| Ben, a high-level leader in a multi-national firm, | | | | consult with Sidney first. It seemed obvious from |
| recently confessed that he felt like a bad father. | | | | the resume that this was the wrong person. |
| That weekend he had messed up his Saturday | | | | Roger rushed off to deal with the top tasks on |
| daddy duties. When he took his son to soccer | | | | his radar screen. In the process, Sidney was hurt |
| practice, Ben stayed for a while to support him. In | | | | and became angry. Roger was taken by surprise |
| the process, though, he forgot to take his | | | | since he thought he had done the right thing, but |
| daughter to her piano lesson. By the time they | | | | he could have seen this coming. |
| got to the piano teacher's house, the next | | | | By focusing only on the tasks at hand and not on |
| student was already playing. This extremely | | | | the people around him, Roger was reigning in one |
| successful businessman felt like a failure. | | | | of his greatest talents - he wasn't letting his gut |
| At work, one of Ben's greatest strengths is | | | | work for him where people were concerned. If |
| keeping his focus no matter what. As a strategic | | | | Roger's direct reports had been on his radar |
| visionary, he keeps his eyes on the ongoing | | | | screen, his gut would have told him that Sidney |
| strategy, the high-profile projects and the | | | | needed more than just a yes-or-no decision right |
| high-level commitments of his group. Even on | | | | now; he needed help making a good hire quickly. |
| weekends Ben spends time on email, reading and | | | | An important question for Roger, and for many |
| writing so he can attend the many meetings in his | | | | leaders, is "How can I make sure key people are |
| busy work schedule. Since he is so good at | | | | on my radar screen as well as the to-do's of my |
| multi-processing in his work environment, he | | | | job?" It's not just the VIPs who should matter to |
| assumed he could do that at home too. | | | | you. You need to keep your team, their |
| But when we talked, Ben was surprised to realize | | | | pressures and their projects, on your radar |
| that he is missing a crucial skill: keeping people on | | | | screen. They need to know you're leading and |
| his radar. Ben is great at holding tasks and | | | | supporting them and not just riding roughshod |
| strategies in the forefront of his mind, but he has | | | | over them to get things done. |
| trouble thinking of people and their priorities in the | | | | Both Ben and Roger are capable and successful |
| same way. To succeed at home, Ben needs to | | | | executives who keep their to-do's and their |
| keep track of his family members' needs in the | | | | commercial goals on their radar screen all the |
| same way he tracks key business commitments. | | | | time. Yet they both find it hard to think of people |
| He also needs to consider what's on their radar | | | | in the same way. |
| screens. | | | | Here are some approaches that helped them get |
| In my field of executive coaching, I keep every | | | | people onto their radar screens without bumping |
| client on my radar screen by holding them in my | | | | off the other big things in their work lives. |
| thinking on a daily and weekly basis. That way, I | | | | Take inventory. Who is slipping under your radar? |
| can ask the right questions and remind them of | | | | Whether the people you need to keep track of |
| what matters in their work lives. No matter what | | | | are family members, direct reports or others, |
| your field is, though, keeping people on your radar | | | | simply taking a head count can help you keep |
| is essential. | | | | them on your screen. |
| Consider Roger, who led a team of gung-ho sales | | | | Write it down. For each person you need to |
| people. His guys and gals loved working with him | | | | track, make a brief list of what you think is on his |
| because his gut instincts were superb. He could | | | | or her radar. Even if you don't remember |
| look at most situations and immediately know | | | | everything you wrote, just writing it out will help |
| how to make them work. His gut was great, | | | | you keep those people and their priorities in mind. |
| almost a sixth sense. | | | | It will also tip you off if there is someone in |
| But when Sidney, one of his team of sales | | | | particular who needs extra attention right now. |
| managers, wanted to move quickly to hire a new | | | | Say it. Before meetings and before making |
| salesperson, Roger was busy. He was managing a | | | | decisions, say out loud what you'd like your |
| new sales campaign and wrangling with marketing | | | | impact to be on other people. This approach puts |
| and headquarters bigwigs on how to position the | | | | your intentions toward people on your radar |
| company's consumer products. Those projects | | | | screen. |
| were the only things on his radar screen. He didn't | | | | Ask others to remind you. At work, your |
| realize that Sidney was counting on hiring | | | | assistants can help you keep track of what's |
| someone fast. | | | | happening with key people. Let them know you |
| Roger reviewed the paperwork for the new hire. | | | | want people -- not just tasks -- to be on your |
| It was apparent to Roger that the prospective | | | | radar. That will empower your assistants to |
| recruit didn't have the right background for the | | | | remind you, in a low-key way, when some of |
| role. He was too green in his experience with the | | | | your priorities have slipped off the screen. At |
| senior people he'd be exposed to in the job. | | | | home, try asking family members to leave you |
| Roger saw that there would be political hassles | | | | notes in writing when they need to get something |
| down the road which would stymie someone | | | | on your radar. That will help you remember and |
| without enough political savvy or experience with | | | | will also help your family members articulate their |
| other parts of the organization. He wanted an | | | | needs and what's important to them. |
| insider or a seasoned outside hire with great | | | | Take just a little time each day, consistently, to |
| political skills. | | | | put key people on your radar screen. It's worth a |
| To get the issue off his radar screen quickly, | | | | five-ten minute personal update to determine |
| Roger told Human Resources to give the potential | | | | what's on their radar screens so you don't miss |
| recruit a rejection letter. In his haste, he didn't | | | | out or mess up. The effort will be well worth it. |