So, Who Is Really Leading Your Team?

Here's the deal - Somebody is leading your team.  It's human nature really.  In any group, even kids on a playground, a leader emerges.  It may be the bully or it may be the "smart kid" or it may be the "athlete" but a leader generally emerges.  It may be the designated leader or it may be someone else entirely.  And it could even be a collaborative effort.  


Let's fast forward from the playground to your office.  If you aren't leading, someone else is.  Again, it may be the bully, it may be the Union plant chair, it may be the most negative person in your group, it may be the most "entitled" person in your group, or hey, it might be you.  


It would be a good idea to find out who is really the leader.  I mean, who is the person who doesn't necessarily have the title but everyone listens to.  And if it's not you, are you okay with the person that is leading the team (maybe they are a potential successor and/or a very positive influence)?  If not, it's time for you to get some help.  Talk to your HR person, do some research (this blog is a good place to start), and ask some questions.  Just remember, someone is leading your team.  If you choose not to, someone else will step up to the task.  

What Do Employees Really Want?

"I give you a paycheck.  What more do you want?"

Well, that's one way to approach leadership and employee morale, albeit maybe not the best.  And it might even work for those employees that no other employers want or who don't have the confidence to look elsewhere.  But if we are talking about the employees you don't want to lose, how about we try a few different alternatives?


The answer to the question in the heading is "it depends."  Unfortunately, there is not a one size fits all approach to keeping good employees.  That's where you need to pay attention and ask a few questions.  All people are different.  Assuming their basic monetary needs are being met, the rest of what drives them and/or keeps them depends on what stage in life they currently are in and what motivates them (i.e. family time, play time, more in their 401K, learning opportunities, or a bigger title).  Believe me when I say "more money is not the be all, end all to keeping employees."


Alternative #1
Show people on a daily basis that they are valued, respected, and heard.  


"How do I do this?" you ask.


Tell them you appreciate how hard they worked on their project.  Put your cell phone down when they call and make eye contact with them.  Don't interrupt them when they speak to you.  Tell them they are an important part of the team. Think about how it would feel if you were valued, respected, and heard and demonstrate those behaviors.  


Alternative #2
Ask them what inspires and motivates them and then do everything in your power to provide opportunities for them.


Alternative #3
Treat them like grown ups with a brain.  


There is nothing more demoralizing than to have a college education and then be told to sort pencils for the day.   This is not motivating.  It's a waste of your company's money, the employee's talent, and what's the point really?


Well, that's a start.  Really, don't all people just want to be appreciated?

Culture Matters

I was talking to a friend of mine recently who has by all outside standards, a good job.  It pays well for the work performed, excellent benefit package, nice people, and although like most leadership jobs, it can drive a person crazy at times, overall, there really isn't much to complain about.  However, this person, who is an excellent employee, does not have any desire to stay with this employer.  No, this isn't your run of the mill Boomer or Gen Xer that is never satisfied with what they have.  This is a loyal employee, a person looking for their "forever home" so to speak.  I was intrigued so I asked more.


I asked "Hmmmm, why would you leave?"


"The culture.  The atmosphere.  The priorities of the leadership team. The priorities of the company."


Right,wrong, or indifferent, the leadership team of this organization demonstrated behaviors that were competitive, politically driven (instead of doing the right thing doing what was politically acceptable), and archaic (1950's approach).  This was the culture of the company.  It was the brand.  It's unfortunate this company will lose a very valuable employee because the good employees are confident enough to go someplace where they will be valued and respected.  

What culture are you driving in your department and organization? 

Is it a culture that cares about it's people and wants to see them happy and enjoying their work?  Or is it a culture of fear, politics, and cut-throat behaviors because the only way to get ahead is by tearing others down? 


If you want the best employees, your culture has to represent an environment where those employees can thrive.  


Culture does matter.  

Taking Small Steps to Become More Adaptable to Change

Change is not the exception anymore, it is a fact of life - especially given our economy and business environment.  That being said, change is still as scary as it ever was.  Some people are more adaptable to change than others but most people seem to like routines.  In this post I'm including a few simple steps you can take to help yourself and your team members become more adaptable to change in the workplace.


