5 Tips for Thriving in the Hybrid Environment

By now, most of my clients have embarked upon a hybrid or flexible work schedule.  This model is in response to the COVID-19 pandemic, but based on my conversations with them, this schedule is here to stay.  So, what’s been happening since returning to the office? From what I’ve discovered, hybrid is not just a flop house to work at home sometimes, then when needing some interaction, we head to the office – No, it is its own animal.  Therefore, hybrid must be nurtured intentionally.

            The following are 5 tips for Thriving in the Hybrid Environment:

1.     Celebrate your new Skillsets.  You and your team gained new skills during the work from home era.  Embrace and expand them!  Clients tell me they’ve learned to balance work and life better by ensuring family evening meals, are continuing to learn new technologies to work more efficiently, and have learned patience. They offer more gratitude and grace toward themselves and their team when things don’t go as planned.

2.     Take care of Yourself. You likely took up new hobbies during COVID – keep at them.  Hobbies are a great stress reliever.  In addition, look for ways to increase your fruits/veggies and stick to a fitness routine.  Be sure to get 7-9 hours of sleep.  One additional tip: Make your workspace ergonomically correct.

3.     Keep Inclusivity in the Forefront.  Seek out ways to stay connected to your co-workers.  Whether in person on virtually, be creative and have fun.  On-line team events, such as “Climbing Mt Everest” can add a component of fun and learning. Look out for those teammates who are on the fringe or are disengaged; reach out periodically to let them know they are important.

4.     Schedule Meetings with Care.  Hybrid meetings are tough; some people are in the room – others not – whew – how do you engage everyone?  Ideas: Virtual Meeting Buddies: Match up a person who is in the room with a person attending virtually.  This buddy system ensures technology is working, handouts are provided (recommend using a virtual meeting system), and the virtual participant has an advocate when needing clarification or needing to speak. Ensure that everyone keeps their video on.  Start & stop meetings on the ¼ hour to allow for space between meetings. Be mindful when you can handle an issue without a meeting – such as through SLACK or polling technologies. Get outside and have walking meetings.

5.     Leave Behinds. The new work environment is a perfect time to hit “reset” on undesirable behaviors. Let’s leave behind: multi-taking, departmental silos, long hours in the office, and meeting overload.

For more details on these tips, check out Cara’s 2-minute videos addressing each tip on CPC’s YouTube Channel.  If you’d like more information/consulting on CPC’s Returning to the Office Program, please feel free to reach out at: info@cparkerconsulting.com

Create self awareness to build confidence. The Secrets of Leadership Coaching with Cara Parker and J.R. Flatter

Create self awareness to build confidence. The Secrets of Leadership Coaching with Cara Parker. Episode 11 is now available!

Video: https://lnkd.in/djdbCeBK
Audio: https://lnkd.in/dFcBs7w5

Hooptie High

A few weeks ago, I had the pleasure of celebrating my mom’s 79th birthday with her.  She requested to have lunch at The Country Inn in Berkley Springs, WV. After lunch, with our bellies full, we were enjoying the warm afternoon, driving on the curvy roads, and singing along to the iconic John Denver song, “Country Roads.”  We were fully enjoying the scenic mountains views. 

All of a sudden a hooptie car came flying up behind us, radio blaring, and passed us on a solid line-  on a curve - with a drop off on the other side from the mountain.  In my mom’s wisdom of 79 years, she said, “he’s high on confidence and low on skill.” 

 As an industrial organizational psychologist, this got me thinking about the Dunning-Kruger Effect.  But, for the purposes of this blog -  a simple quad chart will do.

 As leaders, we need to grow and develop in both skill and confidence.  Ultimately, we want to be highly skilled with high confidence, but this is a journey and takes time.  What we sometimes miss is when skill and confidence are not in sync – we call these blind spots.  For example, sad is the leader who thinks he/she is competent (confidence) only to lose their highest performer because they were not creating a positive environment (skill). 

On the other end, if the leader is highly skilled, but lacks confidence, their credibility is questioned.

If both areas are low, at least there is something to work with!  If the leader has a growth mindset, they will acknowledge their lack of skillset, which leads to lack of confidence and can develop themselves from there.

 There’s lots to play with in this model and various scenarios to unpack.  Hit me up for a coffee and deeper conversation.  In the mean time, listen to your mom’s advice!

Cara Graham Parker: 540.623.7454/cara.parker@cparkerconsulting.com

C3 - Curious, Candid Conversations

As we move into the post-vax workplace, you’ve likely discussed the importance of having conversations with your teams about the new workplace. I encourage you to think about a C3 framework.  Ensure those conversations are rooted in curiosity and candor.  Let me explain.

Work arrangements have changed. A recent CPC survey showed 100% of our respondents are moving toward a hybrid model.  Further, The New York Times reported up to 65% of the workforce is seeking to change employers.  As leaders, these new sets of circumstances will require different conversations in order to attract and retain talent. Employees and team members want influence over their work, input into organizational decisions, and to ensure their opinions and thoughts are heard. This level of engagement is created through sustained dialogue.

