Leaders developing leaders.

Leadership

Inclusiveness Is A Major Factor

Many employees do not feel fully included at work and want their organizations to do more to advance inclusion and diversity.
–McKinsey & Company

It’s probably no surprise that the feeling of inclusiveness in the workplace impacts employee engagement, productivity, relationships and the commitment to support organizational goals. A study by McKinsey & Company says:

  • many employees have considered organizations’ inclusiveness while making career decisions, yet almost half of all respondents do not feel very included at their organizations
  • 39% of all respondents say they have turned down or decided not to pursue a job because of a perceived lack of inclusion at an organization.

This study also found that respondents from ALL backgrounds experienced some kind of issue with inclusiveness, and the issues increased for women, ethnic and racial minorities, and those with alternative gender identities.

The Top 4 Factors For Feelings of Inclusiveness

1.Diverse, Inclusive Leadership
Having a diverse leadership team helps, but even if the leader is not part of a minority group, building cohesive and collaborative teams helps, as does having a leader that truly cares about ALL their workers.

2.Meritocracy and Initiatives to Increase Fairness in Performance Evaluations
A culture based on merit increases feelings of inclusion, but gender does play a role:
-40% of men say meritocracy has boosted their careers
-Less than one-third of women say the same

3. Sponsorship
Having a sponsor (or mentor) aids career advancement, and those with multiple supporters experience an increased feeling of inclusiveness

4. Substantive Access to Senior Leaders
The ability to have meaningful interactions with Senior Leaders increased feelings of inclusiveness, but once again gender was an issue. 57% of males reported that interacting with senior leaders helped their career growth, but that number was reduced to 45% for women.

So what can a leader do? Start by displaying inclusive behaviors. Next, make an effort to build relationships with ALL colleagues and team members, and become a sponsor/mentor for a variety of people. Also, commit to continual learning which includes keeping current with diversity and inclusion issues.

Make a difference!

A diverse mix of voices leads to better discussions, decisions,
and outcomes for everyone.
— Sundar Pichai

Thinking Strategically

If everyone is thinking alike, then somebody isn’t thinking.
–George S. Patton

As leaders we make decisions every day that are critical to the success of our work culture. Why not have a course of action that aligns with your overall workplace strategy?

Here’s a 7 Step Process outlined by the Harvard Business Press:

1.   See the big picture
2.   Articulate Strategic Objectives- Smart Goals
3.   Identify Relationships, Patterns and Trends
4.   Get Creative
5.   Analyze Information
6.   Prioritize Your Actions
7.   Make Trade-Offs

What’s your Big Picture? Where do you want to take your organization in the next 3-5 years? Link and support this vision by including the following key processes:

Hiring – What’s required to strengthen the workplace? (Skill-set as well as leadership and collaborative behaviors).

Training and Development – Is any up-skilling required? What about Technical or Leadership bench-strength?

Rewards – Do you consistently appreciate and recognize when value has been added?

Communication – Has the Vision been shared? Are meaningful updates provided?

Change/Conflict – Decisions are costly and can help or hurt the bottom line; don’t disregard differing opinions and immediately address opposing actions.

The intent is to have your team align and collaborate for the attainment of desired results. Success occurs when all colleagues understand how the processes and critical behaviors align with the strategy.

How does your workplace and leadership team support Strategic Thinking?

Strategic thinking rarely occurs spontaneously.
—Michael Porter

What’s A Good Leader?

Leadership is not a position or title, it is action and example.
–Donald McGannon

Leadership means different things to different people. Today we’d like to feature and share the thoughts of a few of our Certified Professional Leaders. (The opportunity to obtain this certification is exclusively for Leadership Journey Alumni that have completed PeopleTek’s 12 session leadership program and passed an exam validating their understanding of the concepts and skills required for effective leadership).

