Today sees our first guest poster of 2011, where Dr Anne Perschel shares some of her experience.

The Experiment

Reflections from Coach and Coachee

By Dr Anne Perschel

Two years after the end of our coaching engagement my client Helen and I discussed what would become this post.

Step 1. The Water

Helen is a Director at a major bio-medical company and designated successor to the current Executive Vice-president of HR. To prepare for that role, Helen and her manager engage me as a coach. When we first meet, Helen states her belief that relationships “should not matter at work. People should simply do their jobs because that is what they are paid to do.” I scratch my head on this one – a high potential HR Director who thinks people are automatons. Privately and confidentially Helen’s manager tells me the CEO does not support Helen as the successor for EVP of HR.

Helen seems rigid in her beliefs. The coaching assignment will be a challenge. Is change possible? Can I find a way into that change – a lever or some bait – so to speak? At this time, I have no idea what it will be.

Step 2. The Fish

On her 360 assessment, Helen scores well in achievement related areas but falls short in relationship building competencies. In my head I hear Helen saying, “So what?” After all, relationships should not matter.

Step 3. The Hook

The first challenge – find a hook. A wise professor, easy on the eye as well, told us when administering psychological tests, “First create an alliance with the patient by identifying what’s in it for him. What does he want to know and how can the test results provide answers? This ensures the patient will put forward his best effort, which is what you want to see.”

What does Helen need to do better, faster, easier? “Lead change more effectively,” she answers. Bingo. She knows she has to get people to buy into change – ergo relationships.

Step 4. The Bait

“Would you be willing to experiment for two months with some different behaviors based on the hypothesis that relationships really do matter at work. If the experiment don’t work or you’re not comfortable you go back to the way you were doing things before.”

Helen: “I can’t afford to take the time away from the work. How will everything get done?”

We figure out what tasks she can delegate, but she is still worried. We shorten the experiment to one month. (Remove the obstacles.)

“Fine, but I still think relationships should not play a role at work.”

“That’s okay. I’m not asking you to change what you think, just to experiment. In fact, why would you change? You’ve been successful, and now you’re in line to become the head of HR. You current beliefs have served you well. (Support the resistance.)

Helen identifies 4 actions.

1. Spend 1:1 time with each staff member listening to what’s on their minds and help in whatever ways I can.
2. Take one direct report to lunch each week.
3. When someone does an excellent job or goes above and beyond leave them a sticky note and a small inexpensive gift. The note will say thank you and identify the specifics of what they did and how it helped her or the department.
4. Host an all staff lunch.

Step 5. The Catch

One month later Helen reports, “Things are better. It’s easier to get people to do things, especially if it involves change. But this doesn’t come naturally to me, not who I am. I really have to focus and put time and effort into it. It’s hard.”

Step 6. Release or Keep?

“So do you want to stop?”

“No. Things are better. My job is actually a little easier.”

The Trophy

A year later Helen sends me an email. It features a photo of her standing between the CEO and the Chief Medical Officer. Helen beams as they award her the trophy for “Manager of the Year.” Over our celebration lunch, Helen tells me the award is based on employee nominations that are reviewed and voted by the executive committee.

Three months later I get the following email from Helen. It includes the text of a note she received from one of her direct reports.

Hi Anne,

I just wanted to share what a long way I have come 🙂

I think getting this e-mail was better then getting the award. I cried…
“I have to say that in all my working years, I have never worked with a manager so efficient, talented, knowledgeable as you are.

I have not seen a manager take such pride and initiative in communicating with her staff as you do. We are so lucky to have you as our manager on our team.

Jack Davis made an announcement at 7:30am and a conference was conducted by you at 8:30 am. So Impressive.

Your thorough explanations and your ways of explaining things are so clear and understandable.

You have a natural gift of management style and you should be so proud of yourself as we all are. You are always looking out for your staff and I am so proud of being on your team.”

The Debrief

Helen claims that identifying concrete steps was critical for her. The sticky notes and prizes have morphed into a token system, and her employees covet the tokens. On leaving the department for a promotion, one of them recently lamented the loss of tokens and prizes as one of the things they will miss most. A final quote from Helen.

“When we first started working together I couldn’t imagine how I would find the time to do my job AND invest in relationships. Now I can’t imagine how I could possibly do my job WITHOUT investing in relationships. It’s who I am and I get back twice as much as what I give.”

About the Author/Further Resources

Dr. Anne Perschel, president and founder of Germane Consulting, is a leadership and organizational psychologist with over 15 years experience. She is a coach, consultant and trusted adviser to leaders in local, national and global companies. Anne has a track record of coaching clients who are promoted for their achievements within 1-2 years and collaborating with leaders to transform their organizations. Altera Corporation, Philips Medical, CVS, University of Massachusetts Medical Center, and Girl Scouts of America are among her clients.

Anne has also held management positions at two Fortune 50 companies. She has a doctorate in psychology, a master’s degree in organization behavior and is a Master Executive Coach and guest lecturer with Mass School of Professional Psychology Coach Certification Program. Her articles have appeared in Global Business an Organizational Excellence; Washington Post “On Leadership;” PINK, a national women’s professional magazine; Boston Herald and The Glass Hammer. She is also consulted and interviewed for articles in Business Week, China Daily, Ragan Communications, and Forbes Magazine’s women’s edition.

Anne is V.P. of Programs, New England Society of Applied Psychology and serves on the board of Girl Scouts of Central and Western Mass. She is also on the membership committee of Human Resource Leadership Forum; and a member of New England Human Resource Association, Organization Development Learning Group, and Boston Facilitator’s Roundtable.

In 2006 BusinessWeek featured the gains achieved by one of Germane’s client companies. Altera Corporation hired Germane Consulting to guide culture change. Death of a Pushy Salesman”(The Corporation, July 3, 2006) tells how Altera’s sales force achieved true customer intimacy and an initial 11% increase in sales. George Papa, Senior Vice-President World Wide Sales states:

“Germane Consulting has and continues to play a critical role in creating a sales culture of customer intimacy. Dr. Perschel helped us lead change by identifying and overcoming sources of resistance. She then defined and helped us develop the critical leadership competencies we needed including emotional intelligence, collaboration, inclusiveness and empowerment. Our customers now see us as key to their success, and we have an empowered sales force that delivers what customers want and need.”

For more detailed information on how Germane Consulting affected this change, read the case study: Altera Corporation: Changing the Culture to Achieve a Competitive Advantage.

Working with Dr. Perschel leaders develop the insight they need to succeed over the long term. She also creates increased trust, openness and on-going feedback within the system so leaders, their people, and the organization continue to learn and grow long after the consulting engagement has ended.

Germane Consulting’s services include leadership assessment and coaching; confidential advice on “sticky” human and organizational issues; change management expertise; design and facilitation of customized workshops; organization assessment and problem resolution; strategic planning and women’s leadership initiatives.