First, conversations must be rooted in curiosity.  When initiating an exchange be open-minded, seek to understand the talker’s point of view, and be eager to learn.

Second, balance curiosity with candor.  Be open, and honest.  Polite directness goes a long way to clarify your needs and state your opinion. Be sure to create a psychologically safe environment where differences of opinions are validated.

Not sure where to begin?  Use these conversation prompts as a starting place to initiate conversations about the new workplace.

•       What have we learned about our new strengths from the COVID world?  

•       What were the extraordinary moments that resulted from pain?

•       How can we take these into our new workplace? 

•       What is core to our being? What is needed to be successful now?

•       What have we learned about access and equity?

•       Recentering: What are our new priorities? What three steps do we need to take right now to create a vibrant work culture?

•       What issues need to be named?

•       How do we create psychological safety?

•       How do we reach the people farthest from the epicenter of power?

My hope is that your conversations are rich and meaningful and result in a vibrant and exciting new workplace environment.  Propel to success!

Position the "Re"

As we prepare to reenter the workplace, my research is showing me a myriad of words beginning with “re.”  As a business owner, I’m told I need a reentry plan in order to reengage and reboot my workforce so employees can recommit.  “Re” is an interesting pre-fix that takes an action verb and forms it to go “back and do it again.”  This blog is not an English lesson, but the prefix did start me thinking about what it could mean for teams.

 There are lots of different ways my clients are reinventing themselves post COVID-19.  Many organizations are using a phased approach based on personal employee comfort; some of my clients are closing out leases and staying virtual with office hoteling as needed; and some are forming a hybrid model.  Regardless of the approach, the workplace will look and feel very different – maybe not a “re” at all, but a full on “new!”   So, I say, let’s consider a different type way to “re.”

 Realize: As leaders, we must realize that teams are different now – and that means change.  New goals need to be set.  Expectations need to be clarified. Realize these changes may require a new structure. Fresh communications policies may need to be written and new technology channels defined (both virtual and in person). Don’t be afraid to implement these changes; they are necessary and good for business continuity.

 Recognize:  This new workplace calls for recognition – not just “high fives,” but team leads should recognize the new strengths that team members have shown during the work from home environment.  Take inventory of these skills and positively exploit them.  On the other side, be sure to recognize and address burn-out as new changes begin to take shape.

 Relationships: Work relationships are a gift – especially if you find that one person you truly connect with.  But, even if you don’t have that work “best friend,” (from Gallup Engagement Poll), look for ways to show care and concern.  With a new workplace comes new stressors.  Consider the work-life balance needs during this transition period.  Have contingency plans for the unknowns.  For example, what if there is surge of new COVID cases – how quickly can your team pivot? What if daycare or colleges suddenly shift? Show compassion by talking with (not prying) your team members to foster positive relationships.

 Leading teams in the new workplace will call for new skills.  Use these “re” words to reimagine what is possible as you get started!

In Honor of Memorial Day

Dear God,

We thank you for the freedom you have given to us, and for the price that was paid by Christ so that we could live free.

We thank you for the brave men and women who have fought, and continue to fight, so courageously for our nation. We ask for your covering and blessing over them and their families. We pray that you would be gracious and encircle them with your peace.

Please be with all those who wear the uniform, who serve our communities and nation every single day. We ask that you provide your protection, that you would be their guiding force who leads the way, and their rear guard who keeps them safe from behind. We ask that you would draw them to yourself amidst the dangers they face in a dark world, for you are the Truth, you are the Way, you are the Light.

We pray for your great favor and goodness to be evident in their lives.

In Jesus’ Name we pray, Amen.

Adapted from Debbie McDaniel. iBelieve.com, Crosswalk.com

Turning Feedback into a Dialogue

Most of us dread the question, “May I give you some feedback?”  Often, in the workplace, this inquiry is followed by some vague discussion that leaves both parties (the giver and receiver) leaving the conversation singing off different sheets of music.  The giver has a feeling of, “I set him/her straight” and the receiver often feels confused or irritated.  There is a better way to manage this dichotomy.

Let’s start with some semantics unfortunately rooted in polarization:

·       There are 2 parties: the giver and receiver

·       There are 2 goals: reinforce or change behavior

·       There are 2 types of feedback: confirmatory or constructive

Wouldn’t it be great if we could finesse the process so it’s not so polarized – where both parties have a connected dialogue and both leave feeling valued, appreciated, and wanting to do better?  

Let’s get practical on constructive feedback:  The beauty of dialogue is that it is ongoing – it implies there is a relationship in place. Relationships form the foundation for all interactions.    When you are the giver, be succinct.  Keep your language clear and concise based on observed behaviors – that YOU have observed first hand. Assume positive intent and describe the preferred behavior.  Avoid giving too many suggestions at one time. Here’s the dialogue part:  Ask for their input and observations.  They don’t have to agree.   Invite a conversation. 

