There are 3 more competencies that I want to discuss in this series regarding success as a remote worker: taking initiative, being adaptable/flexible, and having high self-efficacy. In this blog I want to tie two of them together; while very different from each other, I believe it’s fair to say that doing one, not only indicates the presence of the other, but also contributes to growing it. Let me clarify.
In many cases it take guts, courage, and confidence to take the initiative to make something happen. To put it another way, people with high self-efficacy would be more likely to step up and take the initiative to make something happen than someone who lacks the confidence and belief in their own abilities to do so.
Back in the 1700s, the term ‘initiative’ was used when referring to someone having “the power to originate something”. Since we are talking in a business context, an appropriate definition would be… “An individual’s action that begins a process, often done without direct managerial influence.”
Taking action, starting a process, not needing managerial influence, originating something…all challenging to do if an individual is low on self-efficacy. Psychologist Albert Bandura defines this as “a personal judgment of how well one can execute courses of action required to deal with prospective situations”. Pulling it all together…if an individual does not have the personal confidence to deal with a given situation, they will be hesitant to take the initiative to begin a process that does not come with managerial direction.
The question then remains, how does one grow their self-efficacy in order to have the confidence to take initiative? I recently came across an article entitled ‘5 Easy Rules to Improve Self-Efficacy’ While I suggest taking time to read the short article, let me give you a quick overview of what the author suggests:
1. Set your goals above your ability: We are talking about stretch goals here. Not impossible ones, but goals that call on your current strengths and require you to flex them beyond what you have already done.
2. Simplify your goals into small pieces: We know this already…bit size chunks, one step at a time, one foot in front of the other, and before you know it…you have reached your goal!
3. The big picture should be your main focus: This seems somewhat opposite to the point mentioned above; however, if we don’t have the big picture in mind, knowing the ‘why’ behind our desire to grow in this area, it is easy to get lost in the quagmire.
5. Take control of your life: (or at least take responsibility for your decisions) “A strong sense of self-efficacy is about the deep belief in your abilities and not about the cockiness of just your self-esteem. Stay humble and open to new ideas and eventually achieve the mastery.” (I love this!)
Self-efficacy is really a mind game. In a previous blog I talked about self-leadership. Part of this is growing in the understanding and utilization of your strengths and emotional intelligence. Bottom line, life is a journey of discovery. Own your mistakes, learn from them, grow your strengths, and lead from that point of confidence. Then, take the initiative to grab hold of the many opportunities that come your way.
In our research, 58% of respondents stated that to be successfully as a remote worker it’s important to be disciplined. We defined discipline as showing a controlled form of behavior or way of working. Respondents agreed that discipline is about the long commitment in the same direction, doing something because it is the right thing to do, not because it felt like it. As I consider the practice of discipline, I’m learning that self-leadership and discipline are closely connected.
Sue Stockdale, a British polar adventurer, athlete and motivational speaker, wrote a insightful article regarding this topic. Her 3 suggestions for becoming more disciplined were:
- Be clear about what’s important
- Imagine yourself at the end point and work backwards
- Short term pain vs. long term gain
Let’s consider self-leadership as being the fuel that enables us to be disciplined, to stay in the game for the long haul. A definition of self-leadership shared in an article by Charles C. Manz is helpful…
A comprehensive self-influence perspective that concerns leading oneself towards performance of naturally motivating tasks as well as managing oneself to do work that must be done but is not naturally motivating.
The question is, how do we develop self-leadership? Here are five practical suggestions:
1. Take time to learn and grow your strengths: I am a strong proponent of knowing our individual strengths , and taking responsibility for growing them. Realizing individual uniqueness and ability is important, as is recognizing that our strengths are most effective when used in collaboration with other’s strengths. If you are serious about discovering your strengths, click here to start the journey.
2. Be aware of, and grow your emotional intelligence (EI): EI measures your ability to recognize and manage emotions in yourself and others. A TedX talk by Ramona Hacker not only explains EI, but provides some great insights regarding how to grow your EI. Also, this free on-line tool will help assess your EI level, and pose questions to walk through some growth steps. The great news about EI is that no matter where you score today, you can grow to new levels!
