In case of my 7 year old daughter, all significant behavioral and habit changes have been a result of “face time” – time spent one to one to inspire, inform and involve her. Face time is an oasis of meaningful conversation amidst the hustle and bustle of life – a place where positive difference and lasting change happens.
This sounds simple, but in an organizational context, the hustle and bustle can be far more toxic, keeping leaders away from having face time with their people. Add to this, the complexity of distributed teams and the problem grows worse. People feel “used up”, isolated and disconnected. All they do is respond to changing priorities and task requests and the relationship between the individual and a leader (or organization) becomes purely transactional. Employees get actively disengaged and creativity stalls. (By the way, this is also true for face time with your “customers”). Face time may be enabled by technology, but the ground rules don’t change.
If you are a leader who is striving to influence positive change in your people, here are a few suggestions that may work well to increase the face time with your people (and quality of that time):
Schedule face time. If your to-do list consumes all working hours or worse yet, if you are constantly responding to external demands, you will never be able to spend quality time with your team members. One of my mentors always scheduled 75% of his work day for planned tasks and kept 25% of his time for conversations and exigencies. He considered that 25% of time as a critical success factor – and it was. If you don’t schedule active face time in your days/weeks, it will not happen.
Plan for it: To deliver positive outcomes, face time has to be planned. You can interact one-on-one or in a group. You can organize an open-forum or have a closed door meeting. It can be impromptu or scheduled. It can be in-person or via online conference.
Be clear about the purpose of having the face time: Conversations can easily take diversions if they are not done purposefully. Face time can be used to inspire others or simply inform them. It can be used to gather intelligence or to take decisions. It can be used to build consensus, to educate others or to simply assess progress. If you interact with a specific purpose, conversations become focused.
Ensure dialog: Allowing others to express themselves and listening fosters their self-esteem and increases engagement. When interacting, ask open ended questions, elicit what they “think” and what they “feel”.
Avoid distractions: I hate it when people constantly attend to their cell phones and instant messengers during conversations. It can quickly defocus others.
Watch your language: It is easy to talk about your past accomplishments. It is easy to dish out directives. It is easy to provide wider view-points (and almost everyone has them). When interacting, be conscious about your words and its impact on others. Be specific and to-the-point. Avoid judging others and refrain from drawing conclusions too soon. Focus more on “insights” and less on “data”.
The best leaders I have seen understand the importance of spending (or investing) quality time with their people. Not only did they deliver superior results but also built memorability in how they led others and helped them grow.
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