Leaders developing leaders.

Leadership

We’re All Different

Strength lies in differences, not in similarities.
—Stephen Covey

Chances are your work culture is comprised of individuals that are not from the same “mold”; we’re all different in a variety of ways. What matters is how we embrace and leverage those differences.

As a leader, how and what are you doing to help others create and support an environment comprised of a variety of work styles and differences?

A few weeks ago we talked about a multi-generational workforce. Did you feel there were noticeable differences in styles and behaviors? Some feel yes, others say no.

We’ll add to those differences. Consider values, practices, traditions, race/ethnicity, religion and gender in addition to age. Now think about preferred styles such as Myers-Briggs, DiSC, Listening, and Managing Conflict. The differences are endless!

We all have biases and filters. What we suggest is taking the time to examine those biases and recognize the impacts on our relationships and mindset. Studies show that differences enhance learning; growth occurs when we listen, process, and understand things from a different perspective. We also have to understand that our way isn’t the only way!

We like to use leadership assessments that identify preferred styles and find this invaluable for teams and colleagues. The first step is becoming self-aware, and then we need to be cognizant of the styles of others.

Take the time to learn about teammates, colleagues, your boss, and others within your workplace. Share your background and what’s important to you and learn what’s important to others.

Listen to one another, openly exchange opposing perspectives, and treat all views respectfully and with an open mind!

We’re all different! Appreciate those differences and watch individuals and teams achieve more.

Our differences are our strength as a species and as a world community.
–Nelson Mandela

Leaders Developing Leaders

To succeed in life, become a leader and help others become leaders, too.
–Noel M. Tichy

Effective leadership entails many components and one of the most important ones, sometimes overlooked or not viewed as a priority, is committing sufficient time to develop and inspire others to strengthen their leadership skills and abilities.

Think about it – what organization or workplace would not benefit by building bench-strength, with the side benefits of increasing satisfaction levels and employee engagement while increasing results?

If the majority of your workforce feels their position is career related and not just a job, there’s a great likelihood they want to develop and grow. Jobs and careers differ with one of the major differences being that those viewing their position as a career often have professional goals. They want more!

As a leader, hopefully you share yours and your organization’s vision, mission and goals annually and also request them from your team members. What are the gaps that need to be filled? Is development planning jointly determined? Do you provide the time and financial resources to address them?

A Gallup poll reported that “opportunities to learn and grow” was one of the top three factors in retaining millennials and for attracting new applicants. In today’s work culture, the ability to hire the right person for the right job is becoming increasingly difficult. Competition is stiff with an abundance of opportunity. It’s up to us as leaders to:

  • consistently provide growth opportunities
  • address skill gaps so company productivity is not hindered
  • increase employee/team engagement to reduce attrition
  • encourage mentor/mentee relationships
  • invest in our people!

By investing in development, we as leaders create a culture that inspires new ideas, instills a desire to grow professionally, with an increase in results. How are you supporting the concept of “Leaders Developing Leaders“?

Could you do more?

The single biggest way to impact an organization is to focus on
leadership development.
–John C. Maxwell

 

 

Do You Share Your Magic Dust?

The meaning of life is to find your gift.  The purpose of life is to give it away.
—Pablo Picasso

Those of you that are Leadership Journey alumni are very familiar with our term “magic dust”. For those that are not, think in terms of what you’re good at, what comes easy to you, what you enjoy doing, and what some would say is your gift.

Think in terms of how you would define a good work day. Consider:

  • What gives you a sense of accomplishment?
  • What unique skills and abilities do you possess that impact your level of effectiveness and sense of adding value?
  • What qualities do you bring to your team or organization that others may not have?
  • Are you able to integrate your gifts/strengths both in your career and in your personal life?

Our “magic dust” differentiates us from others and often guides us to the type of work or career we find fulfilling. It’s fairly easy and natural to identify what we don’t like doing, and we generally know what we are not good at, but we’re not always aware of why we feel we had a great day at work and in general just feel good.

This may sound funny, but we have worked with leaders that excel at what they do, are acknowledged and rewarded for their accomplishments, but they quite simply don’t LIKE what they’re doing!

Hopefully that does not apply to you! What made you choose the position you currently have? Do you find it motivating and energizing?

Having a career that utilizes our special gifts/magic dust is what we aspire for. Do you make others aware of those gifts? Better yet, do you use your gifts to help achieve results and to develop others?  These skills and abilities are what we call “magic dust”.

Hopefully your leader is aware of your strengths, but they may not be aware of what you’re passionate about and the skills/tasks you enjoy doing most.  Share it!

The ability to do the kind of work you enjoy most will energize you, increase your level of fulfillment, and add to your sense of purpose.

