Leaders developing leaders.

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Are Managers Leaders?

The Number One problem in organizations today is not a “lack of leadership.”
It is untrained people managers.-John G. Miller

We have shared that “Leaders want their organization to LEARN, so it can GROW, Enabling a TRANSFORMATION, Resulting in stronger RESULTS”.  Having said that, is it limited to “leaders” or does it also apply to “managers”?  It does indeed apply to both!

Our intent was never to diminish the skills and values managers provide; as a result, we wanted to share John G. Miller’s findings:

When people describe their boss as a “leader” and are asked to articulate specifically what that person does to “lead”—this is what we hear:

My boss communicated what I should do

     She followed up with me consistently.

     When I got it right, he praised me.

     She told me when I was off track.

     He talked to me—and listened.

     I was trained and coached.

     She spent time with me.

He showed me respect.

Guess what? Every item above is a people management
    skill. It’s what effective managers do, day in and day out,
    with and for their people.

Bottom line, we agree that effective managers ARE leaders!

Are you a manager of people? Then this is what you and all “aspiring leaders” need to know: Effective people management is leadership.
–John G. Miller

Black, White or Grey Leadership?

Black and white thinking is the tendency to think in extremes

Have you ever been told your thinking was too black and white? That your mind-set was limited? That finding middle ground with you was difficult? That grey areas DID exist? Have you ever been called an extremist? Or that it’s okay to incorporate “maybe” or “possibly” into your vocabulary?

On the favorable side, it’s said that black and white thinkers are “great resources for personal growth and understanding”. Also, that they drive results and are needed for goal attainment.

As with any style or behavior, over-using a strength can result in a weakness.

Rebecca Joy Stanborough, MFA suggests being aware of our usage of certain words. How often do you say:

  • always
  • never
  • impossible
  • disaster
  • furious
  • ruined
  • perfect

If over-used, she shares that not only can you sabotage your career and relationships, but your physical and mental health may suffer as well. Wow!

Enter the grey area. Effective leadership includes building relationships, supporting goals, driving results, and seeking advice when needed, while also taking into account what’s good for your work culture, the people, and your organization.

Author Jody Maberry says: If you are a leader, working in the gray is your new normal.

Do you agree?

Black-and-white thinking leaders are typically those who value processes and production over the individual concerns of the people.—Fred Jakoby, MA

Innovate – Make It Real

Innovative leaders are creative visionaries who have big ideas and, most importantly, can motivate people around them to turn those ideas into reality.
–Jeffrey Baumgartner

Would you be surprised to learn that the ability to produce innovative ideas is a shared issue for companies of all sizes?

Global staffing firm Robert Half Management Resources polled over 2,000 CFO’s from small to large companies, and asked how good their company was at innovation. Their findings were that only 30% of companies with 20 to 49 employees rated themselves as “very innovative” with ratings a bit higher (38%) for companies with 1000+ employees.

The survey also found that “too much bureaucracy”, daily tasks, and time required for problem resolution accounted for the low scores.

So how can scores increase?  Robert Half’s senior executive director, Paul McDonald feels that we as leaders are the greatest barrier.  We don’t always listen, we don’t always promote the ideas, and we don’t make coming up with new ideas a priority.

He recommends that:

  • Time be set aside to brainstorm with your team
  • Host internal events where employees can present creative business solutions to company leadership
  • Remove unnecessary red tape; simplify project requests and approval processes
  • Create a collaborative culture where employees can freely offer suggestions.
  • Make innovation an ongoing focus and support your employees ideas
  • Hire additional staff if heavy workloads are getting in the way of innovation

He also says DON’T:

  • Put creative thinking sessions on the back burner due to daily tasks
  • Restrict idea sharing for meetings
  • Be “absent”; listen to ideas
  • Stretch your team so thin their only focus – and measure of accomplishment – comes from crossing items off their to-do lists
  • Place unrealistic expectations on staff; expect results to take weeks or monthsDo you create opportunities for team innovation? Do you help ideas become reality?

