Contrarianisms

Often what seems to make logical sense - or is the most obvious - is not necessarily true at all.   I have found that the greatest truisms are the ones that seem diametrically opposite to what one might expect.    Here are some of those contrarianisms that I have found to be helpful.

When two people seem to consistently be at loggerheads in the workplace - usually it isn't because they are so different but because they are so similar (even though they will never admit it!)

It is those who need to make everyone revolve around them who are the most insecure.

Challenges that seem impossible often build new realms of possibilities.

Well over 3/4 of being a great communicator is the talent to shut up and listen.

Great control is mostly about knowing when to let go.

Persuasion isn't about getting one's own way. . .it's about sharing one's expertise with others.

True "fire drills" are about ensuring the safety of the team. . .work that has to be done suddenly and seemingly has very little purpose should never be called a "fire drill."

When an individual "winning" is more important than team success, everyone loses.

Collaboration does not detract from the individual, but instead enriches each person who is involved.

If someone rushes into your office and breathlessly announces that "Everyone is talking about. . ." or "Everybody says. . ." you should be assured that "everyone" and "everybody" generally can fit comfortably inside of a Fiat.

The sharing of information, responsibilities and praise with those around you does not diminish your share. . .it enriches it.

Don't invest too much faith in consistency. . .but instead trust the reliability of change.

 Happy New Year to All!

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Dear Readers:    in celebration of the New Year, I've reduced the price of my book on leadership, "Courageous Questions, Confident Leaders" to 2.99.    So, if you just got an e-reader, tablet or even a PC, go to Amazon Kindle and give it a read.  Or, if you are a member of Amazon Prime, you can read it for free.    Best to you in the New Year - Brent

Ten Virtues of a Great Leader

From what I've observed, leadership decisions are often complex - yet the pathway to great leadership is relatively simple.    Great leadership is marked by (at least) ten virtues.

Visibility:  People want to follow the leader who is visible - because if they can't see the leader they very well can't follow the leader.   Time and again, I have seen even small absences by the leader questioned by the workplace.  "Where is he/she?    We haven't seen her/him. . . something must be up."   Be visible and connect with the workplace.

Partnering:  Build bridges. . .not turrets.  Don't worry that by allowing others access you and your group won't get enough credit.   At the end of the day, you are judged by the success of the entire enterprise.

Ability to Roll with the Punches.  In other words, flexibility.   You can react to the challenges issued by the world around you because you have a skill set and belief system that allows you to make the best out of what you have been given.

Realism.    Neither pessimistic nor optimistic, a realist is balanced by facts and accurate assessments.  

A Sense of Humor.    People don't like "cranky."   "Cranky" is difficult to follow.

Confidence.     Simply put, there are few things more difficult than the insecure leader.

Multi-Dimensional.    The great leader can function  in many skill sets and work with many personality types.  Versus "my way or the highway",  the multi-dimensional leader can lead her or his team to success because they have many positive attributes.

Integrity.   Truth is the foundation upon which all else is built.

Listening.     I'm not convinced one needs to be a great speaker to be a great leader;   absolutely, they must be a great listener.

Likability.  The adage of "it's not my job to be liked" is simply an excuse to be an ass.   It is 100% true that the leader often has to do things that members of the team do not like - those are actions, not characteristics.     Every single one of us wants to follow someone  we like.  Yes, it is your job to be liked.

Selflessness.   It's not about you - it's about your team

Lest you think I can't count, yes, I know, I listed eleven virtues.   It takes more than ten to be a great leader.

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Brent Frerichs it the author of "Courageous Questions, Confident Leaders" available for e-readers, tablets and PCs from Amazon Kindle.

Kanye and the Art (?) of Over-Reaching

Kanye. . .Kimye. . .Clownye

It just doesn't stop. . .a constant parade of Kanye West's comparisons of himself to the famous. .  .or the righteous. . .or the heroic.    The latest this week:  "I'm giving my body on the stage, I'm putting my life at risk.   This is like being a police officer, or like war."

He does go on (of course) in an attempt to garner sympathy.  "I'll explain it to my daughter one day - me and her mother, we had to fight for this position."

Seriously.

I have worked with people like this. . .those who can't trust the realities of life and need to constantly try to self-elevate themselves in public opinion.  This "build it and they will come" attempt to garner a higher position usually does not come to fruition;  instead, it merely results in a lot of eye-rolling.

Here's the problem for leaders who do this:     they believe the world should revolve around them versus their team (or fans or constituencies).     100 to 1, leaders who are more concerned about the people around them will succeed;    leaders who are more concerned about their own success ultimately fail.   It's a simple matter of where the focus is placed.    Self-aggrandizing leaders focus on one person - and a one person strategy is not sustainable.      Leaders who focus, and place praise, on the people who are their partners have a very sustainable strategy.

Moreover, (and this is what a lot of people miss) is the impact of the perception of the leader by the team.      Most people surrounding a leader have already placed that individual on a pedestal (this person has more power than I, this person makes more money than I, this person is more accomplished than I).      This is problematic from the viewpoint that it can create gaps in understanding and communication between the leader and the team.    If the leader further aggrandizes himself or herself, the gap widens and there is less of a common mission that the team and the leader share.

Here's what I believe is true.   Real, strong leaders allow their personalities and actions to speak for themselves and do not need to stroke their egos by over-reaching.   The leaders who are comfortable, and quiet about their accomplishments are the ones that teams trust.

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Brent Frerichs is the author of "Courageous Questions, Confident Leaders," available for e-readers on Amazon Kindle.  If you are a member of Amazon Prime, you can now borrow this book for free.

The Great Headline Rush

And we're off. . .!

The morning's news trumpeted  "US Teens Lag in Global Education Rankings as Asian Countries Rise to the Top."   If you read just the headline (By Daniel Arkin, NBC News) you would have fallen prey to the all-too-popular "woe is the American education system - let's have more testing!" mentality.

If, however, you read deeper into the article (and thank you Mr. Arkin for a thoughtful analysis) you would have discovered this nugget.  Shanghai students dominated in the exam, but Tom Loveless, a senior fellow at the Brookings Institution  says that "the educational system in that city is not equitable - and the students tested are progeny of the elite because they are the only ones permitted to attend municipal schools due to restrictions that, among other things, prohibit many migrant children."

Oh.  So. . .there was a lot more to the story. . .

Similarly, sometime in the past year I ran across the "expose" that grocery stores were encouraging shoppers to buy more groceries by providing bigger grocery carts.   Apparently, a recent study indicated that people who used bigger carts bought more groceries. 

OK.   If it were a vast grocery store conspiracy - why would grocery stores keep adding more and more of those smaller carts?   And, oh by the way, doesn't it make sense that someone who is intent on buying more groceries would choose a bigger cart?

The reason I bring up these two examples is that I believe as a culture, and as leaders, we are too quick to jump off the springboard of irrational reaction simply because of a short soundbite.   Instead, we need to engage in some critical thought that allows us to make better informed decisions.

How many times has a team member  thrown something like this at you?

"Well, EVERYBODY says that. . ."
"This project is REALLY a catastrophe. . ."
"NOT ONE SINGLE THING IS GOING RIGHT. . ."

These are headlines that are designed to make you  jump up and take emotional action.  Caution. . .more than any other time, you need to take your time, do due diligence, make critical analysis and take thoughtful action.

First of all, as a professional, it is your duty to think critically about your business and find out additional information.  As a leader, it is your duty to guide your team with care, thought and precision.

Headlines are designed to grab your attention. . .but the stories that follow are what inform us as leaders and enable us to take fair and balanced action.

PS:  If you want another perspective on educational testing, read this column by Diane Ravitch:
http://www.huffingtonpost.com/diane-ravitch/international-test-scores_b_4379533.html?utm_hp_ref=education&ir=Education

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Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers on Amazon Kindle.   If you are  a member of Amazon Prime, you can now read this book for free.

Keywords:  leaders, rush to judgment, irrational actions of leaders, critical thought in leadership.

