Organizational Leadership – Doug Dickerson on Leadership

Talking Up Feedback

Posted September 16, 2020
by admin

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

A story is told of a man who dialed a wrong number by mistake and got the following recording, “I am not available right now, but I thank you for caring enough to call. I am making some changes in my life. Please leave a message after the beep. If I do not return your call, you are one of the changes.” Talk about your not so subtle message.

Employee engagement and the manner in which you communicate as a leader is essential to the success of your organization. It matters now more than ever especially during this time of remote work that so many are still participating in.

One of the barriers to good communication and employee retention is found in the ability of your people to not only receive good feedback but also in their ability to give it. Click To TweetThis was pointed out recently in a TinyPulse article regarding employee retention.

In the article, it was brought out that employees that don’t feel comfortable in giving upward feedback are 16% less likely to stay at their companies. It went on to say that while 60% of employees have a way to provide feedback about their employee experience, only 30% said that their feedback is acted upon. And this is where change can and should occur.

As a leader, you know how important your workplace culture is to your overall success. You also know that the way in which you provide feedback to your people is equally important. But feedback is only as effective as each person’s ability to receive it and give it.

What is the ultimate benefit to the health of your organization if the only feedback given is top-down? What purpose does this serve and in what realistic way do you think you benefit as a leader if your people do not have a regular means of talking to you?

Here are four simple tips to consider for the benefit of everyone as you think about employee engagement and employee retention.

Be intentional

You must make it known that you are always available to talk with anyone who wants that opportunity. But you need to do more than just provide lip service. Give specific times and days when you make yourself available for conversations and not just ask for feedback in writing. Many things get lost in translation. Have an open-door policy and make it known.

Be receptive

If you really want the feedback to mean something, be receptive to what you hear. Listen with an open mind and try not to be defensive. Listen to what your people have to say with the understanding that this is likely not easy for them. But when the conversation is over your people need to leave with the confidence that they were heard and respected.

Be responsive

The worst thing that can happen is for one of your people to come and give feedback and feel that they have been dismissed or not taken seriously. Be responsive to their feedback and listen with an open mind. Typically, those closest to the problem or concern have the greatest sense of clarity regarding the issue. Click To Tweet Listen respectfully and respond accordingly.

Be appreciative

As mentioned already, giving upward feedback may not be the most comfortable thing your people do so don’t make it any harder for them. Be appreciative of the fact that your people are invested enough to come to you. It means that they care.

Final Thoughts

Just as loyalty is a two-way street, so too is feedback. And while not every idea or concern is something that you can address or satisfy to their liking, you can set a positive tone in your organization by being a leader who listens.

Employee engagement and retention is up to you. If your people do not believe that they are being taken seriously or are valued then they will find a place where they are.

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How To Be A Good Follower

Posted September 10, 2020October 15, 2020
by admin

The most difficult instrument to play in the orchestra is second fiddle – Leonard Bernstein

I read a story once of a young woman who wanted to go to college, but her heart sank when she read the question that asked, “Are you a good leader?” Being both honest and conscientious, she wrote, “No,” and returned the application expecting the worst.

To her surprise, she received this letter from the college: “Dear Applicant: A study of the application reveals that this year our college will have 1,42 new leaders. We are accepting you because we feel it imperative that they have at least one follower.”

I suppose being a follower runs counterintuitive to being a good leader. But I submit that good followership is good leadership. They are not mutually exclusive.

So what does good followership look like and why is it important? In his book, Creative Followership, Jimmy Collins says, “If you’re not selling chicken, you better be supporting someone who is.” Understanding the value of good followership can add tremendous value to any organization. Here are three ways how.

Followership drives the vision

Simply put, good followership; the buy-in if you will, is the fuel that drives the mission and vision of your organization. Taken in its proper context, followership is not abdicating your position within your organizational structure. If anything, it’s empowering it Click To Tweet. Rather than relying on a title to move you forward off the backs of those around you, being a good follower is getting behind the best ideas- regardless of the source – and everyone working toward shared goals.

When the vision is clear and buy-in has taken place, then somehow positional leadership loses its appeal. Rather than turf wars and politics being your driving force, you can purposefully pursue your vision and where you are in the pecking order becomes secondary.

The leader who knows how to follow will outlast the leader who only wants to lead the parade.

Followership builds teamwork

A team is only as strong as the collective effort of its team members. So long as everyone on the team only wants to be the captain and call the plays, you will never make the advancements you desire to achieve. Babe Ruth summed it up nicely 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 team won’t be worth a dime.” And this is the essence of teamwork.

