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?

How Do I Deal With My Negative Employee?

Negativity is a bit like a cancer.  It chips away and destroys not only the negative person but everyone around them.  Your negative employee is likely also the naysayer and resistor to change.  They might even like to say they aren't negative, just "realistic." So, how do you deal with this "cancer" in your team.

I guess the prescription would be dependent upon the impact this employee has on the team.  If they are a creative genius that sits in a cubicle with very little interaction with others, then I'd suggest coaching them and helping them to understand how career limiting their negativity can be.

If they are in a high profile position or a position that requires interaction with customers and/or other team members - that's a different story.  Of course, you want to start with coaching.  It always starts with a conversation and this is no different.  They may not understand the impact of their negativity on the team.  They may not understand the impact of their negativity on their future career potential.  They may not even realize that being "realistic" is perceived as negative.

I always say start with a simple conversation and then progress to documentation.  Give them a set period of time to improve.  Provide specific examples of demonstrating negativity.  When you see a demonstration of negativity don't wait and tell them about it two weeks later, find a way to point it out right away.  Of course, you don't want to point them out in front of other people but at the first opportunity when you can get them alone, tell them exactly what they did and why that would be considered as negative.  Ask them to come up with a "do over" and what could they have said in the particular situation that would be more positive.

Negativity is no different than any other performance issue.  If the behavior is inappropriate and impacting the team, it needs to be dealt with in the same way that you would handle absenteeism or insubordination - communication, documentation, and consequences.

Help! What Do I Do With My High Maintenance Employee??!!!

There are few things more maddening to a very busy leader than the employee that requires more attention than seems "normal."  And it's a difficult balance - you don't want them to feel you are inaccessible yet you have an expectation that in their current position they shouldn't need you quite so much.  What's a leader to do?

Every have one of those employees that takes of three times more of your time than anyone else.  I'm not talking about the new hire that should be taking up more of your time.  I'm talking about the high maintenance employee, the one stopping by your office ten times per day to ask questions they should be able to figure out without your input.

Because leadership requires a certain amount of psychology, maybe step one should be to take a step back and try to answer the question "Why do they need so much attention?"  Some possible answers may be:

• They are feeling insecure about their abilities, job, role, relationship with you.
• They are not good critical thinkers.
• They are a bit lazy and would rather have you do the thinking.
• Your expectations are unrealistic.
• They don't have enough to do.

If you have read very many of my blog posts you know I'm likely to say a conversation is in order here.  In this particular case you might start with a simple request that they save up their questions for a daily/weekly meeting unless it is urgent or send some of the questions via email.  Sometimes people have a question and before they even take the time to think about it they get up and go ask someone (you) the answer.  If you can get them to start making a list during the day, they might find they find they are able to answer the question on their own.  If necessary, offer to schedule a daily meeting for the end of their workday each day when they can come in and present the list.  That could serve two purposes a few purposes - a daily coaching opportunity (gives you a chance to teach them a little critical thinking), provides security (after all, they are now getting daily face time with you), and it forces them to write all their items down and hopefully solve some of them on their own before the meeting.  Here is the bonus - if you schedule it at the end of the day with the clear understanding they are to hold all their questions (unless it's an emergency), it will likely be a short meeting (they aren't going to want to hang out and you likely already stay later than they do).  

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

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

Great Leaders Ask Great Questions

You probably thought what makes great leaders so great is their amazing public speaking skills, decisiveness, the right look, and a perfectly tailored suit.  Well, I have to admit I do love to see a leader that resembles George Clooney in a tailored suit.  Although I may love looking at someone like George, looks don't make the leader.  

Great leaders are known for their ability to make tough decisions, especially when nobody else is willing to do it.  How do you think they are able to make those tough decisions?  They don't just go around making decisions all day without the information they need.  First, they ask great questions! They ask great questions of themselves as well as others.  


Watch them in meetings.  I mean the truly great leaders.  They are listening and watching.  They know what to look and listen for regarding impact to the business, the people, and the board of directors.  They know they have to trust  their people but they also have to ask tough questions to determine how to handle the issue at hand.  They are masters at asking the best questions.  

We could all learn from asking more questions instead of talking so much.  I walked into a hotel recently after the end of a long day of meetings and the desk clerk enthusiastically said, "Welcome back!"  Then she looked at me very seriously and asked "Did you get everything accomplished that you wanted to get accomplished today?"  I was baffled by the question because I am virtually never asked this question.  It was a perfect example of a great question.  Let me quickly define a great question.