1.  Change normal routines such as the time of your staff meeting, what time you come in the office, when you respond to emails and voicemails, taking the stairs instead of the elevators.  Some people have such defined routines they know exactly what they are having for lunch each day.  
2.  Have a team contest and have each person volunteer what they did different in the past week during the staff meeting.  Have a prize for whoever is voted the "Greatest Change Initiator."
3.  Take a different route to work - use different streets.
4.  Park in a different location.  
5.  Celebrate team successes in adapting to change.
6.  Openly discuss how change feels and why we resist it. 
7.  Find some great change quotes and post them within your work area.  Better yet, encourage your team to find some good quotes and put them up to help inspire the team.  
8.  Have a frank discussion regarding what things could change in your department to make you even better.  This will get people thinking of the positive influence of change.  
9.  Discuss times in history where a change effort made a significant positive influence on our history.  
10.  I love the quote by Gandi - "Be the Change You want to see in the World." It starts with you, the leader.  Be the change you want to see in your team.  Get that accomplished and then you can take on the world : ).


Mari

Leadership is a Journey

Although this blog and many others like it are full of information regarding how to be a better leader, the reality is, leadership is a journey.  Like life, your leadership experience will be your journey, uniquely yours and it will not mirror anyone else.  You can read tips and tools that may help you along your journey (much like a map) but this is your journey, your experience, and it's your responsibility to learn and grow, and experience your unique journey.  

This may sound cliche but in a way it gives you a bit of freedom to explore and experience in the way that works best for you.  

If you are a new leader, you are just beginning your journey.  If you have managed the same 10 people for the past 15 years, you are in a different place than the person with 15 years experience that has dealt with acquisitions, buy outs, turnover, and complicated employee issues.  Regardless of where you are on the journey, there is opportunity to learn, grow, and be a better leader.  To a certain extent you get to pick the side roads and how fast your car goes on your journey.  You probably don't get to pick the random animals that run across the street (i.e. obstacles) and car trouble you may endure.  

Each day, as you arise, remember, this is your leadership journey, and journey unique to your life and experiences.  And do your best to enjoy the journey.  

Inspirational Quotes on Change

When it comes to dealing with change, it is really more the rule these days than the exception.  Yet, people still struggle with change.  We are human after all - we like to know what to expect.  Change shakes things up and consequently often shakes us up in the process.  Here are a few quotes I like that might help you through your own personal and professional changes.  

Change is the law of life. And those who look only to the past or present are certain to miss the future.

John F. Kennedy

This explains change in the workplace: 
“All great changes are preceded by chaos.” -Deepak Chopra

If you don't like something, change it. If you can't change it, change your attitude.

Maya Angelou

Your life does not get better by chance, it gets better by change.” –Jim Rohn

We can change our lives. We can do, have, and be exactly what we wish.

Tony Robbins

And my personal favorite . . . .

You must be the change you wish to see in the world.

Mahatma Gandhi

Some Important Thoughts on the Importance of Communication

Bad human communication leaves us less room to grow.

- Rowan D. Williams

“Don't use words too big for the subject. Don't say infinitely when you mean very; otherwise you'll have no word left when you want to talk about something really infinite.” 
― C.S. Lewis

“Constantly talking isn't necessarily communicating.” 

― Charlie Kaufman

“Stephen Covey, in his book The 8th Habit, decribes a poll of 23,000 employees drawn from a number of companies and industries. He reports the poll's findings: 


* Only 37 percent said they have a clear understanding of what their organization is trying to achieve and why 
* Only one in five was enthusiastic about their team's and their organization's goals
* Only one in five said they had a clear "line of sight" between their tasks and their team's and organization's goals 
* Only 15 percent felt that their organization fully enables them to execute key goals 
* Only 20 percent fully trusted the organization they work for 


Then, Covey superimposes a very human metaphor over the statistics. He says, "If, say, a soccer team had these same scores, only 4 of the 11 players on the field would know which goal is theirs. Only 2 of the 11 would care. Only 2 of the 11 would know what position they play and know exactly what they are supposed to do. And all but 2 players would, in some way, be competing against their own team members rather than the opponent.” 
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

Some Quotes For You Leaders

Today is Good Friday, a holiday weekend, and the last weekend I get to spend with my daughter before she moves to Hawaii.  I know given the circumstances, my readers will give me grace for any lack of creativity and brevity that may occur over the next week.  Today, I give you all inspirational quotes that are as much for me as for each of you.


Perseverance is not a long race; it is many short races one after another." - Walter Elliott


He who gains a victory over other men is strong; but he who gains a victory over himself is all powerful. - Lao Tzu


It's not that I'm so smart, it's just that I stay with problems longer. - Albert Einstein

Have a wonderful Easter weekend with your families!

Mari

What Leading with Integrity Looks Like

There is a leader on my mind today that I respect greatly because their integrity never waivers.  One would think this would be the case with all leaders and unfortunately that isn't the case.  I could write three pages on integrity that you may or may not find interesting but let me just tell you what this person does and doesn't do (i.e. specific behaviors demonstrated) that make them a person of integrity.

