Employee Engagement – Page 5 – Doug Dickerson on Leadership

Mixed Signals and the Art of Communication

“The single biggest problem in communication is the illusion that it has taken place”. – George Bernard Shaw

Every good leader knows the value and importance of good communication. Leaders succeed or fail based on it. Organizations rise and fall because of it. To say that good communication is essential to your success as a leader is clearly an understatement.

In her book, Fearless Leadership, Carey D. Lohrenz shares a story of just what can happen when communication does not take place as it should:

Failure to communicate effectively can have disastrous results. Consider this true story, not the only one of its kind: A young Navy sailor was working the flight deck at night. Needing to cross the flight deck in the few seconds available between aircraft landing, the sailor signaled the arresting gear officer by waving his flashlight vertically. After getting acknowledgment from the arresting gear officer via the waving of a green flashlight vertically, the sailor sprinted across the pitch black landing area.

When looking to cross back over, the sailor once again signaled to the arresting officer and received the same vertical flashlight wave-only in red. The sailor knew that the vertical waving meant it was okay to cross, but didn’t know that the color of the flashlight was a critical piece of information. On this ship, green meant “go” while red meant “stand fast.” Confusion in communication signals almost cost this sailor his life.

While the decisions you make regarding communication may not carry the same life or death consequences, it does, nevertheless, carry important implications for your team. The last thing they need from those in leadership is mixed signals. Here are some of the most common mixed signals and what to do about them.

Mixed signals occur when you say one thing and do another

This is perhaps the most common mixed signal out there. It’s when you say one thing and do another. As a result, people are not on the same page, goals and objectives become muddled, and trust is compromised.

As a leader, you must develop consistency in your communication and do what you say. If circumstances warrant a change in a previously communicated directive or course of action, clarify it in person and do it in a timely manner. As a leader, you don’t like surprises and neither do your people.

Mixed signals occur when you keep your people apart

Ineffective communication occurs when you keep your team members apart instead of bringing them together. Instead of building a unified and cohesive team, mixed signals occur in communication when your people get their information second or third hand. This is a prescription for disastrous communication and team morale.

If you want to facilitate strong communication within your organization you must bring your people together, not keep them apart. Make it your practice to be a bridge builder. Communication flourishes when people are connected.

Mixed signals occur when you fail to connect on a personal level

The secret sauce of establishing good communication within your organization is being a leader who knows how to connect with his or her people. The good news is that it can happen. The bad news is that it takes a lot of work. But until you are relationally invested in the people you lead you will always run the risk of mixed signals and poor communication.

Whether it’s communication or any number of related issues within your organization, it begins when you learn to connect with your people. it’s out of that connection and the relationships you build that communication works.

Stop with the mixed signals – keep your word, bring your people together, and connect on a personal level. It will make all the difference in the world to your leadership and to your people.

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Five Ways You May Be Killing Employee Morale

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“Everything rises and falls on leadership” – John Maxwell

Addressing the topic of work many years ago, Indira Gandhi said, “My grandfather once told me that there are two kinds of people: those who do the work and those who take the credit. He told me to try to be in the first group; there was less competition there.” While there may not be a shortage of people trying to take the credit for work, many a leader faces the challenge of a strong workplace culture and its accompanying morale.

In my research on the topic of employee morale, much of the focus I’ve seen is employee driven. By that I mean the attention leans toward what can be done to make the employee happy (perks- driven), motivated, etc. I see little on what I consider to be the root of the problem which is leadership driven.

In Gallup’s 2013 State of the American Workplace Study, as reported on in RYOT, 70 percent of those who participated described themselves as “disengaged” from their work. Only 30 percent admitted they honestly enjoy their job and bosses. Interestingly, the study revealed that workplace perks which have been popular approaches to boosting workplace morale, “do not compare to the employee enjoying and feeling engaged in their work.” Here’s the takeaway – employees and employers desire the same results, but often have two distinctly different means of getting there.

Strong morale is essential to your success as an organization. Leaders need employees who are engaged on all fronts. Employees need strong leaders to show the way. The last thing you want to do is kill employee morale by ineffective leadership. Here are five ways it could be happening.

