Leadership Culture – Page 4 – Doug Dickerson on Leadership

The Changing Work Environment Part III: Providing Choice

Posted August 18, 2016
by dougdickerson

dilbert1

“I believe happiness is a choice. Some days it is a very difficult choice.” – Steve Gleason

Our three part series on the changing work environment was inspired by findings in the Staples Advantage Workplace Index (http://bit.ly/1ULVQr7). Findings in the report reveal that half of workers state feeling overworked is motivating them to look for a new job, 62% say wellness programs are a selling point when looking for a new job, but only 35% actually have a wellness program at their current job, 3 out of 4 respondents say their employers don’t give them access to the latest technology to do their job efficiently. You can read more by clicking on the link and reading the full report.

In part III of our series ( In part one we talked about providing flexibility and in part two last week we discussed providing autonomy) on the changing work environment we discuss the importance of providing choice. Employees are not willing to give 100% to a job where they feel trapped. They want opportunity and they want choice.

What does it look like?

In the changing work environment, employees want to know that they have choices. In this new environment management is not dictating ‘how’ everything gets done. Employees are given the ‘what’ and the ‘why’, and then they are given the opportunity to make decisions and design how their work gets done to meet the goals of the company. In addition, they are empowered with the training and resources they need to be successful.

Why is it important?

Employees want to know that they are making a valuable contribution to something bigger than themselves; they want to feel truly invested in their work. When employees have choices, they have a sense of control which shows them that their input is valuable. It tells them they are trusted and are important.

Not long ago Glassdoor published its list of the Best Places to Work 2016 (http://bit.ly/1lN0I2p). Topping the list was Airbnb. An employee review for MindBody (#14) in the Glassdoor article writes, “It’s a culture of happiness! I’ve never been in such a positive environment. Management encourages you not only professionally, but in personal aspects of life too. So thankful to work for such an amazing company!” That sounds to us like a company that understands the value of their employees and wants them to succeed.

How do we do it?

Providing choice requires management to let go of the control they have clung to in the past. Old habits can be hard to break; here are six ACTION steps to help you think through your current operations and to embrace providing choice.

Accountability – The ebb and flow of an organization that provides flexibility, autonomy, and choice hinges on accountability. Regardless of what the organizational structure looks like or how teams are assembled it all comes down to mutual accountability if it is going to succeed.

Collaborate – In this changing work environment collaboration may take on a new look as well. Your box approach to thinking may now look more like a circle that makes room for more people, new ideas, and greater potential. If your workplace environment changes so too must the way you work with others also change.

Train – John Maxwell said, “The people’s capacity to achieve is determined by their leader’s ability to empower.” This is so true in the changing work environment. Training is essential not just for your success today but how you will look and operate five years from now and beyond.

Inspire – What your people need to see as they embrace a new work environment is greater ownership, greater opportunity for growth, and more control over their future. Inspire your people to the possibilities before them and remind them of it often.

Opportunity – The changing workplace environment can be frightening for people who have no voice in the direction they are going or have not bought-in to the vision. If one’s opportunity is not clear to them they will be the last to embrace change. Be vocal, be clear, and be out front with the opportunities that exist and for the ones they will create.

Now – The time for creating this new workplace environment is now. And we would like to remind you of what we advised in part one of this series. Take baby steps and tackle one or two small changes that you can implement right away. Be intentional about your changes and make them gradually. Include your people when charting the course. But get started!

liz Liz Stincelli is the Founder of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. She holds a Doctor of Management degree with an emphasis on organizational leadership. Learn more about Liz by visiting her website: www.stincelliadvisors.com

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The Changing Work Environment Part II: Providing Autonomy

Posted August 11, 2016
by dougdickerson

Cubes - 267 - AUTONOMY

“The way you delegate is that first you have to hire people that you really have confidence in. You won’t truly let those people feel a sense of autonomy if you don’t have confidence in them.” – Robert Pozen

In part II of our series on the changing work environment we tackle the topic of autonomy. Gone are the days when employees were willing to show up at the factory, follow orders being dictated by management, collect a paycheck, and then do it all again tomorrow. Employees aren’t mindless machines and they don’t want to be treated as such.

What does it look like?

In the changing work environment, employees are demanding more autonomy. In this new environment, employees have control over how their own work tasks get accomplished. They are trusted and encouraged to make decisions and to act in the best interest of the organization without being micromanaged.

