How to keep them happy


Stakeholders

Not shareholders – they are the ones who own shares in the company. Stakeholders are those groups of people who have a keen interest in the initiative or process that you are working on. It could be because your success or your failure will impact their groups or processes in their groups. It could also be because your initiative could generate risks which they would like to keep an eye on. For some reason, these people or groups care more than the average person or employee about the initiative that you are working on.

It is therefore smart to understand who they are and secondly to understand why they care so much about this initiative. And as a result of what you learn, you can plan to keep them happy and informed. If you don’t, you risk them blocking or stalling progress on your initiative, or (if in executive levels) they may put another person in place to supervise you to make sure their interests are well-managed and protected.

For your success as a project manager of an initiative – find out who the stakeholders are, find out what they need and make sure you meet their needs!

Find out who they are

Which groups have processes that overlap or connect to processes you are managing? Who are the receivers or end-users of what you are creating? Answers to these questions could help you start your list of stakeholders.

Tips:

  • Start outside your organizations – are there any authorities, special interest groups, communities, clients, suppliers who are somehow connected to the product or service that you are providing? They may be stakeholders!
  • Look at the high-level organization chart of your company. Do any of the groups you see contribute to, receive outcomes, or participate in key processes you are managing? If so, add them to your stakeholder list.
  • Look for individuals at management levels who may need to give others updates on your project or processes you manage. They may also be stakeholders.

What do they care about?

Once you have your list of stakeholders with their titles and even down to name level. It is time to validate their interest in your project or process.

What they need:

Why would they care about the outcomes of your process or the way you run the project? Do they need information for their role or group? Or do they use the outcomes from your project somehow?

What they want to avoid:

What outcomes or messages would each of the identified stakeholders want to avoid? Think of anything that would cause them to have to do extra work or have to explain unsatisfactory results.

Make a plan

Use the template below to document a plan that you follow throughout the year to ensure each of your stakeholder groups receive required data, updates or opportunities to provide input or suggestions to your project on a regular basis.

Templates to download

Check-in on a regular basis with your stakeholders whether it is a quarterly survey or a personal call from you. Make sure that you have not missed anything they need to know or be informed about and make sure that they are not dealing with rising frustration due to a lack of updates or output from your team!

Learning how to manage the expectations of stakeholders on an initiative is a great way to learn new skills which will become important as you get promoted to take on more responsibilities. People at higher levels in any organization succeed by keeping aligned with a lot of different personalities and groups and they do this by understanding the needs and concerns of these other parties and then managing that (in a similar way as managing stakeholder expectations) on an ongoing basis.

Designing an Interview Training Workshop


(For Interviewers and Managers)

Need to provide a training workshop for managers on how to conduct job interviews? The slides I am sharing today can help you with that. You can turn it into an interactive online event or you can use it to create a face-to-face workshop. You could even turn it into a standalone training video if you provide your own voice-over to explain the various points further.

Remember, it is not a good idea to start with the slides and then just blindly using them for a workshop or other learning solutions without first considering the needs of your own intended training participants, interview process, etc.

Here are the slides:

The structure

After an initial explanation of what behavioral interviewing is and how it works, the slides focus on 5 steps that can help explain how to implement this approach as an interviewer.

Designing an Interview Training Workshop, use these steps as a guide:

  1. Define the group of people who are the intended participants in your training workshop – what do they know, what do they need to know, (if they have done interviews already) what goes wrong, what goes right when they have done interviews in the past? What does all of that mean for what you need to accomplish with this workshop?
  2. Define an overview of what you intend them to know and be able to do after the workshop. (You can only do so much during a workshop so be realistic on what the outcomes might be).
  3. Define what will be included in further detail and exercises during the workshop (bullet points should help you further) in order to meet the goal(s) you have set in point 2 for the group you have defined in point 1.
  4. Set a date when the workshop will be made available so you can remain focused on deadlines that help to meet that date.
  5. Start working on the next level of detail – Consider that you may want to do a combination of training solutions like assigning some online training before they come to the workshop to cover some knowledge you want them all to have at the start of the workshop. Also, work out your bullet points into a “storyline” that logically structures the sequence of topics to be covered and exercises you will use to help build competency in using specific tools or approaches.
  6. Use the slides I have attached for download (above). Using your answers to the points above – maybe you need ideas about how information can be sequenced? See if any of the sections in the slide deck help you fill in some of your planned learning areas. Maybe some of the exercises could be useful for your workshop?

