Driven by Radical Candor, Root Cause and Building Independence, not dependence - People Focused Solutions & Products.

Riding the Tiger

Riding the tiger is, ostensibly, as all good sayings are, an ancient Chinese proverb. It indicates an action that once taken is dangerous to stop. You could equate this to taking a known risk, or even sunk cost.

We see this so often in our work rescuing technology programs that have been going sideways. Everyone is afraid to stop. A little more effort, work harder, bring in some high priced consultants, part the Red Sea.

How about stop, drop & roll? Or even just slow your roll. A crisis is often when organizations fly into high gear – and proceed to spin their wheels fruitlessly.

Instead what we do, what we’ve done and what we teach our clients to do is a very fast, very accurate assessment of root cause & remediation steps to tamp the fires, realign and refocus out of crisis mode. We bring our unique IP to bear. And yes we still focus on culture & mindset, so you can face the next crisis with elastic resiliency and thrive – not just survive – through it.

After all, what’s the point of us helping you get off that tiger, if you’re just going to jump on another one?

Managing Upwards – Do’s & Don’ts!

In this video series we’re talking about 3 things any organization can do today to increase resiliency in their work space through better communication, starting with the power of 1-on-1’s. The next step from 1-on-1’s is managing upwards. It’s rarely done because it can be incredibly uncomfortable for both leaders and contributors! Done correctly, it’s incredibly liberating for both parties and further enables psychologically safe workspaces that you can have those brutally candid conversations in.

We just posted our final video in this series on this topic.

First, keep in mind that managing up doesn’t mean you’re actually managing your leader. No, what you’re doing is managing expectations, communicating proactively and focusing on information that matters. Much like you expect to be lead – with candor & transparency, managing up is your opportunity to do the same. This is why it’s important to focus on solutions, not problems. As we previously mentioned, it’s completely ok to say “I don’t know,” just make sure to add “and here’s what I’ve done to figure it out …”

Second, you always want to be factual. Certainly provide your first had observations and guesses, but be mindful that you’re not idly complaining or repeating here say. It’s easy for us as humans to focus on the negative – on danger. Our hindbrains are still very much in survival mode still. But there’s no tiger in the bushes waiting to leap out. You have time to stop, breath and reframe your mindset and your thoughts to focus on the possible.

Finally – always lead with candor and transparency. It’s tough especially when you first start on this path of managing upwards, but believe us, stick to it and it will work. Doing so eliminates so much uncertainty and really goes towards adding to that trust bank.

Done consistently, managing upwards is part of the effort in building those critical connections of trust. That trust leads to clearer communication, which reinforces those relationships. When the next crisis hits, the focus will be on coming together and persevering in a way that is mutually beneficial and accountable. This is when, we say, fires end up putting themselves out because they don’t get a chance to consume the tinder and oxygen and grow.

Start managing up if you’re doing 1-on-1’s, and if you’re not doing 1-on-1’s, start already! Take a look at our video, chime in below or drop us a note and let us know about your experiences managing up!

Managing Upwards – News, Not Gossip!

In this video series we’re talking about 3 things any organization can do today to increase resiliency in their work space through better communication, starting with the power of 1-on-1’s. The next step from 1-on-1’s is managing upwards. It’s rarely done because it can be incredibly uncomfortable for both leaders and contributors! Done correctly, it’s incredibly liberating for both parties and further enables psychologically safe workspaces that you can have those brutally candid conversations in.

We covered the importance of knowing yourself & your leader and now we’re going to discuss the importance of focusing on news – not gossip and we cover it in this video.

Workplaces aren’t reality shows – much like it might feel like it some days. Unless you’re at an Initech or a Dunder Mifflin. In which case you’re definitely on set. Most places though a simple rule can really help cut down the drama – and the laugh track.

Focus on news, not gossip. 1-on-1’s are about HOW you’re doing and feeling yes, but managing up is where the WHAT comes into play. Focus on results, on outcomes and if you have bad news, make sure it travels fast and you keep your leader informed. Surprises are always a bad thing. It’s ok to work the issue but fire that flare and make sure you bring tangible information. If you don’t know the full details, it’s ok to say you don’t know – but always make sure to follow-up with what you’re doing about it.

