June 5, 2013 karencatlin

Extreme Helpfulness

The best piece of advice I received when I started managing people? That my job was to make my team successful. Over time, I built on this advice, realizing that I also had to make the teams around me successful. This approach was key to unlocking more leadership responsibility. Let me explain…

At one point in my career, I was the only program manager at my software company, responsible for scheduling and organizing the work needed to create a successful product. Given that I hate reinventing the wheel, I was careful to keep track of what I did, improving how I got the job done with each project we released. When other teams started hiring program managers, I put together a kit of my best practices to help them learn the ropes and be successful. I wasn’t expecting anything in return, but, in hindsight, creating this kit was critical to my career. My personal brand became linked with strong program management, driving consistency across business units, and “dotted line” leadership of people outside my direct team. As a result of helping others, my leadership reputation and responsibilities grew.

While I like to think of myself as a generally helpful person, I’m a novice when compared to Adam Grant, a professor at Wharton. I heard about him from my friend Lise, who pointed me to a NY Times article “Is Giving the Secret to Getting Ahead?” The reporter followed Grant during a typical day, where students sought his advice as he walked across campus, stood in lines outside of his office hours waiting to get a chance to talk to him, and sent him hundreds of emails asking for help or thanking him for something he had done for them.

Adam Grant practices “extreme helpfulness,” giving his time and advice to everyone who asks for it, regardless of how busy he is. He’s truly generous with his time, without expecting anything in return. Does helpfulness pay off for Grant? According to the article, yes.

“For Grant, helping is not the enemy of productivity, a time-sapping diversion from the actual work at hand; it is the mother lode, the motivator that spurs increased productivity and creativity.”

Creating the kit for program managers was my mother lode. After that experience, I wanted to help my co-workers even more. I started mentoring individuals and built teams to help other groups across the company create their software products. Like Grant, helping others increased my productivity and creativity, along the way making me a better leader.

As I think about being a parent and being extremely helpful to my kids, I’m realizing there is an important distinction to make. I never want to do things that prevent my kids from learning the skills they need to move into adulthood. Instead, I want to be extremely helpful in every way that leads to learning, maturing, and “helping them help themselves.” With my teens, I won’t write an email about an internship for them, but I’m happy to review theirs before they press “Send.” As they learn to cook full dinners, I’m in the kitchen to answer their questions, but leaning back from the hands-on work. You get the picture.

This distinction also holds true for helping people at work. As first time managers or more seasoned leaders, we don’t want to do work for our team. We want to help them by setting them up for success.

What do you think of extreme helpfulness, as a leader or as a parent? Please leave a comment; I’d like to hear from you!

–Karen

March 20, 2013 karencatlin

My Lean In Story

A few months ago, the Anita Borg Institute asked me to write a story about a time I chose between fear and leaning in to my career. They wouldn’t tell me why, except that they were working on a confidential project about women leaning in, and that it would be announced in March. Right away, I knew the project was for Sheryl Sandberg’s Lean In movement. And I was thrilled. I wanted to show my support for the movement, and I now had the opportunity.

Here’s the guidance I received for writing my story:

A Lean In Story is a tension point in one’s career that offers two possible outcomes: “leaning in” or “leaning back.” Examples are: asking for a raise and getting it, realizing a need to switch departments and doing it, motivating yourself to reach a difficult work goal, etc.

And here is the structure I should follow:

First-person account that follows a traditional story arc, in 500 words or less.

a) Set the stage – offer a short account of details leading up to the tension point

b) Introduce the tension point – this is typically when fear, vulnerability and doubt appear. Make sure to outline what the paths of leaning in and /or leaning back looked like

c) Decide to lean in or lean back – stories are more likely to be about leaning in but they could also be about leaning back

d) Share the resolution – how did you feel after the decision was made? How did the situation play out?

e) Show the future – how did your decision impact you, both personally and professionally. Share a positive ending about what you learned from the experience. Don’t be afraid to weave in some closing advice or words of wisdom.

While I have dozens of examples of both leaning in and leaning back over my career, I knew immediately which story to tell: when I decided to move from a great part-time job into a full-time role with a lot more responsibility. It wasn’t an easy decision to make, and I wanted to share all the reasons I didn’t think I should lean in, and why I finally did.

You can read my story at http://leanin.org/stories/karen-catlin/. While there, be sure to read some of the other stories. Each one is a pocket of inspiration in 500 words or less.

If you have a story you would like to share, visit the Lean In site and follow the steps to submit your story. I look forward to reading it!

–Karen

November 21, 2012 karencatlin

No Kids? No Promotion!

I heard the most fascinating story over dinner last week. Earlier in her career, a friend of mine worked for a large, successful software company (which has since been acquired by a larger, even more successful software company). A management position opened up on her team, and my friend, who wanted to move into management, applied for it. Unfortunately, things didn’t work out. Afterwards, she heard from a colleague that there were concerns about her ability to manage people because she did not have children. Apparently, this interview team believed parenting skills were an important part of leadership training. Wow.

I’m curious….has anyone else witnessed this kind of bias? I’d like to hear from you.

–Karen

November 19, 2012 karencatlin

When did you learn to drive the tractor?

Photo of a tractor — © Copyright Dave Fergusson and licensed for reuse under this Creative Commons Licence

I don’t know many farmers. But, when I meet someone who was raised on a farm, I like to ask how old they were when they learned to drive the tractor. Turns out it is a significant rite of passage—the day that they felt responsible for their family’s property and were expected to contribute to their family’s income.

Rites of passage take on many forms in different cultures: Bar and Bat Mitzvah rituals, quinceañera celebrations, religious confirmations, graduations, marriage ceremonies, drivers license tests, and so on. All of them mark a significant change, many come with increased responsibility, and they often include a celebration. We prepare our children for the rites of passage that are in keeping with our family’s values, religious traditions, and other cultural norms, and we are so very proud when they reach them.

In the workplace, rites of passage are often tied to promotions, increased responsibility, or changes in responsibility that come with lateral job moves. Just like parents, leaders play an important role in helping employees achieve these milestones. I love this quote by Jack Welch: Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.

However, growing others isn’t just making sure that employees can learn the skills and check off the accomplishments needed for promotion. In the companies I’ve worked for, there have always been more nuanced expectations. For example,

Does this person take initiative?
Do they take appropriate risks?
Do they mentor others?
Do they have what it takes to work with customers?
Do they care about the success of the company?

As leaders, we need to know about these unspoken qualifications and make sure our employees have opportunities to demonstrate them. We need to coach them and ensure that they are prepared for the next steps in their careers. And, just like a proud parent, we should feel a sense of accomplishment when our employees achieve these corporate rites of passage.

I believe that all of us want to make a difference and feel that sense of responsibility that must come with learning to drive a tractor on a farm. What is the equivalent rite of passage in your family? In your organization? What are you doing to help prepare your kids or your employees? I look forward to learning from you.

–Karen

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