would again be very grateful for your help in voting for Brenda (see below on how to do that).

As members of Brenda’s team, we know first-hand the amazing amount of care and hard work that she puts into everything she does, helping people all around the world grow as leaders.  We are very proud of Brenda, so we thought we would share just a few of the reasons why we would appreciate your vote:

  • After many years of leading billion-dollar global businesses as a Fortune 100 senior executive, Brenda then started her own company 16 years ago, which is now called Brenda Bence International.
  • Focused on helping companies and leaders achieve greater success through building strong brands for themselves, Brenda does this through executive coaching, keynote/motivational speaking, and delivering corporate learning programs all across the globe.
  • The proof is in the numbers! Brenda is trusted by dozens of the world’s most recognized companies, and she has a 97% customer repeat and referral rate.
  • Brenda’s clients refer to her as the “Executive Whisperer” for her down-to-earth, pragmatic ability to inspire long-lasting transformational change in her clients – all dished out with a high level of engagement and a good dose of humor.
  • Brenda is also the author of 10 award-winning books on leadership branding which have been sold into and translated for several countries around the world. Through her speaking, coaching, on-and off-line learning programs and books, she has impacted hundreds of thousands of leaders worldwide.

Those are just a few of the reasons that we think make Brenda a great choice for the Global Gurus list!  You can also read many of Brenda’s popular articles on her LinkedIn page and her Professional Facebook page.  You can also connect with Brenda there, to get a sense of her unique approach to leadership branding.

HOW TO VOTE – WE APPRECIATE YOUR HELP!

A portion of the final ranking by Global Gurus takes into account votes from Brenda’s clients, colleagues, and community. So, we would appreciate your support this year by visiting this website below and casting your vote for Brenda in both the Coaching and Branding categories!

Here’s How to Vote:

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  • Go to https://globalgurus.org
  • In the menu at the top of the home page, click on “VOTE HERE.”
  • You will then see the various voting categories in a drop-down menu. Select “COACHING.” [You can come back and choose BRANDING for a second vote, if you would like – thank you!]
  • Login via Facebook, Google, or LinkedIn [this step is required to keep the voting honest].
  • Scroll down to until you find my photo and name, then click on my photo.
  • Scroll down a bit more, and then select either Inspirational, Exceptional, Great, Very Good, or Good.
  • Once you have made your selection, click the blue “VOTE” button to confirm.

As mentioned above, the process is the same to vote in the Brand category, except at step #3, select “BRAND” from the drop-down menu.

Voting continues until December 30th, 2018. On behalf of Brenda and the rest of the Brenda Bence International team, we thank you again for your ongoing support!

Best regards,

Daniel Jackman, Director

Jagdish Kaur Gill

Karen Shively

Rachel Leslie

Swas Siripong

Tony Tyner

Eric Myhr