Leaders developing leaders.

Collaboration

Can You Influence Without Authority?

LEADERSHIP IS INFLUENCE –John C. Maxwell

Influencing those outside of our reporting structure comes easier to some than others.

  • A good starting point is to validate that all involved have a shared goal
  • Next, evaluate required resources ex. Skill sets, time commitments, desired results and timelines
  • Consider everyone as equals
  • Listen to what others are thinking and feeling, as well as their ideas for completing the initiative, and any perceived obstacles
  • Expect conflict (remember, conflict is simply differing opinions)
  • Use the LEAP model – Listen, Empathize, Agree and Plan.
    • Agree on tasks and task ownership, and timelines
    • Jointly complete a plan to track achievements and “misses”
  • If the project has a champion, or if you have a mentor, request they review the plan for enhancements

Collaboration and cooperation are musts. We need to understand and leverage past relationships and experiences, as well as attitudes and beliefs.

All silos need to be torn down, and we need to take the time to understand what everyone brings to the table. What are the individual strengths? Where do people feel they add the most value? What do they enjoy doing?

Communication is also a priority. There are two different styles that are used in influencing others:

  • Openness in communication
  • Consideration for others

Our level of openness dictates how willing we are to share our experiences, our thoughts, and our emotions. (In contrast with volunteering minimal information).

Consideration is displayed by our willingness to accept and respond to others in the way they prefer, which may differ from our own preferences.

Obtaining results is good, but building lasting relationships is better. Take time for team and one on lunches, and maybe an after work social event, and make the time to create a work culture that helps everyone thrive.

Do you effectively “influence without authority”?

Divisive or Inclusive?

The effect of leadership failure on any organization of people is the same: Polarization, instability, and if left unchecked, destruction.
–Steve Tobak

We continually provide tips and share stories about becoming a more effective leader, and we also discuss optimal behaviors and skill-sets that the strongest leaders possess.  Why?  Because if we don’t continually work at being our best, we may find that we have unintentionally created instability or uncertainty, and find that our team is floundering.

Effective leaders set the tone for their entire team/organization. They share their vision, mission, goals, and strategies, and they create and communicate a roadmap for reaching the desired point of destination.

They focus on inclusiveness. They communicate. They clarify how each colleague can contribute to achieving shared goals. They help everyone understand how and why they each have a role, helping minimize obstacles within the roadmap.

In Deloitte Insights, Juliet Bourke and Bernadette Dillon published The Six Signature Traits Of Inclusive Leadership:

SIX SIGNATURE TRAITS

  • COGNIZANCE – Bias is a leaders Achilles heel
  • CURIOSITY – Different ideas and experiences enable growth
  • CULTURAL INTELLIGENCE – Not everyone sees the world through the same cultural frame
  • COLLABORATION –  A diverse thinking team is greater than the sum of its parts
  • COMMITMENT – Staying the course is hard
  • COURAGE – Talking about imperfections involves personal risk taking

These concepts should sound very familiar.  We equate them to:

Awareness  – of self and others and the value provided
Continual learning – never get complacent or lose the desire to improve and listen to differing perspectives
Emotional Intelligence – understand the difference between IQ and EQ and leverage the strengths
Collaboration – working together to find a solution is a win-win
Accountability, persistence and commitment – don’t give up despite barriers or failures
Courage – We coined the term CourageAbility™ (and wrote a book!)

Is inclusive leadership part of your work culture?

QWIKTIPS – click to read why FEAR IS A BARRIER TO SUCCESS

Do You Have A Need To Win?

I would submit effectively dealing with conflict is one of the most valuable skills a leader can possess.—Mike Myatt

Last week we talked about how many leaders struggle with addressing conflict, and as a result the conflict is sometimes avoided. We also shared that there is a time and place to be an “avoider”, but when used inappropriately, avoiders may be viewed as weak and unassertive.

Now we’re switching gears. Do you have a need to win? Are you uncooperative and assertive? Are you power oriented? If yes, you’ll likely score high in the “compete” style.  This style may not serve you well. You may win, but it also means someone loses; not an ideal work relationship!

For those familiar with the Myers-Briggs Type Indicator® (MBTI), the types most aligned with the competitive style are types ESTJ (extroverted-sensing-thinking-judging) and ENTJ (extroverted-intuitive-thinking-judging).

These types prefer facts and data, and may not be as concerned about the feelings and impact their style may have on others. Just something to be aware of!

All styles have a time and place and the compete mode is no different. It can be effective when:

  • You’ve considered all styles and competing is truly the most effective
  • Quick, decisive actions are vital (ex. emergencies)
  • When unpopular actions are mandated/non-negotiable (ex. cost cutting, audit points, rule enforcement)
  • When a stand must be taken and there is not time for collaboration
  • Defending something you know is correct
  • When one’s position is being challenged/insubordination occurs

We suggest using this style on a limited basis as the consequences may include:

  • Feelings of intimidation which may shut down lines of communication
  • Strained relationships
  • Resentment and retaliation
  • A lack of commitment
  • A lack of caring

When there is a need to use the “compete” mode, pay special attention to your tone and body language. There’s no need to make the situation even more confrontational than it already is.

As we’ve stated before, conflict in the workplace is unavoidable; what’s key is to prevent the conflict from escalating into an unhealthy situation.  Productivity, communication, collaboration, inspiration, morale, and growth will all suffer if not properly managed.

The “compete” mode has a time place, just use it sparingly!

THIS WEEK’S QWIKTIP!