What’s your “magic dust” and how have you shared it? We look forward to hearing your stories

I think the foremost quality–there’s no success without it–is really loving what you do. If you love it, you do it well, and there’s no success if you don’t do well what you’re working at.
— Malcolm Forbes

Four Communication Styles

Communication is the real work of leadership.
–Nitin Nohria

How often have you experienced communication issues? There are likely times when you are extremely effectively, yet other times when it’s a struggle. Why is that? In 2010, researcher/facilitator Kirk Bridgman identified 4 communication styles:  demonstrators, assertors, contemplators &  narrators

His descriptions are:

Demonstrators – People orientation, emotional approach. Focus on WHO.
Demonstrators are people-oriented, fast-paced and enthusiastic with open and casual body language. They tend to be animated and outgoing, and prefer an informal atmosphere. Demonstrators can be outrageous, spontaneous, excitable and sociable. They are ideas people who like to be in the limelight. If over-balanced in this style some weaknesses may show up such as being unreliable, self-centered, overly optimistic and indiscriminate.

Assertors – Task orientation, emotional approach. Focus on WHAT.
Assertors are fast-paced and direct, like Demonstrators, and are more task-oriented, than people-oriented. They tend to be hard working, ambitious, leader types. They are good at making decisions quickly and efficiently. They are goal-oriented, assertive and confident. Assertors are the take-charge people who let nothing stop them. If over-balanced in this style some weaknesses may show up such as being too impatient, competitive and judgmental.

Contemplators – Task orientation, logical approach. Focus on the HOW.
Contemplators tend to be analytical, detail-oriented, thinker types. They are persistent, good problem solvers, and pride themselves on their orderliness and accuracy. Often seen alone, they tend to have quiet, low-key personalities. If over-balanced in this style some weaknesses may show up such as being too withdrawn, rigid, closed-minded, and overly pessimistic.

Narrators – People Orientation, logical approach. Focus on the WHY.
Narrators are slow-paced and indirect like Contemplators, but they are more people-oriented like Demonstrators. They are warm, friendly, gentle and cooperative. They highly value relationships over goals. They are good at listening and tend to be open-minded. Most people find them to be loving, and emotionally intuitive. If over-balanced in this style weaknesses can show up as overly meek and easily sidetracked.

Understanding the differing styles and needs will improve communication in the workplace. Let us know how it works for you!

To effectively communicate, we must realize that we are all different in the way we perceive the world and use this understanding as a guide to our communication with others.
– Anthony Robbins

Mid Year Check In

A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better.
–John Quincy Adams

Can you believe we’re half-way through the year? That means it’s time to take a pulse of where we are and what we’d like to see accomplished prior to year-end. This includes identifying any struggles or challenges we’re facing (what are we losing sleep over?), as well as taking the time to recognize and celebrate our organization’s successes.

As leaders we need to:

  1. conduct an in-depth review of our organization as a whole
  2. meet with our direct reports or colleagues to assess progress (or lack of)
  3. regularly conduct formal one on ones with each team member to review their goal accomplishments and obstacles
  4. update individual development plans; address what training is necessary for individual career advancement and what is required to create organizational bench strength.
  5. provide feedback about how each employee can better help the company achieve its goals, and ensure all behaviors are aligned with realizing positive momentum.

During your meetings ask for opinions and advice for growth and how to attain goals. Discuss ideas for cost savings and waste elimination.  Ask what they feel is working well, and why. Equally important, ask what is NOT working well, or what is impacting results and growth.

Don’t wait!  Now is the time to set realistic expectations for what you wish to accomplish in the second half of the year.  Wishing you success!

Believe you can and you’re halfway there.
— Theodore Roosevelt

Is Your Leadership Style Black, White or Grey?

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. 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 grey is your new normal.

How grey is your style? Do you tend to value processes and results over people and relationships?

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

Employees, Leadership, and Loyalty

Success is the result of perfection, hard work, learning from failure, loyalty, and persistence.
—Colin Powell

Success in the workplace requires understanding your employees. Matter of fact, we’ll say that your employees are the biggest component of success, which means that without strong and effective leadership, and without feelings of loyalty, success will be lacking.

Ty Collins defines a loyal employee as: a person who has worked for your company and has always focused on the success of the company. This includes sacrificing their own time and interest to put more energy into the corporation. These selfless acts are measurable and done on a daily basis.

Loyalty is a two-way street. A company and its leaders must be loyal to their employees if they are to expect loyalty in return. John C. Maxwell feels loyalty boils down to COMPASSION.  His formula for achieving success is:

COMPASSION > COOPERATION > RELATIONSHIPS = RESULTS

As leaders, we must ensure employees understand the value they provide. Maxwell suggests we make it clear that our leader/employee relationship addresses the following:

DO YOU CARE FOR ME? 
Value your team as humans, not resources
People are more important than projects
Know what motivates each person
Share what you value most about each person

CAN YOU HELP ME?
Remember that it’s a two-way relationship
What can you do to help them grow and obtain their career desires?
Each person helps you and the organization most when you help them

CAN I TRUST YOU?
Keep your promises
Be consistent
Match your actions with your words

Achieving results is essential for growth and sustainability. As a leader, don’t lose sight on devoting time to your employees and building loyal relationships.

How do you view loyalty?  Is it a 2-way street?

Loyalty is a decision, a resolution of the soul.
—Pascal Mercier

Who, Me?

