If you are a number, let's say 8, and you stand alone, the value is 8. Simple.
If, however, you start to apply equations to 8 - it gets interesting.
As an 8, you can interact with others. But, if you choose to cut some people of the team out. . .let's say there are a couple of people you don't respect or you don't like them or perhaps you think that you're better than them. Well, then you are subtracting 2. Your value is now 6. Through subtraction you have lessened your value.
Or, let's say that as a leader you choose to be divisive. You're saying one thing to one group of people and another thing to another group. You pit your team against others in an unsanctioned game of office politics. Through sheer competition you have eliminated an entirely different work group and let's say that you are so unpleasant that others just don't want to work with you. You have now divided your worth by 4. Your value then is 2.
But, let's say instead you take two people into your circle. You coach them, you mentor them. They understand the company goals and they like working with you. You are using addition - and you have just added 2 to your value - so your value is now 10.
Or, wait - what about multiplication! You reach out to work collaboratively with one work group. Your team has built a bridge to another team in seeking help. You consistently work in an interdisciplinary fashion with other support groups. Another group is working with your group on a new idea. You have a multiple of 4 - your value is now 32!
I once worked with an entrepreneur who was fond of this phrase: "You can't grow through subtraction." Simple addition incrementally increases your leadership; multiplication grows it exponentially.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle
Friday, June 29, 2018
Friday, June 22, 2018
Don't Post a Sign; Have a Conversation
There are definitely uses for signage: "Women's Restroom - This Way." "New York Steak 13.99 lb"
"Please, no swimming - alligator infested waters."
But then we get carried away with what we believe signing can accomplish, especially by itself.
"Let's make a sign expressing thanks to the entire team." No sign can ever take the place of a personal thank you to individuals.
"Let's make this a better place to work by posting positive messages throughout the building." You've seen these. . .because they've been on the walls for seven years, are yellowed with age and are now partially obscured by the mandatory HR posters. .
You want people to desist from doing something? "We'll have a sign made." Really? I have never seen anyone not improperly dispose of litter or return a cart because they stopped and read a sign admonishing them not to.
Signage should never, never. . .oh, and never be used as a passive aggressive admonishment. "Please clean up your dishes - your Mother doesn't work here." It's snarky and snarky doesn't work to a permanent change in behavior.
As a stand-alone, signing is not motivational. No one gives a rip about your poster re: achieving sales goals if 1) there are not core conversations regarding sales goals and 2) if the morale of the work group is compromised.
Too often we believe we have done our duty and can check that box if we go to the effort of creating and posting a sign - only to have it ignored by the intended masses. If we cannot change behavior with a simple conversation, no amount of signage will rectify the situation. The sign is not the leader - we are.
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My book "Courageous Questions, Confident Leaders" is on Amazon Kindle.
"Please, no swimming - alligator infested waters."
But then we get carried away with what we believe signing can accomplish, especially by itself.
"Let's make a sign expressing thanks to the entire team." No sign can ever take the place of a personal thank you to individuals.
"Let's make this a better place to work by posting positive messages throughout the building." You've seen these. . .because they've been on the walls for seven years, are yellowed with age and are now partially obscured by the mandatory HR posters. .
You want people to desist from doing something? "We'll have a sign made." Really? I have never seen anyone not improperly dispose of litter or return a cart because they stopped and read a sign admonishing them not to.
Signage should never, never. . .oh, and never be used as a passive aggressive admonishment. "Please clean up your dishes - your Mother doesn't work here." It's snarky and snarky doesn't work to a permanent change in behavior.
As a stand-alone, signing is not motivational. No one gives a rip about your poster re: achieving sales goals if 1) there are not core conversations regarding sales goals and 2) if the morale of the work group is compromised.
Too often we believe we have done our duty and can check that box if we go to the effort of creating and posting a sign - only to have it ignored by the intended masses. If we cannot change behavior with a simple conversation, no amount of signage will rectify the situation. The sign is not the leader - we are.
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My book "Courageous Questions, Confident Leaders" is on Amazon Kindle.
Friday, June 15, 2018
Once is Not Enough
If you had a team member who could not hear, you would assure that your directions were in a written form or were being translated so that everyone would be included.
If you had a team member who could not see, you would assure that your directions to the team were in an alternative form so that everyone got the point.
So, here's the thing. . .
We all have people on our team who are great at reading directions. . .and some who are not. We have people who excel at listening . . .while others would prefer to read directions. There are those who hear a "thank you" expressed in the hallway and absorb the gratitude. . .and then there are those who merely acknowledge it as a greeting.
The diversity of the workplace that brings us different skill sets, educational experiences and cultural backgrounds. . .also brings us a wide diversity in how people understand and absorb information.
Simply put, often one form of giving directions is not adequate; saying it just one time is not enough.
This is not to say that every communication has to be in a memo and given in a meeting and sent by e-mail, tweeted out and posted on Instagram. It is to say that the use of more than one form of communication with a frequency of greater than one time will do a lot to assure success.
A few thoughts. . .
Never underestimate the ROI of a one-to-one meeting - less distractions and time spent with people signifies they are a priority. Then follow-up with an e-mail.
Morning memos are a great place to repeat stuff - they establish themselves as reference points.
Gratitude is often not expected and so is discounted. If you thank someone once - thank them twice: once in a meeting and the second time with a thank you note.
"Read" people and start to learn how they learn - then use that in your communication.
Think of this: often undercommunication is identified as a root cause for problems; hardly anyone has ever been accused of overcommunication.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
If you had a team member who could not see, you would assure that your directions to the team were in an alternative form so that everyone got the point.
So, here's the thing. . .
