Three Strategies for Creatively Recognizing Employees

Valentine’s Day is for lovers. Usually we stay away from the topic of ‘love’ at work but we’re talking about positive recognition here, not the stuff that gets you in a sexual harassment lawsuit!

Smart leaders and managers know that it’s a good time to show your employees some love as well. In other words, let them know how much you appreciate their hard work toward achieving your organization’s goals. (You did set the goals in January, right?)

Recognition doesn’t have to be big, time-consuming, or expensive. In fact, the most meaningful recognition often comes simply from saying “thank you” for a job well done. But there are times when the situation calls for more than just a simple verbal acknowledgment. There are a lot of things that get in the way, but you do need to do it.

Here are three strategies for letting your employees know how much you care.

1. Start small.

Start by saying “thank you” on a regular basis. Over time, change what you say and how you say it so that it doesn’t become routine. Be specific. Instead of, “Nice job,” say, “Nice job on the quarterly audit. I know you worked incredibly hard to get it in on time.”

Recognize individual accomplishments with a short e-mail note or comment in a team meeting. Send the employee a handwritten note of appreciation, and send a copy to your boss. How many of us have those handwritten notes saved away because they are so rare and really do mean something? Leave a sticky note with a snack thanking the person for his or her efforts. Leave a message on their desk that the employee will receive first thing in the morning.

Give small gifts such as cards, desk toys, picture frames, gift cards, or chocolate. To make sure your gift will truly be appreciated, check out the employee’s work area to see what types of things they display. Or find out where they go for coffee in the morning or lunch at noon. A gift card to a favorite coffee shop or restaurant shows that you are observant and thoughtful.

2. Get Personal.

For performance that requires more than your basic pat on the back, orchestrate a thank-you letter or e-mail from senior leadership. Have the company leader call the employee with personal thanks. Make sure the employee is recognized publicly perhaps in a company e-newsletter, on the intranet, or at an all hands meeting. Send flowers or a gift basket on behalf of the company to the employee’s home.

Offer the employee an assignment or project that will stretch their current skill set. Give them an increase or change in responsibility and authority. Offer them an opportunity to shadow someone in a job they want to have next. Increase flexibility of work hours and/or occasional comp time (hint: employees really like this one).

Give employees a relevant book inscribed with a message from leadership recognizing their accomplishment. Allow them to observe a team or project that would represent a big promotion (and thus a learning opportunity to observe). Arrange for your manager or a senior leader to take your group out to lunch or dinner to celebrate a team accomplishment.

3. Use Peer Recognition

It is just as important for employees and teams to recognize each other as it is for leaders and managers to acknowledge good work. One good way to recognize a team, department, or organization is to establish a “Caring Credits” program.

At the beginning of the month, give everyone three cards. Employees write notes acknowledging their colleagues for going above and beyond their job requirements, and submit the cards to a designated individual (someone in HR, the team leader, etc.). At the end of the month, the person with the most cards written about them earns some sort of recognition. Distribute all the cards collected to employees acknowledged so people can see the praise they received from co-workers. That way, everyone gets recognized, not just the winner.

Another good strategy involves setting aside some wall space for public recognition. Pick a Friday afternoon to engage employees in creating their own (and your own) “What’s Great?” wall boards.

Employees use the boards to write a brief note about something great that occurred during the week. Notes can include professional or personal achievements or events. Encourage people to contribute to each other’s boards as well as their own, and watch how easily they begin to add to the boards without weekly prompting. The different handwritings and colored markers will brighten up the workspace. And others will stop by just to see what’s new on the boards.

So take a few moments this Valentine’s Day to show your employees some love – the legally appropriate kind! Then look for simple and effective ways to do it throughout the year. A little bit of recognition goes a long way toward maintaining a happy, motivated workforce. Remember, recognition doesn’t have to be big, time-consuming, or expensive. It’s not brain surgery…sometimes it’s harder!

Holly recently contributed to a series of blogs on innovation. She was asked to respond to the question, ‘What is the most dangerous current misconception in innovation?’

…that innovation can only be done by a few, naturally talented individuals.

