LEARN A LITTLE:
Something to Think About
I was at a conference recently and a number of us were sitting together discussing the “secrets” of successful leadership. We ended up talking about a wide variety of topics and shared a wide variety of viewpoints. It caused me to think of my current list. The fact is that my list does seem to change from time to time. What follows are some current areas of observation.
Be Positive.
No one wants to work for or with a person who is always down, negative, cynical, or for that matter depressed. Interacting with such persons is energy-draining, demoralizing, and prompts avoidance behavior. You don’t have to be unauthentic and respond to every inquiry as to “How are you doing?” with the word “terrific”. Everyone has good and bad days, the question is, how are people experiencing you on most days?
There is abundant research indicating all of the benefits of having a positive attitude, not only for you, but also for the people working with you. Many authors, philosophers, and religious leaders have made the relevant point here, who you hang out with makes a difference to the shape of your mindsets, opinions, and interpersonal behavior.
Be Solution Oriented, Not Problem Oriented.
This is advice I give to anyone who ask about becoming a better leader. It clearly is a companion behavior to the construct of being positive. Some people are clearly more action oriented than others. Unfortunately, some staff spend more time worrying about the back burners than the front burners— there is a strong case for self-awareness in this leadership dimension.
An important question: “How long do you spend on the negative events that occur during the day?” Hopefully it’s not on assessing blame or punishing the guilty. We should certainly pay attention to the dynamics of negative problems and take follow up steps as necessary. Do note that one of the most debilitating things that can occur in teams is for the members to not know what follow up action is going to take place and when. Anxiety will consume the group and generate lots of unproductive thoughts. A question to be asked in the context is, “How long do problems hang around in your organization?”
Be in a Network.
It is very valuable to be part of a group of colleagues that are doing similar things, whether as a first line supervisor or even as a CEO. Early on in your leadership career, it may be an informal group within your own organization. There is much to be gained comparing notes on a multitude of issues, from problem solving, staff training, employee dynamics, to what your peers see as best practices.
As you progress in your career, it may be very desirable to be in such a group across other organizations. The group could be as small as 3 or as large as 5, 6, or more. These individuals often meet by phone, in person, or even by Zoom. Network members can be a source of encouragement as well as a conduit for information and resource sharing. Almost all of the top performing leaders I know participate in such networks.
Be a Talent Scout.
I have often shared my experiences as a talent scout beginning with the time I recruited early morning employees from donut shops. As a person who gets up early, I would often stop for a donut and cup of coffee on my way to work. It’s easy to establish rapport with these early bird employees especially when the shop isn’t being busy. I would observe their behavior, demeanor, work skills, and energy level. When the timing was right, I would ask these folks why they were working in a donut shop. Many times it was because of the fact that they sold themselves short. I often asked them what their purpose in life was, and then when appropriate to the person, I would ask them if they had ever considered working with people who were experiencing problems in living? The end of the story is that many people were recruited to a career as direct support employees serving others. I’ve used the same approach with employees working as cashiers, in retail sales, and seasonal workers.
It is possible to be a talent scout working to bring talented individuals into your workforce. But also think about scanning and being on the lookout for potential employees in the larger world who are capable of doing more responsible or challenging work.
The point of view being proposed here is to always be on the lookout for candidates that may be excellent employees for your organization.
Always Be Teaching.
This is always a good practice, but this “secret” is especially directed to those who lead teams. Teaching is critical when you note areas needing improvement in your area of responsibility. There are all kinds of ways of approaching this task:
- Simply share articles of interest.
- Share and discuss brief articles at the end of a regular team meeting.
- Ask team members if there are areas of interest that they might like to learn more about.
- Roleplay different interpersonal experiences. For example, discuss and explore possible problematic relationship or “exchanges” regarding non-team members or colleagues from another department.
- Don’t identify any specific concerns but simply share the fact that you came across an interesting idea and you would like their reaction.
- Be creative, use cartoons, news stories, social media, etc.
- Finally, and most importantly, be a reader. Not only will you grow, but so will your team members, as you share knowledge and insight that you have gained through your own growth.
You do not need to announce that you are “teaching”, simply work to make teaching a part of your management style and approach.
LAUGH A LITTLE:
REFLECT A LITTLE:
Proverbs 17:14 (NIV)
Starting a quarrel is like breaking a dam; so drop the matter before a dispute breaks out.
READ A LITTLE
Leading with Intention: Every Moment Is a Choice
Mindy Hall, PhD
(Copper Bay Press, 2014)
While written just over ten years ago, Leading with Intention is very relevant today. I came across the book recently while reading an article on leadership that shared a noteworthy observation. “Everything you do sends a message: what you say and how you say it, what you do and how you do it, even what you choose not to say or not.” The thought intrigued me so I bought the book, read it and now recommend it to you.
