Leaders developing leaders.

Leadership

A Leader; A Legacy

President Bush solidified his legacy of principled, pragmatic, and compassionate leadership.
— Gov. Larry Hogan

The world has lost a great leader. U.S. Republicans, Democrats, Independents and even those with no party affiliation, as well as foreign leaders, expressed their condolences with the passing of George H.W. Bush.  He is mourned and his accomplishments celebrated.

A simple summary of his life was that he was dedicated to a lifetime of public service and a desire to make the world a better place.

Here’s why many claim President Bush (41) was the most accomplished U.S. President:

  • A World War II veteran and Navy pilot
  • Two-term congressman
  • Director of the Central Intelligence Agency
  • Ambassador to the United Nations
  • Vice President of the United States
  • 41st president of the United States
  • Father to the 43rd U.S. President
  • Helped end the Cold War
  • Instrumental in German unification
  • A lifetime Public Servant

Below are comments from both Domestic and International Leaders:

  • A true patriot and statesman who embodied decency and selfless service
  • A man of the highest character
  • His legacy of public service may never be matched, even though he’d want all of us to try
  • Sound judgment, common sense, and unflappable leadership
  • Through all that he accomplished, he remained humble
  • He loved his country and lived a life of courageous service
  • You did not have to agree with President George H.W. Bush to respect him
  • He served our country with dignity, integrity, and a commitment to American values
  • His administration was marked by grace, civility, and social conscience
  • He showed political wisdom and foresight, sought to make informed decisions even in the most difficult situations

There is no better summary than what son Neil Bush shared: This is the end of an amazing life.  And from the U.S. Navy: Fair winds and following seas, Sir. We have the watch.

May he Rest In Peace.

George H.W. Bush’s lifetime of service and decades of dedication to honor and duty leave an indelible mark on our nation and on our hearts.– Gov. Larry Hogan

What’s DiSC?

Leadership consists not in degrees of technique but in traits of character; it requires moral rather than athletic or intellectual effort, and it imposes on both leader and follower alike the burdens of self-restraint (and awareness).
— Lewis H. Lapham

Words matter; styles and behaviors also matter. Are you familiar with the DiSC model and how our behaviors and preferred styles impact our degree of effectiveness?

The DiSC theory was developed by psychologist William Marston and focuses on four different personality traits: Dominance (D), Influence (I), Steadiness (S), and Conscientiousness (C). An assessment was then created that identifies and provides an understanding of our preferred behaviors in specific environments.

There are four basic dimensions of behavior in the DiSC profile.  They are:

D –   DOMINANCE   People who display the Dominance behavior shape their environment by overcoming opposition and challenges in order to accomplish results.  They like control, and they don’t like being taken advantage of.

I –     INFLUENCE  People who display the Influence dimension enjoy interacting with others. They shape their environment by persuading and influencing others and by building alliances. They like being involved and being recognized, and they don’t like rejection or loss of approval.

S –   STEADINESS  People with the Steadiness dimension of behavior are accepting of other people’s ideas, and they like a predictable environment with methodical approaches. They like security and stability, and don’t like sudden change or the loss of security.

C –   CONSCIENTIOUSNESS  People with a high Conscientiousness behavior value quality and accuracy, they analyze situations, and seek tactful, diplomatic interactions. They like accuracy and order, dislike a lack of procedures and standards, and may not be open to critical feedback.

If you’re thinking that all four behaviors add value, you’re absolutely right. Each of us has elements of each, but to differing degrees, and an ideal, well rounded team would be comprised of all 4 styles.

This is a very brief overview, but now you have a baseline understanding of “What’s DiSC”?. What behavior(s) do you most identify with? What about your colleagues? Do you want to take it to the next level?

The DiSC model is a very practical and user-friendly theory of human behavior. It creates a common language and a framework to better understand ourselves and others. It is completely non-judgmental with no good or bad categories, or high or low scores.

Why Career Coaching?

Coaching Is The Universal Language of Change and Learning.–CNN

Why is Career Coaching gaining in popularity? Generally speaking, the value of coaching is now being realized.

20 some years ago, companies most often utilized a coach to help manage/address toxic behaviors. That still exists, but more commonly today, career coaching engagements occur so high-potential performers become high performers as well as more influential, inspiring, and impactful leaders.

Joy McGovern, Ph.D shares:

  • Career coaching translates into doing
  • Doing translates into impacting the business
  • This impact can be quantified and maximized

Coaches frequently help their clients with leadership/management skills and behaviors, and with enhancing communication styles. The coaching engagement includes having a clear purpose, exploring improvement opportunities, agreements for action, and a commitment for change.

The coach validates perceived strengths, and will likely discuss behaviors that may be under-used or over-used. They listen, they inquire without passing judgment, and they increase awareness levels.

The coach/client engagement also includes exploring possibilities. The coach provides guidance for moving forward, they are a sounding board, and they remind the client of their purpose and commitments.

