Leaders developing leaders.

Leadership

What Makes A “Best Company”?

Dreams can come true, but there is a secret. They’re realized through the magic of persistence, determination, commitment, passion, practice, focus and hard work. They happen a step at a time, manifested over years, not weeks.–Elbert Hubbard

Any idea if your company made Fortune Magazine’s list of the best 100 companies to work for?  Their March 2020 issue features “The Best In The Business” where they not only list the top 100 companies, but also provide some common themes as to why they were selected:

1.    37% of “the best” had a workforce greater than 50% female
2.    49% was the average millennial population
3.    2% was the Gen Z population
4.    12% pay 100% of healthcare benefits for full time employees
5.    44% offer onsite medical care
6.    78% provide subsidized access to fitness facilities
7.    Almost all provide resources to help employees “learn and grow”
8.    84% offer tuition reimbursement
9.    Some have Leadership Academies that:
·         develop future managers
·         focus on talent retention
·         develop “high potentials” for all levels
·         explore and identify core values and translate them into impactful leadership skills
·         understand diverse views and have a less polarizing work culture

A new focus on staying “psychologically healthy” is growing. Some options include depression and anxiety screening, individual and family counseling, mediation and yoga, and even on-campus treatment centers.

And, the biggest commonality? Employees want leaders who will listen. Wegman’s has been on Fortune’s list for 23 years and have been identified as the best of best with their “Ask Bob” initiative. This program is an open line of communication between the 50,000 employees and the Senior Vice President of Operations, Bob Farr. Since 2002 Farr has reviewed and personalized responses to more than 16,000 messages.

As leaders, we likely can not address all the key points listed but we can help our staff with what we call “learn-grow-transform”. We CAN help individuals and teams strengthen their skills. We CAN work to create a better functioning work culture. We CAN practice listening more. We CAN link core company values with desired skills. We CAN address divisive actions and behaviors.

Did your company make the top 100 list? What change(s) would make your company become one of “the best”?

I do the very best I know how – the very best I can; and I mean to keep on doing so until the end.–Abraham Lincoln

Relationships – They Matter!

Your ability as a leader to create and develop powerful relationships is
fundamental to success.—Sallie Sherman

Relationships really do matter. It could be with colleagues, customers, business partners, vendors, direct reports, senior leaders, and anyone else you interact with on a regular basis in the workplace.

Roger Trapp, a Forbes contributor on leadership shares key points made by Sallie Sherman in her book Five Keys to Powerful Business Relationships. They are:

Stay true to yourself
Sometimes leaders promoted to a higher executive position struggle to grasp new roles. “Those who are able to stay true to themselves and manage their initial anxiety listen more and seek feedback. That allows them to increase trust and develop powerful relationships.”

Manage multiple relationships
So many people will want your time; prioritize your list of your most important working relationships, don’t neglect established relationships, and do allow time to invest in new ones.

Build an organization where relationships thrive
By aligning your culture around values and goals while promoting trust and collaboration, workers are more inclined to take risks, learn from mistakes and adapt quickly.

According to Sherman, the most effective leaders are particularly good at:

Listening rather than talking
Being transparent
Connecting with others

Relationships improve the bottom line, increasing levels of effectiveness, desired results, and satisfaction levels. They can also make work fun!

Leadership is having a compelling vision, a comprehensive plan, relentless implementation, and talented people working together.–Alan Mulally

A Culture of Accountability

If you are building a culture where honest expectations are communicated and peer accountability is the norm, then the group will address poor performance and attitudes.
― Henry Cloud

Accountability. What does that mean to you? Does it mean doing what you say? Admitting mistakes? Being transparent? Supporting goals? What else?

As leaders there’s a need to create a culture of accountability where individuals, teams and the entire organization create a strategy and commitment to make it come alive (and provide feedback when it’s lacking).

Gordon Tredgold provides the following to help increase accountability levels:

1 – Accountability starts with you, the leader
Leadership must model the behaviors desired within the organization.

2 – You are Accountable
Leaders are accountable for any failures (as well as any successes) within their organization.

3 – Accountability is not a one-time thing
Accountability is not occasional, rather it’s an “all-time thing”.

4 – Accountability applies to one and all
There’s no playing favorites; accountability must be consistently requested of everyone.

5 – Accountability cannot be delegated
It’s something that has to be accepted be each person so they feel accountable and take ownership of their behaviors and actions.

6 – Accountability is the difference between success and failure
When ownership exists and problems arise, individuals step into solution mode.

7 – Holding people Accountable
Actually discuss and assess how/if each person is being accountable. This will strengthen accountability, and provides opportunities for feedback (and praise).

In conclusion, Tredgold shares:  ask teams and colleagues if they have “everything they need to be successful; when they say yes they have taken a big step towards accepting accountability. If they say no then you need to make sure you provide whatever is missing because without it they will never accept accountability”.

As a leader, are you modeling the desired behaviors that improve accountability? Is anything missing that will prevent others from being accountable?