Why is it important?

Providing autonomy shows employees that you have confidence in their judgment and ability. This inspires employees to take ownership of their work. When employees have control over their own work they are more satisfied, they take pride in the contribution, and they become loyally invested in the success of their team, department, and organization.

How do we do it?

Many management teams struggle to let go of the control they have become accustomed to for all of these years. Old ways and mindsets can be hard to overcome. Here are six ACTION steps to help you think through your current operations and to embrace autonomy.

Acknowledge the challenge of autonomy. It is critical here to understand the difference between the autonomy of the work while remaining true to the mission and vision of the organization. The two are not in competition but when done right are a compliment to one another.

Coalesce around the best ideas for autonomy. The mistake leaders make is that their idea of how it looks should prevail. But as one company leader explained it, “The one who sweeps the floor picks the broom.” How autonomy looks in your organization should be determined by those closest to the work.

Tweak along the way. Ideas that look good on paper may not play out well in reality. Don’t be afraid to go back to the drawing board as you flesh out what is and is not working for you. There is no “one size fits all” approach for how autonomy works. The key here is to be flexible and be willing to make adjustments as needed.

Invest in their success. Greater autonomy in the workplace is reinforced by leaders who have the backs of their people by empowering them and setting them up for success. Invest in your people. Put the tools and resources in their hands they need to succeed. The greater the investment the greater the autonomy. Be generous.

Ownership is a requirement. Embracing the autonomous workplace is great. But now comes the buy-in that makes it all work. Ownership, like loyalty, is a two-way street. In this model ownership is shared, trust is mutual, expectations are clear, and outcomes are measured. It’s an “all-in” attitude that if not fully subscribed to will derail all efforts of a truly autonomous workplace. Without ownership there is no autonomy.

Next Step – In order to attract and retain the best talent, your organization must offer a level of autonomy. You must provide your employees with the training and resources they need to be successful and then you must step aside and allow them to do their jobs. Show them that you have confidence in them. But, you can’t stop here. Once you have acknowledged the attitudes that are holding you back; have intentionally created a workplace culture; shown employees that you trust them; have identified incremental changes you can make; and observed the impact of those changes, it’s time to take the next step.

Be on the lookout next week for part III of The Changing Work Environment Series: Providing Choice.

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Finding the Courage to Lead

Posted April 28, 2016
by admin

courage

Courage means to keep working in a relationship, to continue seeking solutions to difficult problems, and to stay focused in stressful periods. – Denis Waitley

One summer morning, as the story goes, Ray Blankenship was preparing his breakfast on what he thought would be a normal morning. Except there was nothing routine or normal about the events about to unfold. On this morning, he gazed out the window, and saw a small girl being swept along in the rain-flooded drainage ditch beside his Andover, Ohio, home.

Blankenship knew that farther downstream, the ditch disappeared with a roar underneath a road and then emptied into the main culvert. Ray dashed out the door and raced along the ditch, trying to get ahead of the foundering child. Then he hurled himself into the deep, churning water. Blankenship surfaced and was able to grab the child’s arm. They tumbled end over end. Within about three feet of the yawning culvert, Ray’s free hand felt something–possibly a rock– protruding from one bank. He clung desperately, but the tremendous force of the water tried to tear him and the child away. “If I can just hang on until help comes,” he thought. He did better than that. By the time fire-department rescuers arrived, Blankenship had pulled the girl to safety. Both were treated for shock.

On April 12, 1989, Ray Blankenship was awarded the Coast Guard’s Silver Lifesaving Medal. The award is fitting, for this selfless person was at even greater risk to himself than most people knew. Ray Blankenship can’t swim.

The courage of Ray Blankenship is certainly admirable. What he did speaks volumes about the human spirit and rising to the challenges in spite of the circumstances. As a leader you may not be forced to face life-threatening situations such as Ray, but it can be challenging nonetheless.

As if you need to be reminded, I will say if for the record; not everything about leadership is glamourous. Courage is the virtue to embrace when times are tough and you need strength to lead effectively. Hang around in leadership long enough and you will soon realize that were it not for uncommon courage in difficult times, you would not be where you are today. Finding the courage to lead is imperative to your leadership. Here are five reasons why.

You need courage to voice your convictions

People tend to gravitate to leaders who project confidence. You will be hard pressed to find a leader weak on convictions and short on courage who is making a difference. Courage empowers you to step up, speak up, and lead with clarity.

