Leaders developing leaders.

Leadership

Is It Time For 360’ Feedback?

It takes humility to seek feedback. It takes wisdom to understand it,
analyze it and appropriately act on it.
–Stephen Covey

Most of us experienced an abundance of change in 2020 in both our personal lives and in our work environment. During this time how readily did we adapt and help others adapt? Do we have a strong sense of any changes in our leadership style and behaviors? What about how communication and relationships were impacted?

We may not be aware of any changes in ourselves, but this could be a great time to solicit formal 360 feedback from others and obtain their thoughts.

Wiley’s Everything DiSC 363® feedback tool is one of our assessments of choice. It focuses on 8 Competencies:

1. Pioneering – Finding Opportunities, Stretching The Boundaries, Promoting Bold Action

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

3. Affirming – Being Approachable, Acknowledging Contributions, Creating A Positive Environment

4. Inclusive – Staying Open To Input, Showing Diplomacy, Facilitating Dialogue

5. Humble – Maintaining Composure, Showing Modesty, Being Fair Minded

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

7. Resolute – Setting High Expectations, Speaking Up About Problems, Improving Methods

8. Commanding – Showing Confidence, Taking Charge, Focusing On Results

Obtaining anonymous and confidential feedback from your boss, direct reports, colleagues/peers, vendors, and strategic partners will provide you with invaluable information. And, the process includes a self-evaluation so you are provided with a comparison of your perceptions from those of others, with the results debriefed by an executive coach.

How could you benefit from hearing what others have to say?

Positive feedback makes the strong grow stronger and the weak grow weaker.
—Carl Shapiro

 

Lead By Example

When you lead by example, you make it easy for others to follow you.

A recent survey conducted by Opinion Research Corporation asked “what one trait is most important for a person leading you“?  Their findings may surprise you. The results are:

26%  Leading by example
19%  Strong ethics or morals
17%  Knowledge of the business
14%  Fairness
13%  Overall intelligence and competence
10%  Recognition of employees

Since Leading By Example ranked highest, does that imply that many leaders are NOT leading by example? That they don’t actively support a shared vision and goals? That integrity and accountability are not part of their daily behaviors and activities? That they expect things from others that they wouldn’t or don’t do? That they don’t manage conflict or give honoring feedback? That communication may be lacking, unclear, or inconsistent? We’re not sure, but as leaders we need to be mindful that leading by example is a major “want”.

John C. Maxwell shares what he calls the “The Law Of The Picture” and says “People do what people see”. (Excerpts from his 21 Irrefutable Laws of Leadership)

1. Followers are always watching you.
If the bosses come in late, then employees feel that they can, too. If the bosses cut corners, employees cut corners. People do what people see. Followers may doubt what their leaders say, but they usually believe their actions. And they imitate it.

2. It’s easier to teach than to do.
Nothing is more convincing than people who give good advice and set a good example.

3. We should work to change ourselves before changing others.
A great danger to good leadership is the temptation to try to change others without first making changes to yourself.

4. The most valuable gift a leader can give is being a good example.
More than anything else, employees want leaders whose beliefs and actions line up. They want good models who lead from the front.

Make sure you set the example you want others to emulate. Would you want to work for you? Was there any hesitation answering that question? If yes, dig deep and assess what changes could be made so the answer becomes a resounding “yes”!

The reality is that the only way change comes is when you lead by example.
— Anne Wojcicki

FLY – First Lead Yourself

Go out and lead the world; but never forget to begin by leading yourself . . .
–Israelmore Ayivor

In the early 2000’s we started having discussions and giving speeches about “FLY “- First Lead Yourself, Then Lead Others”. It turns out that we were not alone in this concept so we’ll share what it means to us.

Basically:

  • As leaders we must first understand essential  leadership behaviors and apply them in our daily interactions
  • Once we possess those skills we can begin to effectively lead others
  • We need to commit to continually hone and further develop our skills
  • Leadership is a process, not an event!

We also believe the most impactful leaders possess the following behaviors:

  1. They work on self-awareness and learn how to best engage others
  2. They understand and leverage their “Magic Dust” and the passion and skills of others
  3. Their Vision, Mission, Goals and Measures have been communicated and are fully supported by their behaviors (VMGM=B)
  4. They communicate with others in the preferred style of the message receiver
  5. They have clearly defined roles, responsibilities, and desired results     
  6. They not only hold themselves accountable, they encourage others to do the same
  7. They honor & embrace conflict as it can spark innovation and inspiration
  8. They influence others through their interactions and behaviors
  9. They build and nurture authentic, lasting relationships
  10. They provide timely and meaningful feedback, and regularly solicit feedback so they can continue to grow
  11. They make others feel valued and inspire others to learn more and do more 
  12. They support career growth

Do you FLY? If yes, do you feel equipped to lead others and help them lead themselves?

If you can lead yourself when nobody is following,
people will follow when you are not leading.
— Saji Ijiyemi

What’s a Bad Boss?

People don’t leave bad jobs, they leave bad bosses.

What type of boss do you like? Better yet, what type of boss don’t you like?