You kill employee morale when you ignore input

A leader who won’t listen to his or her people is a leader who is out of touch with his people. If you are out of touch with the people that make your business work then employee morale will suffer. If your people attempt to be engaged and offer their input only to be ignored then you are killing employee morale. A smart leader will make it a priority to listen and to invite feedback from team members. Buy-in begins when you invite them in.

You kill employee morale when you hoard decisions

Killing morale happens when leaders hoard the decision-making process and by-pass those directly affected by the decision. The most successful teams are those whose people are engaged and invested in the well-being of the organization. They are the ones who have bought in and go all out to be successful. A smart leader won’t hoard decisions but will bring others in to help make them. Employees don’t want a dictator; they want a facilitator. Here’s a simple rule to consider: if a decision affects your people then talk to your people.

You kill employee morale when you keep people in the dark

Communication is the life-blood of any organization, but if you keep your people in the dark; especially with things that directly affect their performance, then you are killing employee morale. This weak leadership style not only builds walls but it destroys trust. If you want your people engaged and enjoying what they do then make open communication a practice and a priority.

You kill employee morale when you play favorites

While responsibilities may differ among departments and personnel, it is important not to play favorites with your people. While not everyone’s role is the same, the way you treat them should be. As a leader, it is important to understand the basics of good social skills. The amount of time you spend with the people in your organization will vary depending on assignments, responsibilities, skills, etc., it’s a variable. But not the way you treat your people. If you are perceived as playing favorites you will kill employee morale. Be nice to everyone.

You kill employee morale when you lead from behind

Successful organizations have strong leaders who are not afraid to lead. Employees respect a leader who will confidently lead his or her team. A leader who is perceived to be weak, indecisive, reactionary, or uncertain of their role will kill morale. How can an employee confidently follow a leader who is unsure of himself? Leaders who lead from behind can’t possibly know what direction they are going, the pitfalls in front of them, or how to stay relevant. Leaders; be out front, lead with confidence and with clarity, and you will have employees who will go the distance with you.

What do you say?

*This column was originally published in 2015.

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Why Can’t You Retain Top Talent?

Posted June 22, 2017
by dougdickerson

“Being the best at whatever talent you have, that’s what stimulates life.” – Tom Landry

The competitive nature of today’s global economy stipulates that you have and retain the top talent in your organization. We acknowledge that to do so is as great of a challenge as it has ever been.

A recent article in USA Today highlighted how American workers are on the move. They reported that “27 percent of employees switched jobs in the 12 months ending in the first quarter according to payroll processor ADP, the most since the firm began tracking the figure in 2014.”

So what is a leader to do in order to retain and recruit top talent for their organizations? We have identified several characteristics that may shed some light on why your top talent may be headed through that revolving door. We believe as you take care of these leadership issues you can build the type of team that people would want to work for and think twice about leaving. But first, why are they leaving?

Lack of clear expectations

Nothing will frustrate your top talent more than a lack of a clear set of expectations and vision. Without it, your organization is adrift and your people struggle to find their way. Employees have to fight extra hard to succeed when they do not clearly understand what is expected of them in the first place. The constant feeling that they are not performing at an acceptable level, even if they don’t know what that level is, will send top talent running for the door.

Lack of investment

Your top talent needs to know that you are totally invested in their success. The buy-in is a two-way street and it needs to be demonstrated in tangible ways that reinforce your commitment to their success. Your investment in them shows that they are valued and that you are confident in their ability to make a meaningful contribution to the organization. When top talent feels that you do not value them enough to invest your time and resources in them, they will begin to seek an employer who will.

Perceived lack of respect

The culture and morale of your organization rest on foundational leadership principles. Namely among them are trust and respect. Top talent is especially attuned to the respect or lack thereof, that you have for them. These employees have devoted much of their lives to developing the skills, knowledge, and experience that make them so valuable. If the people in your organization perceive that you do not respect them, then it only stands to reason that they will be a part of a future exit from your organization.

Lack of a clear path forward

We want to be very clear about this leadership principle. Unless your people have a clear path forward, it will be clear to them that they are in the wrong place. In his book, The 21 Irrefutable Laws of Leadership, John Maxwell writes, “You can find smart, talented, successful people who are able to go only so far because of the limitations of their leadership.” It could be that the top talent in your organization is leaving, not because of a lack of opportunity, but because of a lack of leadership and a clear vision as to where they are going. It is incumbent upon you as the leader to provide it.

