How To Create Your Leader User Manual

The basic idea  of the Leader User Manual is that managers should create a short guide to their personality, work style and, yes, even quirks, so that their direct reports would know how to best work with them. 

I first heard of this “user manual” idea when I read Adam Bryant’s 2014 article in the New York Times called, “Want to Know Me? Just Read My User Manual” in which CEO Ivar Kroghrud described how he created a one-page “user manual” so his team would know how to best work with him. Adam Bryant later expanded on this idea in his article, “What If You Had to Write a ‘User Manual’ About Your Leadership Style?”

Leader User Manual: The Design

I once worked with a client to design a leader's owner manual. We approached the task with a bit of lightheartedness. Since it's literally ego-centric to be generating this "all-about-me document" and he didn’t want his team to take it too seriously. While most other manager user’s manuals we found online were simple text documents, we tried to make his resemble a refrigerator user’s manual or a guide to some other appliance. We are not graphic designer so we did the best we could working in PowerPoint.

Most appliance user manuals have an illustration of the appliance with numbers and lines pointing to it’s different components. We used a simple Arial font, and some universally understood “danger” symbols to round out the look.

Leader User Manual: Personality Traits

Most people doing this exercise just reflect on their strengths and weaknesses, likes and dislikes, and some quirks they have self-awareness of. My client had taken a number behavioral assessments which helped us rely on what we thought was (more) objective data including:

• MBTI
• Big 5 Personality
• Insights Discovery
• CliftonStrengths (formerly StrengthsFinder)
• Strengths and Weaknesses from the above profiles in narrative form

Leader User Manual: Strengths and Weaknesses

When it came to strengths and weaknesses there is an inherent problem in that most of us have very low self-awareness. Do you just think you know your weaknesses or are there some level of objectivity to it? In my client's case we just lifted the verbatim descriptions from the personality assessments he had taken. If you don’t have this information you might look back at the comments from your prior annual reviews. Or perhaps ask five friends who you trust to give you real feedback.

Leader User Manual: 360 or Employee Engagement Survey Results

I often coach leaders that the best way to improve their employee engagement scores is to hand out their results to their team and just ask them for advice about their lowest scores. “How can I do better? What specifically can I do to improve communication on the team?”  Often the leaders seem incredulous and some directly challenge the idea. “I’m far below the company average on my engagement scores. You actually think I should let my team know that, and have them tell me what to do?” Yes.

There can be no great leadership or team performance without a foundation of trust. And vulnerability builds trust. If a leader shares their weaknesses, their developmental areas, and their past failures their staff will know they're not BS’ing them on the other stuff. And their staff will be more likely to be honest and forthcoming with them.

Your leadership user’s manual is a great way to bake vulnerability into the team culture. It’s a terrific way for you to “go first.” 

Leader User Manual: Work Style

When you think about your prior bosses, the odds are everyone on the team knew about quirks to their work style. You have quirks to your preferred work style. Are you a morning person, should you be left alone until your second cup of coffee? Do you welcome walk-in’s to break up the drudgery of the day, or despise being interrupted? Does your closed door mean don’t knock unless the building is on fire, or go ahead and knock you just wanted some quiet?

In my client's case, it was easy to write this section.  As much as possible my client tries to do deep work in the early mornings, and meetings and calls later in the morning and the afternoon. As much as possible he doesn't like unplanned meetings and calls. 

Leader User Manual: Do’s and Don’ts (or Warnings)

Most of the user’s manuals we found online included a section of “Do’s” and “Don’ts.” As a variation of this we decided to include “Warnings” and “Known Defects” as a callback to the appliance manuals I was looking at. With limited space, it felt like we should really stress his worse elements rather than focus on “do’s.”

Leader User Manual: Getting Feedback

Proud of his work, my client shared version 1 of his user’s manual with his team. Their reaction was mixed. Overall they loved the idea of it, and we agreed that everyone could create one, not just the boss. We should all have a one-sheet to remind ourselves and to share with others the best way to work with us.

The most interesting reaction was that his team said they wanted less “do not’s” and more tips on what to do. My client did not discount this feedback, but he thought it was inferred. If my client “dislike unscheduled calls and meetings” a tip may be to always schedule time on his calendar if his staff wants to discuss something. But clearly the sheet needs to dive deeper and be more explicit into the positive ways to work together.

Taking Action

Creating a Leader User’s Manual is a great exercise. It will remind you of your own unique profile, and will catalyze a conversation with your team about work styles and how you can all work together to maximize team outcomes.

To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant

SMART DEVELOPMENT

Take the Next Step... 

