Why Some Employees Are Jacked Up

The title of this blog would surely get me fired if I were the HR person in a large corporation.  It's not politically correct.  And God help us all if we are actually honest in the work place.  But, lucky for me, I don't work in a large corporation so I can be totally honest with my blog readers. Let me say ahead of time, if this blogs offends you in any way, please just ignore it and try to find the nugget within it that can help you be a better leader.  

One thing I know for sure, there are a lot of corporate trainers out there, a lot of different cultures, a lot of training seminars, and a lot of personal viewpoints and biases.  Don't get me wrong there are many, many very professional, knowledgeable people out there who are passionate about helping you be the best you can be.  We are human beings though and can't help but have a few biases.  Unfortunately, some of you have learned a few things along the way that was presented as gospel and was really one person's viewpoint.  Much like this blog is my viewpoint.  I do try to weave in statistics and resources to validate my viewpoint but at the end of the day, you have to live with yourself and find what works for you.  Enough of the soap box.

So, here is my viewpoint as to why some employees are jacked up.  

Feedback.  Incorrect feedback.  Feedback given because of one person's viewpoint.  Feedback provided that caused confusion, fear, and was basically an attack on the individual's personality and character and had nothing to do with their work performance.  

• I know employees that have been told by their leaders that they laugh too much at work - they are too happy and not businesslike "enough."

• I know employees that have been told they are too attractive.  They weren't dressing inappropriately, weren't flirtatious - but the fact they are so attractive is career limiting.  

• I know employees that have been told they shouldn't be so polite at work.  Leave the manners at home.

The list goes on.  It's sad really.  


After 20 years of hearing feedback like this.  It's no wonder by the time you get them, they are no longer very receptive to feedback. 

The LESSON

Let's keep the feedback focused on work performance.  Let's make it valuable, important, and focused.  Let's make sure our feedback isn't based on our own biases.  And if it is, present it as such (example:  "This may not bother other people but it is a big pet peeve of mine.  Could you please not approach me until I've had my first cup of coffee, unless it's an emergency?").  Let's limit our feedback to those things are are important and will truly help the person be successful.  

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?

Have We Forgotten Common Courtesy in the Workplace?

I'm amazed recently at a few organizations in which I have consulted in which common courtesy seems to have been thrown out the window.  I was in a meeting with a leader that was interrupted not once, not twice, but three times in less than 30 minutes.  

The first person apologized at least five times for interrupting yet continued to ask their questions of the person I was meeting with.  Was it a fire?  No.  Was it an urgent question with a deadline of less than an hour?  No.  Was this leader typically inaccessible and hard to catch?  No.  Although the first person that interrupted was apologetic their actions spoke volumes.  They obviously felt like their issue was more important than my scheduled meeting.  They also must have thought their time was more valuable than mine (only child maybe?).  And they evidently were not taught good manners growing up.  

I have to give the second person credit - they saw someone in the room and turned around and walked out.  

The third person didn't even pretend to be apologetic and just barged in and asked their questions.  Again, it wasn't urgent, the building was not on fire, and it could have easily waited for 30 minutes (maybe even 30 days).  

What has happened to professionalism and common courtesy?  Do we not think it applies at work?  Do you do this to your employees?  Come on people - respect, courtesy, and manners don't stop at the parking lot.  Let's not get so busy we think we don't have time to be humane.  

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

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 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

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?

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.  

Sometimes You Just Have to Dig Deep and Find the Good Stuff

I told my daughter I was having a hard time coming up with topics now that I've hit 30 consecutive days of blogging (the next 335 days should be really interesting).  She said "that's when you have to dig deep and find the good stuff."  Therein lies the topic of today's post.  

 

As leaders, you are challenged on a daily basis.  You are challenged by too many demands, stupid people (I attempted to use a more politically correct term but it is what it is), and bonehead decisions others have made that you are required to make look pretty.  And then there are the people, oh, the people that seem to have gotten up today with no other motive than to make your life more difficult.    


Although those times are trying, the reality is that's when you find out what you are really made of.  When you are able to keep it together, to rise above the insanity, to remain calm when everyone else is screaming, you know you have arrived.  The tough times are when we have to dig deep and find out what we are made of.  


If you keep this in mind, you should welcome the unexpected challenges that try your patience.  Welcome the stress, welcome the employee that you have no idea how to handle.  These are opportunities.  These are opportunities for you to dig deep and find out what you are made of.  You might want to invest in a good shovel.  