• Not only would they not be involved in gossiping, they wouldn't allow others to do it in front of them.  
• Trustworthy without a doubt.  You could trust them with your life.
• Loyal to the employees as well as the company.
• Love their family immensely and it shows.
• Strive to do the right thing each and every moment of each and every day. 
• Says "I'm sorry" when they make a mistake, misunderstand a situation, or inadvertently cause hardship or pain on another.
• Has empathy for others.
• When they stand up in front of the team and make a commitment you can trust they are telling the truth. 
• Goal is to remove the barriers so the team can be successful.
• Consistently seeks to do the very best job they can do on a daily basis.
• Consistently strives to be the very best human being they can be on a daily basis.
• Gives freely - their time, their energy, their ideas, and their best effort. 
• Knows what they believe in and others know as well.
• Do not tolerate from the team members acts counter to working with integrity.  
• Wake up each day with a heart for doing the right thing - what is the best option for all parties involved.  Everyone may not agree with the decisions but they never doubt their motives.  

Is this how others would describe you?

Do You Truly Believe You Can Succeed?

I've had a difficult time focusing on writing my blog this weekend as I've been consumed by the National Championships Basketball game.  Living in Lawrence, KS and being a fan of KU, it has been a somewhat dramatic weekend.  So, today's blog post stems from interviews I've watched of the team members and coach and how we can apply their lessons in the business world.  


Nobody is more shocked that KU is playing in the National Championships than the KU fans.  All year they have been doubted by the media and this has been labeled as a "rebuilding year."  There were no expectations they would make it this far.  What's the secret?  Of course, they are a great team and have a great coach, there is no denying that.  When I analyze interviews however, I see two other qualities that differentiate them and could have a great deal to do with their success.  


They believe they are good.  It may sound arrogant but it doesn't come across that way.  They don't act like they are better than everyone else but they believe they are capable of winning.  There is a big difference between being arrogant and being confident.  They believe they can make the shots.  Over and over again you hear them say "we have confidence . . . " They take responsibility for their mistakes quickly and easily AND (critical component coming up) they learn from them and adjust accordingly.  


The other key component I see from the KU team is complete respect and confidence in their coach (i.e. leader).  They trust him, they protect him, and they have no problem making comments such as "That's all on Coach Self, he's brilliant . . . (Tyshawn Taylor)."


As a leader, here are some thoughts to consider:
1. Are your team members playing as a team?  Are they looking out for each other and focused on a common team goal or is every man out for himself?
2.  Do they trust you?  If not, why?  Have you demonstrated your ability to help them succeed?
3.  Does your team believe they can win?  And what are you doing to instill that confidence in them?

Ummm, Excuse Me, I Think I'm the Customer

The title of this blog may lead one to believe it will be about retail business and/or customer service.  It is about customer service but the focus is on the "internal customer."  Unfortunately, many internal customers are being treated badly on a daily basis.  They are ignored and bullied by the very people who are expected to provide them a service.  Let's hope you aren't one of those people.  Anytime the term "customer" is used in this post, fill in the blank with "internal customer."

It is astounding that so many people don't understand who their customer is and/or how to treat a customer in the work place. Let me provide a few examples.  If you are an HR professional, your customer is likely the leadership team.  You are providing services and are an advocate for employees however, your customer is likely (depending on your business model) the leader.  If you are in manufacturing, your customer is the next stage in the assembly line.  It's very important to understand this and I'll use a simple analogy we can all relate to.

If I work at an electronics store and a 14 year old boy comes in with his mother to purchase a new laptop for the boy, it would be easy for me to think the 14 year old boy is the customer.  After all, the laptop is for the boy, he is telling me what he wants and requires in his device.  However, a critical component to this sale is the mother - she is likely paying the bill.  If I ignore her requests and needs, I will not make the sale.  If I talk down to her because she doesn't have any idea about RAM, DRAM, LOL, LMAO, I will lose the sale.  So, who is the customer in this case? Yep, mommy.

Now, let's take that back to the workplace.  If you don't clearly understand who your internal customers are, you will fail miserably in building sustaining relationships, gaining buy in, and reaching resolutions in conflicts.  If you mistakenly believe you are in a power struggle and don't treat the customer like a customer (more on that in a minute), you will quickly lose trust, respect, and business.  People will go out of their way to avoid you.  