For What We Are

In my prayers, I gave thanks as a child for what was tangible to me as a child:  a house. . .warm clothes. . .food (especially if it was a feast - like Thanksgiving)!   I was taught (correctly so) to be thankful for all of those. . . things.

We are taught to give thanks for all of the things that are given to us.   There isn't anything wrong with any of this, unless it causes us to ignore to be thankful. . .for what we are.

Whether through training or culture or popular mindset. . .sometimes we get so entrapped on the "things" issue. . .that we become mindless to be grateful for what it is that makes us. . .us.   

Hearts that can love, that have empathy and truly care.

Consciences that have us seek and enact social justice - to correct wrongs and strive for what's right.

Integrity that enables us to desire the truth and to be able to deal with it whether it is convenient or not.

Tears that let us express grief and sadness and anger. . . and laughter that somehow makes all of that alright.

The power of friendship. . .that human bonding that makes each one of us more than we are by ourselves.

Minds that never cease in the seeking of curiosities, new information and wisdom.

Creativity that expresses our power in both the smallest and biggest of ways.

A human spirit that, somehow, against all odds, just keeps going and moving us forward.


We know this to be true. . .  all of the things that we have can disappear. . .but if we have our hearts and minds and souls. . .we will go on.

The utter beauty of this is these are not characteristics that are just exclusive to us as singular beings, but instead these are qualities which are inherent to all of us.    That, in turn, creates one of the things for which I am most grateful.

Faith.


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Brent Frerichs is the author of "Courageous Questions, Confident Leaders," available for all e-readers on Amazon Kindle.   If you are a member of Amazon Prime - you can read this book for free.

It's All Information

There is another way of looking at events that happen at the workplace:    what information did I receive?

Too often, we tend to look at events and conversations with the filter how they directly impact us:

• "Well, she must have a death wish for me because the answer she gave me was poison."
• "He almost completely totally ignored me - as a ghost I would have gotten more attention."
• "That meeting was a total waste of  my time."

There have been times that I have been hesitant to ask a question, voice an opinion or launch an idea for the fear of how it may be received.   I was often wrong.  I was too sensitive about how the reception would impact me;  I should have been more concerned about listening for  valuable information.

Don't think I'm alone in this;   naturally we are all concerned about how people view us.    Past experience, however, has taught me that it's wise to dial down the "what do people think" and dial up the "what information did I just find out."

For example,  we may ask a supervisor, or team member, about an idea.   In turn, we receive a rather callous answer.    The first temptation is to take the answer very personally ("Well, it's obvious she doesn't like me very much.)   But what if (and very likely this is so) the   answer was not directed at you - but was the result of something else?    What may be some of the learnings?

• Said individual doesn't care much for the subject - would rather spend their resources on other items.
• Workload is above capacity - individual can't even think of doing anything else.
• It's morning (seriously - timing is everything) and morning, for this individual, is the purgatory between evening and afternoon.
• You asked the question in a manner (e-mail, person to person, by phone) that the individual does not favor and would prefer some other manner of communication.

In my experience, all of these are   reasons for the less than satisfactory answer.  If you take the gruff response as a personal affront - you'll block any additional learning.   If you look for deeper meaning - you'll learn how to interact at a more satisfying level with this individual.

Same situation may be true if someone rejects an idea of yours - listen for what they are really saying vs. hearing just the rejection of YOUR idea.

• Perhaps the individual wants a more complete proposal - and you just sketched out an idea.
• Maybe the individual is concerned with human resource capacity - and rejected your idea for that reason.
• Perhaps the individual is a staunch believer in following a strategic plan and doesn't understand how your idea fits in.

Again, if you can get more information - you will be such a better position vs. getting just a perceived rejection.

I've learned to ask questions that I 'm pretty certain will end up in rejections - just to gain extra perspective into that person's process and professional strategy.

(Helpful hint here:   this does not give you license to be a jerk and make queries and pronouncements without a filter - use the information you have gathered in the past to make intelligent choices for the present.)

Same applies to meetings:   you may have been recruited to attend a meeting that you believe is about 1583 light years away from your area of responsibility.  Know what?    It may be interesting to attend - you may find out tons of information you didn't know - including ways to be more effective in your current position.

The key is this:   get yourself out of the way.  Instead of using your personal resources to defend yourself and filter responses  - use your resources to receive and analyze additional information.    A perceived rejection puts you behind. . .getting useful information puts you way ahead.

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Key words:  business intelligence, leadership information, personal filters, professional filters, leadership knowledge.

Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers from Amazon Kindle.  If you are a member of Amazon Prime, you can now read this book for free!

Hallelujah - Microsoft Walks Away from Stacked Ranking

Let's hear it for teams!

Microsoft made news yesterday by announcing a significant revision in employee evaluation.  In the past, Microsoft has strongly defended the "stacked ranking" system, which  is essentially a bell curve within a reporting structure:  no matter the degree of talent, work ethic and expertise that was demonstrated on the job - it was mandated that someone would be deemed "at the top" and someone would be deemed as under performing.

From a team leadership perspective - all should rejoice that this seeming relic of the 80's "back-stabbing-to-prove-I'm-better-than-you" culture is disappearing.    Microsoft says it is replacing the curved ranking system with a new review program that focuses on personal performance and teamwork.

Some key observations:

When it's time to "move on" - move on!  Microsoft defended an antiquated practice beyond it's time; but give them kudos, they had the courage to finally nix it.   There are some companies, leaders and institutions that will not give in to the will of the people, but instead, keep standing on the past like it will support them in the future.  Know this, if you are standing on the past, you are standing on a pillar of sand.


The utter futility of internal competition.  The stacked ranking system essentially fueled internal competition.   If you're having an internal competition for a food drive or United Way - that's fine.  If it's a competition to prove who's the best at the expense of others - that's lunacy.  Fierce, internal competition tears a company apart.     The ability to compete externally, and win, is the strategy that all should adopt.

What is "better" anyway?  The stacked ranking system over-simplifies the fact that some team members  are "better" than others.  At face value, that will always be true;   but let's look at it another way.   Some team members may work longer hours - but they aren't as intuitive about the business.   Some team members may be high analyzers; but other members of the team are great about making the business happen.    We build teams not by who's best and who's the worst;  we build teams by bringing together a diverse group of individuals that have talents that complement each other.

Finally, and most intriguing:    by eliminating stacked ranking, Microsoft has created two strong areas of focus.   The first is internal team building;  they recognize that  to be effective, they must have strong, multi-functional teams that play well together.   The second area of focus, then, is on external competition;   they are building these strong teams to fend off the competition to  maintain, and build, their status as a premier digital technology powerhouse.

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Brent Frerichs is the author of "Courageous Questions, Confident Leaders"  available for e-readers, tablets, IPads from Amazon Kindle.  If you are a member of Amazon Prime, you can now read this book for free!
 

How to (and How Not to) Boost Morale

"Everyone looks like they've just been dragged out of the grave, people are complaining and overall morale stinks.  We've got to do something."

The good news is that at least there is the sensitivity that a morale issue needs to be addressed.   The bad news is that often the way it is addressed does more harm than good.


Do not  overlay some piece of momentary fluff that someone thinks would be a "fun" idea.  "I know, let's have a cartoon theme day and have everyone dress up as their favorite character and we'll give a $10 gift card to the winner!   It'll be a blast!"   "Or wait, I know - let's bring in pizza for everyone!"

Well if it is a blast - it won't be in the fun way you imagine!  All you've done is create more work and expense for the employee (now you have to wear a costume while you work ungodly long hours!) and haven't addressed the core issues.   Or if you've just brought in pizza and that's all you've done - you've probably just caused indigestion. . .because the team is worrying about what's really bothering them.   Which brings us to. . .

Do address the core issues.   This takes some soul searching and some serious conversation.  Usually these are issues that people don't really want to address (hence their longevity to the point at which the issue has now become a serious problem).   Compensation?   Overwork?    Out of touch supervisor?  Inconsiderate or incompetent team players?  Seriously, if you want to improve morale, you need to address the root issues.

