Engaged Execution: Rallying the Troops with an Enabling Culture

What does it take to unleash a high performing team ethos that draws in and nurtures the finest talent? There is general understanding and acceptance that lack of an engaged workforce is detrimental to the survival of any organization. Apart from the annual ritual of employee satisfaction surveys and customary task forces thereafter, to what extent are we creating conditions that support employee engagement? Remember what we discussed about laying the foundation? What matters is the everyday instances of employee engagement in our interactions and actions. In the first part of this series, we had looked at delegation of responsibilities, especially the platinum handshake. As you might have noticed, that is largely a transactional view. You want to get something done, so you’re ensuring everything is in place to get you the best outcome. One of the enduring jokes in office corridors is about the manager who suddenly becomes friendly, “warm” and approachable before assigning some “extra” work. That saccharine sweet grin and the glint-in-the-eye is more pronounced after 6 pm for “urgent” and “critical” activities! The touchscreen controls are de-activated, as soon as the work is over. Till the  next critical activity comes along. In the interregnum, it’s perfectly kosher to look through you as life is too hectic.

Ever wondered what’s the scene like vis-a-vis people engagement the world over? Take a one minute break right now. On your online search window type out the following and press enter: “percentage of employees engaged at work in the global workforce”.  Spend some time reflecting on the search results. No doubt, our thought leaders don't spare a chance to wax eloquently about why engagement is critical to the bottom line of any organization. So, then, how do you relate to these search results? Have you sensed a disconnect between intention and reality in your own environment? Or would you rather repudiate this picture? If not, think about the massive opportunities that are perhaps getting passed over, almost at a global level, due to insufficient people engagement in our organizations! I’m sure you’d agree, it doesn't take that long for sub-par engagement to degenerate to plain indifference. In the Indian sub-continent this not-too-wide spectrum is somewhat immortalized in the everyday phrase “Chalta Hain”, a vivid form of “sometimes-couldn’t-care-less-and-somehow-the-show-will-keep-running-acceptance”!

The global talent war and crisis can only get worse if our workplaces aren't engaging people enough. It could show up in many ways. Inability to grab new opportunities, difficulties in growing and scaling up, slow and inadequate response to competition, poor customer satisfaction, lack of innovation, dysfunctional and toxic work-cultures, inability to retain high-caliber talent, an inadequate leadership pipeline, lousy fixes to big problems, work-life balance that’s gone kaput… the list is quite long indeed. For a leader, it could mean endless frustration fueled by a vicious cycle of loss of control plus a sense of virtual siege. There’s so much more you’d love to take on, but you feel held back constantly. You secretly admire those few peers who seem to have cracked it all with an upbeat team that delivers. You’re convinced that they’re mostly lucky to have got “excellent people” to work for them. It’s tempting to rationalize it: “You see, it is the global forces ‘out there’ at work. Talent crunch is crippling everyone!” “The new generation of employees are too-demanding, they’d rather chill out than contribute enthusiastically”. How can we be an exception, after all?! It’s hardly a consolation to know there is comfort in numbers, isn't it? But it can certainly lull many leaders into a sense of despondency and inaction, waiting for things to sort out, waiting for the “organization” to fix it, for the recruitment team to get the right folks, for the learning and development group to manage the talent… So much indeed needs to be done!

Yes, it is absolutely essential that the entire organization works in cohesion to get around this crisis. A word of caution though! What is this crisis we’re trying to fix here? What exactly is the problem? More importantly, do we recognize the danger with all-encompassing labels like “talent crisis”? Remember the story of the blind men and the elephant? How can we avoid similar diagnostic errors, especially when the stakes are so high? While the other departments get their act together, can at least some part of the talent crisis be handled better with an upbeat work culture? Wherever you are at the moment, (in the meantime) isn’t it better to work from your circle of influence as Stephen Covey so beautifully told us many years ago?

Let’s step back for a moment.

Imagine a dream scenario where you have sorted out this engagement conundrum. With an engaged workforce what change are you expecting to see? And don’t just look at it from their perspective. Let’s turn that gaze inward, for a change!

What does Engagement mean to you?

What makes you feel like being in flow as part of an engaged work ethos? What do you look for at an individual level? Is it the nature of work? Do you value the scope to learn, grow and enrich yourself? Is it about the quality of inspiring leadership that you can look up to? Or is it about feeling valued, trusted and cherished, and thereby motivated from deep within to enthusiastically contribute, and enjoy the time that you spend in the organization? Is it about the amazing collaborative bonds with people that seem to work like magic?

What is your idea of engagement?

Draw a circle on a piece of paper. Divide the circle into multiple sectors, as shown below. Your circle now looks like a wheel with multiple spokes (five to eight spokes will do for now). Alongside each spoke write down one key aspect of employee engagement that matters to you personally. Let’s use this wheel like a radar chart now. You can rate each aspect of employee engagement on a scale from 0 to 10. The centre of the circle is where all the spokes intersect. This point corresponds to a score of Zero. The point where the spoke meets the periphery of the circle corresponds to a score of 10. On this scale, what score will you give for the quality of leadership in your organization and your department? Yes, you’re getting to rate your leaders and managers too! Is it 7 out of 10, or more, or feels like lesser the better? What about the potential to learn? How about growth opportunities? To what extent do you feel valued and cherished? Go ahead and rate every aspect, and mark the score on the spokes of your wheel. Connect all these points to form a radar plot. How does this plot look like?

Are you happy with what you see? If not, what would you like this plot to look like? Are some spokes better off with higher scores? Would you feel more engaged in that case? Where would you like the changes to happen? You can mark your desired scores for each spoke and join all those points together. This will give you one more radar plot on the same diagram. It will be a great idea to get a few of your immediate reports also to do this exercise. And then compare all the charts. Where do you see divergence and convergence? Are you all having similar ideas about an engaged workplace? How similar?

So you’d like to rally the troops and inspire them to reach for audacious targets? And in the process fill them with a powerful sense of pride that fuels the pursuit of success? Let’s explore how this can be done. In this article, we’ll specifically look at two broad themes of rallying the troops with an engaging and enabling culture.

• Igniting Excellence: Enriching the Work Experience
• Influential Leadership: A Valued Partnership built on Trust and Engagement

In this article we will focus on two critical aspects of Igniting Excellence: A Strengths based model of engagement, and Connecting to a compelling Vision.

