Tag Archives: Leadership

Three Shifts That Change EVERYTHING!!!

WhenYouChangeTheWayYouLookAt Things_DyerChange

In Coaching, a shift indicates a transition from one place or position to another. A Coach can create an environment for a shift to occur, but only the Coachee can actually make the shift. In my coaching, I have observed 3 shifts that make a world of difference for clients. And while a shift will mean different things to different people, overall it tends to feel like wholeness and self-acceptance, which are vital to happiness. I share the below tips in hopes that readers benefit from the information below and it moves them towards an increased state of happiness, harmony and wholeness. The three Shifts are:

  1. From Roles to Relationships: Oftentimes, we see ourselves in roles – Wife, Husband, Supervisor, Employee, etc.  Roles indicate duties  – things we should do, would do and could do. Yet these roles also signify relationships and connections – things we get to do, choose to do and want to do. Seeing roles as relationships aligns with one’s values and speaks to who they are.  As a person gains a greater awareness of themselves, roles and accomplishments seem less urgent and they in turn just want to find and enjoy who they are and what they contribute to their relationships. (Gibson, 2016).
  2. From Distraction to Decision: Choice Overload Theory observes that too many options lead to adverse consequences like decreased motivation to choose or a greater chance for dissatisfaction once a choice is made. Today, individuals have an array of choices when it comes to choosing careers, places to live, things to do and places to go (Scheibehenne et. al., 2010). So many choices can be a distraction to the key question – ‘What outcome do you want?’ When one shifts from distraction to decision, they gain focus – and the minute we block out distractions and make decisions, whatever we focus on will inevitably be the best choice.
  3. From Extrinsic to Intrinsic: In his New York Times Best-Seller, Drive (2009), Daniel Pink argues that the secrets to high performance and satisfaction rest in the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world. This assertion challenges popular misconceptions that money, position and other’s opinions drive us to greater achievement. By connecting with our intrinsic motivations, we make decisions that align with who we are and who we aspire to be, not external influences which can lead to living someone else’s life and achieving someone else’s dreams.

The common theme amongst each shift is the need to get clear on who we are. In the words of John Whitmore (2009), “Self – Awareness leads to Self – Confidence leads to Self – Fulfillment.” Now, GET GOING!!!!

References:

Coach U. (2005). The Coach U Personal and Corporate Coach Training Handbook. Hoboken, NJ: John Wiley & Sons, Inc.

Gibson, L. (2016, April). Your Three Life Goals. Tidewater Women. P.19.

Pink, D. (2009). Drive: The Surprising Truth About What Motivates Us. New York: Riverhead Publishing, Inc.

Scheibehenne, B., Greifeneder, R., & Todd, P. M. (2010). Can There Ever Be Too Many Options? A Meta-Analytic Review of Choice Overload. Journal of Consumer Research, 37(3), 409-425.

Whitmore, J. (2009). Coaching for Performance: GROWing Human Potential and Purpose – The Principles and Practice of Coaching and Leadership, 4th Edition. Boston, MA: Nicholas Brealey Publishing.

Keeping “The Cold Within” Out of Your Team

There is a purpose behind every problem. Oftentimes a really ‘great’ problem will cause you and your team to grow and transform in ways unimaginable. Much like the video portrays, everyone has a “log” to place in the fire. Few teams have everyone contributing at their maximum potential. Sometimes team members feel their contribution somehow leaves them with less, not appreciating that the team (and company) only survives if EVERYONE commits.

Leaders that ‘build bridges’, recognize and address the frictions that lead to a “Cold Within” scenario. They do this in three Ways:

Recognize and Address Issues Directly: Patrick Lencioni (2002) relays in the                         ‘5 Dysfunctions of a Team’, clues a leader has an issue. They are:

  1. Absence of Trust
  2. Fear of Conflict
  3. Lack of Commitment
  4. Avoidance of Accountability
  5. Inattention to Results

Again, diagnosing the symptoms of a problem is only the first step. The leader must address the issue(s), understanding that they build upon one another. For example, if the team is not interested in results, the 5th characteristic, the other four signs likely factor into the issue and must be addressed.

Cultivate Big-Picture Thinking:  In “How Successful People Think”, John C. Maxwell (2009) relays a story about how Jack Welch once told a GE employee that the ongoing relationship with the customer took priority over the sale of any individual product. Managers must remind their teams of the big picture – projects come and go, competitors, consumers and markets change – but a solid team, built on good relationships, will thrive in all circumstances.

Have a Game Plan: Team dysfunction is not a question of “if”, but “when”. The “bridge builder” keeps her tools ready and has already considered their actions in addressing internal conflicts and challenges the team might encounter. They play out potential scenarios, they talk out potential courses with their colleagues, mentors and coaches, to be clear on their plan and intentions. They are ready. This keeps their team on time, on task and on target (Kimsey-House et. al., 2011).

