Here's the thing: even though leaders, through the pure definition of leadership, should strive to be at the top of their game and set a good example for the team, the awful fact is.. .we all have bad days. Maybe that flu bug everyone has been talking about but you've avoided because you are, after all, the man/woman or steel. . .has finally gotten you. Maybe you haven't had enough sleep in, say, three years or so. It's even entirely possible that you've hit your quota of "stupid things that people do" and just need to go into a cave.
You are allowed.
First of all, a day away from the office may be a really good thing. . .not just for you, but for your team as well. The adage of "absence makes the heart grow fonder" is true (if you're a decent human being and I prefer to think most are). Moreover, if people are getting gritchy (combination of grouchy and emotionally itchy) at the office, a little respite is in order. Yes, you are allowed that.
Then there are times that, no matter what, it isn't possible to step away from the office. That meeting that has been on the books for three months is happening. You are at month-end reconciliation. You're short a team member of two. Here are a few ideas on how to get through it.
Be honest. . .with yourself and with others. It's not a bad thing to say, "Hey, not at the top of my game today, so if I don't seem like my usual self, don't take it personally." This sets the stage for your team. Since you are the leader, they tend to take everything you do personally - give them the information, and a pass, that it's not your best day and they shouldn't take it personally. This type of messaging also takes the pressure off you so you're not trying to hold up a facade when you really don't feel like it.
This may not be the best day for big decisions. On days when I'm feeling "under the weather" I'm not going to make personnel decisions, or make significant changes in strategy. . .or maybe even try to decide what to make for dinner. For me, it's a great day to do spread sheets, basic analytical work, clean out files, shut myself in a quiet space and be introspective about the business or perhaps visit the field. Pick stuff to do that does not require your natural charisma - pick things that allow you to be present and productive.
This may not be the best day for weighty team discussions. As mentioned earlier, your team is often dependent on you to set the mood and they do take what you do personally. Don't exacerbate what might be a touchy situation by trying to address it when you're not at your best. But, it may be a good day to have lighter, interpersonal conversations that build stronger working foundations.
Don't be afraid to move the schedule around. Someone in your office owns your schedule. . .and that would be you. If you need to move a meeting or appointment, and not too many people are inconvenienced - do it already. You will have a better result at a later time.
Brent Frerichs is the author of "Courageous Questions, Confident Leaders," a book about practical leadership. It is available for e-readers, tablets, PCs and Apple products from Amazon Kindle.
http://www.amazon.com/Courageous-Questions-Confident-Leaders-ebook/dp/B0095KPA6A/ref=sr_1_1?s=books&ie=UTF8&qid=1369263671&sr=1-1&keywords=courageous+questions%2C+confident+leaders
Wednesday, May 22, 2013
Wednesday, May 15, 2013
About Those "Right People on the Bus"
There is a teamwork/leadership platitude about having "the right people on the bus." The point should not be taken lightly; as a leader, you absolutely want to have a knowledgeable, skilled team working with you to accomplish the tasks at hand.
So let's take that analogy just a little bit further. Once you have that team in place, meaning you have the "right people on the bus," it's probably pretty helpful from your leadership viewpoint to understand what those people need and want.
People who ride buses like to know where they are going. As the driver of the bus, the leader, it is your responsibility to not only state your goals, but to state them frequently, such as when each new person gets on the bus. Giving solid, confident information is one of the best things you can do for a team.
People who ride buses also like to know when they've arrived at their destination. Sometimes, as leaders, we may be very good at setting out the tasks at hand, but not so great at telling everyone, "Hey, we're there. We did what we set out to do. Great job!" Great teams need to have accomplishments celebrated.
People who ride buses need to know that the bus is not only operational, but safe. I have witnessed work environments that were populated with talented, willing team members. . .but (and for often legitimate reasons) the team wasn't convinced that the company was solid, or that they were safe in taking risks on behalf of the company. Figuratively, they started opening the emergency doors and escaping. As a foundation, teams need to know that the entity that they are working for is solid, safe and in good working order.
People who ride buses need to know that the bus driver (you) is qualified. Do you know how to get where you're going? Do you know how to operate the bus (company)? Do you execute your position with fairness and confidence? Teams need to be able to answer these questions with a resounding "yes!"
People who ride buses need to know that the bus driver (again, you) will not tolerate disruptive, unscrupulous people on the bus and will throw them off of the bus. 'Nuf said.
Really great bus drivers (team leaders) are noted for their ability to answer questions without taking their eyes off of the road, their willingness to help riders who are in need of assistance and to do the right thing . . .even if takes them a little bit off schedule.
Here's one more thing. . .should the bus driver (again, you) become unable to drive - is there someone else on the bus who can guide the team to their destination? It's worth thinking about.
Brent Frerichs is the author of "Courageous Questions, Confident Leaders," available for e-readers, tablets, PC's and Apple Products from Amazon Kindle.
So let's take that analogy just a little bit further. Once you have that team in place, meaning you have the "right people on the bus," it's probably pretty helpful from your leadership viewpoint to understand what those people need and want.
People who ride buses like to know where they are going. As the driver of the bus, the leader, it is your responsibility to not only state your goals, but to state them frequently, such as when each new person gets on the bus. Giving solid, confident information is one of the best things you can do for a team.