A friend of mine always says (in Dutch) – you can better creatively borrow ideas from others than come up with something yourself, which is lesser. So use this slide deck, and borrow ideas from it to get your budding Interview Training Workshop to the next level!

Don’t hit send (yet)


Maybe the truth is that nobody is helping new employees focus their efforts in order to produce better reports or emails. And by better, I mean some of the items that are in this checklist (below). Perhaps, instead, it is the excitement and eagerness to hit the send button too soon.

Let’s walk through 5 things you can do to ensure that your email or your report or slide deck does not suffer from a few preventable ailments and risk being deemed as “not ready yet” for further distribution. Delivering work that is incomplete or incorrect will not lead to being considered for more responsibilities any time soon. Want to move up? Focus on the quality of your work first.

All names spelled correctly

Most people find it annoying to read minutes of meetings or a report which names them but misspells their first or last names. This is completely avoidable these days. With the internet and most people having Linkedin accounts, or in the same company you can look people up on the email system. There is no reason why we should be misspelling people’s names these days. When you do not take the time to double-check, it comes across as callous, lazy, or just not committed to producing quality work.

All dates are correct

Not all countries use the same format for dates. This would be the first point to consider – who will read your email/report? Check (online if needed): how do they write dates in that country? If you have a distribution list including people from multiple countries, consider writing the date out more: 3 Mar 2019 (for example)

The second point is more often a bugbear of mine – dates in the same document contradicting one another. For example: on page 2 of the slide deck it states that the project is completed on 2 Dec of that year, on page 5 it states that the project will run well into the new year and completion is projected to be the end of March of the next year. Which one is correct? If they are both correct – explain the term completion used on slides 2 and 5. Always check the latest version of your reference material or project schedule before you finalize your section on dates. It reflects badly on the creator of a document or slide deck where dates are misaligned and confusing. Check first!

Spelling or grammar errors

It is very avoidable these days to produce and send documents or slides to others without spelling errors. Use the built-in spell-check in Microsoft suite or a similar feature in other packages used. Some packages will also pick up grammar errors and flag it for you – if you have that feature turned on! Sometimes a missing word is not picked up by built-in checks. Read your own text back to yourself – aloud. Say each word. And make sure the words are not correctly spelled but actually the wrong word for the context. Examples would include: they’re/their/there or hear/here/hair

Use sane fonts

Some companies have branded templates to use for creating reports or slides. If your company does not have rules around branding which include the font colors, types, and sizes to use in company documents and slides, I would go with common sense. This would include – not using all the colors of the rainbow and multiple types of font in a project progress report and not varying the size of the font in every bullet-point you use. [Of course, if you are in the creative world and these variations are a design part of your project (as would be normal in advertising or other creative endeavors) this message is not for you].

Make it easier

Is there a clear structure to your work? Think about the message you want to communicate. What are the main points, what are the next level of detailed points to support each of the main points? Structuring your reports or emails greatly enhances the readers’ abilities to quickly understand what it is about, what the options are, and what you are proposing.

Use headings for distinct paragraphs and consider a bulleted list to align points that are grouped together under a heading. If the sequence or number of points are relevant, why not use a numbered list instead?

Speed in sending out reports is often not the biggest priority. Sending out something fast while the items listed above are incorrect or incoherent can truly harm your reputation. You would not come across as someone who has self-discipline, pride in the quality of your work, or who is seen as thorough – someone your boss can trust to give more responsibilities to! Pause, check, then hit send!

3 Templates to start your employee development program


Upgrading skills in specific employee groups could be achieved by introducing a new development program. Goals for the program could range from cross-training in key functional knowledge areas to accelerating development of specific groups. Development programs often run over several weeks or months and are attached to pre-defined outcomes to address specific identified learning needs.

Structuring your employee development plan, you will need to pay attention to at least 3 important aspects:

  1. Setting up the curriculum
  2. Preparing managers to be supportive
  3. Preparing attendees to succeed

The overall program

Setting up the curriculum over the development period means you decide how the various learning solutions are scheduled and planned to strengthen and support key messages throughout the time period that your program runs. Each aspect strengthens what had already been covered while adding additional knowledge. Including various learning methodologies (blended learning) enhances the learning experience and keeps it interesting.

