The Leadership Looking Glass – What Mask Are You Wearing Today?

As leaders, we often get so caught up in our day-to-day responsibilities that we forget to think about how we come across to the people around us, and how their actions, communications and concerns may be driven by their perception of the persona we put forward.  When was the last time you took a long gaze in the leadership looking glass? Are you showing up at work as your authentic self or is there a mask that gets in the way?  In honor of Halloween, let’s look at some typical masks a leader might wear. Do you recognize yourself in any of them?

The Super Hero

You have confidence, boundless energy and can seemingly handle any problem that comes your way (“Bring it on, tall buildings!”) You are protective of your team.  In your need for speed you often charge ahead with activities that could be delegated.

While your team may admire your ability to “handle it all,” they’d like the chance to solve issues and take on more responsibilities and, perhaps, risks themselves. They may be hesitant to give you honest feedback or make alternative suggestions as you appear to have it all under control.

The Alien

You’re distracted right now – could be the job, could be personal issues – and your mind seems to be on another planet. You’re communicating less frequently with your team, and you appear out of touch with their projects and issues.

Your team is wondering where you parked the UFO.  They miss their leader, and are frustrated with the gap left by no clear direction.

Your lack of communication has made them stop trying. Some are considering
abandoning ship.

The King

You may ask for ideas and input, but in the end you like things “your way.”

You have tendency to redo your team’s work rather than discuss or give them constructive
feedback because it’s faster and, well, you know how it should be done.  You sing “I Did It My Way” in the shower.

Your team is beginning to lose confidence in their skills and ability to make an impact. They’re hesitant to make suggestions because they know they’ll be rejected or ignored.  Some are beginning to wonder why they show up at all.

Angry Bird

You’re not happy at work right now and it shows in your attitude.  You snap at team members and colleagues, you have no patience for work that is less than what you expected or later than when it was due, no matter the reason. You delegate as much as possible.  You’re frequently unavailable.

Your team is feeling overworked and underappreciated. You appear unapproachable so they’re afraid to communicate their thoughts and feelings to you.  The less you communicate with your team, the less they communicate with each other.  The silos have been built, and collaboration is not a priority.

At Halloween you can put on a mask and be whoever you want to be.  But Halloween is one day. The rest of the year you need to remove the mask and be a strong, dependable, and visionary leader.  Only then will you be able to move yourself, your team and your organization forward.

Till next time,

Karen

P.S. Our new website launch is just days away! Stay tuned!!

How Would YOU Say It in Only Six Words?

What are the chances you can convey your message in 6 words?
Impossible, you say…

A few years ago SMITH Magazine published Not Quite What I Was Planning: Six-Word Memoirs by Writers Famous and Obscure. The book, inspired by a six-word story said to be written by Ernest Hemingway (“For sale: baby shoes, never worn.”) was a compilation of six-word memoirs submitted by SMITH readers.  Since then, SMITH has come out with additional six-word books on a variety of life topics, including love, Dads and work.

So it’s gotten me thinking. What if we look a bit deeper into the work topic and talk, say, about your leadership style? Or how you communicate? Or your learning style? Or the value you bring to the organization. What would that six-word elevator pitch be? I’d love to hear it.

To give you some inspiration, here are a few examples from the original book:

Mistook streetlight for the moon. Climbed. – Zack Wentz

It was worth it, I think. – Annette Laitinen

Still lost on road less traveled. – Joe Quesada

Former band nerd dreams big dreams. – Jesse Poe

And here are a few we’ve come up with on our topics:

Leadership style:

I set the vision. They execute.

Inspire. Support. Let them surprise you.

Communication style:

Two ears. One mouth. Use proportionally.

Learning style:

I learn something new every day.

Value:

Turned team around. Now profits soaring.

OK. Now it’s your turn. Let’s hear YOUR six words on leadership, communication, learning or the value you bring.

Please share…

Till next time,

Karen

Adapting Your Leadership Style for Improved Results

As leaders, each of us has a certain leadership style. Much of it stems from who we are at our core, flavored by the experiences and examples we’ve had on the journey here.  With that said, it’s important for us to continue to learn new skills and adapt who we are based on our audience.

As we grow in our leadership role, we need to be very clear about our leadership competencies – both strengths and weaknesses. There are a gazillion leadership models out there.  But what does leadership mean to you? Do you lead with vision? Do you lead with drive? Do you lead to deliver? Or do you lead through people? You probably tend toward one or two over the others, but you should have capability in all four competencies. The key is learning to flex them appropriately based on the situation.