We all learn from work experiences which include the culture, colleagues, our roles and the work itself, and at the top of the list is the relationship one has with their boss.

In the past we’ve suggested looking for leadership behaviors and styles you want to emulate. How did others make a difference? Why are they able to build strong relationships? Why are people drawn to them? What do they do to encourage and motivate others for goal attainment?

Now we’ll switch directions – what behaviors and styles do you dislike or find un-motivating or even upsetting?

A Gallup study of 7,272 found that 50% of employees quit their job to get away from their boss. That’s impressive and not in a good way.

The most common items that negatively impact boss relationships include:

Communication
-Is it consistent and meaningful?
-Are meetings regularly scheduled?
-Is the boss reachable when needed?
-Is communication limited to work or does it include a “personal” check in?
-Can difficult discussions be held that are healthy and respectful?

Performance Management
-Are successes recognized?
-Are skill gaps developed?
-Is feedback regularly provided?
-Is everyone treated fairly?
-Does favoritism exist?

Utilizing strengths
-Is the boss aware of each contributor’s strengths and the value they add?
-Are work assignments given based on strengths and “magic dust”? (passion and skills)
-Are team members encouraged to collaborate and learn from one another?
-Are innovation and change encouraged?

These are just a few items that are attributed to “bad bosses”. What should we add to the list? What are you doing to ensure you’re not considered a “bad boss”?

I am thankful for all those difficult people in my life,
they have shown me exactly who I do not want to be.
Author unknown

Servant Leadership

Servant leaders give more of themselves not because they have to, but because they want to.
—Jeffrey Hayzlett

Are you familiar with the term Servant Leadership?  If yes, what does the term mean to you?

In 1970, Robert K. Greenleaf, coined the phrase and wrote about it in his essay: “Essentials of Servant Leadership”.  Greenleaf’s position is that the servant-first leader ensures that other people’s highest priority needs are being served, and that servant leadership is about helping others grow.

Former president of the Robert K. Greenleaf Center for Servant Leadership, Larry C. Spears, states that the 10 most important characteristics of servant leaders are:

  1. Listening
  2. Empathy
  3. Healing
  4. Awareness
  5. Persuasion
  6. Conceptualization
  7. Foresight
  8. Stewardship
  9. Commitment to the growth of people
  10. Building community

Jeffrey Hayzlett, author, speaker, and TV and radio host shares another Servant Leadership definition: a philosophy and set of practices that enriches the lives of individuals, builds better organizations and ultimately creates a more just and caring world. He also shares the following 4 steps for developing into a better servant leader:

  1. Encourage diversity of thought
  2. Create a culture of trust
  3. Have an unselfish mindset
  4. Foster leadership in others

Despite the definition differences, the concepts remain the same – to help others. As a leader, are you helping individuals grow and thrive in their skills and abilities?

Servant leadership is a leadership philosophy in which the main goal of the leader is to serve. This is different from traditional leadership where the leader’s main focus is the thriving of their company or organizations. –Wikipedia

MLK Jr. and Leadership

No person has the right to rain on your dreams.
–Dr. Martin Luther King, Jr.

This week we celebrated the life of Martin Luther King, Jr.

Dr. King was a minister, a civil-rights activist, a Nobel Peace Prize winner (1964), a promoter of equality, an inspiration for harmony and growth, and a great leader. He has been quoted hundreds of times, and we wanted to highlight a few:

A genuine leader is not a searcher for consensus but a molder of consensus.
As leaders it’s up to us to rally team members, ensure shared goals are supported, and to create opportunities for collaboration.

Learn a little about the past, and you may end up with a pretty nice future.
Awareness is key! What worked well? What changes could be made to be more effective?

If you can’t fly then run, if you can’t run then walk, if you can’t walk then crawl, but whatever you do you have to keep moving forward.
Not everything goes as planned, expect and plan for obstacles and be persistent.

We must accept finite disappointment, but never lose infinite hope. Courage faces fear and thereby masters it.
Successful leadership requires courage. Leaders empower themselves and others to go farther than they ever dreamed possible.

People fail to get along because they fear each other; they fear each other because they don’t know each other; they don’t know each other because they have not communicated with each other.
Clear and timely communication, inclusion, and building relationships eliminates walls.

And, we’ve shared this before but it’s worth sharing again. Professor Wadhwa provides the following insights from Martin Luther King, jr’s “I HAVE A DREAM” 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

May no one rain on your dreams, may you inspire others to never give up on theirs, and may doing “right” always be a priority!

The best way to solve any problem is to remove its cause.
–Dr. Martin Luther King, jr.

Are You Still Learning?

Work harder on yourself than you do on your job.
—Jim Rohn, Author, motivational speaker

Hopefully as a leader you are committed to being a continual learner.  You’ve grown over the years and are in a leadership role but what does that mean? There are numerous ways to define Leadership.  Part of what PeopleTek promotes is:

We believe everyone is a leader, regardless of title or reporting structures since we all have the ability to INFLUENCE others.

Strong and effective Leaders take others where they’ve never gone before and wouldn’t go by themselves.

And, we also believe effective leaders are continual learners.

