Inspired while attending a jazz concert and supported by Artistic Director Wynton Marsalis, Stefanie Smith interviewed Eli Yamin of Jazz at Lincoln Center to gain leadership insights within and beyond the realm of music.   

Download | Duration: 00:30:39

Eli Yamin is a nationally recognized jazz pianist, bandleader, educator, composer, broadcaster and Steinway artist.  He has played with jazz masters for decades, recorded numerous CD’s and was the musical director for the tour of Duke Ellington’s Sophisticated Ladies directed by Mercedes Ellington. 

Eli performs concerts and conducts workshops throughout the U.S., Europe, and Asia.  At home in New York, he leads the Middle School Jazz Academy at Jazz at Lincoln Center.  The program, the first of its kind, is now in its third year. 

What can business executives learn from the great jazz bandleaders? 

In this interview, we learn from Eli how and why to:

• Evoke top creative performance from your players.
  
• Keep everyone playing the same tune while honoring individual styles, perspectives and gifts.
  
• Allow the focal point to shift from leader to team members to advance the group’s vision and build mutual responsibility.
  
• Rehearse and focus together – even when the group is comprised of highly experienced and talented professionals.
  
• Engage your customers in creating, naming and marketing your products.
  
• Teach others because “when you teach, you learn twice” and you learn far more than the topic at hand.
  
• Maintain the trust requisite for people to express themselves fully and contribute to their greatest potential.

Duke Ellington acknowledged his strength as a bandleader by saying “I am the world’s greatest listener.”  In listening to this podcast, you’ll hear how Eli has applied this advice and why it can advance your leadership fulfillment and results.

If you would like to receive the article published this month in Executive Matters based on this interview or share your thoughts, please contact me, Stefanie Smith executive consultant-coach. 

If you would like to receive notification of future podcasts or articles, please subscribe to Coachstef.com.  Subscribe now.

Remember the introduction to the song Getting to Know You from The King and I:

It's a very ancient saying,
But a true and honest thought,
That if you become a teacher,
By your pupils you'll be taught.

Well, it turns out that the same thing goes for executive coaches.

Last month, I wrote an article taking a fresh and balanced view on the practice of micromanagement, Are You a Micromanager?. The back-story is that when the editor asked me to write the article I initially refused because it was such a negative topic for me.  Then I found myself unexpectedly micromanaging and called back to say, "OK, I'll write it."  I received quite a strong response to this article and four requests to reprint it in other newsletters.

Amongst the positive feedback, one reader’s email motivated me to think even further. I have received permission to share our exchange for this article. She wrote:

I first want to point out you hit the nail on the head
with the major downsides to micromanaging.  As far as the rewards, well that
leads me to believe you have never been micromanaged.  Still I thank you for an article on a subject that I rarely see articles on. Unfortunately it isn't one I could share with my 'micro' manager boss since all she will get out of the article is she is right. Just look what it says under the “rewards”.

Her comments really struck me. Given my role advising leaders, I had indeed been writing to an audience of managers rather than those on the receiving end of micromanagement. I replied:

First, I'd like to thank you for your valuable email.  I have read it
several times over the past weeks.  The truth is, I have been
micromanaged to the point of tears on several occasions.

Actually, I would encourage you to share the article with your boss,
precisely because it doesn't condemn the practice of micromanaging
completely.  Don't worry, she'll read the other parts too!  My intention was
to convey, "You can do this, but you had better look at both sides of what
you're getting in return." 
By sharing the article you gain opportunities to:

1. Broaden her perspective on her management style. Precisely because it
isn't going to "slam" her she might be open to both sides.

2. Open up a discussion about what you want and how you'd like
to grow professionally.

While I didn't know her exact situation, I developed and sent these suggested discussion points for sharing the article with her boss:

Could you focus on higher level responsibilities if you delegated more to me?

• While there might be an initial learning curve, I am willing to put in whatever training time would be required. Please let me know how you feel I would need to develop in order to take on greater responsibilities.

• What responsibility might you transfer to me starting in the upcoming month?

How can we raise our mutual confidence in my ability to make independent decisions?

• Both of us need to be confident in my ability to judge when to make independent choices and when to consult you. Some say, “It’s better to ask forgiveness than permission.” I have confidence in my discretion, but for you to feel comfortable delegating responsibility, it might be better to “ask permission”.