Snapshot of a learning program for graduates

Note:

  1. Always start by understanding what you are trying to address before you start designing your development program. What is the learning need? What is the business value of employees having this knowledge and experience?
  2. When does the business need employees with these new skills, understanding and experiences? Is it short-term (within the next year), medium-term (between 1 and 2 years) or is it longer term (more than 2 years)? Knowing the timeframe also helps you decide what to develop internally vs outsourcing the entire program or parts of it.
  3. Who needs to learn these new skills/behaviors? Be very clear who is your target population for this development program (How many years of experience do they have right now? What kind of experience do they already have – functional, geographic etc.).

Preparing managers to support learners

Employees are more motivated and do better when their managers are onboard with their participation in the development program. Be sure to engage with managers before participants are told about the program. Managers need to understand the business context of the development program, why someone on his/her team is included in the program (if they were not nominated by the manager) and how to support the employee throughout the program. Some manages may need training or coaching in this regard.

Snapshot of a manager checklist

Employees participating in these kinds of development programs are often still working in their current roles. Supportive managers not only expect good results in their departments or projects, but also hold employees accountable for completing program assignments. This gives employees the best chance of completing the program successfully.

Preparing attendees to succeed

Development program attendees need to understand more than just the program contents and overview of dates. An orientation session for intended program attendees could help with that. The session gives them an opportunity to understand the business context and benefits to their own careers plus they can ask clarifying questions before committing to invest the time and effort needed to successfully complete the program.

Snapshot of Program Attendee checklist

And orientation session with development program attendees should include at least these topics:

  • A welcome message from an executive, usually the sponsoring executive, explaining the business value of the development program and also career benefits for attendees.
  • A message from Talent Development explaining program expectations, the blended learning approach, deadlines, the team assignment and any other relevant details of the program that attendees should know about at the start.
  • If the program existed before and there was a redesign or some changes were applied, explain how the current programs differs from previous versions some attendees may have heard about in the past.
  • Provide the opportunity for some Q&A

Keeping learners motivated when a development program runs over many months can be a challenge. Helping to keep attendees focused on assignments and deadlines can be easier when you build in challenges which generate leader boards (friendly competition) or where individuals can earn points or badges by completing specific tasks. Adding recognition by the manager/group/department can also be helpful. Recognition can include anything from a small token offered to attendees after completing a specific portion of the program to being mentioned in the company newsletter.

Hopefully these three templates (see download links above) are useful as you review your own planned development program. Do download the 3 files above if you need to see the templates in detail.

Safety Inspections for offices – a checklist template


Some of us may still be working from home, while others are back at the office for some of the time. Regardless of how much time we will spend at the office in future, it will always be important to make sure employees have a safe working environment.

Most office safety programs require an inspection to be carried out either quarterly or annually, depending on local requirements. If you are just starting out with the implementation of an office safety program, it can be hard to figure out what the checklist should include and what to look for. This template below will help get you started.

Aspects covered include:

  • Safety around electrical appliances in the office
  • Avoiding tripping hazards
  • Avoiding obstructions in walkways which could be an issue especially if there should ever be a fire and someone needs to leave fast!
  • Floors being free from loose tiles

Make this checklist part of a process, if you want to make sure the outcomes are taken seriously and really do lead to having a a safer working environment in the office.

Make it work for you

  1. Train a few people on how to use this list for inspections and what to look for. Assign different people to perform the checks – a fresh pair of eyes may just notice something which you have missed for some time.
  2. Transfer all aspects that require improvement actions after the inspection onto an action list. Monitor closure and completion of each action item until they are all done.
  3. Keep copies of your completed inspection checklist and your completed action lists. You never know when having this documentation may be useful to show your due diligence in keeping your workplace safe for employees.
  4. Look for aspects that are often noted during inspections and create an awareness program to make sure everyone in your office knows how to avoid a situation which could lead to an injury in the office.
  5. You can also think of making it fun – should the person with the best workspace get a special gift to encourage others to pay more attention to keeping their workspace safe?

The starter list file is below if you want do have your own copy to modify.

It may be a while before you are back at the office and this may be the best time to plan your Office Safety Program. This can help you to be ready for when you are scheduled to return to the office. You may want to add some more specific items related to covid19 too. Why not use this time to review the checklist template above and start drafting one that is right for you?