How Good Leaders Shape Our Lives

I'm taking a little trip down memory lane today in hopes you might also do the same.  Close your eyes (after you read this of course) and reflect back on the leaders in your life that impacted you the most - both positively and negatively.  

 

Think about the attributes and behaviors they demonstrated that created such an impact.  And then take a look in the mirror and see if you have any opportunities for improvement. 




The first leader that impacted me was a basketball coach in Coffeyville, KS.  I was new to the school and he convinced me to try out.  I have to say there were some really good players on our team and as a Sophomore in a new school, I was more than a bit intimidated.  As if high school isn't stressful enough, my home life had changed significantly.  This coach was so encouraging.  He worked us hard but somehow inspired us to give 100% every single day.  We practiced weekends and all through Christmas break.  I found myself practicing even when we weren't having official practice.  I just wanted to be the best I could be.  Before I knew it I was playing more Varsity than JV.  What qualities did this leader exemplify - an unwavering faith in an ability I didn't even know I possessed.  He taught me how to use my strengths and work with others to achieve success.  


The next early leader I remember is my brother.  He is a year older than me but I looked up to him as if he was 10 years older than me.  Something shifted in our relationship during the high school years and he became practically a God in my eyes.  Oh, he was tough on me, expecting good grades, good behavior, and nothing but excellence in everything I did (which I surely disappointed him on more than one occasion).  What qualities did he possess - passion for life and everything he attempted, leading by example, an unwavering protectiveness of me, and so much laughter my jaws hurt.  He taught me to both work hard and play hard and the importance of "creating memories."


There was one leader in my work life that also positively impacted me.  His name was Evan.  He was a senior leader in a very large organization who had stacks and stacks of work on his desk.  Evan did something as a leader I had never witnessed a leader do before.  Whenever I needed to talk to him (which wasn't often), he would invite me into his office and assure me I wasn't bothering him at all (which we all know I was), then he would get up from his desk (away from his computer and the distractions of work), walk over to a little table with two chairs in his office and invite me to sit down.  During the brief time I needed to talk to him, he made me feel like I was the only person in the world that was important.  As an employee, I never felt more valued and appreciated than I did during that time.  


Of course there were many bad leaders along the way too, but the leaders mentioned here shaped me at an early age.  They inspired me to be a better person and a better leader.  Truth be told, they may have a lot to do with the fact that I'm even writing this blog.  Wouldn't it be amazing to have that kind of impact on another human being?  


Mari

Ah, The Joy of Having Those Difficult Conversations!

Woohoo, I get to go have a tough conversation with "insert name."  Excited about telling John you need his performance to improve?  Can't wait to have the conversation with your boss regarding your need for more work/life balance?  Inspired to tell Suzie she needs to wear a little less perfume or the whole office might have to resort to gas masks at work?  


Somehow the idea of having those types of conversations don't make most people want to jump out of bed in the morning excited and inspired to get to work.  Yeah, not so much.  

 

Being ever the rebel in the workplace, I say we should be inspired by these conversations!  We should be excited at the opportunity to resolve conflict at work!  We should look forward to providing feedback that is going to improve our relationships and quality of work!  It doesn't have to be so scary people.  Here is the trick.  Listen closely.  Oh, I mean, read closely.  


The secret to success in this case is remembering three very important points:
1.  Have a heart for success - success for the person you are talking to and your own success.


2.  It's Feedback and all feedback is good feedback.  Too many people think of these conversations as providing "constructive criticism."  Uggghhhh.  Enough with the oxymorons.  It's feedback, intended to help the person be successful.  You are providing valuable feedback that is intended to help this person and/or your relationship with this person.  Deliver it with that spirit and you can't go wrong.


3.  You can't control their reaction.  You can only control your heart in delivering the message and your actual choice of words, timing, tone, etc.  You can't control how they respond to the message.  Do everything you can to be respectful and kind, yet firm and leave the rest to them.  


Let's look at the alternative to having these conversations.  If you don't have the "conversation," it will likely be the elephant in the room for all future interactions.  The issue will remain unresolved.  You will become resentful because the other person hasn't yet mastered the art of reading your mind so you don't have to actually have the conversation and overall, it just won't be pretty.  Get on with it already.  Adhere to the three points listed above and have the conversation.  You'll sleep better, work better, and probably gain some respect in the process.  


You can do this - I know you can.  

Mari

Hey, I Think You Might Have A Blind Spot!

