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www.HartfordBusiness.com July 18, 2016 • Hartford Business Journal 21 BIZ BOOKS Three levels of 'managerial hell' "T he Coaching Habit — Say Less, Ask More & Change the Way You Lead Forever" by Michael Bungay Stanier (Box of Cray- ons Press, $16.95). Dante's Inferno had nine levels of hell; the managerial counterpart only has three: 1. "Creating overdependence." When your team becomes overly reliant on a manager, team members do their jobs but don't "own their jobs." Own- ing a job involves individual growth through autonomy, responsibility and account- ability; by only letting them do their jobs, the manager becomes the responsible and accountable party. Disen- gaged employees become less productive. 2. "Getting over- whelmed." When the manager becomes the nexus for every- thing, she/he often succumbs to "stop-that-do-this." Add in meet- ings and new items in the inbox and the daily routine has lots of activity and little progress. Loss of focus develops and the manager actually accomplishes less. Additionally, employees may see the manager as a bottle- neck because they usually have to wait to do "what's next." 3. "Becoming disconnected." (A corol- lary of No. 2). With so much to do, it's increas- ingly difficult to manage priorities. Daily fires are constantly fought at the expense of what's important. The manager isn't getting enough done; stress increases as the undone grows. The manager accepts "it is what it is" and disengages, too. What to do? Create a culture of job ownership. How? Give employees a voice in "what and how." Unless you're managing a group of poor-to-mediocre per- formers (shame on you), you'll find that employees respond to autonomy, responsibility and accountability by motivating themselves. They'll take pride in achievement. And, instead of always asking the defensive "why," ask the insightful "what" (Examples: "What's the challenge as you see it?" "What are you hoping to achieve with your approach?" "What have you learned?"). Employees will understand that you value their work. The author filled the book with "what" questions. The key to improving productivity: Coach more; manage less. • • • "That's Not How We Do It Here! A Story About How Organizations Rise and Fall — and Can Rise Again" by John Kot- ter and Holger Rathgeber (Portfolio/Pen- guin, $25). Once upon a time a dozen Meerkats made their home in the Kalahari savanna. Years passed and the clan grew to 150 Kats; every Kat knew its role and executed it to perfection. Yet as it grew, it became more and more difficult to keep it functioning well — especially in an environment sub- ject to the whims of Mother Nature. Hmm, sounds a lot like a small business growing in times where rapid change affects its business model. Two sibling Kats held key positions: Nadia, the out-of-the-box-creative Kat, trained the young Kats. Her discipline-and- order older brother Nicholas managed the clan's guards. Not surprisingly, they had spirited discussions about the why and how of the clan's rules and roles. They reported to the family chief who preached the need for best practices/contin- uous improvement but had no tolerance for risk or mistakes. Changing anything was difficult. The tipping point for Nadia came when Ayo, a guard, was scolded by Nicholas for suggesting that guards be posted in trees rather than on the ground to get a broader view of the landscape. Nadia and Ayo decided to find out how other Kat clans did things and left that night. One of the small clans (i.e. a startup) saw all problems as improvement-opportu- nities. While lacking a formal infrastruc- ture, clan members brainstormed possible solutions, whittled down the alternatives and made collaborative decisions. When Nadia and Ayo provided ideas on how the clan could improve its infrastructure, they were applauded. Upon their return, they found prob- lems — snakes, vultures and a drought had taken a fearful toll on their clan. Clan management was now willing to lis- ten to "how to fix things" ideas, and implement them. Nadia and Ayo shared what they had learned about how to view and address prob- lems. The clan's managers learned that today is tomor- row's doorway. The clan prospered. The end. Or the beginning? n Jim Pawlak is a nationally syndicated book reviewer. Jim Pawlak TALKING POINTS A business' journey is as important as the destination By Bernard L. Kavaler T he bottom line is the clearest indicator of business success, and failure. But driv- ing single-mindedly to complete a sale or attract a client can prevent even greater success from grabbing a toe-hold in business development. A wise individual once shared an impor- tant truth that remains fundamental in busi- ness and many other pursuits. Look around along the way, because the journey is as important as the des- tination. Here's why: The people you meet Networking has never been more vital. As the methods to con- nect with people have grown exponentially with the pervasive- ness of social media, there remain some fundamental truths that ought to be self-evident. First impressions still matter, even in an era of "delete" and disappearing snapchats. As you encounter people, intentionally or otherwise, you never quite know who knows who, or how one connection might lead to another. That is as true in business as in social circles. Plus, the people you meet may reappear later in your business life, with new positions or business addresses that offer new possibilities for your business. And they tend to remember what they thought of you the first time around. The decisions you make There are irrefutable ramifications for everything. Even the smallest stone dropped into a pond causes ripples that reverberate. The decisions you make will impact not only your business, your customers and their businesses or lives, but others you may not even know about, in ways you cannot even imagine. Regardless, if they are attributable to you, good or bad, they are yours forever. What you choose to do in any given situation — and how you reach that decision — speaks vol- umes about your business acumen, know- how and ethics, and tends to have a very long shelf life. Decide with purpose, and with care. The lessons you learn In virtually every business encounter you have, there is something to be learned. What you take away from any situation — begin- ning with being fully alert to what is occur- ring — can make a difference not only in that particular circumstance, but in business opportunities or challenges for years to come. The lessons you learn — or don't learn — can influence the course of your business, and the degree of success you achieve. The old adage about having two eyes, two ears and one mouth is more than a truism. Learn- ing begins with listening, and there's much to be heard in the marketplace, which is not to say you need to believe everything you hear. Sifting through the clutter to elicit what's worth preserving is a lesson as well — one that can provide the foundation for continued advancement and growth. The possibilities you uncover When you least expect it, a business opportunity may present itself. You need to be ready to seize it productively. Diligent day-to-day efforts may reveal possibilities you hadn't considered previously, or sug- gest approaches that hadn't been in the original business plan but offer solid new pathways to profitability. Sometimes things that can't be seen from afar become obvious upon closer scrutiny; the possibilities you uncover may be the miss- ing link or the untapped potential that can propel your business. The chances you take Risk has been defined as the probability or threat of damage, injury, liability, loss or any other negative occurrence that is caused by external or internal vulnerabilities, and which may be avoided through preemptive action. That last phrase is key. Business success can often hinge on taking a well- timed, well-informed risk. The pre-emptive action that minimizes the prospect of harm is grounded in what you've picked up along the way. That's what makes taking chances considerably less chancy. Indeed, the journey is as important as the destination. Because what you make of the journey may determine whether you reach your business destination at all, what you're able to accomplish if you do, and whether any successes you achieve can be sustained. n Bernard L. Kavaler is founding principal of Express Strategies, a Hartford-based strategic communications and public policy consult- ing business. Reach him through the firm's website at www.express-strategies.com. Bernard L. Kavaler ▶ ▶ The key to improving productivity: Coach more; manage less.