Under Commit in 2013
Tis’ the season to over commit.
It’s almost January 1st, when many of us begin thinking about New Year’s Resolutions. We vow to lose 20 pounds, save 10% of our income, get promoted at work, take an exotic vacation, be a better partner, etc. etc. Also known as “how to set yourself up to fail” in five easy steps. The reality is we might do one or two of those things, if that.
Why not set yourself up to win instead? Instead of setting huge goals that are unlikely to happen, why not set more realistic goals that you can and will likely to do?
Many of you manage people. Perhaps you’re thinking about how you can be a better manager in 2013. Or you may be thinking about how you can accelerate your career. You may decide to meet with your employees more frequently, or ask your boss for more feedback, or ask for new and different work. You may think that doing these things will help you strengthen your relationships with your employees and your reputation, and advance your career. Doing any of these things might help you strengthen your business relationships and help you get ahead. But they might not, if those things are not important to your employees, your boss and/or your organization.
In 2013, put energy and resources into the things that truly matter to the people you work with, rather than the things you think they think are important. And the only way to know what the people around you really want and need is to ask them. Don’t assume you know what is important to your boss, direct reports and co-workers, ask them. Ask more. Assume less.
There are countless examples of managers who went to great lengths to make their employees happy. They gave bonuses, cool projects, and time off. And their employees quit anyway. Or, trying to make a manager happy, they stayed late, beat deadlines, and took on additional work, and still got a mediocre review. Rather than doing what you think others want, ask them!
How about this for a new year’s resolution — ask your boss, direct reports and key customers these questions as we begin
the New Year:
- What’s the most important thing I did for you in the past 12 months?
- What’s an area, in 2012, I exceeded your expectations?
- How did I let you down?
- If I could do one thing differently next year that would make the biggest difference for you, what would it be?
- Why do you think I should focus my energy in 2013?
It may be intimidating to ask for feedback from your peers and direct reports. But you won’t know what to do more, better,
or differently if you don’t ask.
The right answer to feedback is always “thank you,” regardless of what you really want to say. Saying “thank you” makes you a safe person to whom to tell the truth and makes it more likely you’ll get more information in the future. So bite your tongue and respond to all feedback with, “Thank you for telling me that. I’m going to think about what you’ve said and may come back to you to discuss further.” They’ll be relieved and you’ll strengthen your professional image.
It’s easy to assume what others want and are expecting from us. The problem is we’re not always correct. Thus we expend energy doing things that others don’t find valuable or important, otherwise known as wasting time and resources.
Your time and budget dollars are valuable. Use your time and money for things that others actually want, versus what you think they want. In 2013, dial it back. Make realistic, attainable goals that are aligned with what the people around want and need. And in return, you too will get what you want and need.