It's that time again at our household. . .assembling the family gift of a jigsaw puzzle. As we collectively work on it - I'm reflective of the parallels to leadership and teamwork.
First of all, we all recognize the big picture. The photo on the cover of the box clearly tells us what we are trying to create; we are all going to work toward that goal. There's something else, though, presumably we were attracted to this project because we liked what we were going to create. Teams need to see the big picture; great teams really are attracted to, and like, what they are creating.
Putting a puzzle together is indeed a collective effort. The more people who are looking at it - the quicker and better the results. Each one of us has a different perspective on the puzzle and the pieces that comprise it. One of us can see a fit where the others cannot. We each make a contribution. Some leaders treat teams as a necessary evil; great leaders recognize teams as essential to success.
Our family, like most, starts the puzzle by putting the framework together. Great projects are accomplished by teams that can create a framework by which they will collaborate and within which parameters the finished product will be completed.
Communication. We talk while working on the puzzle. "If you find a blue piece with writing on it - let me know.". "Where did that red and pink piece go?". Often the conversation is not about the puzzle, but is about life - the kind of casual, but important talks that build familiarity and bonds. Communication within teams, even if it isn't always about work, is essential.
While we have a big picture idea of what we are creating, often the work itself dictates changes along the way. A certain piece that we believed was a sure fit for a certain space doesn't fit at all once a complementary piece is properly installed. So there is flexibility in our building process - it allows us to change according to the landscape so that we are ultimately successful. And so it is in the workplace.
When we are done, we celebrate. Whether completing a puzzle or finishing a team project.
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My book, "Courageous Questions, Confident Leaders" is available on Amazon Kindle for tablets, e-readers and PCs.
Tuesday, December 30, 2014
Tuesday, December 23, 2014
That Star. . .
Here is what it is so obvious about the iconic star of the story of the wise men. . .and here's what so many people miss.
It led people forward.
Yes, the star illuminated the way. . .and it was a stable presence. . .but more than any of that, it led those that followed it onward.
Not backward. . .not to some place that maybe was considered familiar and safe. The wise men did not look over their shoulders wistfully for what was behind them, claiming that what was certainly was better than what could be. They did not retreat to the comfort of their home town.
Instead, they followed the star so that they could successfully complete their quest.
Sometimes we are so concerned about being safe. . .that we fail to move onward. We prefer what we believe to be the comfort of where we are. Sometimes we even try to move backward!
But if we don't move forward. . .we will fail to learn and we will fail to make the world a better place.
If we do move forward. . .and onward. . .oh, the new things we will see! We will conquer new challenges. We will find new ways to lead and live.
If we are to learn one leadership lesson from that bright and shining star, it is this. Move forward . . .and most assuredly, we will find a better way.
Happy holidays to all of you. . .may they be bright and may you move onward.
It led people forward.
Yes, the star illuminated the way. . .and it was a stable presence. . .but more than any of that, it led those that followed it onward.
Not backward. . .not to some place that maybe was considered familiar and safe. The wise men did not look over their shoulders wistfully for what was behind them, claiming that what was certainly was better than what could be. They did not retreat to the comfort of their home town.
Instead, they followed the star so that they could successfully complete their quest.
Sometimes we are so concerned about being safe. . .that we fail to move onward. We prefer what we believe to be the comfort of where we are. Sometimes we even try to move backward!
But if we don't move forward. . .we will fail to learn and we will fail to make the world a better place.
If we do move forward. . .and onward. . .oh, the new things we will see! We will conquer new challenges. We will find new ways to lead and live.
If we are to learn one leadership lesson from that bright and shining star, it is this. Move forward . . .and most assuredly, we will find a better way.
Happy holidays to all of you. . .may they be bright and may you move onward.
Thursday, December 18, 2014
The Ultimate Control
Perhaps I should have explained myself a long time ago. Much of the content of "Strength in Leadership" suggests ways that leaders can change to be more effective; I spend considerably less time on how leaders can try to change others.
Why?
I've learned, through many different lessons in life, that it is far more impactful to effect change by changing one's own behavior as opposed to imposing one's will on another individual.
Here's the thing. Human beings are wondrous creatures in that we have the ability to adapt and change and be flexible. . .unfortunately, often we forget about those great traits within a leadership context. We often wish that we could snap our fingers and another person would magically change. . .and the truth is that the closest we have to that concept. . .is changing our own behavior.
This requires that we approach the workforce with an open mind; our toolbox should include creativity and versatility. In order to change our own approach, we have to observe others and understand not only how they react to us, but to other members of the team. We have to be willing to put ourselves out there to make mistakes so that we come to the formulas that work for specific team members.
I fear that it is often out of laziness, or worst yet, fear, that leaders want everyone around them to change yet are unwilling to change themselves. There are those who claim it is principle or integrity that disallows them from altering their behavior for the benefit of the team members. Unfortunately, they are confusing those very valuable characteristics with stubbornness.
Outside of the workplace, we have found it successful to alter our approaches by situation and by individual. Most of us do not talk to our banker the same way we talk to our best friend. We probably approach our parents differently than we approach our children. Our conversations with a casual acquaintance are far different than the ones we have with a trusted confidant.
Work should be no different. To be the most effective, we need to change how we act, react and interact with our team; it is those actions that will make the most difference in how the team acts, reacts and interacts with us.
The most vital power we have is not the will that we try to impose on others; it is the strength, determination and the ability to adapt that we have within ourselves.
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My book, "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs on Amazon Kindle.
Why?
I've learned, through many different lessons in life, that it is far more impactful to effect change by changing one's own behavior as opposed to imposing one's will on another individual.
Here's the thing. Human beings are wondrous creatures in that we have the ability to adapt and change and be flexible. . .unfortunately, often we forget about those great traits within a leadership context. We often wish that we could snap our fingers and another person would magically change. . .and the truth is that the closest we have to that concept. . .is changing our own behavior.
This requires that we approach the workforce with an open mind; our toolbox should include creativity and versatility. In order to change our own approach, we have to observe others and understand not only how they react to us, but to other members of the team. We have to be willing to put ourselves out there to make mistakes so that we come to the formulas that work for specific team members.
I fear that it is often out of laziness, or worst yet, fear, that leaders want everyone around them to change yet are unwilling to change themselves. There are those who claim it is principle or integrity that disallows them from altering their behavior for the benefit of the team members. Unfortunately, they are confusing those very valuable characteristics with stubbornness.
Outside of the workplace, we have found it successful to alter our approaches by situation and by individual. Most of us do not talk to our banker the same way we talk to our best friend. We probably approach our parents differently than we approach our children. Our conversations with a casual acquaintance are far different than the ones we have with a trusted confidant.
Work should be no different. To be the most effective, we need to change how we act, react and interact with our team; it is those actions that will make the most difference in how the team acts, reacts and interacts with us.
The most vital power we have is not the will that we try to impose on others; it is the strength, determination and the ability to adapt that we have within ourselves.
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My book, "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs on Amazon Kindle.
Thursday, December 11, 2014
Losing It Over the Nuts
According to Mashable. . .this really happened.
A Korean Airlines flight from JFK to Inchon had completed boarding and was pulling onto the tarmac. Sitting in first class was the airline's Vice President of In-Flight Experience. Apparently it is de rigueur that first class passengers receive their complimentary macadamia nuts on a plate. So when the hapless flight attendant handed the vice president her portion, STILL IN ITS PACKAGE (!), the VP was incensed.
I am a first class passenger and I want my nuts on a plate, dammit!
As opposed to taking the flight attendant aside and offering coaching, or better yet, a question ("Just curious, why did you opt not to use a plate for my nuts") off stalks the VP in search of a more senior flight attendant who can provide the procedures manual because, you see, apparently as VP of In-Flight Experience, your word isn't sufficient enough, YOU NEED TO POINT IT OUT IN THE MANUAL because. . .
I want my damn nuts on plate. , ,
Upon the news that the more senior flight attendant could not find a copy of the manual, the VP was so properly infuriated that she insisted the plane turn back to the gate so she could kick said flight attendant off the flight.
I don't care what the cost. . .I want my nuts on a plate!
There are so many things deliciously wrong here: failure to coach through a wrong, defaulting to pointing out a transgression per the manual. . .but here's the big one. . .the failure to scale corrective action. While the VP of In-Flight Experience was correct in pointing out that the customers were to be served nuts on a plate, she was exceptionally wrong in turning back an entire plane of customers over such a comparatively small transgression. She failed to see the bigger picture and react appropriately.
Unfortunately, it is a common occurrence to see leaders take outscaled action over stuff that really nobody cares about:
"Yes, the entire event was lovely, but for $100,000, I would have expected the ham balls to be bigger."
Seriously?
"We are not starting the meeting until the chattering is over."
Really, Mr. or Ms. First Grade Teacher?
"I found a mis-placed comma on the first page, I'm not reading this until you can assure me you can use proper English."
Such as the proper English you will use in your letter of resignation.
Truly, in the defense of quality, details are worthy of attention. . .but not tantrums. Let's be sure that our reaction is appropriately scaled, and constructively executed, to the size of the transgression. Let's not lose our minds over the nuts. . .
By the way, said VP resigned her position when she returned to Korea - not only did she lose her mind. . she lost her job.
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My book, "Courageous Questions, Confident Leaders" is available on Amazon Kindle for e-readers, tablets and PCs.
A Korean Airlines flight from JFK to Inchon had completed boarding and was pulling onto the tarmac. Sitting in first class was the airline's Vice President of In-Flight Experience. Apparently it is de rigueur that first class passengers receive their complimentary macadamia nuts on a plate. So when the hapless flight attendant handed the vice president her portion, STILL IN ITS PACKAGE (!), the VP was incensed.
I am a first class passenger and I want my nuts on a plate, dammit!
As opposed to taking the flight attendant aside and offering coaching, or better yet, a question ("Just curious, why did you opt not to use a plate for my nuts") off stalks the VP in search of a more senior flight attendant who can provide the procedures manual because, you see, apparently as VP of In-Flight Experience, your word isn't sufficient enough, YOU NEED TO POINT IT OUT IN THE MANUAL because. . .
I want my damn nuts on plate. , ,
Upon the news that the more senior flight attendant could not find a copy of the manual, the VP was so properly infuriated that she insisted the plane turn back to the gate so she could kick said flight attendant off the flight.
I don't care what the cost. . .I want my nuts on a plate!
There are so many things deliciously wrong here: failure to coach through a wrong, defaulting to pointing out a transgression per the manual. . .but here's the big one. . .the failure to scale corrective action. While the VP of In-Flight Experience was correct in pointing out that the customers were to be served nuts on a plate, she was exceptionally wrong in turning back an entire plane of customers over such a comparatively small transgression. She failed to see the bigger picture and react appropriately.
Unfortunately, it is a common occurrence to see leaders take outscaled action over stuff that really nobody cares about:
"Yes, the entire event was lovely, but for $100,000, I would have expected the ham balls to be bigger."
Seriously?
"We are not starting the meeting until the chattering is over."
Really, Mr. or Ms. First Grade Teacher?
"I found a mis-placed comma on the first page, I'm not reading this until you can assure me you can use proper English."
Such as the proper English you will use in your letter of resignation.
Truly, in the defense of quality, details are worthy of attention. . .but not tantrums. Let's be sure that our reaction is appropriately scaled, and constructively executed, to the size of the transgression. Let's not lose our minds over the nuts. . .
By the way, said VP resigned her position when she returned to Korea - not only did she lose her mind. . she lost her job.
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My book, "Courageous Questions, Confident Leaders" is available on Amazon Kindle for e-readers, tablets and PCs.
Thursday, December 4, 2014
A Tip for Greater Productivity
Go - go - go. The life of the leader is geared toward productivity and accomplishment. The goal is to get things done - ideally as quickly as possible so that we can move on to the next thing. . .and then get that done.
Since the over-riding principal here is productivity - here's a tip.
Stop. Think. Re-charge.
The times that I have been at my absolute worst was when I just kept doing. . .and failed to stop. . .and think. . .and re-charge.
Perspective is a marvelous management tool; what I have found is that if we just keep going, heads down, in the trenches. . .we lose perspective for both ourselves and our teams. It is only when we gain the discipline of walking away (however briefly) and think about what we are doing that we are able to do it better.
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My book, "Courageous Questions, Confident Leaders" is available for e-readers, PCs and tablets on Amazon Kindle.
Since the over-riding principal here is productivity - here's a tip.
Stop. Think. Re-charge.
The times that I have been at my absolute worst was when I just kept doing. . .and failed to stop. . .and think. . .and re-charge.
Perspective is a marvelous management tool; what I have found is that if we just keep going, heads down, in the trenches. . .we lose perspective for both ourselves and our teams. It is only when we gain the discipline of walking away (however briefly) and think about what we are doing that we are able to do it better.
- If you just keep doing. . .you will just keep doing it the same way. If you step away, and think about what you and your team are doing, you may find there is a better way, however minute, that may make a significant, positive change in your progress.
- If you stop for a minute - you can truly assess how the team is doing. Who needs to be rested? Who can do more? How do we change one person's work for a positive impact on both the individual and the whole of the team?
- And gaining perspective that allows you to make things better happens when you, as a leader, is re-charged. So, take a day off already. Go for a walk at lunch. Spend an extra five minutes at Starbucks. While all of these things may seem like a luxury - the extra little investment of time will reap valuable rewards by refreshing you and thus, recharging your team when you are at the workplace.
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My book, "Courageous Questions, Confident Leaders" is available for e-readers, PCs and tablets on Amazon Kindle.
Wednesday, November 26, 2014
Let's Be Thankful That. . .We're Not Perfect
True confession - what I write about, what I encourage leaders to do - is not informed by some rarified thought that I live the perfect life. Instead, my beliefs are informed by my mistakes.
And let me tell you. . .the mistakes are legion. Laughable bloopers, potentially career-ending spectaculars and omissions that disabled the potential connections with significant opportunities.
