leadership development – Page 17 – Doug Dickerson on Leadership

It’s Not About the Mission Statement

Posted June 9, 2016
by admin

mission

Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients. – Richard Branson

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.

Intuitively, many leaders know that employee engagement is critical to the success of their organization. Sadly, many employees feel that their leaders in management are out of touch. In fact, forty percent in the cited survey said they don’t get their company’s vision or haven’t even seen it. How is this possible?

Let’s be clear- a mission or vision statement hanging on a wall in some obscure place in the break room is not employee engagement. Yes, a mission statement is important. It’s important that your employees understand your vision and the role they play in seeing it fulfilled. But that alone will not suffice.

At times this is a concept lost on many leaders. Crystalizing a key point on this topic is the former president of Starbucks International, Howard Behar. In his book, It’s Not About The Coffee, he writes, “At Starbucks we’re in the human service business, not the customer service business.” That’s the distinction. Behar adds, “I’ve always said, we’re not in the coffee business serving people, we’re in the people business serving coffee.”

Employee engagement begins with leadership engagement. Employee engagement begins with leaders who are engaged in the lives of the people who make the mission of the work possible. It’s that simple and it’s that difficult. It takes work. It means that as a leader you have to come out from behind your desk and get connected to your people. So what does leadership engagement look like and what are some core characteristics? Here are three for your consideration.

Leadership engagement is proactive.

So long as your approach to employee engagement is a reactionary one – one that responds only during a crisis- it does not qualify as a model of employee engagement. Leadership engagement, for example, says that the health and well-being of your people is important and an investment in them and will include a wellness program because you know that when your employees are healthy they will be more productive.

There are many ways to be proactive and engage your employees but sitting back and waiting to put out the next fire is not one of them. Your mission statement means little to your people so long as your commitment to them is an afterthought.

Leadership engagement is personal

A smart leader understands that people are your most appreciable asset. You can have the best business plan in the world, and the best mission statement to go along with it, but without people you are going nowhere. Leaders who excel at employee engagement understand this principle and take to heart the importance of building meaningful relationships. Your connection to your customer/clients flows through your employees. It’s so much easier for your employee to advocate for your brand and your product when the relationship with its leadership is strong.

Make it a practice of your leadership to get to know your people and build relationships. At the end of the day your people want to know that you care about them and not just the bottom line.

Leadership engagement is a practical

Employee engagement works best when at the end of the day it’s practical. Your engagement with your people is critical but is it must be practical in its application. For example; if communication within your organization is lacking and information is not reaching the right people in a timely fashion; a workshop on retirement options on Monday at 9:00 a.m. may not be the most urgent event on the calendar.

Leadership engagement is all about knowing the pulse of your organization, understanding the needs of your people, and cutting through the layers of bureaucracy to get results. Never underestimate the power of being practical.

Employee engagement issues will continue to be front and center in most organizations. There is always room for improvement. A commitment to employee engagement begins when leaders are engaged with their people.

What do you say?

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Are You Checking in or Checking Out?

Posted May 5, 2016
by admin

checklist 2

A leader is the one who knows the way, goes the way, and shows the way. – John Maxwell

Employee engagement is as vital to your success as a leader as ever. When a Gallup survey reports that only 30 percent of U.S. employees are engaged in their work what do you think that says about leadership engagement?

The question we would like to pose to you is simply this: are you checking in or checking out as a leader in the way you engage your people? Your answer matters because in it reside signals not just to your leadership style but to the health of your organization.

Here are a series of questions we would like to pose to you for your consideration; a check-up if you will as to your engagement levels with your people and the state of your leadership effectiveness.

Do you know your employees on an individual basis?

Like any smart leader in business you make it a priority to know your customer. Knowing your target audience is critical to your bottom line. If it is important to you to know your customer does it not stand to reason that you should know the people serving your customer?

When you don’t take the time to get to know your employees on an individual basis, it clearly shows that you don’t care. How hard will an employee work for a leader who does not care? You will not get anywhere near the productivity or quality you need from employees if you do not show that you care about their well-being.

Check-In Tip: Get to know your employees on an individual basis. How are their families? What are their hobbies? How was their recent vacation?

