Last week I had the chance to spend time with my old friend John Calipari, coach of the University of Kentucky basketball team. I met "Coach Cal" more than 35 years ago at the University of Massachusetts when he was on the coaching staff and I was a faculty member. Through the years, our careers have both been focused on leadership skills—mine emphasizing the development of business leaders and Cal’s concentrating on leading young athletes. I believe that people want to grow and develop, and that the job of a great leader is to bring out the magnificence in people. I can’t think of a better example of this than Cal. As I watched Cal working with his team, I asked him about his vision for them. He said, "We’re in the life skills business. We just happen to play basketball." What a wonderful perspective. As a true servant leader, he wants to prepare these kids for life and help them accomplish their dreams. He realizes that leadership isn’t about him; it’s about the team he serves. In his book Players First: Coaching from the Inside Out, he challenges players to be the best they can be and to help bring out the best in their teammates. Calipari has led his team to the elusive Final Four tournament three times in the past four years. They won it all in 2012. When asked about that NCAA Championship, he replied, "It isn’t about me. It’s about these 13 players." He truly trusts that each player has a special skill, talent, or strength and that his job is to help each individual develop to his highest level. Although Coach Cal starts out with a new team every season and works within a specific time frame, he uses the same skills to build team after successful team. Business leaders can learn a lot from Calipari’s leadership style. All leaders should spend time with their direct reports to understand their individual strengths, help each of them realize their brilliance, and bring out their magnificence. It’s an investment that serves the individual, the leader, and the organization.

This is the season when many companies begin to prioritize strategies for the coming year. Those strategic plans usually involve setting goals for departments as well as individuals. But how much time do you really spend defining clear, measurable goals? Most leaders agree with the importance of setting goals, but many don’t take the time to work with their people to clearly develop goals and write them down. As a result, people tend to get caught in what I call an "activity trap" where they are busy working on projects—but not necessarily the most important projects. We’ve all heard the term SMART goals. Let’s take a closer look at each of the elements in the SMART acronym, which we define as: S = specific M = motivating A = attainable R = relevant T = trackable Here’s the twist: I’m going to ask you to think of this familiar acronym in a new way—as STRAM. Why STRAM? Because the most effective way to write a goal statement is to start with the Specific and Trackable elements first. The leader should describe the Specific goal and when or how often it needs to be accomplished. Now the leader needs to make sure the goal is Trackable.  How will progress or performance be tracked or measured? To give you an example, take a look at these two similar goal statements. Produce monthly financial reports. Submit accurate and timely financial reports on a bimonthly basis for the next 12 months as measured by end user feedback. Which of these is the SMART goal? The second one. Why? The first is a goal statement, but it isn’t specific or trackable. The second goal statement provides precise outcomes for accurate and timely financials on a bimonthly basis. And the results will be measured by end user reports. So the second goal is specific and trackable. Once the S and T are in place, the leader and team member can review the other three elements—Relevant, Attainable and Motivating—to check if the goal is truly SMART. The leader has the responsibility for making the goal Relevant by ensuring the goal is important and that accomplishing the goal will make a difference to the organization. The leader and team member work together to make sure the goal is Attainable. It must be realistic and achievable. When a goal is too difficult to accomplish, people may give up—but when it is too easy, people tend to procrastinate. Ultimately, each team member determines for themselves if the goal is Motivating by considering if it is exciting and meaningful. Will it drain energy from their work experience or add enjoyment? Will the goal help build competence, relationships, or autonomy? If you take some time up front to write SMART goals, your team will be able to focus on the most important projects that will support not only organizational goals but also each team member’s personal needs. This will create an energized and motivating work environment that supports both great results and human satisfaction—a winning combination for success.

I believe the key to developing employees and building a great organization is to wander around and catch people doing things right. This is a powerful management concept that isn’t used as often as it should be. Unfortunately, most leaders tend to focus on the things that are being done wrong so they can fix them. The best way to start this habit is to take an hour out of your week to just walk around and observe what goes on in your organization. I know you’ll see several examples of people who are doing the right thing: conducting business with corporate values in mind. When you see this happening, praise the individual. Remember, though—effective praising has to be specific. Just walking around saying "thanks for everything" is meaningless. If you say "great job" to a poor performer and the same thing to a good performer, you’ll sound ridiculous to the poor performer and you’ll demotivate the good performer. For example, in a retail environment you might see an employee walk with a customer to a different location in the store in order to show the customer where to find a certain item. An effective praising would sound like this: "Mary, I noticed just now how you put the customer first by taking her to the merchandise she was looking for instead of just pointing in the general direction. That is an excellent example of living by our values. Keep it up." This principle can also help relationships flourish at home. If your school-aged child makes his bed or does his homework without being asked, let him know right away that you notice and appreciate his efforts. Be timely and specific with your praise. Catching people doing things right provides satisfaction and motivates good performance. So remember: give praise immediately, make it specific, and encourage the person to keep up the good work. It’s a great way to interact with and affirm the people in your life—and it will make you feel good about yourself too.