When you are the receiver of constructive feedback, listen and don’t interrupt.  If you are not clear, ask for clarity. Acknowledge the feedback and keep your emotions in check and don’t get defensive.  Afterwards, spend some time in reflection by asking yourself a few questions: Was the feedback valid? What was the context in which the behavior was observed? What changes do I need to take?  What follow up is needed?

Let’s get practical on confirmatory feedback:  When you are giving positive feedback, be specific and sincere.  Provide the context and the impact of the behavior. Cite the person’s strengths and praise their effort. Don’t be stingy when handing out positive input. When you are receiving good feedback, thank the deliverer.  Own the compliments and express appreciation they were shared.  As with constructive, spend some time in reflection.  Ask yourself: why was this behavior perceived as helpful? What skills do I possess that led to this desired outcome?  How can I strengthen those skills? 

In all these dichotomies, the common thread is dialogue.  Whether you are a giver or receiver, be sure to host and encourage the dialogue.  This approach helps build the conversation and strengths the relationship.  Try it out!

COVID-19 and When You Have to Meet Face to Face

With the recommendation for social distancing, there are times that organizations still must meet face to face – whether for training or for a facilitated meeting. As a practitioner, C Parker Consulting, Inc. (CPC) wants to support these tough decisions and at the same time be cognizant of the dangers of COVID-19.  If you find yourself needing to host a face to face session, CPC has put together a list of 10 practical approaches to help you and your participants stay healthy:

1. Set up the meeting room or classroom with the participants physically spread out farther apart; best practices are 6 feet away.  This direction might lead to a traditional classroom set up instead of cluster seating that we typically recommend in training/facilitation settings. 

2. Take frequent breaks. The best practice is a 10-minute break for every 60 minutes of instruction or discussion.  Consider increasing time to a break every 45 minutes. This timing allows participants to refresh hygienically (wash their hands) and to check electronics for any information back at their office, which may need immediate attention.

3. Increase the number of hand sanitizers in the classroom.  Provide tissues/paper towels, or wipes for participants to use for hands, seating space, and electronics.

4. Set a business ground rule of no touching.  Avoid elbow bumps and hand shaking.  Keep to a friendly wave greeting.

5. Beware of your supplies.  Sanitize them before and after each use.  This includes tactile tools, games, markers, etc.

6. Avoid handouts (COVID-19 can live on paper, too). Send participants all materials electronically in advance of the meeting/class.

7. Manage snacks and beverages.  In break areas, ask hospitality staff to provide pre-packaged grab and go snacks that are fully wrapped.  In a buffet setting, ask the staff to serve the food.  Set a time for beverage service and again, ask staff to pour coffee and serve drinks.  Allow participants to remove food from the break areas, classroom, or cafeterias in order to eat in more private spaces.

8. If there is a networking event, host it outdoors.  Be aware of ice-breakers and team-builders that cause participants to interact.  Facilitate activities which foster individual thinking, then debrief discussions in plenary.  Leverage technologies such as Turning Point for virtual, classroom interactions. Get creative!

9. Request the training/meeting facility sanitize meeting room doorknobs, tables, chairs, computers, remotes, lapel mics, etc. each evening.

10. Encourage participants to wear masks if it makes them more comfortable; do not make a comment or draw attention to it.

The Whole is Something Else

Kurt Koffka (1886-1941), the German Gestalt psychologist, often gets misquoted as saying, “the whole is greater than the sum of its parts.”  In reality, his famous quote is “the whole is something else than the sum of its parts.”

 His quote is relevant when it comes to thinking about our present philosophy of teaming. Individuals are expected to perform at increasing higher levels within their organization.  To maximize their performance, most organizations create a teaming environment.  Cross-functional teams or matrixed organizations are the norm in organizations from high tech flatter firms to government bureaucracies. Office real estate is even configured to encourage teaming behaviors. They range from open space concepts with huddle rooms for discussions or a lab setting for real-time collaboration on issues.

 When individuals intentionally create a high performing team, they, do in fact create something else or in Koffka’s words, an “independent existence.”  This new “something” is greatly sought after by managers throughout organizations, because the independent existence results in higher productivity, smiling employees, creativity/innovation, and greater business results. This new something is called: team optimization.

 Evidence of an optimized team:

 Trust: Individuals members must want to be successful and know that all the other team members equally want them to succeed.  Trust is established from being transparent and vulnerable with each other in discussions, creating a safe space for expressing ideas.

 Decisions: Being courageous and bold to make a decision allows problem solving to be accomplished quickly. Alternatives must be explored, but optimized teams do not get myriad down in analysis paralysis; they decide, move to action, and course correct accordingly.

 Goals: Knowing the desired outcome and business result to be achieved encourages healthy collaboration. Clear roles and responsibility result in accountability toward the goals. Teams should be able to describe their goals as part of their elevator speech.

 An optimized team is the something else (or independent existence) that Mr. Koffka is describing when it comes to organizations.  Consider how optimized your team is and determine which characteristic your team excels at and which one that may need some tweaking.