It is easy to read and understand and can be read in a rather brief time period. The book is also thought-stimulating, so I believe that people new to leadership will find it especially useful.
The insight that follows proceed from the five sections of the book.
Part 1: Recognizing Your Impact
- “Without awareness, you simply won’t have the data you need to make intentional choices about your behavior.”
- Intention is defined as “a determination to act in a certain way.” “Paying attention to who you are being is certainly not an easy path; it takes energy and hard work to be deliberate about how you will engage in each interaction.”
- “While awareness is the foundation, what you do with that awareness is what counts.”
- There are three layers of personal growth
- “The awareness layer lies at the core of growth: it is about cognition, sparking the brain to pay attention, and being able to see oneself with an objective eye.”
- “The integration layer takes that cognition and turns it into behavior.”
Author note: “It is the leap from the cognitive to the behavioral that is the hardest to make and causes the most frustration.”
- “The embodiment layer is about consistency over time. Growth is a process, not an event.”
- “How aware are you of how you are perceived”, both physically and emotionally?
- “Notice yourself. Be in the moment and watch yourself in the moment. How would you experience your actions if you were on the receiving end?”
- “People put all their energy into getting things done but don’t stop to think about who they’re being in the quest to get those things done.” “Who are you being while you are being?”
Part 2: Leading with Intention Takes Practice
- “What kind of environment do you create in your interactions with others? Your behavior in any interaction contributes to the dynamic. How would others describe the dynamic you create?”
- “Think of someone in your career who made you better at what you do. Now describe the person and the impact the individual had on your life.”
- “You are 100% responsible for the tone you set.”
- “As humans, we pay attention to data that reinforces what we believe.” “We all have mindsets…what is important is that you recognize your mindsets, and see their impact on the assumptions you are making and the actions you are taking, and then choose your behavior more intentionally.”
- “People will nurture what they help create.”
- “One of the fastest ways to build trust in any relationship is to do what you say you are going to do.”
- “What is your purpose? What are the words you live by and want to be known by?”
Part 3: Being Intentional in Your Communication
- “Determining how best to communicate in any given situation is both a skill and an art.”
“Never underestimate the impact of how a message is delivered.”
- “We typically do not spend enough time learning how to listen… we typically think about speaking and language.”
- “By choosing to actively listen rather than passively hear, you forge positive connections.”
- “When people feel heard, they feel valued.”
- “Hard work often doesn’t speak for itself; you have to speak for your hard work.”
- “With regard to the language you use, you have to engage people emotionally more than intellectually to move an organization.”
- “Speak in language that can be heard and understood, which does not separate but rather draws people in.”
- “With regard to your approach, people will engage with you on most any idea based primarily on two dimensions: their level of agreement with the idea and their level of personal trust either in you or in your ability to bring the idea to life.”
- A great Mark Twain quote, “Courage is resistance to fear, mastery of fear—not absence of fear.”
Part 4: Impacting Your Organization
- “It is context that gives meaning.”
- Knowing the context: “We all operate—whether willingly or begrudgingly—within a context, be it cultural, organizational, or familial. Context is the air around us; it encompasses the set of circumstances, conditions, and events that surrounds an interaction.”
- “Context will help you determine not only what to do but also how to do it.”
- “Organizations need leaders who operate from a centered understanding of themselves and their environment.”
- “How do you impact the culture and tone of the organization? How does the culture and tone impact you?”
- “Culture will develop by design or default; an organization’s ability to shape its culture is determined primarily by its level of intention.”
- Culture has “the power to unlock potential or shut it down…to infuse energy or drain it.”
- “Culture is the social energy built over time that can move people to act or impede them from acting.”
- “To truly change an organization, you need to pay attention to the white space between the organization’s boxes: the culture in which people work.”
- Here’s a thought: Consider “changing the company’s culture instead of its organizational chart.”
- “Culture is formed by invitation, not mandate; by commitment., not coercion.”
- “A key component of powerful leadership is the sense of connection leaders create with each other.”
- “Leaders must actively manage their presence in every interaction.”
- “It is an unmitigated fact that the leader of any team truly shapes the tone, results, and experience of the team.”
Part 5: Paying It Forward
The book’s conclusion reads more like an epilogue than a foundational element. It is very brief compared to the other four parts. I did find this thought helpful.
- “When you commit to a new possibility, it alters who you are; when you take a stand, it transforms who you are.”