NECA Future Leaders

Dear General Bailey,

I have a question about friendliness at work. Each of my team members is uniquely talented, however, the friendliness of their relationships inhibits them from challenging and constructively criticizing each other’s ideas and contributions. Subsequently, collaborative work quality suffers, in part, I believe, because team members correctly recognize it as not reflective of their own individual abilities. I have tried reminding them that it is no less part of their evaluated job performance, but this has had no impact on the culture of niceness. Is there any way to get them to feel invested enough to assert their judgment even when it’s uncomfortable?

Answer

Sounds like you have a solid foundation with a positive team atmosphere. However, let’s look at some ways to get your team members to dig deeper. First, provide clarity about responsibility, accountability, and collaboration. Even when a final product is a collective achievement, each team member should drive quality-control in his/her area of responsibility. Second, consider that you might be feeding the problem by recognizing the distinction between individual and collaborative work. The bottom line is that their work quality is inconsistent. Think about how the work could otherwise be categorized – deadline-oriented vs. ongoing, materials vs. services, etc. You might discover that their inconsistencies follow along other lines as well. Once you have clarity, you are positioned to take steps toward resolution:

Suggest The 7 Habits of Highly Effective People as standard reading. Discuss the book, inviting them to identify instances where a particular habit would have yielded a better outcome.

Address the deficiencies specifically. They must understand that your dissatisfaction is based on actual shortcomings. Deficiencies aren’t limited to errors and oversights but should include missed opportunities at excellence. What are their unique talents that you don’t see reflected?

Give individual team members higher-level authority for specific projects. Forcing them to be more critical out of necessity might help break the ice.

Dear General Bailey,

I’m not a leader at an organization, and it may be years before I have any sort of important title here. What can I do to influence my company when I don’t have any real authority?

Answer 

You don’t have to be “in charge” in order to be a leader or influence those around you! Start by building a strong reputation, and work to be a reliable and honest source of information. Whether it’s about processes, policies, or anything else, providing accurate and helpful insights establishes credibility and reinforces your values and perspectives.

Also, be consistent. When you develop a recognizable approach to your work - one that prioritizes quality, value, and attention to detail, others will notice! Consider what makes your contributions stand out and ensure that your choices reflect the professional image you want others to associate with you.

Your relationships with both your team and leadership are also important. Building strong relationships with both your team and leadership is equally important. Of course, you may encounter instances where you have differences of opinion, but they should not define your relationships. Focus on being a dependable and supportive colleague whenever the opportunity arises, and those around you will recognize your strengths!

Dear General Bailey,

I’m a quiet person who is not comfortable speaking in front of groups. My boss asked me to make a presentation in a couple of weeks, and I’m feeling very nervous! Any advice on how I can get through this?

Answer 

It might feel overwhelming, but there are steps you can take to help you make a successful presentation. Even one you might rather not have to give!

1. Plan – brainstorm, research, visualize.
2. Prepare – gather information organized around three key takeaways.
3. Practice – use a friend, mirror, or record yourself.
4. Perform – emphasize the key takeaways and conclude.

By following steps 1-3 (plan, prepare and practice) you’ll increase your comfortability with both the materials and the process. They say ‘practice makes perfect’ for a reason! When you are fully prepared and have taken time to practice giving your presentation, whether that’s in front of a mirror or in front of family, your official talk will seem less daunting.

Remember that you are the right person because of your relationship with the subject matter and not your ability to entertain. Focus on the core objectives that the presentation is supposed to achieve, and you’ll give a great talk.