3 Useful questions to boost your meeting contributions


You are invited to a meeting and they expect you to contribute. If this is early in your career or you have not been to those meetings before, the invitation could leave you quite uncertain of how to make sure you at least meet expectations. Where to start?

The questions below can help you
  • prepare to attend these meetings,
  • shape your thoughts in the meeting and
  • prepare to lead meetings.

Preparing for meetings always include looking through the agenda to understand the topics that will be discussed. If you have received pre-reading materials, read through those and note your thoughts and questions for each agenda item.

Three questions that can be helpful at meetings

1. What is the purpose of this topic or this discussion?

Before:

Maybe you can answer this to yourself by reading additional materials shared with you before the meeting. Maybe you can get an understanding by asking someone you know in the company who is involved with the project/issue to be discussed. Be careful to not share any privileged information with others if you were provided with information that is considered confidential. It would be good if you can frame in your own mind what you believe the purpose of this item on the agenda is. It will help you understand how you can help move that purpose forward during the meeting.

During:

If you find yourself listening to the points being made and questions being raised in the meeting which do not seem to be related to the purpose that you have in your mind, ask the question. “Are we aiming to solve X or Y at this time?” If you have not been able to understand the purpose of the agenda item by the time the discussions take place, ask for clarification on the purpose of this item. Is it for information only? Is this topic on the agenda to drive decision-making? What decision are we trying to make at this meeting with this item?

If you are leading:

Be sure to let meeting attendees know ahead of time: What is the purpose of each agenda item? Take the guess work out of the group dynamics and be more efficient with your time together in the meeting by being clear on the purpose of each item on the agenda. [If something is FYI only, consider sending an email instead of having a meeting.]

2. From which perspectives should we be looking at this?

Before:

Consider as many perspectives as you can think of to cover each of the agenda items that will be discussed. Jot down your notes and questions for each perspective – how would this perspective impact the agenda topic?

During:

It is not uncommon for new meeting attendees to be somewhat intimidated by strong opinions of other attendees and they often refrain from offering their own perspectives especially if that is different from those who already voiced different opinions or suggestions. The key is to step back from it (mentally) to look at who is in the meeting. Which function/group does the perspective just offered represent? The answer is often linked to the group that person works in or has been working in for a long time. It could also lay in the part of the organization that this person has worked in for a long time. One’s experiences at work tend to shape the perspectives one sees issues through. Just because there is a different set of perspectives being put on the table at the meeting, does not mean that yours is not valuable.

Frame your perspective and share it. For example: “Based on call-center feedback, I would suggest we reconsider adding XXX feature/functionality to avoid the top 3 issues that our customers currently seem to have with our product.” A path-forward decision could exclude your observation or suggestion after consideration, but that does not make your contribution unimportant. It was most likely a good aspect to review and consider before the final decision is made on how to proceed.

If you are leading:

Make sure you do draw out different perspectives during a meeting to consider and select the best way to proceed with a project. It improves the quality of your decision-making process when you have considered many different alternative perspectives.

3. What are our next steps from here?

Before:

Considering the agenda topics and looking at your notes about the purpose of the agenda items – what do you think each item would or might lead to? It is not always possible to accurately predict how a discussion might go at the meeting, but you could jot down some possible next steps. Then you can review your notes at the meeting and you would be in a great position to suggest a path forward after the discussion.

During:

The next step could be anything ranging from doing nothing at this time, to more research is needed, to a small working group will figure out a solution and propose it at the next meeting, to let’s run a pilot or to let’s implement. It does happen though, that an agenda item is discussed even debated only to be left unfinished before the next agenda item is introduced. It behooves someone, ideally you, to ask this question to ensure clarity about the outcome of the discussion just had.

Your contribution at the meeting may be that you are the one who helps ensure that outcomes are clear, agreed by all and documented.

If you are leading:

Remember to avoid moving to the next agenda item before the decision has been captured and next steps are agreed and documented.

Being invited to join a meeting of experts and senior people may seem intimidating at first, but coming armed with your notes and thoughts in these key areas would help you feel more confident that you too have something to offer and contribute to making it a productive meeting!