5 Questions to Prepare your Organization for 2019

2019 is just weeks away.  Is your organization prepared?   

Check out 5 questions to focus on as you prepare for the new year!

CPC wishes you much success in 2019!

1.     Strategy. Where is the date in your calendar that is set aside to focus on planning?

a.    Reset your strategic plan.  To jumpstart, consider goals on the following topics:

                               i.     Financial and revenue streams (remember to give back to our community)

                              ii.     Customer service

                             iii.     Internal processes

                             iv.     Employee development

                 Hint:  Review your strategic plan monthly AND keep it simple.

2.    Customer Management. You know what you think about you; What are your customers saying?

a.    Take a pulse of your customer base through surveys, interviews, feedback, data driven analytics, etc.

b.    Ask what you can do to enhance their experience.  Customers remember their feelings, not the product.

3.    Professional Development. Who is your mentor? And who are you mentoring?

a.    Business leaders can’t be successful alone. Find someone who will provide honest feedback to your goals, dreams, and ideas. Then, share your expertise with someone.

4.    Managerial Courage. What is one problem you need to solve that is hindering your optimal performance?

a.    Often, it’s easy to play “kick the can” on big problems, difficult decisions, or crucial conversations that need to be had.  However, once they are addressed, often the results allow you to flourish!

5.    Renewal. How do you renew yourself?  “All work and no play makes us dull.”  Be good to yourself through intentional, daily renewals.  Have fun.  Live in the moment. Express outward gratitude.

C-Series: “2 Weeks!”

Author: Cara G. Parker, President/CEO of C Parker Consulting, Inc. (CPC)

Do you remember the 1980s movie starring Shelley Long and Tom Hanks, “The Money Pit?” If not, check it out. The famous line from that movie is…”two weeks!”   The premise was that any question asked in the movie had one answer – “it will be ready in 2 weeks!” Well, guess what? -  in 2 weeks, it’s January 1, 2018!   So, my question for you: “Is your business ready for 2018 in 2 weeks?”

I polled women serving in a variety of roles recently and asked them what their plan was in 2 weeks – In other words, what are they focusing on in the new year?  Below are a few of the responses I received:

President of a Member-based Association:

·         Implement the exciting new strategic plan recently created

·         Continue to mentor the staff to embrace challenges and stretch for personal growth

Leadership Development Legal Professional:

·         Launch a mother/daughter leadership retreat at Green Acres Farm in Cape May, New Jersey

·         Launch our Level II Management Development Series for Legal Managers

Director of large U.S. Based Shipping and Transportation Company:

·         Achieve a better work/life balance through eliminating non value-added activity

·         Take my department to a new level by implementing learning in ways our employees can get their learning when, where and how they want it

Manager in Analytics:

·         Become a better storyteller, as I believe this will help me in the work I do with individuals, teams, and organizations

Owner of a Financial Services Institution:

·         Develop more systems and processes for workflow. With the ultimate goal of passing off work to others [delegation], I'd like to create written documentation and procedures for others to follow. That way, at least there are some guidelines for how the work goes through the channel.

Cara’s:

·         Earn a new certification in my career field

·         Start-up a leadership institute

What impressed me the most that when I put out the poll, these women responded immediately.  This speed tells me the most productive women are the ones that haven’t waited with only 2 weeks left to develop their 2018 plan.  It’s been in the works for quite some time. And my guess is, they have already started working it.

In the next 2 weeks, I encourage you to think about your plan for 2018 – both personally and professionally.   If you don’t know where to start, steal one of the goals above.  If you need further inspiration, most goals focus on areas like: financials, customer service, process improvement, marketing, learning and development, or philanthropy goals.  Once you develop your goals, write them down and send them to me via my website [below]!  I commit to helping you stay accountable through a gentle check in throughout the year.  That will be one of my 2018 goals!

Happy New Year and here’s to a productive 2018!

C Parker Consulting, Inc. is a strategic planning and leadership development firm located in downtown Fredericksburg, Virginia.  Check us out at: www.cparkerconsulting.com

Perpetual Movement Toward Your Success!

Is Networking Really So Important? Ask the Appalachians.

I Didn't Know I Was Broken!

I didn't know I was so broke!

by  Cara Parker

didn't know I was so broke! These days, it seems everywhere I turn, someone is trying to "fix" me – whether it's 21 Day Fix that will "fix" my health concerns; Stitch Fix, which will "fix" my wardrobe malfunctions; or Apple Security Fix, which will "fix" hacker threats to my cyber presence.  It seems everywhere I go, someone or some entity is offering a solution to things I care about.  I thought I'd join in. 

In leadership, we are truly always looking for the latest "fix." Leadership, at its core, is about continuous improvement or "fixing."  Here's my opinion:  a lot (if not a majority) of organizational and leadership concerns can by "fixed" by simply having a conversation.  We hear so much about the "art of conversation," or "just get up and talk to the person instead of sending another e-mail."  What I'm talking about has a greater return on investment. Let me give you 2 examples: innovation and performance management.