References:

Kimsey-House, H., Kimsey-House, K., Sandahl, P. & Whitworth, L. (2011). Co-Active Coaching: Changing Business Transforming Lives. (3rd Ed.). Boston: Nicholas Brealey Publishing.

Lencioni, P. (2002). The Five Dysfunctions of a Team: A leadership parable. San Francisco, CA: Jossey-Bass.

Maxwell, J. C. (2009). How Successful People Think: Change your thinking, change your life. New York: Center Street.

 

Being a Bridge Builder

One of the most important roles of a leader is building and fostering relationships with colleagues and within work groups and teams. The below story provides a little insight into the importance of being the bridge builder:

Once upon a time two brothers who lived on adjoining farms fell into conflict. It was the first serious rift in many years of farming side by side, sharing machinery, and trading labor and goods as needed for mutual benefit. Then, one day things fell apart. It began with a small misunderstanding and grew into a major difference, and finally it exploded into an exchange of bitter words followed by weeks of silence.

One morning there was a knock on the older brother’s door. He opened it to find a man with a carpenter’s toolbox. “I’m looking for a few days work,” said the man.

“Perhaps you would have a few small jobs here and there. Could I help you?”

“Yes,” said the older brother. “I do have a job for you. Look across the creek at that farm. That’s my neighbor, in fact, it’s my younger brother. Last week there was a meadow between us and he took his bulldozer to the river levee and now there is a creek between us. Well, he may have done this to spite me, but I’ll do him one better. See that pile of lumber curing by the barn? I want you to build me a fence – an 8-foot fence – so I won’t need to see his place anymore.”

The carpenter said, “I think I understand the situation. Show me the nails and the post-hole digger and I’ll be able to do a job that pleases you.”

The older brother bought the necessary supplies and then went off for the day.

The carpenter worked hard all that day measuring, sawing, nailing.

At sunset, when the farmer returned, the carpenter had just finished his job. The farmer’s eyes opened wide and his jaw dropped open.

There was no fence there at all. It was a bridge… a bridge stretching from one side of the creek to the other! A fine piece of work handrails and all – and the neighbor, his younger brother, was coming across, his hand outstretched.

“You are quite a fellow to build this bridge after all I’ve said and done.”

The two brothers stood at each end of the bridge, and then they met in the middle, taking each other’s hand. They turned to see the carpenter hoist his toolbox on his shoulder. “No, wait! Stay a few days. I’ve a lot of other projects for you,” said the older brother.

“I’d love to stay on,” the carpenter said, “but, I have many more bridges to build.”

Woten (2014) notes the following as keys to building strong teams – we  will explore each key point in detail in the coming week’s posts,  they are: 1) Fostering high levels of trust and support 2) Establishing/ emphasizing clarity of Purpose and Goals 3) Instilling a sense of identity, commitment and respect 4) Facilitating clear and open communication and 5) Encouraging creativity, innovation, diversity, focus and discipline.

Stay tuned!!!

References:

Woten, M. B. (2014). Team Building in Nursing Care: Implementing. CINAHL Nursing Guide.

Why ‘Soft Skills’ Are Dangerous

SelfAwareness-CoveySoft skills are skills like work ethic, conflict resolution, entrepreneurship/ innovation, creativity, effective communication and presentation. They differ from hard skills which are easily taught, evaluated and measured (i.e. – interdisciplinary knowledge, competence, practical knowledge, experience).

Soft skills are important in building relationships and fostering a spirit of collaboration which is essential to achieving team results. Murti (2014) suggests that in India, there is a critical soft skills shortage among business graduates. The study conducted found that standard business programs were of no real use to companies when essential personal skills – attitude towards work, character, self-reflection and individual qualities – were absent.

A 2008 survey conducted by the German Chamber of Commerce, found that when employers were questioned regarding the top ten most desirable employees skills, eight of ten were soft skills. In the complete listing of the top twenty skills, only five were hard skills (Pennington, 2013).

Organizations obviously want soft skills. However, they want employees to ‘chase the carrot’ more. In an interview, (that I have summarized, without leaving out key points) an employer explained, ‘ We recruit the best and brightest from high schools and universities. When they get here, we place a carrot in front of them. For this carrot they will give not 100%, but 140%. Only a few will get it, but that’s o.k. We know we will have to replace them around age 40-45, because they will be burnt out. – until then, we want them to give us all they’ve got’ (Pennington, 2013).

Soft skills lead to self awareness, some managers shutter to think, ‘What happens when the employee decides the cost of chasing the carrot is too high, stops running and considers all of their other options?’

References:

Murti, A.B. (2014). Why Soft Skills Matter. The IUP Journal of Soft Skills.8(3).pp. 32-36.