The keys to brand success are self-definition, transparency, authenticity and accountability.–Simon Mainwaring

Conflict Intelligence

For good ideas and true innovation, you need human interaction, conflict, argument, debate.–Margaret Heffernan

Managing workplace conflict continues to be a struggle for many of us. “Conflict. It’s an inevitable—and crucial—part of every business. Handled well, the clash of ideas, claims, interests and preferences can be a positive force, exposing the weaknesses of positions and leading to creativity, innovative problem-solving and growth” –Shelley Levitt

So how do we get started? The first step is possessing “Conflict Intelligence” – that means knowing the varying conflict modes and understanding and applying the appropriate style based on the situation.

Authors Peter Coleman and Robert Ferguson share that “conflict intelligence” requires keen social smarts. Similar to Patrick Lencioni’s concepts from Five Behaviors Of A Cohesive Team, it starts with trust.

• Build trust. Great teams sometimes argue passionately, but doing it respectfully is a must.

• Establish a goodwill bank account. Conflicts take place within the context of relationships. When people feel warmly toward each other, they can weather the tension of disagreement without permanently hurting their relationship.

• Be adaptable. There’s no one-size-fits-all approach to conflict. There is also a need to understand the differing modes of conflict and when they are best used. For more information refer to Thomas-Kilmann’s TKI model of styles: Competing (assertive, uncooperative), Avoiding (unassertive, uncooperative), Accommodating (unassertive, cooperative), Collaborating (assertive, cooperative), Compromising (middle ground between competing and accommodating). Each style has a time and place.

• Repair post-conflict bruises. The residual hurt feelings and anger that can set in after a heated dispute need to be addressed. “Let’s talk about what happened” is a good opener for individuals and teams alike.

• Court outside views. Even the people who are savviest about conflict resolution need some new perspective from time to time—from friends, former colleagues, mentors, even one-time competitors. Obtain fresh, unbiased opinions.

Conflict is going to happen.  Plan for it and don’t idly sit back and watch it; rather address it in a timely manner before tensions and ill-will escalate!

The Law of win/win says: Let’s not do it your way or my way; let’s do it the best way.
— Greg Anderson

Are You Listening?

Listen, involve, synergize at work. Then you will bury the old and create an entirely new winning culture which will unleash people’s talents and create complementary teams where strengths are made productive and weakness are made irrelevant through the strengths of others.— Stephen R. Covey

Would you be surprised to learn that communication continues to be an issue in the workplace? That only 13% of U.S. workers strongly agree that their organization’s leadership communicates effectively?

This may not be news as it’s been an issue for years, but why is that? Are we choosing to NOT address the issue?

The state of our work culture includes many elements, but it’s been determined that there’s a strong link between having a disengaged workforce and ineffective communication. And, a study by Salesforce Research found that:

Employees who feel their voice is heard at work are nearly five-times (4.6X) more likely to feel empowered to perform their best work

No doubt about it, listening takes work! Below are 6 tips gathered BY STEPHANIE VOZZA:

1. LISTEN TO LEARN, NOT TO BE POLITE
Ajit Singh, professor in the School of Medicine at Stanford University, says If we ever finish a conversation and learned nothing surprising, we weren’t really listening.

2. QUIET YOUR AGENDA
Really listen to what someone else is trying to say. We need information that is disconfirming, not confirming.

3. ASK MORE QUESTIONS
When you ask questions, you create a safe space for other people to give you an unvarnished truth.

4. PAY ATTENTION TO YOUR TALK/LISTEN RATIO
Strive for a 2:1 ratio of listening to talking.

5. REPEAT BACK WHAT YOU HEARD
If the speaker agrees that what you heard is what he or she intended to say, you can move on. If not, the speaker needs to reword their statement until the listener really does understand.

6. ACTUALLY WAIT UNTIL SOMEONE IS DONE TALKING BEFORE YOU RESPOND
Leslie Shore, author of Listen to Succeed shares: When we begin working on a reply before the speaker is finished, we lose both the complete information being offered and an understanding of the kind of emotion present in the speaker’s delivery.

How do you think listening would be rated in your workplace? What are you doing to improve that rating?

Leaders who don’t listen will eventually be surrounded by people who have nothing to say.–Andy Stanley

The Mentor/Mentee Partnership

Mentors guide, motivate, inspire and support – enabling the mentee to achieve their life’s goals and aspirations.—Mentor City

How do you define the role of mentor? We define it as “someone who imparts wisdom and shares knowledge with a less experienced person” and perhaps someone with “less exposure” than that of the mentor.

Part of the mentor’s role is to provide:
-Meaningful and frequent feedback
-Explore strengths and needs and create and update a development plan
-Networking opportunities are identified and leveraged
-Trusting relationships are built and nurtured
-Ongoing open lines of communication
-Realistic expectations for attaining goals and results

Mentoring may be formal or informal, but the expectations and roles should be defined and agreed to at the inception of the relationship.

1. What’s the purpose of the mentorship?
2. What type of expertise/guidance is the mentee seeking?

Note: In general, mentors/mentees do not have a reporting relationship allowing for candid discussions.

Here are some tips for the mentee:

Be receptive to coaching and suggestions made by your mentor

Focus on expectations; it’s up to you to share your desired goals (short and long term), what you view as your “dream job”, and your vision for your career path.   