3. Collaboration: by collaborating with others we are privileged to learn from their expertise. Another benefit of collaborating is having our weak areas and blind spots uncovered; as the Proverb says…“Iron sharpens iron.”
4. User Manual for ‘me’:
Knowing others is intelligence; knowing yourself is true wisdom. Lao Tzu, Chinese Taoist Philosopher.
It’s difficult to grow in self-leadership if you don’t know yourself, or know where to start. On a recent web conference I was introduced to the idea of creating a User Manual on ‘me’ to share with my team or co-workers. It basically summarizes who I am, how I operate, my ideal work environment, what I excel in, and even where I am not so strong. When looking at developing and growing in self-leadership, this is an important tool. In a video produced by Kevin Kruse, the audience is encouraged to create such a manual on a semi-regular basis…perhaps at significant milestones in life.
5. Turn discovery to action: Self-discovery is most valuable when you do something about it. What’s your action plan. How will this learning enable you to lead yourself AND contribute to the growth and success of others? Self-leading cannot be self-serving…it can’t be motivated by a desire for personal power. Rather, the discipline that results from self-leadership should contribute to the greater good of the teams and organizations you are part of.
How do we pull it all together? In a nutshell…know who you are and what you love doing. Consider what motivates you intrinsically and use that knowledge and passion to turn work that is not naturally motivating into something meaningful. Finally, use that motivation as the impetus to inform your disciplined approach to committing to excellence in the long run.
Trustworthiness…growing the competency.
I grew up in Ireland. We lived in a town called Bangor and loved to visit grandparents in Annalong, a small fishing village. What I loved about both places was the location…right on the Irish Sea. I loved the smells, sounds, sights, and yes, the feeling of that sea salt on my lips and skin. Even now, years after immigrating to Canada, every chance I get I head to the ocean. It’s my place of refreshment, rejuvenation, and reflection. However, I have a very healthy respect for the power of the sea and the need for warning signs that both guide sea faring travellers, and bathers. Warnings that can be relied on, depended on, warnings that are constant. I think often of my grandfather sharing how he would stand at the Annalong Harbour watching for my uncle to return home after a fishing trip. At times the waves were so big, vessels would disappear from view, being tossed by the rise and fall of the sea.
For years, before the use of electronic navigational systems, sailors depended on the beacon of a lighthouse to guide them to shore, steering them away from being dashed
against treacherous coastlines and hidden rocks. They knew they could trust the lighthouse, that it was reliable, constant, a lifeline to guide them into the safety of the harbour.
Trust…a ‘thing’ we base a belief on…an action we employ when expecting people to do what they say they will do. Respondents to our research reported that trustworthiness, was a competency critical to success in the remote world. To be sure, trust is critical in all work contexts, but they suggested that in a virtual environment it becomes even more important. Sadly, many people mistake presence for progress.
Trust can be earned, and lost. Many books have been written on the topic; countless articles and blogs tout its’ value. But how do we develop it? How do we preserve it? If lost, how do we earn it back? I would offer the following three simple actions:
- If you say you’re going to do it…do it
- If you didn’t do what you said you’re going to do…own it
- If there are barriers that keep you from doing it, communicate that; once barriers are removed, if possible …do it.
- If you don’t know how to do it, ask for help, then do it
Ok, so not so simple! However, if you want to be a person worthy of trust you need to own it, preserve it, and value it. Are you a trustworthy person? If you’re not sure, ask those you work with, your family and friends, if they view you as a person they can trust. Warning, only ask if you are willing to act on what they tell you!
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In my previous blog I offered suggestions for how individuals could grow in their ability to be self-directed. Being intentional about growing such skills will increase your success as a remote worker, and set you up to answer interview questions related to that important competency. What kind of questions can an interviewer ask if they want to discern the candidates proficiency in being self-directed or self-motivated? Below are some suggestions to get you started, but first, a definition. Because it is important to use the same language when discussing competencies, clarity needs to be provided for this specific context.
Self-directed involves taking responsibility for personal decisions and effectively organizing activities based on intrinsic motivation without pressure from others. Without being self-directed, remote workers stated they might not have what it takes to organize multiple contracts in order to achieve the deliverables identified.