Tips for that interview


It is about knowing what you want to say when you answer the questions, but it is also about how you say it. Your credibility and success will depend on both – contents and delivery. While you can get feedback from others on your written answers (contents) and feel confident about that, until you have practiced the delivery, you are only halfway ready for the interview to get the job or role you so desperately want!

Steps

Collect maybe a handful of typical questions asked at interviews (there are several sites that would offer you suggestions for questions to prepare for). Also, look for some specific questions that are logically tied to the role description for the job.

Examples of typical questions include:

  • Give me a summary of your career history and why this role is right for you.
  • Tell me more about yourself.
  • Where do you see yourself in 5 yrs – career-wise?
  • Why are you interested in this role?
  • What is the achievement that you are most proud of in your life?
  • Tell me about the last time you got angry with a colleague?

2. Use the STAR methodology to construct answers on paper/screen to the typical questions you picked. If the question is not in the format “tell me about a time when” – you can still use the STAR method by answering “The situation was… X, I had to do Y, Here is what I did… Z, and the outcome was AA and this is why I believe/want/have this approach… (explain your answer)”. In some cases, STAR may not the be right way to go about giving an answer. (Link to explanation of how STAR methodology works)

3. Use structured messages (especially if STAR may not be the right approach for your answers) See post about how to structure messages. In principle – look for 3 key points you want to bring across to answer the question or explain something. The power of using 3 points is that humans remember 3 points and it satisfies something primal in us to hear answers in 3’s. Tell us first “There are 3 reasons why” and then tell us that one by one.

4. Practice your prepared answers a few times until you feel that you have reached a satisfactory level of delivering the right message in the right way – answering the questions you have selected.

5. Time to record yourself. Get out your video recorder/tablet/phone and record yourself answering the questions one by one.

How to use the recording(s) of yourself answering the questions:

How to review your recording

Turn off the sound! – Watch your body language and look for moments when you find your body language possibly distracting from your message. It could be that you keep sweeping your hair behind your ear, or you fiddle with a pen or your glasses or you do not make eye contact. Make notes about that to yourself.

Don’t watchlisten! – Watch it again without looking at the screen, just listen to your answers… does your voice sound steady? Is it clear? Do your answers come across crisply and credibly? Make notes for yourself.

Watch and listen! For the 3rd time, watch the recording with the sound on. How does your body language compliment your answers? Where do you wish you didn’t play with that object in front of you because it made your answer sound tentative? Or did you look away from the camera while saying something important? Make more notes.

6. Use your notes and adjust your answers as needed to improve on the contents. And practice answering them in a new way.

7. Find someone who has interviewed others in the past to listen to you. Ask him/her to ask the questions one by one and deliver your answers (updated words and delivery as per your adjustments). Ask for specific feedback on areas where your answers or delivery could be better.

Having made the adjustments and delivered your answers to the best of your ability on the day of the interview does not always mean the job is yours. There are many reasons why good candidates do not go to the next level of interviews. Do make sure you learn from your experience if you are not successful. Ask for specific feedback after the interview – regarding areas where they felt you did not meet expectations. Then use that as a checklist for the next time you prepare for an interview.

7 ways to fix your team


If you shine a light on any team you will notice some areas where processes, communication or collaboration can be better. In many cases a team can function well enough even with a few improvement opportunities. Want to do a snapshot checkup on your team? The downloadable tool below can help you identify any specific areas to focus on if you feel your team performance can use a nudge in the right direction.

When teams fail it is usually recognized as a combination of the team not reaching desired outcomes, team members feeling a high level of dissatisfaction and frustration with team processes and other team members and team leaders failing to accomplish their own goals for the team and for their own career growth.

The 7 aspects of teams shown below are classic areas where low performance could lead to team failures.

7 troubles with teams

Taking a closer look

Step 1

The first column to complete is the scoring column. The question would be – how do I know that my team may be experiencing this trouble? The audit list gives you a possible symptom of observable behavior on either side of the scale: desirable (give this a score of 5 if your team shows this behavior) and undesirable (give this a score of 1 if your team shows this behavior). Should your team display behavior that is somewhere between those two opposites select a score between 1 and 5 that you feel is most accurate to describe how far they may be from either end. Perhaps a score of 3 would be appropriate if you see desirable behavior only 50% of the time.