So, what does customer service look like in the work place?  First, let's start with what it doesn't look like.  Some people mistakenly believe good customer service means you always give the customer what they want.  I disagree.  Slightly.  I say, you give the customer what they want within the scope of the services you can ethically, morally, and legally offer.  Being an HR person, I have to be very careful here.  Analogy again.  If you go into a Pizza place and say "I'd like a steak with a baked potato and side of steamed asparagus"  I guarantee they will very nicely send you down the road to a more appropriate location for your needs.  We shouldn't try to deliver something outside of our scope of expertise.  And we shouldn't compromise our integrity to provide a service either.  As a training professional I have many times been asked to provide a sub-par product for the sake of time or because someone thinks a Power Point equals" training.  This would be like asking a surgeon to only take out half the tumor because you don't want to lay on the table any longer.  

Here is what customer service looks like in the workplace:

• Friendly, cordial, kind
• Ethically, Morally, and Legally appropriate service (do I really need to elaborate on this any more?)
• The customers needs come first (not your time demands or personal opinions and desires.)
• Collaborative
• Customers are treated as welcome guests and the reason for your existence (not another person that wants your time)
• Customers' ideas are welcome and encouraged
• They feel listened to and respected when they leave
• Their time is valued 
• Promises are kept (projects delivered on time, calls returned)
• They walk away from a meeting with you feeling important, valuable, and like they can't wait to see you again.

The bottom line is, think about how you like to be treated as a customer, make sure you clearly understand who your internal customers are, and strive each day (no matter how difficult your customers may be), to provide the most outstanding service possible.

Mari

Are You Letting a Gentle Wave Turn Into a Tsunami?

I find that when people (myself included) don't like to do something, they have a tendency to put it off.  And sometimes putting it off means you continue to put it off, and put it off, and put it off, until one day what started as a minor thing to take care of has now become this giant tsunami that you have no idea how to handle.  It's out of control and wreaking havoc on the rest of the world (or at least the department).  This is how it often goes when dealing with employee issues.  

  

We put it off in hopes it will either get better all by itself or it won't be such a problem anymore.  We put up having a five minute conversation with someone to let them know what needs to be handled differently and we wait until we can't ignore anymore due to the devastation and destruction on the rest of the team.  

I'm here to tell you, handle it now rather than later.  It's not likely to get better all by itself.  Mary isn't going to wake up one day and realize she is rude on the phone and Bill isn't going to suddenly quit wasting time.  Have the five minute conversation, set your expectations, hold them accountable and get on with your day.  I can almost guarantee the problem will only get bigger with time.  

How Bad Leaders Impact An Organization

Yesterday I wrote about the impact good leaders can have on not only a work experience but a life.  Unfortunately, bad leaders can also impact lives and organizations.  


Maybe bad leaders are not bad people but just bad leaders.  I'm not sure which is the case but I do know they also impact people's lives.  I'm going to provide a run down of types of bad leaders and then briefly discuss their impact.  This list is not at all intended to be all-inclusive and I'd be happy to hear your additions to the list.  


1.  The Screamer
2.  The "I didn't plan so you need to pay"
3.  The Game player
4.  The Hawk
5.  Mr./Mrs. Invisible
6.  Mr/Mrs. Arrogant aka "Do As I Say Because I'm The Boss"
7.  Mr./Mrs. Incompetent
8.  Mr./Mrs. Rogers
9.  The Drill Sergeant
                     


Some of the labels I've provided are a bit harsh but you all know it's true.  And the impact of each is pretty similar.  Many of us have worked for leaders that obviously have no idea what they are doing and don't even realize they need help (Incompetent).  These leaders make our lives miserable because they can't help us.  


Mr./Mrs. Rogers wants to be everyone's friend so they get involved in gossip, give you information about your peers that you shouldn't know, and generally try to be your friend instead of your leader.  This makes it very difficult for them to provide you honest feedback that will allow you to grow and flourish to the next level.


The Screamer and Drill Sergeant are self-explanatory and I only hope you aren't enduring this person right now.  Worse yet, I hope you aren't this person (unless of course, you actually happen to be a drill sergeant).  


The Hawk is the micro-manager that believes the only way people will work is if you hover over them.  


And the Game Player . . . my personal favorite - NOT.  This is the person that likes to play head games with people.  They give mixed messages just to see what you'll do with it.  These people like to instigate drama for some odd reason.  And as an employee, you never know where you stand with them.  


The impact of each of these personalities are fairly easy to guess.  The impact is first realized in lost productivity, unhappiness, disgruntled employees, people missing work because they can't stand to be there, and general low morale.  Ultimately, good employees leave the organization because they can't stand working for the "bad leader."  And finally, after much too much time has passed and damage has occurred, the leader is counseled and/or realizes there is a problem.  That's the obvious impact.  Let's talk about the behind the scenes impact.  