• Could we proceed with the mutual understanding that when in doubt I will err on the side of asking for your input and advice?

What communications practices would be most helpful to you?

• I’m going to start coming to meetings with my main points written out. I’d like your feedback on these agendas and how else I can make my meetings with you as effective as possible.

• I plan to start writing concise status updates to raise questions efficiently and let you know how I’m progressing on projects. Would you prefer hard copy or email? Would you prefer weekly or biweekly reports? Could we set up brief meetings by phone or in person to discuss the reports after you’ve had a chance to review them?

Are there any goals, processes, or organizational issues on which you would like my input?

• If you present an issue or challenge, I would be glad to think about it and organize my ideas and responses for you.

• If there is a project you want to explore that isn’t directly related to my job, but would help me advance professionally, I’d be open to discussing this with you.

She replied:

Wow, thank you for your response.  I have to admit, you have taken me by surprise.  I didn't really expect a response and the fact that you took the time to share with me your thoughts behind writing this article is so appreciated. 
You bring out a very valid point...one that I wasn't seeing because I was allowing the stress of the situation rule my reason.  It was like a light bulb went off when I read your first point, something that should have been obvious, that yours is a more balanced approach to a dialogue I would have approached negatively and most assuredly would have closed any possibility for discussion.  I can't say that I'm totally convinced that my boss would be open to any discussion regarding her management style but at least this approach wouldn't immediately throw up defensive barriers.

I would be honored for you to use my email, it may help 'light that bulb' for someone who is only seeing the negative like me! 

To those readers who read the original article and wondered how to employ it on your own behalf, I hope this indeed “lights a bulb” for you to advance yourself, as you benefit your boss as well. As I experienced, sometimes an open exchange of ideas can be the best basis for a brighter future.

If you would like to sign up for this blog, please subscribe here.  If you have comments about micromanagement or would like to share your experiences with these recommendations, please contact me  Stefanie Smith, executive consultant and coach.

Are you a micromanager?  If so, it's time to take a deeper look at a practice that gets a really bad rap.

When an editor at the American Management Association asked me to write on micromanagement for Profits and Performance.  My inital response was "Why?"   As an executive consultant-coach, I am engaged in developing leadership styles that empower individuals and organizations.  But thinking about it, micromanagement wouldn't be so prevalent if there weren't some benefits.  

If you're game to examine why you or your boss may be micromanaging, read:   "Are You A Micromanager".

Don't be afraid.   I ask direct questions, but also provide realistic and recommendations for building positive rapport and boosting performance.  You can get started immediately and it doesn't involve a big budget or major time commitment.  You just need to reflect and decide what will work best for you and your team.

Here are excerpts:

What is the threshold between hands-on, detail-oriented management and getting in your own way? 

What are the risks?

1. Micromanaging keeps your head down rather than allowing you to gaze ahead. 
2. Your team won’t become adept at making independent decisions. 
3. If you step away from work, progress stops dead. 

And the rewards?
Of course, there are rewards of micromanaging.  Otherwise, why would we do it?

1. You know exactly what is happening at all times. 
2. Project-specific micromanagement is an empowering alternative to structured training. 
3. Your build trust with your staff

Is your need to micromanage really your need to clarify communication?
The only cure for micromanagement is airtight communication.  If instructions or priorities are not clear, you won’t feel comfortable giving up control.  If something goes awry, you'll waste precious time and energy debating who meant what...and cleaning up the mess.

• Say it loud and clear.  Verbally acknowledge your new approach of training your team for greater future independence.  Even if you’ve never done it before, you can now.  Be receptive to input and ready to weather some pent up complaints.  Don’t apologize too much.  Simply explain why and how you plan to change your communication and management styles. 
  
• Get it in writing.  Having written deliverables and deadlines is your best tool to counter the micro-management impulse.  Review a game plan with your direct reports biweekly.  Your employees should arrive at each meeting with their written updated status against defined goals.  Your role is to provide answers, advice and guidance.
  
• Then leave them the space to succeed.