Excerpts from What’s A Good Leader:

A good leader is someone who demonstrates passion, integrity, conviction and compassion in their everyday life. Good leaders take self-care seriously and encourage development of their people. They coach and mentor others and listen more than they speak. They are impactful by how they empower and support the success of others.
—J. Hartman

Leadership has nothing to do with titles but is the capacity to translate vision into reality. Leaders will be those who empower others, influence others, who has followers. It’s taking people where they’ve never gone before and wouldn’t go by themselves.
—S. Gupta

Leadership is a journey, not a destination. A good leader takes time to reflect, to get feedback, to identify areas to work on, to constantly grow and improve. Leaders must first know themselves in order to effectively lead others.
—T. Infante

A good leader is self-aware and understands the strengths and development needs of the individuals of the team, recognizing we each come to the table with different approaches and preferences that each have value in a given situation.
—A. Koldys

Good leaders don’t leave people behind. They don’t charge forward without others. They mobilize others and continually inspire them to strive toward the destination.
—S. Nair

Someone who is approachable, consistent, persistent, disarming, and who can actively listen; assertively communicate decisively; can tap into and utilize diversity (in styles) wisely and strategically, acknowledges others’ strengths, gifts/”magic dust,” and, can effectively engage, and provide clear guidance.
—M. Pargman

The quality of a leader is reflected in the standards they set for themselves. A good leader not only sets high standards, but also develops, encourages, and enables their team to reach their full potential.
—A. Rodriguez

A leader is someone who is constantly learning and crafting their skills to be the next best version of themselves . . . a leader is an inspiration to those around them.
—G. Resnick

How would you define good leadership? Which of the quotes above resonate most with you?

True leaders don’t create followers, they create more leaders.
—Tom Peters

Collaboration Sparks Ideas

Let the best idea win, and you will reap the rewards together.
–John C. Maxwell

Do ideas and improvement opportunities flow within your work culture? Are people willing to speak up and share their ideas knowing they won’t be ignored or disregarded?

What about having a suggestion box where ideas can be submitted and evaluated? Naturally all ideas can not be approved; they must be reviewed and the benefit compared to the cost to implement. Nonetheless, encouraging individuals and teams to get creative and collaborate on making things better is almost always a win.

John Maxwell says “Great thinking comes when good thoughts are shaped in a collaborative environment”.

He also shares that great leaders can create a work environment of idea sharing and collaboration by:

1. Listening To All Ideas
No ideas during a brainstorming process should be shot down. Some ideas may seem impossible, but in a collaborative environment, ideas can be built upon and fine-tuned until they become solid.

2. Never Settle For Just One Idea
Keep your options open and don’t be quick to select just one suggestion. The idea is that suggestions will just keep coming.

3. Look For Ideas in Unusual Places
Pay attention to what’s happening around you; what’s working well? What is not?

4. Don’t Take Rejection Personally
Our feelings may get hurt when we think our ideas are the best and others disagree. Listen to those differing opinions; more valuable ideas may surface.

Dedicate a meeting that’s an open forum to discuss improvement in general. Don’t limit it to process improvements and cost savings (although they are very important), but what about having a happier, more effective work culture? Better equipment? Technical support? Flexible work hours? Matrix management? Cross functional teams?

Start by asking “what could we do better”? Create the kind of culture where team members want to collaborate and have no fear sharing their ideas.

When entire companies embrace a growth mindset, their employees report feeling far more empowered and committed; they also receive far greater organizational support for collaboration and innovation.
—Carol S. Dweck

Personality and Work Mode Preference

Extraverts are comfortable thinking as they speak. Introverts prefer slow-paced interactions that allow room for thought. Brainstorming does not work for them. Email does.
—Laurie Helgoe

It’s probably no surprise that our work mode preference is impacted by our personality. Some of us enjoy structured and group work environments while others prefer a quieter and perhaps even isolated environment.

The Myers-Briggs Company has a tool: Myers-Briggs Type Indicator (MBTI) that assesses preferences and breaks them into 16 categories. Are you familiar with MBTI and do you know your type?  What about the types for your colleagues/direct reports?

You may ask why this matters. Currently there’s the need for so many to work from home, with “essential workers” mandated to continue to go to work; both may have their “happy factor” impacted.

We won’t go into the 16 types, but based on some high-level feedback, there are pluses, and there are negatives. Sample feedback includes:

  • I am more productive
  • I miss being able to talk to people informally
  • I am less stressed
  • I enjoy the solitude
  • I am more engaged with my work
  • I feel lonely
  • I am better organized
  • I take more breaks from work
  • I am frustrated by slow communication from co-workers
  • I feel isolated
  • I am not aware of what is happening in my organization
  • I can be easily reached by co-workers
  • I can easily reach my co-workers
  • I have job security

Do you know your team members well enough to know which comment(s) they agree or disagree with? What about knowing who needs help with:

  • Staying organized
  • Respecting deadlines
  • Celebrating tasks, goals, or accomplishments
  • Pre and post deliverable check-ins
  • General communication

As a leader awareness is key, and we encourage you to understand and adapt to the differing styles and preferences of those you work with, and for.