Do you know what is happening on the ground level?

One of the dangers leaders can find themselves in is being too far removed from the front lines of the operation. We understand that the responsibilities you face as a leader in part take you away from the front lines so it must be a priority for you to return.

There is no way for you to know everything; when you distance yourself from what is happening on the ground level it’s like putting blinders on. What issues might slip by you? What opportunities might you miss?

Check-In Tip: Get out on the floor; make your presence the norm. Be observant and engaged with what is happening on the ground level.

Do you have the right people in the right positions?

Your effectiveness as an organization is realized not when you have a lot of people but when you have the right people in the right place. When people play to their strengths and are passionate about what they do then your organization will excel.

None of your employees want to be just a warm body, and most of your tasks require some form of specialized knowledge or skill. When you give little thought to where employees can make the greatest contribution to the organization, you are crippling your operations and minimizing the importance of individual contributions.

Check-In Tip: Learn where your employees’ strengths lie. Then place them in positions where they will be engaged and challenged while making the greatest contribution to the organization.

Can your employees count on you?

The people in your organization need to know that you are a leader who is reliable and will have their backs. You foster trust and earn respect not merely by your words but in your day-to-day actions that demonstrate your commitment to their success.

If your employees don’t feel they can count on you, we’d be willing to bet that they won’t go out of their way to be there for you either. If you send the message to your employees that it’s every man for himself, be prepared to be left standing on your own.

Check-In Tip: Show your employees that you have their backs; knowing that they can count on you is a key factor in gaining the trust and respect you need to be an effective leader.

So, are you checking in or are you checking out? As a leader, you are setting the example for employees to follow. If you are not connecting with your employees and engaging in operations at the ground level, your employees will follow suit. And, disengaged employees do not reflect well on any leader and do not benefit the organization as a whole.

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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Leadership Lessons from The Masters

Posted April 14, 2016
by admin

masters

The size of your success is measured by the strength of your desire; the size of your dream; and how you handle disappointment along the way. – Robert Kiyosaki

I am a lifelong golf fan. I came up in the era of Nicklaus, Palmer, Player, Trevino, Floyd, to name a few. Golf, in the words of Arnold Palmer is, “Deceptively simple and endlessly complicated; it satisfies the soul and frustrates the intellect. It is at the same time rewarding and maddening – and it is without a doubt the greatest game mankind has ever invented.” And it’s why I love the game.

Last Sunday at The Masters was both exciting and gut-wrenching to watch at the same time. The masterful play of Jordan Spieth on the front nine was truly remarkable (rewarding)-then came the back nine (maddening). The coronation of Spieth winning a second green jacket was placed on hold as the unthinkable happened on the 12^th.

Life has a way of throwing us curves and what we thought was a certainty turns out to be anything but that. As leaders we face our share of circumstances when things don’t go as planned and we have to find a new way forward.

Golf has a way of teaching us about life and leadership. The Masters proved it. Here are a few takeaways.

It’s not whether you win or lose; it’s how you play the game

On the first nine Jordan Spieth put on a clinic. He closed out the front nine with four birdies in a row. He seemed unstoppable. The front nine revealed a confidence seldom seen in a 22-year old golfer at the top of his game. The back nine revealed his character in adversity.

Adversity has a way of introducing us to ourselves. In post- round interviews Spieth showed a maturity that made the game proud and left us with little doubt that while that loss will sting, he will be back.

Leadership Takeaway: Character is not developed in adversity it is revealed.

Even the best make mistakes

Ranked at number 2 in the world, it was not a fluke that Spieth was in the final pairing last Sunday. Even after the infamous “meltdown” he still had an opportunity to come back and win. And while it wasn’t meant to be this year, it would be foolish to count him out next year or anytime in the foreseeable future.

Hang around in leadership long enough and you will get acquainted with bad shots. You will understand the disappointment of a target you did not reach. It happens to the best of leaders. Mistakes are the pavement on the road to success. It’s not a matter of if you will fail; but how.

[youtube https://www.youtube.com/watch?v=z1CnefVCjX4&w=275&h=275]

Leadership Takeaway: You are not defined by your mistakes you are defined by your response to mistakes.