Do not even think for one minute that becoming a "cheerleader" is going to improve things.  You are a leader.  Your job is show the way, coach, encourage and have tough conversations that make things better. . .shaking pom-poms on the sideline only confirms to team members their worst suspicions about your level of commitment and leadership ability.

Do have thoughtful, serious conversations. . . meaning you are going to do a lot of listening and reflecting.    Few things demonstrate your commitment to your team as well as quality time listening to them.  (Effectiveness hint:  have the conversations without resorting to justification to explain away the past or the present - team members don't want excuses, they want you to listen and then effect change.)

Do not send out the "cheer up - buck up" memo.   It effectively states, "I've observed that morale is bad (from my throne in my crystal palace) and I want you to paste a smile on your gloomy faces."

Do  sit down with each member of your team and express your sincere gratitude for all that they are doing for the enterprise.   Take each member to coffee or lunch.    And here is where money/compensation/gift cards become a nice touch.   Again, few things mean as much to a team member as when a leader recognizes them one to one - and if at all possible, includes some form of financial compensation.

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Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available on Amazon Kindle for e-readers, tablets and PCs.  If you are a member of Amazon Prime, you can now read this book for free!

Keywords:  boost morale, boosting morale, team morale, gratitude, gratitude in the workplace, boosting morale in the workplace.

One Punchline. . .Three Lessons

Give me a little credit.    I've waited almost two weeks to write about the government shutdown.

Regardless of your point of view, hopefully you'll agree that one of the more egregious statements came from Representative Marlin Stutzman, "We're not going to be disrespected.  We have to get something out of this.    And I don't even know what that is."

Representative Stutzman's statement quickly, and justifiably, became a punchline.   While honoring the humor therein, I believe there are also a few lessons that we can learn.

Know, and state with confidence, where you are leading your team.   The most disturbing part of Stutzman's statement was the last sentence, "And I don't even know what that is."   People won't, and shouldn't, follow you if you can't define your goal.   Wandering about aimlessly in the wilderness didn't even work for Biblical characters. . .much less your group.  Or, put another way, don't fire off arrows if you don't even have a target.

When you want a team to achieve a goal, do this.  Be certain.  Be specific.   Be constant and consistent.

Stay on message.   What I suspect happened with Rep. Stutzman is that the battle was prolonged, frustrating. . and in his reaction, he allowed himself to get off message.  Don't do this.    In business, in organizations, there will be many times that you are "in the heat of the moment."   Think about your message, and the direction you want to set, prior to reacting.  

 Don't believe you are "owed something" just because you engaged.  Stutzman's statement, "We have to get something out of this," reflects an aura of entitlement (something I suspect the representative is not a big fan of).  As much as I believe in compromise, I also believe it isn't, nor should be, a guaranteed outcome.   When you take one side of an argument you don't necessarily get something for stating your opinion. Sometimes you win, sometimes you lose - move on.   Don't dwell on the loss - people don't want to follow people who wallow.

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Keywords:  leadership, goals, goal attainment, communication of goals, negotiations, compromise.

Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers and PCs on Amazon Kindle.  If you are  a member of Amazon Prime, you can now read this book for free.

How to Get People to Do What You Want Them to Do

"Why can't they just follow directions?"

"They never do what I want them to do."

"It's like I'm talking to a wall."

One of the more difficult challenges a leader faces is when a team member, or shoot, a whole team, won't do what the leader wants or needs them to do.     Let's face it - if they aren't doing what you want - you aren't leading.

The good news is, there are ways to correct the situation.   To be clear, I am not talking about sly manipulation, a clever phrase that no one has heretofore thought of or fascist-like tactics.

Point One:   Recognize that as the leader, it is far easier (and probably far more effective) for you to change your tactics than to change the personalities, or even behavior, of your team.  For a leader to change their tactics in approaching the team is not a loss of the leader's integrity;  instead, it is a sure sign that the leader is flexible, has more communication tools from which to draw and can effectively lead a wide-ranging audience.

So, change it up.   If you've been giving instructions in a meeting, try giving them one to one.   If you've been giving instructions one to one, try giving them out in an e-mail.   Spend more time (certainly not less) with the person/team that is having difficulty.      Consider changing your personal approach to the project at hand.      There are many options in the world - try some new ones.

Point Two:     Saying it once is seldom enough.   You may desire to say it only once and have your instructions fully understood, but that is seldom the reality of life.     All of us have multiple priorities and hundreds of messages each and every day.   Find ways to reinforce your requests through multiple communications (without being a nag!).

Point Three:     Focus on the end result, not necessarily the way it's done.   I have learned over the years that I'm a much happier leader with much happier team members if I don't prescribe the exact way things have to be done to get to a final product.   Every person and every team has to have their own system . . .just because you've found a way that works for you - doesn't mean it works for everyone else.   Certainly be available to provide coaching and tips. . .and then focus on the end result.

Point Four:     Don't capitulate to  "If I want things done  (right) I'll just have to do them myself."   This kind of blows everything up.    As a leader, your job is not to do things yourself, your job is to provide a positive, supportive platform on which a team can perform to it's very best.

Certainly there are times when someone stubbornly refuses to follow directions and will not align with the team;   that is insubordination.     More often I've found that people just need to be reminded, coached, encouraged, communicated to in different ways to reach the end result that the leader desires.

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Brent Frerichs is the author of "Courageous Questions, Confident Leaders"  available for e-readers, PCs, tablets on Amazon Kindle.   If you are a member of Amazon Prime, you can now read this book for free!

The Seven Deadly Sins of Leadership

Some leaders believe that since they have ascended to said position, they are incapable of doing wrong.

Not even close - so herewith, the seven deadly sins of leadership; which if committed ultimately mean that the leader truly isn't leading. . .because people really don't want to follow these types of leaders.

Bitterness.     Angry, pissed off and just can't get over it.   Now isn't that attractive?  Here's a clue. . .nobody wants to work for this leader because nobody really wants to be around that stuff.    Moreover, if the individual can't get over a perceived wrong, they are looking backwards whereas strong leaders look forward.

Insecurity.   You've seen this. . .individuals who somehow get appointed to positions of leadership. . .either through chutzpah or by accident. . .but they don't have the self-confidence to truly own the position.        Nobody really wants to work for this leader. . .because the individual is too concerned about what everybody is thinking about THEM versus guiding the team to strategic thought and goal accomplishment.    Insecurity, by the way, is often a root cause of. . .

Egoism.  It's all about me. . .and if there should be a time when it's not about me . . .well, then it's about I.  If this leader were to write a book about their professional experience, every chapter would be entitled "Me."  Nobody really wants to work for this leader because we want someone to reach out and care about us. . .which the egotistical leader really cannot do.

The Leader Who is Always Right.    Not even close to a realistic point of view. . .yet some leaders feel that their self worth is tied up in being right all of the time.   Nobody really wants to work for this leader because the leader certainly does not embrace diversity of thought or the contribution of the team.    This leader pretty much disenfranchises all who work with him or her.

Dishonesty.   I have worked with leaders who have bragged to their peers about their ability to tell a lie and get away with  it.   Guess what?     Those in the audience of said braggadocio would be stupid to ever trust that individual again.       We work in a multi-dimensional environment, smart people can figure out when the truth hasn't been told.

Isolationism.  This is the leader who loves silos.  He or she builds fiefdoms, castle walls, turrets. . .everything to hold the defenses.    They do not have the skill set to build bridges and pathways. . .in other words, they do not have the ability to construct ways that people can actually get someplace.

Fear.    Not to be confused with cautious or careful.  This is the leader who cannot guide the team because he or she is fearful of the results.   Strong leaders must take courage in facts, strategies, the team and its tactics.   That's how leaders win the charge.

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Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for Ipads, e-readers, tablets and PCs from Amazon Kindle.   If you are a member of Amazon Prime, you can now borrow this book for free.

When to Fire Someone

Asking a team member to leave should be one of the most difficult decisions that a leader has to make.    Firing someone should bear more weight on the leader than the leader's own personal career;   when firing someone the leader is not only impacting another person's career and compensation, but is also making a decision that is reflective of the leader and the team.