What Great Questions Do

• Make us think (How do you think we compare to "competitor"?  Did you get everything accomplished you wanted to today?)
• Cause us to learn without even thinking.  We are much more capable of learning when asked relevant questions so we can formulate our own conclusions than being told what to think or worse yet, what you think (What would do you think could have been better about that presentation?  What could you  have done differently?  How do you think Joe might respond to that approach?)
• Inspire a change (How could we meet this challenge?  What could we have done differently?  What will we do to meet this deadline?)

How have you noticed questions impacting others?  What questions do you find useful?  I'd love to hear your ideas.  

Mari

Working with Gen Y?

Gen Y (aka the Millenials) is a bit of a mystery to us Boomers and Gen Xers.  They seem to have different values, are on the internet all the time, and don't seem to care much about having an actual conversation.  This can be confusing, frustrating, and tiresome.  On the other hand, as leaders, we know our role is to attract, motivate, inspire, and retain these people and for many of us, we are at a loss.

"They just don't seem to fit in" one leader said.  

"They are always on the internet."

"It's difficult to connect to them."

For the first time in history we potentially have four generations working alongside each other.  If we thought our parents didn't understand us - consider working with three generations.

Don Tapscott has done an excellent job in providing a great deal of research regarding Gen Y (aka the Millenials).  Check out his book "Growing Up Digital" if you want more info (http://www.growingupdigital.com/).  For a quick reference guide on how to attract, retain, and work with this group, read below.

• Very technologically savvy - utilize this to your advantage.  Ask for their advice.  Have them teach others in the department. 
• Can find anything on the internet and quickly - utilize them to research trends, new processes, find equipment, and people.  They have spent their entire lives on their internet and know how to use it.  
• Expect excellent technology at work - iPhones, Droids, laptops - these are all basic equipment for Gen Y and regardless of their position, they expect to have and use their technology throughout the day.
• Well Connected - you may think they never talk to people but they are connecting all day long - through Facebook, twitter, and instant message.  This is their preferred method of conversation.  They don't want to sit through long meetings.  They can connect and collaborate in virtual chat rooms just as easily.  
• Cliff Notes Version - This is a cliff notes era.  What I mean by that is they are accustomed to communicating in short bits of information and you will lose them with long, drawn out conversations and meetings.  They don't watch entire television shows, they go on youtube.com and watch the highlights.  They don't read entire books, they get their information through short blog posts.  We have to be aware of this in the workplace.  
• Intellectually Smart - Tapscott's research suggest this generation may have an increased IQ of up to 20 points simply based on the amount of information available to this generation.
• Socially Awkward - At least in the traditional way we think of socializing, this group can be awkward.  Tapscott's research also suggest the EQ (ability to relate to others) of this generation could be down an equal amount.  They may have a very difficult time with conflict resolution and getting along with others in the workplace.  
• Creative - This generation is smart, creative, and their critical thinking skills are exceptional.  They spent their lives filtering through information and discerning what is accurate and true.  Include this generation in your problem solving discussions and be willing to listen to their ideas.  

The key is not to label anyone with all of these traits but be aware of them as you work with Gen Y.  You may want to reconsider your technology policy and not be so quick to push these individuals aside simply because they are young.  They have a lot to offer if you can get past the differences.  

5 Steps Toward Implementing Change

We all know change is difficult.  Most people do not like change.  Even when people seemingly want a change, there is still a great deal of stress involved in the process.  Fortunately, there are ways to implement change more effectively.  Read on for five steps to help you implement change more effectively.

Bullying people through a change effort may get the job accomplished but at what cost?  We all know change is inevitable yet there are ways to implement change in a humane and considerate way and ways to implement in a not so respectful and considerate way.  I'd like to focus on the positive.  


The first thing you have to remember when implementing change is your employees have not had the time to adjust to the change that you likely have had.  Oftentimes, you have been involved in discussions for months before an actual change is implemented.  As much as you possibly can, provide them time for the change to sink in.  Keep that in mind as you work through the following steps.


1.  Communicate, Communicate, Communicate
Communicating more is always better than not communicating at all.  Tell them everything you possible can.  And tell them when there are things you can't share.  They need to be able to trust you through this change.  If there are things you can't share just tell them so but assure them you will share everything you possibly can.  Plan to communicate more frequently.  Plan to tell them the details of the smallest decisions.  


2.  Be aware of your Non-Verbal Communication.
Remember your employees are reading your Non-Verbal Communication as well as your verbal.  During a change effort, your employees are watching you more closely.  When you come out of a meeting with a pained look on your face, they notice.  And they will make up what you don't share.   Be aware of all the communication you are sharing - both verbally and non-verbally.


3.  Make time for fun during the change.  Change is stressful.  Find ways to have fun at work.  Encourage others to have fun.  This could be team outing or a meeting where you provide goofy awards to people.  Ask the team to come up with ways to have fun at work to help all of you get through the change.  

