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

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

Your Journey Begins

Say it isn’t so! I actually am going to ask you, the reader, to begin doing some self-reflection. Don’t stop reading, please! Have some fun with it, and look at it as an opportunity to take some time just for you. We all know there is absolutely no time in this 24/7 environment for us to take time for ourselves. There are the kids, the partner, the parents, the work, the friends, the obligations. UGH…just thinking about it makes my head spin! My vote… take some time for YOU. Even if it’s only 10 minutes, at least you know it’s time for you and no one else. Heck, how are you going to determine what might be next for you in your career if you don’t take some time to work on yourself? I promise it will not be painful. Who knows, you might even learn something about yourself. Oh no! Say it isn’t so!!

 Before we begin our journey through The Get Real Guide to Your Career, let’s get something clear up front. As I coach people who are looking for new work, I often hear them say, “I want to find my passion,” or, “I want to absolutely love my work,” or, “I want to wake up in the morning and jump out of bed because I can’t wait to get to my work.”  Now, this may come as a surprise to most; however, my response is, Why? Don’t get me wrong…if people can find their passion like Bruce Springsteen and others have, I am all for it. That’s a gift, and very difficult to get. Only a very small segment of the population can claim absolute love and devotion to their work. So why set yourself up for failure right from the beginning?

What’s wrong with truly liking your work AND liking your entire, full life? If Oprah heard me say this I am sure she would not be very happy with me. She has been very fortunate to find her passion and to create her entire life around that passion, and to do wonderful things along the way. Good for her!!! With that said… I get tired of hearing: find your passion and the money will come or, once you find your passion, your life will be complete or, live your passion and success will follow. Are ya kidding me?

How about finding work that is very satisfying, and uses the skills and natural talents you have and want to use? I am proposing that you can actually look at your work as only one aspect of your life. Don’t forget about the other parts – your relationship with family and friends – your health and fitness – your fun time – your spiritual self – your ‘you’ time – your volunteer time – your hobby time – your whatever-you-want time. Let’s face it, there are more things in life than our work. My guess is that when you are ready for the final roundup, you won’t be wishing you’d spent more time at work.  My hope is that you can allow yourself to have a full life with a rewarding career that enhances your life and doesn’t detract from it.

Let the journey begin…

As we begin our walk through The Get Real Guide, keep in mind that we want you to do these exercises from the perspective of where you are today. Think of it as starting from a fresh place. Many of you will have done some of this work in the past and may think, why should I do it again? The reason is…because you are at a different point in your life now. As you go through these exercises, think about your future, and the possibilities that lie ahead. Don’t get stuck in what you’ve done, or what has happened in the past. Look at this as a new adventure – one that will provide you something new in your life. Have some fun with it, and please don’t stop reading…

Okey…dokey…first things first…your values. Feeling fulfilled and happy in your work has a lot to do with whether that work aligns with your values. What are values? Your core beliefs. The things you must have in order to be your best. Some examples – trust, harmony, excellence, innovation, fun, risk-taking, collaboration, connection. Take a moment and list your top five values.

What are those things about which you will absolutely not compromise? Yes, it is hard. And yes, it is worth it. If it is tough to list just five, list as many as you can and then review and evaluate them. Then narrow your list down to your five core values.
Why is it so important to define your values when looking for new work? As you meet with new people and consider new organizations, it is imperative that you are able to determine whether your values are in sync. Think about it, have you ever worked for an organization where your values and the values of that organization were no longer aligned? What happened for you? Eventually, the realization is so clear that it is difficult to come to work and do your job in the best way possible. This is exactly what happened to me, and why I hold so strongly to this belief of mapping values.

I worked for a large organization for 13 years and probably stayed 2 years too long. When I joined, my values and the organization’s values were completely aligned. It was about doing whatever it takes to get the job done. It was about feeling connected with my colleagues and challenged to always do the best possible job. People truly were the number one asset for this company and they were treated as such. It wasn’t just a cliché. As the organization grew, the values became diluted. It was still a good organization, I just kept wondering, why am I not as excited to come to work each day? I couldn’t figure it out. I couldn’t imagine what was going on for me. Of course, I attempted to ignore it, thinking it might go away and that I was reading something into the situation. Isn’t it fun to do that? Well…eventually it was obvious. I was so sad, too. I left an organization where I thought I would spend my entire career. I didn’t want to believe it. And, as I said, I probably stayed 2 years too long. So, pay attention to your values.

Be certain that your values are a key factor in your decision to accept an opportunity and join an organization. Or you can do what I did…and just start your own business. Now if my values don’t map to the values of PeopleThink, I am in deep trouble!! Tee-hee…tee-hee…

I’d say this is enough for one sitting. I’ll see you soon, when we look at the skills you want to use…and the natural talents you must use.

 By the way, I would love to hear from you on the passion topic.   Do you believe people have to find their passion in their work to have a successful life?

Till the next time…Don’t Stop Believing!

Karen