Like many, I was raised in a culture in which the pinnacle of personal behavior was named "perfection". . .so it was a major personal milestone (and a huge relief) when several years ago I came to the conclusion, "I don't have to right" but instead I need to take a path that gets my team as close as possible to the right answer.
The gifts of not having to be right. . .not having to be perfect. . .are many.
First and foremost, we can forgive ourselves and own the responsibility for the mistakes we make. Only if we do that can others truly forgive us (and we can forgive others), and that is one of the strongest bonds that teams can have.
Not having to be perfect allows a broader range of exploration of life's possibilities and solutions. Instead of re-treading a narrow path that we believe (with mistaken certainty) will always lead to the perfect solution; the reality of imperfections gives us a broader spectrum of options.
We can drop the pretense. No one is perfect - but many pretend to be. That pretension is energy-consuming and serves no purpose. As opposed to always defending ourselves (even when we are wrong) that energy is better channeled into being truly human and building a better team.
Not being perfect (and this is gift of nearly immeasurable proportions) allows room for others. The stress for perfection is often singular; the focus is on one (usually ourselves) and excludes others. If we are always right, unfortunately, the rest of team will most often be wrong. But if we relax, if we breathe, and embrace the reality of imperfections, the world of true teamwork opens up for us. Succinctly, it is the antithesis of narcissism - and that is a good thing.
Yes, we should always strive to be better. . to be better leaders and to build better teams. The thought of being perfect doesn't get us there, but instead, it is the growth and learning from the mistakes we make that allows us, our teams and our organizations to grow.
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My book, "Courageous Questions, Confident Leaders" is available on Amazon Kindle for e-readers, PCs and tablets,
And let me tell you. . .the mistakes are legion. Laughable bloopers, potentially career-ending spectaculars and omissions that disabled the potential connections with significant opportunities.
Like many, I was raised in a culture in which the pinnacle of personal behavior was named "perfection". . .so it was a major personal milestone (and a huge relief) when several years ago I came to the conclusion, "I don't have to right" but instead I need to take a path that gets my team as close as possible to the right answer.
The gifts of not having to be right. . .not having to be perfect. . .are many.
First and foremost, we can forgive ourselves and own the responsibility for the mistakes we make. Only if we do that can others truly forgive us (and we can forgive others), and that is one of the strongest bonds that teams can have.
Not having to be perfect allows a broader range of exploration of life's possibilities and solutions. Instead of re-treading a narrow path that we believe (with mistaken certainty) will always lead to the perfect solution; the reality of imperfections gives us a broader spectrum of options.
We can drop the pretense. No one is perfect - but many pretend to be. That pretension is energy-consuming and serves no purpose. As opposed to always defending ourselves (even when we are wrong) that energy is better channeled into being truly human and building a better team.
Not being perfect (and this is gift of nearly immeasurable proportions) allows room for others. The stress for perfection is often singular; the focus is on one (usually ourselves) and excludes others. If we are always right, unfortunately, the rest of team will most often be wrong. But if we relax, if we breathe, and embrace the reality of imperfections, the world of true teamwork opens up for us. Succinctly, it is the antithesis of narcissism - and that is a good thing.
Yes, we should always strive to be better. . to be better leaders and to build better teams. The thought of being perfect doesn't get us there, but instead, it is the growth and learning from the mistakes we make that allows us, our teams and our organizations to grow.
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My book, "Courageous Questions, Confident Leaders" is available on Amazon Kindle for e-readers, PCs and tablets,
Thursday, November 20, 2014
A Little Known Secret of Leadership Success
The only reason the following is a "secret" of leadership success is because it is hardly ever mentioned as a success factor. We talk about communication, collaboration, team building, charisma, but we hardly ever talk about. . .
Consistency.
One of the distinctions of a boss I once had was the gentleman's almost ridiculous ability to always be consistent.
There was never an office pool on whether he would do something one way or the other. . .because he always did things the exact same way. So predictable was he that after working with him a short while. . .I could virtually tell you his response during any given time of the day.
While this may sound boring, actually working on his team was anything but tedious because we accomplished so much. Before I go further, I will hasten to add that his consistency was firmly rooted in his values and business philosophy. In other words, there were reasons that drove his decision making.
So, as a leader, here's what consistency buys you. . .
Your team will love working for you. . .team members like coming to a workplace in which they know what to expect. There is so much uncertainty in the world that to be able to work in a stable environment is very refreshing indeed.
Certainty breeds strong delegation and authority. I have seen teams of hundreds stymied by inaction because they don't know what to do. . .because they don't know what their boss wants them to do. When you work for a boss that is predictable. . .the team knows very well, by practical experience, what the boss wants and they know how to execute to that.
When responding to the uncertainty of the world around us. . .and there will always be emergencies, new competitive circumstances and internal disruptions. . .having the foundation of the predictability of the leader allows the team to move with speed and confidence to address the challenges at hand.
Speaking of the world around us. . .a leader's consistent influence goes beyond the immediate team and communicates itself to the larger organization. Everyone within our organization was aware of our leader's consistency. . .and much like his immediate team. . .they knew the answer they would be delivered before the question was asked. This avoided a lot of wasted time and energy.
Yes, on one dimension predictability is not exciting. . .but in another, it is one of the greatest gifts a leader can give a team.
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My book "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs from Amazon Kindle.
Consistency.
One of the distinctions of a boss I once had was the gentleman's almost ridiculous ability to always be consistent.
There was never an office pool on whether he would do something one way or the other. . .because he always did things the exact same way. So predictable was he that after working with him a short while. . .I could virtually tell you his response during any given time of the day.
While this may sound boring, actually working on his team was anything but tedious because we accomplished so much. Before I go further, I will hasten to add that his consistency was firmly rooted in his values and business philosophy. In other words, there were reasons that drove his decision making.
So, as a leader, here's what consistency buys you. . .
Your team will love working for you. . .team members like coming to a workplace in which they know what to expect. There is so much uncertainty in the world that to be able to work in a stable environment is very refreshing indeed.
Certainty breeds strong delegation and authority. I have seen teams of hundreds stymied by inaction because they don't know what to do. . .because they don't know what their boss wants them to do. When you work for a boss that is predictable. . .the team knows very well, by practical experience, what the boss wants and they know how to execute to that.
When responding to the uncertainty of the world around us. . .and there will always be emergencies, new competitive circumstances and internal disruptions. . .having the foundation of the predictability of the leader allows the team to move with speed and confidence to address the challenges at hand.
Speaking of the world around us. . .a leader's consistent influence goes beyond the immediate team and communicates itself to the larger organization. Everyone within our organization was aware of our leader's consistency. . .and much like his immediate team. . .they knew the answer they would be delivered before the question was asked. This avoided a lot of wasted time and energy.
Yes, on one dimension predictability is not exciting. . .but in another, it is one of the greatest gifts a leader can give a team.
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My book "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs from Amazon Kindle.
Thursday, November 13, 2014
What Do They Need to Hear vs. What Do I Want to Say?
Often we become so obsessed with what we want to say. . .that we completely overlook what the audience is able to hear.
And just to nip this in the bud. . .I'm not suggesting for minute that just because no one wants to hear bad news that we should fail to deliver it.
Whether it be bad news or good news, however, our messages will go so much further if we stop for just a minute and think about what our audience is able to hear. Here are a few examples from real-life experience.
When thinking about the right time consider these elements:
When thinking about how they will hear your message, consider:
One of the keys to making your leadership life better is this: concentrate far less on what you want to say. . .focus far more on the best time and way to say it so that it is readily received by your audience.
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My book "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs on Amazon Kindle.
And just to nip this in the bud. . .I'm not suggesting for minute that just because no one wants to hear bad news that we should fail to deliver it.
Whether it be bad news or good news, however, our messages will go so much further if we stop for just a minute and think about what our audience is able to hear. Here are a few examples from real-life experience.
- CEO or CFO will launch into a complicated explanation of annual results that truly would require a degree in accounting to fully grasp. The positive impact is lost on the audience because they aren't trained to hear it. . .what they need to hear is a much more simple message. "Folks, due to your great efforts we increased sales 7% over last year and beat our goal by 4%. Great job."
- Boss is so pissed about something that he/she finds the nearest party and just explodes. First of all, it may not even be the right party and there is no foresight as to how and when to deliver a much more constructive message.
- There is a "going away" party for hundreds of people who have been laid off - but first (oh yes, this really happened) the president "updates" all attendees on the quarterly results. Do you think they cared?
- Boss wants to assign Marie a complicated project. . .and because boss wants to cross it off his/her list, decides to call Marie in right now. . .despite the fact that Marie is still knee-deep in the last big project. Do we think Marie can even do a good job of assimilating the information?
When thinking about the right time consider these elements:
- What else is going on for you?
- What else is going on for your team?
- Is the recipient preoccupied with something else (deadline, upcoming vacation, stress in the workplace or home) so that they can't hear your message right now?
- Given the current status, can the recipient focus on your message?
When thinking about how they will hear your message, consider:
- Do they talk your technical language - will they understand your use of acronyms and language short-cuts?
- What do they think about you in general? Are you trusted? Do they believe you will look out for them or that you will look out only for your own good?
- Does the message even have relevance for them? Do they have a relationship with the subject matter or is it just clutter that they don't care about? In other words - what is in it for them?
One of the keys to making your leadership life better is this: concentrate far less on what you want to say. . .focus far more on the best time and way to say it so that it is readily received by your audience.
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My book "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs on Amazon Kindle.
Thursday, November 6, 2014
The Importance of the Conversation
A monologue similar to this happens thousands of times a day. A leader, after having a conversation with a team member and said team member is out of earshot will say something akin to: "Well, that 30 minutes of my life is gone forever. . now I can get back to doing my job."
Truth is. . .that leader, by spending 30 minutes in conversation with a team member was doing their job. Truth is. . .that the leader both did something very good (spent time with a team member) and didn't recognize the true value of what they had done ("now I can get back to doing my job").
Truth is. . .spending time in conversation with our team members is one of the greatest expenditures of time we can make as leaders. It is both an investment in our team's future as well as an investment in our own careers.
Spending time with team members builds bonds. The familiarity that develops through conversation allows us to activate with the team more effectively when push comes to shove - because we know more about the team member and they know more about us.
Listening is one of the best ways that we can communicate to our team that they really are important, not only to the business, but to us as individuals.
When you spend time with team members. . .really, truly listen for things you can learn. . .both about the individuals and about the business. Contemplate the conversation afterward: "What did I really hear? What did I really learn?" Then think about what you can accomplish with that information.
Since conversations are two way streets, it is also an opportunity for you to communicate to team members what is important to you. . .both as an individual and as a professional.
A waste of time? Nope. Spending time your team members is doing your job. . .and doing your job really well.
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My book, "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs on Amazon Kindle.
Truth is. . .that leader, by spending 30 minutes in conversation with a team member was doing their job. Truth is. . .that the leader both did something very good (spent time with a team member) and didn't recognize the true value of what they had done ("now I can get back to doing my job").
Truth is. . .spending time in conversation with our team members is one of the greatest expenditures of time we can make as leaders. It is both an investment in our team's future as well as an investment in our own careers.
Spending time with team members builds bonds. The familiarity that develops through conversation allows us to activate with the team more effectively when push comes to shove - because we know more about the team member and they know more about us.
Listening is one of the best ways that we can communicate to our team that they really are important, not only to the business, but to us as individuals.
When you spend time with team members. . .really, truly listen for things you can learn. . .both about the individuals and about the business. Contemplate the conversation afterward: "What did I really hear? What did I really learn?" Then think about what you can accomplish with that information.
Since conversations are two way streets, it is also an opportunity for you to communicate to team members what is important to you. . .both as an individual and as a professional.
A waste of time? Nope. Spending time your team members is doing your job. . .and doing your job really well.
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My book, "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs on Amazon Kindle.
Thursday, October 30, 2014
The Art of Imperfect Leadership
Oh, the mistakes that I have made! We're not talking about a few. . .we are talking about hundreds. . .thousands . . .okay, maybe hundreds of thousands. And what would I say was one of the biggest?
Thinking that as a leader I had to be perfect.
If I was alone in this - it would not be worth talking about - but I think that so many leaders, whether in the workplace, a social environment or in the family - believe that they need to be perfect.
Think about it - the idea of leadership perfection isn't even realistic. You know it. Your team knows it. So, if we believe we need to be perfect or, perhaps even worse, present a leadership persona that "cannot be wrong" we are seriously out of contact with reality.
To pretend to be perfect:
Perfection associated with self-worth is built into us from the get-go. The perfect test in school got you an A. The perfect performance gets raves. The perfect look gets you lots of compliments. I would propose, however, that a more mature view of the world not only values the search for achievement, but also allows us to acknowledge, and perhaps even have gratitude for the mistakes and errors along the way.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs on Amazon Kindle.
Thinking that as a leader I had to be perfect.
If I was alone in this - it would not be worth talking about - but I think that so many leaders, whether in the workplace, a social environment or in the family - believe that they need to be perfect.
Think about it - the idea of leadership perfection isn't even realistic. You know it. Your team knows it. So, if we believe we need to be perfect or, perhaps even worse, present a leadership persona that "cannot be wrong" we are seriously out of contact with reality.
To pretend to be perfect:
- Causes undue personal anxiety (not something we need in our professional lives)
- Makes our team distrustful of our leadership. . .if we have to be perfect, the team knows that the blame for the inevitable leadership mistake will be incorrectly laid at their feet
- Makes our leadership more distant and unapproachable
Perfection associated with self-worth is built into us from the get-go. The perfect test in school got you an A. The perfect performance gets raves. The perfect look gets you lots of compliments. I would propose, however, that a more mature view of the world not only values the search for achievement, but also allows us to acknowledge, and perhaps even have gratitude for the mistakes and errors along the way.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs on Amazon Kindle.
Thursday, October 23, 2014
The "2 to1" Leadership Challenge
Pass it on. Share this formula for success. . .for a better work experience for both you and your team. (And, by the way, it also works in your personal life).