Think of the best leader you’ve ever had. What do you think their leadership preference was – Vision, Drive, Deliver, or People? Now think…how well did they adapt to accommodate all four leadership competencies to be the best leader?  Each person must flex at certain times to get the desired outcome. If a leader becomes too rigid in doing things their way, they may have people who are only following because they’re afraid of the consequences of doing otherwise. You and I both know that we don’t get the best out of our employees in a fear-based environment.

Our great leaders are clear about who they are as leaders, are capable of flexing when it makes sense, and are willing to hold their ground when it is right for the business. They have a backbone, and will make what they believe is the RIGHT decision, even if it’s not the POPULAR decision.

As a leader, you want people to follow you because they trust you, and because you are stretching them by providing opportunities they would not have without you. You want them to follow you because you have created a vision and they can see the connection between the organization’s goals and their own goals. People will stay…or leave…because of you. We’ve all heard about the Gallup Poll that found people don’t leave organizations, they leave their managers. If you are not willing to adapt your style, you will have a large exodus of employees. There are endless formulas for turnover costs.  Let’s just use the one that says turnover costs for a mid-level employee equal 150% of that employee’s annual salary. That isn’t pretty for the bottom line, and won’t reflect very favorably on the leader.

So think about your people. How do you need to adapt these four competencies – Vision, Drive, Deliver, People – to ensure that you create and maintain an environment of trust and productivity for sustainable business results?

Want to learn more about leadership and communication styles? Check out our assessments at PeopleThink.biz.

Till next time,

Karen

Communicating from Your Strengths

Have you ever walked away from an interview, a meeting or a presentation and had that sinking feeling that what you were saying wasn’t what your audience was hearing?  Or have you ever wondered why you can have an amazing connection with someone you’ve just met, yet never seem to be on the same wave length with someone you’ve worked with for ages?

Each of us leans toward a particular communication “style.”  Understanding that style, and adjusting it to meet the needs of a situation and/or your audience, will help you communicate so that you are truly “heard.”

Rate the following statements from 1 to 4, with 1 being “most like me” and 4 being “least like me” to determine your preferred style. Then read the corresponding tips to learn how to leverage your strengths and adjust your style for more effective communication. We’ve labeled the four styles A through D as a reference for the tips below.

Determine your style – Rate each style from 1 (most) to 4 (least)

___I tend to focus on facts and details, and take a structured approach to my work.  I like to have all relevant information before making a decision.  I don’t do hugs at work. (A)

___I am naturally informal and laid back. People often confide in me because I’m a good listener.  I tend not to direct where a conversation goes. I’m uncomfortable with conflict.  (B)

___I am energetic and animated when speaking. I love to discuss creative ideas.  I may switch from topic to topic within the same conversation.  I prefer big picture, vision talk. Spare me the details!  (C)

___I get to the point quickly and appreciate others who do the same.  I focus on action.  I don’t shy away from conflict.  If a meeting or project is stalled, I’ll get it going.  (D)

Leverage your strengths

Each style brings unique value to a team, a project, an organization.  You have all four styles within you.  The key is knowing when to pull from your less dominant styles to adapt to a situation and communicate more effectively with the people around you.

If you rated yourself highest in “A” your strengths are ensuring that all details are covered so that nothing falls through the cracks. You like structure and process. You need to be aware, though, that overusing your strengths can turn off others, meaning you won’t be heard. Those who are higher “D” will want a quicker decision. Those who rate higher as “C” will want less detail.

If you rated yourself highest in “B” your strengths are promoting harmony and ensuring that everyone’s input is heard. Remember that conflict can be a good thing when managed constructively and often leads to innovative ideas.  Engage those who are high “D” by discussing the tough topics.

If you rated yourself highest in “C” your strengths are creating a vision and bringing energy and a sense of fun to the task at hand. Recognize, though, that others may interpret your energy and fun as a lack of commitment and focus. Have details available for those who need them. Get to the point quicker when communicating with those who focus on action. And stay on topic for those who are strong “B”s.

If you rated yourself highest in “D” your key strengths are decisiveness and moving a conversation, a team or a project forward. You are direct in the way you communicate. Understand that others may interpret your directness as arrogance, or worry that a speedy decision will miss important details. To ensure that you are heard, slow your pace a bit for those who are high in “B”. Outline the decision process for those who need the details. And map to the vision for those who focus on creativity.