Not everything goes according to plan

A lot of variables are taken into consideration when playing a round of golf. The pros rely on their caddies to help them with yardage to the pin, wind conditions, whether to lay up or go for the long shot, how fast/slow the greens are playing, etc. Nothing is left to chance. But after every consideration is taken into account it all comes down to the golfer to execute.

As a leader you can have a strategy for your business- expectations for sales, customer service, and employee engagement. But despite your best plans and strategies things may not go according to script. You have to make adjustments and play the hand you are dealt. It’s what Spieth had to do and as a leader you will do the same.

Leadership Takeaway: One bad swing can change your game plan. Be flexible and confident in knowing that you will recover.

Keep swinging

I can only imagine the disappointment that was going through Spieth’s mind on the 12^th hole. Moments earlier it had almost seemed like a mere formality that had he continued to play even at par, he would go on to win the tournament.

One of the greatest challenges you will have in leadership is not how to stay strong when times are good, but how to keep swinging when you feel like walking away. Sound familiar? Yet, what Spieth demonstrated, and what we all have to do, is to keep swinging in spite of the disappointment.

Leadership Takeway: Disappoint and setbacks will challenge you as a leader. No matter what comes your way – never give up and keep swinging!

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Hope For Discouraged Leaders

Posted March 10, 2016
by admin

encour

If you are alive and breathing, you can still become everything God has created you to be. – Joel Osteen

In 1858 the Illinois legislature- using an obscure statute- sent Stephen A. Douglas to the U.S. Senate instead of Abraham Lincoln, although Lincoln had won the popular vote. When a sympathetic friend asked Lincoln how he felt, he said, “Like the boy who stubbed his toe: I am too big to cry and too badly hurt to laugh.”

If you hang around in leadership long enough you will know what discouragement feels like. I’m not trying to depress you but simply stating the obvious. Behind the glittering image and friendly smiles are leaders who face incredible pressures and shoulder responsibilities that can be daunting. Unfortunately, many leaders feel trapped with no one to talk with or vent to due to the “glittering image” that they feel compelled to present to the public.

So let’s be honest. Times of discouragement will come. How you react to it will make all the difference going forward. As a leader, you are not immune from troubles-in fact, you may have more. So how do you keep a proper perspective and come through it on the other side a better leader? Here are three reminders that you need to consider.

You are not alone

Life happens to all of us. It’s not always pretty. As a leader you know this to be true. Disappointments come – you didn’t land that new client, a colleague betrayed you, sales are sluggish – you get the picture.

Here is what you need to know: your disappointment today is preparing you for great opportunities tomorrow. But there’s a catch. It all hinges on your attitude. While bad things can happen to good people; good people turn bad things into great opportunities.

At a young age Walt Disney easily could have been discouraged and given up. He was fired by the editor of a newspaper for “lacking ideas”. He could have taken his rejection and thrown in the towel. But if anything he used that experience to motivate him to greater things – and the rest as they say is history.

So when times of disappoint and discouragement come remember this truth – you are not alone.

You are stronger than you think

One truth I’ve learned over the years is this: you can be defined by life’s moments or you can define life’s moments. So how do you define life’s moments? You do so by choosing faith over fear, forgiveness over resentment, and by embracing God’s view of your life over man’s view. You don’t always have control over what comes your way but you can choose your path going forward.

Thomas Edison experienced one of those defining moments in his career. His lab caught fire and was destroyed. All of his work went up in flames. To add insult to injury, his building was under-insured. It was a devastating and defining moment. How would he respond?

“There is great value in disaster,” said Edison, “all our mistakes are burned up. Thank God we can start anew.” Edison did not choose the fire, but he did choose to define the moment.

Here is the truth to remember: We don’t like adversity and disappointments because we mistakenly believe that we can’t handle it. But I submit that you are stronger than you think and you can overcome any obstacle that comes your way. Are you ready to define your moment?

Your past prepares you- it does not define you

Every experience that you go through is preparation for what’s next. Along the way you have gained valuable experience. Some of it has come easy while at other times you wish you could have a do-over. It’s all part of the learning curve. I’ve been there countless times and I dare say you have as well.

