People Skills – Page 2 – Doug Dickerson on Leadership

Leadership Essentials: Communicating with Clarity

Posted July 14, 2016
by admin

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The most important thing in communication is hearing what isn’t said. – Peter Drucker

A worker asked for a pay raise and got this note back from his supervisor: “Because of the fluctuation predisposition of your position’s productive capacity as juxtaposed to standard norms, it would be momentarily injudicious to advocate your requested increment.” The puzzled worker went to the supervisor and said, “Is this is about my pay raise I don’t get?” “That’s right,” said the supervisor.

As a leader one of the most important skills you will develop is communication. Unfortunately, it’s becoming one of the hardest skills to develop. The reasons for this vary. On the bright side, technology has increased our ability to communicate like never before. On the down side, conversational and social skills have waned because we prefer to text or send an email- thus avoiding actual human interaction.

Communicating with clarity is important for you as a leader. Those you lead don’t need to be like the man in the story above trying to figure out what you are saying. Here are a few simple guidelines to keep in mind going forward.

Keep it simple

Avoid as much as possible all the fancy corporate jargon. Keep it simple. Your goal here is not to impress people with your vocabulary but to inspire your team with your words and actions.

Keep it pithy

Don’t waste your people’s time with never ending meetings and chasing proverbial rabbits. The longer things drag out the more your people tune out. Have an objective, stick to it, and get going.

Be transparent

Nothing will endear your people to you more than to by being open and honest about where you are personally, where things are as an organization, and by reminding your people of the vision and the role they play in fulfilling it.

Be inclusive

Clarity is essential throughout your organization. As the leader you need to make sure everyone knows your heart and that you have their backs, and that they have all the knowledge and information they need to be successful.

Know when to speak, and speak on purpose

When communicating with your people it is important that you have a reason and purpose behind it. What you say and how you say it is important. What a team members “hears” and interprets may be very different from said and meant. Before you speak, think it through and put yourself in their shoes.

Know when to shut up

I’ve saved the most important for last. Clarity comes to us best not when we are speaking but when we are listening. The most powerful communication skill you have is your silence and your open mind. It is when you listen to your people that you have your greatest moments of clarity. Someone once said, “God gave you two ears and one mouth for a reason.” That’s great advice.

Communicating with clarity is essential to your success as a leader. Use these guidelines as starting points and build upon them. Your success as a leader depends upon it.

What tips would you add?

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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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Taming Your Inner Cynic

Posted June 11, 2015
by admin

Any jackass can kick down a barn, but it takes a carpenter to build one. – Sam Rayburn

The story is told of a judge who had been frequently ridiculed by a conceited lawyer. When asked by a friend why he didn’t rebuke his assailant, he replied, “In our town lives a widow who has a dog. And whenever the moon shines, it goes outside and barks all night.” Having said that, the magistrate shifted the conversation to another subject. Finally someone asked, “But Judge, what about the dog and the moon?” “Oh,” he replied, “the moon went on shining–that’s all.”

One of the dangers you face as a leader is in developing a cynical attitude. You try your best as a leader to keep a strong positive attitude; after all, you are the one setting the example for others. But we all know that the mental, physical, and emotional toll of being a leader can get to the best among us at times.

Symptoms of cynicism are obvious- if not to you, then to others around you. A cynical leader thinks worse-case scenarios, has an outlook that is more negative, and is too quick to notice the flaws in other people. He tends to second guess peoples motives and is increasingly insecure. This type of behavior can be viewed as “out of character” by those who know you best and are signs that cynicism has taken root.

Taming your inner cynic can be challenging. There are just some days and some people who will take you to your limit. I get it. So what is a leader to do? Here are five suggestions to help you come back to the bright side.

Choose to be thankful

Instead of being quick to complain about how bad things are why not choose a thankful attitude instead? When you shift your focus to all of the good in your life then your attitude will begin to change. It becomes harder to be negative with a thankful heart.

Choose to be quiet

Cynical people tend to not only be negative but often time very vocal. Instead of saying the first negative thing that comes to mind why not just pause; take a deep breath, and keep that thought to yourself. You never have to apologize for the words you don’t say.

Choose to listen

Cynical people can be that way because they are formulating thoughts, opinions, and attitudes often with incomplete information. A good idea for you as a leader is to listen to your people and gather facts before you speak or make a decision.

Choose to take some down time

There is an old saying, “All work and no play makes Jack a dull boy,” that should be taken to heart. I’m convinced that most cynicism in leaders is attributed to this thought. It is important for all leaders to have quality down time to re-charge and re-connect– to rest and be restored mentally and physically. Leaders need rest.