4.  Celebrate Small Wins.  Whether you are implementing a new computer system or preparing for a reorganization, find ways to celebrate as a team.  Keep the focus on the work to be accomplished and reward the smallest successes.  


5.  Keep people focused on the task.  While implementing change you will likely have several, if not many, people that would rather derail the efforts for whatever reason.  Keep the focus on the tasks to be completed each day instead of on the trials and difficulties of implementing the change.  That doesn't mean you ignore the problems but it does mean you help everyone to focus on what is going well rather than what isn't.  


Following these five steps will help immensely in dealing with the change effort.  What steps have you taken to implement change more successfully?  I would love to hear your ideas.


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

Helping An Employee Exit

Although I personally believe managers either jump to this conclusion too quickly or they wait too long, there are times we have to help an employee exit an organization.  Before you make this decision however; you should read my blog post regarding the three reasons people don't do what you want.  Although some of that information will be repeated here it would be beneficial to read the entire blog post.  And although I thought the image would get your attention, this should NEVER happen via post it note, text message, or any other non-confrontational way.

So, let's say you have a problem employee and you've decided it's time to let them go.  If you were to call me as your HR resource, I would ask a few questions first.  To save you the phone call, I"ll just ask now.  

1.  What's the employee doing (or not) that warrants termination?

2.  How long has this problem been happening?

3.  How do you know it's a problem?  What facts (not rumors) do you have?

4.  What does your policy book (if you have one) say about this particular behavior and what disciplinary action will be taken (i.e. are you following your own policies)?

And the final question is the clincher, it's the big kahuna, the one that stumps most managers.

5.  Have you clearly articulated to the employee that this is a problem, what your expectations are relative to this behavior, and given them an opportunity to change?

The first four questions are fairly self-explanatory so I'll just briefly touch on an explanation.  If you don't have facts of some sort that means someone could be losing their job based on rumor and perceptions.  That's not really fair is it?  And there is a clear distinction between an issue that has been repetitvely occuring for the past six months and a one time offense.  Of course there are situations when a one time offense is enough to warrant termination (i.e. sex in the office, bringing a gun to work, theft) but there are clearly many times when you should have a very frank discussion with the individual and give them an opportunity to excel.  

Sometimes people have quit but they've forgotten to tell you.  

These are the people with little to no motivation, seemingly unhappy, and those that have had the benefit of frank conversations but choose to ignore it.  

More often than not however; people are blindsighted because leaders, quite frankly, don't have the courage to have the difficult conversation.  

Getting back to number 5.  I underlined a few words here and want to focus on those phrases.

Clearly Articulated - This means direct, honest, straight forward feedback.  "You are doing X, cut it out.  Example:

"Yelling at our customers is unacceptable (i.e. this is a problem).  It needs to stop now (i.e. my expectations).  I'm putting you on notice that if I witness or receive one more customer complaint, you will be terminated (i.e. consequences)."

"Work starts at 8 am.  You've been late 5 times in the past month.  It must stop now (i.e. this is a problem). Be here at 8 am.  If you have a situation preventing you from being here on time, call me before 8 a.m (i.e. my expectations). If you are late again, you will be suspended without pay for 3 days (i.e. consequences)."

Clearly articulated does NOT mean bury the comment in the middle of a bunch of fluff to make them feel good about getting talked to.  They should leave the conversation with absolutely no question regarding what needs to change.  Just to be sure you might end the conversation with "I want to make sure I"ve been clear.  What is your understanding about the problem, my expectations, and the consequences?"  

Clearly articulated does NOT mean have a staff meeting and tell everyone the new policy and hope the problem employee heard it.  It means a one-on-one conversation with the employee having the problem.  

Clearly articulated does NOT mean you handed them a policy book when they started employment three years ago and it clearly states they need to be on time.  Again, it means a one-on-one conversation with the employee having the problem, stating your expectations, and the consequences.


The reality is there are times people want to leave they just aren't ready to tell you.  If you have clearly articulated your expectations, listed the consequences, and given them an opportunity to change their behavior yet they still ignore you, it's time to help them out the door - professionally, courteously, and kindly.  And NOT with a post it note or text message!

Are You Connecting With Your Team?

It seems leaders are often so busy attending meetings and doing work that they forget the core purpose of their position - to lead.

They forget their primary purpose is to lead, guide, and direct.

They forget their people are hungry for their feedback and attention.

They forget to pay attention to the confused look on Sally's face or the look of concern Bob has had for the past week.

They forget to notice that people don't seem as happy.

They forget about the people until they realize the numbers aren't what they used to be.

