LEADERSHIP CORNER
Pam Chambers a believer in coaching, feedback

Interviewed by Katherine Nichols
Advertiser Staff Writer

Jeff Widener • The Honolulu Advertiser

Title: Founder, Pam Chambers Presentations, empowering others in the art of communication

Experience: Has offered presentation classes in Hawai'i since 1985; started corporate and personal coaching sessions in 1987

Age: 52

Personal profile

• Self portrait: "The first thing I do is make my expectations known in a clear and lighthearted manner." If those expectations aren't met, she addresses the problem immediately. And while collaboration has its place, Chambers believes that "If you want the show to be run the way you want it, run it yourself."

• Favorite books: "How I Found Freedom in an Unfree World," by Harry Browne. "The author is totally clear about his boundaries, and he doesn't allow himself to forget where those boundaries are. So therefore he's not used, he's not manipulated, and he's always acting from a clear state of mind." "Roget's Thesaurus" because "I just think that book is invaluable."

• Favorite Web site: hawaiitrainingsite.com, which features different corporate trainers and their monthly tips.

• Best part of the job: "Working with people who want to change."

• Worst part of the job: "When people are indecisive about whether or not they want training within their company."

• Trademark expression: Just say, "Thank you."

• Most remembered mentor: Stewart Emery, who co-founded Actualizations, a personal and professional development seminar based in San Francisco. Chambers worked for him for four years. "I don't ask him for advice, but I always think of him. He taught me so much."

• Best decision as a leader: Joining Rotary for the opportunity to mingle and get to know other leaders. Plus, Chambers said she benefits "tenfold" when she participates in the group's community-service efforts.

• Worst decision as a leader: "Allowing a human resource director to micromanage how I conducted a series of trainings. It resulted in a partial cancellation and refund on my part. It didn't work." The human resource director watched two of Chambers' sessions and decided they were not identical. Then she made a transcript and instructed Chambers to give the exact same presentation at every meeting, which failed because the groups of company employees were different. Chambers' intuition told her things were turning sour, she said, "but I didn't do what it took to set it right. Now I make it clear that the content will be the same, but how I deliver it is likely to be different based on who's in the audience."

• What I worry about most: Intimidating people with honesty and clarity.

• Most difficult challenge: "Balancing my teaching and coaching efforts with my marketing efforts. I love doing the work, but sometimes I forget that I have to market myself."

• Leadership tip: "You have to give coaching and feedback in a timely manner far more regularly than the annual performance review. A leader should be spending 60 percent of his or her time making sure that coaching and feedback are happening on an ongoing basis. ... And also, walk your talk. You see these mission statements, but you don't always see these leaders walking the talk."

Taking on... Employees arriving late for meetings

Managers want to change this practice, but are reluctant to scold staff. Managers tell Chambers in her coaching seminars that they want to avoid conflict because they don't want to be the subject of gossip and they're worried about singling out an employee. Late arrivals at meetings are a source of frustration for managers who want to be compassionate and well-liked, yet maintain a professional environment.

First, managers should stop viewing professional demands as confrontations and start seeing them as guidance, said Chambers. Allowing people to wander into meetings late is a classic example of "not raising the bar," she said. "In fact, it's letting the bar clatter to the floor by looking the other way."

If a manager says to workers who arrived on time that he will start in a few minutes because he is still waiting for a few people, the message is clear that arriving on time is not valued.

Instead, Chambers recommends managers lead by example. "Begin the meeting at the stated start time and close the door," she said. It will become clear to latecomers that tardiness is not acceptable. But just in case, Chambers tells managers to clarify the requirements at the end of the session by saying, "I noticed that several people arrived late. I need to make it clear that you need to be here on time and the meetings will start on time."

Don't beg or hedge, said Chambers. Make it a simple statement of fact.

Managers who expect promptness must also end meetings on time. Doing so raises their credibility, said Chambers. "We're assuming the workers have appointments and deadlines," she said. "What does it say to them about time management if the leader of the meeting doesn't have any? Leaders have to lead by example."