You need courage to face your fears

As leaders we all face fears and times of uncertainty. It comes with the territory. But courage empowers you to see through the fear and see the rewards that await on the other side of it. Despite the fact that Ray Blankenship could not swim, he did not allow the fear of the water to stop him from saving the girls life. When you set your fears aside and lead with courage the sky is the limit as to what you can achieve.

You need courage to dream bigger dreams

Speaking of what you can achieve—what are the dreams and aspirations that motivate you? Perhaps it is to write a book, travel the world, become a noted speaker, or be an entrepreneur, etc. Too often all people see are the challenges and obstacles that stand in the way. You need courage to embrace those dreams and goals. They are not impossible, but are only possible when you summon the courage you need to take the first steps.

You need courage to ask for help

A casual study of any successful leader will turn up this common conclusion- they did not do it alone. A common mistake many novice leaders make is the belief that they can. But if you want to be successful as a leader you will need courage to recognize your own strengths and weaknesses and how to surround yourself with people who can help you in those areas.

You need courage to stand alone

John Maxwell was right when he said, “It’s lonely at the top so you’d better know why you are there.” There will be times as a leader you will have to stand alone. Not because it is your preference but because not everyone will, or can, take the journey with you. It may be because they have not bought into the vision or do not share your convictions. You will need courage to do the right thing even if it means standing alone.

Nelson Mandela said, “I learned that courage was not the absence of fear, but the triumph over it. The brave man is not he who does not feel afraid, but he who conquers that fear.” Dare to face your fears. Dare to face the headwinds of adversity. Because when you are empowered with courage, you will rise to a new level of leadership that others only dream about.

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How Anger Shapes You as a Leader

Posted April 21, 2016
by admin

We boil at different degrees. – Clint Eastwood

A story is told of the 18th-century British physician John Hunter, who was a pioneer in the field of surgery and served as surgeon to King George III, who suffered from angina. Discovering that his attacks were often brought on by anger, Hunter lamented, “My life is at the mercy of any scoundrel who chooses to put me in a passion.” These words proved prophetic, for at a meeting of the board of St. George’s Hospital in London, Hunter got into a heated argument with other board members, walked out, and dropped dead in the next room.

As a leader it is important to know how to deal with anger. Let’s face it, we’ve all had moments when our anger has got the best of us and we’ve said and down things in hindsight that we wish we hadn’t. Yet how we deal with our anger is what will distinguish us as a leader who commands respect. So here are a few helpful reminders and solutions to keep in mind before anger gets the best of you.

Not all anger is bad

The scripture says in Ephesians 4:26, “Be angry and do not sin, do not let the sun go down on your wrath.” There is a line when you get angry that you do not want to cross. It’s the point where words and actions can do irreversible harm. But anger itself is not bad. It means that you are invested, care, and are passionate about something. Understand that your emotion of anger is not bad, it all comes down to your response.

Not all pleasantness is good

As a leader you need to set the example with your attitude and actions and with the composure you present to your people. All smiles and little truth telling can be just as harmful as misguided anger. Expectations with your team need to be clear. As a leader you need to strike a balance between anger that hurts you and pleasantness that weakens you.

Anger is your stop sign before taking action

Before acting on anger that may have been building up over a span of time– stop. Important to consider here is an understanding of why you are angry, whom your anger might be geared toward, and what the proper actions should be going forward. This is where you earn your stripes as a leader and what you do in your moment of anger will be make you or break you.

It was said that when Abraham Lincoln had to write a letter to someone who had irritated him, he would often write two letters. The first letter was deliberately insulting. Then, having gotten those feelings out of his system, he would tear it up and write a second letter, this one tactful and discreet. Perhaps, like Lincoln, you need to sit down and write two letters, but never act out in anger in a way that is unbecoming to your leadership.

Anger is your catalyst for improvement

As already stated, anger is neither good nor bad, what’s critical is your response. If you channel the energy produced by anger in the right direction it can produce positive results that can be helpful. Perhaps you are angry over quarterly earnings that did not meet expectations. Channel that energy in a way that challenges your team to find new approaches or ways to improve. When you tap into that energy in a positive way it can be just the spark you need to turn things around.

Anger is your responsibility to confront

As a leader you carry a weight and responsibility that most know nothing about. All the pressures you bear have a way of adding up and weighing you down. Despite all the illusions of grandeur, leadership can be tough and can take a toll.