Each of us has the power to be innovative. There are some simple ways to use the power of your brain to innovate every day. Doing them becomes complex and infrequent not because they require deep expertise or innate abilities, but because we have stripped away the time to pause and ponder. The moments to wander, explore, connect, and trigger our brain to do it differently have been almost completely eliminated from our lives. Think about how filled your current day is. If you aren’t engaged actively with a customer, supplier or employee, you are checking you PDA and responding to the hundreds of emails in your inbox. You might even be doing both at the same time.

We have created a belief structure that it is more valuable to check our PDA constantly even though it is estimated 80% of all email today is spam. We behave as if the most important things to focus on and do are located on that device or in meetings or on email. We feel guilty or believe somehow there is less value in sitting quiet every now and then to ponder future possibilities or get clear on winning or exploring alternatives.

Learning how to think differently requires time. Your brain needs a trigger and then some space to think. I am not talking about a lot of time, so don’t panic. In only 10 seconds or so every now and then, you could effectively think differently.

Keep in mind, however, the more successful you are, the less likely you are going to want to pause and consider thinking differently. This is the underlying reason so many people keep doing what they have always done, even when they see it is no longer working or everything around them has changed.

Learn to ask yourself: “What if…?
…my competitor had this choice? What would they do?
…my employees could change one thing? What would it be?
…the same data can be looked at from a different perspective or angle? What would I see if I were older, younger, a customer, a supplier…?
…my assumptions are wrong? What else is possible?
…I step back and look at the big picture?
…I am wrong and there is another way?”

The most powerful way to trigger your brain is to simply ask it a question. You naturally attempt to answer questions almost immediately. Your brain responds instinctually. Make your questions ones that open you to possibilities, to new ways of looking at the same data, to new interpretations of the same old thing. To do this, you must pause from the running and doing we have often decided has more value.

It’s amazing what you can come up with when you realize your mind is a very playful and interesting place. And you should visit more often. Go brain go.

You can check out all of the ‘Innovation Perspectives’ articles from the different contributing authors on ‘What is the most dangerous current misconception in innovation?’ by clicking the link in this sentence.

In my last blog, I talked about the importance of communicating your strategic planning framework to employees at all levels of the organization. And not just once, but over and over again so that people never lose sight of the goals. I also noted that most employees prefer to hear this information directly from their boss or manager.

But face-to-face communication is not the only method for keeping people informed about where you are going and what you need to do to get there. Smart leaders use a variety of communication tools and methods to keep their most important messages top of mind with employees throughout the year.

Start by setting up a system to remind managers to discuss the goals and strategic planning framework elements with employees on a regular basis. Provide tools and templates managers and team leaders can use in monthly team meetings and in one-on-one conversations. This will take care of the face-to-face communication that employees want and need.

To complement this personal communication, develop some creative ways to keep information in front of everyone. For example:

• Include elements of the strategic planning framework in newsletters, e-mail messages, on your intranet, and within presentations used at team and company meetings.
• Look for things employees use on a daily basis and find ways to turn them into ongoing communication vehicles. Put your mission and values on notepads, paper cubes, and/or mouse pads.
• Develop table tent cards for the cafeteria tables, posters for public areas in the offices, and screen savers that list the company’s three most important strategic objectives.
• Use paycheck stuffers to remind employees of the goals and update them on progress made towards those goals.
• Post a blog on the company intranet that explains your view of the goals and why they are important. Also, use the intranet to highlight examples of people who have achieved significant progress toward the goals and/or performed in a way that “lives” the company’s values.
• Use Twitter to send daily or weekly “tweets” — short, concise reminders of what employees need to focus on or what winning looks like for your organization.

In addition to communicating with current employees on a consistent basis, make sure all new hires receive information about the strategic framework as part of their introduction to the company. For those components of your strategic framework that may change more frequently (such as operating metrics and significant initiatives), update all employees every time there is a change. In addition to what is changing, tell people why.

There is almost no limit to the simple things you can do to communicate the most important messages in the company. Change it up every month so that people don’t tune out your messages because they look like the “same old stuff” they always see. But just keep doing it!