Igniting Excellence: Enriching the Work Experience

What can you do to provide the opportunity to learn, grow and build a great career? Are you nurturing a work culture that stimulates and keeps them engaged? Guess what, on a typical afternoon at work, such jaded statements are all that you’ll need to put people to sleep! Well, that’s what happens when pious intentions are left hanging in the air (and powerpoint slides) with minimal follow-up. Luckily the finest organizations and most effective leaders have demonstrated how to make it work!

Let’s take a look at some of the best practices:

Let a thousand strengths bloom!: Keep those weaknesses aside for a while, and shift the emphasis to identifying and harnessing strengths. Again, rather than leaving it to chance discoveries, make sure that you dedicate time to observe and study your people. And it’s  not just your reportees, but also your seniors and peers! For instance, when you want to escalate some issue to higher-ups, see how well you can leverage their special talents and skills. Maybe your manager Sudha is extremely tough when it comes to negotiating pricing terms with difficult customers. Your colleague Reema has amazing skills while interfacing with “pain-in-the-neck” internal resourcing teams.

Spend time with them. How do they handle challenges? How do they handle success? What’s their reaction to criticism? What strengths and special skills set them apart? Analyze their big successes in the past. Study their comeback stories after embarrassing setbacks and failures. Where do they draw strength from? When they hit a plateau, how do they relaunch themselves? What do you think is that special ingredient that keeps him/her ticking?

Perhaps, Reema doesn't even know that exact strength which seems to work always for her. It could be her confident unflappable tone when the staffing manager tries to drive a hard bargain! There’s a point beyond which he simply runs out of steam!

Whenever you get time, ask them how they solved a major problem, or found a unique solution. How did your team lead Maya manage to motivate her recalcitrant peer to collaborate with her?

Let them do the talking. Find out those special qualities. Document them. A Mind map will be perfect. Give one branch for each person. And for each person, note down visible and hidden strengths. Put a * wherever you find a strength that'll be vital to secure your goals. Do the same exercise for people in other teams, departments and business units, or even partner organizations. If done well, this is a goldmine! Every time you take up an ambitious target, quickly scan through the Strengths Map for your team, and believe me, you’ll get a lot of ideas. Keep the document updated, when you notice new strengths that weren't seen earlier!

And now to utilize these strengths. Make it a practice to regularly study the strength chart, and identify opportunities for people to showcase these strengths. We had seen this “trick” of engineering positive brownie points in my article about Everyday Trust and Appreciation. Time to revisit that idea! Actively scan through the strengths list. Match up people with complementary strengths. And create activities for them! Yes, the strength is the horse, and the activity is the cart! Get your order right, folks! Imagine the waves of positivity that’ll become routine in your team as everyone gets to showcase their special skills and strengths more often. And to know that they’re being actively sought out and feted too! Does that sound like at least a slightly more engaging work ethos?

Another secret tip: Do this wherever possible, especially at the water-cooler corner, in the verandah, the coffee lounge bar (just about anywhere). Don the role of a name-dropping Santa! ‘Casually’ talk about Reema’s negotiation skills in an everyday-run-of the mill conversation. Or Neeraj’s analytical skills. Or maybe Rakesh’s presentation slides. Keep name-dropping at random. Let others also notice and know! If you can do it diligently, you can soon spread a wave of positive acknowledgement with this seemingly minor step! It feels good too, as you’re using authentic information here! Don't overdo it. Simply say something like: “You know what, this chap Roshan is great at driving teleconferences. Quite a good meeting organizer; gets a lot covered methodically in every discussion.” The idea is to create a positive buzz in the floor and even beyond. Gently nudge people to do the same for others too! With simple questions like: “Hey, I was quite impressed by Neeraj’s report. What did you find interesting?” Chances are that most people will play along. We’ll deal with the others later! For now, get started with the Strengths Map. Don't wait for the pigs to fly!

Connecting to a Shared Vision: The organization has a vision. You may have one for your department or program or project. How can people connect it to their context? The idea is not to read it out or explain the vision, or even stick up posters on the wall! Rather to use it as a guiding framework that will open up opportunities for them. If your vision is to “be the trendsetter and the standard bearer in the field of consulting”, help people get a feel for all the amazing things they stand to gain when they imbibe the values and principles that go with this vision.

Get them to visualize clear and relatable outcomes. Do active brainstorm sessions and help them identify and articulate specific behaviors, qualities and forward looking commitments thereof that will further this agenda. And what happens when that happens? In what way does this impact their roles and responsibilities? Is this inline with their own dreams and aspirations? Side-stepping this question for the “time-being” may seem convenient, but achieves precious nothing, and you know that from your own experience, don't you?! As this picture emerges, what are their concerns and fears? How specifically can you alleviate those, and provide a robust sense of hope instead? Maybe some things are not in your control either! Where can you take support and guidance from?

Look again at them. Do you sense a resistance at some level? Find out more right away. Is it just an irrational fear of change? Or has it got to do something with their self-image and perceived capabilities? In what way can you support them to get aligned? All change isn't exciting. Is there a way to ease the transition? Also, perfection may not be needed everywhere, right? Can you clarify that properly, if it helps?

And it isn't only about responsibilities. How well do you plan to empower them with appropriate levels of authority for decision making? If you don't tell them, they wont know! Agreed, you may not have got it so neatly articulated for yourself on a platter like this. Your seniors may have left it open ended for you to figure out. They did it in their own wisdom. Is it time to make a new beginning? Remember that result window on your browser when you went looking for global trends on employee engagement?

Do you sense any conflict in value systems? Now, that’s a big one, and answers may not be easy! But forewarned is forearmed as they say!

One key point to note: Simplify! Wherever possible, make sure the changes can be seamlessly integrated into their way of working without adding useless overhead. While that’s obvious for sure, it is important that the right balance is maintained, so people can enjoy the process rather than feel overwhelmed!

And remember, at one level this is more about you than them! If you want to make that transition to a leader from a manager, this is where you should be spending some more quality time. Because, they are looking for reference points that they can relate to. And the first port of call for that reference point is you. So, go back to the questions in the previous paragraphs and once again turn the gaze towards you! How can you make a compelling and engaging pitch for this vision both explicitly and implicitly? If there are mismatches, especially at the value level vis-a-vis your own value system, what do you plan to do? Open yourself up for frank insights, and have the courage to look them squarely in the eye. Even if you don’t act on them right away, it’ll save you a lot of bother later! When you start connecting with this level of clarity you’ll radiate an authenticity which is the hallmark of a true leader. Good! That’s one more item ticked off on your engagement checklist!