It is important that you take ownership of your issues with anger. Key areas that will make a world of difference (not an exhaustive list) in your leadership and keeping your anger under control is when you learn how to manage your time, learn how to delegate, take time to get away and recharge, set realistic expectations, pay attention to your diet and exercise, make yourself accountable to others, and your spiritual discipline.

Anger, like your attitude, is an emotion to be managed and channeled in the right direction. Either you will shape your anger or your anger will shape you.

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Empowerment or Endangerment: How Your Leadership Makes the Difference

Posted March 2, 2016
by admin

empower

The people’s capacity to achieve is determined by the leader’s ability to empower – John Maxwell

Most leaders I know like to believe that they are making a difference in their organization. Ask most and they will affirm that they are. I’m sure you are one of them and that you strive to make a difference daily.

But if we take a closer look a different story emerges in some instances. Research by Gallup (http://bit.ly/1uUCjpX) in 2014 shows that only 13 percent of all employees are “highly engaged” and 26 percent are “actively disengaged”. While not all companies have an employee engagement issue as mentioned here there are leadership lessons to be applied nonetheless.

On what level are leaders making a significant impact in their organizations if only 13 percent are highly engaged? Where is the reconciliation point between employers who believe that they are engaged and employees who believe that they are not? What rubric determines success and failure in this area?

One of the keys to bridging the gap rests with the leader’s mandate to empower his or her team. As a leader you are either empowering your team or you are endangering it. Here are five ways to know the difference.

Empowerment is an investment of your trust

Trust is essential to your success as a leader. You must first earn the trust of the people that you lead. Without trust you have nothing. But your investment as a leader in your people is a game changer when you unleash their potential to perform. When empowered and trusted the commitment level of your team members will go through the roof and performance will be off the charts. But this is where it begins or ends.

As a leader you endanger your organization and your team if you do not trust them and empower them to do their jobs.

Empowerment is an acknowledgment of your security

Leaders who are secure in their own strengths and abilities have no pause to empower others. Only secure leaders can give power away. It’s based upon the first principle mentioned here- trust. Confident and secure leaders set the tone and raise the bar for all leaders in their organization to follow. Show me a leader who is secure in his or her leadership and their ability to empower others and I will show you a confident team moving forward.

As a leader you endanger your team when you allow your insecurities to cloud your judgment and disrespect your people. Get over yourself and empower your people.

Empowerment is an expression of your adaptability

The old adage says that change is the only constant. Your relevance as a leader is connected to your ability to change. By empowering your people and unleashing their creativity you position your organization to stay current and competitive. Empowerment is a great change agent and without it you render your organization irrelevant.

As a leader you endanger yourself and your team when you lose your capacity to change. Keep your values intact and remain grounded to core principles, but always be willing to change your methods.

Empowerment is a reflection of your culture

Name any of the top successful companies you’d like such as Google, Apple, Amazon, Starbucks, Verizon, FedEx, Walt Disney, etc. and you will find that a culture of empowerment is a shared trait. Engaged leaders are attentive and intentional about creating a culture where people are valued, respected, trusted, and empowered. It’s the secret sauce of success.

As a leader you endanger your team and the culture that could be enjoyed by hoarding the power. It’s not about how much power you have but in how much you give away.

Empowerment is the blueprint of your success

Your growth and development as a leader comes with certain responsibilities and obligations. It’s to empower those around you and the next generation of leaders who follow. Simply put; it’s not about you. The level of success you wish to achieve is proportional to your commitment to empower those around you. A sampling of your blueprint to success for you and tour team should read like this: empowered, equipped, trusted, engaged, committed, etc. Is the picture becoming clearer?

As a leader you endanger your team and its future by neglecting the responsibilities of your leadership. Your leadership can make greater impact and be more rewarding when you realize it’s simply a tool of empowerment.

Are you empowering or endangering?

*For more information on my Employee Engagement workshop click the tab on the menu bar at the top of the page.

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Winning Attitudes to Move Your Team Forward

attitude

Leaders must encourage their organizations to dance to forms of music yet to be heard. – Warren Bennis

Nothing will make or break the momentum of your organization faster than the collective sum of the attitudes within it. Pause for a moment and inventory the attitudes of those around you (beginning with yourself) and ask if the prevailing attitudes are positive or negative.