Want to learn more about your style and how to recognize and adapt to others?  Check out the PeopleThink assessments.

Till next time,

Karen

Cranky Employees Rule!

Yep…you read it correctly, Cranky Employees are Ruling our world.  And…that is not a good thing.

There have been two surveys providing us the data. The first one, Right Management’s snapshot survey, showed the satisfaction of the U.S. and Canadian worker:  19% Satisfied; 16% Somewhat satisfied; 21% Somewhat unsatisfied; 44% Unsatisfied.

YIKES…that means 60+% of employees are not happy!

Mercer’s What’s Working™ survey showed that a third of employees throughout the U.S. and Canada are looking to leave their organization.  To translate, this means 1 in 3 employees are thinking about moving to another company.

No matter how you slice and dice the above numbers, it’s not looking good for business. Think about this – if you are leading an organization of 9 people, 3 of them at this very moment are thinking about jumping ship.  Do you know who they might be?  Can you afford to lose 3 of your team members? Now, ask yourself this question – are you one of the team members who would like to jump?  If yes, are you showing signs of dissatisfaction to your team or to your leader?

I think we all have a pretty good idea of “why” employees are dissatisfied. Let me provide a short recap:  Since the global economic downturn that started in 2008, there have been layoffs; more work with fewer people to do the work; long hours with expectations of availability 24/7; cuts in pay and benefits; reduced job security – uncertainty of position and job; fewer advancement opportunities; limited training and development; colleagues throwing team members under the bus; tempers flaring; leaders demanding more and more; less appreciation; stress off the charts. You get the idea…

We have become a fear-based, working-wounded culture. And, how will we move an organization forward and build a first-class employee base if we are coming from a place of fear and stress?  We won’t.

Here are 4 things employees need and want.  Leaders, pay attention.  Employees need to feel:

1. Valued:  Treat your employees with respect. Let them know that what they bring to the organization is appreciated, needed and valued. Say “thank you” and mean it. Look them in the eye. Have their back. Let them know they can count on you. Smile. Laugh.
2. Connected:  We all need a community. Build your group so they want to be part of the team.  Create a team environment of trust and accountability. Hold everyone to the same standards. Build loyalty and be loyal. Smile. Laugh.
3. Challenged:  People want to grow and learn. Provide your team members with stretch goals that help build their skills. Sit down with them and “ask” what they want to do. They are responsible for their career growth, and you are the one who can provide accessibility to growth opportunities. Have a conversation and help them attain their goals. Smile. Laugh.
4. Recognized:  Pay your employees competitively. Duh!!!! And then, ask how they want to be recognized outside of salary/benefits, etc., when they have done something above the call of duty. Do they like to be called out in an email to the entire organization; do they like a pat on the back; do they like one-on-one recognition?  Do not assume everyone likes to be recognized in the same way. Smile. Laugh.

There are endless formulas for calculating turnover costs. Let’s just use the one that indicates turnover costs equal 150% of annual salary for a mid-level employee. You do the math and decide whether your organization can handle having dissatisfied employees who want to and will leave your organization.

Most of us are not trying to find a cure for cancer (and if you are, thank you).  We need to pay attention to the human aspect of our business. People will stay in their organizations because they are intrinsically motivated.  And, right now people are cranky!

Did I say…smile…laugh…

Till next time,

Karen

Building Your Bench Strength – The 4 Key Steps

As the economy begins to rebound and more opportunities become available, many companies will be faced with the harsh reality of losing their brightest stars. Worn down from increased workloads and fewer perks and growth opportunities, high potential employees will be quick to answer the call to greener pastures.

Companies succeed in large part because of strong leadership. And yet, according to a recent ASTD (American Society for Training and Development) study, less than half of the companies surveyed had plans in place to ensure ongoing leadership strength. Of those who did have succession plans in place, only 14% characterized their succession plans as effective.

Effective succession planning involves four key steps:

1. Identify the critical talent needed – key skills and competencies
2. Create individual development plans for high potential employees, based on the key skills and competencies needed, and connect those plans to corporate goals
3. Communicate the succession plan to targeted individuals so they know they have a stake in the future of the company and vice versa
4. Validate and improve the program through employee feedback and measurable results

As companies focus less on how to survive and more on how to thrive, succession planning becomes a key strategic lever. Knowledge and wisdom from leaders need to be transferred to those on the bench. High potential employees need to be retained and developed to guide the organization to the next level. And a plan for continually supplying the leadership pipeline needs to become a part of the culture.

