Five Steps To Teaching An Old Boss New Tricks
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Steven Vannoy And Craig Ross
Apr 27, 2013, 10:00:04 AM4/27/13
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Please consider this free-reprint article written by:
Steven Vannoy And Craig Ross
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Article Title: Five Steps To Teaching An Old Boss New Tricks
Author: Steven Vannoy And Craig Ross
Word Count: 779
Article URL: http://www.isnare.com/?aid=236980&ca=Advice
Format: 64cpl
Contact The Author: http://www.isnare.com/eta.php?aid=236980
Easy Publish Tool: http://www.isnare.com/html.php?aid=236980
*********************** ARTICLE START ***********************
They say you can't teach an old dog new tricks, but what about your boss? Can you alter and shape his or her behaviors? Not only is the answer yes, but it can be done quicker than you think.
Here's What You Can Do
If you want to alter your boss's behaviors, use these five proven steps to creating change.
Step One: Check yourself by asking, "Am I attempting to fix my boss � or build and develop her?" Most people use the "fix-it" approach when trying to change other people's behaviors. This communicates that a person has a flaw or failure, as if they're not complete. There aren't many people who respond well to such messages.
Are you truly interested in helping your boss succeed? (It's ironic: those people who answer 'no' ensure their own demise.) In your interactions do you communicate that you sincerely care about her?
When someone detects that we are an ally and not an enemy, when they detect that we think they've got strengths and we want to make them even stronger, they seek us out (rather than trying to get us out).
Step Two: Check the quality of your feedback. Most people focus on the behaviors they don't like in others. This only reinforces what we don't want!
Many people tell us that they can't compliment their bosses because people claim they are kissing something undesirable. This changes the moment two things happen: the acknowledgment moves to a one-on-one conversation and when it's sincere, specific and selective.
For example, the average person leaves a meeting complaining that their boss talks too much (see "backfire approaches" above). The person who can teach an old boss new tricks approaches their supervisor and sincerely states, "I want to thank you for that question you asked during our meeting. It got us all engaged around possible solutions."
Because your boss is human and goes toward his focus, the above acknowledgment sets a new course forward.
Step Three: Build a relationship with your boss. Does he have kids? Where does he like to travel? What are his interests outside of work? Teams are only as strong as the relationships amongst the team members � and your boss is a part of the team. Consider the possibility that your boss has his own limitations in developing strong relationships; take it upon yourself to help him by being proactive in building a stronger relationship.
Some criticize this as "schmoozing." But that's because there are many old dogs who were taught that you built relationships so you could get something. This is different: you're building relationships so you can give something.
Step Four: Separate the behaviors from the person � and approach your boss directly. People like straight talk � when it's delivered appropriately. Tell and ask her these or similar things:
� "Can I ask for your help with something? It's important to me that we have a strong team. Here's a behavior we can expand on�"
� "Here's where you've demonstrated this behavior� and here's the difference it makes�"
� "What can I do to help us develop this behavior even more?"
� "What role do you want to play?"
Using your own words to deliver the points above will assure sincerity � and a useful dialogue. And of course, the directness of your words will be largely influenced by your success in executing steps one through three.
Step Five: Focus! You've checked your desires: Are you trying to fix her or build her? You're acknowledging her when she is demonstrating strong leadership. And because you've developed a relationship of trust you can speak directly.
It's now time for continuous improvement. Somehow many people learned that if they're going to get other people to change, they're supposed to point out other people's spots, their flaws, and where they're weak. Imagine having a friend who always tells you how you've screwed up. He wouldn't be a friend for long. And while your boss doesn't have to be your friend, the same fundamentals apply; if you think and communicate that your boss is a screw-up, you're only going to screw-up one thing - results. Step five is this: consistently re-engage in steps one through four.
It took some time for your boss to learn the tricks and behaviors he has now. Give him time to learn some new behaviors � and consider that his success is determined by you.
About The Author: Stomp the Elephant in the Office employs the programs and concepts successfully implemented by Pathways to Leadership, Inc., formed by Steven Vannoy and Craig Ross. To find out how big the elephant in YOUR office is, visit http://www.stomptheelephant.com/.
Please use the HTML version of this article at:
http://www.isnare.com/html.php?aid=236980
*********************** ARTICLE END ***********************
- To distribute your articles go to http://www.isnare.com/distribution.php
- For more free-reprint articles go to http://www.isnare.com
Message delivered directly to members of the group:
publish-the...@googlegroups.com
*****************************************************************
Please consider this free-reprint article written by:
Steven Vannoy And Craig Ross
*****************************
IMPORTANT - Publication/Reprint Terms
- You have permission to publish this article electronically in free-only publications such as a website or an ezine as long as the bylines are included.
- You are not allowed to use this article for commercial purposes. The article should only be reprinted in a publicly accessible website and not in a members-only commercial site.
- You are not allowed to post/reprint this article in any sites/publications that contains or supports hate, violence, porn and warez or any indecent and illegal sites/publications.