Each person within your organization has a lens through which they see themselves, their work, and its leadership. And that lens says much about the ability of the team to move forward.

It reminds of the story of noted English architect Sir Christopher Wren was supervising the construction of a magnificent cathedral in London. A journalist thought it would be interesting to interview some of the workers, so he chose three and asked them this question, “What are you doing?” The first replied, “I’m cutting stone for 10 shillings a day.” The next answered, “I’m putting in 10 hours a day on this job.” But the third said, “I’m helping Sir Christopher Wren construct one of London’s greatest cathedrals.” Each worker had a lens-everyone does.

Building a strong team and culture within your organization hinges upon many factors but none so powerful than attitude. Our actions tend to reflect our attitudes. Our words do the same. So the conversations that take place in the hallway, the whispers in the break room, the secret emotions that no one is aware of all come together each day to form either a powerful bond of momentum or something far more sinister.

If you could select the attitudes of the people in your organization, ones that would propel you to be your best, achieve more, and be stronger as a team, what would they look like? Here are four that I believe would be worthy of consideration. It’s as we embrace a “we” mentality and attitude we can move our teams forward.

We go the extra mile

With this attitude your success is multiplied. With this attitude you will see your colleagues not as adversaries but as valued teammates with talents, gifts, and abilities that may look different than yours, but used for the same goals.

With this attitude you will go the extra mile in doing whatever you can to ensure your mutually shared success. We go the extra mile for each other and with each other for the good of the team not just our individual agendas.

We have each other’s backs

With this attitude your commitment is compounded. Your culture is your people. How that is framed and played out will vary from company to company, but your people make up and determine its culture. When your people possess and take to heart this attitude it will transform your culture.

Think how different your organization would be if the people in it had each other’s backs instead of stabbing it? How different would your culture be if your people stopped talking behind one another’s backs and started talking to each other? Teams that move forward are healthy ones that treat each other with respect.

We hold each other accountable

With this attitude integrity is solidified. The only way going the extra mile with each other and having each other’s backs works is with accountability. For too long in many organizations a culture of back stabbing, back biting, rivalries, and pettiness has been tolerated with too few held to account. The by-product is low morale, high turnover, bullying, and a toxic culture.

The attitudes that work and will move your organization forward are ones by which you hold each other to a higher standard and you hold each other accountable. When team members are accountable to one another the team moves forward with trust.

We value our people

With this attitude relationships take priority. It’s a simple rule of leadership- people are your priority and relationships matter. The health of your organization is determined by the breadth and depth of your relationships. If you want strong and healthy attitudes build strong and healthy relationships. If you want to stop the back stabbing on your team try back patting instead. Rather than words that tear people down, use words that build them up. It’s not complicated.

When your organization understands the basic rule of creating momentum and moving forward it will be intentional about placing value on relationships.

Righting the ship with healthy attitudes can be a slow and painful process within your organization. In the end there may be those who for whatever reason won’t take the journey with you. Let them go. But never give up in embracing the healthy attitudes that can be yours. Too much is at stake to turn back now.

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Talk It Up: Three Conversations That Can Strengthen Your Company Culture

Posted February 17, 2016
by admin

values

Making good decisions is a crucial skill at every level – Peter Drucker

Writing for Talent Management and HR (http://bit.ly/1KWCe2t), John Hollon cites a survey concerning the state of employee engagement. Among his finding that employers need to pay attention to include: More than 54 percent of employees have felt frustrated about work; only 38 percent of workers strongly agree that their manager has established a strong working relationship with them; some forty percent say they don’t get their company’s vision, or worse yet, have never seen it; nearly 67 percent of American workers can name at least one thing that would prevent them from taking any kind of risk at work.

With survey results like the one mentioned above- coupled with all the talk about company culture- it’s safe to say that there is a disconnect between what we want and what we actually have. But does it have to be this way? What steps can be taken to turn it around?

All of the answers and possible solutions will not be covered in this space. But hopefully it will serve as a catalyst for an honest assessment and how to move forward in your own organization. I think it begins with priorities in what we communicate. Here are three ways to make a difference.

Talk up your values

Your organization is only as strong as the values you subscribe to and in the way you practice them. Building a workplace culture on clearly articulated values reinforces your purpose and gives a sense of meaning and buy-in on the part of your people.