Harvard Business Review recently published an article titled "Are You The Boss You Need to Be?"  This title intrigued me and my first question to self was "Who defines what kind of boss I need to be?"  Fortunately for me (and for you too should you choose to read the article), the article did a pretty good job of answering this question (hint: it has to do with your paycheck).  

Maybe more importantly and so I don't re-write an already good article, it prompted another question that I hope to answer in this blog (or at least bring another perspective).  This blog is in response to the age old question asked by leaders for years and years and that is "Why do I need to develop?  I've been doing pretty well all these years if you ask me?"  And maybe you are right.  Maybe you have been doing pretty good. 

 

Or maybe you are just blind to your own weaknesses and opportunities for improvement.  You know what they say "You don't know what you don't know."


The big question I want you to consider is not "Am I doing pretty good?" I want you to consider this question, "Have I reached my maximum effectiveness level as a leader and how do I know?"


I could be wrong here but I don't think when your organization hired you as a leader they were looking for someone that was average, mediocre, or pretty good.  In this day and age, with the number of highly qualified people unemployed and hungry to work, pretty good just isn't going to cut it.  And do you really go home with pride at the end of the day after doing a pretty good job at work?  Just a little reminder here - YOU are the leader, the person responsible for exemplifying the behavior we want to see in all employees.  


So, have you reached your maximum effectiveness level?  I have a really bad habit of answering questions with questions.  I think only you can answer this question and maybe the best way to answer the question is by responding to a few other questions:  

• Do you know how to handle the most complicated employee issue with ease?  
• Are your team members consistently inspired and motivated to come to work and give their best more often than not? 
•  Are they happy and having fun while being highly productive?  
• How's your turnover?  
• Are you able to balance your competing demands without working 16 hour days or wanting to kill someone?  
• Have you asked your employees for specific feedback regarding your performance in say, the last decade (or ever)? 
•  Are you learning and growing just as you expect your team members to learn and grow? 
•  Are you mentoring other would-be leaders? 
•  Are your team members empowered to make decisions within their scope of control?  

You know what the correct answer is to each of these questions.  Maybe by answering these questions, you will see your own need for development and eliminate any blind spots you might be harboring.  

Are You An Invisible Leader?

I know you have a lot on your plate - meetings, emails, more meetings, conference calls, and more emails.  I know there are days you don't even have time to run to the restroom between meetings.  Organizations demand a great deal from us. 

 As a leader however, your first responsibility is to lead your team.  That might be difficult to do if you're never there to see the team.  You run the risk of becoming an Invisible Leader.  

 

Employee's View of Invisible Leader

From the employee's perspective, invisible leaders can be a very good thing.  

1.  I don't have to worry about the boss showing up so I can pretty much do as I want.

2.  Why should I care about my job when my boss is too busy to care about me, my development, or my needs?

3.  I can maintain status quo.  As long as I don't do something grossly inadequate, my boss has no idea what I'm doing.  

Invisible leaders like to refer to themselves as "hands off" leaders too.  My question to these people is "how can you possible lead if you aren't around to know what the issues are, what barriers people have, what development people need, and are not available to provide feedback regarding performance.  

I can hear the barriers now - "But my boss requires me to be in these meetings," "I have all these conference calls I have to attend," "I get 500 emails a day."  I don't doubt every single one of these statements and that's where a little time management and crucial conversations come in.  The reality is it may become necessary for you to prioritize your activities a little better, delegate some of the meetings, relinquish control a bit, and that might even require the help of your boss.  It might be necessary to have a conversation and say "Look, this is what is on my plate right now. I feel like my highest priority is to lead my team and I'm not available to do this.  I need your guidance in helping me to prioritize."  You may be surprised to learn that your leader had no idea how full your plate had become.  

Don't get me wrong here - I'm not talking about one busy day a week.  I'm referring to the perpetually busy leader that is never around to lead.  And I'm not saying a leader needs to hover over their employees every minute of every day.  That's not leadership, it's micromanaging.  They do need to be available though.  And Approachable.  And most importantly you need to be visible (either by phone, Skype, or in person).  

Mari

Overcoming Your Leadership Weaknesses

We all have weaknesses.  I, for one, really hate to admit it, but it's true.  I guess that's what makes us human - we can't be good at everything so we need other humans to kind of complete the package.  