Introverts like being introverts. We are drawn to ideas, we are passionate observers, and for us, solitude is rich and generative. — Laurie Helgoe

Integrity Gauge

A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. He does not set out to be a leader, but becomes one by the equality of his actions and the integrity of his intent.
–Douglas MacArthur, American Five Start General

Does your work culture value integrity? If yes, does it conduct surveys and solicit feedback to validate their perceptions of integrity within the workplace?

We’ve worked with companies that do measure it (along with other dimensions), and sadly integrity year over year gets rated poorly.

Why?
It was felt that leadership did not exhibit the behaviors that were desired in others, and that the actions, processes, and communication (or lack of) did not support the company values and beliefs.

Gauge Yourself:
1.    I always act with positive intent
2.    I do not avoid answering questions truthfully, even when the issue is tough ex. layoffs
3.    I own up to my mistakes and take steps to not repeat them
4.    I am willing to say what I’m thinking, even when I’m in the minority
5.    I treat others fairly and respectfully regardless of position/title
6.    I lead by example
7.    I always fulfill my promises/commitments
8.    I’m respectful of others’ time and am always punctual
9.    I call others out when the work values are not supported
10. I don’t make excuses for poor behaviors or actions displayed by myself or others
11. I address disruptive behaviors and conflict quickly and respectfully
12. I am not easily influenced by those more senior to me when things seem “off” and remain true to myself
13. I encourage collaboration for the attainment of results
14. I make an effort to build a work culture that encompasses trust
15. I give credit when and where credit is due

So, how’s your integrity gauge? Is there anything you want to work on? Would others agree with your self-assessment?

It is true that integrity alone won’t make you a leader, but without integrity, you will never be one.― Zig Ziglar

Staying Engaged and Connected

Keep yourself calm and stay engaged with a dedication to fulfilling your goals.
–Milind Audichya

Are you noticing that colleagues are more restless than ever? That motivation and energy levels are low, and even while on video calls, many prefer to turn their camera off making it hard to assess who’s engaged and who is not?

It’s been reported that while most companies are doing a good job keeping their employees safe and providing opportunities for a stable work culture, more is needed while we work through the COVID-19 pandemic.

Willis Towers Watson, a global advisory and solutions company, tracked more than 100,000 global employees to assess the impacts of COVID-19.  They found:

    • Over nine in 10 employees (92%) reported some level of anxiety
    • 55% indicated a moderate or high degree of anxiety
    • 70% shared they were at least somewhat distracted from a work perspective
    • 32% said they were able to balance working from home with other responsibilities
    • 61% had financial concerns
    • 25% expressed a moderate or high degree of worry
    • Less than half (46%) reported their company was making it easier to access or apply employee benefits related to COVID-19 care
    • 78% agree their leaders have been effective at focusing on work objectives – (that’s impressive!)
    • 16% of employees in stronger team environments have lower rates of distraction while those that struggle collaborating (56%) are more distracted

So what else can we as leaders do?

  1. Be available when support is needed, both for those working from home, and even more so for the “essential workers” that have additional challenges
  2. Assess if there’s a need/opportunity/budget to update work at home equipment
  3. Keep all employees/consultants/colleagues informed
  4. Stress collaboration and the need for teamwork
  5. Share weekly priorities; assign “who” needs to do “what” by “when”
  6. Schedule one on one time
  7. Build in time each week for relationship building. Our team is currently using:
    4,000 Questions for Getting to Know Anyone and Everyone by Barbara Ann Kipfer.  Certainly plenty to choose from!
  8. Be patient! Schools may or may not reopen (ditto for day care), so stress levels and time management may be even more challenging.

Do you have any tips to share for helping others stay engaged and connected? Let us know!

Research indicates that workers have three prime needs: Interesting work, recognition for doing a good job, and being let in on things that are going on in the company.–Zig Ziglar

Why Give Feedback?

Feedback is the breakfast of champions.
—Ken Blanchard

Why Give Feedback? The intent is to help others grow and thrive, help them understand perceptions about what they do well and what can be improved upon, and it’s a great opportunity to address any actions or behaviors that should be stopped.

All feedback should be delivered respectfully and with specific examples that support your message.

A recommended process is:

ASK – stimulate reflection about what is being discussed

LISTEN – self perceptions can differ greatly from “outside” perceptions

THINK – are there opposing views? What about ideas for improvement?