These people destroy lives as well as businesses.  Employees go home stressed and wanting to quit their jobs.  They yell at spouses and kids.  They drink too much.  The environment at work impacts them personally - emotionally and physically.  It creates a chain reaction.  


And why am I telling you this?  Make sure you are NOT one of these leaders.  


Mari  


  

Dealing with the Employee that Doesn't Listen

There are many types of employee issues at work.  One issue that is very frustrating to leaders is the employee that doesn't listen - to instructions, at staff meetings, to the customer, and to you.  These are the people that seem to hear just part of the message and sometimes they are such master manipulators that they have you wondering if you really said what you think you said.  These also tend to be the people that hear just enough to do damage.


Rather than beating yourself up all the time thinking you obviously are not a good communicator.  

Or resorting to treating them like a grade-schooler with comments such as "Do you have your listening ears on?" try a few of these steps when dealing with a poor listener.  Actually, these steps are just good routines to get into anyway.


1.  Verbally communicate very directly with this person, especially when providing instructions.


2.  Ask them to repeat back to you their understanding of what you just discussed.  


3.  Clarify anything they didn't include when repeating back to you.


4.  Follow up with an email that clearly articulates what your discussion was about including specific steps and deadlines.   


5.  Hold them accountable.  Print the email and have it in front of you at your next meeting.  Whatever you do, make sure you save the email.  


Here is an example of an "after the conversation" email below.


Joe, 


As we discussed today your assignment is to merge the three current sales reports into one report.  The new report should include all of the date that is currently in the three separate reports. After creating the new report, I'd like to review it before you start on the next step of creating charts to visually display the data.  The combined report should be ready for my review by Thursday, March 2.  


When we met today you verbalized that you understood the tasks and instructions.  If something has changed or you have questions about this assignment, please let me know immediately.  I will set up a brief meeting for us twice a week to review your progress and answer questions.  Our first meeting will be Monday, February 15.


Your Supervisor

"There are people who, instead of listening to what is being said to them, are already listening to what they are going to say themselves."

— Albert Guinon

At least with written documentation you won't think you are crazy and you have eliminated the "I didn't understand" excuse.  If necessary you can print it and use it with the employee in your next meeting.  


This doesn't mean you should have to write down everything you say to this person.  Steps 1-3 will work for daily conversation and after a while they will get tired of having to tell you what you said.  At the minimum you can feel good about your communication.  And if it doesn't get better, see my blog post on dealing with performance issues.  


Good luck and be sure to put your listening ears on today : )


Mari

What Is Your Motivation To Lead?

Many people accept management positions because it's the next logical promotional step for them.  Even more often than that, some amazing individual contributors get "talked into" becoming a leader of people.  If you want to be a good leader of people, you first need to analyze why you lead.  What is your motivation to lead people?  If it's based on a monetary want or positional power, it will be short lived and no matter how many books or blogs you read, you will never be a great leader.  You will hate it at some point and that will show.  Who wants to follow someone that hates what they are doing?

Manager's are people who do things right, while leaders are people who do the right thing.

-Warren Bennis, Ph.D. "On Becoming A Leader"

As is the case with employees and their motivation to work, a leader must look inside at their own motivation to lead.  

• Is leadership a calling for you or a job?  
• Do you actually enjoy having the opportunity to direct, guide, and develop others or do you think, "Geez, I have to develop them too?!"

The bottom line is, if your heart isn't in it, you will never master it.  

There are times in every leader's career when they go through a slump, a burn out, a period of questioning and wondering what they are doing.  All the politics and meetings can periodically overshadow what we are really there to accomplish.  This is normal.  And if you are going through a period like this, take the time to figure out what part of leading gives you joy and do more of it. 


But for some of you, this isn't a slump, it's your life.  You drag yourself out of bed each day and go through the motions but everyone knows your heart isn't in it and maybe never has been.  It's not a sign of weakness to admit you no longer love what you do - it's actually a sign of great courage.  Think of the impact you are having on so many people.  Don't your employees deserve a leader that actually wants to be leading them?  


So, why do you lead? Have you ever taken a good look in the mirror and honestly answered the question?  Maybe it's time you did.

Do You Have The Confidence to Lead?

In case you haven't figured this out yet, being a leader is not for the faint at heart.  Every day, often many times a day, your viewpoints, ideas, and approach will be challenged, criticized, and discussed by others.  You'll attend training classes that will tell you the way you've been managing people for the past 20 years is all wrong. Employees will complain that you don't know what you are doing.  You may or may not be liked.  Kind of makes you wonder why you signed up for this gig, huh?