Innovation:  How much money has your organization spent in trying to think up better processes, improved ways of doing business, or how to solve a problem that has plagued your company for years?  Do you know how to "fix" this?  By talking.  Your employees are your greatest assets for innovation.  By simply getting a few of the right employees in a room, they will talk a mile a minute about how to "make it better around here."  Using good facilitation techniques, you can moderate healthy debates and prioritize the ideas using an impact/effort grid.  Tackle the easy "quick fixes" first.  Next, focus on the harder ones that take longer, are more resource intensive, or take more investigation.

Performance Management (PM): PM does not belong in your Human Resources Office.  It's the responsibility of every manager.  There are 2 sides to performance management – the growth of employees, and then "fixing" the problem employees.   Talking solves both.  PM conversations and coaching should be ongoing, scheduled and intentional conversations – not just a one-time event annually.  Career pathing, succession planning, growth opportunities, and mentoring are conversations best owned by managers.  Imagine a group of managers getting into a room for 2 hours sharing the needs of their divisions and employees. Next, through action-based facilitation, they begin matching up developmental opportunities and problem solving.  It's worth any amount of dollars spent on an "outside consultant."

Instead of thinking we're "broken," we at CPC are more concerned about you leveraging the current resources and assets you already have in order to move toward process improvement.  Take a moment and consider 2 areas you'd like to "fix" and then go facilitate good conversations!

C Parker Consulting, Inc. is an organizational and leadership development firm located in downtown Fredericksburg, Virginia.  We offer facilitation of conversations to "fix" issues that leaders are overwhelmed by.  Our office, The Forum at CPC, provides a great place to parley these discussions.  Check us out at: www.cparkerconsulting.com

Perpetual Movement Toward Your Success!

What Role Do You Play on Your Team?

Ever served on a team and thought, "this is the most dysfunctional group of people, I've ever been in a room with?" (No, I'm not talking about your family!)  I'm talking about teams that just can't seem to get it together.  They seem to have all the necessary tools for success:  They know what their purpose is, they've identified their stakeholders, they are clear on their boundaries, and they may even have an adequate budget and IT tools, yet they still can't get their product/service out the door.

The issue is not the tools, it's the fact they may not know how to work together as a team.  It sounds so cliché and as senior leaders, we've all attended leadership trainings to help us be more effective. But… the practicality is that teams need to understand, appreciate and give space for various roles to step up and lead the team when the time is right for their role.

Here's an example, let's say it's 4th quarter and you are working on a team that is charged with developing a strategic plan for the next year.  At first, the meetings were dynamic – lots of good ideas and enthusiasm in the room.  Then, as the weekly meetings continued, the energy died and you felt like the team was spinning its wheels, having the same discussions, and not moving any closer to actually putting fingers to keyboard to write the document.  It's not that the project changed or new people came on the team.  It's likely that your team members are feeling unfulfilled. Let's dig deeper.  At first, when the team came together, there was excitement about what next year looked like – lots of brainstorming and idea sharing of what the future could look like.  It was fun.  You probably had people up at the white board drawing out ideas and then "selling" you on their positions.  Did you notice though that some people around the table had a skeptical look on their face, or others may have voiced a "Yeh, but" only to be silenced by the enthusiastic extraverts?  Often, these folks are seen as the naysayers, when what they are really good at is quality-checking ideas against reality. Or some may be scratching their heads because they know they will be responsible for overall implementation and with all the conflicting ideas flying around, they have no idea where to begin, so asking questions helps solidify their understanding.  But, instead, now they have been labeled as, "difficult," a "buzzkill" or "a downer."  Slowly these people disengage, sometimes forming an alliance to undermine the original purpose of the team.

Knowing the strengths of your team members can help set the stage better, allow for brainstorming in the initial stages of the project and then allow the project to come to conclusion minimizing conflict.

Fast forward a few more meetings…Let's say, Buzzkill Bob has finally been able to speak up, ask his questions, and is now coming to the meeting with a full blown task list and time line that will allow this strategic plan to be written.  He's excited and so are the colleagues that early on had asked quality questions and sought out additional information.  As he begins presenting "how" the team will write the plan, those early on visionaries start scowling.  They are suddenly feeling locked in to something they were originally just sharing ideas on.  Now, they begin to slink back in their chair wide-eyed in trying to make sense of the connection between their brainchild and this very structured project plan with task lists, assignments, time tables, budgets, etc.  Meanwhile, others are hanging on every word and meticulously adding in the details to get the job accomplished.

 Once can easily see how conflict can arise.