True, this is a great competency to possess when working in a colocated setting, but our research showed that a much higher level of proficiency is required when working in a remote or virtual setting. Let’s not forget that working remote refers to individuals who are not required to physically show up at a specific location on a regular basis.
Back to the interview, the focus is to ask behavioural questions to see how a candidate handled him or herself in the past. While it is always desirable, it is not necessary that they have previously worked remote, but it is important that they can demonstrate transferable skills that will contribute to their future success. While interviewing, don’t hesitate to dig deep with follow-up questions. Sometime the secondary questions are the ones that get you to the most vital information; listening carefully to the answers provided can’t be overstated.
As noted in previous blogs, answers should provide insight into the following:
• Situation/Problem faced
• Action (what they did, how they did it)
• Result/outcome (what was the outcome of the action taken, and was it positive or negative)
- Tell me about a time when a goal was difficult to achieve because of the many barriers before you. How did you address the barriers? (You are looking for answers that will help you discern not only the ability to identify barriers, but will describe the action taken to either overcome, or remove the barriers. Remote work can present more barriers that colocated settings. These barriers are by no means insurmountable, however, a self-directed person will not be put off by them, but will rise to the occasion and eagerly find workable solutions.)
- Tell me about a time when you took the initiate to collaborate with others in order to more effectively accomplish a task. (Listen for an indication that they believe collaboration is important, why it is important, and how working with others can aid in the effective completion of a task. As well, listen for how they chose who to collaborate with. In remote settings, it takes more determination and intentionality to reach out and build a collaborative network.)
- Describe a time when you lacked the drive to accomplish a task. How did you work through the apathy? (Listen for the humility of acknowledging they are not perfect…it’s rare to find someone who has never lacked drive. The important aspect of this question is to learn how they dealt with the inevitable lack of drive, accomplished the task, and moved on. Once more, in a remote setting there may be more distractions that pull the individual away from a task at hand…especially if it’s a task they don’t particularly enjoy.)
- Describe a time when you lacked the necessary information to accomplish a task. What sources did you use to provide the missing information or learn a new skill? (This question is driving at the importance of knowing how to access learning in order to get the job done. Some people simply rely on the person in the next cubicle to provide the answer; however, when working remote, there is no one in the next office. How resourceful are they with self-directed learning?)
- What process do you have to ensure all commitments and deadlines are met? How do you prioritize deliverables and responsibilities? (Self-directed people are pro-active. This question will give you insight into how the individual gets ahead of the game by having process and practices in place to deal with multiple deadlines and deliverables. In remote settings, performance is measured by deliverables, not how many hours a person sits at a desk in any given day…that’s why this is such a key element.)
- What book has had the most impact on your work habits? Describe your learnings. (The books people read tell you a lot about a person. In previous blogs the importance of communication is outlined; reading books is a powerful way to grow this skill. Listening to podcasts for learning is wonderful, but doesn’t contribute to growth in written communication. This question also provides the opportunity to learn if the candidate reads, AND what they choose to read and why…the ‘why’ being key. I have found that reading fiction can contribute to my creativity…many problems can be solved more effectively by putting them aside and focusing on something totally unrelated.)
These suggestions should provide a foundation for developing your interview questions. My next blog will address the topic of how remote workers can grow their trustworthiness, followed by another set of interview questions on the same competency.
Till next time…I would love your feedback and suggestion for further blog topics.
My previous blog focused on the #1 competency revealed in our research regarding competencies for success as a remote worker…COMMUNICATION. In it we discussed how an individual can grow and develop this competency to improve their effectiveness in the remote industry.
This blog, part b, turns our attention to the individuals hiring remote workers. Knowing the competencies for success, it stands to reason that interview questions should be posed to determine if a candidate does indeed possess the specific competencies. This line of questioning takes the form of behavioural questions, based on the premise that past behaviour is an indication of future performance. While this is not a guarantee for successful hiring, it does help the interviewer gain insight into how candidates have handled relevant situations in past work, or volunteer, experiences.
Ideally, answers will provide insight into the following:
• Situation/Problem faced
• Action (what they did, how they did it)
• *Result/outcome (what was the outcome of the action taken, and was it positive or negative)
*It is worth noting that a candidate who is honest about their mistakes demonstrates a level of teachability, self-awareness, and an openness to learn from such outcomes. Sadly, some hiring managers reject candidates whose answers reflect anything less than perfection; on the flip side, some candidates refuse to share anything that may hint at weakness or vulnerability.