But if you want to move forward as a leader you have to learn to let go of the past – especially the bad, and cut yourself some slack. What’s important is that you have learned your lessons, have peace in your heart, and are stronger as a result.

Discouragement sets in when you see yourself through the lens of a failure rather than through the lens of grace.

Here is the truth you need to remember: you are not the sum of your fears or your mistakes. Your past is your boot camp and it has prepared you for such a time as this.

Times of discouragement will come. But the good news is- it will pass. Stay strong and be encouraged. You are not alone, you are strong, and you are prepared!

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Five Tensions of Leadership

Posted August 27, 2015
by admin

The fibers of all things have their tension and are strained like the strings of an instrument. – Henry David Thoreau

Avid movie enthusiasts will recall the Steven Spielberg movie “Hook” from the early 1990’s starring Robin Williams, Dustin Hoffman, and Julia Roberts. In this adaptation Peter Pan grows up and plays the role of Peter Banning- a self-absorbed, ladder climbing, workaholic baby boomer.

In some of the early scenes Peter promises his son numerous times that he would come to see him play in his baseball game. Time and again Peter tries to make it to the game but allows business to interrupt the plan and he misses the games. One time Peter even sends one of his office assistants to the ball game in his place. The movie goes on to depict the tension this creates between Peter and his son.

Like the character of Peter Banning; leaders know a thing of two about tensions and how at times relations can be strained. It’s an inevitable part of your leadership. Strings of tension can make beautiful music and can also be the source of great stress. How you handle tensions will set you apart. Here are five common leadership tensions and ways to handle it.

The tension of accountability

Accountability is essential to good leadership and smart leaders will not shy away from it. An old adage says, “Inspect what you expect,” and effective leaders take this to heart. Properly implemented accountability procedures are not meant to be a drag on creativity or productivity, but rather serve to complement it. The tension occurs when team members resist accountability or when leaders take accountability procedures beyond their stated purpose. Accountability works best when the objectives are clear and everyone takes ownership.

The tension of communication

Communication is the life-blood of your organization both internally and to those you serve. Getting communication right is essential. Yet when you look at any survey regarding employee engagement one of the top negative issues you will consistently see is poor communication. Tension occurs when leaders make assumptions about communication rather than taking responsibility for knowing it is taking place on all levels. Poor communication creates unnecessary tension that is easily avoidable. You can’t hold people accountable for what you failed to communicate.

The tension of values and vision

If your values and vision are not clear to your people (poor communication) then tensions will inevitably arise. The values and vision of your organization are the blueprints not just of where you are going but it also makes the case for why. If your people do not possess this essential information then tensions will regularly occur between those who “get it” and those who don’t. Within your organization will be people butting heads while never truly understanding why. The tension over values and vision will make you or break you. You must get this right.

The tension of relationships

The aptitude of a leader, while important, is secondary to the manner in which the leader relates to his or her team. Your attitude and disposition will carry you further than aptitude alone. Tensions arise when leaders are brash and abusive rather than competent and friendly. Developing strong people skills will endear you to your people, foster good morale, and will promote camaraderie built on trust. The smartest jerk in the room at the end of the day is still a jerk. Cut out the unnecessary tension and change your attitude.

The tension of time

The greatest commodity of any leader is time. Using it wisely is essential to your success. The demands on your time will create tension. Jim Rohn observed, “Either you run the day or the day runs you.” If you don’t take control of your time and schedule someone else will. The tension lies somewhere between your intent to manage your time and giving time to the people around you who need it. Striking a balance is not always easy. Develop a system that works for you then stick to it. Tension over time is less likely to occur when managed properly.

Let me be clear – you will have tensions in your leadership. The key is to be flexible and a willingness to bend when necessary.

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Turning Your Fear into Fuel

Posted August 21, 2015
by admin

Do the thing you fear to do and keep on doing it… that is the quickest and surest way ever yet discovered to conquer fear. – Dale Carnegie

I read a story not long ago that Louis Pasteur is reported to have had such an irrational fear of dirt and infection he refused to shake hands. President and Mrs. Benjamin Harrison were so intimidated by the newfangled electricity installed in the White House they didn’t dare touch the switches. If there were no servants around to turn off the lights when the Harrisons went to bed, they slept with them on.