Lack of authentic leadership

Nothing will demoralize your people or your team members more quickly than a phony leader. Besides, too much is at stake for a leader to be anything other than genuine. Authenticity is the foundation for trust. No one wants to work for a leader who cannot be trusted. If you lack authenticity, employees will start to question your motives; they will perceive that you have hidden agendas that are not in their best interests. If the top talent within your organization can’t find authentic leadership where they are, they will look elsewhere for it.

We all have the desire to succeed; we want to know that our contributions are valued and that we are making a difference. Top talent has sacrificed far too much to achieve their level of skill to compromise on the leadership environment they work in. Provide them with the clear expectations they need to be successful. Invest your time and resources in helping them achieve great things. Leave no doubt as to how much you respect and trust them and their abilities. Provide them with a clear path forward and the means to follow that path. And, be an authentic leader, someone that top talent can look up to and emulate.

Your organization can only rise as high as your top talent. Isn’t it time to start retaining those employees who have the potential to add so much value? What adjustments will you make to your leadership today?

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations change attitudes, change communication dynamics, improve collaboration and problem-solving, engage employees, and strengthen organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at [email protected].

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Are You Really a Team Player?

Posted May 18, 2017
by dougdickerson

A team is not a group of people who work together. A team is a group of people who trust each other. – Simon Sinek

For many of us, the idea of being part of a team is something we’ve identified with from an early age. Many of us were introduced to the concept of being on a team from our Little League days, or choosing teams with our neighborhood friends for an afternoon of backyard football, or whom we wanted to play with at recess.

While our current understanding of teams and teamwork may not mirror those early days, it’s not a concept that is lost on us now. We all want to be on the winning team and we all want teammates that will give us that competitive advantage. And we can still play favorites.

As leaders, how we model teamwork is important. Unlike the backyard football game, the stakes are higher and more is riding on the outcome. What kind of a team player are you? Here are a few questions to ponder. After some honest reflection, decide for yourself if you are really a team player or an imposter.

Does my attitude benefit my team or undermine it?

Teams that succeed do so with players who have a positive attitude. There’s just really no other way around it. Is your attitude one that lifts your team or tears it down? Is your attitude a reliable one that others can look to and emulate and from it gain the confidence and courage they need in a moment of doubt or uncertainty? Or on the other hand, do you entertain those with a bad attitude by lending them a sympathetic ear? Remember, what you tolerate you promote, and this is especially true as it relates to attitudes.

Am I looking out for my own interest, or what is best for the team?

This is an age-old problem for many teams. If you are only looking out for your own interests and your own agenda, and not that of the team, can you really say that you are a team player? Babe Ruth was right when he said, “The way a team plays as a whole determines its success. You may have the greatest bunch of individual stars in the world, but if they don’t play together, the club won’t be worth a dime.” If you are promoting your own interests over the team, it’s likely you really aren’t a team player.

Do I celebrate the successes and accomplishments of my teammates?

One of the hallmarks of a successful team is realized when fellow team members can celebrate the achievements and successes of one of its peers. At the end of the day they understand that when he or she wins, the team wins. If you are blinded by petty jealousy or insecurities you are really not a team player.

Am I open to new ideas and change or am I a hindrance to it?

Teams that succeed are growth-minded and are always looking for ways to improve. They realize that they can’t rest on yesterday’s win, and they must be open to new ideas. If you are always resisting change and your mantra is “we’ve never done it this way before,” then chances are you are really not a team player you’re simply standing in the way of those trying to move forward.

Am I intentional and consistent about adding value to my team?

A team player is not one out to protect his or her own agenda or playing politics, and not saying one thing in public while undermining and scheming behind the scenes in private. Are you looking for ways to add value and lift others? Are you willing to put others ahead of yourself for the good of the team? If so, chances are, you are a team player.

Are you really a team player?

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Are You Playing To Your Strengths?

Posted March 30, 2017
by dougdickerson

Focusing on our own strengths is what, in fact, makes us strong. – Simon Sinek

A recent story in the Gallup Business Journal revealed that only twenty percent of U.S. Workers think that their jobs use their strengths. It said, “Identifying strengths and fulfilling natural potential has never been more important for students and employees. In the United States alone, just 13% of workers say they find their work meaningful, and a mere 20% think they’re in jobs that use their talents”.