It's the "2 to 1" challenge. . .and it's extremely simple. For every piece of constructive feedback, criticism, improvement advice you give to a team member - give them two pieces of positive feedback for something they are doing really well.
Why?
We become so engaged in process improvement and fixing that which needs to be fixed. . .that often we utterly fail at telling people what it is they are doing well. Without that positive reinforcement, they may cease doing what it is that you really value; they may feed that their strengths are not recognized or valued. If you add praise to your leadership tools, your pathway to the future is paved with the strengths of the team; you are providing them with a greater focus toward that which you want them to do.
And you will be a better, happier person.
The rules are simple.
1. Don't fail to give the constructive feedback because (crap!) now you need to think of two positive things to say.
2. Your positive feedback must be truthful and genuine and of value. Items like "It's great you showed up for work today" don't count. "The way you coached Sue regarding the month-end project was better than I could have done" does count.
3. Certainly expressions of gratitude do count ("Thank you for rushing in to help Jim with the contract work yesterday). Snarky gratitude ("Thank you for not wearing that green outfit YET AGAIN") does not count.
4. Saying "Nice job" under your breath does not count. Make sure people understand what you specifically appreciate about their work performance.
5. Public recognition for a job well done does count.
What if you honestly cannot come up with two good things to say? Then, after some self-evaluation, you probably need to re-evaluate the team member's worth to the enterprise.
And why the "2 to 1" ratio? Because constructive criticism or negative feedback has such a large impact. . .and often we are extremely passive about the positive - that you need at least a 2 to 1 ratio to balance the two.
Share the idea. . .let's put some focus on the positive and make the workplace better and the team stronger.
My book, "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs on Amazon Kindle.
It's the "2 to 1" challenge. . .and it's extremely simple. For every piece of constructive feedback, criticism, improvement advice you give to a team member - give them two pieces of positive feedback for something they are doing really well.
Why?
We become so engaged in process improvement and fixing that which needs to be fixed. . .that often we utterly fail at telling people what it is they are doing well. Without that positive reinforcement, they may cease doing what it is that you really value; they may feed that their strengths are not recognized or valued. If you add praise to your leadership tools, your pathway to the future is paved with the strengths of the team; you are providing them with a greater focus toward that which you want them to do.
And you will be a better, happier person.
The rules are simple.
1. Don't fail to give the constructive feedback because (crap!) now you need to think of two positive things to say.
2. Your positive feedback must be truthful and genuine and of value. Items like "It's great you showed up for work today" don't count. "The way you coached Sue regarding the month-end project was better than I could have done" does count.
3. Certainly expressions of gratitude do count ("Thank you for rushing in to help Jim with the contract work yesterday). Snarky gratitude ("Thank you for not wearing that green outfit YET AGAIN") does not count.
4. Saying "Nice job" under your breath does not count. Make sure people understand what you specifically appreciate about their work performance.
5. Public recognition for a job well done does count.
What if you honestly cannot come up with two good things to say? Then, after some self-evaluation, you probably need to re-evaluate the team member's worth to the enterprise.
And why the "2 to 1" ratio? Because constructive criticism or negative feedback has such a large impact. . .and often we are extremely passive about the positive - that you need at least a 2 to 1 ratio to balance the two.
Share the idea. . .let's put some focus on the positive and make the workplace better and the team stronger.
My book, "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs on Amazon Kindle.
Thursday, October 16, 2014
Effective Meetings? Or Wallowings?
You want to have a good, productive meeting? Stop wallowing.
Wallowing, in this instance, is the insistence in not only getting into the ugly parts of the business. . . but staying there for three lifetimes with no plan, or evident desire, to get out of the mud. Wallowing can take on several types of personalities:
The Mud-Slinging Contest. Someone, in addressing a business challenge, says something just. . .let's say. . . slightly snarky. Participant on receiving end of the mini-bomb decides that "since you went there" that the return verbal volley deservedly should be just a little bit more direct and twice as nasty. At that point, the gloves are off and away everyone goes, picking sides like an old western bar fight. Might be entertaining. . .but more likely is damned uncomfortable and only accomplishes the dual feat of not addressing the core issue and alienating the team for days. . if not weeks to come.
Then there's the popular "oh-woe-is-us" type of wallowing. You can recognize this variety by the copious hand-wringing and the total victimization. No one has the time to have true ownership of the issue because they are way too busy being martyrs. There is no faith, no hope. . .no strategy and perhaps only the whisper of tactics, if only to assure one's place in martyrdom ("well. . .we tried").
Or, how about - "let's get lost in the details?" You've seen it - someone pulls out a spreadsheet and magically all participants are transported into cell d3 and the seeming relationship to cell ag41. When people say "the devil is in the details" they are so right. People often use the details to escape the hard decisions that need to be made.
Here's what you can do:
Simply use your voice to take people back to the main points. It can be very direct: "Guys, gals - we need to focus on the main issue at hand." It can be very diplomatic: "You know, I find that interesting as well. . .and maybe it deserves its own meeting. . . but let's get back to the main point that Janine brought up." It can be comforting: "I know these are all issues of concern - but we need to take care of our business and our associates and we can only do that if we address the issue at hand."
Here's what else you can do:
Refuse to take part in the wallowing. Don't add to the mud. Instead, present clarity and focus. The team will then have productive meetings, you will have earned more respect and ultimately you will have a better workforce.
Like it? Share it!
My book, "Courageous Questions, Confident Leaders" is available on Amazon Kindle for e-readers, tablets and PCs.
Wallowing, in this instance, is the insistence in not only getting into the ugly parts of the business. . . but staying there for three lifetimes with no plan, or evident desire, to get out of the mud. Wallowing can take on several types of personalities:
The Mud-Slinging Contest. Someone, in addressing a business challenge, says something just. . .let's say. . . slightly snarky. Participant on receiving end of the mini-bomb decides that "since you went there" that the return verbal volley deservedly should be just a little bit more direct and twice as nasty. At that point, the gloves are off and away everyone goes, picking sides like an old western bar fight. Might be entertaining. . .but more likely is damned uncomfortable and only accomplishes the dual feat of not addressing the core issue and alienating the team for days. . if not weeks to come.
Then there's the popular "oh-woe-is-us" type of wallowing. You can recognize this variety by the copious hand-wringing and the total victimization. No one has the time to have true ownership of the issue because they are way too busy being martyrs. There is no faith, no hope. . .no strategy and perhaps only the whisper of tactics, if only to assure one's place in martyrdom ("well. . .we tried").
Or, how about - "let's get lost in the details?" You've seen it - someone pulls out a spreadsheet and magically all participants are transported into cell d3 and the seeming relationship to cell ag41. When people say "the devil is in the details" they are so right. People often use the details to escape the hard decisions that need to be made.
Here's what you can do:
Simply use your voice to take people back to the main points. It can be very direct: "Guys, gals - we need to focus on the main issue at hand." It can be very diplomatic: "You know, I find that interesting as well. . .and maybe it deserves its own meeting. . . but let's get back to the main point that Janine brought up." It can be comforting: "I know these are all issues of concern - but we need to take care of our business and our associates and we can only do that if we address the issue at hand."
Here's what else you can do:
Refuse to take part in the wallowing. Don't add to the mud. Instead, present clarity and focus. The team will then have productive meetings, you will have earned more respect and ultimately you will have a better workforce.
Like it? Share it!
My book, "Courageous Questions, Confident Leaders" is available on Amazon Kindle for e-readers, tablets and PCs.
Thursday, October 9, 2014
Human Sacrifices
Members of ancient (and perhaps not-so-ancient) tribes attempted to appease the gods by sacrificing. . . .well, each other. "What a barbaric practice" think we.
And yet. . .and yet.
How many times have you seen teams fail, then proceed to pin the blame on one individual? Oops - that one get tied to a stake anchored in a fiery pit! How many times have you witnessed an individual not live up to promise, only to point the finger at one of his or her team members? Oh boy, that one was tossed into the volcano! If you still aren't convinced look at the way that corporations try to appease Wall Street. Bad performance? Hold one individual up for ridicule and then deprive that individual of their professional life.
Barbaric? Yes. Does it solve the problem? No.
A wise individual told me this, "You cannot change what you do not own.". Ownership translates into responsibility. When we pass the blame, we are abdicating responsibility - and hence have no ownership or determination in our own work lives.
Not having ownership in our own work life robs us of the feeling of accomplishment. When we don't have responsibility for what we do - we are not, and in fact cannot be, trusted by others.
If we insist on making human sacrifices by blaming others, we are walking away from our own profession. I think most leaders will agree on this; they would much rather have a team member who takes ownership and responsibility than one who tries to appease the powers that be by blaming others.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
And yet. . .and yet.
How many times have you seen teams fail, then proceed to pin the blame on one individual? Oops - that one get tied to a stake anchored in a fiery pit! How many times have you witnessed an individual not live up to promise, only to point the finger at one of his or her team members? Oh boy, that one was tossed into the volcano! If you still aren't convinced look at the way that corporations try to appease Wall Street. Bad performance? Hold one individual up for ridicule and then deprive that individual of their professional life.
Barbaric? Yes. Does it solve the problem? No.
A wise individual told me this, "You cannot change what you do not own.". Ownership translates into responsibility. When we pass the blame, we are abdicating responsibility - and hence have no ownership or determination in our own work lives.
Not having ownership in our own work life robs us of the feeling of accomplishment. When we don't have responsibility for what we do - we are not, and in fact cannot be, trusted by others.
If we insist on making human sacrifices by blaming others, we are walking away from our own profession. I think most leaders will agree on this; they would much rather have a team member who takes ownership and responsibility than one who tries to appease the powers that be by blaming others.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Thursday, October 2, 2014
The Value of Critical Thinking in Leadership
Let's be clear. . .there is a difference between criticism ("Seriously, did you look in the mirror this morning after you got dressed?") and critical thinking, which dictionary.com defines as:
1. disciplined thinking that is clear, rational, open-minded, and informed by evidence
1. disciplined thinking that is clear, rational, open-minded, and informed by evidence
Too often we feel so rushed by time that we fail to question the challenges that are put before us. So adept are we at quickly solving problems that we may not question:
"Well, everybody says that the system isn't working properly. . ."
"Our department is consistently being given the wrong information."
"The last campaign we ran was an absolute winner."
These, and thousands of similar statements, deserve a little bit of the leader's critical thinking skills before we start leaping tall buildings. Prior to rescuing our team from the work-villains of the day, we should be able to answer:
What, truly, are the facts? (And what is the evidence that supports the facts?)
Who said what? What other issues may be surrounding these team members that would influence their thinking?
What is the larger picture? You may be asked to solve a tactical issue - but when you start getting the facts and looking at the larger picture, your solution may be more strategic.
Also notice that I threw in a positive example: "The last campaign we ran was an absolute winner." It is so important for an organization (and its leaders) to be able to be self-critical. Time and again I have witnessed teams claim they were successful - because after all, they invested money and time - who wouldn't claim that? When one looked at the facts, the results. . . .really, not so much. We need to be critical thinkers not only when faced with challenges, but also when faced with claims of victory.
Why? Ultimately it is the facts, followed by thoughtful tactics and strategic thought, that not only keep ourselves and our teams safe. . .but make us successful.
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My book, "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs on Amazon Kindle.
Thursday, September 25, 2014
Why I Like Emma Watson Right Now
Every once in awhile, a celebrity will show courage and true leadership by speaking their mind. The latest of these is Emma Watson who last week addressed the UN General Assembly as a proponent of feminism:
"I decided I was a feminist and this seemed uncomplicated to me. But my recent research has shown me that feminism has become an unpopular word. Apparently I am among the ranks of women whose expressions are seen as too strong, too aggressive, isolating, anti-men and, unattractive.
Why is the word such an uncomfortable one? I am from Britain and think it is right that as a woman I am paid the same as my male counterparts. I think it is right that I should be able to make decisions about my own body. I think it is right that women be involved on my behalf in the policies and decision-making of my country. I think it is right that socially I am afforded the same respect as men. But sadly I can say that there is no one country in the world where all women can expect to receive these rights."
Why do I believe this is extraordinary and worthy of note? First of all, her second and third sentences explain it carefully, succinctly. As a society, I fear that we have allowed extremists on both sides, but especially those on the far right, to twist the definition of feminism (much as they have twisted the very meaning of "patriotic" and "Christian") to suit a certain agenda that they perceive to be a moral code. In the middle of this steps a young actress who, refusing to further her career by twerking or indulging in a reality show, instead has the audacity to speak plainly that feminism is about gender equality and why it is important not only to her but to society as a whole.
In other words, she has guts.
And, lest people start falling apart over the hackneyed argument of "feminists claiming to be superior," note that is not her point of view. Her point of view is equality, not superiority. . .and in that she is a feminist in the purest sense of the word.
Beyond that, though, I am a huge fan of her point of view. As a leaders and cultivators of team, it is inconceivable that we can deliver the best results unless we foundationally believe in the equality of all. . .and honor that belief with our actions. It is impossible to get a strong, diverse viewpoint (which ultimately wins the day) if one's world view is that some on the team (be they of a different race, gender or sexual orientation) really are not as valued as others.
My ethos is based simply on two important learning experiences in my life. As a five year old in Sunday School, it was taught to us through verse and song that Jesus loved all the children of the world equally, regardless of their origins. They were all equal in the site of their creator.
That view was further strengthened with primary school teachings about what is great about our country: "With liberty and justice for all."
I believe it is not only possible, but wise, to celebrate our individual identities as long as we are committed equally, on all fronts, to assure that are all treated equally. It is not only the key to strong organizations, but to strong nations and civilizations.
I encourage you to watch the entirety of Emma Watson's address:
https://www.youtube.com/watch?v=p-iFl4qhBsE
My book "Courageous Questions, Confident Leaders" is available for e-readers, PCs and tablets on Amazon Kindle.
"I decided I was a feminist and this seemed uncomplicated to me. But my recent research has shown me that feminism has become an unpopular word. Apparently I am among the ranks of women whose expressions are seen as too strong, too aggressive, isolating, anti-men and, unattractive.