What fear or phobia do you struggle with? I came across a list of the ten most common phobias and as it turns out mine is at the top of the list. Ask my family and they will tell you that my arachnophobia- the fear of spiders, can be rather entertaining at times.

But what’s not amusing or entertaining is when as leaders we allow fear to hold us back and keep us from reaching our full potential. How you address those fears can be defining moments that will either stall you where you are or move you forward. Turning your fear into fuel is the key to your success. Here are four ways you can do it.

Don’t allow fear to define you

A leader who is fearful will never succeed. Be it a fear of failure, other people’s opinion, or fear of the unknown- fear is the chief enemy of your future. If you allow fear to define you then fear will always control you. Every leader struggles with doubts and fears. It’s normal. But struggling with it is not the same as embracing it. Turn your fear into fuel by never surrendering your identity as a leader to fear.

Don’t allow fear to contain you

Fear has a way of boxing you in with wrong beliefs, wrong assumptions, and wrong views of your true worth and ability. Fear not only restricts your growth and development as a leader, but it restricts all the possibilities of your future. Fear is a trap that is hard to escape. You turn your fear into fuel when you hold yourself to a higher view of yourself. You are not the sum of your fears and doubts – you are the product of your Creator and your future has meaning and purpose.

Don’t allow fear to direct you

People who are driven by fear are not in control of their destiny. They are backseat drivers on a road to nowhere. Fear is a dead-end street that and will always disappoint. The road to success for you as a leader becomes a reality when you rise above your fears, shake off doubts, tune out the critics, and dare to take charge of your destiny. The fuel that drives your success is a passion for knowing who you are and that you have a compelling vision and plan to get there.

Don’t allow fear to confuse you

As a leader it’s important to understand that reservations and doubts at times are a normal part of the growing process. But don’t make the mistake of believing that your gut instincts are fear-driven. As you grow and mature as leader you will develop deeper levels of discernment regarding such things. But don’t confuse discernment and reasonable reservations with fear. So what’s the difference? Fears pander to worse-case scenarios and outcomes. Discernment relies on formulated wisdom- which at times may nix a decision about the future, and at times give the green light, but is always based on best-case scenarios. Turn your fear into fuel by trusting your instincts, trusting your team, and by moving forward with confidence.

Be assured that as you deal with your fears as a leader you are not alone. Fear is no respecter of persons and you will contend with it on your leadership journey. But with every victory over fear you become that much stronger, wiser, and empowered for the future. Face your fears with confidence that there is no fear that can defeat you.

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Underdog Attitudes for Top Dog Leaders

Posted July 16, 2015
by admin

“I think whether you’re having setbacks or not, the role of the leader is to always display a winning attitude”. – Colin Powell

A man approached a little league baseball game one afternoon. He asked a boy in the dugout what the score was. The boy responded, “Eighteen to nothing–we’re behind.”

“Boy,” said the spectator, “I’ll bet you’re discouraged.”

“Why should I be discouraged?” replied the little boy. “We haven’t even gotten up to bat yet!”

That humorous story is a reminder of the power of a positive attitude even when the odds are not in your favor. Having and maintaining a positive attitude in the workplace can be challenging even for the most optimistic person at times.

A study conducted by Root Inc., (http://bit.ly/1J2wkdq) the strategy execution consulting company reported on the findings of a survey by Kelton titled “America’s Workforce: A Revealing Account of What U.S. Employees Really Think About Today’s Workplace.”

Among the interesting finding, one statistic stood out – employees feel discouraged. More than half (54%) of employees have felt frustrated about work. To be sure, everyone faces times of discouragement and frustration at work. It’s normal. Adding to that frustration from the survey is the admission of only 38% who say that their manager has established an effective working relationship with them, or 40% who say that they don’t get the company’s vision or have never seen it. With findings like that, can you see how frustrations rise and attitudes can sour?

So what is a growing leader to do? Here are three tips for developing underdog attitudes that can help you become a top dog leader.