Many of you are finishing up year-end performance reviews and working with your team members to set goals for the coming year. But have you thought about how you’re going to help your staff keep working on target toward those goals? The key is to provide consistent feedback on their performance along the way. I first heard the phrase feedback is the breakfast of champions from a former colleague, Rick Tate. He explained it in sports terms. Can you imagine training for the Olympics with no one telling you how fast you ran or how high you jumped? That idea seems ludicrous, yet many people operate in a vacuum in organizations, not knowing how well they are doing on any given task. Too often managers save up negative feedback and unload it all at once over a minor incident or during a performance review. Even worse, others misrepresent the performance review and act as if everything is okay when it really isn’t. Both situations are dangerous. When people are attacked or not dealt with truthfully, they lose respect for their manager and their organization as well as pride in their own work. Truthful, timely feedback is important to people. We all want to know how well we are doing whether that comes in the form of praise for a job well done, coaching to improve performance, or even redirection if necessary. I firmly believe that providing clear feedback on a regular basis is the most cost-effective strategy for improving performance and instilling satisfaction. It can be done quickly, it costs nothing, and it can turn performance around fast.

I’m so excited about the release of my latest book written with my friend Morton Shaevitz, Refire! Don’t Retire: Make the Rest of Your Life the Best of Your Life. When Morton and I started this book, we focused on the fact that people who embrace life with gusto enjoy better health, more happiness, and greater fulfillment. Then we realized the same principles can be applied at work. When people see their workplace as a space to enhance relationships, stimulate their mind, revitalize physically, and grow spiritually, it brings passion to their work. Most senior leaders are aware of the statistics about disengaged employees in the workplace and how important it is to create opportunities for meaningful connection at work. I know many of you are reading this right now and saying to yourself, "Oh, great, one more thing I need to do at work to help my employees love their job." Let me be clear that the full responsibility isn’t on you—but you can play a part by utilizing the four keys to refiring. The first key is Refiring Emotionally. Everyone needs emotional nourishment. Our research shows that people who have friends at work are happier, more loyal, and more productive. As a leader you can help people make emotional connections by encouraging teamwork, offering workshops or retreats, and holding celebrations. Everything from acknowledging birthdays and work anniversaries to companywide parties can support emotional refiring. Creating an emotionally connected culture not only gives people a morale boost, it also increases innovation and collaboration. Morton and I defined the code of conduct for refiring emotionally to remind you how simple it can be to make a difference. Be playful—Laugh and kid Be friendly—Smile and be happy Be joyful—Embrace the moment Be loving—Approach and welcome others Be spontaneous—Get out of your comfort zone Be enthusiastic—Give it your all I’m not saying you have to turn your work environment into a playground, but adding a little humor, warmth, and caring interaction will enhance emotional health and improve relationships. Just try one or two of the items on the list and I’m sure you’ll start to see a positive difference in yourself—and in your engaged workforce.  

In my last blog I explained the overall concept of my newest book, Refire! Don’t Retire: Make the Rest of Your Life the Best of Your Life, coauthored by Morton Shaevitz. Although it is written from a general perspective about life, it also applies very strategically to the working environment. The first key is Refiring Emotionally and relates to the idea of creating a work environment where people can be engaged and emotionally connected to others. Now I want to talk about the second key—Refiring Intellectually. This seems like a no-brainer, right? We all need to keep learning to help ourselves and our companies thrive. But how many of us have a plan for learning and exploring new ideas? These days there are so many ways to learn new skills. You don’t have to rely on taking a course or attending a workshop when you can watch a YouTube video, listen to a podcast, or ask a friend to help you learn something new. I’ve been doing that for years—when writing books, I always work with a coauthor. I love the experience of collaborating with a colleague. My philosophy is simple: I already know what I know—what interests me is what I can learn from others. Think how easy it could be to collaborate with colleagues at work: Start a book club to discuss the key points of the latest business bestseller. Share links to online articles and videos that will inspire team members with new thinking. Have occasional brown bag workshops at lunchtime where someone teaches a craft or a computer skill to coworkers. I think the code of conduct Morton and I created for refiring intellectually will stimulate you to think about learning from a new perspective. Be open to learn—Look for learning in every situation Be a reader—Constantly search for new information Be teachable—Let others mentor you Be courageous—Venture into new areas Be persistent—Stay with it even when it’s difficult I’ve often said when you stop learning, you might as well lie down and let them throw the dirt over you. So get outside your comfort zone and learn something new! Who knows where the next adventure might lead you? ___________________________________________ To learn more about Refire! Don’t Retire: Make the Rest of Your Life the Best of Your Life, visit the book homepage where you can download a free chapter.

