Executive Coaching Expertise- Dr. Karen Otazo

The great architect Mies van der Rohe famously said that, “God is in the details.” He believed that it’s not the grand designs that really matter, so much as the supposedly unimportant details, and the impact that they have. A true craftsman, he paid attention to the design of his buildings right down to the smallest element.

What is true in architecture can be true for life in general and certainly for life in the workplace. Although people are aware of the bigger picture, and strive for success in it, it is often the apparently inconsequential details of organizational life -- the reactions and remarks of leaders, for example-- that they notice most, as these are the things that really impact upon their working experience. By paying attention to those small ways in which you communicate with others, you can add that extra value that makes people see their job as not just ok, but great. In return, they will show you commitment, positively impacting upon your leadership effectiveness. It only takes a few minutes each day to do those extra things that make the difference.

There are three main ways in which you can have an impact. Most of your followers will welcome being kept informed about (1) what’s happening, (2) what’s coming up and (3) how’re they’re doing. You may think, since you’re aware of most everything, that others will be too, but this is not the case. You need to be explicit about your thoughts and observations. Good communication gives people the sense that management is paying attention to their activity, and encourages them to buy into your plans. It doesn’t have to be planned and, in fact, works best when it is simply on your radar screen all the time. You have loads of opportunities every day.

1.“What’s happening.”
Some things will always be confidential, and it’s important to keep those quiet until you have the go-ahead. However, with those few exceptions, you should try to share as much as possible about the organization’s projects and processes with your team, especially any good news. A weekly e-newsletter can be a good way of keeping people in the know.

Communication becomes even more important at times of uncertainty. Following Hurricane Katrina’s onslaught on the US South, caring leaders reassured employees by circulating information on staff wellbeing, and on assistance measures instigated. Positive stories raise morale. Tell them, for instance, about the CFO who invited 37 survivors and their five dogs to his home!

2. “What’s coming up.”
This is a bit like “coming attractions”. Your team will always appreciate a “heads up” about upcoming new work or important events. Even if the details of an event, for example, are not finalized, you can still give people the guest-list and draft agenda. If they are going to be put on the spot, make them aware of situations they may be placed in or questions they may be asked. “No surprises” is the guideline.

3. “How they’re doing.”
Look for opportunities, private and public, to say good things about your team, and to give them gentle pointers about what they’re not doing so well, and how to do it better. Most employees are eager to know how they’re doing, but don’t want to ask. Regular informal conversations can be the best method. Stop by team members in order to connect with them personally. This high-touch approach - “management by walking around” - makes your employees feel they are seen as real people rather than cogs in the wheel.

Others may say, “Don’t sweat the small stuff.” While it’s important to let go of perfectionism or refrain from obsessing about the details of the work, it is never a waste of time to pay attention to the little things that matter to other people anywhere in your life. Every little bit counts.

This article, written by Tom Johnson, is a great example of “high touch leadership.” Tom Johnson was one of Lyndon B. Johnson's closest aides. He also served as president of CNN
in the '90s and publisher of the Los Angeles Times before that.

One of Lyndon B. Johnson's closest aides explains how the whatever-it-takes Texan would have gotten a health-care reform bill passed through sheer will.

• He would be on the telephone with members and their key staffers constantly: "Your president really needs your vote on this bill."

• He would have a list of every special request every member wanted, from White House tours to appointments to federal jobs and commissions.

• He would make phone calls or have an in-person visit with every member individually or in a group—charts, graphs, coffee. They would get the Johnson Treatment as nobody else could give it.

• He would keep a list of people who support each member financially. He would make a call to each to tell them to get the vote of that representative. (Arthur Krim, Lew Wasserman)

• He would have Billy Graham calling Baptists, Cardinal Cushing calling Catholics, Dr. King calling blacks, [Texas Congressman] Henry Gonzales calling Hispanics, Henry Ford and David Rockefeller calling Republicans.

• He would have speeches written for members for the Congressional Record and hometown newspapers.

• He would use up the White House liquor having nightcaps with the leaders and key votes of BOTH parties.

• Each of them would take home cufflinks, watches, signed photos, and perhaps even a pledge to come raise money for their next reelection

• He would walk around the South Lawn with reporters telling them why this was important to their own families.

• He would send every aide in the White House to see every member of the House and Senate. He would send me to see Senator Richard Russell and Rep. Carl Vinson because I am a Georgian.

• He would call Kay Graham, [CBS president] Frank Stanton, [NBC president] Robert Kintner, and the heads of every network.

• He would do newspaper, radio, and TV interviews. Especially with Merriman Smith, Hugh Sidey, Sid Davis, Forrest Boyd, Ray Scherer, Helen Thomas, Marianne Means, Walter Cronkite, Phil Potter and Bob Novak.