It is something that should rarely be done.

For the sake of the entire team, the team member in question and the leader's own integrity - the leader must do serious soul searching before taking the action of eliminating someone.    Has the leader done everything possible to coach this team member?   Can the leader honestly  say that everything in their power has been done to support this specific individual?   If the answer is "yes" the leader's conscience should be clear.

When, then, should the leader make the decision to fire someone?

If the team member simply does not have the skill set.    It is a leader's responsibility to assure that all team members have the training and mentoring they need to be successful.   That being said, there are times when serious mis-matches occur.   Ideally, one can find a better match within the enterprise so that the team member can be successful.  If that cannot be done - the team member needs to be released.

If the team member does not align himself/herself with the goals of the team;  if the team member is insubordinate.   I'm a huge fan of diversity among teams;  at the end of the day, however, the team needs to pull together and head in a common direction.    If there is a team member who cannot do this - they need to go.

If the team member is dragging the rest of the team down.  It should be taken for granted that some team members will always be better than others.    There are however, team members who can drag the rest of the team down due to lack of skill, lack of alignment or complacency - for the sake of the remainder of the team, the issues presented by the deficient team member must be addressed.

If the team member is negatively impacting the reputation of the team.  I have witnessed the reputation of large teams be negatively impacted by one individual;   this is usually due to lack of cooperation, lack of work ethic or skill.   Leader's need to be aware of this and make judgments accordingly.

The team member is taking way more resources than they are are contributing.  Time and money are valuable resources;    we should be comfortable that for certain periods of time some team members take disproportionate time, money and energy to get them up to speed.  Over a prolonged period, however, if a team member is not returning the investment on the resources, they need to be released so that those resources can be spent on an individual who will reap a stronger return for the enterprise.

Attitude is everything.    This is trickier to deal with because it cannot be substantiated as easy as the above points.  I have found however that a poor attitude often has symbiotic symptoms that will  work as substantiation to remove the team member.

It is the leader's responsibility to do everything  to "save" a  team member that isn't making the grade.    If it can't be done, however, a difficult decision has to be made.  Fortunately, that difficult decision is offset by the knowledge that one has done the right thing for the remainder of the team.

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Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available on Amazon Kindle for e-readers, tablets, PCs and Apple products.   If you are a member of Amazon prime, you can now borrow this book for free!

Nuclear Phraseology in the Workplace

"What kind of a parent are you?"

"What did you do all day, anyway?"

"Well, I certainly wouldn't have done it THAT way."

Anyone in a relationship recognizes that the above phrases are nuclear explosives that will either generate an equally demonstrative counter-attack or long periods of silence.    Perhaps both.

Too often we forget that we have a relationship with our work teams and similar to the above, the bad turn of a phrase just blows it all up.   But wait. . .it gets even better because in a team environment the team talks. . .so now the offending phrase  is followed by the looming mushroom cloud of group discontent.

Some examples for your consideration:


Aren't you done with that project YET?    To which the addressee is tempted to answer, "I would be if you didn't hang over my shoulder like a possum."

"Are you sick?   You don't look well."  Maybe, just maybe the manager is genuinely concerned, but the listener interpretation is "I must look like living hell."     Don't make assumptions based on appearance - and really, really. . . if you must make assumptions, keep them to yourself.

"Good lord, it's just like managing children."    This is definitely a poor choice of words unless, of course, you are  working in a daycare.

"Good lord, its just like herding cats."     An equally poor choice of words, unless, of course, you work for the humane society.

"Why can't you people just do your jobs and let me do the thinking?"   Because, based on your choice of words, you're probably not very good at the latter.

"If I want it done right, I suppose I'll just have to do it myself."  Actually, a much more accurate phrase would be "If I want done exactly as I would do it, I'll just have to do it myself."

"I work harder than anybody else here and don't get any appreciation."   This is only effective if stated while on a cross.

"I just don't know what to do/I don't know what's going on."     And that's what we pay a manager for.

And, believe it or not. . .

"I don't like managing people."    'Nuff said.

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Brent Frerichs is the author of "Courageous Questions, Confident Leaders"  available  for e-readers, tablets, PCs and Apple products on Amazon Kindle.  If you are a member of Amazon Prime, you can now borrow this book for free!

One of the Worst Leadership Answers. . .Ever

Team member is interested in the business and happens to be perplexed by a particular issue.    Team member decides to gather their courage and go ask their manager for sage wisdom   Team member is rewarded with one of the worst leadership answers ever:

"I don't know - go ask management."

Seriously.

Note that the team member actually thought that by going to their leader that they were doing just that. . .asking management.  Instead of getting an informed, or even sympathetic response, they are greeted with a reply that indicates that not only is their leader minimally, out of the know, but maximally, out of touch.

"I don't know - go ask management."

Not only have I heard managers (ironic, isn't it?) say this,   I have heard directors say this.   I've even heard vice presidents say this!   

Here are just a few of the problems with this response.

The leader is abdicating responsibility.   Along with the privilege of leading a team comes  great responsibility.   Part of that responsibility is aligning one's self with the overall strategies and tactics of the company.   "I don't know - go ask management," indicates that the leader hasn't taken the responsibility to understand strategic initiatives and tactics; if this is the case, the team member should have very little confidence in the leader's ability.

It is an indicator of mis-communication.  Communication is key to any enterprise - any time there is an indicator that there is a lack of flow of information -it is a warning sign to the team that something is amiss.  Teams need to have confidence that their leaders are communicating throughout the ranks.

The answer does not take care of the team member.    One of the best privileges we have is to take care of the members of our team.     There is no care demonstrated in the response of "I don't know - go ask management."    It leaves the team member further awash in uncertainty that negatively impacts morale and productivity.

So what should a leader do?   Treat each question with care - as much as possible make sure you know the answers.    If you don't know the answers, be candid:  "I don't know - but let me try to find out for you."    Then give yourself a brief amount of time to get back to the team member.   Even if you can't find out the whole answer - a partial answer and a promise to keep seeking the truth will work. . .and allow the team's work to continue onward.

People ask questions because they are genuinely interested, need an answer to continue to be productive or desire to align themselves with the goals of the company.   Questions are a  resource to the leader. . .a resource that always deserves strong, directive answers.

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Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, tablets, PCs from Amazon Kindle.   This book is now part of the Kindle lending library.

Producing Power in the Workplace

I get it.   I know why some people and some teams choose to work autonomously.   They don't want "someone in their stuff."    They want to be able to create a singular vision.     They don't want the perceived baggage that comes with a group consensus and they desire exclusive credit for their singular creation.

The visual I attach to these desires is of one gear, spinning by itself.    It may be spinning just fine - in fact, it may be going at an accelerated pace.     The gear itself is probably pretty pristine and nice to look at it because it hasn't had that messy interaction with any  other gears.  And there's the rub (or lack thereof);  because it doesn't mesh with any other gears, ultimately. . . it's powerless.

Not only do some individuals choose to work like this - entire organizations operate in such a fashion - but they do not operate at maximum efficiency or capacity because they are not engaged with any other gears.

To create power in the workplace, individuals and teams need to mesh with each other.  Instead of spinning alone, they need to be highly interactive driving a common machine toward a common goal.

Sacrifices that must be made for this type of partnership (less autonomy, having "someone in your business," additional time to attain consensus and lack of getting solo credit) are small compared to the power that is generated with the end result.  When teams and individuals interact with each other, they share each other's business, they give each other credit and ultimately are more efficient because the time it took to reach consensus protects the entire enterprise from time-consuming  mis-steps and produces a more satisfactory product.

Communication, willingness to compromise, collaboration are all elements that allow individuals and teams to work well together and create something better than just one individual can create on their own.  A gear spinning alone produces merely a faint breeze. . .gears, and teams, that mesh with others produce power.

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Brent Frerichs is the author of "Courageous Questions,  Confident Leaders" available on Amazon Kindle for e-readers, PC's, tablets and Apple products.   If you are a member of Amazon prime, "Courageous Questions, Confident Leaders" is now part of the lending library.   

