• Morning Show for Managers with Plamen Petrov

  • De: Plamen Petrov
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Morning Show for Managers with Plamen Petrov

De: Plamen Petrov
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  • Morning Show for Managers with Plamen Petrov
    © Plamen Petrov
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Episodios
  • Understand Others Before They Understand You | Episode 033

    Understand Others Before They Understand You | Episode 033
    Jul 24 2022
    Understand Others Before They Understand You | Episode 033"Two monologues do not make a dialogue."Jeff DalyThe title of this topic may seem a bit anti-intuitive to managers who are constantly in a hurry and want to be understood. They hurry with the best of intentions - just to get the job done and to feel the adrenaline of speed and achievement.But 100% of the results in your team only happen through people. There is no other way. Nothing happens by itself. And these people, before giving in to their work, must first feel accepted, heard, seen, and be aware of the goals and priorities. Only then can they focus their attention and energy on achieving the goals.A good metaphor for this topic is when you squat before jumping. Before you jump, there is a moment of stabilization, squatting and only then bouncing. This jump stabilization is equal to your understanding of the people on the team with whom you are about to accomplish your goals. And only then, their understanding of your vision.To build a bridge between your vision and its fulfillment, you will inevitably need a team to help you. Not a team to bother you. Sometimes teams naturally hinder and sabotage their managers. This is a normal reaction when people feel they are used as consumables.This does not mean that managers view them as easily replaceable parts. But that may be the feeling of the people, and that feeling depends only on them. We must make some change if this feeling of consumables proves to be chronic.It is up to the manager not to ignore this sabotage by the team, hoping it will work out on its own. It is just a symptom of something that needs to be fixed. It can be a broken process that frustrates people. It can be the increasing pressure to do more with less. Or it could just be that people are not in the right places anymore and need job rotation.The state in which you have the right people in the right places is always temporary.It is only a matter of time before there is a change in the external environment, in the people on the team, or yourself. In other words, to have the right people in the right places, you will also need to have the right expectation that this configuration will be rearranged. To get this configuration - to have the right people in the right places, you must first be in the mode of listening, exploring, and getting to know each other. In short - in mode to understand them. And only then do they understand you.Once people move towards their goals, the fuel for their movement is in them. Unlike gas station fuel, the fuel that drives most of the people on the teams is free. This, of course, does not mean that they work for free. That means something else. The fuel that usually drives and energizes the people in the teams for a long time is free because it takes the form of:- Feeling that someone else cares about people as people, not just as positions;- Having a sense of belonging;- Taking pride in the work;- Having clear priorities;All the above are completely free. They give energy and meaning to the people in the teams.In this list, the emotional elements are a little more than the rational ones. And they are in this sequence. When discussing engagement and motivation, managers switch mainly to a rational mindset - how to evaluate and compare performance, what the bonus system is, and so on. But people are driven much more by emotional than by rational factors.And all these things that form the free fuel (feeling that someone else cares, pride in work, etc.), will not appear by themselves. They will emerge from people's communication with their managers. If these managers have the attitude to understand first, things happen very easily and naturally. Refueling with this free fuel, however, is not a one-time exercise. This charge also does not coincide with the monthly and quarterly job and career conversations. These conversations may go according to plan but refueling requires a different daily effort.No one fills their car at the gas station, only at the moment when they run out of fuel. But that's exactly what managers do with their teams. They think of them as people, not positions, only after they run out of fuel. Only when they are already on the verge of burnout.If you think that with monthly meetings or with such meetings in two weeks you can have and manage a team, you soon realize that you do not have a team. You just have people who report to you. But in reality - you do not have a team. Simply because you cannot know your people well if you do not keep up with them regularly for the operational and strategic goals.---Book "Cold Shower for Managers: Empower and Inspire Your Team with Your Humility and Accountability by Plamen Petrov on Amazon - https://amzn.to/2Ka23CU---Book "Park Your Ego: Face Your Bullsh*t and Own It" by Plamen Petrov on Amazon - https://amzn.to/38VW3He---Book "Barriers to Change - How Managers Overcome Them Together with Their Teams" - https://amzn.to/2Qi8qGP
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    9 m
  • Acceptance Without Giving Up | Episode 032

    Acceptance Without Giving Up | Episode 032
    Jul 10 2022

    Acceptance Without Giving Up | Episode 032


    "If you have the determination to do something, it is done."

    Confucius


    Imagine teaching a young boy how to ride a bike. The boy will hesitate, sway, and probably will fall many times over. However, you will not tell him he would never learn how to bike. You will accept his temporary failures, but you will not give up teaching him.


    Acceptance means that you follow the pace of the child and accept his speed of learning and development. And again - without giving up and without resigning from teaching him. You do not resign, simply because temporary failures are just that - temporary. Grit, perseverance, and discipline will help the child learn how to ride a bike. Just like any other adult has learned.