The value and benefits of coaching have been reported as:

TANGIBLE BUSINESS IMPACTS
Productivity
Quality
Organizational Strength
Fewer customer complaints

INTANGIBLE BUSINESS IMPACTS
Improved Relationships (with direct report reports, senior leaders, peers)
Improved Teamwork
Reduced Conflict
Increased Organizational Commitment

In summary:
Career Coaching=Career Development=Organizational Bench-Strength=Greater Results

A willing executive/leader is someone who enters into coaching voluntarily, with enthusiasm and the desire to examine their gaps as well as their assets. This implies that willing executives/leaders are those who are open to self-discovery and personal growth, and who want to be coached; otherwise, coaching is a dead-end street.—Christine Turner

 

Career coaching is valuable. PeopleTek offers other valuable leadership tips each week. Sign up today to take your leadership skills to the next level.

Toxic People

When you notice someone does something toxic the first time, don’t wait
for the second time before you address it or cut them off. . .  Shahida Arabi

Let’s be honest. We all know, or have worked with, toxic people who create workplace conflict. Toxicity covers a lot of territory; some examples include poor attitude, lack of commitment and accountability, taking credit for the work of others, whiners/complainers, finger pointing, intentionally misleading others, and having a closed mindset. (Any others come to mind?).

Author Dr. Travis Bradberry provides 12 ways to manage toxic people who create workplace conflict (excerpts are):

Set limits
A great way to set limits is to ask complainers how they intend to fix the problem. They may stop complaining to you!

Choose your battles
Stand your ground, pick the “right time” to address the conflict, and use your emotional intelligence skills to keep conversations healthy.

Rise up
Don’t allow yourself to respond emotionally and get sucked in; remain fact based.

Stay aware of your emotions
Recognize when your buttons are being pushed. Take the time you need to regroup.

Establish boundaries
Decide when and where you’ll engage a difficult person, this allows you take control.

Don’t let anyone limit your joy
Emotionally intelligent people don’t let anyone’s opinions or snide remarks take away their sense of accomplishment or “happy” feelings.

Don’t focus on problems—only solutions
Quit thinking about how troubling your difficult person is, and instead focus on how you’re going to go about handling them.

Don’t forget
Emotionally intelligent people are quick to forgive, but that doesn’t mean that they forget.

Squash negative self-talk
Negative self-talk is unrealistic, unnecessary and self-defeating.

Limit your caffeine intake
Caffeine triggers the release of adrenaline and is the source of “fight-or-flight”.

Get some sleep
Sleep has a direct link with increasing emotional intelligence and managing stress.

Use your support system
Recognize the weaknesses in your approach with toxic people and tap into your support system to gain their perspectives.

What can you do to better manage toxic people who create workplace conflict?

Toxic people attach themselves like cinder blocks tied to your ankles,
and then invite you for a swim in their poisoned waters.― John Mark Green

Top Leadership Challenges

When leaders are doing their best, they Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart.–James M. Kouzes

Many studies have been conducted about leadership challenges, and most have quite a few commonalities:

  • Developing effective leadership skills
  • Managing through change
  • Consistently recognizing and rewarding accomplishments
  • Inspiring others
  • Communicating goals and how they can, and must be, supported
  • Building trust within teams and across organizations
  • Being aware of, and having the skills, to address conflict

That’s a relatively short list.  Which do you find most troublesome? Which challenges would you add?

As leaders, we need to be self aware. How do we see ourselves? How do we show-up? Next is the tough part, how do others see us? Answering these questions may add to our personal list of challenges.

To SELF ASSESS, ask yourself:

1.    What’s the purpose of my leadership?
2.    Would my staff feel that I’m committed to their improvement?
3.    Do I feel I make a real difference and feel valued? Would my staff agree?
4.    Do I create and maintain relationships that help the organization thrive and obtain results?
5.    Do I know what’s expected of me and do I deliver on those expectations?
6.    Do others know what I expect of them?
7.    Are my priorities clearly communicated and supported?
8.    Do I take sufficient action to improve individual and team performance?
9.    Am I committed to self development?
10.  Is going to work enjoyable? (at least most of the time?)
11.  What keeps me up at night?
12.  What are my challenges and what am I doing do address them?

As we’ve said before, being a leader is not easy and requires courage. Did you discover anything new from the assessment?

Name at least one leadership challenge you’ll begin to develop, starting today!

If you want to have a significant impact on people, on organizations, and on communities, you’d be wise to invest in learning the behaviors that enable you to become the very best leader you can.
—James M. Kouzes

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

 

Managing “UP”

Managing “UP” requires that you manage to the expectations of your boss:
Know their priorities. Speak their language. Anticipate their needs. Be truthful and don’t BS them.
Contract properly at the end of a meeting.–Achim Nowak

How do you feel about the leadership skills you possess?  Would you rate yourself “average”, “above average”,  or maybe even “below average”?

When you rated yourself, which skills did you consider?  Did you limit it to those that impact the  interactions and relationships with your direct reports and perhaps your peers?  What we often forget to include is the critical relationship required with our boss.