Author and motivational speaker Jim Rohn shares the need to commit to self-development and identifies 7 “must have” leadership traits:

  1. Learn to be strong but not impolite
  2. Learn to be kind but not weak
  3. Learn to be bold but not a bully
  4. Learn to be humble but not timid
  5. Learn to be proud but not arrogant
  6. Learn to develop humor without folly
  7. Learn to deal in realities

What were your thoughts when you read through the list? How many have you mastered?  Which could you further develop?

Did any names come to mind (colleagues/clients/bosses) where you thought these traits were either consistently displayed or severely lacking?

It’s the beginning of a new year and the perfect time to establish goals and commit to self development.  A simple start is to pick two areas:
– A strength you already have (how can it be further
developed?)
– An “opportunity” to strengthen (which from the list
left you feeling uneasy?)

Are you still learning? Be a life-long learner!  Having the desire to continually grow your wisdom, knowledge and skill-set prevents stagnation and increases the likelihood of success.

Learning is not a one-time event or a periodic luxury. Great leaders in great companies recognize that the ability to constantly learn, innovate, and improve is vital to their success. – Amy Edmondson

 

2021 Needs Versus Desires

The will to win, the desire to succeed, the urge to reach your full potential…
these are the keys that will unlock the door to personal excellence.
–Confucius

We dealt with the challenges that 2020 provided us, now it’s time to assess if/how our needs and desires have changed from last year or if they have pretty much remained the same.

Things to consider:

From an individual perspective:

  • Where do you want to be more impactful? (personally and professionally)
  • What development area(s) would help most with your growth? (financially or intellectually)
  • Are there relationships that need to be developed or strengthened?
  • How are your communication skills? Do you over or under communicate?
  • Do you schedule time for you? (To use however you choose!)
  • How could your life be more meaningful?

From an organizational perspective, do your colleagues/direct reports:

  • Support shared goals?
  • Trust one another?
  • Engage in healthy conflict?
  • Hold one another accountable?
  • Collaborate on achieving collective results?
  • Support an agile mind-set?
  • Embrace differences? (values/culture/gender/behaviors/styles)

What are your “needs” for 2021?  What about your “desires”?  How are you differentiating them?  We suggest that you:

  1. Write them down
  2. Prioritize them (and add target completion dates)
  3. Consider any barrier that could get in the way
  4. Document any dependencies
  5. Track your progress regularly (at a minimum, monthly)

    May all your wants and desires be fulfilled!

The starting point of all achievement is desire.
–Napolean Hill

Leadership Self-Assessment

You need to assess yourself on a yearly basis and see how far you have gone
and what you still need to work on.
–Sunday Adelaja

For those familiar with our book “12 Steps For Courageous Leadership” you’re aware of our belief that courage is the most important attribute required in order for leaders to be effective and successful.

Below are the 12 “Courageability” factors we’d like you to self-evaluate. Score yourself from 1 – 10
(1 = poor and 10 = superb).

Score

_____ Lives and works with passion

_____ Documents and shares your goals

_____ Commits to addressing and tracking your goals

_____ Understands and leverages your strengths and the strengths of others

_____ Communicates with confidence and clarity

_____ Manages conflict and understands how it can be inspirational

_____ Develops others

_____ Effectively delegates

_____ Continually commits to enriching your skill-set

_____ Remains controlled at all times

_____ Consistently rewards and recognizes others

_____ Learns and grows from failures

How were your scores?  Were any below 7?  What about less than 5?

Are you a courageous leader?

Take time to regularly assess how you spend your time. Be ready to make changes that suit the goals pursued at a particular time.
― Israelmore Ayivor, Shaping the dream

 

What Makes A Good Boss?

A boss creates fear, a leader confidence. A boss fixes blame, a leader corrects mistakes. A boss knows all, a leader asks questions. A boss makes work drudgery, a leader makes it interesting.
—Russell H. Ewing

Last week we discussed employee satisfaction levels, servant leadership, and “worst leadership behaviors to avoid”.  Today we’ll provide a list of desired leadership skills and abilities that our clients have shared with us over the years:

  • Great leaders are great listeners. They listen so closely that others feel that they’ve been heard.
  • Great leaders genuinely care about their staff’s careers not just performing a task. They show this by having one-on-ones that focus on their staff or even their peers and by providing mentoring and coaching.
  • Great leaders understand different types of people and how to treat each one as unique and special. They understand and respect if some individuals need space to think and plan.
  • Great leaders stretch their people to excellence.
  • Great leaders are in the boat with you and have compassion for the things you’re experiencing. You can feel their involvement and they make themselves visible during difficult times.
  • Great leaders truly feel PEOPLE really come first because of their actions, not just by what they say but rather by what they do.
  • Great leaders paint and clarify the vision.
  • Great leaders are inspirational and motivate others.
  • Great leaders reward, recognize, train, and create promotional opportunities.
  • Great leaders manage conflict and differences to help individuals and organizations grow.
  • Great leaders are consistent.
  • Great leaders lead by example and focus on the big picture.

We’ll also add one component that we view as essential: TRUST. As Patrick Lencioni says, trust is the foundation for success.

This list could certainly be added to, but are there any that you disagree with? Let us know!