THANK – it’s most effective when both the feedback giver and receiver welcome feedback

RESPOND – an agreement to “think about it” is a good start

INVOLVE – what support is needed for improvement? A mentor? Up-skilling? Coaching?

CHANGE – is there a consensus of what to address and improve upon? (or keep strong?)

FOLLOW-UP – schedule “check-ins” or better yet immediately share when you see progress

Positive feedback in most cases is easier to deliver than difficult feedback.  For the “tough” feedback, try and remove emotions and remain fact based:

  • What situation are you addressing?
  • Is there a specific behavior? Describe it.
  • Share what you saw, heard, and felt.
  • Describe the impact of the behavior.

You as a leader have a great opportunity to make a difference and strengthen individuals and teams. You can enhance skills, build relationships, increase collaboration, and inspire commitment and change.

Are you making a difference between “awesome” and “less awesome”?

Once people take ownership over the decision to receive feedback, they’re less defensive about it.
–Adam Grant

Independence and Courageous Leadership

Men make history, and not the other way around. In periods where there is no leadership, society stands still. Progress occurs when courageous, skillful leaders seize the opportunity to change things for the better.  –Harry Truman

This year U.S. Independence Day celebrations (generally celebrated July 4th) will likely be different from those in past years. Picnics, beach and lakefront gatherings, parades, and even fireworks are being scaled back in hopes of encouraging social distancing while better managing the possible spread of COVID-19.

So, instead of thinking about the celebrations, let’s focus on the courageous leadership required to obtain Independence. Note: Did you know that 175+ other countries also celebrate Independence Day?

Independence Day events generally honor the sacrifices required to physically separate from old governments/regimes and start fresh.

In most cases these are national holidays and a time for celebration and reflection. It’s also a good time to remember all the courageous leaders that valued the need for change, growth and persistence despite resistance.

In the United States, on July 4, 1776, 56 men met in Philadelphia and passed a resolution declaring their independence from England, allowing for the creation of a new government and new ways of thinking.

These men were true leaders, they were courageous, they were risk takers, and they certainly weren’t fearful of change! They were also committed to motivating and inspiring others to support a new way of life, despite knowing there would be challenges.

Changes in the workplace can’t be compared to the magnitude of changes in governments, but as leaders we can still inspire improvement. What can we make better? Are there new products, processes, or services we can implement? What’s not working well? Have you solicited opinions from colleagues of all levels and listened to their ideas?

Bottom line, are you leading with courage, and are you empowering yourself and others to go beyond where you/they have gone before? (We’ve coined this CourageAbility™). And, what are you doing to inspire others?

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

Conversations That Keep You Up

Your ability to speak up about issues that weigh you down is crucial to your success at work and life.—Maggie Warrell

As leaders we need to excel in communication, and that includes having difficult conversations. Have you ever been in a situation where you know you need to address negative behaviors or missed deliverables, and you feel it will be so uncomfortable it actually impacts your ability to sleep? If yes, you’re not alone.

Conducting a difficult conversation is quite frankly, difficult. As a result, we frequently let it fall to the bottom of our “to do” list, which only makes the situation worse (and allows our own anxiety to grow!).

Here are some tips:

Be specific and objective about the behavior or  situation you wish to discuss

Address the issue as soon as possible

Explain the impacts of the situation
1. Was there an impact to colleagues, business
partners, or clients? If yes, what?
2. Were any goals or desired results missed? Be
specific.
3. Is this a one-time issue or a re-occurring
problem?
4. Focus on the specific behavior/issue, NOT the
personality of the person

Allow the person to share their perspective
1. Actively listen and respond to what is being
communicated
2. Offer suggestions, solutions or development
opportunities if applicable
3. Was it a simple and isolated mistake? Was there
ill-intent?

Avoid conducting the conversation in the midst of emotions and conflict
1. Deliver your message in a healthy, respectful
manner
2. Stay focused and clearly state desired changes
3. Manage your emotions (remember, the delivery is
as important as the message!)

Expect and plan for objections/detours/obstacles; restate your expectations
1. Stay focused on what needs to change and why
2. Are consequences appropriate?
3. Provide feedback; share that the bottom line is to
help the person be more effective, improve
performance, relationships, etc

After you conduct your conversation, remember to summarize your specific agreement, and if appropriate, schedule a follow-up session.

What kinds of conversations keep you up at night? Make conducting them a priority!

Conversations create change . . .
–Ellen Page