Innovation distinguishes between a leader and a follower.
—Steve Jobs

Inspire vs Motivate

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

Do you view the words “inspire” and “motivate” to mean the same thing? Marissa Levin, Founder and CEO, Successful Culture feels they are very different and provides the following differentiators:

  • “Inspire” translates to “in spirit.” Inspiration comes from within.
  • The root word of “Motivate” is “motive,” which is an external force that causes us to take action
  • Motivation pushes you to accomplish a task, or work through a difficult event, even when you would rather be doing anything else. We are motivated by a result.
  • Inspiration pulls you towards something that stirs your heart, mind, or spirit. We are inspired by a person, an event, or a circumstance.

How do you feel about these definitions? We think it makes sense that if your heart, mind, or spirit are “stirred”, a person will indeed be inspired and more engaged, and per a study by Bain Research, they will also be twice as productive. This links to our “Magic Dust”™ theory; when a person is in the position to do what they enjoy, and feel they add value, they thrive and results grow.

So as a leader, how can we increase inspiration levels? Surveys state:

  • Set stretch goals with your team
  • Commit to developing direct reports
  • Engage in collaborative behavior
  • Build emotional connections with team members and others you interact with
  • Establish, share, and continually talk about how your vision (or your organization’s vision) can be supported
  • Communicate clearly and often
  • Explain and manage change

It’s up to us as leaders to model these behaviors and recognize others when they display them. How are you helping others dream more, learn more, do more, and become more?

Leaders can be found at all levels of the company and it is through their efficacy, influence and ability to inspire that our company is reinventing itself.–IBM

Feedback Competencies

All that is valuable in human society depends upon the opportunity for development accorded the individual.
–Albert Einstein

Do you have colleagues or direct reports that could be even stronger performers?  Have you given them feedback, but perhaps they don’t accept it as they’re only hearing it from you?

Conducting a formal 360 Feedback process may be the solution. You and the feedback recipient can jointly select who should provide the feedback.  It should minimally include:

  • Their immediate leader
  • All Direct Reports (if applicable)
  • Colleagues/co-workers

You can also include customers/clients and vendors and strategic partners (and any others with a working relationship).

We primarily use Wiley’s 360 feedback tool which focuses on 8 Competencies:

Pioneering
Finding Opportunities, Stretching The Boundaries, Promoting Bold Action

Energizing
Showing Enthusiasm, Building Professional Networks, Rallying People To Achieve Goals

Affirming
Being Approachable, Acknowledging Contributions, Creating A Positive Environment

Inclusive
Staying Open To Input, Showing Diplomacy, Facilitating Dialogue

Humble
Maintaining Composure, Showing Modesty, Being Fair Minded

Deliberate
Communicating With Clarity, Promoting Disciplined Analysis, Providing A Sense Of Stability

Resolute
Setting High Expectations, Speaking Up About Problems, Improving Methods

Commanding
Showing Confidence, Taking Charge, Focusing On Results

The recipient also rates themselves in these same areas, and part of the tool results includes showing how similar (or different) the self ratings are from those from others.

The results are debriefed by a coach in a non threatening way, with areas of strength as well as development opportunities discussed.

As a leader, this is a great way to help others grow – who do you think could benefit from hearing what others have to say?

I think it’s very important to have a feedback loop, where you’re constantly thinking about what you’ve done and how you could be doing it better.
–Elon Musk

EQ and Success

If your emotional abilities aren’t in hand, if you don’t have self-awareness, if you are not able to manage your distressing emotions, if you can’t have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far.
—Daniel Goleman

We’ve written about Emotional Intelligence (EQ) in the past and have shared that EQ can increase through self development and consists of 4 areas: Self awareness, self management, social awareness, and relationship management.