Why is the word such an uncomfortable one? I am from Britain and think it is right that as a woman I am paid the same as my male counterparts. I think it is right that I should be able to make decisions about my own body. I think it is right that women be involved on my behalf in the policies and decision-making of my country. I think it is right that socially I am afforded the same respect as men. But sadly I can say that there is no one country in the world where all women can expect to receive these rights."
Why do I believe this is extraordinary and worthy of note? First of all, her second and third sentences explain it carefully, succinctly. As a society, I fear that we have allowed extremists on both sides, but especially those on the far right, to twist the definition of feminism (much as they have twisted the very meaning of "patriotic" and "Christian") to suit a certain agenda that they perceive to be a moral code. In the middle of this steps a young actress who, refusing to further her career by twerking or indulging in a reality show, instead has the audacity to speak plainly that feminism is about gender equality and why it is important not only to her but to society as a whole.
In other words, she has guts.
And, lest people start falling apart over the hackneyed argument of "feminists claiming to be superior," note that is not her point of view. Her point of view is equality, not superiority. . .and in that she is a feminist in the purest sense of the word.
Beyond that, though, I am a huge fan of her point of view. As a leaders and cultivators of team, it is inconceivable that we can deliver the best results unless we foundationally believe in the equality of all. . .and honor that belief with our actions. It is impossible to get a strong, diverse viewpoint (which ultimately wins the day) if one's world view is that some on the team (be they of a different race, gender or sexual orientation) really are not as valued as others.
My ethos is based simply on two important learning experiences in my life. As a five year old in Sunday School, it was taught to us through verse and song that Jesus loved all the children of the world equally, regardless of their origins. They were all equal in the site of their creator.
That view was further strengthened with primary school teachings about what is great about our country: "With liberty and justice for all."
I believe it is not only possible, but wise, to celebrate our individual identities as long as we are committed equally, on all fronts, to assure that are all treated equally. It is not only the key to strong organizations, but to strong nations and civilizations.
I encourage you to watch the entirety of Emma Watson's address:
https://www.youtube.com/watch?v=p-iFl4qhBsE
My book "Courageous Questions, Confident Leaders" is available for e-readers, PCs and tablets on Amazon Kindle.
Thursday, September 18, 2014
Beware the Iconic Leader
Regardless of your point of view, the Seattle Times recent article on Mark Driscoll and Mars Hill Church points out another example of the pitfalls of iconic leadership.
http://seattletimes.com/html/localnews/2024534198_marshillprofilexml.html
Not only religious organizations, but non-profits, for-profits, educational institutions and governments have been built upon iconic leaders. You can recognize the iconic leader because the leader's name is nearly synonymous, or even eclipses, the name of the host organization. Herein lies the danger, the brand and reputation of the leader is greater than the sum of the parts of the organization.
Often the iconic leader is someone who created the very foundation of the organization. They have invested their soul into building something that may be very good. In the process, however, the iconic leader's reputation, and role, often becomes more important than anyone or anything in the organization.
The above characteristics often doom the iconic leader to end their relationship with their organization in a less than glorious fashion. The autocratic leadership so weakens the organization, or people get so fed up, that ultimately it implodes.
Or, when the iconic leader finally retires, or goes to another company. . .or gets run over by a bus when they step off a curb - the organization suffers because no other leadership has been cultivated.
Iconic leaders can be great brand builders. . . but to be truly strong, organizations cannot rely, or be subjected to, the rule of one. It always has been, and will be, the strength of many that ultimately allows an organization to be strong and thrive.
Like it? Share it!
My book, "Courageous Questions, Confident Leaders" is available for e-readers on Amazon Kindle.
http://seattletimes.com/html/localnews/2024534198_marshillprofilexml.html
Not only religious organizations, but non-profits, for-profits, educational institutions and governments have been built upon iconic leaders. You can recognize the iconic leader because the leader's name is nearly synonymous, or even eclipses, the name of the host organization. Herein lies the danger, the brand and reputation of the leader is greater than the sum of the parts of the organization.
Often the iconic leader is someone who created the very foundation of the organization. They have invested their soul into building something that may be very good. In the process, however, the iconic leader's reputation, and role, often becomes more important than anyone or anything in the organization.
- Iconic leaders often have troubles letting go. They refuse to delegate.
- Iconic leaders often are not transparent. Whether for good cause or not, they see no need to share vital information with others.
- Iconic leaders may say, in a pinch, that they were wrong. . .but they seldom believe it.
- Iconic leaders are autocratic. . . .long live the king. . .or queen.
The above characteristics often doom the iconic leader to end their relationship with their organization in a less than glorious fashion. The autocratic leadership so weakens the organization, or people get so fed up, that ultimately it implodes.
Or, when the iconic leader finally retires, or goes to another company. . .or gets run over by a bus when they step off a curb - the organization suffers because no other leadership has been cultivated.
Iconic leaders can be great brand builders. . . but to be truly strong, organizations cannot rely, or be subjected to, the rule of one. It always has been, and will be, the strength of many that ultimately allows an organization to be strong and thrive.
Like it? Share it!
My book, "Courageous Questions, Confident Leaders" is available for e-readers on Amazon Kindle.
Thursday, September 11, 2014
At Work, Don't Stress: Play Hard
Many times work requires us to work harder: situations arise that need thoughtful responses, workload increases and competition presents us with new challenges. Often our responses present themselves as stress. . . which can be both a waste of energy and leadership.
And here's the thing. . .more often than not, our team's skills and our own leadership abilities allow us to meet the challenge. . . without stress. Think about it. . .we pride ourselves on our accomplishment and abilities. . .we can meet these challenges head on with thoughtful responses, the required workload and the strategy to win over the competition. . .without having to stress about it.
We just have to play hard.
Championship basketball, football, soccer teams rise to the occasion in the final minutes of really tight games. They win because they do what they do best. . . only at a higher level. . not because they stress about it. The sideline conversation is not about how much work the game is, or how much time it's taking or how difficult it all is. . .the conversation is about executing to the team's strengths and winning.
We've all been in highly capable teams that, when challenges occur, start to dissipate into despair. They create additional drama around the situation. . .they engage in mutual hand-wringing (vs. hand holding). . .and they self-convince that the situation is bigger than they are.
All of this creates stress. . .and for what additional result?
There are also leaders and team members that default directly to stress to deal with difficult situations; they don't consider the inherent talent and determination of the team to win the day.
Granted, there are work situations (unreasonable expectations, unreliable personnel, unsympathetic leadership) that create genuine stress. . . .that is another topic. If one finds one's self in such a situation . . .seriously consider moving on.
When a work situation, however, calls upon us to be at our best. . . let's do just that and lead the team with confidence. . not stress. You will be happier, the team will be more confident and all will be rewarded with a better result.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs from Amazon Kindle.
And here's the thing. . .more often than not, our team's skills and our own leadership abilities allow us to meet the challenge. . . without stress. Think about it. . .we pride ourselves on our accomplishment and abilities. . .we can meet these challenges head on with thoughtful responses, the required workload and the strategy to win over the competition. . .without having to stress about it.
We just have to play hard.
Championship basketball, football, soccer teams rise to the occasion in the final minutes of really tight games. They win because they do what they do best. . . only at a higher level. . not because they stress about it. The sideline conversation is not about how much work the game is, or how much time it's taking or how difficult it all is. . .the conversation is about executing to the team's strengths and winning.
We've all been in highly capable teams that, when challenges occur, start to dissipate into despair. They create additional drama around the situation. . .they engage in mutual hand-wringing (vs. hand holding). . .and they self-convince that the situation is bigger than they are.
All of this creates stress. . .and for what additional result?
There are also leaders and team members that default directly to stress to deal with difficult situations; they don't consider the inherent talent and determination of the team to win the day.
Granted, there are work situations (unreasonable expectations, unreliable personnel, unsympathetic leadership) that create genuine stress. . . .that is another topic. If one finds one's self in such a situation . . .seriously consider moving on.
When a work situation, however, calls upon us to be at our best. . . let's do just that and lead the team with confidence. . not stress. You will be happier, the team will be more confident and all will be rewarded with a better result.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs from Amazon Kindle.
Thursday, September 4, 2014
What Does Good Management Sound Like?
Recently, I paid a store manager one of the strongest compliments, "Your store hums."
Seriously, one could stand in the middle of that store, blindfolded, and just by the sound of the store, you could tell it was very successful. Not only could you hear that the store was busy, you also heard the positive interaction between customers and associates and management.
So, what does good management sound like?
It is the conversation of collaboration. "What do you think of this?" "I could really use your opinions." "You know what - you were right about yesterday's project - you were more on the mark than I was."
It is the sound of work being accomplished: keyboards clicking, fork lifts moving, the making of copies.
It is hearing, repeatedly, "Thank you for doing that." "You did amazing job.". "That was better than I could have done myself."
It is informal conversation; the spur of the moment exchanges, whether about the weekend or a difficult work project, that build bonds.
It is words that express both hope and the faith in the ability of team.
It is the chit-chat of teamwork. "Are you okay with this?". "I can help with that." "It looks like you need a break - let me step in." "I can do this. . if you can do that." It is words that not only express help, but also anticipate the need for assistance.
And, yes, it is also the silence that indicates that team members and leaders alike are truly listening to teach other.
Like it? Share it!
My book, "Courageous Questions, Confident Leaders," is available for e-readers, PCs and tablets on Amazon Kindle.
Seriously, one could stand in the middle of that store, blindfolded, and just by the sound of the store, you could tell it was very successful. Not only could you hear that the store was busy, you also heard the positive interaction between customers and associates and management.
So, what does good management sound like?
It is the conversation of collaboration. "What do you think of this?" "I could really use your opinions." "You know what - you were right about yesterday's project - you were more on the mark than I was."
It is the sound of work being accomplished: keyboards clicking, fork lifts moving, the making of copies.
It is hearing, repeatedly, "Thank you for doing that." "You did amazing job.". "That was better than I could have done myself."
It is informal conversation; the spur of the moment exchanges, whether about the weekend or a difficult work project, that build bonds.
It is words that express both hope and the faith in the ability of team.
It is the chit-chat of teamwork. "Are you okay with this?". "I can help with that." "It looks like you need a break - let me step in." "I can do this. . if you can do that." It is words that not only express help, but also anticipate the need for assistance.
And, yes, it is also the silence that indicates that team members and leaders alike are truly listening to teach other.
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My book, "Courageous Questions, Confident Leaders," is available for e-readers, PCs and tablets on Amazon Kindle.
Thursday, August 28, 2014
"Work/Life Balance" is a Flawed Concept
Here is the problem I have with "work/life balance."
It's not the idea - I'm a strong advocate for all workers having a strong balance of time spent being a professional and personal time outside of the workplace.
The problem is with the name.
"Work/life balance" would tend to lead one toward the conclusion that "work" and "life" are at opposite ends of the spectrum; that time spent at work really is not part of life and conversely, life should be devoid of work. Both of these are falsehoods that should not be perpetrated.
Do we really want to believe that the time we spend at work, 8 hours. . .10 hours. . .12 hours or more, is not part of our lives? Do we really believe that once we leave the workplace . . . that we don't have work?
No.
By contrasting "work" and "life" my fear is that we provide both employees and employers alike with an excuse to not be at our best in the workplace, because "after all, it's only work, it's not life." Employers have the duty to provide employees with workplaces, challenges and leadership that are enhancements to life, not only in terms of providing compensation but in providing purpose and satisfaction in work. Employees should fully understand, and embrace their responsibility of bringing their best to work to contribute to the overall good of the community.
If you separate work and life. . both become devoid of purpose.
When I hear statements akin to "Now that I've retired, life can really begin," I think how sad it must be for that individual to believe that life only begins once one's professional career has ended.
As part of supporting our workplaces and our employees, let's give voice to the idea that we have mutual responsibility to create workplaces that can be an integral part of life. . .and that includes proper respite from the workplace which should be differentiated as "professional vs. personal time."
Life is short enough: we shouldn't shorten it further by claiming that time spent at the workplace doesn't really count; work is too important that we shouldn't sell it short by claiming that it doesn't integrate with life.
My book "Courageous Questions, Confident Leaders" is available for e-readers, PCs and tablets on Amazon Kindle.
It's not the idea - I'm a strong advocate for all workers having a strong balance of time spent being a professional and personal time outside of the workplace.
The problem is with the name.
"Work/life balance" would tend to lead one toward the conclusion that "work" and "life" are at opposite ends of the spectrum; that time spent at work really is not part of life and conversely, life should be devoid of work. Both of these are falsehoods that should not be perpetrated.
Do we really want to believe that the time we spend at work, 8 hours. . .10 hours. . .12 hours or more, is not part of our lives? Do we really believe that once we leave the workplace . . . that we don't have work?
No.
By contrasting "work" and "life" my fear is that we provide both employees and employers alike with an excuse to not be at our best in the workplace, because "after all, it's only work, it's not life." Employers have the duty to provide employees with workplaces, challenges and leadership that are enhancements to life, not only in terms of providing compensation but in providing purpose and satisfaction in work. Employees should fully understand, and embrace their responsibility of bringing their best to work to contribute to the overall good of the community.
If you separate work and life. . both become devoid of purpose.
When I hear statements akin to "Now that I've retired, life can really begin," I think how sad it must be for that individual to believe that life only begins once one's professional career has ended.
As part of supporting our workplaces and our employees, let's give voice to the idea that we have mutual responsibility to create workplaces that can be an integral part of life. . .and that includes proper respite from the workplace which should be differentiated as "professional vs. personal time."
Life is short enough: we shouldn't shorten it further by claiming that time spent at the workplace doesn't really count; work is too important that we shouldn't sell it short by claiming that it doesn't integrate with life.
My book "Courageous Questions, Confident Leaders" is available for e-readers, PCs and tablets on Amazon Kindle.