I have yet to see an organization that over-communicates its goals. Instead we start running, and in our busy-ness forget that others aren’t privy to all we are exposed to. When a change becomes evident and employees have not been informed, they are much more likely to fill the void with negative information, which is typically far worse than the truth.

Pausing to communicate frequently will save hours attempting to correct the myths, half-truths, and inaccurate information that spring up when you don’t communicate enough. More important, it will increase understanding of and commitment to the goals you and your management team worked so hard to create.

What are some ways you keep employees informed?

When Shakespeare said that all the world’s a stage, he probably didn’t have employee performance evaluations in mind. But for anyone who has ever endured a less-than-candid performance appraisal, his words definitely ring true.

Giving and receiving feedback is a complex process made infinitely more complicated by our human emotions and reactions. In particular, our fears, uncertainties and doubts about the feedback process can make us very uncomfortable. So when we give or receive feedback, we often appear as though we are on stage, performing a role.

Performance evaluations often feature two primary roles: lead actors (the person providing the feedback) and supporting actors (the individual receiving the feedback). Do you recognize any of the following performers in your company?

“…and the Oscar goes to…”

Leading Actors (providing feedback):

• The Magician disguises her feedback so that the employee can only guess about the real message. “You did great & here’s one thing to work on, but you did great…” In order to minimize conflict and keep the employee guessing, she only slips in negative comments when the employee isn’t looking. The magician typically appears when a manager is afraid of hurting the employee’s feelings or worried about not being liked. The receiver walks away wondering what the show was all about.
• The Corporate Enforcer’s main goal is to protect his “good guy” status. His impersonal “I’m just doing my job and delivering the message; it’s not like I wanted to or that I even believe it is necessary” approach gets him off the hook for having any negative thoughts of his own or opinions about the employee.
• The Hero plays the part of protector while delivering the feedback as if he is there only to help. “Don’t worry, I’ll do it.” He may pretend not to agree with the feedback while backpedaling out of the discussion, and will frequently step in and offer to resolve any issues for the employee.
• The Interrogator asks a series of tough questions, trying to get the employees to figure out what they might not have done well. “Do you think it went well…what do you think others thought? Do you think that was the best approach?” She remains in control by never providing the answer and by not offering any specifics on the behavior(s) in question.
• The Game Show Host prefers a guessing game in which the employee doesn’t really know what the manager is thinking but is expected to play the game anyway. “Guess what I think is your strength? What do you think I want you to focus on?” As with the magician, the employee leaves the meeting wondering what it was all about.

Supporting Actors (receiving feedback):

• The Victim is so hard on himself that any feedback is taken way out of context. “It’s always my fault. I knew I would fail at this.” He often perceives the feedback as a personal condemnation and overreacts.
• The Sheepherder believes there is safety in numbers. “Everyone does it that way.” She finds or at least identifies other employees who engage in the same behavior. This is a perfect way to avoid responsibility & accountability for personal performance & it can be intimidating to a feedback giver since it feels like the whole organization is suddenly against you.
• The Con Man (or woman) creates tangents and diversions by bringing up other projects, issues or behaviors. “Did you hear about what is going on in X department?” The goal is to get the manager off track and avoid the real issues at hand.
• Ex-Spouses blame the other person for anything less than perfection. “It’s your fault. No it’s your fault!” In this scene, the lead and supporting actors both become defensive and stop listening altogether.

Do any of these casts of characters remind you of anyone? All of these lead and supporting roles require sophisticated acting skills. Yet, most people are not consciously aware of when they are performing. So when any of these actors appear on stage, it’s time to yell “Cut!” and re-shoot the scene.

Start by recognizing that the role being played is nothing more than a way of avoiding fears. If you’re the one doing the acting, take a look at the behavior getting in the way of your valuable feedback and try to develop a better understanding of why you do it. If the employee is the one on stage, show some empathy for their fears and then gently redirect the conversation back to the issue at hand.

In Hollywood, a best actor award will definitely advance your career. When it comes to being a great leader or manager and assessing your employees, not so much. Keep the acting to a minimum on both sides and you and your employees will enjoy more honest and productive performance evaluations.