In essence, they are so busy managing the activities that they forget to connect with their people.

We are "human beings" and a work place is a place to work however; these people give up a huge chunk of their lives (time) to contribute.  Don't they deserve the basic decency of connection from their leader?

I understand the frenetic pace many of you keep.  I also understand that first and foremost, your primary responsibility is to lead others.  In order to do that, you must make time to connect with your people.  Have them walk with you and talk on your way to a meeting if necessary.  They deserve that time from you.  They deserve your attention.  And the bonus is you will feel good and learn more about what is going on within your team.

The Most Damaging Employee Of All

Being an HR professional and also formerly a leader in the operations environment of a large manufacturing facility, I have certainly seen my share of employee performance issues - the slacker, whiner, bully, suck up, etc. etc.  I like to think I've pretty much seen it all but I'm hesitant to say that as I am periodically very surprised by a new issue.  Some issues are easier to deal with than others.  For probably 90% of employee issues, a frank conversation and clear expectations will change performance.  But, oh boy, that other 10% can be quite a challenge.

Of course there is no one size fits all approach.  People are people.  And for those of you that tend to like things black or white, you are not going to be happy about this - people are very gray.  Every person comes with their own set of unique perceptions, ideas, reactions, and results.  The good news is there are some simple guidelines for the most part.

Routine Performance Issues
For example, the slacker just requires a little micro-management and clear goals so you can manage the performance (either towards improvement or out of the position).  This micro-managing is not intended to be a permanent fix, it's a short term solution toward improvement.  The "Whiner" likely wants attention and this is the only way they know how to get it.  Once you dig past the surface performance and get to the root cause of the problem it is much easier to solve.  I've been known to sit a problem employee down and say "Here are the expectations.  What do you need from us in order to perform to expectations?"  Putting the ball in their court seems to lead to resolution much faster than trying to guess what we need to do.

The Most Damaging Employee
There is one type of employee however, that I firmly believe is the most damaging to any business.  They are a cancer cell in the business world and if I stick to that analogy, only quick detection and massive amounts of chemotherapy can cure the damage they cause.  And they are the most difficult to detect because they are masters of deception.  I would much rather deal with a slacker, people in conflict, lack of teamwork, or a difficult supervisor than deal with this person.  By now, your interest should be sufficiently peaked.  Who am I referring to?  The Gossip.

I'm not talking about the morning break room chit chat regarding who is having an affair or who is spending too much time on Facebook.  It's not unusual for all employees to spend a certain amount of time gossiping and it's impossible to think you are going to eliminate that - actually, a certain amount of gossip may be good.  I'm talking about the person that derails careers, destroys morale, and purposefully takes information they have and twists it to hurt others and cause drama.  These are the back stabbers that will throw you under the bus the first chance the get but act like your best friend the rest of the time.  Why are they the worst you might ask?  Because they are often difficult to detect, they disrupt morale, and when you confront them, they will act like they have no idea what you are talking about.  Just in case you didn't realize this, when your team is focused on drama, they aren't focused on work.

You may wonder how to handle this employee because if your organization is very big at all, I guarantee you have one or two.  The first step is to detect and derail them.  If this person is brave enough to bring the gossip to you, consider yourself lucky.  You don't want to stop anyone from bringing information to you but you want to make sure they know you are going to dig to get all the facts before jumping on their drama bandwagon.  So, let me handle this a couple of ways.

Scenario:  Your Gossip brings juicy info to you.
1.  Thank them for bringing you the info (after all it's better they brought it to you than to everyone else).
2.  Ask lots of questions (and I do mean lots).
     How did you come to find this out?
     Did you personally see them do this?
     Did they tell you that or did you infer that?
     What exactly did they say?
     What exactly did you see?
     How do you know?
     Who have you shared this with?
     Did you see the email?

Once you start asking questions and they can't answer one, they will begin to realize they can't make things up.  This approach alone will stifle a bit of the gossip.
3.  Caution them that things aren't always what they seem and educate them on the damaging effects of gossip.
4.  If necessary, ensure them you will handle the situation but you will not be reporting back to them unless it has to do with them personally.  Tell them you expect them to keep what they know private as you seek more information.
5.  If you hear they have shared the information with others after your talk, address the gossip as a performance issue just as you would absenteeism.  It disrupts the work environment and should be handled as such.