In the book, Full Steam Ahead, Ken Blanchard and Jesse Lyn Stoner write, “Values provide broad guidelines on how you should proceed as you pursue your purpose and picture of the future. They need to be clearly described so you know exactly the behaviors that demonstrate that the value is being lived. They need to be consistently acted on, or they are only “good intentions”.”

If your values are not clear, regularly communicated and subscribed to, then your organizational culture is adrift. Talk up your values and keep them before your people. When your people know where they are going- and why- they will show up not out of duty but for a compelling purpose.

Talk up your purpose

Your purpose is your “why”. It’s your heartbeat as a leader. Knowing your “why” gives life and work meaning and direction. The same principle is applicable to your company culture. When your people know the “why” of the organization then they can understand the importance of the role they play in advancing it.

In his book, It’s Not About the Coffee, former Starbucks International President Howard Behar writes, “At Starbucks, I’ve always said we’re not in the coffee business serving people, we’re in the people business serving coffee.” And this is at the heart of knowing your “why” and why that is so important. Do you know the answer to your “why”?

Your people will never rally around and devote themselves to an organization that doesn’t know its “why” and how it relates them and to their future. If you want to build your culture start by talking up your purpose. If you don’t know your “why” then neither do your people.

Talk up your vision

When some forty percent of workers don’t know their company’s vision or have never seen it then it’s time to get real about company culture. So let’s take a moment and get real: As an employee, do you know what your company’s values are? As an employer, when was the last time you communicated your values?

When your organizational values and purposes are clear in the hearts and minds of your people then they will naturally gravitate to your vision for the future. When team members buy-in to the leadership, and understand the “why”, then they will begin to look at their role in a different way.

Talking up values is not a one-time proposition or something to tuck away in a discarded employee manual. As Blanchard and Stoner state, “Visioning is an ongoing process; you need to keep it talking about it.”

The challenges of building a healthy company culture are real and ever-evolving. It takes a leader with insight, a teachable attitude, and a willingness to improve on all levels to make it work. By talking up your values, your purpose, and your vision, you can instill in your people a greater understanding of where they are, why they are there, and where they are going.

Talk it up!

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5 Ways You May Be Killing Employee Morale

Posted December 12, 2015
by admin

morale

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 (http://bit.ly/1poqwxQ) 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 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 tears down 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, and 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?

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Three Crutches That Will Sink Your Leadership

Posted November 6, 2015
by admin

I don’t know any other way to lead but by example – Don Shula

A turkey is chatting with a bull, “I would love to be able to get to the top of that tree,” sighed the turkey, “but I haven’t got the energy.”

“Well,” replied the bull, “why don’t you nibble on some of my droppings? They’re packed with nutrients.”

The turkey pecked at a lump of dung and found that that it actually gave him enough strength to reach the lowest branch of the tree. The next day, after eating more dung, he reached the second branch. Finally after a fourth night, there he was proudly perched at the top of the tree. But he was promptly spotted by a hunter, who shot him down out of the tree.

The moral of the story: BS might get you to the top, but it won’t keep you there.

One of the worst mistakes aspiring leaders make is the quest to get to the “top” without the benefit of the wisdom and leadership skills necessary to sustain them once they do. So instead of relying on strong leadership and relational skills they fall back on crutches that do more harm than good. Here are three of the most common crutches that will sink your leadership.

The crutch of your position

This is perhaps one of the most common crutches aspiring leaders depend on. It’s much too easy to throw your weight around as a leader by playing the “positon” card rather than putting in the time to develop stronger leadership skills. It’s much easier to issue decrees from behind closed doors than it is to get out from behind the desk and build relationships and get to know your people.

Your position is not the end game of your leadership – it’s the beginning. Your position is not your destination. Positons come and go and at the end of the day what matters is that you have skill sets in place that render your position or title as secondary compared to the extra-ordinary influence you have that is born out of relationships.

Leadership Tip: The harder you work at developing your skill sets with people the less you will have to rely on your position.

The crutch of entitlement

The crutch of entitlement is the by-product of the crutch of your position. Once a leader has bought-in to the belief that he or she has arrived simply based upon a title is the day he or she begins to develop a sense of entitlement that they believe their title confers. This is a devastating view of leadership.

Here’s the truth- the higher you ascend in your organizational structure and the more your leadership influence will grow and the more responsibility you will have. It’s not a power grab for your personal entitlement, it is a call to servant leadership. It’s not about what’s in it for you, it’s about growing others around you.