The fact that so many companies are failing to tap into the strengths of their employees is troubling. How can these companies expect to compete when the best that their employees have to offer is going unutilized? Is it any wonder then that only 13% of workers say that their work is not meaningful?

Bridging the gap between unsatisfied employees and those who actually do play to their strengths is a leadership challenge that must be tackled. Here are a few things that we, as leaders, need to do:

Know strengths before you hire

Knowing a potential employee’s strengths before hiring is just common sense. Why would you even consider someone for a position if that person does not possess the skill sets needed or without knowing whether or not that person would be playing to their strengths? Why set someone up to be unfulfilled, miserable, and ultimately fail? When hiring, don’t drop the ball; find out what strengths the candidate possesses and place them accordingly.

Reevaluate strengths on a regular basis

Our hope is that our employees are continually growing and improving. It is important that you reevaluate employees’ strengths on a regular basis. Are they ready for more responsibility? Would they benefit from gaining experience in a new area? Is the position where they serve still a good fit? Make sure your knowledge on where employees’ strength lie is always up-to-date. Make ongoing training a part of their empowering process.

Don’t allow the position to define the person, let the person define the position

A cookie-cutter approach to filling positions within your organization typically centers around the “duties” of the job. While that is important to understand, the position must not define the person. In the final analysis, you are hiring a person, not a position. A person will only be fulfilled when he or she plays to their strengths. This is what matters most. Hire qualified employees, put them in positions where they can best utilize their strengths, and then get out of the way and allow them to make the position their own.

People will thrive when they play to their strengths

People find their work meaningful when they are playing to their strengths. When they feel they are contributing in meaningful ways they will produce at higher levels and everyone wins.The right people in wrong positions will only lead to low morale and poor performance. Make sure you know where your employees’ strengths lie and then give them the opportunity to utilize those strengths in defining their position and contribution to the organization.

The fact that only 20% of employees are in jobs where they believe that their talents are being used is a sign of deficient leadership. This trend can be reversed but it has to start with a fresh approach to your leadership and recognition and respect for what employee strengths can contribute to the organization.

Employee engagement can be a challenge on good days. Don’t complicate things from an organizational standpoint by not allowing people to play to their strengths. Unleash their potential to be their best.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at [email protected].

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Growing Big, Staying Small

Posted March 9, 2017
by dougdickerson

Thinking is the hardest work there is, which is probably the reason why so few engage in it. – Henry Ford

In his book, It’s Not About the Coffee, Howard Behar, former president of Starbucks International, recounts a fascinating story about attaining the kind of culture every company wants. Behar says one concept that he learned and developed from Howard Schultz was, “The fundamental task is to achieve smallness while growing big”.

It almost sounds like a contradiction upon first glance. How does one actually go about achieving smallness? What does it look and how can it improve the culture of any company? How could it improve yours?

Behar relates one custom that became part of Starbucks culture. The writing of cards. Each month he would write birthday and anniversary cards to everyone in the organization. It started with about sixty cards a month. Behar says that by the time he retired he was sending out more than five hundred a month.

In a time when company culture and employee engagement are the buzzwords and people are trying to figure out what it means, is it possible that we are simply over thinking it?

Maybe it has nothing to do with how big we are thinking and the grand schemes and plans of making improvements. Is it possible that employee engagement and company culture is not working as it should because we are not thinking small enough?

At the end of the day here is what we must remember: it’s all about people. Call it company culture, employee engagement, call it whatever you wish- but it all boils down to people and how you make them feel. Do they feel appreciated? Do they feel valued? How are you showing it?

An article in Talent Culture revealed that employees who “feel valued by their employer are significantly more likely to be motivated to do their very best (93 percent vs. 33 percent).” In addition, it said that “those who do not feel valued are significantly more likely to seek new employment within 12 months (50 percent vs. 21 percent)”. Look within your organization. How many people are motivated to perform at their very best? How many people do you suppose are looking for new jobs?

Growing big and thinking small is not a mutually exclusive goal. But it will require intentional thinking and action on your part as a leader. Here are a few ways you will have to do it.