Succession planning is not a nice to have. It is a must have.

Till next time,

Karen

Who is THE Boss? Is There a Question? Talk About an Extraordinary Leader!

There is not one question in my mind about who is “THE Boss.”  I am fresh off my gazillionth Bruce Springsteen concert.  This show was in San Jose, at the HP Pavilion on April 24, 2012.

Let’s talk about Leadership, Bruce Springsteen and the E-Street Band.

Full disclosure…I am a Jersey Girl…

Bruce Springsteen is an extraordinary leader.  What makes an extraordinary leader, you ask?  Let me give you the top qualities and explain.

First, some context – Bruce is 62 years old, has 20 albums over a span of 40 years, 21 Grammy Awards, one Academy Award, two Golden Globes, and has sold more than 120 million albums globally.  He has been married since 1991 and has 3 children.

There are multiple qualities that make an extraordinary leader. I will look at 5 of those qualities and put them in Bruce-eze.

1. TRUST – When a fan walks into a Bruce show there is one thing that is absolute – and that is: we know and trust that Bruce will give every ounce he has to the performance.  His expectation is that the E-Street Band will do the same…and…the fans will do the same.  There is an unbreakable code of trust that we are all in the same place to rock, dance, forget whatever else is going on in our lives, and have a grand ol’ time.
2. COMMUNICATION – Watching Bruce and the E-Street band on stage is like watching a mime speak.  He nods his head and the band all seem to know exactly what he is saying.  It is as if they have their own language. It’s amazing to watch.  The same communication happens with his fans.  Bruce puts out the microphone and we sing.  Bruce puts up his hand for silence, and we are quiet.  Bruce is not afraid to express his opinion.  Just read The Rolling Stone article in the March 2012 issue.  He communicates clearly, is very open and heartfelt (especially about losing his band mate and friend Clarence Clemons) and has a backbone.  Not everything he says is popular, and he still has the guts to speak his mind.
3. VISION – Bruce has known since an early age that he wanted to play music and he has never wavered.  He has said in interviews that he couldn’t do anything else.  His vision incorporates being true to himself, speaking his mind, loving what he does, surrounding himself with a strong community and not compromising.
4. INSPIRING – The man oozes inspiration. He loves what he does. It is contagious.  When you are at a Bruce concert you are in for the treat of a lifetime. It is part rock concert, part community rally, part spiritual awakening…dance-fever, party, sing-along and just a damn happy crowd of people!!  I always walk away wanting to be certain I am listening to my “soul” and living my life to the fullest.
5. LEAVING A LEGACY – I think all of the above sums up Leaving a Legacy clearly.  And if that is not enough to substantiate Bruce’s legacy, The University of Southern Indiana is again partnering with Monmouth University and Penn State Altoona to offer the 2012  “Glory Days: A Bruce Springsteen Symposium,” devoted to the life, work, and influence of Bruce Springsteen.

What a lesson in extraordinary leadership – be true to who you are, love what you do, build a community of people with similar values, speak your mind and never compromise.  It’s time to form our own E-Street Band…

Till next time,

Karen

P.S. Want to learn more about leadership, teams and career development?  Please “like” PeopleThink on Facebook.

Management vs. Leadership – What’s the Difference?

You have people reporting to you.  You’re accountable for your team’s results. You write performance reviews.  Are you a Manager or a Leader?  In many organizations those terms are used interchangeably. But there are fundamental differences between management and leadership.

Warren Bennis, organizational consultant and author of Learning to Lead, with Joan Goldsmith, said, “Managers are people who do things right. Leaders are people who do the right thing.”

As you consider the following, think about how you approach your team, individual employees and expected results.

Managers seek stability and continuity and achieve power based on their position of authority. They work toward an outcome of employee compliance. Leaders, on the other hand, seek change and uncertainty. They focus on innovation and base their power on personal influence. Leaders work toward an outcome of employee commitment.

Management skills focus on planning and organizing, and controlling through standard operating procedures. Leadership skills include developing a shared vision, creating strategy and providing motivation. The management approach to performance evaluations comprises rewards and discipline. The leadership approach includes support and development. The management communication style is transactional with an exchange of facts and data. The leadership communication style is persuasive and transformational, focused on committing people to action.