The myth that needs to be dispelled here is that you never lead when you are a follower. Within your organization, there will be times when your role is that of being a good follower. Other times, you’ll be the point person on a certain project. The point being, you are not just a follower, or just a manager or supervisor. When you work as a team you play to your strengths and everyone adapts to seize the momentum you need at the moment.

Being a good follower on your team is allowing everyone to play to their strengths and everyone doing whatever it takes for the win. Knowing how to follow makes the difference.

Followership builds the future

The success of your organization relies upon leaders being able to embrace being a good follower. You will never rise above your ability to serve. If serving and following is beneath you then leadership is beyond you. Your future as a leader and the future of your organization rests upon people being comfortable in their own skin and embracing roles that don’t necessarily embody their title or rank. Click To Tweet

When you learn to set aside your own agenda for the good of the team and embrace a followership attitude, you will build a future that you can be proud of, but you have to set aside your pride to make that happen.

Final Thoughts

How about you? Are you a good follower? What issues do you need to work on in order to be a good follower? In a world where everyone competes to be the leader “in charge”, how refreshing it would be to look around and find more followers.

Suggested Reading:

Creative Followership – In The Shadow of Greatness by Jimmy Collins

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Maintaining Culture Remotely

Posted August 29, 2020October 15, 2020
by admin

We now accept the fact that learning is a lifelong process of keeping abreast of change. – Peter Drucker

When COVID-19 hit, who could have imagined the changes that would come with it? Our way of life on so many levels looks very different today as compared to seven months ago. How are you adjusting?

One of the changes many have experienced is working remotely. This happened to many seemingly overnight as health officials and others scrambled to ensure safe working environments and how to best combat the virus. And just like that, your new office is now your kitchen table or home office. Gone are the familiar trappings and routines of your workspace. Gone are the people interactions you routinely participated in.

In a Stanford News report, we see 42% of the U.S labor force now working from home full-time. Almost twice as many employees are working from home as at work. With numbers like this, it’s as important as ever to be intentional about maintaining a strong workplace culture even among remote workers.

While we acknowledge this new reality, we also must intentionally focus on ways to maintain a vibrant culture and uphold the values of our respective companies even while doing it remotely. With this in mind, here are some questions that we believe are essential as we talk about culture.

Does it really matter?

Our company culture is the driver behind employee behavior. And, it is the behavior of our employees that ultimately determines the success of the organization. Maintaining a strong, positive organizational culture becomes even more important and as employees transition to working remotely. Click To Tweet This transition can be stressful both mentally and emotionally.

We want employees to feel empowered and trusted as they begin working remotely, many for the first time. We need to encourage a sense of camaraderie and ensure that employees do not feel isolated. And, we want to keep in alignment with our company values, even as we work from our own little corners of the world.

Who should be responsible?

There are many factors that play into maintaining company culture while working remotely. Responsibility for these factors falls on each of us. Employees need a point of contract to receive information and to address concerns. Human Resources should serve as the contact that gives employees confidence that they have not been forgotten. Team leaders are ultimately responsible for building and maintaining culture. Leaders must work together to create a cohesive culture company wide. And, employees shoulder some of the responsibility for helping others feel included even though they are no longer working face-to-face.

How do we do it?

In a remote work environment, communication is more important than ever. Leaders must check in with remote workers frequently. It is a good idea to start a weekly rundown, where leaders share updates and employees have the opportunity to share feedback from their experiences. We want to ensure that we are building human connections within the team, even if it is virtually. We want to provide as much consistency for remote employees as possible by honoring traditions in new and innovative ways. We also want to provide them with processes, structures, and tools that are designed to help them succeed in the virtual work environment. Keep recognizing employees and don’t be afraid to try new things.

How do we measure it?

Employee engagement and culture was easier to measure before the pandemic hit and the majority of your workforce was on-site. Daily interactions and camaraderie was on full display for all to see. Issues and concerns that existed could more readily be dealt with and resolved in real time. But with more and more employees working remotely this is a new challenge. Leaders must be more engaged and sensitive to the needs of those they lead. Leaders no longer can afford a passive approach and be satisfied with the way things are so long as the work is being done. Click To TweetLeaders must be proactive and engaged with their people whether down the hall or across town.

Final Thoughts

We strongly believe that your workplace culture can thrive in spite of the challenges of remote working. It’s something that everyone in the organization must take ownership of and be responsible for. We believe it matters and when everyone takes personal ownership of it you organization can thrive.

Elizabeth Stincelli is president of Stincelli Advisors. Read more at https://www.stincelliadvisors.com/

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