Another important question you must ask yourself is about giving up success formulae that worked for you in the past! We like re-using these formulae, sometimes well past their sell-by date! With these new insights and clarity, go back to the drawing board, and check if those magic-formulae need some healthy tweaking if not wholesale dumping! Letting go can be hard, especially when it is something that’s stood you in good stead. But remember, fortune favors the brave and wise! So don't flinch, having come this far.

In the upcoming parts of this article, we will explore further aspects of rallying the troops with an enabling culture. We will have additional insights on Igniting Excellence and also look at various aspects of Influential Leadership in practice.

Engaged Execution: Lighting up the Average Everyday Moments

“This graph just doesn't cut it; I hope there’s a shutdown in the city tomorrow”. At 3 AM, the harsh glare of the laptop monitor has become a shade nastier, not in the least helped by this new loud, jazzy and animated presentation template. That stiff back and the shooting pain in the neck have become second nature by now.  Will a third cup of espresso fix it? Even as he bravely digs out some more “factoids” from the project repository for another “reasonable spin”, an exasperated Neeraj knows that luck is clearly running out. He certainly doesn't look forward to today’s management review meeting. Not that he was ever enamored of these “harrowing” talking shops! Two big crises, and three escalations in the last fortnight have totally shattered the deceptive calm of these metrics that no one but the wise man in the corner office cares about. A senior team lead and a business analyst have quit in the last six months. Neeraj and team are fighting with their back against the wall. This program has been one turbulent ride and there isn't any sign of a silver lining anywhere! With the help of his left palm and thumb he tries to gently straighten out the fingers on his right hand. That familiar frozen numbness after midnight.

One thing that worries him a lot is (in his own words) “the lack of ownership and drive” in the team. It’s not as if he doesn't have seasoned players. Some are very hardworking too, and with many laurels from the past. The workload has been pretty high off late, and he is aware that scope definition is definitely a black spot for sure. Among other things, that is! What is particularly scary is the frequent crisis mode that has almost become a norm now. Neeraj invariably gets pulled into this tiresome firefighting. There’s also hardly any respite from the sundry initiatives actively pushed by senior management. He is aware that with so much on his plate, he might be missing out on something very vital: the ability to take stock, reflect, identify changes and drive them to make some impact in the long term. “Am I spreading myself too thin, and just lurching from one fire to the next?” It almost seems like everyone is busy in somehow keeping the show running for just a little longer. The ominous danger signals were always there. It seemed okay to ignore them so long as nothing blew up. Alas! After Reena’s exit (she was the lead Business Analyst for Neeraj’s team for two years) it’s been a continuous tumble. Losing control over the narrative isn't empowering at all. Especially when you are unable to influence the team to even be aware of what’s truly lacking, forget about raising the level of their game. And to top it all, it doesn't help when you’re overly constrained and held back by bureaucracy and hierarchy in the name of processes. With options being limited, it can only lead to a damaging and gnawing self-efficacy crisis.

Say Hi! to Neeraj and many more like him, who at least in private may confess how this constant struggle is almost pushing them off the edge! The execution phase doesn't feel like much fun these days. What looked almost picture perfect in boardroom strategy sessions and the leadership offsite now appears hideous with warts, dents, freckles and more! There are plans and more plans. Continuous improvement drives and disaster recovery documents tumble out of every shelf and closet you can find. So much of what seemed logical and well thought through at planning stage is embarrassingly giving way later. How can Neeraj get his team all excited to passionately go for the best outcomes? What does he focus on?

A back of the envelope analysis may tell you that when all the logical analysis and root cause identification is done with, the changes and corrective actions identified are rarely pathbreaking in nature. Alright, you may not want to say that in public, that’s fine. The good news is, they needn't be either, at least most of the time. If good intentions and sexy metrics were to solve our problems and make our organizations perform better, we’d all  have been laughing our way to the bank already, right? This is not to say these processes and measurements are useless. Where and how are they going to be used is probably a better question to ask. I’d say pay more attention to the where part of the question. That’s really where the rubber meets the road and you get to figure out if that change in fortunes is happening at all.

Is there a genuinely upbeat environment that enables your team to seize the moment without getting overwhelmed? Cut-throat competition is the default setting in these ruthless times. When processes and methods are increasingly looking similar, what can you do to stay ahead, or even survive? The one potential differentiator that holds out the promise of redemption is the level of engagement that people demonstrate in the execution of your change agenda. Not in big intentions and rousing calls to action, but in the daily grind, in those average everyday moments at work. As a Leader, what are you offering that’ll be noticeably different enough for them to give their best and commit to more? And not just that, goad them to go one step further and inject fresh perspective and a creative approach that emerges from the ground level, with an element of surprise. Too much to ask?

The team lunches, retreats, foosball tournaments, bowling alleys, rock climbing adventures may all be good options. But when people come back from the retreat, are they being welcomed to the same environment, or do they sense anything different? On a day-to-day basis, what has changed to motivate them at a deep intrinsic level? Most importantly, what change will they see in you, the Leader? What can make them connect to your new plan of action meaningfully and differently?

Engaged Execution. Good Lord, here comes another fancy intervention from the HR department! A veteran of many such make-believe drives, Neeraj doesn't even try to hide those smirks anymore. Maybe they’ve read some articles on Harvard Business Review or whatever! “Nothing’s gonna change out here. When all is said and done, I’ll be left holding the short end of the stick”. With those words, Neeraj is ready to drown himself in another sea of data and information. Just like Mulla Nasruddin and his lost keys!

Sure Neeraj, you can keep looking for the keys where there’s more light, if that helps. Coming back to engaged execution, here’s what it can do for you and the team:

• Ownership and meaningful Commitment
• Embracing Accountability
• Higher Motivation
• Solution Orientation
• Greater Adaptability, when the unexpected hits you
• An upbeat team ethos + Smoother communication that actually works

The idea is to get people to emotionally connect with the change that you wish to chaperone. At a gut level is exactly where this connection has transformational potential. That totally convincing powerful logic alone wont take you that far.

How do you install engaged execution in your team, project or program? The four pillars of engaged execution are as listed below. As we get into details, we’ll also look at the finer granular aspects of each of these pillars.