Accept responsibility for your actions. Be accountable for your results.
Take ownership of your mistakes.– Anonymous

Accountability. Chances are you know someone that struggles with this, and perhaps maybe even you.

To be a trusted leader, colleague, and friend, we need to be authentic and take ownership of our actions and behaviors.
E-Coach Associates is one of our Strategic Partners and their workplace performance tool QwikCoach shares the following about accountability:

  • Focus on results and “own” them. Successes are to be celebrated!
  • Own failures too. Learn from them; what could be done so they are not repeated?

DO

  • Take ownership.
  • Take responsibility.
  • Buy in completely.
  • Know/support the organization’s vision.
  • Focus on excellence.
  • Be persistent.
  • Overcome barriers.Stay the course.

DON’T

  • Let yourself off the hook.
  • Own successes but not failures.
  • Look to blame others.
  • Make excuses.
  • Over explain failure.
  • Take more credit than deserved.

And we’d like to add:
DO be realistic about the situation and impacts and take action before the issue escalates
DON’T point fingers
DON’T get caught up in the “Who, Me”? mentality.
DO give thought to what Moliere (French playwright, actor, poet, writer) says:

It is not only what we do,
but also what we do not do,
for which we are accountable

Accountability breeds response-ability.
–Stephen Covey

 

How Do You Define Leadership?

Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal. Leadership stems from social influence, not authority or power. Leadership requires others, and that implies they don’t need to be “direct reports”.
— Kevin Kruse

We’ve learned that the term leadership means different things to different people. We promote the idea that “everyone is a leader” regardless of title since we all have the ability to influence others. (Admittedly, this opinion is sometimes met with controversy!).

We also say leaders are continual learners and that they “take others where they have not been before and would not go by themselves”.

Some of PeopleTek’s Certified Professional Leaders have shared their definition of what a good leader is:

Fabio Abreu:
A good leader is one capable of supporting the vision and making others believe and work together on it. It is the one who challenges their team constantly, making them grow and rise as leaders as well.

Karthikesan Adhinarayanan:
A good leader backs his/her team during the most difficult of situations, takes more than his share of blame, and takes less share of credit from successes.

Chinwe Anyika, PhD:
A good leader is someone who is inclusive, does not compromise quality in talent or outcome, humble, inspires, serves and coaches everyone to be the best of themselves.

Thomson Attasseril:
Leaders enable people to truly develop to their full potential, which they would not have done on their own, and have a positive impact on their lives.

Rosaura Du Toit:
A good leader leads by example, feedback is perceived as a gift, he is present, genuinely listens and provides constructive feedback looking for a win-win solution/goal for both individuals and teams.

Franco Gentile:
Leadership is the ability to influence a group to achieve specific goals. It’s taking people where they’ve never gone before and wouldn’t go by themselves. **BUT also possessing the self awareness to recognize when they, too, need guidance to go beyond their own constraints.**

Jen Hartman:
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. I aspire to be a good leader in words and actions.

Delora Kirby:
A good leader really listens to their team but makes the tough decisions to do what’s right for overall health of the team and company. They openly support their team members and privately coaches them on areas of opportunity. They protect the team from the day-to-day stressors and keeps the team focused and motivated so they would have a high EQ.

Note: More may be viewed by clicking here.

Are there any definitions you especially align with? Any you disagree with? What about one you would like to add? Let us know!

Leadership is both a research area, and a practical skill encompassing the ability of an individual, group or organization to “lead”, influence or guide other individuals, teams, or entire organizations. Wikipedia

Huddle Up!

Huddles are short, sharp, focused, meetings. They generally involve the leadership team with the intent to improve communication and obtain support as needed.

Huddles aren’t just for sports teams. In a recent conference call, one of our clients mentioned that they hold daily “huddle” meetings with their leadership team to improve communication and keep one another informed.

This made us think back to a former leader we worked with years ago. She held huddle meetings with her department heads on Mondays and Thursdays to share planned changes/events and associated successes and failures, and to highlight any barriers or constraints that required assistance.

Huddles do not replace team meetings –   but rather are another vehicle to keep other leaders informed and to build relationships. These meetings are short; 15 – 20 minutes, with the intent that each leader provide “headline news” about their organization. If a colleague requires additional details about a topic, side meetings are to be scheduled only for those impacted. If a leader has nothing to share, they simply “pass”.

Getting started:

  • Set the frequency, rules and intent for the huddle and who should attend
  • Think of speaking in terms of “bullet points”
  • No one should speak longer than 1 minute (this is a variable you can change)
  • Encourage others to meet outside of the huddle if a deeper dive is needed – the facilitator should have no problem saying “please take it offline
  • If meeting in person, one recommendation is to stand, which helps keep the meeting short

Huddles are a great way to keep one another “in the know” and improve awareness of what is happening outside of one’s own team/organization.

It’s also an opportunity to support one another when needed resources or expertise can be shared to benefit other teams or organizations.

Do you hold huddle meetings? If held, could they add value for your organization?

The way a team plays as a whole determines its success. You may have the greatest bunch of individual stars in the world, but if they don’t play together,
the club won’t be worth a dime.
–Babe Ruth