In a fluid situation, keeping your leader in the loop is important to continuing to build that trust -and trust is at the center of resiliency and healthy relationships. It’s what moves firms away from inspection and monitoring to celebrating results.

It’ honestly funny when mangers and contributors understand just how easy and straight forward managing up means. We’re not managing managers, not at all. We’re ensuring clear, concise, consistent communications that have value, that have facts. We’re showing a focus on results, and when we just don’t know, we can be honest and say so, because we know it’s a safe environment.

Done consistently, managing upwards is part of the effort in building those critical connections of trust. That trust leads to clearer communication, which reinforces those relationships. When the next crisis hits, the focus will be on coming together and persevering in a way that is mutually beneficial and accountable. This is when, we say, fires end up putting themselves out because they don’t get a chance to consume the tinder and oxygen and grow.

Start managing up if you’re doing 1-on-1’s, and if you’re not doing 1-on-1’s, start already! Take a look at our video, chime in below or drop us a note and let us know about your experiences managing up!

Managing Upwards – Knowing Yourself & Your Leader

In our prior posts we talked about 3 things any organization can do today to increase resiliency in their work space through better communication, starting with the power of 1-on-1’s.

We posted a video on the next step from 1-on-1’s – it’s managing upwards. It’s rarely done because it can be incredibly uncomfortable for both leaders and contributors! Done correctly, it’s incredibly liberating for both parties and further enables psychologically safe workspaces that you can have those brutally candid conversations in.

Let’s start with focusing on the importance of knowing yourself & your leader.

Leverage those 1-on-1’s to understand your leader’s work styles, habits and values, while they’re understanding yours. Understand which communication style works for them, and be clear on what works for you as well. Communication is tough in the best of circumstances. When you speak the same language, you’ll both be find a new concise clarity with each other. By communicating in a style and at a level that is mutually amenable, you reduce the natural friction that arises when any two parties are having a conversation. As an added bonus, you’ll continue to add to the trust bank of your professional relationship.

It’s also important for each of you to understand your goals for yourselves and at the organization. Understand how you can help each other achieve those goals. Working towards them together creates a strong, supportive rapport. This is one way you can create strong bonds through better communications from a place of authenticity & vulnerability. It’s wonderful to see goals align and leaders, contributors and teams work together to everyone’s mutual benefit.

Few things enhance happiness (and productivity!) and job satisfaction than when organizations shift from toxic competitiveness to cooperative effort, replacing fears of recrimination (oh shit!) with a culture that encourages and propels (you got this!)

Done consistently, managing upwards is part of the effort in building those critical connections of trust. That trust leads to clearer communication, which reinforces those relationships. When the next crisis hits, the focus will be on coming together and persevering in a way that is mutually beneficial and accountable. This is when, we say, fires end up putting themselves out because they don’t get a chance to consume the tinder and oxygen and grow.

Take a look at our new video and start managing up if you’re doing 1-on-1’s, and if you’re not doing 1-on-1’s, start already! Chime in below or drop us a note and let us know about your experiences managing up!

Why Communication is a Cornerstone for Success

I’m going to share video on a story about why communication is a keystone for success.

One of our regional customers was having a challenge releasing a pair of mobile apps. Over 100 years old, with a 12B USD market valuation they were established and highly capable.

Once we dug into what was going on we helped them get to their first release in 30 days. Now while we did address a lot of significant technical and process issues, the biggest challenge was restoring communications and rapport and trust. We would not have been successful had we not done that AS WELL.

What had happened is that with the first failed release, everybody had stopped talking to each other. Tech teams weren’t talking to each other, Project management couldn’t get a straight answer and their customer was left with more questions and answers.

By reinitializing those communications we re-established trust and were able to quickly negotiate what was needed as opposed what was nice to have and what bugs they could live with as long as there was a remediation period for it.

Not only did we get our first release in 30 days but our client went on to have a release every other month with a target of getting to the 6-week schedule.