Change? We Want It and Hate It

Change.   We desire it.    We loathe it.

How many times have you been in conversations like this:

• "I really wish that we didn't have to do it this way."
• "It would be so much better if it was organized like this."
• "I could be more productive if we could streamline these issues."
• "I really wish he/she would. . . (fill in the blank)."

These are all expressions of desire for change; yet, we are resistant to change.

I expect that the reasons for this resistance are many, but here are some key ones.

• Really, we want everyone else to change;  we don't want to change ourselves.
• We don't want to be victimized by change;    we don't want something inflicted upon us.
• When it comes right down to it, our desire for a different way of doing things conflicts with the current comfort level;     however undesirable the current situation may be, we find it easier to accept that  vs. accepting the unknown.

Change is, in fact, a major opportunity and  if we don't welcome it, we are failing to leverage a tremendous asset.   It is often an opportunity to make things better;   that mindset, however, requires that we change the way we perceive. . .change.

The easiest way to change things for the better is for you to change.   The most power you have is over yourself.   Change the way you approach a situation.  Change the way you interact with a colleague or direct report.     Change and edit your workload so that it is more satisfying.  No one - not even your boss, has as much power as you do.

Be proactive to exterior change.   Often we allow change that comes from the outside to victimize us.   Turn the model around;  be proactive.    Have a system for how to anticipate change and how to deal with it.   Be determined to use change from the outside to create a better team and system on the inside.

Changes requires a difference in the way we interact with each other and the world around us.    When you think about it - the dynamic between individuals is constantly shifting.  Be aware of this and welcome it.  Proactively look at which relationships aren't fulfilling and change the dynamics.   Don't be content with relationships that are merely okay,  but nourish them to a higher standard of excellence.

Change - at our core - we all want it.   We just need to embrace it.

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Brent Frerichs is the author of "Courageous Questions, Confident Leaders"  available on Amazon Kindle for e-readers, PCs, tablets and Apple Products.  If you are part of Amazon Prime, you can now borrow this book for free!

Why I'm Liking Diana Nyad Right Now!

 
"Never a solitary sport, it's a team."

So said Diana Nyad after completing her record-breaking swim from Havana to Key West.  Ms. Nyad, at 64 years of age, had tried this epic swim four times before.  Now, she had made it.   If ever there was a time to celebrate individual achievement, this was it.   Instead, to what did Ms. Nyad focus our attention?     She pointed to her team.

How often have we heard these sayings associated with leaders?  "It's lonely at the top."   "It's not my job to be liked."    "I sacrifice a lot."  All of these statements, spoken by the leader, focus the attention on. . .well, the leader.  And how difficult it is to be a leader.   And how hard the leader has worked.

Nyad's a leader who swam non-stop, day and dead-of-night, through jellyfish and shark invested waters.   Did we hear how hard her job was?   Not really.    We heard her credit her team.

Ms. Nyad is correct about her accomplishment, it wasn't a solitary sport.  Leadership, by its very definition, is not solitary.   If you don't have a team, you're not a leader;  having a team that follows you is what makes you a leader.

Thinking deeper about Nyad's (and her team's) accomplishment, we find these things to be true:

Her team was multi-skilled and multi-talented.   Did she hire a bunch of people who were just like her?   Who were all great swimmers?   Nope, she built a diverse group of multi-talented individuals who could advise her regarding nutrition,  tides, safest pathways to success.    She thought carefully about her task, decided what talent she needed and formed her team around that criteria.

Her team was as dedicated to her success as she was.     Granted, they weren't in the sea at all hours swimming through choppy waters - but they were physically with her from start to finish.   The team stuck together to accomplish what previously had not been done.

Her team came ashore first.  At the completion of the grueling swim, members of  her team beached first to assure that Nyad's pathway to success was clear and without obstacle.  They paved the way for her, and ultimately the team's, success.

They all celebrated their afterward.   If they would have been working in some businesses, they would have rewarded with:  "Nice job, but get back in the water, we all have work to do."   Never forget the importance of recognizing team achievement with appropriate recognition and celebration.

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Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available on Amazon Kindle for e-readers, tablets, PCs and Apple products.  If you are a member of Amazon Prime, "Courageous Questions, Confident Leaders" is now part of the lending library!

What Miley Cyrus Can Teach Us About Leadership

Yeah, I know. . .the title makes me laugh as well.

I admit I'm slightly hesitant to write this for fear of falling into the trap of the whole VMA Awards/Miley Cyrus/brou-ha-ha - because I'm capitulating to what I suspect was the end goal:   shock makes news.   I do feel the need, however, to point out we can learn from even the worst experiences. .  . flash floods, level five hurricanes, and yes, even from the Miley Cyrus . . .er, episode at the VMAs.

The comparatively low value of "shock."  If, as stated above, the entire purpose was to shock to make news it certainly accomplished its goal in spades.  It also alienated a large percentage of the population and even though the digital world lit up about Miley Cyrus - it was not positive.  In other words, it was a whole lot of short term flash and not much else.

I have seen both leaders and companies do the same thing    for the sake  of getting the attention of  their team or constituents. . .they seem to go off the rails in spectacular fashion.   While, like Miley, the end goal of getting attention may be met. . .so much alienation occurs in the process that one  has to ask if it was really worth it (it wasn't).

Change Your Brand, Don't Assassinate it.  Others have speculated that this was Miley's (or do I call her Ms. Cyrus?  Or what's-her-name with the fan finger?) attempt to change her personal brand from the "Disney girl" to that of a more mature performer. ("Mature?"  Hmmm. . .)  The challenge here is that there was little to no recognition of  the persona for whom she is widely recognized and liked -  consequently, there was little to no evolution that allows people to accept change.    In other words, she capitulated to the JCPenney theory of whiplash re-branding (which really has not worked out that well. . .for either party).  

People generally have a hard time coping with change.   Smart leaders, given the time and resources, evolve to it, thereby bringing a wider, more accepting audience to their enterprise.

If It's Worth Doing, It's Worth Doing Well.   I get it - this was, after all, the VMAs and outrageous behavior is the norm.  Here's the thing, though, it wasn't done well. (Seriously, it appeared as though they ran through two and a half rehearsals;  the choreography wouldn't have made the cut for a junior high cheer squad.)     Certainly throughout the history of the VMAs, Madonna, Lady Gaga and Katy Perry have all shocked us - but they've done it with mountains of creativity, energy and expertise that was sorely lacking on Sunday. 

Whether in marketing or leadership - if you're going to go "all out there" do it with a certain amount of energy and talent. . . so at least it seems intentional and becomes memorable.

Oh, and one last lesson to be learned. . .if ever you should be tempted. . .at an employee rally. . .a company picnic. . .God forbid, at a board meeting. . .

Don't twerk.

Ever.

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And Now a Few Words About . . .E-Mail

True confession - I happen to love e-mail.   I  find it a comparatively fast and reliable way to communicate information.  I may not, however,  love abuses of what can be a relatively helpful technology.    Herewith, some common sense notions about e-mail etiquette in the workplace.


Do not conduct "war by e-mail." E-mail is fine for ironing out logistical differences;  philosophical differences require a conversation.     If you disagree with this point of view, come see me - don't e-mail me.

PLEASE DO NOT ANSWER WORK E-MAILS WITH AN EMOTICON:  And, yes, I fully realizing I'm e-mail "shouting," but really?   If you respond with an emoticon I have no idea what you mean.  Someone recently responded to me with an emoticon - I don't know if they were pleased with my idea or laughing at me.  Emoticons are fine for personal relationships and selected social media postings - but in the work environment they're moral ambivalence.  People will wonder about you for years.

Please. . . do not conduct "survivor" e-mail threads.  You know very well what I mean, the thread is so long that it finally becomes a test of will as to who can hang in there the longest and issue the last salvo.   If  the e-mail thread is longer than three responses - get out of your chair, or pick up the phone, and have a conversation already.

Please. . . be judicious in addressing your e-mail:    E-mail is great because you can communicate ideas to an audience who really needs to know.    It's not so great when it becomes the foremost tool of the insecure author who believes EVERYONE IN THE WORLD NEEDS TO/SHOULD WANT TO/MIGHT WANT TO KNOW. (Yes, I know, I was shouting again.  I'll stop.)