Think small relationally

It makes no difference if your vision or goals are big or small, it only comes into existence through the dedication and hard work of your people. Every leader should take the advice of John Maxwell who said, “Always touch a person’s heart before you ask for a hand.” You must connect relationally before you can ask people to help you reach your goals.They must first buy-in to you before you can expect them to buy-in to your vision.

Think small serving

It was a brilliant quote I still remember from the late Sam Walton who said, “The bigger we get the smaller we have to think, customers still walk in one at a time”. Whether it’s your employees whom you are serving or the customer base your organization caters to, the way you treat each individual makes a world of difference. Too often we worry about pleasing the masses and forget we still serve our employees and customers one at a time. If you do right by one, you will do right with many.

Think small growing

Intentional smallness is what Behar modeled by writing hundreds of cards a month. It happens with random acts of kindness in recognizing your people. It’s being intentional about building relationships. It’s about ensuring that your people feel valued, respected, empowered, and trusted. It’s about writing that card.

Growth begins to happens when you take care of building a powerful culture of smallness that gives you the momentum to become a big organization that held true to its most sacred values along the way.

Are you thinking small enough?

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Taking ‘No’ Out of Your Playbook and Why it Matters

Posted March 4, 2017
by dougdickerson

Nothing will ever be attempted if all possible objections must first be overcome – Samuel Johnson

Leaders understand that obstacles are a part of the landscape on the road to success. But how many leaders are self-aware enough to realize that some of the obstacles blocking their desired success are self-inflicted?

When what stands between your employees or volunteers and potential success is a constant drumbeat of “no” or the good ole standby of, “We’ve never done it this way before,” then you are capping your talent and are hindering your chances of success.

In his book, It’s Not About the Coffee, past Starbucks International president Howard Behar writes of the necessity of taking ‘no’ out of your playbook. His thought was that we can grow so accustomed to saying no to our customers or employees that soon these roadblocks take on a life of their own and become the unspoken rules, the No Book, that stands between you and your potential success.

One example Behar shared about Starbucks turning an everyday ‘no’ into a ‘yes’ was by opening the door early in the morning. Customers would come by ten minutes before the store opened and were routinely turned away. The message the prospective customer would get was, “No, we’re not open yet.” When they realized they could say yes they began to open ten minutes before the posted opening to serve their customers.

To be sure, not every yes will guarantee success and not every no will deny it. But what you must realize is that until you release the power of possibilities in your people they will never have a chance to find out. Taking ‘no’ out of your playbook will unlock their potential and give them much-needed freedom to grow. That is critical to your success. Here is why taking ‘no’ out of your playbook matters to you as a leader.

It empowers your people.

There is no better way to empower your people than to release their creative ingenuity with a ‘yes’ attitude. It signals that you believe in them and want them to reach their full potential. Empowered people are driven people and are more invested in the product and outcomes. When you remove ‘no’ from the playbook and replace it with a yes then you elevate everyone to a new level.

It puts the focus where it belongs.

When ‘no’ is replaced with a ‘yes’ then the playbook becomes a different document. The paradigm shifts. You go from playing defense to playing offense. Now, instead of the focus being inward it’s outward. Where once it was all about you, now it’s about those you serve. When your purpose revolves around a “yes we can” mentality then there is no room for “no we can’t” detractors. When your people are free to focus on what they can do instead of what they can’t do it will make a world of difference.

It creates momentum.

Some leaders exert a lot of energy and waste a lot of time trying to figure out the secret to creating a culture of momentum. Sadly, what some do not realize is that they are the reason why it’s lacking. Why? They haven’t taken ‘no’ out of their playbooks and consequently their much-needed momentum lies dormant.

What would it take to motivate you? Former Miami Dolphin’s great Bob Kuechenberg shares how he got his. He tells the story of his father and uncle who were human cannonballs in carnivals. His father told him, “go to college or be a cannonball,” said Kuechenberg. Then one day his uncle came out of the cannon and missed the net and hit the Ferris wheel. It was then that Kuechenberg decided to go to college.

As a leader, you can either take ‘no’ out of your playbook and put in a resounding ‘yes’, or be shot out of a cannon. Why not release the potential of your people, focus on those you serve, and generate the momentum you need? Say yes!