Thursday, August 21, 2014
"Everything and the Kitchen Sink" Management
The commonly used phraseology "everything but the kitchen sink" is inadequate for how some managers lead because they try to throw everything AND the kitchen sink at whatever initiative they are tackling.
We've all seen this. Management lacks a distinct point of view; in lieu, they attempt every tactic known to man. The reasoning goes something like this. . ."Well, it doesn't hurt to try. . ."
Listen, I'm as big of a believer as anyone in trial and experimentation. I'm also a believer in a strategy that is reflective of a point of view. So, when I hear someone say, in defense of doing a whole bunch of things without rhyme or reason, "Well, it doesn't hurt to try. . ." I have to reply that yes. . .yes it does.
Lacking strategy is lacking direction. . .and that is demoralizing. It's rudderless. The team becomes keenly aware that they are merely floating from one idea to the next.
It's a waste of time; while the kitchen sink manager is meandering from one idea to the next. . .the manager with strategy is executing, correcting direction and getting further ahead.
And then there is the issue of money. The start-up of each new idea costs money. . .and when one is idea surfing, the return on the start-up investment is nil.
Finally, let's talk about being the "master of none.". A team cannot be expected to be expert when they are constantly juggling a series of new ideas. Failure of leaders to edit action points (or more egregiously, keep piling tactic upon tactic) is a key reason why teams fail to become skillful at what they are doing.
What's better? Focus on the few, important ideas that will grow and sustain the business - the team can then become knowledgeable, skillful and accomplished on these tactics. . .and in the process, achieve their goals. Seriously, if you're trying to do everything and the kitchen sink. . there isn't room for the team to grow. . .or to have success.
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My book, "Courageous Questions, Confident Leaders" is available for e-readers, PCs and tablets from Amazon Kindle.
We've all seen this. Management lacks a distinct point of view; in lieu, they attempt every tactic known to man. The reasoning goes something like this. . ."Well, it doesn't hurt to try. . ."
Listen, I'm as big of a believer as anyone in trial and experimentation. I'm also a believer in a strategy that is reflective of a point of view. So, when I hear someone say, in defense of doing a whole bunch of things without rhyme or reason, "Well, it doesn't hurt to try. . ." I have to reply that yes. . .yes it does.
Lacking strategy is lacking direction. . .and that is demoralizing. It's rudderless. The team becomes keenly aware that they are merely floating from one idea to the next.
It's a waste of time; while the kitchen sink manager is meandering from one idea to the next. . .the manager with strategy is executing, correcting direction and getting further ahead.
And then there is the issue of money. The start-up of each new idea costs money. . .and when one is idea surfing, the return on the start-up investment is nil.
Finally, let's talk about being the "master of none.". A team cannot be expected to be expert when they are constantly juggling a series of new ideas. Failure of leaders to edit action points (or more egregiously, keep piling tactic upon tactic) is a key reason why teams fail to become skillful at what they are doing.
What's better? Focus on the few, important ideas that will grow and sustain the business - the team can then become knowledgeable, skillful and accomplished on these tactics. . .and in the process, achieve their goals. Seriously, if you're trying to do everything and the kitchen sink. . there isn't room for the team to grow. . .or to have success.
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My book, "Courageous Questions, Confident Leaders" is available for e-readers, PCs and tablets from Amazon Kindle.
Thursday, August 14, 2014
How Does One Review Good Management?
One of our very valued team members once observed to me that she thought it wasn't exactly fair that 10% of the annual review was dedicated to "management practices" but that 50% of her time was actually dedicated to being a manager.
While I tried to justify that other, quantifiable components of her review were, in fact, a measurement of good management, I've come to the conclusion that she was more right than I.
Let's face it, one can get maximum review points for being under budget, but still be a horrible person. It is possible to bring a project to successful completion (short term) and invest a minimum of care in one's team.
On annual reviews, informal conversations and succession planning - how do we evaluate good leadership? Here are a few suggestions:
As much of a fan as I am of quantifiable results and deltas, let us also be comfortable with making quality judgments on an individual's leadership characteristics. Not everything can be stated in numbers.
Let's evaluate and reward our leaders for time that they spend with their teams.
We all recognize that communication is key to success, and like time spent with teams, this is observable. Reward managers for strong communication skills that build professionals and advance team members.
The ability to delegate, compromise, negotiate and coach are all signs of strong managers - let's reward those.
Genuine care and concern for the work team - often we seem to be afraid to acknowledge these great qualities, but we shouldn't. Let's be human
One of the best ways to grow strong leadership - is to recognize and reward strong leadership.
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My book, "Courageous Questions, Confident Leaders" is available on Amazon Kindle
While I tried to justify that other, quantifiable components of her review were, in fact, a measurement of good management, I've come to the conclusion that she was more right than I.
Let's face it, one can get maximum review points for being under budget, but still be a horrible person. It is possible to bring a project to successful completion (short term) and invest a minimum of care in one's team.
On annual reviews, informal conversations and succession planning - how do we evaluate good leadership? Here are a few suggestions:
As much of a fan as I am of quantifiable results and deltas, let us also be comfortable with making quality judgments on an individual's leadership characteristics. Not everything can be stated in numbers.
Let's evaluate and reward our leaders for time that they spend with their teams.
We all recognize that communication is key to success, and like time spent with teams, this is observable. Reward managers for strong communication skills that build professionals and advance team members.
The ability to delegate, compromise, negotiate and coach are all signs of strong managers - let's reward those.
Genuine care and concern for the work team - often we seem to be afraid to acknowledge these great qualities, but we shouldn't. Let's be human
One of the best ways to grow strong leadership - is to recognize and reward strong leadership.
Like it? Share it!
My book, "Courageous Questions, Confident Leaders" is available on Amazon Kindle
Wednesday, August 6, 2014
Staying Relevant in the Workplace
Steven Soderbergh, famed film director, inspired me this past week.
In an interview with Andrew Romano of The Daily Beast, Soderbergh had this to say about the progression of his work. "As I continue to work, and as I learn more, I have to keep looking for ways to be slightly outside of my comfort zone. So that’s what I’ll keep doing."
If any person could claim to have arrived - one of those people would be Soderbergh - and perhaps the reason for that is his humility and willingness to be outside of his comfort zone.
Many of us have occupied positions for a period of time long enough that we are comfortable with what we are doing. There's nothing wrong with a little bit of comfort - a feeling of well-earned accomplishment - as long as it is accompanied with a realization that to stay relevant - we all need to find ways to be slightly outside of our comfort zones.
And we should coach and encourage our teams to be slightly out of their comfort zones.
It is the path on which we and our teams can continue to grow. It is the way that we can get that gut-level feel of achievement. This is the key to move the business, the team and ourselves forward.
Looking closely at Soderbergh's statement - don't miss the last sentence, "So that's what I'll keep doing." Stepping outside of our comfort zones should not be just a one-time occurrence - it should be a commitment that we keep for our lifetimes.
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My book, "Courageous Questions, Confident Leaders," is available for e-readers, PCs and tablets from Amazon Kindle.
Thursday, July 31, 2014
The Successful Interview - May Not be an Interview
Both as the interviewee and the interviewer. . .I have experienced the hiring interview from both sides of the table. Candidly, it's fraught with difficulties.
As an employer, you know your business and what you are looking for - have a conversation around that. Invite your candidate to ask questions about the business (you will learn a lot from what they choose to ask and how they choose to ask it) and do this early on vs. at the end of the interview as a closing volley. Make the interviewee comfortable and relaxed . . .by being comfortable and relaxed yourself. And remember, you need to sell yourself and the job. . .you want that candidate to want to work for you!
As an interviewee, often it is implied you are the one without the power. Not true. Re-read the last sentence of the previous paragraph. It is incumbent upon you to not only present your skills and strengths - but to know the business well enough that you can converse intelligently about what your contribution can be. Often by the why you choose to interact you can create a conversation. Don't wait to be invited to ask questions - but ask questions early on so that you are engaging your potential employer.
This is a truth. . .I knew I wanted to hire the candidate who would end up being one of most valued team members from a fly-by conversation with her in the hallway. It was relaxed, informative and in just a few minutes, I knew she was a great candidate.
It wasn't an interview. . . it was a conversation.
By the way - I would love to know the very worst interview questions you have witnessed - comment on the blog or comment on my pages on LinkedIn or Facebook. Be prepared - I may share these (anonymously, of course) in a future blog.
My book, "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs on Amazon Kindle.
- The interviewee often is very concerned about how they are coming across and, consequently, is not coming across very well. Crazy enough, I have witnessed that interviewers are perhaps equally concerned about how they are presenting themselves. Consequently, you have two parties who are not really meeting but instead both are presenting a monologue in which they are constantly interrupting each other.
- The "insightful" interview questions. . .where do people come up with this stuff? "Give us an example of an utter catastrophe that you created in your previous position and how you tried to regain your compromised integrity and what shreds you may have had left of a professional image after making a complete and utter buffoon of yourself." Okay, that may be an exaggeration - but not by much.
- The panel interview defined: "Up to 32 people (who wish they were doing something else), who you may never see again, who are probably more concerned with how clever their questions look to their peers versus gleaning information from the potential candidate."
As an employer, you know your business and what you are looking for - have a conversation around that. Invite your candidate to ask questions about the business (you will learn a lot from what they choose to ask and how they choose to ask it) and do this early on vs. at the end of the interview as a closing volley. Make the interviewee comfortable and relaxed . . .by being comfortable and relaxed yourself. And remember, you need to sell yourself and the job. . .you want that candidate to want to work for you!
As an interviewee, often it is implied you are the one without the power. Not true. Re-read the last sentence of the previous paragraph. It is incumbent upon you to not only present your skills and strengths - but to know the business well enough that you can converse intelligently about what your contribution can be. Often by the why you choose to interact you can create a conversation. Don't wait to be invited to ask questions - but ask questions early on so that you are engaging your potential employer.
This is a truth. . .I knew I wanted to hire the candidate who would end up being one of most valued team members from a fly-by conversation with her in the hallway. It was relaxed, informative and in just a few minutes, I knew she was a great candidate.
It wasn't an interview. . . it was a conversation.
By the way - I would love to know the very worst interview questions you have witnessed - comment on the blog or comment on my pages on LinkedIn or Facebook. Be prepared - I may share these (anonymously, of course) in a future blog.
My book, "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs on Amazon Kindle.
Thursday, July 24, 2014
Excess Baggage Fees
Let us talk excess baggage in the workplace. No, I'm not referencing the overstuffed computer carryall that practically screams, "I'm a martyr for my job and don't have a personal life," nor am I talking about the ginormous Louis Vuitton bag into which one could fit a significant portion of the 13th Arrondissement.
Instead, I'm talking about the excess emotional baggage that people bring to work. There are moments when we would all like to levy a fine:
Ludicrous? Yes, it is. Instead, we need to positively deal with such issues on a daily basis. As opposed to unrealistic directives such as, "Leave your personal crap at home," we need to recognize these as coaching opportunities with which to build a better team member and stronger workplace.
First and foremost, listening is incredibly important to helping people unwind. Often I have found that people just need an ear - and if they pick you, as their leader, that's probably the best choice they could make. Their conversation should be safe and confidential. It also provides you with additional information about the individual that will help you guide that person to a fuller, more rewarding career.
In fact, I find it is almost impossible to completely differentiate between an individual's personal and professional lives. . .and as such, it is impossible to bring a team member to a fuller fruition of their potential without dealing with the personal baggage that, let's face it, we all carry.
Emotional intelligence should be engaged as the strongest skill set that allows you to commiserate, draw distinctions and help the individual gain new perspectives. Your sensitivity and your wisdom is relied upon by all team members to help them get through the difficult issues in their lives.
Excess baggage? We all have it. Dealing with it positively, using emotional intelligence, will make you a stronger leader and provide all with a better team environment.
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My book, "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs on Amazon Kindle.
Instead, I'm talking about the excess emotional baggage that people bring to work. There are moments when we would all like to levy a fine:
- $50 for bringing personal insecurities to work
- $25 for failing to leave the latest family conflagration curbside
- $100 for packing interoffice, interpersonal conflict
Ludicrous? Yes, it is. Instead, we need to positively deal with such issues on a daily basis. As opposed to unrealistic directives such as, "Leave your personal crap at home," we need to recognize these as coaching opportunities with which to build a better team member and stronger workplace.
First and foremost, listening is incredibly important to helping people unwind. Often I have found that people just need an ear - and if they pick you, as their leader, that's probably the best choice they could make. Their conversation should be safe and confidential. It also provides you with additional information about the individual that will help you guide that person to a fuller, more rewarding career.
In fact, I find it is almost impossible to completely differentiate between an individual's personal and professional lives. . .and as such, it is impossible to bring a team member to a fuller fruition of their potential without dealing with the personal baggage that, let's face it, we all carry.
Emotional intelligence should be engaged as the strongest skill set that allows you to commiserate, draw distinctions and help the individual gain new perspectives. Your sensitivity and your wisdom is relied upon by all team members to help them get through the difficult issues in their lives.
Excess baggage? We all have it. Dealing with it positively, using emotional intelligence, will make you a stronger leader and provide all with a better team environment.
Like it? Share it!
My book, "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs on Amazon Kindle.
Thursday, July 17, 2014
Why Elaine Stritch Matters. . .and Will Always Matter
Reading the news today that Elaine Stritch passed from this Earth was both cause for sorrow. . .and celebration of a gutsy entertainer, the likes of which we see entirely too infrequently.
Kevin Fallon, in his Daily Beast memoriam (appropriately titled, "Elaine Stritch Pinched My Butt and Changed My Life") hit it sublimely with this:
In April 2013, she performed one last show at the Café Carlyle, Elaine Stritch at the Carlyle: Movin’ Over and Out. In its review of the show, The New York Times said, “Like Carol Channing and Liza Minnelli, she epitomizes traditional show business brass and resilience: a ‘give it all you’ve got’ dedication to entertaining.”
Give it all you've got.
There's the key to her success and longevity. Yes, she had unparalleled timing. And, yes, she could belt it out like Merman. Those were the vehicles. . .the fuel that makes someone really great is this: give it all you've got.