Choose to make a difference

The attitude at the top of the organization tends to be the one throughout the organization. As a leader you carry that responsibility. The daily choices you make are critical not only for your well-being but for those you lead.

No leader is immune from stress and each battles the temptation to be cynical at times. But know this: cynicism is a choice and is a reflection upon your leadership style. The discipline of a good attitude over being cynical is winnable. The outcome rests in your daily choices.

In closing, let me leave you with some inspiration from the Anyway poem attributed to Mother Teresa:

People are often unreasonable, illogical and self-centered;

Forgive them anyway.

If you are kind, people may accuse you of selfish, ulterior motives;

Be kind anyway.

If you are successful, you will win some false friends and some true enemies;

Succeed anyway.

If you are honest and frank, people may cheat you;

Be honest and frank anyway.

What you spend years building, someone could destroy overnight;

Build anyway.

If you find serenity and happiness, they may be jealous;

Be happy anyway.

The good you do today, people will often forget tomorrow;

Do good anyway.

Give the world the best you have, and it may never be enough;

Give the world the best you’ve got anyway.

You see, in the final analysis, it is between you and your God;

It was never between you and them anyway.

Visit my new podcast page at: http://dougdickerson.buzzsprout.com/

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Aim Close: Bringing the Big Picture Down to Size

Posted June 4, 2015
by admin

If you set goals and go after them with all the determination you can muster, your gifts will take you places that will amaze you. – Les Brown

Imagine what the game of bowling would be like if you couldn’t see the pins you were trying to hit. In 1933, Bill Knox did just that — and bowled a perfect game. In Philadelphia’s Olney Alleys, Bill had a screen placed just above the foul line to obscure his view of the lane. His purpose was to demonstrate the technique of spot bowling, which involves throwing the ball at a selected floor mark on the near end of the lane. Like many bowlers, Bill knew that you can do better if you aim at a mark close to you that’s in line with the pins. He proved his point with a perfect 300 game of 12 strikes in a row.

In leadership circles we hear much talk about seeing the big picture and why it is important. And I agree with most all of it. It is imperative to have a visual of where you are going. Without seeing the big picture your vision as a leader is diminished along with your effectiveness. How can you lead others to an unfamiliar place?

Seeing the big picture and attaining big goals is the desire of every effective leader. But if your focus is always on the big picture – the end result, then the very thing you are aiming for can be lost because of a lack of focus on the small things. What’s the answer? Aim close. Here are four ways you can keep the big picture in perspective while not losing sight of where you are going.

Align your goals

Reaching long-range goals is achieved through a series of short-range steps. The big picture makes sense to you from a pragmatic point of view, but it materializes through a process of short-range goals. As a leader it is up to you to aim close for maximum impact. Uppermost in your mind should be whether the achievement of your goals today will take you closer to the big picture tomorrow. Aligning your goals is akin to piecing together a jigsaw puzzle. Your goals are those small pieces that eventually come together to make a beautiful picture.

Align your people

The key ingredient to your success is your people. Building a team of like-minded people who see the big picture is critical to your success. Who you align yourself with will make all the difference. Not everyone will take the journey with you. Others will take the journey with you who are not yet on your team. But know this: just as your car needs to be properly aligned to run smooth so does your team. If your team is not aligned in its mission, goals, and purpose, then the big picture will always be elusive.

Align your priorities

It’s always wise to keep the big picture in mind. It’s serves as a constant reminder of what it’s all about for you. But the reality of the big picture is realized when you aim close with your priorities. Just like the bowler in the above story, you don’t have to see all the pins to have a strike. You can get there one frame at a time. The key is to aim close to goals you can reach this month, this week, and today. When your priorities are aligned to the big picture it becomes much easier to lead.

Align your values

Every success-minded person I come across has a high set of standards and expectations. They have learned how to weather setbacks, difficulties, and the voices who those who say it can’t be done. They are relentless in their pursuit of their big picture and have the passion to go after it. When your values are aligned with your big picture then decision making is easier. Today’s decision to lead with integrity places you one step closer to goals tomorrow. Aiming close with your values aligned brings clarity to the big picture. Even if everything else is murky, your values will always guide you in the right direction.

Your big picture should inspire and motivate you on your leadership journey. Aim close for maximum impact. Stay the course and you will get there.

Visit my new podcast page at: http://dougdickerson.buzzsprout.com/

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Why Do The Good Ones Leave?

Posted May 7, 2015
by admin

If your actions inspire others to dream more, learn more, do more and become more, you are a leader. – John Quincy Adams

How is the organizational culture where you work? How is morale? Depending on the day and when asked, the answers can run the gambit of responses and emotions.