Are you choosing your management style for you, for individuals or a group?
Micromanaging is sometimes in the eye of the beholder.  What one employee considers interfering, another employee might consider welcomed attention from the boss.  Look in the mirror and look at your team.  Who or what is truly driving your tendency to micromanage?  Depending on the answers:

• Micromanage selectively.  Your management styles can vary according to individual needs and preferences.  You can micromanage some rather than all, as long as your motivations are clear to all parties. 
  
• Modify, don’t change, your style.  What is the longest you can go today without checking in with your direct reports?  Between scheduled meetings, calls or status updates, who calls or emails first?  Challenge yourself to increase the time by 10% this month.  Then absorb the results and see where you go from there

When is it appropriate to micromanage? 
Micromanagement isn’t synonymous with bad management.  It has a purpose and place when:

• Players do not have the maturity to maintain progress or initiate a remedy on their own if a snag occurs. 
  
• The stakes are high and people are learning new skills. 
  
• You are put in charge of a group you didn’t hire or a group known to be problematic. 

Have you tested your motivations, and decided to micromanage?  Then be secure in your decision, or look for a new job where you can evolve to a higher level of leadership.  Either way, two final tips to support your advancement:

• Deploy micromanaging as a tactic, not a strategy.  You may opt to micromanage during an interim period, but state the reasons.  For example, “Until we work out the kinks in our new medical testing procedures, I’m going to keep a close eye on the process because I want to troubleshoot errors immediately.  But after we analyze the first three months of data together, and we are comfortable with the results, I will delegate more responsibility to you.” 
  
• Remain open to recommendations for increasing efficiency, morale, or performance.  Inspiring others to make strategic contributions builds mutual confidence and expands their abilities, which just may enable you to move on to a new management style.

For the full article click here .  To learn to apply these ideas within your organization, or to comment on your experiences with micromanagement, please contact me, Stefanie Smith, executive consultant and coach.

In this podcast, I interviewed JP Maroney, CEO of The Marocom Group.  JP teaches managers nationwide to leverage human capital through corporate events, professional training, books, and consulting.  He trains leaders at major corporations, national associations and franchise companies to create a corporate culture in which employees accept personal responsibility for the organization’s success.    

Download | Duration: 01:17:06

In this interview, I ask JP:

• How does building your team build your leadership position?
• How can managers bring out the best in their people?
• What motivational factors and approaches can managers use to advance their careers?

Throughout the discussion, JP shares insights and I ask for detailed examples to back up his conviction that:

“A leader’s success is determined by the ability to produce high performance results through other people. If you are going to truly build an organization that will excel and have an edge in the marketplace, the best place you can invest your dollars, time and energy is your people.”

You will learn how to: 

• Understand and engage the six factors of motivation. 
• Apply sensitivity and discovery to attain higher performance. 
• Adapt your leadership style to each person’s motivational factors. 
• Foster employee satisfaction to increase both morale and profits. 
• Express appreciation with the greatest positive impact.  
• Distinguish appreciation from recognition and how to choose.  
• Address rogue behavior versus dealing with disruptive behavior.  
• Link both compensation and non-monetary rewards to performance. 
• Communicate options and opportunities for today and the future. 
• Grow from a good manager to an exceptional and inspirational leader.  

If you would like to purchase this content in an e-book format, please contact me, Stefanie Smith.
  

For the new year, I offer a new perspective on your most consequential relationship.  No not your significant other– this isn’t that type of blog. 

Your boss, your most lucrative client, or your business partner directly influence your career satisfaction.  And let’s put it on the line, they also directly affect your compensation – at least in the short term.  As a result, these relationships can be emotionally loaded.

I recently published an article for Leader’s Edge, titled Imperfect Boss? Perfect Opportunity. on reframing your interactions to your best mutual advantage.

                    Web Link:    Imperfect Boss? Perfect Opportunity.

                    PDF link:        

People spend a lot of time worrying about their boss.  Who does he favor? Does she steal my credit?  Will I get that promotion?  Does any of this sound familiar?

Yet, there is little discussion about feelings in these relationships where two people are interdependent for their livelihoods, but one is clearly in charge of the other person’s role, recognition, and rewards. 

What if you shifted your concerns and differences to a positive and practical mindset?

Problems with your boss mean problems for your career.  Boss solutions yield career solutions.
 