Are you ready to learn about the next key from my new book, Refire! Don’t Retire: Make the Rest of Your Life the Best of Your Life, coauthored with Morton Shaevitz? As a reminder, the first key, Refiring Emotionally, is about creating a work environment where people can be engaged. The second key, Refiring Intellectually, suggests the need for lifelong learning. Now let’s consider the third key—Refiring Physically. Numerous articles have been published about the positive link between physical exercise and improved mental outlook and job performance. Smart companies realize that employees who exercise are more productive and engaged. Many HR departments offer wellness programs such as exercise facilities in the building, discounts to a gym, or a hosted yoga class or walking club. And it never hurts to get creative—encourage people who sit at a desk all day to get up every thirty minutes to walk or stretch to get their blood pumping. Hold meetings where everyone stands up. Walk down the hall or to the next building to talk to someone instead of e-mailing them. Take the stairs instead of the elevator. Exercise doesn’t have to be a carefully planned, timed activity—it can be anything that gets you up and moving, even for a few minutes. Through the years as our company has grown, our headquarters has spread out little by little until we now occupy several small office buildings on our street. A few years ago we created a natural walking path that goes around the buildings. I’ve noticed that our "Blanchard Trail" gets quite a bit of use. Some people walk in exercise clothes so I know they are working out, but others wear work clothes and are just taking advantage of a nice way to get reenergized. Some have told me they even hold one-on-one meetings while walking on the path. A short walk in the fresh air can give anyone a new perspective and help them be more effective on the job. The health benefits are an added value. It’s easy to help employees understand the link between a healthy body and a healthy mind. Share this code of conduct that Morton and I created as a handy reminder: Be healthy—Honor and strengthen your body Be an exerciser—Move your body Be a smart eater—Eat less and enjoy more Be energetic—Play hard and rest well Stay flexible—Stretch every day Learn balance—Practice standing on one foot, then the other So get up and move! And spend time to keep your employees healthy. It’s an investment in the vitality of your entire organization.   To learn more about Refire! Don’t Retire: Make the Rest of Your Life the Best of Your Life, visit the book homepage where you can download a free chapter.

In our new book Refire! Don’t Retire: Make the Rest of Your Life the Best of Your Life, Dr. Morton Shaevitz and I talk about four keys. The first key, Refiring Emotionally, is about creating connection; the second key, Refiring Intellectually, refers to lifelong learning; and the third key, Refiring Physically, is about keeping active to improve your mental outlook. The fourth key is Refiring Spiritually. When I begin to talk about this topic, people often assume it’s going to be about religion. But I’m actually referring to the universal sense of the word spiritual as the opposite of material things. Refiring Spiritually is about getting in touch with something important outside of yourself—looking outward instead of inward. I believe when people have an opportunity to focus outside themselves, they will work toward a higher purpose. After all, it’s hard to become stale, bored, or dissatisfied with your work or your life when you are doing something that serves the greater good. As the Chief Spiritual Officer of our company, I leave a morning message every day to praise and inspire people. I want everyone in our company to hear when someone has accomplished a big goal or when someone needs a little help with achieving something personally or professionally. Leaders who provide opportunities for giving and spiritual growth help people understand that it’s not all about them. For example, we have a self-organized team called Blanchard for Others that donates time and funds to help other charities in the community. In another program we call Blanchard Gives Back, every year we set aside a percentage of our profits and allow each of our people to designate a portion to go to a charity of their choice. We also encourage employees to take up to 40 paid hours a year to donate their time to charitable organizations. Do our people feel good about the difference they are making in the world? You bet they do. In our book, Morton and I share a code of conduct that I think can help you find ways for your people to grow spiritually, too. Encourage your people to think about these statements from the perspective of their own working environment: Be aware—See the big picture Be forgiving—Give up being right Be grateful—Count your blessings Be accepting—Realize you’re not in total control Be humble—Realize you’re not the center of the universe It’s amazing what people can do when they work toward something bigger than themselves. Encouraging people to focus on the greater good works in our company—and I think it can work in yours as well. To learn more about Refire! Don’t Retire: Make the Rest of Your Life the Best of Your Life, visit the book homepage where you can download a free chapter.