Interested in learning how leadership coaching and training can benefit your organization? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please contact: 

Email: petercmclees@gmail.com  or  Mobile:323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, distribution centers, food production facilities, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth. 

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

Busy Is A Four-Letter Word

Yes sir! Busy is clearly a word comprised of four letters. And I believe it is a word that we should banish from our vocabulary – just like many other four-letter words our moms wanted us to suppress. Mom told us not to use those four-letter cuss words because they weren’t helpful or polite in public, and she didn’t really want us thinking about those ideas either. That is why I think busy should be on that list. 

I realize that most people today have to contend with proliferating priorities not to mention the challenge of competing priorities. However, before you dismiss this post out of hand, let me tell you what I mean and how eliminating the word busy from your vocabulary can help you feel more in control of your day.

Busy Elicits Sympathy

Think about this exchange that you have had or observed hundreds of times:

“How are you doing?”

“Man, I have been busy!”

“Oh, I know what you mean!”

We all like it when people understand our plight – and saying we are busy is like a direct line to sympathy! Most everyone will respond like the exchange above. Even if that is all they said, we get a little dopamine surge because we know that others understand our situation.

When something feels good, we do it again. Unfortunately, that sympathy, while it feels good, doesn’t help us get past being busy. In fact, it allows us to settle into that mental state.

Busy Can Be An Excuse

Here is another exchange you will recognize.

“How is that project going?”

“Well, I’m not as far as I wanted to be, because I have been so busy.”

“Ok, thanks for the update.”

Busy can be an excuse, and often a pretty effective one. When we say we are busy, others often don’t ask a follow-up question. They take our “busy” at face value, and at least for now, we avoid any further, potentially unpleasant conversation.

Busy Can Be a Justification

We look at our too long to-do list and justify why more things aren’t crossed off the list, because, well, look how long the list is! That circular argument is weak, but appealing. And when you build a list and continue to put things on it that you never seem to get to, you build your ongoing justification for not getting things done.

Think of the justification as your internal excuse and rationalization for your lack of productivity. And that really helps you get more accomplished, right?

Busy Focuses on The Wrong Thing

Merriam Webster’s second definition of busy is: full of activity. If we remain focused on activity, we can use busy as a justification or excuse with no problem. Except that activity isn’t really what we want. We want accomplishment.

When we focus on activity, we can be busy. But when we focus on accomplishment, activity matters far less. Busy doesn't necessarily mean productive.

Permit Me to Be Blunt:

Busy is a four-letter word because it can be a seductive way to keep us from being accountable for accomplishing the things we want and need to do. 

Busy Can Be a Barrier to Achievement

If you want to get more done, you have to take away the excuses and be accountable for your choices. It is a choice to focus on activity and allow busy to be a barrier. It is also a choice to focus on accomplishment and judge yourself on that measure, rather than on the “busy” one.

It’s Your Choice

It is your choice. You can stay with “busy” and likely get less done, be stressed and frustrated by that fact, and achieve fewer of your goals. Or you can work to banish busy from your vocabulary and change your focus. The second choice will lead to less frustration and stress, more accomplishment, more recognition (if you want it), and more goals achieved.

Regardless of the choice you make,  busy is still a four-letter word.

To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant

SMART DEVELOPMENT

Take the Next Step... 

Interested in learning how leadership coaching and training can benefit your organization? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please contact: 

Email: petercmclees@gmail.com  or  Mobile:323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, distribution centers, food production facilities, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth. 

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

The Greatest Compliment a Salesperson Can Get

"He doesn’t sound or act like a salesperson.”

Truth be told, I’m not entirely certain what a salesperson sounds or looks like.

However, like many, if not most, people I carry a vision of what that is in my head. And, it’s not good. (Like the picture)

If a stranger can identify your profession because you conform to a stereotype…yeah, well, that’s not good either.

I believe that not sounding or acting like a salesperson should be the goal of everyone in sales. 

Many of you have heard me pose this question: 

What’s the one question a buyer will never ask a seller? 

The answer….“Could you please be more salesy?”

What your buyers need you to be is a curious, open-minded, informed, insightful, analytical problem-solver. 

So, how’s a seller supposed to sound?

Like a human being. 

Someone who’s curious and interested in connecting on a human level.

Someone whose agenda is serving rather than selling.

Someone who embraces uncertainty and asks great questions to challenge assumptions.

Someone who listens to answers without judgment. And acts accordingly.

Someone who always tries to deliver something of value to help move the buyer’s process forward.

It’s all about the importance of substance over style. Of people over process. 