Take ownership

Your attitude – good or bad, is on you. You can play the blame game or you can, with underdog fortitude, step up and take responsibility for your attitude. That means saturating your mind with positive thoughts and surrounding yourself with positive people. It means being intentional about what you read, who you listen to, and guarding your emotions. You don’t live in a bubble and you will be exposed to the negative attitudes of others. But at the end of the day the only attitude you are responsible for is yours. Own it.

Go on offense

Top dog leaders take the offensive with underdog attitudes. No one should just idly sit by while those with bad attitudes wreak havoc and erode the culture within your organization. Going on offense is about exerting your positive influence like the little boy in the dugout at the baseball game. You might be down momentarily but you are not out. It’s not about denying reality with your head in the sand, but it is about charting your course and the mindset you will have going forward. When you are proactive with a positive attitude it can be contagious. Go on offense and set the tone.

Never give up

Keeping a positive outlook on life be it in your place of work or elsewhere can be challenging. Having a positive outlook and attitude may place you as the “odd man out” in some circles but it’s worth fighting for. You may feel overwhelmed by those circumstances but let me encourage you to never give up.

Joel Osteen said, “Choosing to be positive and having a grateful attitude is going to determine how you’re going to live your life.” And that’s ultimately the bottom line. When you embrace an underdog attitude is will ultimately carve out the type of life you are going to live.

If those around you have a bad attitude, don’t join in-take ownership of your own. When others choose a negative path and tone don’t join them – go on offense and set an example for others to emulate. No matter how hard it is to keep your attitude positive, no matter how bad things are around you- don’t ever give up!

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How Delegation Raises the Bar of Leadership

Posted July 9, 2015
by admin

The inability to delegate is one of the biggest problems I see with managers at all levels. – Eli Broad

In the world of leadership development there is no shortage of material on the subject of delegation. It’s been a hot-button topic for as long as I can remember. Most of what I read about it falls into a “how to” category of “best practices” and delegation is relegated to independent acts of leadership as the need arises.

But is there another approach worth considering?

In his book, It’s Not About the Coffee, Howard Behar, the former president of Starbucks International, writes about what can happen when a business harnesses the creative power of its people. He states, “When any of us, from staff to managers to the CEO, think of ourselves and our colleagues as people- not workers or assets- we discover a wealth of knowledge and talent. When we allow ourselves and others to think creatively and make independent decisions based on common goals, we become more fulfilled, and we make a more worthwhile contribution.”

The concept here is a more lateral view of leadership rather than the traditional top-down approach. When the people in your organization are looked upon as people, not assets or workers, then your approach as a leader will be different and the relationship will be more personal.

When people are allowed to think creatively and make decisions based on common goals everyone wins. It’s what Behar refers to as people using a tool book instead of a rule book. It’s the difference between empowerment and stagnation.

How this plays out in terms of delegation can be a game-changer. Instead of a leader being a dispenser of decisions, or too insecure to delegate, the leader can now- without reservation- turn loose the best and brightest within his or her organization. The results can be transformational. This approach to delegation raises the bar or leadership throughout the organization. Here’s how.

Delegation that empowers the team

When the creative powers of your team are turned loose it creates a special momentum that can’t be duplicated by just one person. An empowered team- dutifully delegated to- can create an energy that is rare. Why? It’s the power not just of a buy-in on the part of the team (employee to employer) but a philosophical shift of “I’ve bought into you” (employer to employee) that makes the difference.

When a team is empowered and trusted, and its collective talents are respected, it raises the level of leadership for everyone.

Leadership Tip: Individual talents and skills are great but make sure your team members are playing to their strengths in the right place. If not, you are wasting valuable time and energy and will have little to show for it.

Delegation that rewards the team

Nothing frustrates a creative team more than an insecure leader who won’t act. The results can be detrimental and eventually the creative ones will leave because they are not fulfilled in their work. But when a leader respects and appreciates the individual as a person and the power of independent thinking- it will dramatically raise the bar of leadership. This approach pays dividends because team members will see their work as rewarding, valued, and appreciated. When this is the system-wide attitude and belief then productivity increases, morale is stronger, and the rewards are greater.