Similarly. . .Use  "Reply All" Sparingly.   The parallel of "Reply All" is standing up in the middle of cubicle land with a megaphone and belting out your message to everyone in a quarter mile radius.  "Reply All" means that everyone wants to see what you have to say. . .very rarely does everyone want to see what you have to say.  Specific people certainly do want to see what you want to say. . .address your reply to those privileged individuals.


Please, stop whining about your e-mail.    Yes, I know you have 174 e-mails in your in-box, but guess what, I probably have 183, 10 of which came from you!

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Brent Frerichs is the author of "Courageous Questions, Conident Leaders" available for e-readers, PCs, tablets and Apple products on Amazon Kindle. http://www.amazon.com/Courageous-Questions-Confident-Leaders-ebook/dp/B0095KPA6A/ref=sr_1_1?s=digital-text&ie=UTF8&qid=1374640668&sr=1-1&keywords=courageous+questions+confident+leaders

Enabling Great Leadership

Personal responsibility is key to the success of the leader.  There are times, however, that I have both experienced and witnessed, during which the leader is put in a position that  hinders or disables their leadership due to no fault of their own. .  . and often these are caused by the leader's boss.

Pretty much each of us reports to someone else . . .even CEOs report to a Board of Directors.   It is the responsibility of individuals who supervise leaders to assure that leaders have the tools and resources they need and are truly enabled to do the job they are supposed to do.   Really good bosses do this with a minimum of interference to the leader or their team.

These, then, are guidelines that people who supervise leaders should utilize:

Ensure that your leaders are aligned with the enterprise's goals and administrate those goals in an ethical and trustworthy method.    Continuous alignment with goals assures that the leader's team is always on track with a minimal amount of interference. Strong agreement with the guardrails of ethics eliminate miscues  that can cost the enterprise millions.

Don't publicly interfere with your leader's direction.     When your leader is working with their team, and you observe an opportunity for improvement, let your observation wait until you are in one-on-one conversation with your leader.      If you intercut into the conversation, you are undercutting. . .the result being that the leader's team won't know who to follow.

Don't assume, just because you are the leader's boss, that you know more about a situation or team member than they do.   They are closer to the team, they need to deal with the situation more frequently and ultimately it is their team's and their responsibility to deliver the results you prescribe.  The more you interfere, the less you can hold the leader responsible for results.

Don't hard drive an HR situation.   If you feel that a member of the leader's team isn't worthy, it is an observation you should make to the leader and a conversation should follow.   Do not force the leader into taking disciplinary action or terminate an employee.   Again, it is their team, they know it better than you and ultimately, it is their performance.   Rely on their judgment.

Don't give a member of the leader's team information that you haven't given to the leader.  It causes confusion and makes you look bad.

When it is time for bonuses, let the leader hand out the good news to the team members.  It is, after all, their team and they have invested energy and hours into making their team successful.

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Brent Frerichs is the author of "Courageous Questions, Confident Leaders," available for e-readers, PCs, tablets and Macs on Amazon Kindle.

When "I" Am Important and When Not

One of the observations I've made of myself, and of others, is that often we get confused about when we really are important, and when we really aren't.   The dynamic often goes like this . . .that we become too involved in things in which we really shouldn't that we neglect to take care of the things, and the people, that really matter.  With that in mind, here's a quick primer on when "I" isn't such an important concept for leaders and when it is.

When the "I" Really Doesn't Matter. . .

I Don't Need to Do Everything Myself.  Whether out of a sense of "getting everything right" or "it's just easier to do it myself"  this is not a good idea.

I Don't Need to Insert Myself Into Every Situation.  Good leaders don't need to be everywhere;   they need to be where they are needed.

I Don't Need to Work Long Hours Just to Prove My Worth.  The natural workload provides more than enough challenge;  we don't need to add to it by incrementing our time at the office just because we think it will impress someone.

I Don't Need to be Right All of the Time.   Sometimes we spend so much energy and time trying to prove that we were right. . .that ultimately we are really, really wrong.

I Don't Need to be the Center of the Universe.   Your importance as a leader is not because you  need or want to be feel important.

So Instead of Wasting My Time on the Above. . .

I Need to Align the Team Around the Goals of the Enterprise.   This is core to every leader's work. . .time must be spent leading the charge to achieve the driving mission of the company.

I Need to be Present for My Team.   Team members who are involved in the work of the enterprise need guidance and answers at a moment's notice.   Leaders must be available to answer  questions ranging from the simplest to the most complex.

I Need to Listen.   One of the strongest ways to communicate a team member is valuable is to spend time listening. . .one of the best ways to be an invaluable asset to the enterprise is to listen to others.

I Need to Take Care of Myself.    Some of the stupidest things I've done I did when I thought I was too busy to take care of myself.   Good food, good rest, time with friends and family, as well as time spent in quiet thought are all strong investments not only in your own leadership, but in the success of the team.

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Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available on Amazon Kindle for e-readers, tablets, Macs and PCs.

Energy Management

Often just being at work is. . .well, a lot of work.    Plus, as a leader you want to put your best foot forward for your team, you need to manage competing priorities and be a key contributor to the enterprise.  The net result is that you need an amount of energy approximately equal to what it takes to light up a small city.   It's important, then, to realize both the opportunities to save energy and how to create energy.

Don't fret about rumors.   Rumors are rumors; if they were facts we might actually be able to do something about them.   In the workplace, especially in corporations, there will always be rumors about mergers and department changes and strategic turns.  The only positive thing you can do is not honor these time detractors and keep your team moving forward.

Do Include Your Team in Decision Making.     If your team owns the decision, they will be diligent in executing it. . .vs. you trying to justify your decision and end up doing everything yourself.

Don't Engage in Internal Warfare.    It's an incredible waste of time.    The mission of the enterprise is to be a strong competitor in the outside word, not to be it's own worst enem .  Work for collaboration, not collision.

Do Take Time Away from Your Desk.    Often we sit at our desks and end up staring at situations from quite literally the same perspective.  Get up.  Take a walk.   Go to Starbuck's.    Challenge your perspective and accompanying conclusions. . .bet you'll come back with a better, more efficient way to deal with the challenge at hand.

Don't Do Things Because "They've Always Been Done."    Priorities change, group dynamics evolve and information is only useful if it's timely.    Consistently challenge the way things have been done and look for new efficiencies.

Do Share the Workload.   I have been so guilty of  trying to do everything myself because either I didn't trust anyone else to do it or it just seemed easier to do it myself.   Bad ideas - both short term and long term.   By not sharing the workload, you are not advantaging your work of the diverse viewpoints teamwork brings AND  you are disabling your work team by not teaching them how to do the work.

Don't Ignore Reality.    Sometimes there is a situation we just don't want to deal with. . .and the longer we wait, the more challenging and time consuming it becomes.    Make sure you know the facts and then deal with it already.

Don't Dwell in the Past.    It takes you backward and that's a huge waste of power.

Do Learn from the Past.   Make efficient use of past successes and perceived mistakes by learning and then continuously and consciously moving forward.

By editing when it is unnecessary to spend energy, and combing that with opportunities to create energy, you truly will be creating more sustainable leadership.

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Brent  Frerichs is the author of "Courageous Questions, Confident Leaders"  available for e-readers, tablets, PCs and Apple products on Amazon Kindle.

You Must Remember This

Great leadership is more complex than a series of  phrases.  There are, however, some fundamentals that support both leadership and teamwork. . .both in the workplace and at home.  Here are a few:

Leadership is a selfless act.

Leaders know when to lead the charge. . .and know when to get out of the way. . .all in the name of progress.

Great leaders celebrate the diversity of the workplace.

People listen in different ways; leaders know how to maintain consistency in their messaging while tailoring their delivery for maximum effectiveness.

Compromise and collaboration are words of progress.

Extremism is seldom, if ever, necessary.  The ability to balance is essential.

Humor is not a detractor; it is an activator.