Leadership Tip: The measure of your leadership is not about what you believe you are entitled to but in how you can serve others more effectively.

The crutch of the rule book

The crutch of the rule book is one of the most detrimental crutches that a leader can evoke in his or her organization. It is the crutch that stifles creativity, which builds walls instead of bridges, and puts the lid of growth. The crutch of the rule book lives by “the manual says…” instead of igniting creative and imaginative thinking.

Howard Behar, the former president of Starbucks International, espouses a “play book” instead of a rule book, and I agree. It’s when your people are empowered and trusted that they will shine the brightest. A play book is empowering and is based on trust. Beyond that, it gives you options. A rule book locks you in and is tightly controlled.

Leadership Tip: Develop a play book with your team. Foster a culture of innovation and creativity. Be a leader who unleashes the potential of your people.

Here’s one last take-away about leadership and crutches that I’ve learned over the years. Getting rid of the crutches is like taking the training wheels off a bike. At first, you may think you can’t ride the bike without them but in due time you will wonder why you held on to them for so long.

Whatever your leadership crutch may be- dare to identify it, and dare to let it go. You will be glad you did.

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On Becoming a Relevant Leader

Posted October 29, 2015
by admin

There are times when a leader must move out ahead of the flock, go off in a new direction, confident that he is leading his people the right way. – Nelson Mandela

When Irving S. Olds was chairman of the U.S. Steel Corporation, he arrived for a stockholders’ meeting and was confronted by a woman who asked, “Exactly who are you and what do you do?” Without batting an eye, Olds replied, “I am your chairman. Of course, you know the duties of a chairman–that’s someone who is roughly the equivalent of parsley on a platter of fish.”

The pretense in Irving S. Olds answer may have satisfied the inquisitive woman, but it is a relevant question for leaders today. Understandably, the people you lead need to know who you are and what you do. If not, they will not follow you. But beyond that, it’s imperative that you know the answer.

The fact is, every leader wants to be relevant. I’ve yet to meet a leader who did not want to be at his or her best and make an impact. The issue of relevance however is not about satisfying your ego or building yourself up at the expense of knocking someone else down.

The measure of your relevance as a leader may be open to subjective interpretation by some people. That being said, the measure of your relevance is not about how others see you but how you answer these four questions. It’s not an exhaustive set of questions by which to gauge your relevance as a leader but it’s a good place to start.

Do I know my “why?”

Simon Sinek popularized the idea in his book, Start With Why, and it has revolutionized the lives of many with the discovery. So the question is, “Why do I do what I do?” Put another way, “What drives and inspires you?” It’s a question every leader must answer.

Until you know the answer it will be hard to lead and consequently it will be hard to be relevant. Until you know the “why” of your life in leadership it will be difficult for others to know why they should follow you. Being relevant in the lives of the people you lead begins by being honest with yourself. Know your “why”.

Are my values clear?

Having a clear set of values is what keeps you grounded as a leader. When your values are clear then decision-making becomes much easier. Values-based decisions are made not by what is expedient or popular but by a governing set of principles.

Unfortunately, some leaders fall into the trap of confusing being popular for being relevant. The two could not be more different. If you want to be relevant as a leader in the 21^st century then be a leader with a clear set of values and stick to them. If your values are not clear then your leadership will be uncertain. Relevance begins with clearly defined values.

Am I building relationships?

Leaders are busy people. I get it. But the day you become too busy to connect and build relationships with your people is the day you become irrelevant in their eyes. Building relationships is time consuming and is hard work. But consider the consequences if you don’t.

Your relevance as a leader is tied to your ability and desire to build relationships with the people you lead. The greater the desire and effort the greater relevance and impact you will have. It’s not complicated. I realize you will not have deep personal relationships with everyone on your team, but as a leader you should always remember that people are your most appreciable asset. How you connect and build relationships will make a world of difference. If you want to be relevant to your people get connected to them. There are no shortcuts.

Am I still growing?

Your ability to connect and be relevant with your people hinges on your growth and development as a leader. How are you growing the leader within you? The simple truth is this: you can’t give what you don’t have. If you are not growing as a leader your relevance as a leader will suffer

Be proactive and intentional in your growth as a leader. Make reading good leadership books a priority, find good leadership podcast to listen to, subscribe to good magazines to read such as Success. Your growth and development as a leader will set you apart as a leader. Your relevance as a leader depends on it.

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