We all have people on our team who are great at reading directions. . .and some who are not. We have people who excel at listening . . .while others would prefer to read directions. There are those who hear a "thank you" expressed in the hallway and absorb the gratitude. . .and then there are those who merely acknowledge it as a greeting.
The diversity of the workplace that brings us different skill sets, educational experiences and cultural backgrounds. . .also brings us a wide diversity in how people understand and absorb information.
Simply put, often one form of giving directions is not adequate; saying it just one time is not enough.
This is not to say that every communication has to be in a memo and given in a meeting and sent by e-mail, tweeted out and posted on Instagram. It is to say that the use of more than one form of communication with a frequency of greater than one time will do a lot to assure success.
A few thoughts. . .
Never underestimate the ROI of a one-to-one meeting - less distractions and time spent with people signifies they are a priority. Then follow-up with an e-mail.
Morning memos are a great place to repeat stuff - they establish themselves as reference points.
Gratitude is often not expected and so is discounted. If you thank someone once - thank them twice: once in a meeting and the second time with a thank you note.
"Read" people and start to learn how they learn - then use that in your communication.
Think of this: often undercommunication is identified as a root cause for problems; hardly anyone has ever been accused of overcommunication.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, June 8, 2018
There Is a Difference. . .
Phrases are often thrown around and so become interchangeable. When carefully evaluated, however, certain semantics have a knife's edge of difference between them. . .and that distinction is vital.
There is a difference between micro-managing and attention to detail. The former is often disrespectful and a waste of time - the latter shows concern for the work. At the end of the day, no one is positively recognized for micro-managing, but they are respected for attention to detail.
Intrusive or "snoopy" are not positive words for which we wish to be known. We do want to be known for being interested and engaged with the workforce.
Stubbornness is not the same as consistency. The former is the inability to move forward while the latter is the ability to progress within given guardrails.
People don't respect a "know-it-all," defined as someone who is willing to throw out their two cents at a drop of a dime. People have great respect for someone who truly brings knowledge and skill to the workplace.
There is a chasm of difference between arrogance and self-confident; the former doesn't care about anyone else while the latter has the self-assuredness to engage and be compassionate.
Reactivity often signals bouncing from one emergency to another. . .the ability to quickly manage a situation brings confidence and calm to the team.
Narcissism and being a role model are entirely different things. The former is a spotlight shining on one's self while the latter is beacon to others to lead the way.
Giving work to others often means avoiding responsibility while delegating means giving authority while coaching.
These words and phrases have real meaning - think of which distinction defines you.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
There is a difference between micro-managing and attention to detail. The former is often disrespectful and a waste of time - the latter shows concern for the work. At the end of the day, no one is positively recognized for micro-managing, but they are respected for attention to detail.
Intrusive or "snoopy" are not positive words for which we wish to be known. We do want to be known for being interested and engaged with the workforce.
Stubbornness is not the same as consistency. The former is the inability to move forward while the latter is the ability to progress within given guardrails.
People don't respect a "know-it-all," defined as someone who is willing to throw out their two cents at a drop of a dime. People have great respect for someone who truly brings knowledge and skill to the workplace.
There is a chasm of difference between arrogance and self-confident; the former doesn't care about anyone else while the latter has the self-assuredness to engage and be compassionate.
Reactivity often signals bouncing from one emergency to another. . .the ability to quickly manage a situation brings confidence and calm to the team.
Narcissism and being a role model are entirely different things. The former is a spotlight shining on one's self while the latter is beacon to others to lead the way.
Giving work to others often means avoiding responsibility while delegating means giving authority while coaching.
These words and phrases have real meaning - think of which distinction defines you.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, June 1, 2018
Looking Outward
By the very definition, leadership is an act of looking outward and forward.
How unfortunate, then, that often when we are coaching leaders we are focusing much of their attention inward.
To be sure, there is a legitimate case that must be made and acted upon regarding self-reflection. We all have our internal work to do.
Often, though, the conversation with other leaders disproportionately focuses too much inward with little thought toward the outward focus of leadership.
"You didn't do this." "Why did you do it this way?" "It would have been much better if you have followed my advice."
Comments like these turn a leaders thoughts inward. When the leader is constantly thinking about themselves - up to and including self preservation - they cannot think about the support and leadership of others.
How much better then is it to ask questions like "How is the team doing?" "What support/guidance do people need from you today?" "What specific challenges does the team face that you can coach them through?"
Questions like these focus the attention outward and attention focused outward is multiplied by the number of team members affected, whereas attention focused inward really only has a multiple of one.
As leaders we must be at our best; it is our responsibility to take care of ourselves through self-reflection and healthy habits. As leaders, we must assure the teams we have been given stewardship of are at their best - outward focus assures that goal is being met.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
How unfortunate, then, that often when we are coaching leaders we are focusing much of their attention inward.
To be sure, there is a legitimate case that must be made and acted upon regarding self-reflection. We all have our internal work to do.
Often, though, the conversation with other leaders disproportionately focuses too much inward with little thought toward the outward focus of leadership.
"You didn't do this." "Why did you do it this way?" "It would have been much better if you have followed my advice."
Comments like these turn a leaders thoughts inward. When the leader is constantly thinking about themselves - up to and including self preservation - they cannot think about the support and leadership of others.
How much better then is it to ask questions like "How is the team doing?" "What support/guidance do people need from you today?" "What specific challenges does the team face that you can coach them through?"
Questions like these focus the attention outward and attention focused outward is multiplied by the number of team members affected, whereas attention focused inward really only has a multiple of one.
As leaders we must be at our best; it is our responsibility to take care of ourselves through self-reflection and healthy habits. As leaders, we must assure the teams we have been given stewardship of are at their best - outward focus assures that goal is being met.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
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