Measure the level of Stritch's entertainment contribution to some of today's stars (and I'm definitely including the rash of so-called reality stars in this) who enrich their coffers through minimum efforts and maximum sensationalism. With little real regard for their audience, they truly give the least. . .but expect the most return. In turn, we have little respect for them because they have given so little
Stritch gave her most.
Fallon tells of when Stritch was doing a cast recording of Stephen Sondheim's "Company.". It was her legendary number "Here's to the Ladies Who Lunch.". She was in agony, head in hands, because she felt her voice was not giving her what she needed to do justice to the song. Unrelenting, she kept trying until she finally nailed it.
And the thing is, it was palpable. Even watching her on television, one could feel that she was giving everything she had.
So why am I talking about giving it your most in a blog about leadership? People shouldn't need to ask.
Another one of Stritch's legends was a number from Sondheim's Follies, "I'm Still Here."
Yes, she is. . .and while other stars fade, because she gave us all she had, she always will be.
Like it? Share it!
My book, "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs from Amazon Kindle.
Kevin Fallon, in his Daily Beast memoriam (appropriately titled, "Elaine Stritch Pinched My Butt and Changed My Life") hit it sublimely with this:
In April 2013, she performed one last show at the Café Carlyle, Elaine Stritch at the Carlyle: Movin’ Over and Out. In its review of the show, The New York Times said, “Like Carol Channing and Liza Minnelli, she epitomizes traditional show business brass and resilience: a ‘give it all you’ve got’ dedication to entertaining.”
Give it all you've got.
There's the key to her success and longevity. Yes, she had unparalleled timing. And, yes, she could belt it out like Merman. Those were the vehicles. . .the fuel that makes someone really great is this: give it all you've got.
Measure the level of Stritch's entertainment contribution to some of today's stars (and I'm definitely including the rash of so-called reality stars in this) who enrich their coffers through minimum efforts and maximum sensationalism. With little real regard for their audience, they truly give the least. . .but expect the most return. In turn, we have little respect for them because they have given so little
Stritch gave her most.
Fallon tells of when Stritch was doing a cast recording of Stephen Sondheim's "Company.". It was her legendary number "Here's to the Ladies Who Lunch.". She was in agony, head in hands, because she felt her voice was not giving her what she needed to do justice to the song. Unrelenting, she kept trying until she finally nailed it.
And the thing is, it was palpable. Even watching her on television, one could feel that she was giving everything she had.
So why am I talking about giving it your most in a blog about leadership? People shouldn't need to ask.
Another one of Stritch's legends was a number from Sondheim's Follies, "I'm Still Here."
Yes, she is. . .and while other stars fade, because she gave us all she had, she always will be.
Like it? Share it!
My book, "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs from Amazon Kindle.
Thursday, July 10, 2014
Leap of Faith
The ordered norm of business is such: goal, strategy and tactics. There are times in business. . .and in life. . .when the ordered norm is thrown into a blender of chaos: a crisis arises, an unexpected hitch occurs or you are called upon to do the seemingly impossible (how the hell am I supposed to do THAT!?! And how soon!?!).
Those times, you need to take a leap of faith. . .meaning you pretty much know where you are headed - but tactically, you may not have a clue. Shoot, you may even need to try things that are unproven. All you can do is solidly place one foot ahead of the other and keep moving forward toward the goal.
It is an act of faith. . .and not the kind of faith that is blind, but is founded in the resources that surround you. These, then, are the elements that should be your best partners when you need to move forward in a time of uncertainty.
Surround yourself with good people. Absolutely essential. You cannot win without a good team.
Know that your philosophical core is solid. Integrity. Honesty. Loyalty. If your core belief structure is solid. . .you are stronger and can do much more, and take greater risks, than you realize.
Have confidence that you are centered. Foundationally, you need to feel that you are able to make tough and quick decisions, you need to know that you are emotionally balanced to deal with uncertainty and you must have trust in your ability to keep yourself nurtured and stable. . .people are depending on you.
Know that not everything you do is going to be right. No one is perfect - you're not going to do everything right. . .but your intent will be honest. Don't suffer from the malady of inaction just to assure that everything is perfect.
Know your business and know your team. To have a strong working knowledge of the important elements of your business. . .and the strengths and weaknesses of your team. . .gives you the ability to build good solutions. . .quickly.
Like it? Share it!
My book, "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs from Amazon Kindle.
Those times, you need to take a leap of faith. . .meaning you pretty much know where you are headed - but tactically, you may not have a clue. Shoot, you may even need to try things that are unproven. All you can do is solidly place one foot ahead of the other and keep moving forward toward the goal.
It is an act of faith. . .and not the kind of faith that is blind, but is founded in the resources that surround you. These, then, are the elements that should be your best partners when you need to move forward in a time of uncertainty.
Surround yourself with good people. Absolutely essential. You cannot win without a good team.
Know that your philosophical core is solid. Integrity. Honesty. Loyalty. If your core belief structure is solid. . .you are stronger and can do much more, and take greater risks, than you realize.
Have confidence that you are centered. Foundationally, you need to feel that you are able to make tough and quick decisions, you need to know that you are emotionally balanced to deal with uncertainty and you must have trust in your ability to keep yourself nurtured and stable. . .people are depending on you.
Know that not everything you do is going to be right. No one is perfect - you're not going to do everything right. . .but your intent will be honest. Don't suffer from the malady of inaction just to assure that everything is perfect.
Know your business and know your team. To have a strong working knowledge of the important elements of your business. . .and the strengths and weaknesses of your team. . .gives you the ability to build good solutions. . .quickly.
Like it? Share it!
My book, "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs from Amazon Kindle.
Thursday, June 26, 2014
The Reflection of the Manager
This is true; no matter how effective or ineffective the manager, the team is a reflection of the manager. Repeatedly, I have seen teams go exactly where their managers are leading - even if they were not conscious of it.
From the leader's perspective, this fact emphasizes the importance of living the type of behavior that you want from your team. It also gives you insight into the functionings of teams led by other individuals.
Crazy Begets Crazy. Funny, or sad, or probably both. . .we all recognize that there are managers out there who are just a little bit (or a lot) well. . .crazy. Regardless of the caliber of their team, its going to rub off on the individuals that they are supposedly leading. Even if the manager is not directly involved in a discussion, it's rational to expect a certain level of craziness when dealing with this team. It is difficult to expect a team to be rational if their leader is not.
Insecurity Breeds Uncertainty. If a team is lead by a manager who is insecure or uncertain. . .you can be assured that members of the team will reflect that insecurity and uncertainty. There's almost no choice - they do not have a foundational leader to rely upon.
Indifference Brings Apathy. Then there are leaders who care so little about their work that it rubs off on the remainder of the team. Seriously, have you ever tried to get personally excited about a project when the owner of the project doesn't care? It's rough.
Conversely. . .the good news is.
Passion Brings Performance. Leaders who are excited about their mission will, by osmosis, instill that passion into their team members.
Hard Work Equals Great Results. Leaders who genuinely work hard can naturally expect that most of their team members will follow that example and they will have a high functioning team.
Emotional Intelligence Begets Emotional Intelligence. Leaders who guide their teams with smarts combined with sensitivity are teaching teams the same skill sets - resulting in the team that everyone wants to be part of.
Like it? Share it!
My book, "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs on Amazon Kindle.
From the leader's perspective, this fact emphasizes the importance of living the type of behavior that you want from your team. It also gives you insight into the functionings of teams led by other individuals.
Crazy Begets Crazy. Funny, or sad, or probably both. . .we all recognize that there are managers out there who are just a little bit (or a lot) well. . .crazy. Regardless of the caliber of their team, its going to rub off on the individuals that they are supposedly leading. Even if the manager is not directly involved in a discussion, it's rational to expect a certain level of craziness when dealing with this team. It is difficult to expect a team to be rational if their leader is not.
Insecurity Breeds Uncertainty. If a team is lead by a manager who is insecure or uncertain. . .you can be assured that members of the team will reflect that insecurity and uncertainty. There's almost no choice - they do not have a foundational leader to rely upon.
Indifference Brings Apathy. Then there are leaders who care so little about their work that it rubs off on the remainder of the team. Seriously, have you ever tried to get personally excited about a project when the owner of the project doesn't care? It's rough.
Conversely. . .the good news is.
Passion Brings Performance. Leaders who are excited about their mission will, by osmosis, instill that passion into their team members.
Hard Work Equals Great Results. Leaders who genuinely work hard can naturally expect that most of their team members will follow that example and they will have a high functioning team.
Emotional Intelligence Begets Emotional Intelligence. Leaders who guide their teams with smarts combined with sensitivity are teaching teams the same skill sets - resulting in the team that everyone wants to be part of.
Like it? Share it!
My book, "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs on Amazon Kindle.
Thursday, June 19, 2014
When "Winning" at Work Becomes Losing
Survivor be damned.
I'm talking, of course, about the popular TV show which creates drama by encouraging lying, cheating, backstabbing (really, can murder be far behind?) all in the name of being the one "survivor" or "winner."
(In all fairness, other TV shows do the same - watch any of the Real Housewives franchises).
In terms of entertainment, these things probably have a place in popular culture. In terms of the workplace, the school, the church, the family. . . the idea of an individual winning at any cost is so 1980's.
Which is to say it has no viable place in today's team environment. No one inside of your own environment is the enemy. Back in the 80's, I had an interviewee describe the internal culture of a renowned department store as "running gun battles in the hallway."
It no longer exists - it self-destructed.
Even if it is entertainment, I become perplexed. . .and worried. . .that some people will accept these televised "realities" as reality. Which of course, they are not and shouldn't be. Time and again I have seen people who were self-serving (all in the deluded belief that that's how one gets ahead in life) fail and fall. . .and fall hard.
Conversely, I have seen people who were experts at forming great consensus building teams succeed. . .and succeed beyond imagination.
Teamwork. Collaboration. Taking counsel. Running ideas past people. Handing ideas off to people who are experts in the area. Being willing to be wrong for the sake of innovation. Honesty. Integrity. All of these are very good, very current ideas that work. They don't make very good television, because it eliminates all of the unnecessary drama.
And I guess that's just the point.
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My e-book, "Courageous Questions, Confident Leaders" is available on Amazon for just 2.99.
I'm talking, of course, about the popular TV show which creates drama by encouraging lying, cheating, backstabbing (really, can murder be far behind?) all in the name of being the one "survivor" or "winner."
(In all fairness, other TV shows do the same - watch any of the Real Housewives franchises).
In terms of entertainment, these things probably have a place in popular culture. In terms of the workplace, the school, the church, the family. . . the idea of an individual winning at any cost is so 1980's.
Which is to say it has no viable place in today's team environment. No one inside of your own environment is the enemy. Back in the 80's, I had an interviewee describe the internal culture of a renowned department store as "running gun battles in the hallway."
It no longer exists - it self-destructed.
Even if it is entertainment, I become perplexed. . .and worried. . .that some people will accept these televised "realities" as reality. Which of course, they are not and shouldn't be. Time and again I have seen people who were self-serving (all in the deluded belief that that's how one gets ahead in life) fail and fall. . .and fall hard.
Conversely, I have seen people who were experts at forming great consensus building teams succeed. . .and succeed beyond imagination.
Teamwork. Collaboration. Taking counsel. Running ideas past people. Handing ideas off to people who are experts in the area. Being willing to be wrong for the sake of innovation. Honesty. Integrity. All of these are very good, very current ideas that work. They don't make very good television, because it eliminates all of the unnecessary drama.
And I guess that's just the point.
Like it? Share it!
My e-book, "Courageous Questions, Confident Leaders" is available on Amazon for just 2.99.
Thursday, June 12, 2014
Make This List and Make Your Life Better
Here is a list that every leader should have in their mind. . .every day of the week.
Right now. . .create a list of everything that is going right. Seriously - project about to be completed - it goes on the list. Accident free work days - they go on the list. Promoted an internal candidate - on the list. Crossed off a majority of your to-do's from yesterday - own it. Always have a readily accessible list of everything that is going right.
Thankfully, we engage (sometimes to a fault) in critical thinking. In the spirit of process improvement, or building a better widget, or creating a better team - we are constantly on the prowl for what is wrong. . . hopefully with the mindset that we can fix it.
When we overindex, however, on everything that needs fixing - the situation starts to become hopeless, we are expending more effort on what is wrong vs. what is right and we lose focus on both the team and what is driving business.
When we balance out everything that needs to be fixed. . .with everything that, hey (!) is going pretty good. . .we become much more realistic (and usually become nicer people to be around).
By spending time with "what is right" we are also creating focus for our teams. By saying , "Hey, the analysis you did on the Simpson project was great - that's exactly what I was looking for," you are both paying a well-earned compliment and stating your expectations for the future. By acknowledging a job well done with "Thank you, the planning you did on that team project was perfect," you are both expressing appreciation and letting the individual know that's how you like things done.
Process improvement is important. . .but it becomes more realistic and vital when balanced out with the public acknowledgement of everything that is going right (and 99 times out of 100 - more things are going right than are going wrong).
Constantly have that list. . .whether handwritten or just in your head. . .of everything that is going right for you and your team. Your life will be better.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle for e-readers, PCs and tablets.
Right now. . .create a list of everything that is going right. Seriously - project about to be completed - it goes on the list. Accident free work days - they go on the list. Promoted an internal candidate - on the list. Crossed off a majority of your to-do's from yesterday - own it. Always have a readily accessible list of everything that is going right.
Thankfully, we engage (sometimes to a fault) in critical thinking. In the spirit of process improvement, or building a better widget, or creating a better team - we are constantly on the prowl for what is wrong. . . hopefully with the mindset that we can fix it.
When we overindex, however, on everything that needs fixing - the situation starts to become hopeless, we are expending more effort on what is wrong vs. what is right and we lose focus on both the team and what is driving business.
When we balance out everything that needs to be fixed. . .with everything that, hey (!) is going pretty good. . .we become much more realistic (and usually become nicer people to be around).