The following questions can serve as a foundation to determine if a candidate for remote work can demonstrate competency in the area of communication. That is, do they have the knowledge, skills, and abilities to be successful in a remote role when it comes to effective written and oral communication. As well, do they have the ability to choose appropriate channels and tools to deliver/receive the message?
Each question can serve as the foundation for deeper dives into the communication discussion, based on the particular role or context you are hiring for.
1. Tell me about a time when you were called on to explain a complex concept to someone for whom the concept was new, using only a written format. (Looking for examples of how a candidate took a complex concept and broke it down to its most simple form, without leaving out essential components, and without the benefit of verbal or non-verbal cues.)
2. Tell me about a time when you were required to document the content of a virtual meeting for distribution to those who had been on the call, and those not in attendance. (Looking for examples of how the candidate delivered concise messaging that filtered out the non-essential content, while provided essential information to both attendees and non-attendees.)
3. Tell me about a complex writing report you recently had to prepare.
(Looking for examples of how the candidate is able to clearly express ideas in writing. Look for evidence of gather, organize and presenting information in a logical, concise manner.)
1. Tell me about a recent spoken conversation you were part of that was both effective and satisfying. What made it so? (Looking for the candidates ability to clearly articulate what thy believe to be an effective and satisfying conversation.)
2. Tell me about a time when you were called on to do a presentation on your area of expertise, with very little notice. (Looking for evidence of presentation confidence and the ability to construct an oral presentation in a manner that clearly articulated the message with minimum preparation.)
3. Describe a difficult conversation you recently had with someone who challenged your approach to a certain situation regarding something you were passionate about. What was the outcome? (Looking for an example of active listening combined with the use of oral persuasion.)
Channel & Tools:
1. Tell me about a time when you intentionally chose to communicate a particular message face to face (either virtually or in person) vs written format (i.e. email). Why did you choose this specific method of communication? (Looking for examples of the criteria used to determine the best form or channel of communication for a specific context or message.)
2. What is your favourite text based tool for virtual communication? What do you like most about it? (Looking for evidence of familiarity with virtual communication tools, and reasons for using the tool.)
3. Tell me about the communication tools used in a recent virtual meeting. How did they contribute to or distract from the success of the meeting? (Looking for examples of engagement in virtual meetings and interaction with various meeting platforms.)
Next time we will examine the second most important competency reported on by remote workers…being self-directed or self-motivated.
In our research around what makes remote workers great, 8 key competencies were revealed: communication, self-directed/motivated, trustworthy, disciplined, taking initiative/curiosity, adaptable/flexible, self-efficacy, and empathy. You talked to us about how each contributes to your ability to excel and thrive (and yes, survive) in your work. Great insights were provided on so many levels by those actually working as remote workers.
Since the research has been released, the question ‘what if I’m not great at a certain competency, does that mean I can’t be a remote worker?’ The answer is an unequivocal no! The wonderful thing about competencies is that you can grow and develop when intentionality and focus is applied. The next few blogs will take on a part ‘a’ and ‘b’ format. Part ‘a’ will take a look at a specific competency and provide suggestions on how to develop it. Part ‘b’, following a few days later, will suggest possible interview questions helpful to determine the extent to which a candidate possesses the specific competency.
Let’s start with the one identified as being most critical…communication. When considering this we are talking about verbal, non-verbal, and written forms, as well as discerning the proper channel when communicating a message. The simple question is, “How do I grow my communication skills so that I can be more effective in my role as a remote worker?’ Here are some ideas to get you started:
Written communication (the most important form of communication when working remote):
- Read more…not mind numbing books, but books that challenge your thinking, and stretch your vocabulary. Authors such as Ernest Hemingway, Mark Twain, or Stephen King.
- Make time to learn about the art of writing. A couple of suggestions would be Elements of Style by E.B. White; Draft #4 by John McPhee
- Journal…take time to record your thoughts, and when possible, use good old fashion ink and paper. Actually writing your thoughts causes you to slow down and think more intentionally about what you’re wanting to say without worrying about someone reading your thoughts.