Time spent listening to team members is an investment in the future.  Time spent with team members does not get in the way of getting work done;  it is getting work done.

Learning means that you are regarding nearly everything as information;  be it good or bad it will help you formulate opinions and actions.  Information presents opportunity.

Never stop learning. 

There will always be bad times and good times;  it is the leader's core beliefs that allow the leader and the team to survive the former and truly celebrate the latter.

Every individual, every issue is multi-dimensional.   Nothing is as simple as it initially presents itself.

Success is not just the completion of a major project; success is also small moments of positive interaction that make the workplace better for all.

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Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, tablets, PCs and Apple products on Amazon Kindle.

Good Drivers, Good Team Players

We all spend too much time in traffic - so as you're sitting in the latest piece of congestion you might as well learn something - right?    Take a few minutes and actively observe how drivers interact with each other.  I have come to the conclusion that there are two types of drivers. . .and they personify two entirely different types of team players.

The first type of driver is one who  believes that the road exists for the good of all who use it, and to that end, they conduct their driving with the idea of not only getting to their own destination, but also with the sense that their actions can help everyone on the road get home safely and sanely.

This is the driver  who lets people in, who is willing to cede a little bit of ground for the common good.   This is the driver who takes action guided by  not only what is good and safe for their own vehicle and occupants, but what is in the best interest of all who share the road.

And then there's the driver whose only thought is how fast they can get to their destination;   they are not concerned with an orderly flow, safety of others or even the rights of others.        They will crowd ahead of everyone else, not give an inch and use the car horn as if it were an extension of their own voicebox.

Therein you have allegories for types of players in the office.   Those who will  work together and make things happen for the ultimate good; and those who are so interested in just getting to their own goals and fulfilling their own needs that they disregard the needs of anyone else.

Who would you rather share the road with?     Who would you rather work with?  Who do you trust?

Moreover (and you have experienced this  while driving) someone cuts you off, refuses to let you in, cuts in where they shouldn't and guess what?   At the next stop light, they really aren't any further ahead than you.  Or, perhaps even better, you sail by while they are spending time at the side of the road with that nice patrol officer.

Same is true in the workplace;    people delude themselves into believing that selfishly unaware behavior gets them ahead, but in the end, they are disrespected and really, no further ahead.  Team players in the workplace who prove, by their actions, that they are aware of a shared responsibility help everyone get to their goals.

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Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available on Amazon Kindle for e-readers, PCs and tablets.  http://www.amazon.com/Courageous-Questions-Confident-Leaders-ebook/dp/B0095KPA6A/ref=sr_1_1?s=digital-text&ie=UTF8&qid=1374103502&sr=1-1&keywords=courageous+questions%2C+confident+leaders

Building a Team Member's Success

Leaders are judged from all aspects (peers, superiors and direct reports) on their ability to have their team members build successes.  The kind coincidence is that the more successful your team members are, the happier you should be as a leader.

The issue of coaching team success is deep and should be approached with critical thought and care.   That being said, there are a few rules of thumb that enable you to build the success of your team members.

From the get-go, assure team members are aware of the company's, the team's and your goals.  These should be stated consistently and often.       There is a mindset of, "Well, we did our annual review of goals - we can cross that off the list for another year. . .or two."  Instead, you should treat these goals as foundational to every work discussion and they should be woven throughout your conversations.

Ensure that your team has the tools needed to align themselves with, and execute to, these common goals.   Some of the key questions I asked my team were:  "Do you know what your role is in accomplishing the goals of the company?" and "Do you have the tools you need to accomplish your job?"  These questions require the team member and leader to think about resources that are key to success.

Encourage your team to think of options:   different ways to approach a project, new ways to tackle a deadline and several great ideas with which to meet a challenge.   The critical exploration of options forces teams to become more familiar with the enterprise, the industry in which it is operating and the customers it serves.  It builds tensile strength and creates a competitive advantage.

When a team member comes to you with an idea - don't pounce on what is wrong or why the idea won't work.   Back up and think carefully, then positively accentuate the parts of the presentation that are aligned with the overall goals of the team and company.   Spend at least as much time reinforcing the positive as you do in constructive criticism.

Celebrate success.    In some institutions, success is treated as a mere by-product of work.  In turn, the work becomes mundane and team members are uncertain of what it is they have contributed or accomplished.     Calling out success builds success:  it confirms to team members what it is that they have done correctly and allows them to use that as a foundation for the future.

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Brent Frerichs is the author of "Courageous Questions, Confident Leaders," available for e-readers, tablets and PCs on Amazon Kindle: https://kindle.amazon.com/work/courageous-questions-confident-leaders-ebook/B0095KPA6A/B0095KPA6A

Declare Your Independence from. . .

Since the Fourth of July is a celebration of freedom from tyrannical rule, it presents us with a great opportunity to reflect upon  our own tyrannies from which we would like to declare independence.   If, for some reason, you're short of ideas, here are a few.

• Liberate yourself from the idea that you need to be right 100% of the time.    It's not practical or even realistic.   Know that great ideas and solutions can, and should, come from all members of the team.
• Equally liberating can be the exercise of balanced, constructive, critical thinking.  Not everything is (in fact, hardly anything is) perfect.   Find the opportunities for improvement in yourself, your team and your processes.
• Declare freedom from the idea that you need to be a martyr to be really good at your job.    Yes, great work requires hard work and dedication; it also requires that you have a life outside of work that nurtures you and allows you to continue to be productive and creative.
• Speaking of which, free yourself from the office. . .escape the cubicle. . .take a few days off.   It provides you with a new perspective as well as needed rest;  it gives your team the chance to exercise greater responsibility.  (By the way, even for  leaders and teams that work exceptionally well together - it's good for the leader to spend time away from the team. . .and it's good for the team to spend time away from the leader!)
• Break away from the routine.    We establish patterns that work for ourselves at a certain place and time.     To a fault, sometimes we carry forward those routines not realizing that they really aren't working for the place, time or us.   Feel free to re-invent your worklife and leadership style for greater effectiveness and efficiency.
• Free yourself  from group dynamics that are not advantageous to you, your team or the mission of the enterprise.     The only way to get out of the ruts, quite frankly, is for you to lead the way out of the ruts.

Here's the big one:   are you happy with what you're doing and where you're at?   If not, strategize how to free yourself to be a happier, better and stronger professional.

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Brent Frerichs is the author of "Courageous Questions, Confident Leaders," available for all types of e-readers and PCs on Amazon Kindle.  https://kindle.amazon.com/work/courageous-questions-confident-leaders-ebook/B0095KPA6A/B0095KPA6A

Why People Hate Meetings. Why People Love Meetings

One of the biggest time wasters  can be meetings.  One of the biggest time savers can be (surprise!) meetings.   It is possible to differentiate between the two.    Usually the time wasting meetings are the meetings that people hate.   The meetings that save time (in the long run) are the meetings that people love.  Herewith, then . . . reasons why people hate/love meetings.

Why People Hate Meetings

When there is no stated purpose other than to fulfill the obligation having a "regular meeting."  This void is then usually filled with unnecessary "status reports", the bulk of which translate into "I'm going to tell you EVERYTHING THAT I'VE BEEN SO VERY, VERY, EXTREMELY VERY BUSY DOING  in order to justify my professional existence."  It follows then that whoever gives the most verbose report is the most valuable employee. Yawn.

Someone calls a meeting, but then is too busy to attend and "delegates" it to someone else as a "learning experience."    Rule of thumb: if the purpose of the meeting isn't important to the originator, it's not important to anyone else.

If the subject matter is as interesting as last year's bus schedule.

The allotted meeting time is filled with a monologue with no chance for input or ownership by anyone save the speaker.

Meetings that are scheduled first thing in the morning or last thing in the day as the most sure-fire way to assure that employees show up on time and don't leave their cells. . .er, cubicles. . .early.

When the end time of a meeting is ignored and the clock slowly ticks onto the next century.  People begin to see glaciers move past the office windows with envying speed.