By spending time with "what is right" we are also creating focus for our teams. By saying , "Hey, the analysis you did on the Simpson project was great - that's exactly what I was looking for," you are both paying a well-earned compliment and stating your expectations for the future. By acknowledging a job well done with "Thank you, the planning you did on that team project was perfect," you are both expressing appreciation and letting the individual know that's how you like things done.
Process improvement is important. . .but it becomes more realistic and vital when balanced out with the public acknowledgement of everything that is going right (and 99 times out of 100 - more things are going right than are going wrong).
Constantly have that list. . .whether handwritten or just in your head. . .of everything that is going right for you and your team. Your life will be better.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle for e-readers, PCs and tablets.
Thursday, June 5, 2014
8 Things You Can Do to Make the Workplace Better
Thankfully, there are several of these types of news stories every week. An anonymous person helps a family in need. A stranger assists a mother with toddler while traveling on a plane. The commonality is that these everyday heroes are mindful of the needs of others and are reaching beyond themselves to assist; and in so doing, they make everything just run better.
So what can we do to make things run better at work today?
1. Seriously, sometimes it's just as simple as getting ourselves out of the way of talented people.
2. Conversely, sometimes you need to get in and "work the line." It's helpful in the short term, and also in the long term, because it gives you an opportunity to interact with, and learn from, the team.
3. Listen. Compassionately and wisely.
4. Provide consistent, focused and simple direction.
5. Check in with the team regularly and listen for your opportunities to provide re-prioritization, new time guidelines or additional instructions that will make the work easier. . .or at least more reasonable.
6. Think universally. How can you maximize your efforts to positively impact the most people?
7. Be human. If the company had wanted a robot to manage a team, they could have capitalized it and it probably would have been less expensive than you. Because you are human you should utilize emotional intelligence when guiding others.
8. Always. . .treat others as you wish to be treated.
Like it? Share it!
My book, "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs from Amazon Kindle.
So what can we do to make things run better at work today?
1. Seriously, sometimes it's just as simple as getting ourselves out of the way of talented people.
2. Conversely, sometimes you need to get in and "work the line." It's helpful in the short term, and also in the long term, because it gives you an opportunity to interact with, and learn from, the team.
3. Listen. Compassionately and wisely.
4. Provide consistent, focused and simple direction.
5. Check in with the team regularly and listen for your opportunities to provide re-prioritization, new time guidelines or additional instructions that will make the work easier. . .or at least more reasonable.
6. Think universally. How can you maximize your efforts to positively impact the most people?
7. Be human. If the company had wanted a robot to manage a team, they could have capitalized it and it probably would have been less expensive than you. Because you are human you should utilize emotional intelligence when guiding others.
8. Always. . .treat others as you wish to be treated.
Like it? Share it!
My book, "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs from Amazon Kindle.
Thursday, May 29, 2014
Leaf Blowers in the Workplace
Perhaps it's out of the bitterness of not owning one that I take glee in pointing out what I find obnoxious about leaf blowers. Naturally, I can't resist the temptation to personify what I find wrong with leaf blowers into this allegory. . .
Do you know any leaf blowers at work?
Here's how I see leaf blowers. Perhaps they are well-meaning individuals (or not) who are wearing a giant set of headphones to mask out the noise (which, of course, they are generating). They seldom look up or around because they are very intent on focusing on the debris which they are trying to move off of their turf with the wind force of a small hurricane. In a grand finishing sweep, leaf blowers swoosh all of their own debris. . onto someone else's property.
Here's how to recognize leaf blowers at work.
Leaf blowers at work create such a ruckus that even they cannot stand to be around it - hence they "headphone" themselves off from hearing anyone or anything. So, while they generate a lot of sound and fury, they somehow find a way to distance themselves from it.
Secondly, they don't look up and look around them. Seriously, marching bands could parade behind said leaf blower and they wouldn't even notice. Leaf blowers don't care what anyone else is doing - consequently, they are disabled from observing and learning about the world in which they operate.
Point three. Leaf blowers focus on just the debris: all they see is everything they want to get rid of - resulting in a failure to notice and nurture the good that surrounds them.
And here's the kicker, leaf blowers don't bag their own mess! They just blow it into someone else's workspace or team environment. While they may think that they discarded the problems, all they've done is move it around their own universe - much to the chagrin of their team mates.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs from Amazon Kindle
Do you know any leaf blowers at work?
Here's how I see leaf blowers. Perhaps they are well-meaning individuals (or not) who are wearing a giant set of headphones to mask out the noise (which, of course, they are generating). They seldom look up or around because they are very intent on focusing on the debris which they are trying to move off of their turf with the wind force of a small hurricane. In a grand finishing sweep, leaf blowers swoosh all of their own debris. . onto someone else's property.
Here's how to recognize leaf blowers at work.
Leaf blowers at work create such a ruckus that even they cannot stand to be around it - hence they "headphone" themselves off from hearing anyone or anything. So, while they generate a lot of sound and fury, they somehow find a way to distance themselves from it.
Secondly, they don't look up and look around them. Seriously, marching bands could parade behind said leaf blower and they wouldn't even notice. Leaf blowers don't care what anyone else is doing - consequently, they are disabled from observing and learning about the world in which they operate.
Point three. Leaf blowers focus on just the debris: all they see is everything they want to get rid of - resulting in a failure to notice and nurture the good that surrounds them.
And here's the kicker, leaf blowers don't bag their own mess! They just blow it into someone else's workspace or team environment. While they may think that they discarded the problems, all they've done is move it around their own universe - much to the chagrin of their team mates.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs from Amazon Kindle
Thursday, May 22, 2014
Why Modern Family Matters
I promise; I will not spoil the fun that is Modern Family by analyzing it to death. There is, however, much to be learned from this most excellent sitcom. Now that the USA Network is airing repeats, it has given me a chance to sit back and not only laugh again, but observe the true brilliance of the writers, directors, cast and crew.
Look for the contribution of the "less-showy" roles. Sofia Vergara has been richly awarded, and justly so, for bringing Gloria to life. . .and let's face it, it's a, shall we say, showy role. But, focus on Julie Bowen (Claire Dunphy) for just one episode. Look at the nuances, the quick glances, the little things she does that set-up big laughs. Too often in life we focus just on those with the "showy" roles; let's also pay attention to those that do great work every single day.
Listen for the little things. One of the beautiful things about the writing, and the direction, is that it packs in a lot of little things. . .if you aren't listening or watching closely, you'll miss them. If you are paying attention, you will be richly rewarded. This is true in life as well. . .whether in the workplace or at home.
It is an ensemble. Can be we talk about near perfect team work? The ability of players to complement one another? There is so much to be learned about playing well together from watching this cast do their thing.
Yes, there is that much humor in life. Whether in the office, in the gym or at church. . .there is always something that is funny. . .and that makes the world go around. You just have to be aware of it and open to it.
It is about moving forward. As much as Modern Family is about everything, ultimately it is about growing and moving onward. . .as difficult, as klutzy and as messy as that can be. The sheer joy at the end of each thirty minutes is that the characters have moved forward from where they started thirty minutes prior.
Just in that, there is so much to be gained.
Like it? Share it!
And if you like it - check out my book, "Courageous Questions, Confident Leaders" available for e-readers, PCs and tablets on Amazon Kindle.
Look for the contribution of the "less-showy" roles. Sofia Vergara has been richly awarded, and justly so, for bringing Gloria to life. . .and let's face it, it's a, shall we say, showy role. But, focus on Julie Bowen (Claire Dunphy) for just one episode. Look at the nuances, the quick glances, the little things she does that set-up big laughs. Too often in life we focus just on those with the "showy" roles; let's also pay attention to those that do great work every single day.
Listen for the little things. One of the beautiful things about the writing, and the direction, is that it packs in a lot of little things. . .if you aren't listening or watching closely, you'll miss them. If you are paying attention, you will be richly rewarded. This is true in life as well. . .whether in the workplace or at home.
It is an ensemble. Can be we talk about near perfect team work? The ability of players to complement one another? There is so much to be learned about playing well together from watching this cast do their thing.
Yes, there is that much humor in life. Whether in the office, in the gym or at church. . .there is always something that is funny. . .and that makes the world go around. You just have to be aware of it and open to it.
It is about moving forward. As much as Modern Family is about everything, ultimately it is about growing and moving onward. . .as difficult, as klutzy and as messy as that can be. The sheer joy at the end of each thirty minutes is that the characters have moved forward from where they started thirty minutes prior.
Just in that, there is so much to be gained.
Like it? Share it!
And if you like it - check out my book, "Courageous Questions, Confident Leaders" available for e-readers, PCs and tablets on Amazon Kindle.
Thursday, May 8, 2014
How to Make Your Message Heard
One of the principles in my chosen profession, marketing, is one of frequency. To convince consumers that they should buy or utilize your product, you need to tell them more than once. Conversely, in the workplace, often you hear managers say, "Well, I told them once. . . I'm not going to repeat myself."
Actually, much like the marketing principle, repeating yourself is a very good idea.
People lead very busy lives - you need to make your message heard. Bet you anything that at your workplace, you have a hundred thousand things going on. . .sometimes it's even hard for you to keep track. So, if you happened to drop a mention during one of these very busy days, about how you want a detail handled. . .it's very likely, and very human, that the direction could get lost in the shuffle. Yes, you do need to say it more than once.
Use multiple channels to deliver the same message. Given a substantial budget, smart marketers will use multiple media channels to deliver the same message because they know that not everyone listens to radio, not everyone uses social media and less people are relying on print advertising. Same principle applies in the workplace. Not everyone is an e-mail person. In face to face conversation, some people are distracted. Use as many workplace communication channels as is practical to deliver the same message.
Change the creative, but be consistent with the content. Especially when addressing diverse audiences, marketers will utilize variations on their creative approach, but the content of the message is always the same. This is a good idea. This is the value in knowing what's important to your workplace audience; change up your delivery of the message to hit your target audience, but be very consistent with the content so that every person who hears your message knows exactly what it is that you wish to accomplish.
It is actually a time-saver (and frustration-buster) to strategize how, and with what frequency, you will deliver the important messages to your team.
Brent Frerichs is the author of "Courageous Questions, Confident Leaders" offering practical advice for all levels of leaders. It is available for e-readers, tablets and PCs on Amazon Kindle.
Actually, much like the marketing principle, repeating yourself is a very good idea.
People lead very busy lives - you need to make your message heard. Bet you anything that at your workplace, you have a hundred thousand things going on. . .sometimes it's even hard for you to keep track. So, if you happened to drop a mention during one of these very busy days, about how you want a detail handled. . .it's very likely, and very human, that the direction could get lost in the shuffle. Yes, you do need to say it more than once.
Use multiple channels to deliver the same message. Given a substantial budget, smart marketers will use multiple media channels to deliver the same message because they know that not everyone listens to radio, not everyone uses social media and less people are relying on print advertising. Same principle applies in the workplace. Not everyone is an e-mail person. In face to face conversation, some people are distracted. Use as many workplace communication channels as is practical to deliver the same message.
Change the creative, but be consistent with the content. Especially when addressing diverse audiences, marketers will utilize variations on their creative approach, but the content of the message is always the same. This is a good idea. This is the value in knowing what's important to your workplace audience; change up your delivery of the message to hit your target audience, but be very consistent with the content so that every person who hears your message knows exactly what it is that you wish to accomplish.
It is actually a time-saver (and frustration-buster) to strategize how, and with what frequency, you will deliver the important messages to your team.
Brent Frerichs is the author of "Courageous Questions, Confident Leaders" offering practical advice for all levels of leaders. It is available for e-readers, tablets and PCs on Amazon Kindle.
Thursday, May 1, 2014
How People See You
How people see you translates into what they believe about you and that, in turn, becomes how they interact with you. It is really important, then, to assure that how people see you is in fact how you wish to be seen.
The issue of transparency. It is my experience that probably about 90% of all leaders (yours truly included) are far more transparent than they think they are. The workforce is extremely sensitive to the leader (after all, you are the boss and you, in large part, determine the team's future). Team members become acutely aware of mannerisms, moods and nuances. . .anything that they think will help them predict your actions.
For instance, if you are not feeling up to par . . .it is very helpful to all (including you) if you explain yourself. "Look, I'm not feeling like myself today. . .don't take it personally." If you are preoccupied, you may say, "I'm concerned about a dear friend." Truthful explanations like this do not demean you, instead, they allow you to control the interpretation of what the team is seeing. Once the team has an interpretation of what they see - they are able to move forward.
And speaking of moods. . .be careful. Don't expect your team to be upbeat if they are reading that you're not upbeat. Don't expect them to be in a good mood if you're in a bad mood. General rule of thumb - project the attitude and demeanor that you wish your team to project. . that's why you are a leader.
Consistency. I never gave any thought to the issue of consistency until I had a boss who was extremely consistent. . .and then I realized how incredibly helpful that is to the team. Again, teams like to predict how you are going to re-act. . .most teams will craft their actions to generate a positive reaction from you. The more consistent you can be in your actions and reactions. . .the more consistent your team will be in their performance.
The key here is selflessness. . leaders who are responsible for a group of people need to think outward on how the presentation of their leadership will be read, and responded to, by the team members who are ultimately responsible for winning the game.
Like it? Share it!
Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, tablets and PCs from Amazon Kindle.
The issue of transparency. It is my experience that probably about 90% of all leaders (yours truly included) are far more transparent than they think they are. The workforce is extremely sensitive to the leader (after all, you are the boss and you, in large part, determine the team's future). Team members become acutely aware of mannerisms, moods and nuances. . .anything that they think will help them predict your actions.
For instance, if you are not feeling up to par . . .it is very helpful to all (including you) if you explain yourself. "Look, I'm not feeling like myself today. . .don't take it personally." If you are preoccupied, you may say, "I'm concerned about a dear friend." Truthful explanations like this do not demean you, instead, they allow you to control the interpretation of what the team is seeing. Once the team has an interpretation of what they see - they are able to move forward.