    But what happens in teams when people go through their temporary setbacks?


    Often their managers do not accept them. They do not accept failures; they do not accept people with temporary failures. One reason that this happens is that managers confuse acceptance with giving up. Acceptance is the ground on which new skills and confidence grow. If there is no acceptance, it is like planting wheat in an asphalt parking lot and waiting for something to sprout.


    What happens when there is no acceptance?


    When there is no acceptance, there are accusations, condemnation, and abdication. From the ground of accusations and condemnation raise fears, insecurities, and a desire to quit. No reasonable manager wants to develop these feelings in his people. However, they are emerging precisely because of managers who do not find the right way to create the right ground.


    As a manager, you accept others' failures because of you. Not because of somebody else. You need this healthy selfishness, so you do not take on the role of the martyr who helps, supports, and helps everyone to feel good and enough. No. The direct and immediate benefits of acceptance are for the other party - it receives encouragement, experience, and confidence. But the indirect and long-term benefits are for the accepting managers who do not give up.




    ---

    Book "Cold Shower for Managers: Empower and Inspire Your Team with Your Humility and Accountability by Plamen Petrov on Amazon - https://amzn.to/2Ka23CU


    ---

    Book "Park Your Ego: Face Your Bullsh*t and Own It" by Plamen Petrov on Amazon - https://amzn.to/38VW3He


    ---

    Book "Barriers to Change - How Managers Overcome Them Together with Their Teams" - https://amzn.to/2Qi8qGP
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    5 m
  • Dirty Yes | Episode 031

    Dirty Yes | Episode 031
    Jul 5 2022

    Dirty Yes | Episode 031 


    "Never prefer your personal stupidity to someone else's useful advice."

    Socrates


    There is a phrase that illustrates a formal agreement, but also an actual disagreement in the team communication. I call it "dirty yes." Managers who chronically get such a "dirty yes" in their teams and wonder what is the reason for it, do not need to blame other people. They simply need to look in the mirror.


    One of the first reasons for this "dirty yes" to be so widespread is that the managers themselves give it to their teams. They promise resources they cannot provide. They guarantee rewards for which they have no authority. And finally, they make commitments to their managers to impossible goals and then impose them on their teams.


    Let us use a specific example. Imagine working with about 200 other people on one floor in an open space environment. At the beginning of the winter, you decide with some other managers to introduce a policy in which people must leave their coats in the wardrobes at the entrance. The purpose of this is to create a comfortable working environment for all 200 people. Not to turn work chairs into sources of any odors, not to have piles of scarves, hats, and any other winter accessories. All managers in the meeting agree with the rule and promise to introduce it on the same day. However, some managers, who are far from the entrance and the wardrobes, know that their teams will resist the rule and will probably not follow it. During the meeting, the managers give their "dirty yes" to all other managers. They agree because they do not want to admit that they cannot ensure the implementation of the rule, but they do not ask for an exception for their teams.


    At some point, the large accumulation of such a "dirty yes" can create an environment in which people have the feeling that they are constantly swimming in a river of hypocrisy. But in any team, hypocrisy cannot last long without the "help" of the manager of that team - with his actions or inactions.


    There are two main types of "dirty yes":


    - In good faith - people use it purposefully to achieve a better goal for their teams.


    - Malicious - people use it when they deliberately sabotage their colleagues or managers because they know that their mini-failure will be an even greater failure for someone else they want to harm.


    Naturally, the team is always a reflection of its manager. Almost every manager uses the "dirty yes" with the best of intentions, which, however, manifest in negative effects on the team.


    The antidote to this "dirty yes" is full transparency and the creation of a safe psychological space for people to express thoughtful disagreement - in all directions of the organizational chart. Especially in the northern direction.


    This "dirty yes" can be part of the corporate culture in places where people are more diplomatic, often agree, and rarely fulfill their commitments. Here, this phenomenon is just part of the unwritten rules. But everyone knows them and organizes their work according to them. Then the drama is not that bad.


    It is more complicated when this "dirty yes" is not part of the company culture, but it is a part of the personal professional culture of some managers. In these cases, people who have to work with such colleagues will go through a period of adaptation and finding an appropriate approach to work. It is important in this case that managers are not tempted to "fix" others and try to change them. Simply because it is impossible. The right strategy here is to manage the agreements with these people more precisely and on a more frequent basis so that the presence of "dirty yes" becomes visible in time.



    ---

    Book "Cold Shower for Managers: Empower and Inspire Your Team with Your Humility and Accountability by Plamen Petrov on Amazon - https://amzn.to/2Ka23CU


    ---

    Book "Park Your Ego: Face Your Bullsh*t and Own It" by Plamen Petrov on Amazon - https://amzn.to/38VW3He


    ---

    Book "Barriers to Change - How Managers Overcome Them Together with Their Teams" - https://amzn.to/2Qi8qGP
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    8 m
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