Leadership Tip: Delegation is not an abdication of your responsibility to make sure the vision and goals are clear and the work is being done. There’s a fine line between micro-managing and delegation. But once you delegate- get out of the way and trust your people to perform.

Delegation that elevates the team

When done right delegation will elevate the team to a higher level. When individual talents, skills, knowledge, and expertise come together with a unified goal and purpose, it’s hard not to envision such success. As a result, momentum rises and soon a new attitude and energy will propel your team. A new excitement in the air can be contagious. The bar of leadership has been raised. As a leader you now see and understand that delegation is not your stumbling block to success it is your pathway.

Leadership Tip: It’s incumbent upon you as the leader to channel this new found momentum and energy in the right direction. Unbridled energy moving in the wrong direction can be just as harmful as not enough energy toward the right direction. Keep the mission and vison in front of your people.

Richard Branson invokes an “in it together” attitude within his organization. When this is the approach to delegation it changes everything. Let your delegation empower, reward, and elevate.

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The 5 C’s of Employee Engagement

Posted April 24, 2015
by admin

Effective leadership is putting first things first. Effective management is discipline, carrying it out. – Stephen Covey

Randall Beck and Jim Harter teamed up to write a most revealing article in the Gallup Business Journal (http://bit.ly/1Jz4kv6) that every CEO, executive, manager, and leader should read. The findings, in short, reveal: only 30% of U.S. employees and 13% worldwide, are engaged, over the past 12 years those low numbers have barely budged.

In addition they add, “Knowledge, experience and skills develop our talents into strengths, but unless people possess the right innate talents for our job, no amount of training or experience will lead to exceptional performance.” Do you see the disconnect?

One thing we know for sure – the challenges in the workplace have never been greater. Too often people with “management potential” are elevated into those positions but do not have the necessary leadership skills to be effective. The result? Frustrated mangers who wonder why they can’t get anything done, companies with low morale, high turnover, and no sense of direction or vision.

Beck and Harter continue, “When a company raises employee engagement levels consistently across every business unit, everything gets better.” And herein lies the secret to raising the numbers – raising employee engagement.

Employee engagement is not a management skill; it’s a leadership skill. Employee engagement is a people skill that transcends management or business know-how. Management skill minus leadership skills can be detrimental, but when the two are combined it can be a powerful tool that can create great opportunity.

Key to the findings and to turning the low numbers around was managers who consistently engage their employees. The issues are complex and the solutions vary. That being said, here are my 5 C’s for Employee Engagement that can begin a process of improving employee engagement.

Be Current

A natural function of a manger is to focus on systems and structure. But if that is your only focus then you will always be a manger and likely never a good leader. Being current is not so much about numbers and the bottom line; rather it’s about being relationally up- to- date with your people. Before you can build your company you have to build relationships. John Maxwell was right when he said, “People don’t care how much you know until they know how much you care.” Be in the moment with your people and they will be invested in you.

Be Consistent

Your people need to see that you are sincere in your desire to connect with them. If your people are important to you, and they are, then you need to be consistent in the manner in which you interact with them. Being current and consistent is not just paying lip-service to appease a few disgruntled people. It’s a genuine relational investment on your part. That does not mean you have to take them to the lake with you on the weekends, but it does show that you care. Being consistent is just as much for your benefit as it is for your people.

Be Conducive

It’s helpful and encouraging to your people to know that you are attentive to their ideas, concerns, and that you welcome their input. When you build conducive and safe environments for your team to be engaged it builds trust, boosts morale, and elevates their level of commitment to the organization. Foster a culture that promotes engagement and you will see positive changes. Rather than be a manager that relies on controlling your people, you should strive to become a leader that inspires the trust of your people.

Be Challenging

An engaged leader will challenge his or her people to maximize their talents, dare to take risks, and take ownership of their future. A conducive work environment is of no value unless your people are producing. Managers are more concerned about maintaining the status quo while leaders strive for new levels of excellence. This happens when leaders challenge their people to be their best.

Be Clear

Employee engagement rises and falls on good communication. Consistent and clear communication is the life-blood of your organization. Your people rely and depend on it. Clear communication is one of the single best ways to build the kind of engagement you need to be successful. Managers can be secretive and keep information close to the vest, but a smart leader shares information and thus builds a community of engagement.