Scenario:  Your Gossip is Sharing Information With Others.
1.  Invite them into a private area for a chat.
2.  Let them know you are aware of something they have shared (do not divulge your source if at all possible as it will only generate conflict).  Explain what it is you heard, and allow them to respond.
3.  Thank them for being honest with you.  If they deny saying anything ask your question a couple of different ways.  If they continue to deny it skip to the final step in this process.
4.  Ask lots of questions (see above for examples)
5.   Caution them that things aren't always what they seem and educate them on the damaging effects of gossip.
6.  If necessary, ensure them you will handle the situation but you will not be reporting back to them unless it has to do with them personally.  Tell them you expect them to keep what they know private as you seek more information.
7.  Explain that in the future you would like them to come to you with this information and not generate gossip within the department.  Explain that gossip will destroy a team and you need their help and making sure that doesn't happen.
8.  Explain that gossiping is a performance issue as it disrupts the work environment and will be handled as such.

On a more positive note, the "Gossip" can be a great resource for you when implementing change.  Think about it, you have someone on your team that likes to talk . . . .make sure they are armed with the information you want others to have.  They can be your greatest resource if you know how to utilize them.  This post is getting way too long so I'll cover than topic in a future post.

What are your thoughts regarding the impact of the Gossip?  What success have you had in dealing with this person?  I want to hear your thoughts!

Mari

How Can I Help You? Treating Your Employees Like Customers

Back when I was a brand new leader I was fortunate enough to work for a company that believed strongly in leadership development.  I had the opportunity to attend many great training sessions and being an avid learner, was in the bookstore purchasing every new leadership book as soon as it was on the shelf.  There was one thing that stuck with me even to this day and I tend to notice it immediately in other leaders.  


Your Primary Objective as a Leader
Let me make sure we are on the same page to start this blog post.  If you are in a leadership position for an organization, your primary responsible is to Lead others.  Not to attend meetings.  Not to shuffle paper and respond to the 100 emails in the inbox.  Those things are important too, don't get me wrong.  And believe me when I say I've been in middle management and understand the competing demands.  That doesn't change the fact however, that your primary responsibility is to lead, guide, and direct others.  


If your employees are hesitant to come to you with issues, thoughts, ideas, or concerns because you always seem like you are running around with your hair on fire and don't have time for them, then you aren't doing your job.  Because, first and foremost, your job is to lead others.  That doesn't mean you have to drop everything each time Jack shows up at your door to tattle on Joe.  But it does mean the employees are your top priority and they should know without a doubt that this is the case.  


Implementing an Attitude of Outstanding Service

A long long time ago (okay, maybe not that long ago), I was creating a new department within an organization. I knew that providing excellent internal customer service was the only way our department would be accepted in this organization.  The mantra of our team was "How can I help you?" whenever we spoke to a customer on the phone or in person.  This was unusual for this manufacturing facility and it set us apart.  I watched our customers gain trust and respect for us by starting our conversations with this question.  


But I was soooooo busy, running like a crazy person from meeting to meeting, responding to voice mails as I ran to the next meeting.  And I was a major task master so there was nothing more gratifying to me than to mark another item off my to do list.  


The Tipping Point
Thank goodness something clicked one day as one of my employees apologized for bothering me.  I realized this team was the reason for our success and didn't they deserve at least the same respect and attentiveness from me as I demanded we provide our customers?  This is when I started making a conscious effort to put down my pen, phone, paper, and thoughts whenever one of them popped their head in the door.  Instead of my previous constant panic state I greeted them with a smile and a "How can I help you?"  In hindsight, that time was a blip in my day and I looked forward to seeing all of them and helping in any way I could.  What if we all treated our employees at least as well as we treat our customers (whether internal or external)?  It's worth a try anyway.  

The 3 Reasons People Don't Do What You Want Them To Do

Some find it hard to believe but it's true.

There are really only three potential 
reasons people don't do what you want them to do. 

Getting to the root cause of a performance issue is really not all that difficult when you think about it from this perspective.  The real trick is determining which of the three reasons it is and then implementing an appropriate solution.  But really, three potential reasons, that's it - this is doable right?


Let's take a look at the three reasons and then I'll go into a bit more detail on each of them.

1.  They don't know how.

2.  They aren't capable.

3.  They don't want to.

Our natural tendency is to assume number 3 is the reason our employees are not doing what we need them to but stick with me here and read the explanation for numbers one and two.  Quite honestly, the first one is often the culprit.


1.  They Don't Know How
This could mean nobody has taken the time to show them so they truly don't know how to perform the task correctly or it could mean they don't know how YOU want it done (i.e. you haven't clearly communicated your expectations).  Before you can jump to the conclusion that someone just doesn't want to do what you have requested, you must first rule out this possibility.

If they simply don't know the proper procedure or process or need to learn a skill or software program, that's an easy fix - send them to a class or assign a more experienced person to show them.


Let me be clear - this possibility could be the reason why you have quality issues and it could also be the reason you have employees spending too much time on the internet at work.  