January is a time when many organizations present new and/or updated goals to guide behavior during the year ahead. Often, these goals have been weeks or even months in the making. Yet many leaders feel that all they need to do now is communicate the goals once and then everyone can go back to business as usual.

Not so!

The leader’s job is to consistently support informing, inspiring, and engaging employees in what needs to be done and how. And that means communicating the goals, strategies, and key destination points not just once but on a regular basis throughout the year. At this time of year, I typically recommend that clients pay special attention to the “inform” phase of the informing, inspiring, and engaging process.

Before jumping to the conclusion that communication is one of those “soft” skills that makes employees feel good but doesn’t really impact the bottom line, consider this:
study after study confirms that productivity and employee commitment are highest in the work areas where people are kept fully and regularly informed. In other words, the more you effectively communicate to employees, the better your return on investment.

Research also shows that organizations that communicate effectively outpace those that don’t. A global Watson Wyatt study of more than 267 companies representing all major industry sectors found that a significant improvement in communication effectiveness was associated with a 29.5 percent increase in market value. Plus, companies that communicated more effectively enjoyed employee turnover rates below the averages in their industries. (Not necessarily a problem in this economy, but as things continue to improve, keeping your best employees will go back to being a challenge for many).

Here’s another reason to communicate often: we simply don’t retain information very well, especially with only one exposure to the information.

Tests have shown that immediately after listening to a 10-minute oral presentation, the average listener has heard, understood, properly evaluated and retained only about half of what was said. Within the next 48 hours, this drops off another 50%, to a final 25% level of effectiveness. So after only one presentation, the likelihood of anyone having clarity on organizational strategies and goals is minute at best. Only through constant communication, delivered in a variety of formats, can we hope to create alignment, understanding, and commitment.

What’s the best method for initially communicating goals? According to employees, it’s face-to-face. Most organizations use a variety of electronic and written methods –such as emails, newsletters, bulletin boards and intranets — to communicate with employees. However, surveys show that, even today, employees place significantly greater value on face-to face communication, especially when it comes from the person they work for.

In most cases, the preferred source of information for employees is direct contact with the manager or supervisor. Yet, many employees feel that their managers don’t communicate effectively with them. If not corrected, this dissatisfaction frequently snowballs into lack of trust, mediocre effort, increased turnover, and disengagement from the goals and objectives of the company. So as part of the “inform” phase, make sure your managers and supervisors have the skills to communicate effectively, both in one-to-one and group situations.

Also, keep in mind that communication needs to be two-way. During team and company meetings, set the tone for openness, mutual understanding and respect. Don’t try to force closure during the initial discussion. Instead, make sure that team members have future opportunities to discuss and process the goals. You have probably had several months to consider and digest everything in the strategic framework, but this is the first time many employees will have heard them. Creating a process for people to ask questions a few days after the initial presentation will go a long way toward enhancing their understanding of the goals.

The “inform” phase involves making sure every employee knows the basics of your organization and/or team goals. It does not mean doing a once-a-year communication and then going silent on updates because you’re too busy. Things change frequently in business today. And when changes occur that affect goals, measures, and how things will get done, good leaders take the time to communicate again and again.

A good rule of thumb — when you think you’re communicating too much, you’re only halfway there!

2009 has come and gone, and many of us are taking a huge sigh of relief. Going through one of the worst recessions in U.S. history will certainly take the wind out of your sails. But we appear to have weathered the worst of the storm. And while the economy might not rebound with the speed and vigor we would like, it at least appears to be heading in the right direction again.

So what did we learn from the trials and tribulations of the past year? And how can we apply those lessons going forward? Here are 10 things I believe that leaders need to do differently to position their businesses for success in 2010.