When I ask people to talk about the best boss they ever had, they always mention one quality—listening. The best leaders are good listeners. Our research shows that listening is a critical skill for developing people, building trust, and creating a meaningful connection. But be careful—we’ve also found that it’s common for direct reports to score their managers lower in listening skills than the managers score themselves. I’ve said many times that God gave us two ears and one mouth because he wanted us to listen more than we talk. Let me explain some of the fundamentals of effective listening in case you may want to sharpen your skills. Pay Attention to Nonverbal Behaviors. Listen with your eyes as well as your ears—watch a person’s facial, eye, and body movements in addition to the tone of their voice. Be aware of clues that their silent behaviors provide while at the same time being sensitive to your own nonverbal signals. For example: are you encouraging someone to continue with a conversation, or silently telling them to stop? Ask Questions. This is not about interrogation or control. Use well thought out questions to seek information, opinions, or ideas that will help you understand the person while helping them feel heard. The best leaders ask open-ended questions to encourage communication, clarifying questions to check for understanding, and prompting questions to encourage deeper thinking. Reflect Feelings. Acknowledge any emotions being expressed by the person and share your understanding by restating the person’s feelings back to them in a nonjudgmental way. This will help demonstrate that you not only understand their message but also empathize with their feelings. Paraphrase. Restate in your own words what was said to demonstrate that you heard what the speaker was saying. Paraphrasing is useful to confirm that you understand what your team member was saying. Summarize. State in a nutshell what was said over the entire conversation. The exact words are not as important as clearly capturing the main points and sequence of what was said. This is where you want to reflect the speaker’s conclusion back to them to indicate that you understand. As you can see, effective listening is about focusing on what the other person is saying and then demonstrating that you understand and value their thoughts. Developing listening skills takes an investment of time but is the best way to build trusting relationships with the people you lead. Using these skills should get you off to a good start.

Have you ever heard the words, "we need to talk" and not felt a little uncomfortable? In a fast-paced work environment, communication challenges come up every day.  It’s natural for conflict to arise and disagreement to occur, so leaders need the skills to successfully manage emotionally charged conversations and help resolve issues between team members. To help improve their skills in dealing with challenging conversations, Eryn Kalish, the co-creator of our Challenging Conversations program teaches leaders how to speak up without alienating the other person and how to listen even if they are "triggered" by what they are hearing. The concepts are easily understandable, explains Kalish, but it is something that’s challenging emotionally to practice. For leaders just getting started, there are five skills represented by the acronym SPEAK that Kalish recommends as a way of becoming comfortable with, and open to, others’ feelings. S. Stating concerns directly. Speak up in a way that doesn’t alienate other people. Understand how to get at the essence of what’s important. P. Probing for more information to gain a deeper understanding. Learn how to get more information from someone who might be hesitant to talk. Learn how to gently, but firmly, probe and get somebody to speak out when it is going to serve them and the situation. E. Engaging others through whole-hearted listening. Be able to listen even when it is uncomfortable. Learn how to work with your reactions so that you can focus and understand what the other person is saying. A. Attending to body language. Pay attention to body language and be able to spot discrepancies between what you are hearing and what you are seeing. How many times have you been sitting in a meeting when somebody said everything was fine but his or her body language was saying that it is clearly not? Avoid the temptation to say, "Oh, good, everything is ok. Let’s move on." K. Keeping forward focused, but only when everybody is ready to move forward. This can be a challenge for leaders with a natural bias for action. Learn to resist the urge to move forward prematurely. In challenging conversations the real issues often don’t come to light at first. Perhaps the most important thing about using a process like this is teaching a common language and approach that can be used by everyone in your company. Remember to address the issues directly—ignoring them will only make things worse. But using the SPEAK approach will improve communication, trust, and employee engagement. I encourage you to try it out soon to see the positive impact it will have.