Step 2

Look at the column called impact. When you look at the behaviors defined as undesired and also the other column containing desired behaviors, how much does it impact the outcomes produced by your team when those behaviors are present or not present? Maybe the impact is “high” if you consider how many hours are wasted when that behavior is present? Maybe it is only “medium” which means some time or effort is wasted, but not too much. And it could also be a “low” impact if that particular behavior does not contribute highly to the inefficiencies you experience as a team experiencing a particular aspect from the audit list.

Step 3

Evaluate your results by looking at both the scores column and the impact column. The graphic below shows the way to identify which of the aspects to focus on when it comes to prioritizing an area to address:

The download file above gives you an audit sheet to use in order to capture results for step 1 and 2.

How to fix any of those?

Once you have the priorities from step 3, it is time to take action.

For each of the area that can be addressed, there are some ideas of how to address that area for the team.

The download file above has suggestions for each of the 7 areas that can be addressed.

Remember

Every team has good times and bad times. Just because your team just did very well, it does not mean it will necessarily continue to go well. And just because your team failed last week, it does not mean there is no way to make it a high-performing team!

Use the tool above to take a closer look at your team and I wish you success in mapping out your next steps; helping your team be even better than it was before!

5 things to consider before launching your own surveys


It is easy to think “I will just create a quick survey for that” and then go off and email a link out to a group of people to collect responses. Looking at the big picture perspective, firstly be clear on your overall survey objectives and how you will use the input you receive.

Once you have defined that, take a few more minutes to think through 5 key aspects of launching a survey before you proceed:

  1. What exactly is the message?
  2. The platform you plan to use
  3. CHECK the text
  4. The intro matters
  5. The thank you

The message

Launching a survey is a message too

(It says: I want to know, I value your opinion, I am listening, Tell me what you think)

Take the time to write down all the messages about the survey that intended participants need to know. What do other stakeholders need to know – think of managers who may need to help you communicate to their groups about the survey. What do you need to make sure they know about it before your launch date?

People need to know what the survey is for and why it is important. What is this survey linked to and how do you hope to use the input to drive decision-making?

When can they expect the survey to be open and how will they access it? Link via email or QR codes around the building/email or will it be an app on their mobile devices?

Will you be emailing out the announcement of the survey or is there a communication plan that is much broader than the survey? Perhaps some messages will be on social media or notice boards? If you need to make a communication plan, this template can help:

Be sure to share this information with intended survey participants when you map out your communication messages:

  • This survey is coming on (date)
  • The reason we do this is (….)
  • What we hope to review/change/update/introduce as a result of this survey is (…)
  • Why we are asking for your input is (…..)
  • It will only take (…..) minutes of your time to complete
  • We will let you know about the results (time) and (how/where)
  • How will you protect their privacy and if the survey contains sensitive information – who will see it and how long will you maintain the data before destroying it?
  • Can they participate anonymously?

The platform

There are various survey platforms available these days – some are free, and others are not. In general, those with paying options come with additional features such as help to analyse your data, automatic graphic creations for communicating your survey results, text analysis options etc.

Whichever platform you choose to use, test it first. Create a quick survey and send out the link to some trusted colleagues or to yourself to see how it displays. Can you access the survey using the link without any firewalls or other error screens interfering with ease of access? Is it easy to complete the survey online? Is there a phone app for it? How well does the phone app work?

Also look at the reports you can get from the platform. To what degree does the platform offer you some level of analysis as a download? Can you download a spreadsheet which you then need to analyse yourself to create a presentation or a report? Knowing what remains for you to do is an important consideration in choosing the right platform for the survey.

Check the text

Make sure you have read each sentence out aloud. Missing words or repeated words can be overlooked when you just glance through your survey. Reading it out loud – word for word – often highlights areas that may need to be reworded or corrected. Answer these questions about your survey wording:

  • Do the instructions make sense? If I ask other people how they would interpret the instructions you plan to use, would they know what to do next?
  • Is each question or statement to be rated constructed in a simple way to avoid confused answers? i.e. do not ask about more than one thing at the same time such as “do you think it was easy to do and did you like the fun tests we handed out at cafeteria last week?” In this case your results could be hard to interpret. If the final scores are low, was it because people thought it was NOT easy or was it because they did NOT like it? Or was it both?
  • If the platform has a spell check function, use it. If it does not, copy and paste the text into a document where you are able to check spelling before you proceed to launch the survey

The intro matters

Even if you did a great job at communicating about the survey in your communication plan activities and presentation messages, people may not have seen or heard all of your early messages. Tell them the highlights in the introduction section of the survey: (after the survey title and before you start with your questions or statements to rate etc).