Without getting too psychological on you, all people come to the work environment with their own ideas, experiences, perceptions, and expectations.  For example, you'll likely notice generation Y much more interested in social media than your baby boomers.  And generation Y will likely not see any problem with texting and checking their facebook status throughout the day.  They've done that their entire life so that's what they know.

Unfortunately, many leaders believe others come into the workplace with the same expectations, ideas, and work ethic that they have.  This, my friend, is a big mistake.

Most people cannot read your mind (I'm sure there are a few telepathic people out there although I've yet to run into them in the workplace, which is probably a good thing).


If your employees are not doing what you want, your first step should be to clearly articulate your expectations.  


I can't tell you the number of leaders that have said to me "Shouldn't they just know that?  Do I have to tell them everything?"


Of course, you don't have to tell them EVERYTHING but you do have to clearly articulate your expectations.  If they come in five minutes late every day and have been doing it for two years without anyone saying anything to them, they likely believe it's not an issue.  If it's an issue, you need to tell them.  Again, they can't read your mind.


So, before moving on to the second potential reason, you'll first need to rule this reason out.  Depending on the performance issue, you can rule this out by observation (skill deficiency) and by conversation (i.e. clearly articulating your expectations).  The topic of "clearly articulating your expectations" deserves it's own post but a cliff notes version would include the need to be very precise and specific directly with the person who has the issue.  Having a staff meeting and announcing to everyone in the room that they need to come to work on time is not precise and specific directly with the person.  Quite honestly, the person you want to hear that message is probably not listening at that point or thinks it doesn't apply.  This means bringing Jane or Joe into your office and saying "Hey, I notice you come in 5-10 minutes late at least four times a week.  I need you to be here at (insert time) from now on.  Is there anything preventing you from doing that?"  I guarantee your problem will either be solved or you'll have grounds to start the formal discipline process.


2.  They Aren't Capable


Again, too often leaders jump to this conclusion when more often than not, this is NOT the reason people aren't doing what you need them to do.  It's actually pretty rare to find this to be the cause although it does happen.  I hate to paint a very visual image but it's the best way I know how to rule this one out.  Another way to say it is "If you put a gun to their head and asked them to do it, could they?"


I'll use a personal example here.  There are lots of things I know how to do but just don't for whatever reason.  Eat right, Exercise consistently, get enough sleep . . . .  this are all things I know how to do.  It isn't that I'm not capable.  I could have a PhD in all of those topics if one were offered.  However, if you put a gun to my head today and said "Be a world class ballerina," I couldn't do it.  No matter how hard I tried, I'm not built (nor will I ever be) to be a ballerina.  Some other examples here might include mechanical aptitude, mathematical ability, or even painting or singing.  Some people may be able to learn some of these skills to a certain proficiency but not at the level that you would need in the workplace if they don't already have the aptitude.


If this truly is the reason they aren't performing, it would be best to move them to another role if you have that option.


3.  They Don't Want To
Ahhh, finally, we get to the one reason most people jump to right away.  Remember, before you get to this option you should have ruled out option one and option two.

This option would include outright defiance (even though it might be masked by a professional attitude and a smile) motivation (or lack thereof), frustration, passive-aggressive behavior, and just plain not liking their job.  There is so much information to cover here that I'm sorry you'll have to look for other posts on the topic.  If this is the reason the person is not performing and you want to modify the performance behavior, you'll need to dig beyond the obvious.  Let me explain.

Have you ever heard yourself saying "they just aren't very motivated."  My question is always "why?" People are unmotivated for lots of reasons and sometimes all you have to to do is change a process or your communication a bit to completely turn around behavior.  Here is an easy example.


Example
You have a salesman responsible for getting a report to you each Friday afternoon.  Let's say his name is Charles.  He is perpetually late with this task and it frustrates you because you need his report to complete your report to your boss.  It's a constant battle.  If you don't figure out the why behind this it will always be a constant battle.  Worse yet, it could end up that a very good salesman gets fed up and leaves because he is tired of your nagging about the stupid report.  If you ask "why?' you may find that this salesman is paid based on his sales.  You may also find that Friday is his busiest day of the week.  Charles happens to get a charge out of selling more and beating his own records.  If you know all this it should become crystal clear as to why he isn't getting the report done.  It's not that Charles is not motivated or defiant, or just trying to make your life more difficult.  On the contrary, Charles is highly motivated . . . . to sell and that is, after all why you have him in this role.  


Now that you understand what is going on, you have some options to work with - is there an administrative assistant that could help (i.e. process change)? Could you change the due date of the report to Monday which happens to be his slowest day?  Or can you you change your compensation structure in some way so Charles doesn't feel like he is missing the busiest day of the week?