 Here's a different scenario:  A meeting is called with key business leaders with a goal to write a new strategic plan for the organization within 3 months.  At the first welcome meeting, the goals are outlined, budget factors, resources, and overall expectations of the product are clearly defined – just as before.  AND…in addition to all the business factors, each person in aware and can articulate their strengths, allowable weaknesses, and how they will best contribute to the team. These assets are stated up front so there are no surprises to responses during meeting discussions.  For example, the people who are great at ideas are needed early on to help solve difficult problems or brainstorm creative solutions.  Those that are not naturally creative should not be critical, but can take some nuggets of the generated ideas, gather more information, test it out, and formulate an implementation plan.  At the plan stage, those creatives, should not become frustrated with all the details, but they should recognize the strengths of those that can bring their ideas to life!

When teams recognize and appreciate each other's strengths and more importantly, give each other space to succeed, creative products can be delivered on time, within budget and with the highest of quality all the while creating a positive environment where team members are contributing, supporting each other and thriving!

Sound too good to be true?  It's not.  It's totally doable and is the premise of Belbin Team Roles.  Cara Parker is an accredited consultant to work with teams to maximize their performance using Belbin Team Role Theory coupled with her Project Management Professional Certification.  To inspire your team, contact her directly at 540.623.7454 or check out her website at: www.cparkerconsulting.com.

Are you serving on a high performing team?

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Adopted from: Turning Point Consulting and The Grove Internationa

Most of us have been part of a successful team.  A few of us have been, at some point, part of high-performing team.  This is actually when members feel synergy and a sense of excitement in working together toward a common goal with great results. Members actually care about the success of their teammates, are clear about their goals, and know their specific purpose while serving on the team.   But here's the crux - high performing teams don't automatically exist, but rather are formed and developed through a process over time. In other words, developing a high performing team is an intentional act. And it takes time. 

That's what I like about the Drexler Sibbet's High Performing Teams Model – it identifies seven stages that each team must go through in order to be high performing.  Yes, let me say it again – it is seven stages and every team has to honor each and every stage.  You may be saying, "We have scarce resources – time being one of them – and we don't have the time to spend on seven stages!" I say, "You don't have the time not to spend." The hard truth is that without initiating the necessary time and space focused on your team, your project will not succeed. Period.

So, here it is – Drexler/Sibbet's seven stages.  (They are really quite simple and clear):

1. Orient your team members to determine who's who and the role they serve on the team.  Establish your team's identity.
2. Build trust based in forthrightness and reliability resulting in mutual regard for each other.
3. Clarify the team's goal by articulating a shared vision and clearly state assumptions about the tasks.
4. Gain commitment by assigning the right roles to the right people, allocating support where needed, clearly state boundaries articulating how the team makes decisions.
5. Implement!  This is the fun stage where all the planning pays off.  (And OBTW, if stages 1-4 are in place, implementation is never as hard as you originally thought.)
6. Rock the high performance.  This stage is marked by the team's high trust evidenced by the ease of flexibility and change when necessary.  Expectations are surpassed on deliverables.
7. Renew the team.  Don't forget reward and recognition.  The team needs to be re-energized.  Revel in success, learn from mistakes, and actively prepare for a new cycle of action!

So, what stage is your team in?  I hope you are working your way through each stage in order to produce an effective and timely product or service.  But if not, that's ok.  Drexler/Sibbet makes it easy to diagnose the behaviors you don't want and turn them into behaviors you do want within each stage.

Cara Parker is a consultant who works with teams to maximize their performance. Drexler/Sibbet Model is one of the many great tools in her tool kit that helps diagnose team's successes and challenges.  To inspire your team, contact her directly at 540.623.7454 or check out her website at: www.cparkerconsulting.com.

Advice to women business owners

One of CParker Consulting, Inc. (CPC)'s hallmark's training is "Time Flies; Principles of Time Management." The irony about the term time management is that we cannot manage time.  There are 60 minutes in a hour/24 hours in a day/7 days in a week…you get the picture.  However, we can manage our tasks and our self. 

As the owner of a woman owned, small business focused on leadership development and strategic planning, I sometimes feel like my time is not my own. I've developed a few tips for managing time – uhum –managing tasks and myself - that that goes beyond Outlook and Daytimers. I hope this helps other small business women owners as well.

1. Quickly identify the root causes of poor task/self management. Ask yourself the following diagnostic questions:
   1. Am I the right person for the job?  If no, hand off the task promptly!
   2. Do I need additional training to get the job done well? If yes, then enroll in a course.
   3. Am I letting others dictate my schedule? If yes, then set better boundaries with colleagues, clients, family, friends, etc.
   4. Am I in a transition?  As a business owner, you should always be in transition you seek new growth opportunities. Therefore, embrace it. Outline a plan to get the transitional tasks complete and stick to the plan!
   5. Are you a perfectionist?  If yes, know when to lower your standards. Sometimes the task has to be perfect, sometimes 80% perfection is enough to be successful.
   6. Are you afraid structure will stifle your creative juices?  If yes, own your creativity. It's what makes a business owner tick, but put some structure around it with schedules and communication to ensure your creativity can be implemented by those who work with you.
      