Good selling,

Peter C. Mclees, Sales Coach and Trainer
Smart Development
petercmclees@gmail.com
Mobile: 323-854-1713


We help sales reps and sales organizations accelerate their sales. 

Building a Coaching Culture Pt 2–First Steps to Implementation

Great! You’ve uncovered why you need a strong foundation for coaching culture to take off at your organization. Now it’s time to frame it out. The framework includes creating buy-in from executives and managers, aligning everyone on what ‘good’ looks like, and setting coaching expectations. Once these steps are complete it’s easier to hold everyone accountable to them.

Establish Buy-In Throughout Management

All it takes is one manager or executive not joining the movement to halt a coaching culture in its tracks. Get ahead of the issue by establishing benefits for every level of your management team.

Most executives are focused on increasing revenue. Coaching culture drives revenue without having to hire more people because the reps get better and close more deals. Executives can leverage coaching data for decision making based on facts, not educated guesses.

The biggest coaching hurdle for sales managers is finding the time. Look at their calendars and explore ways to eliminate unnecessary meetings and/or evaluate tools like conversation intelligence software which significantly cuts down the time it takes to coach a call.

When you first propose this cultural shift to your manager, illustrate the power of knowing why top performers succeed. This information will help managers drive their average performers to become top performers with coaching.

Identify What ‘Good’ Looks Like

It bears repeating that sales training programs are like religion–no two individuals practice the same exact way. That is why it’s mission critical to get everyone from the sales floor to the C-suite to agree on what ‘good’ looks like on a call. Without aligning on this, it’s nearly impossible for coaching culture to take off.

The easiest way to accomplish this is by bringing together all of your sales managers to build out a scorecard. Have everyone write down 5-8 of the most important elements of a good call at your organization, then review the responses and narrow it down.

Once you’ve narrowed it down to what you’re rating, discuss how to rate these elements on a call (Ideally, 1 is poor, 5 is excellent). An effective way to do this is to play a variety of calls and have everyone score them individually. The team then reviews their answers and discusses what the key differences are between a 4 and a 5 or a 1 and a 2.

During this exercise, it’s also a good time to establish or re-establish a baseline for conversations at your org. You should focus on answering things like:

• What is the ideal talk:listen ratio?
• How many interchanges (back and forth between the rep and the prospect) should a rep average? 
• What is the optimal call length?

After everyone has agreed on what ‘good’ actually means, build out your scorecards and make them accessible to the entire team. Make scorecards a mandatory part of your coaching process to ensure your team remains calibrated.

Build Out Your Sales Coaching Playbook

The team knows what good looks like. Now it’s time to build out the contents of a productive coaching session.

One of the biggest mistakes sales managers make when coaching their reps is trying to cram too much info into one session. This is single handedly the easiest way to overwhelm a rep and cause them to shut down and close off to any feedback you give them.

Prevent coaching-overload by setting ground rules for coaching sessions such as:

• Focus on 1-2 things the rep can improve on per session
• Lead with a positive
• Keep discipline separate from coaching

Use these ground rules as the foundation for your coaching playbook. Other items to include are coaching goals, what good looks like, how often to coach, ways to lead a rep to self-discovery, the cadence of asynchronous to synchronous coaching, etc. Documenting these details will help keep your managers aligned on how to coach.

Good selling,

Peter C. Mclees, Sales Coach and Trainer
Smart Development
petercmclees@gmail.com
Mobile: 323-854-1713


We help sales reps and sales organizations accelerate their sales. 

Winning by Giving

Succeeding Through Kindness

When I chased after money, I never had enough. When I got my life on purpose and focused on giving of myself and everything that arrived into my life, then I was prosperous.

                                       – Wayne Dyer, author and speaker

When we're at work, we can spend a lot of energy trying to get help from those around us. However, how much time do we spend helping others in return?

Having a strong social support network at work raises engagement, productivity, and overall success. If we truly want to succeed, however, each of us can spend time "giving ourselves" to those in our network. Only then will we experience the true benefits that giving brings, and start to see the success we've dreamed of.

Benefits of Giving
Giving makes us happy. The happier we are, the more energy we have, the better we think, and the more friendships we develop. Giving not only feels good, but research shows that it lowers your chance of depression, strengthens your heart, lowers stress, and can literally add years to your life.

Professionally, giving also offers several benefits. One study found that fostering positive social support at work raises productivity. Another study found that those who give at work ("work altruists"), are far more engaged with what they do and are more often promoted, compared with colleagues who stay isolated while doing their job.