As you can see by this example the why can make all the difference in performance.  This may apply to absenteeism, spending too much time on social media, and any other performance issue you may be having in your organization.  

Don't get me wrong, this doesn't mean every employee can or should be "saved."  But it also doesn't mean you get away with throwing in the towel so easy.  There are times is it absolutely necessary to address performance.  And there are times when employees have quit and forgotten to tell you so you have to assist them to their next adventure.  Too often however, leaders are quick to judge and punish without even trying to find out how to motivate and inspire their employees to excellence.

I'd love to hear your comment on this topic.  What has been your experience in this area?

Middle Management - Not All it's Cracked Up To Be

It seems to me the group of leaders in the most need of development, mentoring, and coaching are those that are stuck right in the middle - mid-level managers.  Most organizations seem to know the front line supervisors need training so they place a lot of effort in making sure that group of people know what they are doing.  And Sr. Executives appear to have a plethora of opportunities to attend mini-MBA programs, executive leadership training sessions, and have an executive coach assigned.  But the mid-level managers seem to get lost in the shuffle and/or stuck in an era.


What I mean by stuck in an era is mid-level managers often get stuck in the era in which they first became supervisors.  So, if they started supervising in the 60's, 70's, or even 80's - they likely learned that the command and control type of leadership was the only way to get performance.  They are often still trying to use that style of leadership and unless they are in the military, that probably isn't working out so well with our current generation of employees.  This group of managers may take a class every now and then but they are reluctant to change their approach to leadership.


Mid-level managers also get lost in the shuffle.  They get ignored as far as development goes.  Sr. Level leaders believe these people have already been trained, have experience, and know what they are doing which is somewhat true.  First level supervisors are looking up to this group for mentoring and guidance and they aren't getting it themselves so they are passing on information they learned 20 years ago which may not be so relevant today.  The reality is this group is often ignored, not exposed to the latest leadership theories or benefit of coaching and mentoring.  And they often have the most difficult job - the delicate balance between managing the politics and job demands of the organization.


It would seem to me organizations would benefit by making this group of people the target of ensuring the leadership philosophies of the organization are embraced.  Think of the influence of this group of people - they are responsible for mentoring your next generation of leaders (first line supervisors).  Shouldn't this be the group of people the company invests most heavily in developing?


And if you are reading this and you are a mid-level manager, what are you doing to learn and grow more so you can be the best leader you can be?  Are you reading current literature regarding leadership?  Are you requesting training and or coaching?  Have you asked someone who exemplifies great leadership skills to mentor you?  This is your career after all, what are you doing to be the best you can be?

What Makes A Good Leader?

A former colleague of mine recently requested a recommendation on LinkedIn.  This colleague worked as a leader while I was the person responsible for coaching and developing leaders.  In writing the recommendation I couldn't help but reflect on the positive characteristics of this person as well as what makes a leader great.  


When I think of a great leader, first and foremost I have to ask "was anyone willing to follow?"  Regardless of the level of charisma and IQ, EQ, or whatever quotient we want to measure, if nobody is willing to follow, one can't be very effective can they?


That being said, Leadership is not a title and it's not dictated by one's pay grade.  We all know excellent leaders that are not in the role officially and terrible "leaders" with the right title.  It's also not based on likability although that certainly helps.  And unfortunately, it takes a different set of characteristics for a leader to be great in various situations.  For example, an acquisition or merger requires a more decisive, charismatic leader than a stable, sustaining environment.  It's possible for someone to be an excellent leader in one environment and terrible in another.  Lastly, the required characteristics also depend on the organizational culture, requirements of the role, and the business climate in which they will work.  


That being said, there are some characteristics that transcend all of the aforementioned variables.  They seem to work regardless of the situation.  Those are the characteristics I will focus on for now.  And they are . . . (drum roll please)

• An effective communicator
• A respected influencer
• A positive "can do, get it done, are we lucky to have this problem, and I'm willing to help you in any way" attitude.
• The confidence to make decisions (even if they end up being the wrong decision)
• The courage to lead (even if you are really scared to death)
• The conviction to do the right thing - for the business, stockholders, industry, environment, and employees.
• The wisdom to know that no matter how much you already know, you don't know it all and you have valuable resources that can help.  

So, this gives you a starting point.  I could elaborate on each of these characteristics and will in future posts but for now, if you are reading this in hopes of becoming a better leader, read and learn everything you can about each of these characteristics.  