Agreed, your boss is in control from a financial and organizational perspective.  You may not be able to change your boss, but you can change your attitude and goals related to your relationship. 

You gain immediate power by calling to mind reasons to feel gratitude, and acknowledging areas of positive influence.

In a great line from the film Jerry Maguire, Tom Cruise implores his would-be football star client, “Help me…help you.”  You can take the same approach with your boss.  The more win-win experiences you establish, the more you gain.

Whether you seek to take your relationship from strained to good, or from good to glowing, a positive reframe benefits you in three ways:

1. Adds to your sense of achievement and self-esteem.  Anything you accomplish that happens to help your boss is also part of your permanent track record.
2. Puts you on the same team.  You’re worried about your boss?  Guaranteed she is worried about her boss too. Or, she is worried about the Board.  When you are both working toward the same goals, you combine energy rather than wasting it in a power struggle.
3. Demonstrates to everyone around that you are an asset.  For others on a project team, your boss’s boss, or the guy interviewing you for the next high-powered job, if it is clear you scored a win for your boss, you are instantly more desirable to have on their side.

In my coaching practice, I give clients ten minutes of a session to download everything really awful they have to say about their boss.  Then we start shifting from angst to emotional neutrality to begin a win-win mindset, and maybe even reach a state of “tactical admiration”.  In the article, I share this approach to help you towards a more productive relationship with your boss. 

Yes, you can use the same method with clients or colleagues.

                    Web Link:    Imperfect Boss? Perfect Opportunity.

                    PDF link:        

If you would like to ask any questions or share the results of your experience with this approach, please contact me, Stefanie Smith, Executive Consultant and Coach.  

In today’s Managing Your Career column in the Wall Street Journal, Joann Lublin writes about how taking a sabbatical can help your career. 

Joann quoted me in the article, based on our conversation about my recent work coaching an executive on transitioning from the end of a sabbatical to finding a new position that meets her refreshed personal and career goals.  For those of you considering a sabbatical, the article provides an insightful case study.  Here are some additional thoughts:

Why are more professionals thinking about and requesting sabbaticals? 
The increased appeal of sabbaticals reflects a trend towards managing one’s career to attain more pride, satisfaction and fulfillment.  Perhaps as corporations become more used to women taking and returning from maternity leaves, and as Baby Boomers retire – making retention of experienced employees a higher value to corporations – the perceived and real risk of taking a sabbatical decreases.

How can a sabbatical advance your career?
A sabbatical is an opportunity to re-assess who you are, what you want from your job, your colleagues, and your work environment.  When you refresh and clarify your objectives, you have an opportunity to adjust your career path in line with your real aspirations.

I advise clients that if they setting personal and professional goals, and accomplish at least some of them, a sabbatical is career advancing because it is both confidence and competence enhancing.  
A sabbatical is different than a vacation, or simply “taking a break”.  The point is to invest in your future.  In the classic case, a professor took semester off to acquire new experiences and skills which would later enliven his or her classes. 

An executive who fulfills a dream of taking a rock climbing course in the Dolomites will return to the office more than refreshed – he or she will bring back experiences about challenge that translate to leadership style and open new dimensions of personality and insight.

In the office, we tend to use right brain thinking.  Some sabbatical activities such as art, music, athletics, travel stimulate creative thinking and visualization – skills which enhance effectiveness of any role.

Other sabbatical activities relate more directly to professional skills.  If you volunteer to manage a community service project whether in Africa or in your own city, you become a more experienced leader.  If you help a college friend grow her bakery business you sharpen your financial and marketing skills.

How can a sabbatical be life enhancing?
You'll never regret taking time off if you use part of it to realize a goal, or realize a dream.  Think about that in advance, so you hit the ground running...towards a positive and empowering event or achievement.
 
A sabbatical can and should include exploring new skills and gaining new experiences.  This may include taking a class or workshop, learning a new language or computer program, or performing pro bono work you find meaningful and expansive.

What about the risks?
Yes, there is risk.  Yes, it is a courageous move.  But for the rest of your career, you can be seen as a courageous risk-taker who returned stronger than ever - and that’s not bad. 