1. Get used to the likelihood there will be no normal anymore. The old business world that most of us knew and loved went away with the recession, and it’s not coming back. To adapt to today’s business realities, question all your beliefs and assumptions, get comfortable with uncertainty, and adjust your expectations. For most, the new ‘normal’ will be slow and sustained growth rather than a hockey-stick curve and it will continue to surprise us.
2. Break the rules. If you’re not breaking rules on a regular basis, your customers and markets have probably already left you behind. The new rule for today’s chaotic markets is to constantly challenge the status quo. Don’t automatically assume that what made you successful in the past will continue to make you successful in the future.
3. Recognize and minimize your “MSUs.” We all constantly MSU (make stuff up) about our company, industry, and markets. During the strategic planning process, put everyone’s beliefs and assumptions out on the table and ask, “What do we think we know to be absolutely true about our customers, competitors and markets? Is it still true? If not, what has changed and how do we need to respond to that change?” Get data and question your long standing beliefs constantly.
4. Embrace social media. Embracing social media can be a real competitive advantage. In addition to instantly connecting you with customers, social media enables you to “mindshare” with industry peers, demonstrate thought leadership, recruit talent and more. Study the social media habits of your customers, and use the appropriate tools to make them part of your community.
5. Expect more transparency. With the advent of social media, you can no longer control public perception by limiting information about your company and products. When you withhold information, today’s bloggers, twitterers and forum posters will make it up for you. The next generation of market leaders will excel at using social media to create transparency and build trust with their key stakeholders.
6. Communicate to fill the void. Today’s employees are beset with doubts, uncertainties and fears about their jobs. If you don’t tell them what is going on, they will fill the void with rumors and misinformation, usually negative. Constantly let employees know where the organization is going and what your plan for winning is. In today’s world, you can’t over-communicate.
7. Encourage strategic thinking. Strategic planning involves a formal process whereby senior management peers into the future and charts a course of action for the organization. Strategic thinking occurs when the entire organization begins to act in concert with the strategic plan. Teach your people to anticipate opportunities and threats while managing the day-to-day tasks that fall within their scope of responsibilities.
8. Make innovation a way of life. Innovation needs to become an integral part of the way you do business, not just a one-time event. Constantly challenge the way you do things, even when they have always worked well. Strive to create new products, services and ideas that have real value for stakeholders. Look for different and novel ways to deal with ongoing challenges. Constantly seek to implement new and better ways of achieving results.
9. Slow down to go fast. In times of uncertainty, prepare to pause, focus, and plan. Learn to anticipate the unanticipated by making scenario planning part of your daily routine rather than an afterthought when plans don’t pan out. Take the time to consider multiple perspectives and engage others who have diverse views. This may feel like slowing down, but will actually help you get where you want to go much faster.
10. Get back to basics. When everything around you diverts you into complexity, get back to basics. Make strategic planning a way of life in your organization. Use a strategic planning framework to drive what you do and where you focus your energies. Constantly check for internal and external forces that may impact where you’re going, what you need to do and how you need to do it. Organize your day around achieving your destination, and focus on informing, inspiring and engaging others in getting there.

Those are my top 10 tips for success in 2010. I’d love to hear what you plan to do differently going forward.

Here’s wishing you clarity, focus, and great success in the New Year!

Which is more important for a business to engage in – strategic planning or strategic thinking?

If you answered “both,” you win the prize.

What’s the difference between the two? Typically, strategic planning involves a formal process whereby company leaders and senior managers gather for a day or two and peer into the future to chart a course of action for the organization. This process usually results in a written plan that guides the company for the next one to three years.

Strategic thinking occurs when the entire organization begins to act in concert with the strategic plan. It involves teaching people at all levels of the organization to anticipate opportunities and threats while managing the day-to-day tasks that fall within their scope of responsibilities.

In most companies, front-line employees are trained to function in the moment rather than prepare for the future. Yet, just like the long-term success of the business, each individual’s success is dependent on his or her ability to implement tactics and perform in the moment, as well as execute plans for all of tomorrow’s accomplishments.

To encourage your entire organization to think more strategically, consider the following principles:

Overcome Fear of Failure. Accept that mistakes will happen. In fact, if they’re not happening, it probably means you’re not keeping up with your market. Instead of seeking to avoid mistakes, learn from them and design plans that allow for the occasional setback.