In a prior tip, we shared the need to:

  1. Learn your boss’ communication style. – What level of detail do they prefer?
  2. Be proactive – share strengths and ideas and create an executable plan.
  3. Meet regularly – discuss progress against goals and areas for improvement.
  4. Ask for your boss’ opinion – Ask for their perspective on things.
  5. Go to your boss with solutions – ask for help when needed, but do your “homework”.
  6. Develop a power that makes you attractive – stay apprised of changes in your industry, understand your competitors, have a strong customer/business partner relationship. Be indispensable.
  7. Address problems – talk about your differences; remain fact based; keep your emotions in check.
  8. Play devil’s advocate – share your different perspective; say “Let me play devil’s advocate” and add new perspectives.

Nowak also suggests “appreciating UP“. Let your boss know that you appreciate him/her. Be authentic; provide genuine feedback. “Bosses rarely receive a word of praise or appreciation. From anyone. Yes, it’s lonely at the top, in more ways than one“.

In order to “Manage UP“, it’s up to us to build a strong relationship with our boss. We need to ensure our expectations are aligned, that we have a clear understanding of our organization’s vision, mission, and goals, that all of our behaviors support them, that we are committed to making a difference, and that we communicate the role we play!

Are there are any leadership relationship skills you’d like to enhance?

Managing up is about earning the trust and respect of your boss by working together with that person to create the best possible working relationship.
—Lisa Quast

Engagement and Workplace Relationships

Sustaining high degrees of employee engagement and developing future organizational leaders is at the forefront of human capital challenges.—SHRM 2017

Would you be surprised to learn that relationships with coworkers was the #1 factor for determining employee engagement levels?

What about that the single highest scoring component for a “want” in the workplace was for the “Respectful treatment of all employees at all levels”? (65%)

The other high scoring components were Compensation and Trust (both scored 61%), Job Security (58%), followed with the Opportunity to Use Skills and Abilities (56%).

SHRM’s survey also discovered that only 38% of U.S. employees were very satisfied with their jobs.  This is daunting as side effects are many.  When satisfaction levels are low, expect high attrition, reduced productivity, lower work quality, sagging morale, and minimal collaboration, inspiration, and accountability.

Other interesting findings included:

  • Only 38% of employees “very satisfied” with the level of respect at work
  • 26% were “very satisfied” with their compensation
  • 33% were “very satisfied” with the trust between employees and senior management
  • 36% were “very satisfied” with their Job Security
  • 44% were “very satisfied” their Opportunity to Use Skills and Abilities

Another study showed that employee turnover is higher than it’s been in ten years, and the cost is equated at $160 billion a year (for U.S. companies alone).  This study also reported that  high performers deliver up to 400% more work than a worker that it is considered “average”.

As leaders, we have the ability to influence, and even increase most of these numbers. It’s up to us to set the standards, to utilize leadership behaviors that we hope others will emulate, and take action against the behaviors that are inappropriate or impact satisfaction levels.

We need to encourage interactions, collaboration, and inclusiveness; we need to set the stage for sharing and building on the inspiration and ideas of others, and to work together to make them even better.  We also need to acknowledge contributions and create a culture that everyone feels they are a part of.  We need to value differences (skill-sets, styles and behaviors), and we need to leverage the talents and “magic dust” (strengths) of others.

Bottom line – don’t waste talent, and take the time to build and sustain strong relationships so engagement levels soar!

Employees want to feel good about their organization and what it offers the world. They want to be able to say, ‘I like what this company stands for.’ If employees do not believe in their company or do not believe the company can successfully uphold its brand or reputation, they are likely to look for a different job – Gallup News

Why, How, What

Any organization can explain what it does; some can explain how they do it;
but very few can clearly articulate why.—Simon Sinek

Speaker and author Simon Sinek frequently provides thoughts about leadership success, and also shares his ideas about collaboration, change, trust, and results. He also created a leadership model called “The Golden Circle”.

At the core of The Circle is WHY.  Think of the WHY as your vision, your purpose, your passion, your beliefs, as well as the direction you want to take your organization.

Sinek believes that the commonality between ALL great and inspiring leaders starts with WHY. He also believes “very few organizations know why they do what they do” or why their organization exists, other than to make money.

Next, the model reflects that the CORE is surrounded by HOW.  The HOW’s are the actions and processes that shape our culture and our values and bring the vision to life. A critical component of HOW is communication.  You want to attract, engage, and retain those that fully believe your WHY.  He feels these are the people that will work for more than a paycheck; they will give it their all.

Next is the outer circle, the WHAT.  This is your business, your product, your service, etc.  Sinek shares that too often when promoting our business, we start with the WHAT.

We’re too anxious to learn pain points, to jump to solutions, to share how we can help. This is contrary to the beliefs of the The Golden Circle.

People care about relationships, and they care about your purpose, your passion, and your work culture.  Do you agree that leadership and success start with “WHY”?

Directions are instructions given to explain how.
Direction is a vision offered to explain why.
—Simon Sinek