 

Some leaders have the misperception that they need to be good at everything in order to set the example.  That's defeats the purpose of teamwork doesn't it?  Even head coaches have assistant coaches that focus specifically on the defense or offense.  Shouldn't leaders follow a similar approach?


Regardless of the level of leadership in which you currently reside, you should consider hiring based on both needs of the team and your individual differences.  Let me be clear - I'm not advocating that you shouldn't continue to grow and develop in key area however, there are some skills that it would just be easier for everyone if you hired someone that was naturally adept in that competency.  


Examples:
Let's say for example, you aren't so organized.  Maybe you have a difficult time finding things and knowing where you need to be when.  This would be a good time to make sure the next person you hire has amazing organizational skills and ask them to help you out in this area as one of their job responsibilities.  

 

I am not naturally very detail oriented.  It gets me in trouble with my friends because I don't notice new hair styles or clothes.  I have to consciously work very hard paying attention to small details.  Don't get me wrong, I can do it, but it is draining for me.  On the other hand, problem solving and creative thinking is exciting to me.  So, whats the first thing I do when leading a team - I look for the most detail oriented person I can and they become my new best friend (not literally of course).  They drive me crazy with their details but I know they are the best person for me and my deficit.  


There are many books on the market related to building your strengths.  Tom Rath has one called Strengthfinders and Marcus Buckingham wrote a wonderful book titled "Discover Your Strengths."   I believe there is something to the concept of focusing on your strengths.  If you look at those that are really good at what they do, they have chosen to focus on what they love and where they excel.  This concept shouldn't be used as a cop-out though or an opportunity to say "I don't need to learn anything else."  

Who Do You Trust?

I recently read an article on leadership that indicated the importance of being careful who you trust regarding telling you how to lead.  The author indicated there are many people who are teaching leadership that have never had to lead a team themselves.  And I know first hand as someone that has taught leadership courses, many leaders are skeptical to take instruction from someone they perceive to be "just an educator."  Since this is a blog voicing a personal opinion, I'll weigh in on this.  

 

Are you Skeptical About Your Leadership Training?

I remember when I was a new leader (sounds like I'm getting ready to tell a story about walking barefoot in the snow to get to school) and attended leadership training courses.  I was hungry for knowledge and read as much as I could while attending as many courses as my employer would allow me to take.  I'd return from a training class and immediately implement something I had learned before I got so busy I forgot about it.  My approach to learning wasn't at all skeptical as I figured a great deal of research had probably gone into whatever information I was receiving.  


I did find however, that the longer I was in leadership, the more skeptical I became of various training courses, and more specifically, various instructors.  I began to question how their Master's Degree made them so qualified to teach this topic when they had never in their adult life led a team themselves.  Being someone that has both the education and experience I can see the value in both.

 

Beware of Bad Teachers

Education and Credentials
The thing to remember about leadership training and coaching is that these people have made it their life work to study virtually everything they can get their hands on regarding the topic of leadership.  I'm guessing if you are busy leading a team, you probably don't have time to do that.  So, these people take all the information, assimilate it and provide you information that you can choose to use or not.  These people are also educators - they know how to deliver information in a way that's interesting (hopefully) and impactful.  They know how adults learn best and are able to integrate techniques into the learning that will fascilitate the learning process.


Experienced Leaders
These are the people that have been there and done that.  They've already made the mistakes and can help you avoid a few land mines.  On the other hand, you might want to talk to a few of their employees and get their perspectives.  You'll find you can be very successful with a variety of styles.  The only draw back to the experienced leader is they aren't always so good about sharing their knowledge in a way that helps you learn.  Sometimes these people are just naturals and have a difficult time describing what it is they do in a way that you can duplicate.


Bottom Line
Take all the information you can get.  Be open to learning from anyone willing to teach and then see what works for you in your current environment.  I found that sometimes the biggest skeptics are actually the worse leaders because they aren't willing to learn.  

It's Really All A Matter of Perspective

Have you ever noticed how your perspective on any given day can significantly change how you view a certain situation or event?  I think back to situations that happened five years ago that I thought were so significant at the time and my perspective today paints a much different picture.  

How does your perspective affect your role as a leader?


As is the case with all challenges, until you have mastered them they seem a bit daunting.  However, once mastered, it's no longer such a big deal.  This reminds me of school for some reason.  Mostly it reminds me of public speaking and I first embarked on that journey in high school.  Oh my gosh, is anything more nerve wracking than standing in front of an audience and speaking on a given topic.  Well, maybe one thing - singing solo in front of an audience.  I remember the fear, angst, and absolutely certainly that I couldn't ever possible face anything more terrifying or difficult to overcome than the fear of public speaking.  Long story short, with time and practice, it is second nature to me now.  My perspective changed as my confidence grew.  