- Check that your writing style is more about clarity and exactness, than beauty and emotion. (To be sure, there is a time for beauty and emotion, but for this situation being clear and concise, rules.)
Oral communication (the spoken word):
According to one study, men speak an average of 7,000 words per day, while women speak an average of 20,000. No derogatory comments allowed! The important point here is that even though we speak, a lot, everyday, we are not necessarily getting any better at communicating. Practice only makes perfect if you are correct in what you are practicing!
- Think about historical persons known for their oratory skills…people like Winston Churchill, Martin Luther King, Socrates, Condoleezza Rice, Cheryl Sandberg, John F Kennedy, Mr. Rogers (yes…Mr. Rogers!). Read their biographies and autobiographies, or watch them speak via recorded videos . What do you notice about the power of their words? What observations can help you speak with more clarity and persuasion?
- Listen more, speak less (your peers, clients, and manager’s will thank you)
Practice brevity. According to tech republic, people have the tendency to make 3 mistakes when communicating: Over explaining, under-preparing, and completely missing the point. The article sums up their advice with:
- Map your message first
- Lead with a headline
- Trim away excess detail
- Finally, ask for feedback. We all have blindspots, ask a trusted peer, family member, or friend to tell you how you are doing with your oral communication…and act on what they say.
Communication Channel (what’s the best way to send a message?)
Without a doubt, the options for how to send a message are many, however, every channel is not appropriate for every message. The following are key considerations that I have found to be most relevant.
1. What is the nature of the message?
2. Is there a need for documentation of the conversation?
3. What supporting technology is available?
4. What is the urgency of the message?
5. Is there a level of confidentiality or secrecy that needs to be preserved?
6. Is there an element of safety that could be compromised through the content of the message?
7. What is the relationship between the sender and the receiver of the message?
Communication Tools (how are you sending a message?)
Finally, the tools you use will either foster rich communication, or hinder it. If your team tends to get lost in email threads or c.c. purgatory, consider messaging apps like Slack, Wire, or Basecamp. If you’re finding your team struggling with empathy towards each other, push for video chat vs audio-only team calls. Invest in good software!
Bottom line? We can all improve our ability to communicate well; via spoken word, written word, and in choosing the proper channel. It takes time, lots of it! But the results are worth it both for personal satisfaction and for personal reputation! Ready to grow?
Do you ever get to the point when you simply need to de-clutter? It could mean de-cluttering your home, your car, your office…or your mind. Throughout the year my mind flips from one course of study prep to the next, from classes to contracts, from strategy to application, from delivery to review. What I long for now is to let my mind be still, to reflect, to let it wander and wonder, and to learn. Actually, I think that perhaps now is the time to develop more than learn.
Have you ever considered what the difference is between training and development? For many years I have used the terms interchangeably, but now realize that while both are vital, they each have their own focus. The way I see the two is that training focuses on the skills I need to do the ‘job’ right now, while development is more about learning new skills and techniques for the future. I love the element of past, present and future that comes into play here; we consider what skills we have used to be successful in the past, tweak them for efficiency in the present, and creatively consider what skills will carry us into the endless possibilities of the future.
This idea of learning and developing took on a new meaning to me when visiting Il Duomo di Firenze in Florence. Do you know that they built the cathedral with the skills they currently had, but counted on the development of new skills to complete the dome? And…history proves their optimism paid off, the result is breathtaking!
As 2018 comes to a close (it’s been a great year!) I find myself looking back on what I have learned from past experiences, reflecting on what I am learning today, and challenging my mind as I prepare for the possibilities of tomorrow.
I really appreciate this quote from philosopher and educator Mortimer J. Adler…
“There is a strange fact about the human mind, a fact that differentiates the mind from the body. The body is limited in ways the mind is not. One sign of this is that the body does not continue indefinitely to grow in strength and develop in skill and grace. By the time most people are 30 years old, their bodies are as good as they will ever be; in fact, many person’s bodies have begun to determinate by that time. But there is no limit to the amount of growth and development that the mind can sustain. The mind does not stop growing at any particular age.”
My current development is around UX Design; I’m taking an on-line course through Interaction Design Foundation and finding my thinking being stretched once again. What are your learning and development plans for 2019?