1. An Engaged Buy-in: Laying the Foundation
2. Rallying the Troops
3. An Enabling Culture
4. Adapt & Re-Align

The order given here makes sense at one level, and may seem logically sequenced. As engaged execution takes deep root in the team and organization, you’ll realize that a thriving “Enabling Culture” acquires the form and character of an overarching umbrella of sorts. The other pillars seem to merge into it nicely. The juicy bits are all in the “Enabling Culture”. If you can commit yourself wholeheartedly to stick with it, this is where logic fuses with intuition and instinct! So, what’s the reason for this particular order given here? My assumption is that this order makes it easier to implement wherever you are right now. Maybe, like Neeraj you too are in the midst of unprecedented chaos in an ongoing assignment. Some of you may be starting a new customer engagement, program or project. Perhaps you are heading a greenfield product development team. In all of these cases, it might seem more reassuring and less intimidating for your logical brain to know that a foundation is getting created right at the start, and not in the middle! My worry is that an amorphous sounding “enabling culture” as a starting point might not hit the right notes as a definitive call to action for most of us! Once the ball is set in motion, then we’ll see the centre of gravity shifting over a period of time. So, let’s relax for now!

1. An Engaged Buy-in: Laying the Foundation

The logical brain is happy to see the contours of a plan, with bells and whistles galore. Add in the right level of buy-in from your team and you’ve opened the door for engaged execution. We’re talking here about laying a strong foundation that you can work with. 

Ownership of Solutions: Does the buy-in feel more like unquestioning adherence, compliance or is it closer to an open and enthusiastic embrace? How do you get more of the latter? Perhaps, by involving them in the process of identifying the way forward and potential solutions. Certainly not by cleverly making them reverse-engineer the answer you seem to know already! Rather, by articulating outcomes and setting standards, and then leaving it open enough for them to fill in the how. Yes, the biggest damage you can do to engaged execution is by playing the role of the “expert” who knows it all, to the hilt. Ever felt like that labored “brainstorm” session seemed so much like a charade? It happens! Especially when “prima-donna esque” leaders are reluctant to give up some of their control or even cede the limelight occasionally.

Liberation from Tick-Boxing: And how would you know if the buy-in seems more like the “tick-boxing” kind of compliance or an excited embrace? Now, this is where you’ve got to go beyond the words exchanged. What do you see in their facial expressions? Look into their eyes, do you see an air of discomfort, disengagement, disbelief, or disconnect? Make sure you spend time reading the “facial-codes” of your key team members in less troubled times. What are their typical expressions like? Look at the eyes, eyebrows, lips, shoulders, and the various gestures on display when they’re responding to different triggers and situations in day-to-day life at workplace, and even in social settings. Listen to the tone and tenor. Recognize the adjectives when they describe their feelings. Of course, I am not recommending a research project in the middle of crises situations! Keep these in mind during normal interactions with your people. Experts recommend you look at those fleeting micro-expressions that are authentic indicators of their true feelings. Before they can even think of faking it!

So Neeraj, have you noticed Maqsood’s pursed lips getting pressed into a thin almost straight line whenever he is irritated? Or Rekha’s rolling eyes and constant fidgeting and handwringing during that unpleasant performance appraisal discussion? Or Manoj having trouble meeting your gaze, and looking down and away, after his “disastrous” presentation?

The idea is not to get obsessed with body language and non-verbal expressions. Instead, use them as indicators. You’re looking for engaged buy-in. Use these signals to your benefit. Heard that dull tone when Rekha said, “Yeah, that’s fine”? Maybe some more clarification is needed to get Rekha excited about this change? If she’s more of a numbers gal, she isn't falling for presidential style flowery management glib-talk. She wants to see solid data, analysis and logical inferences before she can nod in agreement. Maqsood might be more of a “visual” person. Numbers alone wont convince him. A flowchart here, a few graphs there, and maybe even some photos can give him a “complete picture”. You see, the point is that different people have different ways of absorbing and processing information. Some might be happy seeing your emails and colourful slides. Others want to listen to you, they want the story in your own words. Then there are the serious “number-nazis” like Rekha. When you want to get wholehearted buy-in, it is worthwhile to spend some time to customize your message for the Rekhas, Maqsoods, Manojs and many others. One-size fits all approaches combined with that dour killjoy delivery styles will get you more of tick-boxing, if not unadulterated passive resistance! Neeraj, get your fingers tested; That maybe carpal tunnel syndrome after all!

Show Eagerness to Engage: And let me tell you this secret. It is not just about buy-in. It is also about getting vital pointers, clues and early warnings much ahead of the eleventh hour rush. You want to pick their brains effectively. So, go ahead and demonstrate true open-mindedness and eagerness to explore options with them. Maqsood and Rekha have a few aces up their sleeves, and you really want that, don't you? 

Outcome and Solution Orientation: And of course, keep bringing back their focus to the expectations and standards you’d outlined at the start. They will figure out how to get there. As a leader, certainly you may need to get into a directional “tell-all” style sometimes. Maybe when the crisis is upon you and the muck has hit the fan! Or with an inexperienced and clueless set of folks. But that’s a different problem altogether, needing some other fixes too. In most other cases, you aren't getting engaged buy-in this way.

Competency & Skills Check (when things go right and wrong too): This is also a good time to sort out if the best and most competent hands are in place to drive the change. Are you getting Sheela to play to her strengths, or forcing her to fill in the gaps somehow? What is the competence that is sorely lacking when you know that failure isn’t an option on the table? Who can bridge that gap? Where do you need help? While some of it boils down to seemingly “logical” factors, engaged execution calls for something more! This is when you can actively brainstorm about failure modes, alternate workflows, and contingency plans. What skills are needed when that happens? Are you still sure Sheela can handle it independently? What “preparatory” step can increase chances for success?

From the Archives!: One particular approach that has worked very well for me is to project the ideal outcome, describe it in detail (with some colorful pictures and graphs too; okay, full disclosure: I am a very visual chap) and work backwards to figure out strategies and ideas. And I love putting together mind-maps and flowcharts (with even numbers and percentages thrown in) that “grow” on the whiteboard as the discussion progresses. The flow-chart has this amazing skill to alert you about dependencies! Somehow the initial central node on the mind-map and the empty space all around is like a metaphor of sorts!

And I always start off with a picture depicting the desired outcome. It could be a simple mind-map. This is placed on the top right corner of the whiteboard, as a constant reminder of what we want. As the discussion progresses, it is also a good idea to stop once in a while, and provide a recap. State where we are, and point back to the picture on the top right. I’ve seen people open up with brilliant ideas and some powerful “Aha” moments. It is great to see the picture become clearer as we go along. Maybe it is the excitement (in advance) of connecting to that “heady” feeling they’ll experience when it’s done deal! Somehow, it elevates the mood and it feels like this is going to be fun, really!