Take Incremental Steps. Never try to send a spaceship to the moon before you learn how to fly. Start with the strategies and components you can expect to reasonably sustain, and build on your early successes. This will help support the riskier components of your plan.

Make a Commitment. People aren’t stupid. No matter what you say, employees will wait to see what you and other leaders and senior managers actually do before they commit to anything new and different. Stand behind your plan and vision with actions and people will be drawn to achieve the goals.

Pick Up Speed. Don’t make the mistake of waiting for the ideal moment. In today’s world, there are no ideal moments. If you have planned and are focused, engage strategic components of your plan now and you will generate the momentum to carry through.

Be Responsive. Prepare to adapt your methods and processes to deal with roadblocks or changes. Developing the skills of flexibility and adaptability will ensure you can modify the plan when necessary and increase its chances of success. In fact, the more you encourage employees to think strategically, the more flexible and adaptable they will become.

Demonstrate Resolve. Understand the implications of your plan and allocate resources realistically. Strategic targets are never achieved without follow-through and alignment. Just saying you are going to do something does not make it happen. You have to have the organization capabilities (including people, process, system, tools & dollars) to make it happen.

Instill Teamwork. Gain the confidence and trust of your organization especially the managers who most directly influence individual contributors. Instill your vision in them, and help them succeed in their jobs so they can do the same for the organization.

What happens when employees begin to think more strategically?

They become more responsive to changing customer needs. They learn to identify potential threats, obstacles, and problem areas before they reach the critical point. They become better problem solvers as they learn how their decisions and actions impact the business in the future as well as today. And they become more involved with and more supportive of the overall strategic plan.

In the past, most companies could get by with just strategic planning. Today’s topsy-turvy markets demand more. Engage in strategic planning on a regular basis AND enhance the abilities to think strategically throughout the company. Your organization will become more flexible while increasing your ability to handle any new challenges that come your way.

Part 1 of a 3-Part Series

All great leaders are constant learners and unlearners. They study, analyze and question everything regardless of the economic situation. They shift when the need arises, not depending on those things they have always done the same way. Effective leaders don’t take anything for granted, especially outside forces that can drastically change the long-term impact on business.

So, what do we think we know based on the past year?

• Growing government regulations will impact how you sell, operate or deliver products and services more than ever.
• A recent study by Vistage International finds many business leaders are bracing for higher taxes to pay for the new regulations and loans used to re-ignite the economy.
• Economist Brian Beaulieu and others predict unemployment will continue to rise until early 2010 while loyalty will diminish as the remaining employees are asked to tackle extra tasks.
• Online social networks and other technological changes will continue to empower customers and employees. Company reputations will rise and fall virtually overnight through these communities.
• Finally, globalization will march forward on all levels… from smaller American companies selling security technology to foreign governments to Chrysler being owned by Italian automaker Fiat.

Planning Versus Reacting
Companies are adjusting to these trends, but often with knee-jerk reactions:

• Many businesses remain in survival mode with a focus on scrutinizing every expense, stretching out accounts payable schedules and, of course, layoffs. Preparing for sustainable growth is not on the radar screen.
• Customer service is improving as businesses hold on to preserve every precious relationship, but many companies will do almost anything to keep customers happy even if it makes no financial sense.
• Companies are chasing anything that might turn a fast buck. But with fewer employees, the chase diverts limited human resources from the core business and less progress is made on the right things.
• Decisions have been delayed in almost every sector regarding almost every choice. Some are looking for an instant, magic wand type event to indicate it is time to shift back to growth mode so not much is getting done even with the resources these organizations have.

What can you learn from these trends? And what can companies do to get positioned for an era of sustainable growth?

As Albert Einstein summed up about change… “Learn from yesterday, live for today, hope for tomorrow. The important thing is not to stop questioning.”