However, you probably don't need research to tell you that giving makes you feel good! Just think back to the last time you helped a colleague who was stuck with a problem, or took your assistant out to lunch. Giving boosts our energy in a way that nothing else can. We feel connected and engaged when we help others, because it reminds us of what it means to be human, at its best.

All this, in turn, comes back to us in ways we could never expect or predict. Giving creates a network of trust, goodwill, and good energy at work that can pay off many times over in the future.

Giving and kindness also have an important ripple effect, which is why one generous person can transform a team or an organization. The person you give to feels great about the help they received. This can create a desire in them to "pay back" that kindness to someone else. Much like ripples in a pond, one act of kindness can impact dozens, or even hundreds, of lives.

How to Give More

The good news about giving is that you don't need to invest huge chunks of your time to do it. Often, the smallest acts of kindness and consideration can have a big impact on those around us.

So, how can we give at work?

1. Just Listen
A great way of giving is simply to listen to others.
When you do this, listen without contributing your opinion, and without trying to "top their story." Use active listening skills, so that you can fully grasp what they're telling you, and respond with empathy and understanding.

2. Offer Specific Help
How many times have you heard a colleague say, "Let me know if you need any help!" but had the distinct feeling they didn't really mean it? Vague offers of help can come across as half-hearted or insincere. Offering help in a specific way shows that you mean it.

For instance, your colleagues may be complaining about their workload. So, offer specific help: volunteer to collect their lunch for them, so that they can continue working, or give them a hand with a task if your own workload allows. When you offer specific assistance, you let others know that you're truly willing to help.

3. Show Gratitude
If you're in a leadership position, how often do you give praise to your team? How often do you say "thank you" to your assistant for the good work he or she does every day?

Showing gratitude to those around us, whether above or below us in the hierarchy, is a simple but powerful way to give. So, find ways to say "thank you" to your team and colleagues. You might be surprised at the difference that this makes to your relationships!

4. Become a True Mentor
When you mentor others, you can share a lifetime's worth of knowledge and skill in order to help them succeed. This unselfish act not only benefits the professionals you work with; it can change your own life in many ways.

It probably goes without saying that your organization will benefit when strong mentoring relationships are formed within it. Start mentoring in the workplace now, and experience the satisfaction that comes with helping others to succeed.

5. Share Resources
If your team or department has ample resources or supplies, why not offer to share them with another team or department, particularly if it is not as well funded as yours?
This could include sharing resources such as physical supplies, but also knowledge, technology, and team member expertise as well. (This won't be viable in some situations. Use your own best judgment here, and make sure that you're doing your own job properly as well!)

6. Offer a Hand to New Employees
Can you remember what it was like on your very first day at the organization? You didn't know anyone, and you probably felt overwhelmed by all of your tasks and responsibilities.
When a new employee joins your organization or team, spend time with her during her first few weeks and help her have a successful induction. Offer to help her get used to her new role, and take her around to meet everyone that she'll be working with. Share your knowledge about the organization's culture and values.

This can make a challenging transition smoother and less stressful.

7. Practice "Random Acts of Kindness"
Random acts of kindness can transform both you and the person you help. When you are kind to someone anonymously, you give for the simple, ego-less pleasure of giving, and that's it. So, practice random acts of kindness when you're at work.

What can you do? Leave a cup of gourmet coffee on your colleague's desk when he or she is having a bad day. Send an anonymous "thank you" letter to your organization's cleaning staff. Bring some healthy snacks or homemade cookies to work, and leave them anonymously in the break room, with a note letting others know that they're for everyone.

There are endless ways that you can make a positive impact on someone else's day. Just use your imagination!

8. Find Your Purpose
Every job has a purpose. It's easy, especially when we're busy and stressed, to forget how our role helps others. But, no matter what we do or where we do it, ultimately our work should benefit someone else.

Take time to find your purpose at work. Once you dig down to find the ultimate meaning of what you do, you may be surprised by how much your work helps others.

Note:
Although it's important to give your time and energy to others, it's equally important not to go too far! If you spend too much time helping your coworkers, you may find that you don't have time to accomplish your own objectives. It's important to find the right balance between helping others, and focusing on your own goals and tasks.

Key Points
Giving our time and energy to others not only feels good, but it's been proven to make us happier, more productive, and more engaged with our team and organization.

Giving also offers positive physical benefits as well: it helps alleviate stress, helps lower our risk of illnesses like depression, and even helps us live longer!

You can give back to others by doing any or all of the following:

1.Just listen to others.
2.Offer specific help.
3.Show gratitude.
4.Become a mentor.
5.Share resources.
6.Offer a hand to new employees.
7.Practice random acts of kindness.
8.Find your purpose.