Mind your Language, Please! I personally prefer to have the failure mode analysis happen later. And of course watch out for your own choice of words and language. Somehow, at a tense time, you aren't particularly helping by repeatedly chanting dire messages like “Guys, if this doesn't happen tomorrow, this project will be a total disaster, and all your heads shall roll; I’ll take you down with me, mark my words”! Gosh, there goes your engagement (in the office I mean) out of the window!  With Managers like these….   

Generating Insights with Smart Questions: Use more open ended questions wherever feasible. Don't limit them with narrow Yes/No options. Make them pause and reflect. Get them to elaborate, and get others to listen. And when they elaborate, they also get to hear themselves out. You can help of course by sharing your understanding of what they said, and what you additionally inferred. Make sure your body language reflects earnestness to know more. Show them you care for their opinions, and let them feel really valued. Liberally acknowledge positive contribution, good suggestions and ideas. In troubled times, these little gestures speak a lot about you! Will be critical in that culture umbrella we spoke about!

Ground Rules: Have some ground rules in place, so the “smart-folks” aren't subtly elbowing out soft-spoken introverts. You maybe the unitary smart-folk; apply the rule on yourself! Use the simplest words and eliminate jargon. Many facts emerge out of the woodworks when the crutches are taken out! Create an open space where people don't hesitate to say “I don’t know”. More about it in our section on “Enabling Culture”.

Talk about Assumptions: It’s also a good time to get those assumptions out of the wilderness! State them, validate them. Visualize what happens with them and without them! Explore diverse scenarios, and multiple versions of the story with your questions. Are the right priorities in place? Are we just getting short term fixes in place? Mark them with red ink on the mind map. 

Clarify & Follow-up Diligently: Keep using the non-verbal cues and ask follow-up questions to clarify further. Cross check facts and weed out the fiction. This is where some smart friendly intrusive questioning may also work. “What makes you say that? & How do you know?” have stopped many fires in their tracks!

Go Mute: Silence can be used effectively too, to allow all the brains to make some vital neural connections and linkages for best insights. You need them, trust me! Don't short-circuit that process by hogging the airtime non-stop! If you know folks who so much love listening to themselves, tell them to record their speeches on smartphones and play while traveling to the workplace! Sure, it can be therapeutic for some! Not poor Neeraj of course. He genuinely wants this to be fixed, right!

Some sample questions:

“For this to happen, what needs to be in place already”?

“Who is the best person (even outside of the team) to get this sorted”?

“What is needed to get to the same outcome maybe faster"? 

All about Risks: What risks do they foresee? And what do you see in addition to that? What are the impacts if they occur? How can these be mitigated? And what is your contingency plan if it does occur?

The Platinum Handshake: Keep updating your mind-maps and flow-charts on the whiteboard as your foundation is being strengthened. Tap into the doubts, especially the ones that aren't explicitly articulated. Assign owners for every risk that’s identified. State very clearly how you want these to be tracked. And what is expected and by when. Do likewise for unclear points, open issues, and shaky assumptions. As you assign the responsibility, take note of the verbal and non-verbal alignment. Do you notice any dissonance?

Clarity, Clarity and more Clarity is the mantra! Tell them to note down what they are agreeing to. Ask them to speak it out and get it checked in your presence. Something still doesn't feel right? Make a note, and keep it in your tray to explore further. Not every ’t’ can be crossed, and every ‘i’ dotted in one go! And of course, don’t stop with risks, assumptions and open issues. Assign the specific actions identified during the discussion also! All the good practices in the platinum handshake shall be adhered to wholeheartedly, okay?

Alright, some of this is standard management stuff out here. But, remember it isn't about one versus the other. The logically sound plan meets engaged execution, and then there is peace on earth!

Time to rally the forces! More on that in the next article of this series.

Reimagining the Rebound: Scripting a new Narrative!

In an age of spectacularly dwindling attention spans, are we in a tearing hurry to indulge in over-simplification to label outcomes in life? Is the hype around our definition of failure leaving us fumbling while we fashion our responses?

The glamorization of success in itself may not be the problem. At least that’s what I think. Rather, it could be the temptation to conjure up instant conclusions and verdicts that maybe doing us in. Think about some of the adjectives we increasingly use to paint gory images about failure in popular imagination. From television studios to newspapers to twitter messages to everyday life in office, aren't these words becoming a tad too familiar for comfort? “Major setback”, “Catastrophe”, “Defeated”, “Down and Out”, “Bruised”, “Battered”, “Disastrous”, “Dismal”, “Absolute”, “Miserable”, “Damaging”, “Debilitating”, “Horrendous”… Oops! I feel like an amygdala attack is lurking in the corner even as I barely finish typing out this sentence! It is a battle royale for eyeballs, and only the most shocking terms seem to make the cut more often than not.

The question we need to ask ourselves is this: Have we got carried away by terminology and nomenclature to such an extent, that it painfully limits our responses to admittedly unsettling changes in life? Is the massive overload of information and data making us crawl and embarrassingly struggle with that simple thing casually tossed up into the attic called perspective?

You may have seen crestfallen colleagues and friends react as if their entire world has crashed into smithereens when a promotion has eluded them. Or a particular business or career opportunity hasn't manifested the way they wanted. And don't get me started on relationship troubles. I’ll keep that aside for now! It’s complicated as they say, and let’s stay out of the kitchen while it gets stewed! We’ll come back to it later.

Failure may seem like an invalidation of one’s self image and identity at those particularly weak moments. And yes, knives do come out occasionally. Or may at least seem so to you in these trying times. Even legitimate silence from others can be deafening and loaded with meaning. Those drooping shoulders, the unsure look, and feeling of near disempowerment can be pretty hard. This is clearly not how it was meant to be. At some point or the other, we’ve all been there, haven't we? In cultures that place a huge premium on “face-saving”, the impact can be worse. Withdrawing into a shell, denial and hiding from reality can together trigger an emotional cop-out, at times visible and often suppressed. Yes, there is a coping strategy out there for everyone. Not all are good though! That ideal image of a high achieving successful man/woman thriving amidst fierce competition seems so far removed from reality at least for now. Many are even hesitant to come to terms with what’s happening. It doesn't help much to know that this thing called self-esteem isn't something you can fake to yourself for too long, does it?