Intro points:

  • What it is FOR?
  • Why are THEY asked for input?
  • What will you DO with the information obtained?
  • Is it anonymous or will you be telling others what they said in the survey?
  • By WHEN do you expect their response to have been completed after which you will close the survey?
  • HOW LONG is it likely to take participants to complete the survey?

Say thank you

When people answer your surveys, they are prioritizing your request given other tasks that lie before them. They are making time out of often busy days to provide you with feedback. A simple thank you message can go a long way to ensure people are open to respond to future survey participation requests.

And while you are saying thank you, it may be an idea to provide a link to a website to visit if they want to find out more, volunteer or whatever other actions you would like them to take after completing the survey.

Surveys are so easy to create these days and the need to collect recent data and employee feedback is becoming more mainstream in companies than in previous decades. The annual employee survey is no longer the only way that change managers and management obtain feedback. Surveys can be a powerful feedback tool and yet, they can also create confusion and frustration if they are not communicated and launched with some forethought and planning.

Avoid Leader Derailment


The Center for Creative leadership’s (CCL) research on executive success and failure identified the significance of “derailers”, and how they differ from just mere weaknesses. They studied leaders who made it to at least the General Manager level, but then their careers had involuntarily stalled, or they had been demoted, dismissed, or asked to take early retirement.

A derailer is not just a weakness. We all have many weaknesses that we may never choose to improve, and some weaknesses do not impact our career success in a major way. A derailer is a weakness that requires improvement if employees wish to realize their full potential in their careers and especially as leaders.

Why do leaders fail?

Leaders most often fail due to unaddressed weaknesses, derailers, and if left unaddressed for long enough these become habits that start to shape a leader’s style of interacting with others. The steady number of reported incidents involving significant leadership behavior issues in companies of all sizes and across industries is a strong reminder not to think that it cannot happen in your company.

Most leadership derailers will not cause the fall of an entire organization. But they can certainly lead to a failed career. The question you need to ask yourself is: “What type of derailers would cause a leader in my organization to fail?” Or, as a leader, “Which derailers am I prone to and how can I address them?”

How do successful leaders avoid derailment?

  1. They seek feedback throughout their careers from people at various leadership levels and from various functions both within the organization and external to the organization (as appropriate).
  2. He or she seeks developmental opportunities that can help overcome flaws and ask for developmental advice from other trusted leaders, coaches, or confidants.
  3. They seek extra support and coaching during transitions and especially when a possible “trigger” event occurs, which they do not cope well with.
  4. They remain aware that new jobs require new approaches and behaviors and successful leaders not only recognize this but reach out to ensure they have the right support and advice to successfully navigate through a transition into a new role.

How can the organization help to avoid a leader from derailing?

Organizations can take actions to ensure that leaders are aware of weaknesses which could derail them in the future and the following cautions can help with that:

  • Consider career paths that include time spent in various different groups, business units, or functions instead of a career path that simply moves in a straight vertical line within the organization.
  • Encourage and promote feedback to employees that focuses on “how you did it” instead of “what you did” only.
  • Beware to not consider one failure by a leader as a sign that he or she is completely “off the track” and using it as a critical development need to address instead.
  • Avoid moving managers to new roles too fast and instead allow them to remain in a role long enough to experience the consequence of business decisions and learn from it. A strong culture of learning and “failing forward” is a great environment for leaders to address high-risk weaknesses at an early stage of their careers.

Identify possible derailers – Self Assessment for leaders

This self assessment can be done between a leader and his or her coach to open up conversations about “what can stop me from reaching my leadership goals and ambitions?”

An honest look at the listed factors can help a leader identify perhaps the one or two behavioral traits that could possibly derail him or her in the future. Working with a coach, a leader can explore different ways to handle some of the situations which they had not handled well in the past.

Both organizations and leaders within the organization need to take responsibility for identifying signs of weaknesses that could derail a leader in future and then commit to addressing the issue before it becomes a derailer. The costs of failure in this area is not only public humiliation for the leader and a public relations challenge for companies, but also has tangible costs when one considers for example costs associated with a high staff turnover, which often accompanies groups where the derailed leader has worked over the years.