Because you're a leader, that's why!  It's your destiny, your calling, you can't help it, it's part of who you are.  You were made for this! 

"A leader does not deserve the name unless he is willing occasionally to stand alone."

-Henry Kissinger

Is Your Confidence Showing?
Let's not confuse confidence with arrogance.  Arrogance is "I know it all and there is nothing you could possibly say or do that would be better than what I am already saying and doing."  Confidence is "My gut (experience, intuition) says this is where we need to go.  I'm open to suggestions on how to get there."


How could an employee, team, student, spouse, child ever entertain the idea of following you if you waffle on your decisions on a daily (hourly, minute) basis?  If you don't appear confident in your own decisions, how can others possibly have confidence in you?  


As leaders sometimes, maybe even oftentimes, we have to make tough decisions rather quickly. You can't second guess yourself.  And contrary to popular belief, making no decision is still making a decision (just not a very good one).  And acknowledging when you have made a wrong decision is the greatest trademark a leader can have.  


Confidence  Does NOT Mean You No Longer Should Learn and Grow.
In the first paragraph I mentioned how you will take training courses that tell you to do everything different.  I am a huge advocate of training, learning, and growing.  Anyone that knows me very well at all will tell you that about me.  A leader has to take all the information available (including this blog) and discern what will work best for them.  That doesn't mean you have an "out" and can now say "my way is the best way" (see arrogance above).  But it does mean you can constantly learn from your own experiences as well as the experiences of others.  You can try different approaches.  You can read material and do a gut check as to whether or not it will work in your environment with your personality.  As I have often heard said, "if your not growing, your dying.  


Parting Thought
Stand tall and even if your supervisor is questioning you, have the confidence to stand up for what you believe.  If you want others to follow you, give them a reason to do so.  Know in your heart that even when it seems like everyone is challenging you, that doesn't necessarily mean you are crazy, it could mean they are averse to change.  Be willing to hear feedback but don't let it interfere with what you know is the right thing to do.  


Have the confidence to lead and others will gladly follow.  


Mari




  

You Know, A Little Empathy Could Go A Long Way

Yesterday I was working with a couple of leaders and we were discussing what goes wrong during a change effort.  I provided an example of another company I had worked with that had acquired a new company and I was helping to integrate the employees into the new company.

As you can imagine, the employees of this company had a lot of fear, angst, concern, and apprehension about this acquisition.  Overall, they were happy because they were being purchased by a larger, more profitable company.  But of course, they were also fearful.  Other than the obvious, "Oh my gosh, everything is going to change" some of their other concerns included:

• Will I have a job?
• Will my job be vastly different than it is now?
• Will I have to move my family to a new location?
• Will I have a new boss?
• Will my new boss be a jerk?
• If my insurance changes, will I still be able to buy the medicine for my chronically ill child?
• Will they be flexible regarding my family commitments?

 

You get the picture.  The list is very long and varies according to the employee.  The bottom line is they are scared and need reassurance.  And a one time meeting where you provide reassurance isn't enough.  Trust takes time and basically, you are asking these employees to trust an entirely new organization and all the leaders within it.  

Implementing Change on a Micro Level
Let's translate this into a change effort you are implementing - regardless of how big or how small.  When it comes to implementing change, the same fears resurface that I listed above (well, maybe not the insurance fear).  Whatever new software, process, or leader change you are making brings up all those fears listed.  This is where a little empathy (and communication) can go a long way.  Put yourself in their shoes.  Try to imagine what they might be feeling.  And then address those fears head on as best you can.  Don't wait for them to ask you if they are going to lose their job or if the implementation will not allow them to attend a soccer game.  Open up the lines of communication.  And let me give you a couple of tips.

• Never, never, never say "I know just how you feel."  You don't.  Unless you are exactly in the same stage of life with them, dealing with the exact same issues at both home and work, and have the exact same past experiences that you are drawing from, you don't know how they feel and insulting to them to say you do.  Instead say something to like "I can imagine this must be very stressful and concerning for you.  Help me understand how I can help you feel better about this."
• Implement an Open Door policy.  For some reason, during change efforts, there are a lot more closed door meetings.  This causes even more fear.  Make sure your employees know they can come and talk to you about any concerns they have during or after the change.  And make yourself available more.  
• Tell them what you know.  Knowledge is power.  People hate change because they feel powerless.  Give them as much power as possible by telling them everything you can tell them about the change.  I understand you can't often share everything but share everything you can share.  
• Communicate more.  Remember, people need more reassurance during a change.  This isn't a one time communication.  Have more staff meetings, more Q&A questions.  Too often, people shut down the communication during change and that just encourages rumors and unnecessary fear.  
• Most importantly, empathize with their fears.  Take the time to listen and really hear what they are saying.  Address the fears you can.  Sometimes just listening is all they need.  I know it takes time but it is time well spent.  We are human being and have human emotions.  Don't lose sight of this fact.

