Embracing Uncertainty

Trust me when I tell you this. . . I swear I have it built into my DNA that I NEED TO KNOW THE FUTURE AND I NEED TO KNOW IT NOW!  For years, I wanted something that was incredibly predictable so that I could be fully prepared for it.  No surprises. . . .no bumps in the road.   Just clear sailing ahead, please. . .

Through a long series of personal and professional events, I have learned that this is folly.   Certainly one can prepare for the future, but to know the future is truly an oxymoron.

Strong leadership needs to be able to embrace uncertainty. . .and that in itself may seem oxymoronic:  "How can we embrace something so ambiguous - something we don't even know?"

Here's how.

We should have a strong understanding that the future will always be a combination of challenging situations and great opportunities.  Don't be so disappointed by the former that you miss the latter.

Yes, the future will inevitably change, in small or large measure, what we have so carefully pre-planned.    This allows us the opportunity to flex and expand our skills so that we have greater faith in our abilities.  This is our personal and professional evolution.

That expansion of our skills combined with that additional knowledge of life will allow us to open up new worlds of endeavors in ways we had previously considered impossible.  This is how we grow.

The future, unquestionably, holds heartbreaking moments. . .those are moments that ultimately can make us have more empathy for others and a greater understanding of how the world works.

Trusted members of our circle will leave;   new talent will arrive.   We can celebrate the achievements of those moving on;   we can revel in the differing points of view the newcomers bring.

Just as new trees on the forest floor take root in their predecessors, the future is built upon things that we already know.   We should have confidence in that firm foundation.

And. . .if things didn't change. . . that gets pretty damn boring.   

Here's what I've learned through very uncertain times.  If one has true faith in the knowledge of the past and present, then one has the courage to face the future. . .with certainty.

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My book, "Courageous Questions, Confident Leaders" is available from Amazon Kindle..

Getting (Un)Stuck on the Workplace

Here is a common complaint, "He/she just doesn't get me.   They don't understand what I'm trying to do."

But do you "get" him or her?

This is how people get stuck in the workplace (and in life).    One personality or leadership style just does not mesh with another.    Unfortunately, we tend to regard altering our approach, to try to understand the other individual, as a personal subtraction.

We should look at it as addition.

Each and every time you are able to reach out beyond what you are familiar with in order to connect with another individual - you've scored a personal and professional win.    You've just expanded your abilities and skill sets.

Yes - it very well may not be the way you are used to doing things.  You may be out of your comfort range.    In fact, to even to get to the place of changing how you communicate or do things in order to connect with the team. . .may require a great deal of trial and error.

At the end of the day, however, once you've established the connection - you actually have done so much more.

• You've made what could easily be a stagnant relationship actually meaningful
• You have demonstrated to the individual that you are serious about your intent because you have taken one of the most powerful actions a leader can take - you've stepped out of your comfort range
• You've acquired a skill set that will not only allow you to be successful with the individual in question, but with other individuals of similar styles

In short, by altering the way you approach the individual, you have not detracted from yourself - but instead you have significantly added to your skill set and positioned yourself as an even more valuable professional.  Instead of getting stuck, you have allowed yourself and the team to move forward.

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My book, "Courageous Questions, Confident Leaders" is available for e-readers, PCs and tablets from Amazon Kindle.

Winning the Corrective Action Conversation

Here's how it goes down.  Leader either is informed or witnesses a perceived work lapse.   Leader (hopefully) gathers facts and girds loins for unpleasant conversation with the offender.   Because it is an unpleasant conversation combined with the fact that the team member transgressed. . .leader can get pretty worked up about it.  As time for corrective action conversation approaches, leader becomes more over-wrought.    Leader begins conversation with 2-3 choice, forceful statements about the team member's indiscretions (in other words, lets them have it). . .then this happens. . .

• Team member outright denies everything. . .or a portion thereof.
• Team member  tells another side of the story that leader, up to that point, did not realize existed.
• Team member gives reasons, legitimate or not, for their action.

Right there, right then, the entire thing is blown out of the water.

Here's how to avoid this dynamic.    Don't start with the forceful statements (otherwise known as "accusations");  instead, start with questions.

"While you were processing the Miller paperwork, was there something about the project that you found unusual?"

"I understand you are having a disagreement with Susie, would you please provide me with your side of the story?"

"I see that you have been late to work five times - could you tell me what's going on?"

Questions invite participation. . .and as a leader, you want the team member's participation in a corrective action conversation.    First of all, if you don't have the whole story, you need to get it.   Questions provide the team member with an opportunity to give their side of the story;   this means that you have complete information and are not blindsided.

I have also found that if you open the conversation with questions, it is less threatening and allows the team member to have ownership of the subject.    The latter is so important in truly allowing individuals to own their actions and through that ownership, better their careers and team contribution.

An accusation becomes a barrier, both to truly correcting actions and to building better professionals.   A question is an invitation to a conversation, which hopefully leads to not only correcting the action, but better teamwork.

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My book, "Courageous Questions, Confident Leaders"  is available for I-Pads, tablets and e-readers on Amazon Kindle.

Are You Rich Enough to be a Leader?

I've observed many different types of leaders over the years;   the best are often the richest.

And I'm not talking about cash.   Or stocks.  Or property.

Leaders who are abundant in self-confidence are the ones who don't feel threatened by smart team members or new ideas.

Leaders who have the most emotional intelligence are the ones who are able to figure out HR challenges the quickest and with the highest satisfaction.

Those with the most true courage inside are the ones who are able to lead their teams through not only the best times. . .but the most difficult times. . .with the team fully intact  once the goal is reached.

While not negating the need for ongoing learning and self-improvement, it is those leaders who are content with what they have who can give generously to help other members of the team.

Leaders who have the most questions. . .are often the ones who have most answers.

Those who have the most empathy are the ones who are most able to coach team members out of negative situations.

People  with tons of creativity are the ones who can find the most paths to a successful solution.

And if you don't have enough?   Step back and evaluate your life from a third party perspective - be grateful for all that you see.  Recognize all that is within you that makes you truly rich.   And if you still can't feel it, maybe you just need to recharge- it's just been too long and you're tired - rest and respite will permit you to see the true reality of your skills and be your best.

Material wealth has nothing to do with the ability to be a great leader. . .what's in the heart and soul and brain does.

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My book "Courageous Questions, Confident Leaders"  is available for e-readers, PCs and tablets from Amazon Kindle.