This is why the work that 1Focus does is more than just technical or process work. We really emphasize culture and mindsets because once we adjust those, what we teach, what we do will stick and become habitual.

This is how fires put themselves out. Leaders get an opportunity to lead again. Contributors feel empowered to act. When everyone has the trust to talk candidly and in a safe environment – the results almost write themselves.

Check out our case study and our video, and share your experiences below. We love learning from our customers and every interaction is an opportunity to learn.

Start Your 1-on-1’s Today!

In our prior update & video we talked about 3 things any organization can do today to increase resiliency in their work space through better communication.

We posted another video and today we’re going to go deeper on 1-on-1’s and give you some tangible guidance you can implement. 1-on-1’s are a fundamental building block to building brutally candid but psychologically safe work spaces which is a key component to enhanced resiliency. We want to start here.

Here’s 3 actions you can take today to start.

Frist, well, start. Start having 1-on-1’s if you’re not. I would say a great many organizations don’t do 1-on-1’s or at least do them as a replacement for or supplement to status reports.

That’s not what they’re for. These sessions are for HOW not WHAT. How is your team member, your contributor, doing. These are opportunities for you, as a leader, to build rapport and trust. It’s also an opportunity for vulnerability and authenticity with your team. When you break down stiff, hierarchical boundaries, you’re breaking down barriers to transparent, honest conversations.

See where this leads to?

Second, try to keep them to at most 30 minutes and have them at a consistent time and day of the week. Look, emergencies happen, we all know this, but this is one of those activities that has to be a consistent focal point for your leaders and contributors. Aim for 98% consistency across a twelve month period. Again, you’re trying to build that trust that leads to clear communications.

Remember, while it’s ok to get personal – respect professional boundaries and know when you’re touching areas you don’t have expertise on. Nothing empowers a conversation more than for one party to say “I don’t know, but let’s find out…” No one can know all things at all times and have all the answers. We’re here to remove stress, not add to it.

Third – take notes! And follow-up! Regardless of who makes the commitment, the next time you meet, start there and follow-up. What you’re doing is not only showing you remembered, but also building in some strong accountability to go along with that transparency. That establishes the pattern of what we’re setting up.

These sessions, done consistently, are what builds up those critical connections of trust, on which any kind of relationship is built. That trust leads to clearer communication, which reinforces those relationships. When the next crisis hits, the focus will be on coming together and persevering in a way that is mutually beneficial and accountable. This is when, we say, fires end up putting themselves out because they don’t get a chance to consume the tinder and oxygen and grow.

Take a look at our video and start your 1-on-1’s or let us know what changes you’ll make based on these tips. We would be really curious to find out how this works out for you!

What Does Your Work Space Communication Look like?

We just posted a video on LinkedIn describing how, as we work on tech & process projects with our Clients, we’ve had some really cool & insightful conversations with our Clients as they debate what their return to work space looks like. They’ve asked us what we think – and, regardless of hybrid, on-site or permanent remote\home, we like to ask them what communications in their workspace looks like today.

We’ve all got challenges.

Here’s 3, proven, things we ask them to try.

First – Implement One on Ones and make sure they’re about HOW someone is doing not WHAT. They’re not a supplement or replacement for status reports, they’re an intentional weekly 30 minute opportunity for peers, leaders and contributors to connect, build rapport and build trust.

This leads to the second ask – create a brutally candid and psychologically safe work space. This is about leveraging that trust and rapport to move away from recrimination and inspection to really focus and drive solutions, especially when crisis or disruption hits.

Finally, the third ask. Learning to and accepting managing upwards. So very few organizations do this but, combined with the above, it’s an incredibly powerful method that leads to cost avoidance, increased efficacy and surprising insights. It’s also a great way to make tribal knowledge locked in people’s heads common knowledge.

These three asks can really supercharge your work space, regardless of what form it takes today, tomorrow and in the future.

Take a look at our video post on LinkedIN. We would be really curious to find out what you think – or how this has worked for you if you’ve tried it.