Managers define success as efficiency and maintenance of quality. Leaders define success as effectiveness and mutual trust. Managers strive to avoid anarchy, employee disorientation and surprise. Leaders want to avoid inertia, lack of motivation or boredom.

So are you managing or leading?

“If there is a clear distinction between the processes of managing and the process of leading it is between getting others to do – managing – and getting others to want to do – leading.”

                      – James M. Kouzes and Barry Z. Posner, The Leadership Challenge.

Till next time,

Karen

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5 Tips for Building a High-Performing Team

Building and leading effective teams is a key leadership competency. But how do you create that special magic that results in not just an effective team but a high-performing team?  Consider these 5 tips as your magic wand…

1. Establish a clear purpose and specific goals. By definition, a team is a group of individuals with a common purpose.  That purpose and the milestones to achieve that purpose need to be clearly communicated and understood by every individual on the team.  For high-performing teams, it’s not just understanding the destination, but also – as team members – being able to help define the means to get there.  This ability to co-create results gives them a deeper commitment to the team purpose and improves performance.
2. Identify and include individuals with complementary skills.  These skills go beyond just the technical and functional skills required to achieve the purpose. Also consider decision making skills, problem solving skills, interpersonal skills and other “soft skills” that are necessary to succeed. Be sure that each individual – and the rest of the team – understands how their role aligns with the team purpose, and how their expertise contributes to team success.
3. Value diversity. Someone once said, “We only have harmony when we sing different notes.”  Include people on your team who are different than you and who represent different personality types.   Diverse teams perform better.  They perform better because they bring multiple perspectives, experiences and approaches to the table, which results in increased innovation, better problem solving and overall improved results.
4. Create a sense of mutual accountability. Be sure everyone clearly understands expectations. Challenge your team to set higher performance goals and establish an environment where they hold themselves – and each other – accountable for results.  Include regular progress reports, open sharing of mistakes made and lessons learned, and team discussions on moving through roadblocks.
5. Encourage open communication and constructive feedback. Perhaps the most important tip in creating a high-performing team is ongoing communication. You to the team, the team to you, the team among themselves. It is the overarching element of all these tips. Communicate the purpose and goals. Communicate to individuals and the team how they contribute. Communicate the value of diversity. Communicate expectations to create mutual accountability. Talk about things. Even the hard things.  And provide consistent and constructive feedback.

People often ask, “How do you know when you have a high-performing team?” If they have to ask…they do not.  Think of a time when you were on a high-performing team. It’s one of those things you just know. The team gels, team members have each other’s backs, the ultimate outcome(s) are for the team, not individuals. There’s fun, hard work and camaraderie. Ya just know.

Is your team a high-performing team?  If not, what’s stopping you from getting there?

Till next time,

Karen

P.S. Want to learn more about leadership, teams and career development?  Please “like” PeopleThink on Facebook.

Valuing Diversity to Improve Team Performance

Someone once said, “If both of us think exactly alike, one of us is unnecessary.”

We all know that any given project, or product development effort, requires a variety of skills sets and experience – behold the cross functional team.  But beyond that, our inclination is to put people together who have similar personalities; who seem to “click.”  We think that their natural alignment will provide harmony and accelerate productivity.  But harmony doesn’t always guarantee the best results. In fact, recent studies have shown that teams made up of diverse personalities are more innovative, better at solving complex problems, and are higher performing overall.

Diverse teams perform better because they bring multiple perspectives, experiences and approaches to the table.  These varying approaches and thought processes create a dynamic that is better equipped to deal with complex problems and challenges. Additionally, diverse personality traits within a team offset one another and build on each other for synergy and innovation.  A diverse team is much less likely to fall into “groupthink” which can actually impede performance.

Every team goes through a four-stage development process – forming, storming, norming and performing (Bruce W. Tuckman).  As part of the forming process, leaders should become aware of their own work and communication style, and strive to identify and understand the styles of those on the team. Create some discussion around individual work style preferences, communication styles and perceptions of the team goal.  Communicate the value that each style can bring to the achievement of that goal. Set up standards that provide for clear communication and sensitivity to the different styles.  Establish a process for dealing with conflict.

Learn from those whose style is different from yours. They can teach you to improve in your weak areas, and you can coach them to improve their skills in areas where you’re strong.   As the team continues to move through the development stages, continue to recognize and value their diversity.

Let them know, loud and clear, that ALL of them are necessary.

Until next time,

Karen