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Four Ruts That Will Sink Your Leadership

Years ago when the western U.S. was being settled, roads were often just wagon tracks. These rough trails posed serious problems for those who journeyed them. On one of these winding paths was posted a sign which read: ”Avoid this rut or you’ll be in it for the next 25 miles!”

Just as the settlers of the old West faced serious problems when traveling roads with ruts, so too will you experience ruts on your leadership journey if not careful.

Ruts. Why is it so hard to break free from them? Intuitively we know that they are not healthy for us. As leaders we ought to know better but too often we fall back on “this is the way we’ve always done it” mentality, not realizing it’s our death-nail.

I believe it’s not so much that we purposefully stay in ruts for the sake of a path of least resistance, but it’s because we settle. Here are four ways you might be in a rut (settling) without even realizing it.

You settle for small victories instead of big failures

I am not suggesting here that it’s an either-or, that you will have small wins or big failures, but ruts prevent us from even daring to do big things. Accepting the same results over and over again without attempting large wins will always keep you down.

When settling on this level you have opted for the path of predictability that stifles productivity. Those who live in this rut will seldom venture off the paths of normal work much less an adventure off the beaten path where fresh ideas are welcomed and productivity flourishes. What are you settling for?

You settle for popularity instead of principles

One way in which your culture suffers is when you get caught up in popularity contests and the appeasement of opposing voices. At the end of the day either your values and principles mean something or not. As a leader you must give a compelling reason to follow a compelling vision. Those who belong will stay and those that leave will be doing you a favor in the long run.

This rut is about low expectations and the type of culture you will settle for instead of the one you create that raises the bar and benefits everyone.

You settle for a fixed mindset instead of a growth mindset

The fixed mindset is all about staying on the same path like the wagon for the next 25 miles. It embodies the “we’ve never done it this way before” mentality that stunts growth.

This rut is about mediocrity being acceptable instead of embracing a growth mindset that taps into the potential and skills of everyone and daring to believe that the next 25 miles will be unlike anything ever experienced before. The growth mindset rejects the status quo and puts everyone on a new and challenging path toward success.

You settle for followers instead of leaders

Anytime you settle for a culture of followers instead of a culture of leaders you will always be behind the curve and in a rut. Your goal should never be to develop a tribe of loyal followers but rather an army of engaged leaders who are all-in with the vision, values, goals, and purpose of your organization.

Ruts are harmful because too often we are in them without realizing it. We’ve grown so comfortable with the ruts and how we have adapted to them that any deviation from it becomes unfamiliar territory.

Here’s the bottom line– unless you get out of your rut the view will never change, nor will your future.

℗ 2017 Doug Dickerson

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The ‘Yes Men’ Disconnect and How it Hurts Your Leadership

Posted January 26, 2017
by dougdickerson

Very few big executives want to be surrounded by ‘yes’ men – Burton Bigelow

I heard a somewhat humorous account some years back about the Biblical story of David and Goliath. When the Israelites came up against Goliath all the soldiers thought was, “He’s so big we can never kill him.” When David looked at him he thought, “He’s so big I can’t miss.” It all came down to perspective. And in the end we know, David killed the giant.

One of the blind spots for leaders who have been around a long time in their organization is that they tend to be the ones with the greatest disconnect to what is really happening. And many a good and aspiring leader had rather tell the boss what he or she wants to hear rather than what they need to hear. Sound familiar?

But most credible leaders will tell you that they want the perspective of people they trust. And being a ‘yes man’ is more self-serving than it is helpful. What leaders need to hear is the truth.

But let’s be honest- many find it difficult to speak the truth for fear of negative repercussions, etc. And out of that fear, the truth is sacrificed for the expediency of the moment. As an aspiring leader yourself, what are you to do? Here are a few tips to navigate those treacherous waters.

Build relationships

That you want to speak truth to the leader in your life is noble. But you have to earn that right. And you earn that right not by being “right” all the time but by building a relationship where you earn that person’s trust. Until you recognize this you will always be afraid to speak up.

Be a team player

If you are going to build off that trust you must be a team player. By that I mean you must check your ego at the door and your motives must be genuine. It’s as you build up your leader that you build up your organization. If you have hidden motives eventually it will come to light. You’ll never build trust if your intentions are deceiving.