Which brings me back to the point of narrative and perspective. Our predominant contemporary value system has given top-billing status to success, and for good reason too. It has its upside for sure, when you look at the remarkable progress we’ve made in several spheres in the last couple of decades. Achievement orientation is the oxygen that drives it. I am a fan, Alright! But, you cannot ignore the ruthless and near contemptuous put-downs at people not seen to be “making it in life”. The valiant tales of the victorious are beautifully spiced up. The also-rans are written off and neatly relegated to footnote status. In both cases, the momentum and movement made possible by the inevitable struggle, the interim hits and misses and insights thereof are somewhere lost in the miasma of boring detail, as the end-result becomes the be-all and the end-all. And to top it all, when so many of us look for that external reassurance and validation that we’re doing good enough, perspective takes a beating from all sides. Somehow is it tempting to see more than what’s out there?

Another big casualty is resilience. When you allow yourself to get so overwhelmed, that’s bound to happen, isn't it? Unfortunately, it’s also an absolutely critical ingredient if you wish to attempt a revival of sorts, a smart comeback that can make you proud as it happens. Every moment spent in unhelpful coping strategies keeps chipping away at whatever little resilience is still left. The consequences can be very damaging. Creative thinking, critical analysis, problem solving, decision making, and so many such mandatory skills can only wilt in such an inhospitable environment.

But we also love those triumphant comeback stories powered by self-belief, grit and hard work, don't we? Those who turn defeat into an opportunity to recoup and fight back and regain their power, and how! The ones who admirably motivate people around by their unflappable nature and ability to make a remarkable turnaround and achieve success against the toughest odds. Is there a method to it that we can reuse? Let’s find out.

A 3-Level Approach is what I’d like to share here:

• Take Stock: A calm and composed approach to gather facts and quell the noise in the immediate aftermath of a failure. Get working on the perspective right away before rushing to fix!
• Re-Align: Sorting out the options and a way forward. Sounds simple, but this is where all the strategy happens!
• Stay the Course: Building a system and structure that helps you regain and maintain the momentum. You begin the execution and stay in the game! Works concurrently at an individual and a systemic level. Remember the narrative we spoke about earlier? You are changing it totally here. Ignore this, and watch your strategy turn turtle in no time!

Let me demystify with some details. A personal note here. This is a model I have used in situations in my own life both at work and outside. It is still a work in progress of sorts, and therefore has an open architecture to it. So, feel free to enhance it! And let me know when you’ve done it!

Take Stock:

• In the immediate aftermath of a failure or big setback, it is important to stabilize oneself at the earliest. Something has gone totally off your expectations, and the situation could be varyingly described as grave, critical, worrying, hopeless, irretrievable or bad, yet manageable. Alright that sounds warbled for sure. But, what exactly is it more like? Can we weed out the drama, and get to the plain facts in your mind first? If you are a leader, you can overlook this, or give it a cursory glance and cut a sorry figure in no time.

• Settle Down: And before we even get to the next step, spend at least seven to ten minutes to settle down at a mental and emotional level. This is absolutely must especially if the setback feels severe. How about a quick stroll around the office campus? Or a few rounds of stretches? Some water to get past that dry feeling in the throat? A short mindfulness practice (closed eyes or with eyes open)? Pick anything that works for you. More importantly, pick one that increases oxygen supply to your brain and overall system. Use this is as a general guideline, and do something that has a calming and positive effect on your mind and body. Oh Yeah! Water deprivation is a sure-shot way to ensure you charge ahead with a nice little foggy brain! Some movement helps to release those knots and pressure points on your muscles and joints. Trust me. It can only help.

• Un-Label: Keep the adjectives aside for a while. And then run away from that side, if you know what I mean. If you can resist the temptation to stick labels on people and situations, you’ll do yourself a big favour. Those screaming TV headlines aren't that helpful in reality. Other than keeping our thinking skills straitjacketed and malignantly spiking that adrenalin, that is!

• Digitize!: In the digital age, simple is the way to go. Now that unlabeling has freed up enormous amount of processing power in your brain, let’s build on this tempo. What may work better is to start with a numerical score or rank on the overall situation.

• Give a Score: On a scale of 1 to 10, how bad is the situation? (10 being worst). Don’t think too hard. What does it actually feel like? And what does it really look like?

• How Come?: On what basis have you assigned this score? Can you list 3 assumptions?

• What Else? List down the key facts that have resulted in this score. Bullet pointed and crisp is the way to go. Read out what you just wrote and scan it mentally for exaggerations, minimizing or discounting of facts and over-generalizations. Ask yourself: “What am I seeing and What am I not seeing”? These are traps we can easily fall into in an emotionally disturbed state. I will be posting a separate article on how this works and impacts our cognitive abilities and decision making skills. For now, simply scan and filter! Out they go into the dustbin, the ones that are muddying reality!

• What about them?: If this issue is not only impacting you: What do you think other stakeholders and people impacted by this failure are seeing? What score do you think they will assign? This is a guess at the moment, and you could later check with them of course. For now, put down what you think will be their overall perception.
• Jot down their likely assumptions too.

• Engage Multiple Senses please: Make sure you write this down or type it out. Writing works best for me, as I somehow feel the tactile senses are also getting into the act and giving me more perspective! Okay, maybe a quirk, I agree. But document it for sure, so you can see it “out there” with your eyes. And not keep meditating for it in the mystical hidden recesses of your mind!

• Deal with the Simian: That little mind is like a proverbial monkey sitting on your shoulder, and yelling: “Oh dear Lord, Get me that label please! Get it please”. Don’t dither. Time to coolly tell this monkey to shut up and get lost for now.

• You know, my experience has been that taking stock works brilliant when done in solitude. There are so many folks out there who love to give their unsolicited bytes to anyone who’d care to listen. Some of it may be well intentioned. Quite often it isn’t. The moment there is a crisis, they’re so eager to commiserate and offer quick fixes. While it isn't always bad, I suggest getting your own story clear before letting them assemble. At times, it is a committee of the confused that achieves precious little. I used to get reminded of the ‘Rudaali' custom in Rajasthani villages of North India, where professional mourners are hired for loud copious expression of grief when there is a death in the village. If there is any shortage of ‘Rudaalis’ in Rajasthan, help maybe just a call away in your nearby corporate house! Some customs live on so nicely, don't they? Not to suggest that you turn away help. Far from it. Get your mind cleared up and functioning before inviting others to cause more confusion, that’s all. If the Rudaalis are still around, tell them to take a selfie and entertain themselves!