      (Adapted from Julie Morgenstern, "Time Management from the Inside Out")
2. Write a personal strategic plan.  You spend so much time pouring over your business strategy, do the same thing for yourself!  Develop 4 goals max, that you can implement over the next year. A few ideas for goal categories include: Professional Development, Financial, Wellness, Family,Community, and Recreation.
3. Work-life balance is a misnomer for women business owners – work and life go hand in hand. It is about being intentional to set priorities for a given period of time.  The reality is that sometimes, "work" must get the priority and sometimes, "life" must be the priority.  Tip: Embrace technology to help with this.  I love the fact that I can have a family day at the amusement park, disengage for 20 minutes periodically to check e-mail and connect with the business, then get right back onto the roller coasters. Similarly, when work is the priority, having Skype, Lync, or Face-time keeps me connected to the family on overnight travels.
4. Take care of yourself.  Remember, you have lots to do and lots of people depend on you.  Your well being is just as important!  Take time to make and keep wellness check-ups with your doctor, eat healthy, exercise and get your 8 hours sleep.  I also recommend connecting with your spirituality.  It will help keep you grounded, focused, and maintain perspective in your busyness.

Cara Parker is owner of CParker Consulting, Inc. in Fredericksburg, Virginia where she manages The Forum @ CPC – a "forum" for training, development, strategic planning, and good conversation.  She is the mother of 2 very active boys! www.cparkerconsulting.co

CPC Delivers High Performance University to Marine Corps Systems Command

AREA FIRM CHOSEN TO DEVELOP NEW PROGRAM FOR MARINE CORPS

CParker Consulting, Inc. develops six month High Performance University to improve systems for modern battle space.

Fredericksburg, VA - CParker Consulting, Inc. delivered a new High Performance University (HPU) curriculum February 2012, on behalf of its customer, the Marine Corps Systems Command (MARCORSYSCOM) in Quantico, Virginia.  The program is being kicked off to help MARCORSYSCOM Competency-Aligned Teams fully live their mission, providing Marines and civilian Marines improved systems for the modern battle space in a faster, more efficient manner.

HPU is one of several components of the MARCORSYSCOM Team Improvement Program, which objective is to support the completion of MARCORSYSCOM’s transition into a Competency-Aligned Organization (CAO).  Other elements of the MARCORSYSCOM Team Improvement Program include CAO Chartering, where teams build their roadmap, and the future Team Leadership in a CAO Environment course, which will use active, modern teaching methods to engage team leaders CAO success principles for leading the workforce.

“HPU provides teams with a new understanding of team processes characterized by high performance, effective team functioning, and an ability to monitor and self-correct,” said Cara Parker, CEO of CParker Consulting. “High Performance University is a six-month program designed to assist newly-chartered Integrated Product Teams and other support teams develop the necessary skills to promote cohesiveness and a unified sense of mission that keeps goals and objectives in front of the team after the initial enthusiasm of chartering wears off and daily routine settles in.”

The HPU program is centered on helping teams to understand the tenets of what creates an environment of High Performance, and the role they play in its creation.  HPU helps teams to establish and monitor effective team processes in the areas such as shared participation, decision making, problem solving, and conflict management.  Throughout the course, the team’s charter is used as a lens through which to focus the lessons learned, helping teams to ensure that their processes and goals are in alignment with the objectives they have laid out for themselves.

The planned curriculum for HPU is broken into two major parts.  The core curriculum, comprising the first four months, focuses on bedrock topics that are essential for all teams.  During this phase the current state of the team is assessed, and tools such as Team Behavior Roles Identification are employed to give everyone a better sense of who is on the team, and how they can best contribute.  Topics covered as part of the core curriculum include advanced sessions on setting goals and norms, problem definition, and stakeholder analysis.  Capping the core curriculum is a session on conflict resolution within the team, as well as a simulation that will allow the team to break out into smaller units and put these critical skills to use in a safe environment.

Understanding that every team is different, the last two months of the program consist of electives.  About a dozen additional topics are made available that the group can choose from to suit their particular needs and environment.  Elective topics include virtual teaming, risk management, creating team culture, and how to have productive meetings.

“High Performance University mirrors true university principles,” says Dr. Gail Funke, CParker Consulting’s project manager and former Dean of the Federal Executive Institute, “with its focus on classroom rigor and in-depth application between sessions, HPU is a multi-media workshop that includes assessments, simulations, and group coaching that allow teams to perform at a higher level with increased productivity, improved team dynamics and output.” Key contributors were Dr. Funke and Paul Baptist, M.Ed.

Founded in 2008 CParker Consulting helps clients prepare for and adapt to new organizational development challenges using a systematic, customized approach, providing facilitation, curriculum design, strategic planning, and workforce development for corporate, government, non-profit, and educational customers.

The Error of Our Ways.

A recent report indicates that over 85% of large companies devote significant resources to strategic planning.

If such a high percentage of companies are heavily engaged in strategic planning, why are so many still saddled with bad strategies or no strategies? Where do these organizations, many of which have enormous resources and experience in this area, go wrong?

Maximize your chances for success by asking yourself these key questions as you prepare for your own strategic planning process:

When do you do your strategic planning?