Having a little empathy can take you a long way in building trust as a leader.  Try implementing some of these tips and I guarantee it will help.

Mari

Are You A Trustworthy Leader?

Leaders often struggle with trusting their subordinates and sometimes that lack of trust is warranted.  However, today's blog is all about you and whether or not you can be trusted as a leader.  

Once placed in a leadership position some leaders take the approach of "I'm the boss, you have to do what I say."  And then they wonder why employees don't actively get on board when they launch a new initiative.  Or why people seem to be sabotaging their efforts.  Or why there doesn't  seem to be any sense of loyalty in the organization.  

If there is one thing I've learned in my rather short life, it is that in order for people to follow you, they have to trust you.  Leadership is all about "leading" which would imply people want to follow.  But are they?  Are they following because they trust you or because they have to.  If it's the latter, you won't ever have loyalty.  Today, I want you to think about the answers to a few questions only you can answer and the impact those answers have on the level of trust others have in you.

1.  Do you do what you say you are going to do?  If you tell someone you will send them something, do you?  If you promise to schedule a meeting about XYZ topic, do you?  If you tell someone you will revisit a topic at a later date, do you?  

2.  Do you practice what you preach?  If you expect others to be on time for meetings, are you?  If you expect others to meet their deadlines, do you?  If you expect others to continually learn and grow as leaders, are you doing the same?

3.  Do you keep confidences?  Do your employees feel like they can come to you and you will do everything in your power to help them?  Do you only share information on a need to know basis?

4.  Can your employees trust that every decision you make each day is in their best interest as well as the company?  In a nut shell, can they have the confidence that you have their back?

By starting with a focus on the above questions and ensuring your actions are trustworthy on a daily basis, you'll gain more trust.  Remember, once you lose trust it is very hard to build it back up.  It's not impossible but it does take a candid apology and a change in behavior.  If you want your team to follow you, make sure they trust you.  And if you don't know what it would take to gain their trust, ask them.  

Mari

Leaders, Are You Working Yourself Out of A Job?

Before I get to the meat of this blog, let's level set and make sure we understand your role in developing others.

I believe, as a leader, you should always be working yourself out of a job.

Probably lost a few readers with that comment but oh well, if you are sticking it out and still reading, let me explain.  Leadership, at it's very foundation, requires the ability to lead, guide, and direct.  You are no longer responsible for "getting things done" alone.  You are responsible for getting things accomplished through a team.    One of the biggest challenges leaders have is the transition from doing everything to teaching and empowering others to accomplish greatness.   The only way this can happen is through development.  

Wouldn't it be nice to take a vacation without your blackberry or laptop?  Wouldn't it be amazing to have the confidence that your team can handle virtually any situation while you are out of town on business for a few days?  

Leadership is not about control, it's about letting go and empowering others to learn, grow, and develop.  And most of the time that learning and growing includes a few mistakes.  


As I've mentioned in other blog posts, if you are so good that you do actually work yourself out of a job - never fear because your skill set will be in high demand within the organization and industry.  There aren't enough leaders that actually lead others to greatness yet it's what every organization aspires for in their leaders.  


Let's jump into some quick tips on how to accomplish this feat.


Develop Yourself First
It always starts with you.  It's kind of like how the flight attendant says "In case of loss of cabin pressure, put the oxygen mask on yourself before helping others."  Remember, you are the leader and are responsible for setting the example.  Reading blogs like this is one way to develop yourself.  Here is are a few more suggestions.

• Ask your supervisor for direct and honest feedback (and be prepared and open to accepting it).
• Ask your team members for direct and honest feedback.  
• How can I help you to become the best you can be?
• What could I do to help our team accomplish this goal?
• What should I do more of/less of?
• Read (or listen to) books on leadership, development, delegation, motivating, change management.
• Attend training sessions your organization provides or seek out relevant public seminars.  
• Ask your peers for specific feedback.  Specific is a key word here.

Developing Others
Now that you are working on your own development, let's talk about some quick tips to help your team.  