People who ride buses also like to know when they've arrived at their destination. Sometimes, as leaders, we may be very good at setting out the tasks at hand, but not so great at telling everyone, "Hey, we're there. We did what we set out to do. Great job!" Great teams need to have accomplishments celebrated.
People who ride buses need to know that the bus is not only operational, but safe. I have witnessed work environments that were populated with talented, willing team members. . .but (and for often legitimate reasons) the team wasn't convinced that the company was solid, or that they were safe in taking risks on behalf of the company. Figuratively, they started opening the emergency doors and escaping. As a foundation, teams need to know that the entity that they are working for is solid, safe and in good working order.
People who ride buses need to know that the bus driver (you) is qualified. Do you know how to get where you're going? Do you know how to operate the bus (company)? Do you execute your position with fairness and confidence? Teams need to be able to answer these questions with a resounding "yes!"
People who ride buses need to know that the bus driver (again, you) will not tolerate disruptive, unscrupulous people on the bus and will throw them off of the bus. 'Nuf said.
Really great bus drivers (team leaders) are noted for their ability to answer questions without taking their eyes off of the road, their willingness to help riders who are in need of assistance and to do the right thing . . .even if takes them a little bit off schedule.
Here's one more thing. . .should the bus driver (again, you) become unable to drive - is there someone else on the bus who can guide the team to their destination? It's worth thinking about.
Brent Frerichs is the author of "Courageous Questions, Confident Leaders," available for e-readers, tablets, PC's and Apple Products from Amazon Kindle.
Tuesday, May 7, 2013
Why "Control" Isn't the Ultimate Power
There is a current car commercial replete with beauty shots of the auto accompanied with words akin to "because control is the ultimate expression of power."
As a car commercial, it's fine. As a management prerogative, it is not.
The right amount of control is a good thing; it provides that organizational sense that systematizes, aligns goals and effectively prevents an enterprise from falling into utter chaos. I fear, however, that many leaders over-index on the idea of control, feeling that the more control there is, the more power they have. Let me introduce a few antidotes to the idea of "over-control."
Collaboration. This is the power of many. Often the idea of control morphs into a mere handful of individuals actively running an enterprise. This means that the organization is only as powerful as that handful of individuals, and is highly vulnerable to the incapacitation of any one of those individuals. Conversely, active collaboration means that many individuals have ownership of an enterprise and are actively contributing to its success. Their tensile strength can make it virtually unassailable from any competition. That truly is ultimate power.
Flexibility. This is the power of change. The over-indexing of control often results in stagnation within a select viewpoint. The organization is disabled from seeing the realm of possibilities and thus is unable to respond competitively as the world changes around them. Flexibility, however, allows an organization to bend and move as opposed to breaking. It allows the organization, using the collaborative views of many, to not only proactively address a rapidly changing world, but to lead the charge as an innovator.
Thoughtfulness. This is the power of critical thinking. Control can be extremely dogmatic. Thoughtfulness, however, is a gateway to explore one's own thinking, the premises that drive the organization and to explore avenues of improvement. Thoughtfulness allows an organization to be self-confident enough to be critical of its own actions and devise its own solutions; it is also an expression of great power.
As the ultimate expression of power for an automobile, "control" may be an okay ideal. For an organization, collaboration, flexibility and thoughtfulness (with just the right amount of control) is what will win the day.
Brent Frerichs is the author of "Courageous Questions, Confident Leaders," available for e-readers, tablets, PC's and Apple products from Amazon Kindle.
As a car commercial, it's fine. As a management prerogative, it is not.
The right amount of control is a good thing; it provides that organizational sense that systematizes, aligns goals and effectively prevents an enterprise from falling into utter chaos. I fear, however, that many leaders over-index on the idea of control, feeling that the more control there is, the more power they have. Let me introduce a few antidotes to the idea of "over-control."
Collaboration. This is the power of many. Often the idea of control morphs into a mere handful of individuals actively running an enterprise. This means that the organization is only as powerful as that handful of individuals, and is highly vulnerable to the incapacitation of any one of those individuals. Conversely, active collaboration means that many individuals have ownership of an enterprise and are actively contributing to its success. Their tensile strength can make it virtually unassailable from any competition. That truly is ultimate power.
Flexibility. This is the power of change. The over-indexing of control often results in stagnation within a select viewpoint. The organization is disabled from seeing the realm of possibilities and thus is unable to respond competitively as the world changes around them. Flexibility, however, allows an organization to bend and move as opposed to breaking. It allows the organization, using the collaborative views of many, to not only proactively address a rapidly changing world, but to lead the charge as an innovator.
Thoughtfulness. This is the power of critical thinking. Control can be extremely dogmatic. Thoughtfulness, however, is a gateway to explore one's own thinking, the premises that drive the organization and to explore avenues of improvement. Thoughtfulness allows an organization to be self-confident enough to be critical of its own actions and devise its own solutions; it is also an expression of great power.
As the ultimate expression of power for an automobile, "control" may be an okay ideal. For an organization, collaboration, flexibility and thoughtfulness (with just the right amount of control) is what will win the day.
Brent Frerichs is the author of "Courageous Questions, Confident Leaders," available for e-readers, tablets, PC's and Apple products from Amazon Kindle.
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