Re-Align:

• Congratulations, facts are in, drama is out. Now that’s a good and decent start, don’t you agree? What’s more we are applying method here! So, let’s now figure out what needs to be done. 

• What do you want? And before that, let’s redefine our new outcome. What is the result that you want when the situation has been recovered fully? Assuming that all goes well, what do you see happening at the end of it all? Be crisp, and see if you can limit it to 3 or 4 clear outcomes at the end. Note down important sub-outcomes. Where possible, specify in numbers. Are you looking at 30% improvement in some key metric?

• While some of it may be obvious, I’d suggest that you still put it down in a documented form. Maybe you are looking at simply bringing the situation back into steady state. Or you want to give a better outcome and make it up to your stakeholders. Coming back to writing/typing. Again, it helps improve our thinking process. To have clarity of results and goals, and then to look at the situation from multiple angles. While I am presenting this in a fairly sequential manner, in reality you will keep going back into some of the earlier steps several times over. And that’s fine, after all this is open architecture. But putting down your ideas and understanding actually frees up your brain’s processing power. How do I know? I am telling you. Okay, if you really want to validate it, I am sure there may be some research paper somewhere out there. Go help yourself!

• Break Time: Now, take a short break. Maybe fifteen minutes if possible. Go for that quick walk or a jog. If you’re at home, I’d recommend a quick round of Yoga. Or even a trip to the gym. Listen to some elevating music. Maybe with inspiring lyrics. Look at nature. Have a yummy healthy smoothie. What about me? My favorite is pure tender coconut water. I can lose track of time and space with a coconut! Any or all of these can do wonders in our method. And pretty soon you’ll come to start enjoying solving this crisis. Now, isn't that superb? In fact, it may bring out the best in you, those hidden talents that even you forgot! Exercise brings in a rush of positive hormones to the brain, and I am certain that there is research to back it up. For now, simply take it as it is! You need those cute little endorphins more than ever before, for the next step.

• Getting from Here to There: Welcome back! Now simply compare what you have documented in “Taking Stock” and “Realign”. If you love using the whiteboard that’s even better. Place the two “pictures” side by side. “Where are we” versus “Where we want to be”. Now ask yourself to identify all options that can take you from here to there. As simple as that. While you’re at it, some of these questions are worth spending time on (modify and adapt them based on the situation, i.e., while working on an individual level issue for you versus at a team level):

• If I have all the freedom in the world, this is what I’d do before anything else: _____________(fill in the blanks; even if the answer looks ridiculous, never mind. Put it down).
• These are the best people who can give me more answers and clarity____________________and ______________________ and __________________________
• This is how it can fail again______________________________________and ______________________ and __________________________
• And this is what’s gonna keep me safe________________________________and ______________________ and __________________________
• The kind of help I need right now is ____________________________________and ______________________ and __________________________
• The skills and strengths that can do wonders are _______________________________and ______________________ and __________________________
• The weaknesses that pose a serious threat are_________________________________________and ______________________ and __________________________
• The best way to spot problems early on are_________________________________and ______________________ and __________________________
• I simply can’t handle these_______________________________and ______________________ and ______________________________________
• I just don’t want to do these _________________________________and ______________________ and __________________________________________
• This is how I’ll get it done instead__________________________and ______________________ and ______________________________________________
• I secretly know that this is the answer, but have no clue what to do about it!______________________________________________________________ 

Stay the Course:

• This is all about building a system and structure that helps you regain and maintain the momentum. You begin the execution and stay in the game! Remember, we spoke about resilience and how it atrophies and drains out at the time of a crisis? We also spoke about choosing the right time to involve others. Well that time is here as well. Recovery from a failure obviously means some new ways and new approaches. Is there a way to adapt to this change seamlessly and maintain the momentum long after the initial excitement has ebbed? In fact, that’s precisely where many change management efforts go haywire. 
• Well, staying the course is what actually makes the triumphant return all the more glorious. More on it in part two of this article!

Everyday TRUST: Can we banish this Appreciation Famine?

Is there an appreciation famine running riot in most of our organizations? Employment Engagement surveys have pointed it out directly, and still we couldn't care less! Intuitively we know that people want to be acknowledged for their contribution, small or big. And they are least impressed if you make them wait long. Do I feel valued enough and is my boss genuinely bothered about how I am right now? This is something each one of us can relate to at some point or the other. With a stiff upper lip, we may like to sweep it under the carpet in the name of keeping those “darn” emotions out of the workplace.

Take a moment to listen carefully to what people are talking about in their exit interviews. Go one layer below. And then maybe one more. And you’ll realize how we end up paying a big price for ignoring some of the most basic and obvious things. Alright!, Now, do we really need sociologists to tell us that we want to be accepted, liked and appreciated by others? Just that some may want it more, but is it that tough to figure this out? Even as we achieve outcomes that we are proud of, at some level, it feels great to be validated by others we respect. And when that is missing, many of us feel that void, as if a key element of the experience has been denied to us.

Lack of appreciation when combined with an overly critical approach seriously compromises the quality of our relationships, impacts our performance at work, and breeds toxicity in the work environment. “Spare the rod and spoil the child” as a cherished maxim is thankfully getting discarded in many schools. But, wait! Have the nasty headmasters and scowling matrons infiltrated the corporate world? The belief that words of praise might nurture complacency has many takers who should’ve known better. It is of course a basic human tendency that our brain tends to notice mistakes and problems more than the positives. But that is only part of the story. In most cases it is a lifetime of habits that we are up against. The truth is that many of us are so uncomfortable appreciating and praising others even in our personal lives. It is easier to drown ourselves in our busy schedules. And when there is no way out, we end up appreciating in such a half-hearted manner that even a child can see through that pretense with ease. Pious platitudes and insincere homilies have been passed around as appreciation for far too long! 

And by the way, we are talking appreciation and acknowledgment that happens on normal days. Don't confuse it with those rewards that you hand out when your project has done well. For a leader it is important to develop a habit of recognizing and appreciating the small improvements in "REAL TIME", the positives that may not necessarily fit into the big league. To be able to spread waves of positivity and thereby optimism in the team by showing that you seriously do care. Even as you keep your uncompromising performance standards intact, how about nurturing an upbeat environment that people love to keep coming back to? Where people are innately inspired to go the extra mile without getting prodded. How do you make this happen?

1. Commitment: Commit yourself to notice positives
2. Presence: Being Present with People
3. Enablers: Enabling Positives, a Way of Working

Commitment: Commit yourself to notice positives

Make sure you commit your time and energy to acknowledging and appreciating people. You don't want to be seen as doing it under duress. The best way to appear genuine is when you appreciate with facts.