If the calendar dictates when you do strategic planning then you’re probably not as connected to your market or your customers as you should be.

For many companies, the annual retreat is the time and place for strategic planning. But all too often this is just a feel good exercise that provides the corporate version of the refrigerator pictures that adorn the kitchens of families with small children.

I’m not suggesting that annual reviews are bad (although quarterlies make a great deal more sense). Rather, I am suggesting that good strategic planning reviews are deliberately scheduled.  Great strategic planning occurs as an on-going event and is agile enough to respond to new opportunities and market trends.

Why are you developing a strategic plan?

At the core of a good strategic plan is a problem.

Your problem may be a new challenge from your competition, shifts in the regulatory environment, or a new technology that threatens obsolescence. The key to a successful strategic plan is to start with the problem.

Often you'll read corporate strategies that say things like “we plan to grow by acquisition” or “our strategy is to vertically integrate.”

Pretty words, but absent a clear understanding the problem the strategy is designed to solve, such top-down corporate marching orders may not be strategic at all.

Is your plan executable?

If your strategy really does address a problem, then it should include the tactics; i.e. the executables by which you will successfully implement the strategy.

In the mid 1990’s, as part of a growth strategy, Quaker purchased Snapple for $1.7 Billion. They already owned Gatorade, so it was clearly a slam dunk to extend their drink offerings.

Or was it?... Snapple had a different distribution network and a different customer base. The implementation failed because the requisite pre-work was never done and problematic issues were never addressed.  Quaker later sold Snapple for $300 million, taking a $1.4 billion loss. Such is the cost of poor strategic decision making.

In an interview after the divestiture, the CEO said things might have gone better had someone on the management team been more assertive such as challenging some of the underlying assumptions.  Assumptions like the distribution matched their current model (they sold in bulk to grocery stores, Snapple was typically delivered in refrigerated vehicles to convenience stores.) The pre-work here would have been a truly thorough job of analysis, including customer behaviors. Their product offerings were essentially “mainstream”, Snapple had more of a “cult” following.

 

Who is responsible for strategy in your organization?

Ultimately a strategy is set by the person at the top. Committees may fact-find, management teams may debate and recommend, but any strategy set by a group is inevitably less focused, less compelling and more likely to fail.

For an overarching strategy, the responsible person may be the CEO, or it may be a product manager if the strategy is divisional. The point is to make sure the appropriate person is developing and overseeing implementation of the strategy. 

So what does it all mean to you?

This list is not exhaustive, but it is a good starting point to determine whether your process will provide you with a genuine opportunity for successful strategy work.  

2013 Strategic Punch List

1. Renew your strategic plan; Include measures.

Financial Goals (remember to give back to community!)

Customer Service

Internal Process

Employee Leadership

Hint:  Review your strategic plan monthly AND keep it simple!

2. You know what you think about you! Find out what your customers are saying.

3. Conduct an internal climate survey.  Analyze the results to strengthen your team(s).

4. Sharpen your Saw.  Outline your quarterly plan for professional development.

5. Renew yourself. Have Fun/Enjoy the moment.

CPARKER CONSULTING, INC.’S ACQUISITION LOGISTICS PRODUCT SUPPORT SUBCONTRACT EXPANDED

CParker Consulting, Inc., has received an expansion to its current contract to support Strategic Stakeholder Analysis for Marine Corps Systems Command, Acquisition Logistics Product Support Organization.

Quantico, VA—CParker Consulting, Inc. (CPC) has received an expansion to its current contract to support a Strategic Stakeholder Analysis for Marine Corps Systems Command Acquisition Logistics Product Support (ALPS) Organization. CPC is a subcontractor to Engility Corporation and has served the Marine Corps Systems Command in this capacity since 2010.  The joint contract team has received accolades from the Assistant Commander for superb work in support of strategic plan development, facilitating senior leadership trainings, leading chartering sessions, launching employee satisfaction surveys and formalizing the intern program.

The expansion of the current contract allows the Engility/CPC team to support ALPS by helping them analyze their strategic stakeholder relationships.  Our team will be providing data analysis, focus group, and interview facilitation, with the intent of helping ALPS identify their stakeholder network and assess how they best provide value to exceed stakeholder expectations and meet their core mission. Ms. Elizabeth Scott, from CPC is leading the effort.  "It's such an honor to work with a team that is so mission focused. By focusing on how to add value they are impacting not just their work units but the Marines on the ground."

Cara Parker, President/CEO of CPC states, “We are proud to be asked to support this work by Engility.  Our partnership with Engility Corporation, expertise in analytics, coupled with our ALPS knowledge and experience gives us an advantage that we can add immediate value out of the start gate! We are excited about this support area.”

Founded in 2008, CParker Consulting, Inc. helps clients prepare for and adapt to new organizational development challenges using a systematic, customized approach, providing facilitation, curriculum design, strategic planning, and workforce development for corporate, government, non-profit, and educational customers.