A document was discovered in the ruins of a London office building. It was dated 1852. Here are a few of the notices that were posted for a group of employees: 1) This firm has reduced the hours of work, and clerical staff will only have to be present between the hours of 7 a.m. and 6 p.m. weekdays, 2) Now that the hours of business have been drastically reduced, the partaking of food is allowed between 11:30 and noon, but work will not on any account cease, 3) No talking is allowed during business hours, and 4) The craving for tobacco, wine, or spirits is a human weakness, and as such is forbidden to all members of the clerical staff.

Would you like to reconsider your answer about morale in your organization now?

Here’s what we do know from polling and surveys, like this one from Gallup (http://bit.ly/1uUCjpX) that reports employees are just not as engaged as they once were.

It’s been said that people don’t quit organizations, they quit leaders. It’s a sad but true commentary on the lack of leadership skills that are so desperately needed in the workplace.

There are consequences to poor leadership and where it’s not present, people will leave to find it. Inevitably it’s the good employees who leave. Left behind is a weakened and demoralized team forced to pick up the pieces.

But why do the good ones leave? What is the tipping point in which a good employee will cash in the chips and bolt? The specifics vary, of course, but typically the good ones leave for these reasons.

The good ones leave because of leaders with no backbone

This type of leader plays to the crowd and will say whatever he or she thinks you want to hear. The good ones had rather hear the uncomfortable truth than the pleasant sounds of an appeaser. The good ones want a leader who is not afraid to make the difficult decisions.

The good ones leave because of leaders with no vision

The good ones long for and thrive in an environment where the leader has a vision for the future, can articulate it, and sets a course of action that will take them there. The good ones understand that without a clear vision for the future there is no future to be had by staying.

The good ones leave because of leaders with no skin in the game

It will be hard to command the respect of your people if you have no skin in the game as it relates to your organization and its mission. You can’t expect a buy-in from your people if you are not fully invested yourself. The good ones seek to be with leaders who are as passionately invested as they are.

The good ones leave because of leaders who place limits on their potential

The good ones will thrive in a culture of excellence where their hard work and talents are put to best use. The good ones will not sit idly by while the leader plays politics or favorites and be denied the opportunity to advance professionally.

The good ones leave because of leaders with no accountability

The good ones fundamentally understand that accountability and transparency are the cornerstones of success. When a leader no longer feels the need to be transparent or be accountable for his or her actions, then the good ones will not stay. Trust is like glue for the leader, is there is none, people won’t stick.

The good ones leave because of leaders with no boundaries

Ultimately, the leader is responsible for the culture of the organization. If proper boundaries are not being observed and inappropriate behaviors are being tolerated- such as bullying, then the good ones will not stay in that environment.

The good ones leave because of leaders with no integrity

At the end of the day it all comes down to the integrity of the leader. The good ones want their leader to be a person of integrity and one they can trust. If integrity is lacking in the leader then integrity will be lacking in the culture. The good ones will leave to avoid the connection.

Many personal factors contribute to the reasons why the good ones tend to leave and move on. I’ve discovered that it’s not always for the money or a promotion. The good ones understand the wisdom of the words of John Maxwell who once said, “Everything rises and falls on leadership.” That’s why the good ones leave- to be with good leaders.

What do you say?

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Random Acts of Leadership

Posted April 30, 2015
by admin

Leadership is practiced not so much in words as in attitude and actions. – Harold S. Geneen

In his book, Everyday a Friday, Joel Osteen shares a story about a letter he received in the mail one day during his early days of pastoring. It was during a period of time when he was filled with much self-doubt. The letter was from John Maxwell.

Although at the time they had never met, the letter was filled with words of encouragement and hope. “I watched you on television on Sunday and you were outstanding. I’ve got to tell you, you’ve got what it takes,” Maxwell told him. He also shared suggestions and advice on how to be less nervous and how he prepares for when he speaks.

Regarding the letter, Osteen said, “He had forty years of experience, and he was voluntarily pouring it into a man he’d never even met before. He didn’t have to do that. He’d already won. But John understands this principle: True success is when you reach back and bring somebody along with you.”

That John Maxwell didn’t have to write that letter is a given, that he did write that letter speaks to the power of random acts of leadership.

It’s been said that the soft skills of leadership are the hardest. That may be true. Leaders shoulder a great responsibility and results are important. But it’s as leaders understand that unless you get the soft skills right it will always impede your growth and the productivity of your team.

Striking the right balance in your relational skill set is important. You want and expect your team to be productive without sacrificing the relational skills that create the culture you work and thrive in.

Random acts of leadership follows the principle of random acts of kindness. It’s a leadership philosophy that that revolves around the idea that we are all in this together and when we care for one another we all win.