And speaking of moods. . .be careful. Don't expect your team to be upbeat if they are reading that you're not upbeat. Don't expect them to be in a good mood if you're in a bad mood. General rule of thumb - project the attitude and demeanor that you wish your team to project. . that's why you are a leader.
Consistency. I never gave any thought to the issue of consistency until I had a boss who was extremely consistent. . .and then I realized how incredibly helpful that is to the team. Again, teams like to predict how you are going to re-act. . .most teams will craft their actions to generate a positive reaction from you. The more consistent you can be in your actions and reactions. . .the more consistent your team will be in their performance.
The key here is selflessness. . leaders who are responsible for a group of people need to think outward on how the presentation of their leadership will be read, and responded to, by the team members who are ultimately responsible for winning the game.
Like it? Share it!
Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, tablets and PCs from Amazon Kindle.
Wednesday, April 23, 2014
Four Questions Leaders Should Answer at the End of the Day
Let's keep this really simple.
At the end of the day. . .in a few quiet, contemplative moments, true leaders should ask themselves the following questions. If you can satisfactorily and positively answer these questions. . .you are probably a really good leader.
The four questions are:
"What did I learn today?"
"What did I teach today?"
"Who did I thank today?"
"What good did I do today?"
Strong, honest answers are the leader's measure of their true productivity for the day and their barometer of future success.
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Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, tablets and PCs on Amazon Kindle.
At the end of the day. . .in a few quiet, contemplative moments, true leaders should ask themselves the following questions. If you can satisfactorily and positively answer these questions. . .you are probably a really good leader.
The four questions are:
"What did I learn today?"
"What did I teach today?"
"Who did I thank today?"
"What good did I do today?"
Strong, honest answers are the leader's measure of their true productivity for the day and their barometer of future success.
Like it? Share it!
Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, tablets and PCs on Amazon Kindle.
Thursday, April 17, 2014
How to Cure Middle Manager Malaise
Truly. . pity the mid-level manager. . . typically, not compensated all that well and usually expected to be both an hands-on worker and people leader.
This position is, however, critical to the success of the team. It is unfortunate then that often these positions turn faster that a windmill in Kansas. . .and that the person in the position often isn't very effective. In a worst case scenario, I've witnessed middle managers sabotage both strategies and tactics with these key phrases:
No matter what high-level morale and brand building initiatives there are, middle manager indifference, apathy or lack of understanding can sink them. Here, then, are ways to cure mid-manager malaise.
Hire the Right Person. Don't hire a person simply because they are doing a great job in the current position. . .hire a person who is doing a great job AND who wants to manage people. The problem with many occupants in mid-level management is that they took the job simply as a promotion and a way to earn more money. Be sure that the successful mid-level management candidate wants to lead the workforce.
Tell Them Why They are Important. Certainly we (should) believe the team is important. Hopefully you think you are important. The CEO is important. Often, however, we neglect to loop the mid-level manager in on why they are important.
And they are - otherwise you wouldn't spend the money for the position. If you a need a few clues as to why they are important - here goes: they are responsible for part of the workforce, they are integral connectors from top-level management to teams, they often see first hand what is going on and can be strong solution builders. The list goes on.
Communicate Like They are Important. Often corporate communication goes like this. Top management communicates key initiatives or tactics in person to the next level. By the time the communication is passed on to the mid-level manager it is often in the form of a dreary e-mail, mind-numbing conference call or a webinar/video that has all of the excitement of gravel (Seriously, if you think people aren't snoozing on the receiving end - you need a reality check).
Nothing beats face-to-face communication - if at all possible, make it happen.
Treat Them Like They are Important. As much as possible, involve them in decision making, team meetings and corporate events. If it becomes too expensive, create "local" events just for them. It is a professional growing opportunity for both the mid-level manager and. . . you.
The sincere expression of gratitude, the honest request for input and the desire for each individual to be an important functioning team player goes a long way toward curing middle manager malaise.
Like it? Share it!
Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, tablets and PCs on Amazon Kindle.
This position is, however, critical to the success of the team. It is unfortunate then that often these positions turn faster that a windmill in Kansas. . .and that the person in the position often isn't very effective. In a worst case scenario, I've witnessed middle managers sabotage both strategies and tactics with these key phrases:
- "I don't know - they really don't tell us anything."
- "The company insists it be done this way. . .it is very frustrating."
- "You'd have to ask management." (Note the irony that this statement comes from, in fact, a manager.)
No matter what high-level morale and brand building initiatives there are, middle manager indifference, apathy or lack of understanding can sink them. Here, then, are ways to cure mid-manager malaise.
Hire the Right Person. Don't hire a person simply because they are doing a great job in the current position. . .hire a person who is doing a great job AND who wants to manage people. The problem with many occupants in mid-level management is that they took the job simply as a promotion and a way to earn more money. Be sure that the successful mid-level management candidate wants to lead the workforce.
Tell Them Why They are Important. Certainly we (should) believe the team is important. Hopefully you think you are important. The CEO is important. Often, however, we neglect to loop the mid-level manager in on why they are important.
And they are - otherwise you wouldn't spend the money for the position. If you a need a few clues as to why they are important - here goes: they are responsible for part of the workforce, they are integral connectors from top-level management to teams, they often see first hand what is going on and can be strong solution builders. The list goes on.
Communicate Like They are Important. Often corporate communication goes like this. Top management communicates key initiatives or tactics in person to the next level. By the time the communication is passed on to the mid-level manager it is often in the form of a dreary e-mail, mind-numbing conference call or a webinar/video that has all of the excitement of gravel (Seriously, if you think people aren't snoozing on the receiving end - you need a reality check).
Nothing beats face-to-face communication - if at all possible, make it happen.
Treat Them Like They are Important. As much as possible, involve them in decision making, team meetings and corporate events. If it becomes too expensive, create "local" events just for them. It is a professional growing opportunity for both the mid-level manager and. . . you.
The sincere expression of gratitude, the honest request for input and the desire for each individual to be an important functioning team player goes a long way toward curing middle manager malaise.
Like it? Share it!
Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, tablets and PCs on Amazon Kindle.
Thursday, April 10, 2014
Transitioning to a New Job: The Workout
Recently, I joined a new gym. I am struck by the parallels of adapting to a new gym environment and adapting to a new job.
The importance of exploration. . .finding and knowing. The first thing I did at my new gym was explore. Where was that piece of equipment for the abs? Where are the free weights I want to use? Where is the drinking fountain? To just launch into a new routine without knowing where all of the pieces are is inefficient.
When I started my last job, I was fortunate that I had a period of similar exploration. I could find the sales numbers. . .do some analysis. . .talk to people about how things work. As opposed to just diving in and working like I used to. . .this period of exploration allowed me to be more efficient. Take time to find and know where the tools are that you need to do your job.
The adaptability of muscles. I worked out at my former gym for years; my muscles became used to a certain routine, and even more granularly, the way certain weight machines worked. Now, in a new gym, even though the weight machines are comparable, my muscles need to re-adapt themselves to the nuances of a new routine.
Same is true in the workplace. Your brain, your work muscles adapt to a certain routine. When you change jobs, while you still have the basic skill set, realize that you need to adapt to the nuances that are slightly different and require new ways of thinking and doing.
Easing on into the workout. I know that since I need to adapt, I am going to do a lighter workout. I'm not going to go full throttle like I did at the old gym because, frankly, in the adaptation process I may injure myself.
Same is true in a new workplace. Give yourself a break. Don't run full throttle into a job - you'll get injured. Smartly ease into it while you adapt. . .and others adapt to you.
Investing time in getting to know people. One of the things I'm enjoying about the new gym is the time I'm taking to meet people and enter into conversation. I suppose one could look at that like a waste of time: talking to people instead of really working out. It's not a waste. By engaging with the existing membership, I'm establishing relationships and learning how things work.
In the past, I've been guilty of entering a new job and isolating myself for the purpose of just getting work done. Truth is, getting to know people and establishing working relationships is getting work done. . .both now and for the future.
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Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, tablets and PCs from Amazon Kindle.
The importance of exploration. . .finding and knowing. The first thing I did at my new gym was explore. Where was that piece of equipment for the abs? Where are the free weights I want to use? Where is the drinking fountain? To just launch into a new routine without knowing where all of the pieces are is inefficient.
When I started my last job, I was fortunate that I had a period of similar exploration. I could find the sales numbers. . .do some analysis. . .talk to people about how things work. As opposed to just diving in and working like I used to. . .this period of exploration allowed me to be more efficient. Take time to find and know where the tools are that you need to do your job.
The adaptability of muscles. I worked out at my former gym for years; my muscles became used to a certain routine, and even more granularly, the way certain weight machines worked. Now, in a new gym, even though the weight machines are comparable, my muscles need to re-adapt themselves to the nuances of a new routine.
Same is true in the workplace. Your brain, your work muscles adapt to a certain routine. When you change jobs, while you still have the basic skill set, realize that you need to adapt to the nuances that are slightly different and require new ways of thinking and doing.
Easing on into the workout. I know that since I need to adapt, I am going to do a lighter workout. I'm not going to go full throttle like I did at the old gym because, frankly, in the adaptation process I may injure myself.
Same is true in a new workplace. Give yourself a break. Don't run full throttle into a job - you'll get injured. Smartly ease into it while you adapt. . .and others adapt to you.
Investing time in getting to know people. One of the things I'm enjoying about the new gym is the time I'm taking to meet people and enter into conversation. I suppose one could look at that like a waste of time: talking to people instead of really working out. It's not a waste. By engaging with the existing membership, I'm establishing relationships and learning how things work.
In the past, I've been guilty of entering a new job and isolating myself for the purpose of just getting work done. Truth is, getting to know people and establishing working relationships is getting work done. . .both now and for the future.
Like it? Share it!
Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, tablets and PCs from Amazon Kindle.
Thursday, April 3, 2014
Feeling Boxed In? How to Get Out!
Whether in our personal lives or work lives, I think it's fairly safe to say that at one point we have all felt "boxed in." It's that awful feeling of entrapment with no way out.
The latter phrase is key, because you have the power to realize that there are almost always alternatives to explore. Visualize yourself, standing in a box-like room - closed in completely by walls. Now, start to envision the doors that enable you to get out - they may not be so obvious at first, but the longer you think about them - the more viable they become.
The door of creative options. Often we get so stuck in the rut 'n' routine, that we forget there is a myriad of creative options that we haven't explored. Maybe you've look at a problem one way, but it's much more productive, and solution-inducing, to look at it from another perspective. Maybe you've always done something one way - but doing it another way will be much more enabling.
The door of ability. We sometimes become our own prisoners with these words, "Well, I could never do that." "That's just not something I'm comfortable with." Essentially, you are entrapping yourself: instead of believing in your abilities, you are giving power to what you believe are your inabilities. To be able to go through the door of ability, you challenge those notions - and by challenging them, you start to see the solutions.
The door of willingness. Again, we become our own prisoners with a laundry list of things that we won't do. "I am not going to go the extra mile to make peace with that person - screw 'em." "If they think I'm going to take on that project - they'd better think again." "I'm very comfortable with what I'm doing and I don't see any reason to do anything different." You may as well lock the door and throw away the key. The people who are the most successful are not the ones who are the most rigid; the most successful are the ones that are the most willing.
The door of relationships. It's almost a certainty that if you're feeling boxed in - you also feel isolated. Reach out. Peers and team members are there to help you. Friends are there for the purpose of discussing options. Relationships are one of the strongest ways to move forward.
The door with the time-lock code. There may be a door available to you - it just may not be available right now. I'm a huge believer in timing and in that belief structure is the very real idea that not everything is ideally timed to our own personal agenda. Sometimes you need to wait, but in the virtue of patience is the real idea of hope; start to strategize your way out.
Sometimes in the darkest hours, when we need to see the most pathways to success. . .we often see none. Continuously think of doorways you can step through that will enable you to successfully lead.
Like it? Share it!
Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, IPads, tablets and PCs on Amazon Kindle.
The latter phrase is key, because you have the power to realize that there are almost always alternatives to explore. Visualize yourself, standing in a box-like room - closed in completely by walls. Now, start to envision the doors that enable you to get out - they may not be so obvious at first, but the longer you think about them - the more viable they become.
The door of creative options. Often we get so stuck in the rut 'n' routine, that we forget there is a myriad of creative options that we haven't explored. Maybe you've look at a problem one way, but it's much more productive, and solution-inducing, to look at it from another perspective. Maybe you've always done something one way - but doing it another way will be much more enabling.
The door of ability. We sometimes become our own prisoners with these words, "Well, I could never do that." "That's just not something I'm comfortable with." Essentially, you are entrapping yourself: instead of believing in your abilities, you are giving power to what you believe are your inabilities. To be able to go through the door of ability, you challenge those notions - and by challenging them, you start to see the solutions.
The door of willingness. Again, we become our own prisoners with a laundry list of things that we won't do. "I am not going to go the extra mile to make peace with that person - screw 'em." "If they think I'm going to take on that project - they'd better think again." "I'm very comfortable with what I'm doing and I don't see any reason to do anything different." You may as well lock the door and throw away the key. The people who are the most successful are not the ones who are the most rigid; the most successful are the ones that are the most willing.
The door of relationships. It's almost a certainty that if you're feeling boxed in - you also feel isolated. Reach out. Peers and team members are there to help you. Friends are there for the purpose of discussing options. Relationships are one of the strongest ways to move forward.
The door with the time-lock code. There may be a door available to you - it just may not be available right now. I'm a huge believer in timing and in that belief structure is the very real idea that not everything is ideally timed to our own personal agenda. Sometimes you need to wait, but in the virtue of patience is the real idea of hope; start to strategize your way out.
Sometimes in the darkest hours, when we need to see the most pathways to success. . .we often see none. Continuously think of doorways you can step through that will enable you to successfully lead.
Like it? Share it!
Brent Frerichs is the author of "Courageous Questions, Confident Leaders" available for e-readers, IPads, tablets and PCs on Amazon Kindle.
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