- You are not allowed to use this article in UCE (Unsolicited Commercial Email) or SPAM. This article MUST be distributed in an opt-in email list only.
- If you distribute this article in an ezine or newsletter, we ask that you send a copy of the newsletter or ezine that contains the article to http://www.isnare.com/eta.php?aid=236980
- If you post this article in a website/forum/blog, ALL links MUST be set to hyperlinks and we ask that you send a copy of the URL where the article is posted to http://www.isnare.com/eta.php?aid=236980
- We request that you ask permission from the author if you want to publish this article in print.
The role of iSnare.com is only to distribute this article as part of its Article Distribution feature ( http://www.isnare.com/distribution.php ). iSnare.com does NOT own this article, please respect the author's copyright and this publication/reprint terms. If you do not agree to any of these terms, please do not reprint or publish this article.
*****************************
Article Title: Five Steps To Teaching An Old Boss New Tricks
Author: Steven Vannoy And Craig Ross
Word Count: 779
Article URL: http://www.isnare.com/?aid=236980&ca=Advice
Format: 64cpl
Contact The Author: http://www.isnare.com/eta.php?aid=236980
Easy Publish Tool: http://www.isnare.com/html.php?aid=236980
*********************** ARTICLE START ***********************
They say you can't teach an old dog new tricks, but what about your boss? Can you alter and shape his or her behaviors? Not only is the answer yes, but it can be done quicker than you think.
Here's What You Can Do
If you want to alter your boss's behaviors, use these five proven steps to creating change.
Step One: Check yourself by asking, "Am I attempting to fix my boss � or build and develop her?" Most people use the "fix-it" approach when trying to change other people's behaviors. This communicates that a person has a flaw or failure, as if they're not complete. There aren't many people who respond well to such messages.
Are you truly interested in helping your boss succeed? (It's ironic: those people who answer 'no' ensure their own demise.) In your interactions do you communicate that you sincerely care about her?
When someone detects that we are an ally and not an enemy, when they detect that we think they've got strengths and we want to make them even stronger, they seek us out (rather than trying to get us out).
Step Two: Check the quality of your feedback. Most people focus on the behaviors they don't like in others. This only reinforces what we don't want!
Many people tell us that they can't compliment their bosses because people claim they are kissing something undesirable. This changes the moment two things happen: the acknowledgment moves to a one-on-one conversation and when it's sincere, specific and selective.
For example, the average person leaves a meeting complaining that their boss talks too much (see "backfire approaches" above). The person who can teach an old boss new tricks approaches their supervisor and sincerely states, "I want to thank you for that question you asked during our meeting. It got us all engaged around possible solutions."
Because your boss is human and goes toward his focus, the above acknowledgment sets a new course forward.
Step Three: Build a relationship with your boss. Does he have kids? Where does he like to travel? What are his interests outside of work? Teams are only as strong as the relationships amongst the team members � and your boss is a part of the team. Consider the possibility that your boss has his own limitations in developing strong relationships; take it upon yourself to help him by being proactive in building a stronger relationship.
Some criticize this as "schmoozing." But that's because there are many old dogs who were taught that you built relationships so you could get something. This is different: you're building relationships so you can give something.
Step Four: Separate the behaviors from the person � and approach your boss directly. People like straight talk � when it's delivered appropriately. Tell and ask her these or similar things:
� "Can I ask for your help with something? It's important to me that we have a strong team. Here's a behavior we can expand on�"
� "Here's where you've demonstrated this behavior� and here's the difference it makes�"
� "What can I do to help us develop this behavior even more?"
� "What role do you want to play?"
Using your own words to deliver the points above will assure sincerity � and a useful dialogue. And of course, the directness of your words will be largely influenced by your success in executing steps one through three.
Step Five: Focus! You've checked your desires: Are you trying to fix her or build her? You're acknowledging her when she is demonstrating strong leadership. And because you've developed a relationship of trust you can speak directly.
It's now time for continuous improvement. Somehow many people learned that if they're going to get other people to change, they're supposed to point out other people's spots, their flaws, and where they're weak. Imagine having a friend who always tells you how you've screwed up. He wouldn't be a friend for long. And while your boss doesn't have to be your friend, the same fundamentals apply; if you think and communicate that your boss is a screw-up, you're only going to screw-up one thing - results. Step five is this: consistently re-engage in steps one through four.
It took some time for your boss to learn the tricks and behaviors he has now. Give him time to learn some new behaviors � and consider that his success is determined by you.
About The Author: Stomp the Elephant in the Office employs the programs and concepts successfully implemented by Pathways to Leadership, Inc., formed by Steven Vannoy and Craig Ross. To find out how big the elephant in YOUR office is, visit http://www.stomptheelephant.com/.
Please use the HTML version of this article at:
http://www.isnare.com/html.php?aid=236980
*********************** ARTICLE END ***********************
- To distribute your articles go to http://www.isnare.com/distribution.php
- For more free-reprint articles go to http://www.isnare.com
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