Stay current on required work skills. What talent would look good on your resume? Would any certifications or other position you to stand out from the competition?

Discuss your successes and accomplishments as well as your barriers and problem areas

Solicit feedback; what could you do better?  What’s working well and what is not?

Are you willing to share your wisdom and experiences with others to help them grow?  If yes, become a mentor!

A mentor can be a role model, coach, sounding board, voice of reason, emotional support, counselor, and a trusted resource.—Mentor City

What The Best Leaders Do

Great leaders are almost always great simplifiers, who can cut through argument, debate, and doubt to offer a solution everybody can understand.
—General Colin Powell

Admittedly there are many skills, behaviors, and traits that differentiate the most effective leaders from others, and we wanted to share yet another perspective.

Professors from Harvard Business School’s General Management Unit were asked “what qualities distinguish extraordinary leaders from merely average ones?” Danielle Knox compiled the results and shared the following:

1. They clarify the complex shared John Shad, Professor of Business Ethics
“They can communicate very clearly and succinctly—usually with short words and short sentences—and even on complex issues. They’ve developed the skills necessary to really get to the heart of things.”

2. They embrace new thinking was what Rosabeth Moss Kanter and Ernest Arbuckle Professors of Business Administration provided.
“They resist distilling their work into just one thing! Excellent leaders see nuances, contradictions, possibilities for error, counter-trends, and opposing views. In short, they listen, include many viewpoints, learn from critics, and remain aware that trends could shift quickly. And then they are better armed when they act quickly and decisively.”

3. Chester A. Huber, senior lecturer of business administration and former CEO of OnStar said: They balance confidence and humility
“Great leaders have the ability to act decisively and with confidence to inspire their team while simultaneously displaying a humility that respects and encourages their team’s best efforts. They’re great learners that view successful outcomes as both achieving specific objectives and improving their organization’s ability to deal with its next wave of challenges.”

4. They unite employees around a mission said Joseph B. Fuller, Professor of Management Practice.
“Effective leaders communicate the organization’s objective function—what are we trying to accomplish, what’s the definition of victory, how should we measure our success—constantly and broadly within their institution. That ensures alignment and allows them to delegate responsibility for designing and implementing plans to achieve those ends to the maximum degree possible.”

5. Leonard A. Schlesinger, Baker Foundation Professor selected: They set high standards
“The answer to this question has proven to be relatively timeless in spite of all of the more recent pronouncements. The classic Handbook of Leadership has defined the effective leader as someone ‘who sets high standards and expresses caring.’ Virtually all written since this articulation has proven to be a variation on this theme.”

6. They avoid distractions is what University Professors Rebecca M. Henderson and Natty McArthur provided.
“They focus!”

Of the 6 qualities identified, which do you most identify with? Are there any you’d like to develop?

The leader has to be practical and a realist yet must talk the language of the visionary and the idealist.
—Eric Hoffer

The MLK Legacy

The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.
–Martin Luther King, Jr.

Every January we honor the life and memory of Martin Luther King, Jr, a minister, a civil-rights activist, a leader, an advocate of nonviolence, and a Nobel Peace Prize winner (1964). 

Here’s why:
Dr. King influenced so many without being arrogant
Without being a bully
Without being violent
Without looking down and speaking poorly of others
Without being divisive

Quite the contrary, his focus was on peace and unity He always held true to his beliefs, he wanted to make a difference in our world, and he wanted to create a national movement to promote equality and economic opportunities for everyone. Period.

Dr. King shared his “I Have a Dream” speech (and vision) at the 1963 March on Washington for Jobs and Freedom, and Professor Wadhwa provides the following insights from that speech:

Great leaders do not sugar-coat reality
  Great leaders engage the heart
  Great leaders refuse to accept the status quo
  Great leaders create a sense of urgency
  Great leaders call people to act in accord with their highest 
       values
  Great leaders refuse to settle
  Great leaders acknowledge the sacrifice of their followers
  Great leaders paint a vivid picture of a better tomorrow
  Great leaders know it’s always right to do what is right

One of Dr. King’s most famous quotes was:
Life’s most persistent and urgent question is, ‘What are you doing for others’?

As a leader (and a person), what are you doing for others and how are you contributing to making a difference in the workplace? Could more be done?

If I cannot do great things, I can do small things in a great way.
― Dr. Martin Luther King, Jr.

Year End Challenge

Challenge Yourself, and Your Team!

Challenge yourself!  Below are our 12 “Courageability” factors that impact leadership success:

  • Live and work with passion
  • Document and share your goals
  • Commit to addressing and tracking your goals
  • Understand and leverage your strengths and the strengths of others
  • Communicate with confidence and clarity
  • Manage conflict and understand how it can be inspirational
  • Develop others
  • Effectively delegate
  • Enrich your skill-set
  • Remain controlled
  • Reward and recognize others with regularity
  • Learn to succeed from your failuresWhich 3 do you find most challenging? Make development plans now to address growth areas.

    If you want to lead more effectively, shorten the distance between the future and present. Inspiring innovation and leading change call for more than process– they require the adoption of a cultural mindset.
    Mike Myatt Forbes – March 7,2013

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