QWIKTIPS – click to read about ACTIONS and BELIEFS

 

Self Control

Self-control, an essential quality for any leader and team if they are going to perform near to their capability. It is necessary that the leader demonstrates self-control if he expects his team to have self-control. Craig Impelman

How’s your self-control? When your “buttons” are being pushed can you immediately feel the discomfort? And, despite this ill feeling, do you have the ability to think calmly and respond appropriately? It’s not easy.

Having the skill to respond with purpose and remain composed is something that we as leaders need to strive for on a daily basis. We need to continually improve our communication, interactions and relationships with our staff, customers, and situations.

Our level of effectiveness is directly tied to self-control and being aware. We all have hot buttons and we all know individuals that seem to have a “gift” to light those buttons up. Some common items that lend themselves to control issues include:

  • Inaccurate/incomplete information
  • Not being informed of problems
  • Insubordination
  • Lack of commitment or accountability
  • Lack of effort and collaboration

When things happen that we didn’t expect, others are watching us to see how we respond. Once we lose our composure, the damage is done and may not be recovered from even when our composure is restored.

Highly effective leaders are in control of their emotions at all times. We may need to postpone a response, use the restroom, or take an “urgent” call allowing us time to regroup and regain our control.

Remaining calm under pressure takes work. What techniques do you use that enable you to be composed and in control?  Let us know!

THIS WEEK’S QWIKTIP!

Click to read how to STAY COOL

Collaboration in the Workplace

Unity is strength… when there is teamwork and collaboration, wonderful things can be achieved. Mattie Stepanek

Last week we talked about how we’re all on overload and need to ensure that our interactions and meetings are meaningful and that we create the “right” environment.

Today we’ll take it a bit deeper and focus on COLLABORATION. Kenneth W. Thomas and Ralph H. Kilmann created a Conflict Mode Instrument which includes 5 components; today we’ll only address COLLABORATION.

They define COLLABORATION as:

  • Assertive and Cooperative – Win/Win
  • Working together to find a solution that fully satisfies the concerns of both
  • Digging into an issue to identify underlying concerns and finding an alternative that meets both sets of concerns
  • The downside of collaboration is that it may be time consuming, so reserve it’s use for major issues, be willing to truly listen, and obtain alignment on what you’re trying to achieve.

Natalia Jones and Jean Scheid provide another perspective on collaboration. Excerpts include:

Advantages of Collaboration in the Workplace:

  • The Collaborative Process Combines Different Perspectives
  • Workplace Collaboration Encourages Creativity
  • Collaboration Takes Advantage of Synergies
  • Workplace Collaboration Brings Balance to Decision Making
  • Collaboration May Improve Delivery Times (as a result of working together)

Disadvantages of Collaboration in the Workplace:

  • The Incidence of Group Think (when stronger personalities take control)
  • Possible Ambiguity in Roles and Responsibility (lack of defined “who” does “what”)
  • The Cost of Collaboration May Be High (large numbers of participants can equate to greater time and cost)
  • Collaboration Often Leads to Longer Decision Times (how many decision-makers are involved)
  • Conflict Within the Group (ineffective communication can cause clashes and muddle objectives)
  • For more visit: http://www.brighthub.com/office/collaboration/articles/73856.aspx.
    We still view COLLABORATION as a win-win skill-set. What do you think?

QWIKTIPS –

BEHAVIORS OF SUCCESSFUL TEAMS – click to read more!

3 Needs of High Performers

Defining a High Performer

How would you define a high performer? What skills/talents would they possess?

And, from a differing perspective, has your definition of a high performer and the required skill-set changed from a few years ago?

If you answered yes, you’re in good company!

Don’t lower your expectations to meet your performance. Raise your level of performance to meet your expectations. Expect the best of yourself, and then do what is necessary to make it a reality.
–Ralph Marston

3 Critical Skills High Performer Need

CEB, a leading member-based advisory company, published their annual Executive Guidance update where they identified critical competencies required by high performing employees. They identified the top 3 critical skills as:

  1. Adapting to change
  2. Willingness to collaborate
  3. Ability to apply sound judgment

Change

We’ve talked a lot about change. In a recent survey we conducted, only 11% of the respondents feel they manage change effectively.

We need to expect that change will continue to occur at a rapid pace, and with it, discomfort and uncertainty. Use clarity and communication to lessen levels of anxiety, and make it a priority to understand and clearly communicate all changes and associated impacts!

Are you part of the 11%?

Collaboration

An effective leader is proficient in managing relationships and building networks.  They must also possess the ability to find common ground and build rapport which significantly improves results, satisfaction levels, and trust.

Keep in mind that the nature and speed of work that is required does not lend itself to developing relationships or for allowing time to develop the necessary skills, but they are essential for achieving success.

Sound Judgement

Understand what’s going on around you; take the time to process what you feel and think before readily agreeing or disagreeing with anything. Be prepared! Is “homework” required? Research ideas and share the knowledge you’ve acquired.

Skills are also required for prioritizing what must be done (by when), for solving problems, and for making timely and sound decisions.

Make the time to plan and set your priorities.  Distinguish the urgent and important tasks from those that can wait, and identify which will help you achieve your goals.

One last need of high performers: Knowing yourself and others

High performers are self-aware; they know and use their strengths and passion (magic dust). They also understand the strengths and passion of others and leverage this knowledge to achieve results through collaboration.

Do you consider yourself to be a high performer? What could change in your organization to increase the number of high performers? How can you help?

QWIKTIP BONUS: 5 COMMON LEADERSHIP MISTAKES