Everything gets better with employee engagement. These simple steps are but a beginning. What would you add to the list? What step(s) would be most helpful to you if implemented today? Employees have been disengaged long enough. It’s time to act.

What do you say?

Write Doug at: [email protected]

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Five Excuses That Kill Accountability with guest co-author Elizabeth Stincelli

Posted February 19, 2015
by admin

“The problem that we have with a victim mentality is that we forget to see the blessings of the day. Because of this, our spirit is poisoned instead of nourished.” – Steve Maraboli

As a leader there are few things more important than creating a strong and healthy organizational culture for your employees to thrive in. It’s up to you as the leader to be proactive and take the lead in developing the organizational climate you wish to have.

Unfortunately, many harmful behaviors threaten the fabric of the culture that you are trying to create. These behaviors include bullying, manipulation, office politics, etc., and they each pose a real threat. But there is one in particular that we would like to address – so here is our question: Is a victim mentality preventing accountability in your organization?

No doubt there are accountability measures in place within your organization that serve to track performance and measure each person’s progress. Accountability measures are healthy and necessary and keep everyone focused on shared goals and outcomes.

But what happens when a team member perpetuates a victim mentality? What does it sounds like? Here are five common claims that will give you some insight.

It’s not fair

The “it’s not fair” mantra is perhaps the oldest one in the book. It can be used when an employee feels that his or her work has gone unnoticed, was passed over for a raise or promotion, or has made an improper comparison of the value of their work in relation to a colleague. Whether justified or not, this feeling of being on the receiving end of unfair treatment is a source of concern. As a leader it is up to you to address it. Accountability makes sense when each person on the team has a clear picture of the value they bring to the organization. Don’t let an employee’s feelings of being slighted go unanswered. When they see and understand their importance they will not see accountability as a threat.

Finger pointing

Finger pointing is so destructive because it’s so easy. It’s the first gesture of the least accountable. Yet sadly, the blame game is alive and well. But clear expectations of employee performance along with useful accountability guidelines will go a long way toward bringing an end to finger pointing and fault-finding. As a leader, you must take ownership of these expectations. When employees can build a collaborative team environment around the idea that “we are in this together”, it can unleash everything that is good and creative about your people. Finger pointing now gives way to mutual accountability, and fault-finding takes a back seat to an “I’ve got your back” mentality. Which would you rather have?

It’s Not My Job

When employees have the mindset that they are only responsible for specific, outlined tasks, it is easy for them to dodge accountability with the simple statement, ‘it’s not my job’. The most effective organizations are the ones where everyone has the opportunity to make an impact. As a leader, you must create a culture of collaboration and teamwork where everyone feels they have a vested interest in the outcome. Let employees see you roll up your sleeves and do what needs to be done regardless of your formal job description. Achieve accountability by replacing the mindset of ‘it’s not my job’ with ‘I benefit when everyone participates as a whole’.

Feeling Powerless

Employees will not take accountability for decisions or tasks which they feel they have no control over. As a leader, you must provide employees with pertinent information and encourage them to ask questions. Then, give them the power to make decisions and design how their work gets done. Accountability will increase dramatically when employees are given power and control over their own work.

Denying Responsibility

Employees often deny responsibility out of fear or frustration. They fear the repercussions for failure or they are frustrated by a lack of clear expectations and control over their work. As a leader, you must create a team mentality. Help employees understand that when one team member fails to carry their weight, they drag down the performance of the whole team. Inspire in them shared values and clearly communicate expectations. Teach problem solving and creative conflict resolution skills throughout your organization. Increase accountability by removing the fear of failure and building employee confidence by giving them a sense of control.

As a leader, it is your responsibility to develop a culture that encourages accountability and discourages a victim mentality. If your employees willingly accept accountability for their decisions and actions, your organizational effectiveness will skyrocket.

*Elizabeth Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Elizabeth holds a Doctor of Management degree with an emphasis on organizational leadership. Learn more about Elizabeth by visiting her website, stincelliadvisors.com You can contact her by email at [email protected].

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