Stop being the gatekeeper

Leaders need perspective and people around them that will speak the truth. But that can’t happen so long as gatekeepers build walls that prevent all voices and ideas from being heard. If you truly care about your organization then you will welcome input and ideas from a wide range of people who can provide the perspective that is needed. Disarm the body guards and let your leader hear what needs to be said.

Be courageous and humble

Speaking the truth will not always be easy. It will require courage on your part and a dose of humility to say it. To that end, more times than not it is not what you say but how you say it that makes the difference. Most leaders want the truth, but not delivered with an arrogant attitude.

In the end, two things really matter: leaders need to be told the truth and have people surrounding them not afraid to speak it. You are doing a disservice to yourself, the leader you work with, and to your organization as a whole if you don’t. It’s a mark of your maturity as a leader when you learn to do it right and when you do everyone wins.

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Why Do Your Employees Hate You? Guest Blog Post by Elizabeth Stincelli

Posted December 23, 2016
by dougdickerson

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“A good leader can engage in a debate frankly and thoroughly, knowing that at the end he and the other side must be closer, and thus emerge stronger. You don’t have that idea when you are arrogant, superficial, and uninformed.” —Nelson Mandela

I am surprised when managers act shocked to find out that their employees don’t like them. You have to remember that the way you think affects your behavior and your behavior determines how your employees react to you. If you don’t pay close attention to your thoughts this can become a vicious cycle. So, why do your employees hate you?

You think your title makes you a leader

I can tell you that one of the biggest factors that causes employees to hate you as their manager is if you think that your title makes you a leader. You don’t become a leader just because you get placed in a management position. Leadership is something that you grow into and earn. Chances are that if you think your title makes you a leader, you also think it entitles you to power. You may have control over rewards or consequences that give you the power to accomplish short-term tasks. This, however, does not equate to long-term power that is earned through respect.

They don’t trust you

If you don’t trust your employees, they won’t trust you. People like people they trust. Animosity is created when your employees’ notice that you think you know more than them, you stop listening to what they have to say, and you are always keeping score. When it appears that you do not trust them, they stop engaging with you even when you ask them questions. They don’t feel like they can be themselves around you. You can’t command trust and respect, you have to give it first and then earn it.

You fail to build relationships

Even if you had strong relationships at some point, when you were promoted you may have become distant and bureaucratic. Your relationships may have become superficial and fake; employees can see right through your facade. After making the move into a management position, it is easy to forget what it’s like to be the low man on the totem pole or working on the front lines. You fail to build relationships on an individual basis where each employee knows that you care about them personally. If you start relying on email as your main form of communication you lose that face-to-face interaction that can be so important to relationship building. You don’t encourage, welcome, ask for, or act on feedback which reinforces the perception that you don’t care what your employees have to say.

You have something to prove

You think that leadership requires you to make sure everyone knows you’re in charge. In fact, it is quite the opposite. If you need to prove that you are in charge, you’re not a leader. You feel you have something to prove, all the time. You’re smarter, stronger, braver, or more powerful; it’s always something. You default to the use of fear and intimidation when you feel you’re not getting the respect you think you deserve. And, you never admit when you are wrong. No one likes a know-it-all. If you are always trying to one-up your employees, chances are they will start to hate you.

You don’t value their contributions

When you think you’re all that, you tend to minimize the contributions of others. When you don’t recognize the value of your employees’ contributions or reward them for a job well done their distaste for you grows. If you don’t recognize their value you will fail to challenge them or engage their creativity. Everyone wants to feel that their contributions are valued and that their efforts are worthwhile.

Turn it Around

So, now you know some of the main reasons your employees might hate you, what can you do to turn it around? Start by recognizing that you become a manager by being promoted or hired into that position, but you become a leader by focusing on the needs of others rather than gaining power for yourself. Show your employees that you trust them and their abilities, communicate openly, and stop keeping score. Remember that you are not a leader if you need to prove that you are in charge. And finally, recognize that every employee adds value. Leadership is influence, and you can’t influence those who hate you. Pay close attention to your thoughts for they will become your behavior. Turn it around.

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations change attitudes, change communication dynamics, improve collaboration and problem-solving, engage employees, and strengthen organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at [email protected].

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