What does random acts of leadership look like? I submit to you that it’s not complicated. Here are a few ways you can show it.

Give unconditionally

The letter John Maxwell sent to Joel Osteen is a classic example of giving unconditionally. It was unsolicited with no expectation of anything in return. It was just an act of generosity that made a difference. Giving unconditionally is a random act of leadership that says, “I get it. I see your struggle, I’ve been there. I believe in you.” And then you act on it.

Listen attentively

Now and then people just need to vent. They may not need you to be their “answer man” but rather just to listen. For all of its rewards, leadership can be lonely and having a confidant to go to can make a world of difference. Your random act of leadership can simply be taking a friend to lunch and being a sounding board.

Connect intentionally

It is incumbent upon you as a leader to connect with your people. Don’t wait for them to take the first steps – you do it. A good leader initiates. Whether you have been brought together with your people by choice or by coincidence, take the first steps to building the relationship. Connecting intentionally is a random act of leadership that seeks to know, relate, and broaden the circle of influence for everyone.

Praise generously

Nothing can demoralize your people any quicker than work gone unnoticed or a team member not appreciated for their efforts. Understand this: People are your most appreciable asset and how they are treated matters. Random acts of leadership –showing appreciation for a job well done, will go a long way in building that person up and boosting morale in your organization. Be generous in praising your people.

These are but a few of the random acts of leadership that will make a difference. What would you add to the list?

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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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People: The Key to Building Your Organizational Structure

Posted March 12, 2015
by admin

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10 Value Statements Every Leader Needs To Know

Posted March 6, 2015
by admin

Try not to become a man of success, but rather try to become a man of value. – Albert Einstein

As a leader, adding value to those around you should be of paramount importance. After all, people are your most appreciable asset. How well are you showing appreciation to the people in your organization?

In a Ragan.com (http://bit.ly/18VETIk) article a survey revealed that 69% of employees would work harder if management better recognized their work. How different would your organization look if 69% of your people were gladly putting forth more effort? By contrast, sixty- three percent of those who don’t feel appreciated plan to leave their jobs within two years. Based upon the way you show appreciation to your people would you expect a high turnover in the next two years?

When the truth about adding value of your people takes root in your heart and mind it will transform your leadership style. Adding value to those you lead takes on many forms. But there’s no easier way to do so than by the words you use to communicate with them. Try these (no particular order) for starters. Use them generously and see the difference it makes.

“We appreciate you”

This value statement speaks directly to your team member as a person. It’s not based on their specific job skill, position, or tenure. It’s simply about them as a person. Relationship building is at the heart of this value statement and it builds the foundation for moving forward.

“You’re making a difference”

This value statement is attached to the contributions your people make. These value statements belong to every person in your organization – from the CEO to the cleaning crew because everyone is important.

“How can I serve you?”

This value statement is an acknowledgement that you rely on your people to make your business work and as a leader you are committed to their success. When your people hear and see that you are 100% invested in them they will react in similar fashion. It creates a win-win scenario for the whole organization.

“Thank you”

These two words add value to your team members because it’s seen as an acknowledgement that you’ve recognized their hard work and dedication in moving the team forward. It’s perhaps the single most powerful value statement you will ever make.

“Let’s work together on this”

This value statement is based upon the notion that we can accomplish more together as a team than we can by ourselves. It’s when we bring our individual skills and talents to the table in mutual collaboration that our productivity can skyrocket. It’s also a reflection of your desire to be involved in the process of reaching those common goals.

“Let’s hear all sides”

This value statement is based on the belief that everyone has a voice that needs to be heard. Keeping your people apart is what hinders growth, fuels mistrust, and creates unhealthy alliances. You add value when you build bridges among your people. Healthy debate sparks creativity and often produces better solutions. It’s about tackling problems, not each other.

“Look at what you did”

Celebrating the successes of your organization and your people is important. You add value to them when you give credit where credit is due. Honor and reward the work of your team and don’t steal their spotlight.

“Go home”

You add value to your people when you give them time to be with the people they value most – their families. Never attempt to build your organization off the backs of your people by insisting they give up family time for company time.

“Here’s where we are going”

This statement is important because it affirms to your people their value in moving forward with the mission and vision of the organization. By keeping the vision before them they begin to see the value they contribute and the service they render as something meaningful that they can take pride in.

“Our team would not be complete without you”

Quite frankly, it’s hard to overstate the importance of people being the most appreciable asset in your organization. There will always be a bad apple here or there, but by and large when you have built and invested in your team that shares common values and goals your potential is unlimited.

Value is built where value is given. Make it a priority and you will go far as a leader.

What would you add to the list?

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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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