What is it that Nikhil has specifically done in his work yesterday that you find worth appreciating? Was it the fact that he took on extra work to support an unwell colleague? Or the way he spoke to the customer to resolve a critical issue? Was it the thoroughness in his email? Or the quick and accurate analysis he did to fix a critical problem?

Instead of saying “Well done Nikhil, Keep it up”, say something like “Well done Nikhil, your quick analysis and identification of the problem is impressive. I am quite happy that you have used the tool we spoke about last week for your trouble-shooting. Tell me, how was the experience like?”

Nikhil will surely notice that you have taken the effort to observe and understand how he got the issue fixed. And also, you are keen to know his side of the story as well. The very fact that you are interested in it means a lot for Nikhil, and you’ll see it in the glint in his eyes as he excitedly tells you what happened!

See, that’s why you need to be gathering the facts, so that you can appreciate thoroughly. Carefully observe the good things that people are doing, which you tend to gloss over as work becomes overwhelming. Learn the story behind the story, and you are set! In particular, find out specific behaviors and changes that individuals in your team are embracing on a daily basis.

Also, there is no need to use too flowery language either. Have your data and information ready, and use simple but genuine words of appreciation. It will strike a chord for sure. All too often we are diligent in collecting facts and scrutinizing information when something has gone wrong. We love our Root Cause Analysis meetings, don't we? How about putting those skills to good use, when things have gone right as well? Which one feels better? 

  

Presence: Being Present with People

Alright, this appreciation thing may not be your cup of tea, and you find yourself having to do this, now that you are a leader/manager. Do you want to make sure it shows? You know how it feels when somebody says “Good Job; Fantastic. Keep it up” with his/her eyes glued to the smartphone and laptop screens, right? Even if this is unfamiliar territory, are you hell-bent on allowing your efforts go waste?

Your words, tone, gestures all work together to make your appreciation seem genuine. Make sure you establish rapport with the person with good eye-contact (Of course, you aren't going to stare like a psycho). Be present 100% while doing this. The interaction reeks of fraud if you’re doing it while texting or doing some work. A warm friendly smile can do wonders, so loosen up a bit, for now! While it’s important to avoid flowery saccharine language, make sure you do use positive and energetic phrases and adjectives while appreciating.

Listen intently, when they share their experiences. Make effective use of positive gestures and non-verbal expressions, so that it reflects presence. If you’re in a hurry to get to a client meeting get that out of your way, and then speak to your team member. Remember, you want the person to feel valued. The idea is not to simply be done with this activity somehow or the other. Also, timing is absolutely important. For sure, Nikhil ain’t getting thrilled if you’ve waited for a mystical 42 day-cycle to appreciate his successful resolution of an ultra-urgent critical issue! So, don’t wait for the full-moon to appear. Appreciate in the moment. It makes a huge difference!

Avoid giving confusing messages, “Your presentation was great Lisa, but the number of slides can be reduced next time”. You’ve just dropped the “but bomb”, followed by an improvement suggestion or criticism. Clever Ha!? Never mind. Lisa wasn't listening in any case. She has neatly filtered out whatever went before the but bomb! So, your appreciation has vanished into thin air just like that! Select a different time to give your improvement suggestions. Maybe Lisa herself will ask you, or even tell you!

And here comes another tip! One of the simplest ways to improve your presence with people is to greet them and acknowledge their presence. Whether they are your seniors, peers or juniors, make sure you smile and say Hi! in a warm, welcoming and genuine manner. Especially those who are junior to you will feel good if you do it. There are too many of your peers who don’t bother with this. It helps you connect and establish rapport. Find time for pleasantries, small talk, a good hearty laugh, whenever possible. Maybe not at a crisis point. But then again, even in a crisis situation, you aren't helping much by wearing that stiff frown! Talking about crises, well that’s a topic in itself.

Type out “Management by wandering around” into your Google search. If not, simply get up from your office and move around with the intention to make eye contact, say a quick Hi! and more. When you are near someone’s desk, why not pull a chair and sit next to them and have a 45 seconds chat? It is far better than making them "look up to you" while being boxed into their seat, as you are standing tall like a gestapo general, shoulders rolled back, occasionally throwing a glance at their monitors and chat windows!  Crack a joke, maybe? And of course don't fall off your chair if they give you advance warning about some impending crisis and some assumptions gone for a sixer. Such is the power of every-day trust in action. Getting it early enough from the horse’s mouth helps you keep your job too! You’ll be amazed at the results over a period of time, as an upbeat work culture starts taking root.

Let me say this again. If there is only one thing you want to take out from this write-up it is this: “Your intention is what matters above everything else. People are smart enough to decode that fairly accurately. Even without your awareness, your energy is radiating your intention in a million ways. After all, words form only 7% of communication. Think about it”.

   

Cultivate: Enabling Positives, a Way of Working

So, you are responsible for managing programs, securing deliverables to customer with good quality, managing people, impressing your bosses, aligning with the organizational vision… Impressive. How about planning to generate positive news items for every member in your team? What are the mini-outcomes and quick wins that make each team member look impressive in the eyes of others (their peers, managers and even customers)? What are Lisa and Mikhail’s special strengths that they don't necessarily get to showcase often at work? Lisa’s job may be that of a thorough business analyst, very strong in number crunching. But you also know that she writes amazing blogs and has a great voice. How about getting Lisa to prepare some powerful videos that can be used for your customer’s rollout presentations? Nikhil maybe a good technical troubleshooter, but he is also great at presenting to large audiences. 

Go ahead and identify such mini opportunities for each member in your team. Get your leads to find out and understand their folks much better. Integrate these opportunities with existing work assignments. So, people don't see it as tiresome fluff. Just some new flavor to how they do things. Only you know that you've got this vested interest to make them look like cool stars on a regular basis. Of course, your projects and programs can also benefit big time. Some intractable problems can also be fixed along the way if Lady Luck also plays supportive!

The idea is to cultivate opportunities worthy of appreciation with some deft advance planning. So, while you assign a tough problem to Nikhil, see what can be added alongside to generate some positive buzz about Nikhil. And when both outcomes are secured, it is your job to casually but very firmly blow the trumpet and make sure Nikhil does come off looking pretty cool!

Yes, make a spreadsheet to track this Appreciation Cultivation activity! Congratulations, you have given a big push to employee engagement! Much more than those quarterly parties and cake-cutting rituals.