Being an effective communicator is listed first for a reason.  If you can’t articulate your vision, expectations, and limitations in a compelling, inspiring way, it’s difficult for others to even know what you want, much less to get excited about it.  I understand public speaking is a great fear for many people.  And many leaders are rarely required to speak publicly.  However, the practice of learning to speak publicly forces one to learn how to articulate their thoughts more clearly and concisely.  When you take a public speaking class you are not only learning how to get over the fear of standing in front of group, you are learning how to organize your thoughts in a clear, direct, and powerful way.  This is a skill that will take you far professionally.  You will find yourself able to communicate better in every part of your life – personally, in meetings, and in front of your own team.  You will begin to realize that minutes count and if you don’t capture the other person’s attention in the first few seconds, you will miss your opportunity.  And as a bonus, you will overcome a fear and isn’t courage one of the other items listed above? 

The attitude should be self-explanatory.  You should exemplify the attitude you expect to see in others.   It's unfortunate that this is a characteristic I rarely see in the workplace.  

I'll be covering confidence and courage in another post but I do want to touch on the conviction to do the right thing,  The reality is, leadership is tough.  You often have the power to do things that others cannot.  That power can take people down a dangerous path as we see every time we turn on the news.  The conviction to do the right thing is one of the characteristics that will set you apart.  If with every decision you make, you first ask yourself these questions, you will be well on your way to doing the right thing.

Is this best for the company?

Is this best for the people in which I lead?

Is this best for the industry and/or environment?

Is this best for our shareholders?

Of course there will be times you have a dilemma - something is right for the company but not the employees or some other such problem.  we can't cover each of those situations here but you'll find more on the topic in the decision making post I'm writing.

The last bullet item is key to effective leadership.  The leader that continues to learn is the leader that continues to be inspired and full of ideas.  It is also the leader that is better equipped to develop others.  There are so many ways you can continue your development.  Read a book.  Listen to an audio book while you work out in the morning or in your car as you commute.  Attend a seminar or a public speaking class.  Get a mentor.  Take time to talk about development with your peers.  Ask your employees how you can be a better leader.  Hire a coach that will give you honest, open feedback (hey, I can help you with that one).

the most important thing is to take a step in the right direction - just one step.  If you start with this list, you will be well on your way! 

Do You Have the Courage To Lead?

Leadership is not for those that lack courage.  It is a tough job.  You will be put into situations on a daily basis that require you reach outside your comfort zone.  Maybe it's because I'm from Kansas or maybe it's just because I was raised with the excitement of the annual showing of "The Wizard of Oz" but I can't help but think of the cowardly lion in this case.  I have worked with leaders for a long time and although many would not think of themselves as the cowardly lion, let me provide a few examples of NOT demonstrating courage.

• Avoiding the conversation with your difficult employee because you are "afraid" of the outcome.
• Implementing a process you feel is not in the best interest of the team because your boss told you to.
• Not speaking up at a meeting when the group is trying to determine the best way to implement a new process because you think your idea will not be well-received.
• Having great ideas for improvement but not sharing them because you aren't sure your boss will go for them.
• Witnessing a peer doing something unethical and not doing anything about it. 
• Avoiding the conversation with a peer that you have not been getting along with and it is impacting your ability to work well together. 

A core competency of leadership is courage.  In order to be effective, you have to be willing to have the tough conversations.  There is a bit of an art to learning how to have some of those conversations but it can be learned and it's really more about "are you willing to have them?"  Effective leadership requires standing up for what you believe.  Sure, sometimes the organization will make strategic decisions you may not agree with but I'm not talking about that - I'm talking about all the things within your scope of control.  Having a conversation with a difficult employee is within your scope of control.  Speaking up at a meeting is within your scope of control.  And calling a peer out on unethical behavior is within your scope of control.  But those actions require courage and confidence.  

So, what if you don't have courage?  What do you do?  Remember the Lion.  No, you don't go to the almighty Wizard and ask for it.  He really didn't have any power anyway, remember?  Courage is directly tied to confidence.  And you can improve your confidence with a little positive self-talk and becoming more competent.  It's like any task - as you practice it and become more competent, you also gain confidence.  

I remember when I first starting public speaking and teaching.  You wouldn't know it now, but I remember being a bit terrified at the idea of being in front of a large group.  When I was in high school I remember having to provide a speech at a community event.  In preparation for this event, I practiced, practiced, practiced the speech until I could practically give it in my sleep.  Knowing the material increased my competence and confidence.  Was I still nervous?  Sure I was.  And 20 years later when having to give a speech to a group of executives do I still get nervous.  Sure I do.  But I've learned there is a direct correlation between my competence and my confidence.  With increased confidence, I have more courage. 

Having difficult conversations with others or speaking up in a meeting with your ideas and suggestions may still make you nervous and be uncomfortable but with time and practice you will gain confidence which will equate to courage.  It will become easier.   It requires you take the first step.