• Be visible and provide immediate feedback regarding behaviors and actions.  This includes both positive and corrective feedback.  The best way to develop and learn is not by taking a class.  It's by doing and getting real time feedback regarding performance and behaviors.  
• Delegate - give them an opportunity to make mistakes and when those mistakes happen, turn them into learning experiences instead of mass fear.  "What could we have done differently?"  "How do you think you did with that project?"  
• Ask team members about their passion and find a way to incorporate it into their daily work.  I have a great story on this.  Years ago I worked for a leader that asked me this question.  I told her one day I wanted to be an independent consultant.  From then on, she found a way to integrate that into my work.  When I had a problem situation she would ask "If you were a consultant, what would your recommendation be regarding this issue?"  It was genius and my passion for my work increased ten fold.
• Care.  Care about their future, their development, and their goals and make sure they see that you care.  
• Expect them to care.  There is nothing wrong with telling them that you are willing to help them get where they want to be but you expect them to care enough to do the work to get there.
• Narrow the focus.  It's much more difficult for someone to work on 10 things this year than one or two.  Figure out the two big development opportunities that will have the greatest impact and keep the focus on those two skills/competencies.  

This of course is not all-inclusive.  It's a blog post, not a book on development.  Come back to find more on this topic in future weeks and if you have a specific issue you are dealing with please, leave your question below and let's get you some feedback.

Mari

Tebow as a Leader

I have to admit right up front that I'm not a football fanatic.  I don't even really watch football.  But a friend of mine (thanks Cindy!) was recently telling me about Tim Tebow so being the researcher I am, I went out and researched everything I could find on Tim Tebow.  I pretty much viewed every video and read every article possible.  Isn't the internet a great thing?  Now, I understand my perspective is somewhat limited as I haven't personally met Tim Tebow but I have to tell you, this guy is a fascinating case on leadership which is what this blog is about.  And he actually makes me want to watch football.  So, let's analyze Tim Tebow as a leader.

From everything I can find on Tim Tebow, he consistently demonstrates the following leadership qualities.

• Courage
• Passion
• Perseverance
• Character
• Humility
• Teamwork
• Desire to win
• Continuous Improvement
• Authenticity

I'm not saying he's perfect.  He's 24 years old so he obviously still has a great deal to learn.  That being said however, if more leaders had even a little bit more of the courage Tim Tebow so readily displays, they would be much better leaders.  

This blog would be extremely long if I talked about each of the items listed above so for the sake of brevity, I'm going to pick Courage, Perseverance, and Teamwork.

Courage

First and foremost, anyone that is willing to get on a football field with a group of the strongest and most powerful men in the world has to have a great deal of courage.  Tim Tebow's courage goes beyond the norm.  As the quarterback he is tasked with making decisions and executing on those decisions in real time, in front of millions of viewers.  

I'm not sure how many corporate executives have the stomach to make such tough decisions.  

Regardless of your religious affiliation or beliefs you can't deny that Tim Tebow's public display of personal faith requires great courage.  Can you imagine the amount of criticism he received from his peers on a public high school team, then college, and now the NFL.  He continues to be criticized for "tebowing" yet he never waivers in his demonstration of his beliefs.  

Compare that to the corporate leader afraid to speak up during a meeting because others may not agree with his/her position.

Perseverance

Regardless of the struggle, Tim Tebow seems to have been overcoming obstacles from the moment he was born.  Doctors advised his mother to abort him due to medical complications.  She was in a coma for a period of time while pregnant.  In high school he broke his leg (fibula) during a game and continued to play the entire second half.  Nobody knew his leg was broken until after the game. Oh, and rushed for a 29 yard touchdown with that broken leg.  

And we complain about working long hours and being stalled on our initiatives or unable to convince others to buy in to our vision.

Teamwork

 "They make me look better than I am."  - Tim Tebow

He is quick to give the team credit for all victories and fully comprehends that without the team, he is nothing.  The quarterback automatically receives the glory for wins yet in interview upon interview, Tim first credits Jesus and then the team.  That is not only a demonstration of teamwork, it is a demonstration of character, courage, and humility but I'll save all that for a future post.

Let's learn a lesson from Tim Tebow and apply it to a corporate setting or even our personal lives. 

Maybe this week we can all implement a little courage in our day and make the tough decisions we've been putting off or stand up for a strong belief.

Let's demonstrate perseverance in the face of obstacles - whether they be customer obstacles, product obstacles, peer obstacles,family obstacles, or personal learning obstacles.  We need to quit being so quick to give up and more willing to stick it out and work a little harder.

And let's make sure to give credit to the team for all they do to make us look good. 

I know reading about Tim Tebow made me want to be a better person.  If a 24 year old can demonstrate these qualities, surely I can too.  If nothing else, that statement alone demonstrates his power as a leader.  

Mari