For businesspeople, thinking in terms of risk-return increases the intellectual and emotional comfort with taking a risk.  If you are going to take a sabbatical without pay, some financial analysis is in order.  Be comfortable with the risk, as long as you evaluate the return. 

The greatest professional risk with a sabbatical is actually coming away feeling “out of the loop” or less in touch with your strengths and abilities.  Work with a coach or mentor at the beginning, end, or throughout to ensure you build your self-awareness and pride, in addition to enjoying your unstructured time off.

How can I plan for a successful return?

1. Prepare for your return before your sabbatical is over.  Work with a coach or colleague to collect your thoughts about the challenges and rewards so you walk in strong and positive.   You don’t want to show up back at the office like Robinson Crusoe.  Keep up to date on your industry, company, and department. 
   
2. Communicate about your sabbatical to engender admiration and camaraderie, not jealousy.  You may have different scripts for different audiences.  Reflect on how they will receive and react to your stories.  At work, focus on what you did that will enable you to contribute more to the team now – whether new skills gained during that volunteer project in Africa or new perspectives gained during a trek through the Amazon rainforest.  Gushing that you took private singing lessons three times a week would be better saved for friends and family - unless you intend to perform at the next corporate event.
   
3. Be ready to articulate your immediate and a 1-3 year professional development goals with an underlying message of why it will be good for the employer.  Clarity will send a strong signal that you know what you want, you know what they need, and you are ready to hit the ground running.

If you have comments or questions, please contact me, Stefanie Smith, Executive Consultant and Coach.

On Star Trek, everyone knows their job and is crystal clear on what they must do to keep the Enterprise running - in general and also in case of an attack or crisis.  If the crew members are in doubt, they just need to look at the color of their shirt.  Leaders should aspire to the same effect, perhaps without mandating shirt colors. 

Dr. Mildred Culp, who writes nationally syndicated column on workplace trends, recently interviewed me on blurring roles and the impact for leaders and employees.  One of the core tenets of my coaching and consulting approach is every person has to understand what they are contributing on a strategic and tactical basis. 

Here is the article: Who's the Boss? It's Getting Harder to Tell

It's ironic.  As leaders have more communications tools at their disposal, they may be losing some of the power of traditional communication.  Why?  Studies tell us only 7% of a spoken message reflects the actual words.  In contrast, 93% of the impact reflects tone of voice, facial expression and body language - nonverbal cues. 

So in a world of "sent to you from a Blackberry", emails, and instant messaging think of the implications for yourself as leader.  Might it be worth your time to pick up the phone more often?  Or go "retro" and actually invite your team into your office for quick informal meetings.

It's not just about communication, it's also about your team's perception, understanding and pride regarding their individual and collective roles.  A two-way discussion enables people to:
   • Clarify what you want them to do
   • Ask questions or pose various options for accomplishing your goal
   • Suggest additional ideas or issues you may have overlooked
 
In brief, you will get better results and they will feel greater ownership over their roles and their assigned tasks.

Think about it.  Try it a few times.  If you'd like to share what you discover, please contact me, Stefanie Smith, executive consultant and coach.

When the American Management Association asked me to challenge readers, "Are You a Wimp? Five Signs to Tell", it seemed opposite to my approach based on building confidence and competence. 

But when I mentioned it to a colleague she laughed, "Actually that sounds just like you.  You confront to inspire."

"That’s true." I replied, "But only because I care."  I accepted the assignment and you can read the result here:  Leader’s Edge.

While the title of the article changed, the core idea remains – acting on your own behalf is better for you, your leader and your organization.

In that spirit, if you recognize yourself in the signals below, no worries.  You’re in the excellent company of respected and talented professionals. 

1. You want to be liked so you avoid giving real feedback.
2. You boss knows what you do, but doesn’t know all you do.
3. Your title hasn't changed in years – neither has your salary.
4. You never go out for lunch, because there's no time.
5. You haven’t learned anything new in years. 

The good news is that the article suggest clear actions to turn each of these situations around to your best advantage.  If to date you have prioritized advancing others, you can now harness your talents to advance yourself.

When bodybuilders work their muscles, they "flex with a purpose".  You can do the same to evoke your inner warrior consistent with your unique personality and motivations.

To share your success stories about building strength at work, please contact me, Stefanie Smith, executive consultant and coach.