Why People Love Meetings

Gotta love it when they start on time and end on time (or preferably a few minutes early because everyone has just been so efficient in disseminating necessary information).

Meetings that have a stated purpose that is meaningful to the enterprise and to participants' professional lives.

The presented information is professionally pertinent.

Take the above, and then add on an environment in which team players have ownership of the subject, are encouraged to dream and create, can say their opinions without retribution and everyone has the goal of arriving at the best common solution.

Some of the best times in my professional life were meetings in which the populace was engaged and everyone had the opportunity to contribute.    Even if the meeting went long, we felt we had both purpose and direction - which not only saves time, but creates a better workplace.

Part of the work of leaders is to build meetings that people love. 

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Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for  e-readers, tablets, PCs and Apple Products through Amazon Kindle.
http://www.amazon.com/Courageous-Questions-Confident-Leaders-ebook/dp/B0095KPA6A/ref=sr_1_1?s=digital-text&ie=UTF8&qid=1372198031&sr=1-1&keywords=courageous+questions%2C+confident+leaders

How to Produce More Time

"Seriously, does anyone need more time, because I have more than enough time on my hands."    This is seldom, if ever, heard in the workplace.    More likely, one will hear complaints about "never enough time" and "working into the wee hours" and "how am I supposed to get all of this done?"  

There are, however, ways to manufacture more time at work.     Ironically, it requires the investment of time. . . to make time.

Constant Prioritization:  In the rapidly changing workplace, it often happens that what was important two weeks ago is not as important today.  Yet, it stays on the to-do list.  Smart leaders are aware of this and are constantly prioritizing their time and their team's time toward projects that truly will make the difference in mission accomplishment and bottom line improvement.     Review what you and your team have on your list  - if it's not important anymore, get rid of it.   You just invested a little time to save  a lot of time.

Strong Alignment to Mission and Goals:   Efficient teams are strongly bonded to the overall mission and goals.     They understand where the enterprise is going and their role in the team.  This understanding saves an incredible amount of time in miscues and miscommunication.    Invest time to assure that your team is solid in this core knowledge;  you will save hours, days and weeks in the future.

Comprehensive Communication:  It is so worth the few extra minutes it takes to communicate a project and goal well.     It prevents valuable time wasted in re-do's, hurt feelings and frustrated employees.    We should also bear in mind that not everyone hears everything the same way, so what may seem like overcommunication to the communicator may be just what the listener needs to hear.  Time invested in strong communication rewards the investor with multiple dividends of additional time and team satisfaction.

Oh. . and You Can Just Say "No."  For some, this is a dramatic realization;  not every request that comes to your desk needs to be rewarded with an affirmative.    Maybe it's not high on the priorities to meet the goals of the company.    Maybe the request is mis-guided.   Maybe the work belongs in someone else's pyramid.   Maybe you just don't have time.    It is a wise investment of time to find graceful ways to edit requests.

Don't Make the Mistake that Team-Building, Leadership Development and Skills Training Seminars are a "Waste of Time."  I have made this error, "I have ten thousand things to do and now I'm supposed to take time off to go to this *%&%*&% training!!!"  Just relax.      Be open to learning that will make you a stronger leader, which will result in less employee turn and higher team satisfaction.   You just saved a bunch of time right there!

Assure that Meetings are Time Builders, Not Time Wasters.    And that it a whole blog by itself - for next time!

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Brent Frerichs is the author of "Courageous Questions, Confident Leaders"  available for E-Readers, PCs, tablets and Apple products through Amazon Kindle.

http://www.amazon.com/Courageous-Questions-Confident-Leaders-ebook/dp/B0095KPA6A/ref=sr_1_1?s=digital-text&ie=UTF8&qid=1371768613&sr=1-1&keywords=Courageous+Questions%2C+Confident+Leaders

Would Your Life Be Better If. . .

It is one of our responsibilities as leaders to engage in process improvement;  we should also actively engage in professional improvement.   How can we make our lives better?   How can our jobs be more satisfying to us?   How can we enable our teams to function more efficiently?  We should even (and some may consider this a little audacious) understand how can we be happier at work.

So here are some considerations. . .would your life be better if. . .


. . .there was less obsession with internal competition and more focus on internal cooperation?

. . .the mental  divide between managers and leaders just went away and and there was greater emphasis on leadership characteristics for all managers?

. . .the process by which work was accomplished would be considered just as important as the end-result of the work itself?

. . .there was diminished concern about "perfection" and a heightened interest in "curiosity" which would bring new products, services, ways of doing business and, yes, even new ways of leading?

. . .there was less interest in what "I" can do and more interest in what "we" can do?

. . .you become less concerned with getting enough credit for what you do - and become more concerned with giving others enough credit for what they do?

. . .you measured your comments and committed yourself to giving out at least as much praise as you do criticism?

. . .you initiated a culture a gratitude?

. . .you took charge and made the changes that need to happen to create a better workplace. ..and a happier you?

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Brent Frerichs is the author of "Courageous Questions, Conident Leaders" available for e-readers, PCs, tablets and Apple products on Amazon Kindle:

http://www.amazon.com/Courageous-Questions-Confident-Leaders-ebook/dp/B0095KPA6A/ref=sr_1_fkmr0_2?ie=UTF8&qid=1371083468&sr=8-2-fkmr0&keywords=courageous+questions%2C+conident+leaders

8 Great Ways to Support Your Team

To lead a team is often not simple.   There are the complexities of emerging issues, competing priorities and team dynamics.   As leaders, however, there are simple, powerful things we can do that greatly benefit the team. . .and, oh, by the way, make our jobs just a little bit easier.   Some of these are very basic, but sometimes it is the most basic things that build a strong foundation.

1.  Treat Your Team as You Wish to be Treated.  At times, I am amazed and bewildered when I hear managers complain about treatment received at the hand of their bosses. . .but then they turn around and do the same thing to their team.   Being a leader does not free you from the golden rule of treating others as you wish to be treated, instead it should bond you to it. 


2.  Listen as Much as (or More Than) You Talk.   I've watched leaders struggle mightily with this:   they are under the perception that to lead, they should be doing the majority of the talking.  I have found that the power of listening, and responding, is often more powerful.   Strong listening is an expenditure of time that builds the team, gets information and utilizes that information to further the mission of the company as well as the professional trajectory of the team member. 


3.  Allow Team Members to be Right.    There are work environments in which the perception is that the only "right" answer could be garnered from the leader.   (Often this is a perception that is groomed by the leader.)    Not only is this impractical, it disenfranchises the workplace.     For the strength of the enterprise, team members must have ownership of coming up with the right answers - it lightens the burden on the leader and produces a stronger outcome.

4.  Promote Cross-Functional Teamwork.   The more interdepartmental interplay and cooperation there is - the higher the degree of professional satisfaction which contributes to better outcomes.  Don't silo team members.   Instead, within the charter of the organization, encourage them to "play well with others."    They (and you) will receive more information about the business.   You will also be amazed at the degree of cooperation you receive if your team is recognized as building cooperation with others.

5.   Be Both Knowledgeable and Willing to Learn.   Be a strong source for your team and also demonstrate your ability to learn more than you know. 

6.   Prioritize.    Positively prioritize and edit workload.   Move things up that will produce the greatest results.        Eliminate workload that really doesn't matter.

7.   Make Sure Your Team Understands the Mission and Their Role in the Mission.  Every team member should have a role in the mission of the enterprise - if not, you don't need the position.     Check in with your team members regularly to assure they have a strong understanding of their contribution.

8.   Be Grateful.     It is nearly impossible to express gratitude often enough, or in enough ways.    "Thank you for a job well done" feeds the brain because it reinforces that the leader appreciates the way a strategy or tactic was executed - it also feeds the heart and soul because the expression and receiving of gratitude is one of the most basic necessities of life.

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Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, PCs, tablets and Apple products on Amazon Kindle. 
http://www.amazon.com/Courageous-Questions-Confident-Leaders-ebook/dp/B0095KPA6A/ref=sr_1_1?ie=UTF8&qid=1370567288&sr=8-1&keywords=courageous+questions%2C+confident+leaders