Success Magazine’s Rhett Power shares more. He provides the following about those with high EQ:

  1. They’re change agents.
    They understand that it’s a necessary part of life—and they adapt.
  2. They’re self-aware.
    They know what they’re good at and what they still have to learn; weaknesses don’t hold them back.
  3. They’re empathetic.
    Being able to relate to others makes them essential in the workplace. With an innate ability to understand what co-workers or clients are going through, they can get through difficult times
    drama free.
  4. They’re not perfectionists.
    They know perfection is impossible; they roll with the punches and learn from mistakes.
  5. They’re balanced.
    They know the importance of maintaining a healthy professional-personal balance in their lives.
  6. They’re curious.
    They don’t judge; they explore the possibilities; they ask questions and are open to new solutions.
  7. They’re gracious.
    They believe every day brings something to be thankful for; they feel good about their lives and don’t let critics or toxic people affect that.

Any idea which element of EQ you’d score highest in? Which area do you feel has the greatest growth potential?

Emotional intelligence is a way of recognizing, understanding, and choosing how we think, feel, and act. It shapes our interactions with others and our understanding of ourselves. It defines how and what we learn; it allows us to set priorities; it determines the majority of our daily actions. Research suggests it is responsible for as much as 80 percent of the “success” in our lives. -J. Freedman

The Cost Of Conflict

The better team members engage, speak, listen, hear, interpret and respond constructively, the more likely their teams are to leverage conflict rather than be leveled by it.
–Craig Runde and Tim Flanagan

We’re at it again, that is, sharing information about conflict, and the newly published costs for conflict in the workplace.

Based on results published by the Washington Business Journal, the typical manager spends 25 – 40% of his or her time dealing with workplace conflict. That equates to 1-2 days every workweek!

And, the Cost of Workplace Conflict in the U.S. is estimated at $359 Billion annually (2.8 hours per week @ $17.95 per hour).

Do you find this as staggering as we do? We’ve all experienced conflict in the workplace, and some of us are better at managing it than others, but it looks like it’s time we all make addressing conflict a priority.

According to authors Karl A. Slaikeu, Ralph H. Hasson, managing conflict is the largest reducible cost in many businesses, and the most common disruptive behaviors associated with workplace conflict include:

  • Being dismissive
  • Finger-pointing
  • Arguing
  • Not listening
  • Being sarcastic
  • Belittling
  • Gossiping
  • Caving in
  • Being disrespectful
  • Complaining about someone

It’s up to us as leaders to understand how we respond to conflict. We need to increase our awareness of not only our own conflict behaviors, but also those of our colleagues. And lastly, we need to recognize destructive responses and replace them with productive ones.

How well do you manage workplace conflict?  We can help!

If we manage conflict constructively, we harness its energy for creativity and development.
Kenneth Kaye

Feedback Increases Effectiveness

We all need people who will give us feedback. That’s how we improve.–Bill Gates

Can you believe it’s the 4th QTR of 2018? How are you doing?  How are you feeling? Have you accomplished all that you planned for, or will the next few months be action packed?

Hopefully your annual plan included soliciting feedback. Bill Gates’ quote above shares that we need feedback to improve.

As leaders, we may be more comfortable giving feedback than receiving it.  We view giving feedback as part of our job and have scheduled meetings (one on ones, performance appraisals) that lend themselves to discussing the positive behaviors and accomplishments, as well as the missed goals and opportunities.

We all have perceptions as to how our peers, subordinates, and business partners would evaluate us, but we rarely solicit feedback on a regular basis.   So what can we do?

You can start simple.  Ask 3 questions:

  • What do I do that makes a difference that you want me to continue doing?
  • What am I doing that you want me to stop?
  • What could I do better?

You may also want to consider using a formal 360’ feedback program – we use Wiley’s 363 For Leaders tool that evaluates 8 approaches for effective leadership (pioneering, energizing, affirming, inclusive, humble, deliberate, resolute and commanding). (Contact us if you want to learn more).

As leaders it’s pretty much a given that we provide regular and honoring feedback to our staff or team members, but there’s added value to the organization when we extend this to include peers and our boss.

How do you feel about both giving and receiving feedback? Do you find the process constructive and a learning experience?