But with so much in flux, where do you begin with your list of questions? Break up your process into three main steps to avoid confusion among employees and customers, and to validate your assumptions for success as the economy recovers:

• Identify key lessons about your business from the past year or two. What major considerations should be central to your strategic planning? Consider actions, activities, products and services that are not the focus of your competitors. Are they not hiring? Are they not seizing an emerging market? What gaps can you fill? And what can you stop doing? What did you try, but it did not work? What old habits and processes should you abandon even if you have invested in them for a long time?
• Distill your learning into focused action plans. Some actions might be short-term opportunities to meet cash flow needs. Other actions may build long-term sustainability. You may seize an opportunity that your competition is missing. Regardless, the actions should always support your core business mission and you should be very clear on when you will take the action and what resources are required to do it well.
• Anticipate the unanticipated as you start to implement. Make scenario planning part of the daily routine rather than an afterthought when plans don’t pan out. Prepare to pause, think and plan. It will feel like it is slowing you down, but will actually help you get to where you want to go much faster. Make asking “what if?” part of ‘the way we do things here.’ Force yourself to slow down and consider multiple perspectives, challenge your own assumptions and engage others who have diverse views.

I’ll break these three steps into more detail over the next two blogs. Stay tuned for a step-by-step approach on how to leverage the lessons learned to position your organization for greater success in the future.

Accordingly, smart leaders take the time to set clear performance expectations with each person they manage. They review performance on an ongoing basis. And they devise action steps to develop the appropriate knowledge, skills and competencies for each position.

But what about your own growth and development? Do you leave it to chance or do you engage in a similar process with yourself?

When working with clients, I recommend a quarterly self-review process that involves asking a series of questions designed to help leaders assess what they have learned over the previous three months, how they are doing compared to their stated goals, and how they can improve their performance going forward. The result is a personal development scorecard that offers a quick and easy way to assess your own performance while identifying areas to enhance your leadership and people management skills.

What questions should you ask?

The Short View

The short view focuses on what you have learned during the most recent quarter. Ask yourself:

• How have I stayed focused on key strategic goals?
• How much progress did I make toward my destination?
• What didn’t work and why?
• Which of my assumptions do I need to challenge or change?
• How did I overcome any barriers?
• Knowing what I know now, what could I have done differently?

The Long View
The long view identifies patterns and trends you noticed during the past several quarters. These can be especially valuable in identifying areas where you seem to be stuck or making little progress.

• How do my current competency, skill or knowledge levels compare with three months ago? One year ago?
• How are my abilities helping me get to my destination?
• Am I enjoying the journey?
• What progress over the last year can I feel good about?
• What challenges keep arising?
• What underlying beliefs do I need to change in order to resolve these challenges?

The Context
The context examines how your actions relate to factors in the environment. Here you start to look at what you can change that will improve your ability to achieve results through others.

• What around me, such as people, tools and process, is helping me perform at my best?
• What people or situations do I handle best?
• What people or situations present the toughest challenge for me?
• What are the common elements among those people or situations?
• If I change my underlying beliefs about them, how would it help?
• What can I do differently in the future? Am I willing to do that?

To be effective, a personal development scorecard must be employed once a quarter without exception. If too much time elapses between the self-reviews, it can be hard to spot trends, patterns and causal relationships.

To make it easier to follow through on a consistent basis:

• Make a firm appointment with yourself. Set up a year’s worth of personal development scorecard meetings and write them in ink on your calendar. They don’t have to be lengthy – a 15 minute pause can work.
• Keep a brief learning journal. Writing down your learning in some sort of organized fashion helps you to keep perspective, remember lessons and demonstrate your progress. Highlight the key points in bullet fashion, adding minimal detail where necessary. The longer and more detailed the journal, the less likely you will be to keep up with it.
• Make it personally meaningful. This is your personal record; don’t worry about how others do it.
• Have fun with it. A personal development scorecard doesn’t have to be a formal or lengthy process. Make it something you look forward to and enjoy.
• Track the most important lessons. For example, keep a running list of the 10 most important things you need to remember to remain focused, or a list of your prioritized competencies, skills and knowledge areas.
• Don’t overlook the positive. Note your accomplishments and give yourself credit for making progress in key areas.

One of your key roles as a leader is to guide and direct your employees’ professional development. You’ll be a lot more effective when you take the time to direct your own growth as well and it will speak volumes to others about how critical it is to ongoing success.