Make an effort to give regularly – you'll love the results.

To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant

SMART DEVELOPMENT

Take the Next Step... 

Interested in learning how leadership coaching and training can benefit your organization? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please contact: 

Email: petercmclees@gmail.com  or  Mobile:323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, distribution centers, food production facilities, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth. 

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

Thanksliving: Practicing an Attitude of Perpetual Gratitude

It's been said that life is a good news, bad news proposition. The good news is that life's challenges help us grow. The bad news is that there is more good news coming!

In his book Discovering the Laws of Life, the famed money manager and philanthropist John Tempelton coined the word “Thanksliving.” He recommended practicing an attitude of perpetual gratitude.

That's not hard when times are good. But in these challenging times an attitude of continual thankfulness can be a tall order. Yet Tempelton offers a radical solution. Don't just give thanks for your blessings. Be grateful for your problems, too.

This seems wildly counterintuitive at first blush. But facing our challenges makes us stronger, smarter, tougher, and more valuable as leaders, employees, parents, mates, ...and human beings.

"Solving problems is what were made for" it's what makes life worth living," remarked Templeton.

He goes on, "Adversity, when overcome strengthens us. So we are giving thanks not for the problem itself but for the strength and knowledge that comes from it. Giving thanks for the growth ahead of time will help you grow through--not just go through--your challenges."

What ever problems we're grappling with--personal, social, health, or financial--the best course is to face them with all the courage, patience, and equanimity you can muster.

And if possible be grateful.

On occasion, of course, our problems are simply bigger than we are. In an address in 1859, Abraham Lincoln recounted the following tale:

It is said that an Eastern Monarch once charged his wise men to invent him a sentence, to be ever in view, and which should be true and appropriate in all times and in all situations. They presented him with the words: "And this, too, shall pass away." How much it expresses! How chastening in the hour of pride! How consoling in the depths of affliction!

That's something worth keeping in mind.

Whatever your problems, few of them can withstand the onslaught of optimism, persistence, and a genuine spirit of gratitude.

As the poet Robert Frost reminds us, "The best way out is always through."

Happy Thanksgiving!

Peter Mclees, Leadership Coach, Trainer and Performance Consultant

SMART DEVELOPMENT

Email: petercmclees@gmail.com  or  Mobile:323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, distribution centers, food production facilities, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth.

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

Success is not final [Nor is failure fatal]

I want to give you a couple inspirational quotes to think about over the weekend. 

First, from Winston Churchill... 

"Success is not final, failure is not fatal: it is the courage to continue that counts.” 

This says it all about the challenges of being in sales. 

It doesn’t matter how well you do this month. Or this year. The meter is reset to Zero next month. Or next year. And, you have to do it all over again. 

Except the definition of success will have changed going forward. 

It will require you to be smarter, better, faster just to stay at the level you're at now. Let alone meet raised expectations. 

And, no matter how hard you try to avoid it, you will encounter failure in sales. No one can win them all. 

It’s what you do in the face of that failure that matters. 

Do you learn from your failures? More importantly, do you learn from your successes? 

Do you take the risk to invest your time, effort and money in your future success? To become the Best Version of You (BVOY)? 

Or do you play it safe? Satisfied with what you have? 

To me, this is where the courage enters the equation. 

When you’ve experienced success, what are you prepared to risk to ensure that you continue to succeed? 

Which leads to my second quote. It’s one of my favorites. From Italian playwright Guiseppe Lampedusa... 

“If we want things to stay as they are, things will have to change.” 

It doesn’t matter how good you are today, the world around you is rapidly changing. You have to change with it. 

The challenge for you is that just to maintain the level of success you enjoy today, you have to become even better tomorrow. 

Let’s say you achieved 100% of quota this year. Well, that 100% may be only 90% of quota next year. 

That’s nearly a 12% increase. So, if you want to stay at 100% of quota next year, what steps are you going to take, what changes are you going to make, to enable you to become 12% more productive? 

It can’t all be just about working harder. 

If you want to achieve at a higher level in the future than you do today, you’ll have to invest even more of your time, effort and money (or is it blood, sweat and tears?) in your personal development. 

As the legendary business thinker Jim Rohn put it... 

“Income seldom exceeds personal development.” 

Do you want to earn more? 

Then you need to learn more. 

To your greater success,

Peter C. Mclees, Sales Coach and Trainer

Smart Development

petercmclees@gmail.com

Mobile: 323-854-1713

We help sales reps and sales organizations accelerate their sales.