Make sure any feedback you provide is timely, well intended, and delivered in an honoring way.  Also, when you receive feedback, you don’t necessarily have to take action – listen to what you’re being told, process it, and evaluate if acting on it would serve you well.

Remember, the whole idea of feedback is to grow and improve!

Author Alexander Lucia says:
Truly great leaders spend as much time collecting and acting upon feedback as they do providing it.

Transformational Leaders

All good businesses are personal. The best businesses are very personal.
–Mark Cuban, owner of the Dallas Mavericks

Lately we’ve had a theme around relationships. That’s because without relationship building, we as leaders would not obtain desired results, we wouldn’t have effective and productive teams, and the morale, commitment, and dedication of the team members would be diminished.

Dr. Greg Halpern says: Transformational leadership is about implementing new ideas, continual change to maintain relevance, staying flexible and adaptable, and continually improving relationships with those around them.

He also feels that transformational leaders build relationships by applying or possessing the following behaviors and traits:

  • Charisma
  • Inspirational motivation
  • Intellectual stimulation
  • Individual consideration
  • High morals
  • Trustworthiness
  • Creates an actionable vision
  • Treats everyone as individuals
  • Coaches, mentors, and provides growth opportunities
  • Creates a culture of self-fulfillment and self-worth
  • Provides constant and candid communication

Dr. Terry Jackson adds to this list in his 7 Principles For Developing Quality Relationships where he defines what in his opinion constitutes quality relationships:

  1. Acceptance
  2. Respect
  3. Understanding
  4. Transparency
  5. Non-judgment
  6. Empowerment
  7. Trust

This is quite a list and one that even a seasoned leader will need to review in depth to assess up-skill needs.

We suggest you rate each one on a scale of 1 – 5 to help narrow down areas for development.  You can even ask your peers and direct reports to rate you and compare how aligned you are.

The results may prove interesting!

Manipulative Leaders-Create Distrust and selfishness
Transactional Leaders-Create Mediocrity and complacency
Motivational Leaders-Create Positivity and Action
Influential Leaders-Create Growth and Empowerment
Servant-Leaders-Create Authenticity and Explosive Growth
Transformational Leaders-Create Change and Leave Legacies
― Farshad Asl

 

Bad Boss?

Most people have trouble with about 50% of their bosses.
–Michael Lombardo and Robert Eichinger, FYI – For Your Improvement

Last week we talked about “managing up”; today we’re going to take it a step deeper.

What if you don’t have a strong relationship with your boss? You’re not alone. Per Lombardo and Eichinger, about half of us have boss difficulties.

Some of us may have:

  • communication issues
  • lack of comfort; tense up whenever the “boss” is around
  • respect issues; lack of appreciation for the skills the boss possesses
  • a lack of skills to sufficiently manage the relationship
  • defensiveness and lack of cooperation issues
  • the inability to receive feedback and suggestions for improvement

Guess what – the buck stops with us as we will likely be the one to suffer. We’ll get poor performance reviews, not get raises (or negligible ones), be passed over for the “good assignments”, and probably not be considered for promotions or career advancement opportunities.

We’re not suggesting to become brown nosers; rather identify the top 3 issues you feel impact the relationship and focus on improving them.  What can YOU do to better the situation?

Start with keeping your negative thoughts to yourself.  Don’t get caught up in the coffee room chats that all too often engage in bashing and sharing war stories.

Schedule regular meetings with your boss; don’t avoid the relationship, rather try to build a more favorable one.

If the leader truly has integrity issues and violates the policies, principles, and values of your company, investigate whether your company has an ombudsperson (The typical duties of an ombudsman are to objectively investigate complaints and do their best to obtain resolution). If one does not exist, another approach is to meet with HR or your boss’s boss.

Be realistic about your expectations. Is it only you that has an issue with the boss? Are you being antagonistic and not being a team player? Are you helping support goal achievement and in general being an asset to your organization?

Keep in mind that things may not go in your favor, and changing jobs may be an option (or a requirement!).

Having a bad boss isn’t your fault. Staying with one is.
— Nora Denzel