The same goes for leadership.  Learning how to motivate, inspire, manage new technology, understand generation Y, and keep everyone focused on the goal seems overwhelming at first glance.  It's a lot of balls to juggle and people are all so different and unique.  As you grow in your career however, you will find yourself mastering the daily challenges of leadership.  As you master those challenges, what once was perceived as daunting and overwhelming will become second nature to you.  


So, think of it this way.  Whatever issue you are dealing with right now, whatever is driving you crazy at work, if you are diligent and find a way to resolve it, your perspective when faced with this issue again will be much different.  You see, it's all really a matter of perspective.  

Behaviors Don't Change Overnight . . . . At Least Not Usually

I was starkly reminded recently that behaviors don't generally change overnight.  I was reminded of this as a result of my own self-imposed goal of blogging every day for 365 days.  It's been about 25 days now and although it is beginning to become a habit of sorts, I still struggle every single day with what to write.  In addition, we've had amazing weather for the past week so you can imagine all the other things outdoors that are vying for my attention.  

The real question here is what does any of this have to do with you or with leadership?

Well, first off, I think of the changes you aspire to make as a leader and how difficult some of those changes will be.  Some of you will give up and move on to something else.  Actually, most of you will probably do that (sorry, don't mean to be depressing but it is the reality).  Some of you will read something that will start a seed of thought in your mind but you won't act on it yet.  It will sit there, maybe even lie dormant for awhile until you hear something else that reinforces it and makes you want to take action.  And some of you will soak the information up like a sponge and implement diligently and immediately.  

 

The other way this affects you is the gentle reminder that your employees will likely not change overnight either.  After you have a conversation or implement something different you can't expect them to hear you and do a 360 the next day.  Barring some near death experience people just don't generally change drastically.  Consider this a process, something that will take time.  Yes, it will require patience.  But some day you will look at an employee that you had previously given up hope on and realize they have made significant career growing changes and you had something to do with that.  

So, I'll end this post with a reminder to you that all change takes repetition and time.  In order for you to make changes, you have to stick to it even when you don't feel like.  Even when it feels like it takes too much time and effort or you can't see an immediate result, stick to it.  It will pay off, eventually, I practically guarantee it.  

Mari

Ethics at Work

We hear a lot in the media these days about unethical behavior at work.  There are the big stories of CEOs and top executives involved in stealing money from the company and/or shareholders.  And then there are the day to day issues such as "inappropriate" relationships, wasting company time, lying, stealing office supplies, treating others disrespectfully, and not walking the talk.  Somehow all those issues often get rolled into "ethics."  Hopefully by reading that last sentence you realize there is a lot of gray in the word.

According to Dictionary.com, the term simply means a set of moral principles.  The interesting thing is when everyone thinks their ethics (or moral principles) are the same as everyone else.  The reality, as we can see quite easily by looking around at our society, is we all have our own set of moral principles. 


Here is what this means for you as a supervisor.  Your employees do not necessarily have the same set of moral principles that you have or that you think they should have.  You can't say something like "I expect you to be ethical at work" and expect them to have a clear understanding of what that means to you.  Let me provide a few examples.


We all know stealing is wrong, right?  If that's the case I'm going to assume that if I load up a box of office supplies from my office and take them home so I don't have to buy school supplies this year, that would probably be stealing.  But what about this - what if I'm spending 2 1/2 hours a day wasting time (as some sources indicate is the average time wasted at work) at work by taking breaks, personal phone calls, chit-chatting with anyone that will listen?  Is that stealing?  What if I only take 15 minutes to chat with a co-worker, is that stealing?  I hope you can see how this can become gray very quickly.  


The same goes for any other moral principal you might have - whether it be honesty (do you really want me to tell you that you look like you've gained 20 pounds), demonstrating respect for others (how do you do that exactly?), and the list goes on.  


We know full well that others do not have the same ethical standards as we do, otherwise we wouldn't have people in leadership positions taking pictures of their anatomy and sending it via their phone to others.  This doesn't mean you need to detail out every thing you expect your employees to do or not do however, it does mean you can't expect to be able to use a catch all phrase of "Be ethical" and know others will fully understand what that means for you.  


Mari