For me this manifests itself in the questions senior leaders ask.
Questions from a higher level can be a blessing and a curse.
So for example, we are taught to ask good questions. But if you’re a senior leader you may ask a question but the answer could take 2 days of someone’s time to answer.
And if that question was just something you asked because you wanted to show you where listening then it’s a total waste of that persons time if the answer isn’t really important or relevant.
These are great examples. Thanks for sharing. I think I'll use this post as an agenda item for my upcoming Training All-up. I'd add scheduling meetings - look at the other person's calendar - have they been in back-to-back meetings all morning - maybe schedule something for the afternoon so they can have a break, and sending emails - be brief and to the point. Don't make people read your 'manifesto' to find out what you want from them.
Not long if you provide feedback and hold people accountable. On my team, we stick the the general rule: If you're asking for something and it takes you longer than a paragraph, pick up the phone and talk to them. One trick I use for people outside of my team (that I receive manifesto emails from) is that I just pick up the phone and call them. I thank them for the email and due to its length, I'm calling to ensure I don't miss the most important points they wanted to make. In reality, I haven't read the email yet. Usually in a minute or less, they tell me exactly what they wanted or need from me.
For me this manifests itself in the questions senior leaders ask.
Questions from a higher level can be a blessing and a curse.
So for example, we are taught to ask good questions. But if you’re a senior leader you may ask a question but the answer could take 2 days of someone’s time to answer.
And if that question was just something you asked because you wanted to show you where listening then it’s a total waste of that persons time if the answer isn’t really important or relevant.
These are great examples. Thanks for sharing. I think I'll use this post as an agenda item for my upcoming Training All-up. I'd add scheduling meetings - look at the other person's calendar - have they been in back-to-back meetings all morning - maybe schedule something for the afternoon so they can have a break, and sending emails - be brief and to the point. Don't make people read your 'manifesto' to find out what you want from them.
Thoughtful additions, David, thank you.
How long does it take to train the manifesto habit out of the email?
Not long if you provide feedback and hold people accountable. On my team, we stick the the general rule: If you're asking for something and it takes you longer than a paragraph, pick up the phone and talk to them. One trick I use for people outside of my team (that I receive manifesto emails from) is that I just pick up the phone and call them. I thank them for the email and due to its length, I'm calling to ensure I don't miss the most important points they wanted to make. In reality, I haven't read the email yet. Usually in a minute or less, they tell me exactly what they wanted or need from me.
"We don’t fully trust leaders who disrespect us, even when this contempt is unintentional or as a result of disorganization."
Huge insight - and not just true of leaders.
It's true of anyone we interact with.
It is absolutely amplified in leaders.