Hartford Business Journal

www.HartfordBusiness.com August 15, 2016 • Hartford Business Journal 21 BIZ BOOKS Tips for creating high-performance employees "C reating High Performers: 7 Questions to Ask Your Direct Reports" by William Dann (Growth Press, $12.95). Outstanding managers create a "productivi- ty partnership" with and among their staff. Pro- ductivity increases as communication increas- es. Asking versus telling shows a manager's interest in learning more about an employee's perspective. When employ- ees know that their opin- ions are valued, engagement increases, as does teamwork and mutual trust and respect. Dann's "7 Questions" provide a template for managerial com- munication that enables a man- ager to increase productivity by merging various perspectives into common team goals. While all seven are important, the first three questions eliminate confu- sion about the "what" and "how" of the job and the team. If the team isn't on the same page, productiv- ity can't be optimized. 1. "What are your expectations and pri- orities?" The answer deals with "what." You'll find that your direct reports have numerous expectations and priorities — some of which may not be in synch with those of teammates. It's up to the manager to connect the dots that integrate job purpose and job processes with the measurements of team's end results and individual performance. 2. "Are your performance standards clear?" The answer deals with "how" of exe- cution. Based upon the manager's knowledge of how the department works and with other departments and stakeholders, the employee gains an understanding of how the business does business. If the answer is "no," the manager must explain the standards and the reason they were established. Even if the employee answers "yes," the manager should continue the conversation by asking some clarifying questions that deal with handling job-specific situations. 3. "Are you receiving timely feedback?" Employees need feedback on work product continuously. Using the agreed to standards and input from others with whom they interact, let them know how they're performing. Regard- less of performance level, ask them what you can do to help them achieve even better results, and what impediments they encountered when doing their jobs. Acting on their feedback pro- vides the path to continued engagement. • • • "Peter Drucker on Consulting — How to Apply Drucker's Principles for Business Success" by William A. Cohen (LID Publishing, $29.95). While the book targets the business con- sultant, one chapter, "How Drucker Used Igno- rance to Consult in Any Industry," has value for any decision maker faced with change and strategy choices. Here's a synopsis: "Approach problems with your ignorance and not what you think you know from prior experience." Using the past to create the future won't work well because tomorrow always presents a different set of variables (e.g. access to capital and other resources, consumer demography, competitive situation, economic/regulatory environ- ment, etc.) affecting execution. Proceeding from "igno- rance" allows decision mak- ers to explore what they don't know. "Ignorance" starts with problem definition because finding "the right answer to the wrong question" won't yield a solution — and wastes time, people resources and money. Too often, the symp- toms are defined as the problem — when they're actually the results of the problem. Cohen believes that a one sentence defini- tion "beginning with who, what, when, where, how or why" works the best because it provides focus for inquiry. The statement provides direc- tion to the internal and external processes of identifying potentially valuable information, finding its sources and developing alternatives. While this process starts with the left brain (logical) approach, the right brain (creative/ intuitive) plays a role in organizing, analyzing the information acquired and making a deci- sion. The creative/intuitive side plays "what if." Its aha-moment often arrives away from the pressure of time and the distractions of the workplace and life. By creating a block of time (i.e. before going to bed, on your daily commute) to focus solely on the information and alternatives, unique insights and answers often materialize. Key takeaway: "You can't get 'there' until you know where 'there' is." n Jim Pawlak is a nationally syndicated book reviewer. Jim Pawlak TALKING POINTS Dunkin' Donuts Park offers reputation-management lessons By Andrea Obston A t the heart of every crisis is a reputa- tion iceberg. One that may sink the ship right away or punch a tiny hole that will eventually swamp the boat. If you don't seize the wheel right after impact, someone else will. They'll steer your reputation right onto the rocks using traditional and social media. Today, more than ever, it's easy for just about anyone to try to seize control of your rep- utation for their own benefit. Crisis manager Eric Denzenhall puts it this way: "One per- son's crisis is another person's meal ticket." Yard Goats Park strikes out It's amazing to me how often companies cede control of their reputations to every- one else instead of seizing it as soon as possible after a crisis. I've had a front-row seat on this phenomenon as I watch the ongoing saga of Hartford's stalled attempt to build and open a minor league baseball stadium for the Hartford Yard Goats. There's a lot of finger-pointing and legal grandstanding about the $60 million-plus ballpark that now sits unfinished, unloved and unworked upon. And, most recently, also sits at the center of a lawsuit by its fired devel- opers against the owner of the team. On June 6, the city held a news conference to announce that they would be firing the orga- nization's developer, Centerplan, operating as DoNo LLC. " … We simply lost confidence in DoNo and Centerplan's capacity to complete this project … ," said Hartford Mayor Luke Bronin. DoNo's President Jason Rudnick held his own press conference in response, calling Bronin's decision "irresponsible governance." As the situation marinated, Centerplan's reputation became the favorite punching bag of every politician and journalist in the state, egged on by a rising tide of social media buzz. While Centerplan trashed the politicians and the Yard Goats' management they looked very much like a fighter throwing wild punch- es while lying flat on his back on the canvass. Make no mistake about it, there's more on the line than the stadium job. Centerplan had expected to get much of the work in the devel- opment surrounding the ballpark, which was to include retail, office and housing. They've also got other projects in process around the city. At that same news conference, Bronin acknowledged that the city's firing of the firm from the stadium project would probably have an impact on those other jobs. So why, oh why, I asked myself has Cen- terplan not stepped up to defend their own reputation? Why has the company spent its time (and reputation) filing a lawsuit, point- ing fingers, trashing all involved and, in a surprisingly bloodless editorial, touting their superior judgement on the project's viability? The editorial in the Hartford Courant by Cen- terplan's CEO Robert Landino is a great example of the company's attitude. It included these gems: • "Terminating Centerplan Cos. from the development of Hartford's Dunkin' Donuts Park — with merely weeks to go before comple- tion — because deadlines needed to be extend- ed was reckless, extremely short-sighted and indicative of a newly elected city administra- tion without any experience in public office. • "Considering the breadth of my experi- ence in the private and public sectors during both times of economic boom and recession, I have never seen such ill-advised judgment and drastic action taken to sabotage a public proj- ect as I have this month from Hartford city hall. • "I say this from the perspective of the last 25 years during which I have always tried to commit myself to public service, nonprofit work and charity, all while working at my profession in real estate development and construction." The 600-word diatribe only stoked the con- troversy. Strangely, the company waited another two weeks before Landino did an interview on WNPR during which he said the company would complete the ballpark and pay for the remain- ing work out of their own pocket. That's a very impressive gesture. It would have had a lot more impact if it had been part of that editorial. It's the kind of offer that would have helped Centerplan take back control of their reputation and lay the foundation to rebuild it over time. Be your own reputation defender My point is this: During and after a crisis, it's critical you take control of your own reputation. Don't allow others to do it for you. And don't wait for things to "calm down" before you take control of your reputation. Seize the tiller. Define who you are and what you're doing to proactively respond to the crisis. Demonstrate understand- ing, compassion and yes, even a little humility. In today's online world, it's easy for any- one to tell your story. Don't let them. Tell it yourself. Tell it authentically and tell it often. If you don't, expect someone else to do it for you — whether you like it or not. n Andrea Obston is president of Andrea Obston Marketing Communications in Bloomfield. Andrea Obston ▶ ▶ When employees know that their opinions are valued, engagement increases, as does teamwork and mutual trust and respect.

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