Pennington, G. (2013). Soft Skills In The Business and Personal World. EFMD Global Focus.7(3). pp. 52-55.

Best Leadership Advise for 2015

 

inspirational_quotes_WhenYouDontUnderstandYourself

As we reflect on the great successes and opportunities for improvement discovered in 2014, let us commit to growth, learning and continued pursuits towards excellence in 2015. Consider the following advice. It will improve your leadership, your relationships and your personal well-being. Happy New Year!!

  1. Make time to think. Thinking must be intentional and a priority. It should not be something we do when we have the time. We must make (take) the time to think!! In his book, How Successful People Think (2009), John C. Maxwell interviews Chick-fil-A, President, Dan Cathy. Cathy, a highly successful multi-millionaire, shared that he had a ‘thinking schedule’.  He scheduled half a day every two weeks and one full day every month and 2 – 3 full days every year specifically for the purpose of thinking. Having these personal operational pauses allows us to maintain focus, clarity and resolve about key and important things vital to winning – in business, as professionals, personally, spiritually and within all relationships.
  2. Leader, know (and align) thyself!! Before a leader takes on the task of aligning the organization, building, managing and leading teams and corporations, he or she must first align themselves. As leaders, our strengths are our team’s strengths, and our weaknesses are our team’s weaknesses. Leaders shape the vision, the values, the objectives and culture of the organization. Yet, many have never taken the time to sit down and write out their own personal vision, mission, goals, values and non-negotiable beliefs. Getting clear in this area provides clarity in all dealings (Ramsey, 2011). Clarity breeds consistency, which establishes dependability and trust, resulting in more productive, happier, resilient organizations and teams.
  3. Embrace and accept that you (and your leadership) are unique. In the Power of You (2013), Chris Michaels, makes a keen and profound observation when he writes, “There’s never going to be another you!! God made just one. Nobody talks like you. Nobody thinks as you do….. You’re an original piece f work, created by a Master Artist.”

I can only be me. No one else on this planet will ever have my voice, my thoughts, my perspectives or prerogatives. These things make me – perfectly unique. You can only be you. Give the gift of you to your team, to your loved ones, to the world  – EVERYDAY!!

References:

Maxwell, J. C. (2009). How Successful People Think: Change your thinking, change your life. New York: Center Street.

Michaels, C. (2013). The Power of You: How to live your authentic, exciting, joy-filled life now! New York: Penguin Group.

Ramsey, D. (2011). EntreLeadership: 20 Years of Practical Business Wisdom from the Trenches. New York: Howard Books.

Leadership Involves Influence

johnquincyadamsLeadership_If youractions

Influence is the indispensable, fundamental ingredient required for leadership to occur. Without influence, leadership could not exist (Northouse, 2013). Webster’s Dictionary defines influence as, ‘the power to change or affect someone (or something) in an important way without using force’.

According to Hughes and Beatty (2005), leaders use influence   to:

  • Get people on the same page regarding goals
  • To win people’s commitment to an effort, not just their compliance
  • Prioritize the way resources (staff, talent, time, money, materials, etc.) are used and invested
  • Share insights and observations that will enhance the quality of interactions and increase the probability of achieving desired results

Bacon (2012) states that positive effects of influencing are compliance, commitment or leadership. Compliance is usually a result of success in logical persuading, legitimizing or offering exchanges or incentives, while commitment is typically garnered through socialization of a matter, using power of relationships, building alliances or consulting.

Leadership, cited as the height of positive influence outcomes, results in others carrying out the influencers’ aims – achieving feats well beyond what an individual influencer could accomplish alone. To achieve this, influencers appeal to individual, team or organizational values or establish themselves as the models for the behaviors they want to see in others (Bacon, 2012).

As leaders who want to influence effectively, we must confidently live and act according to reasoned, well-informed, strong  values and be the examples, and models for the actions we want to see in others. The most effective place to lead is from the front!

References:

Bacon, T. (2012). Elements of Influence: The Art of Getting Others To Follow Your Lead. New York: American Management Association.

Hughes, R. L. & Beatty, K. C. (2005). Becoming a Strategic Leader: Your Role In Your Organization’s Enduring Success. San Francisco, CA:   Jossey-Bass.

Northouse, P.G. (2013). Leadership Theory and Practice. Thousand Oaks, CA: Sage, Inc.

Why Are There So Many Dimensions of Leadership? And How Do I Make Leadship Work For Me?

Thinking Figure

There is Authentic Leadership, Transformational Leadership, Situational Leadership, Team Leadership, Servant Leadership – there are leadership traits and leadership skills and 70+ prominent leadership theories – and the list goes on and on. But how does a leader know which is the best leadership approach for them and which is most effective for the many leadership situations they will find themselves in?

Kuhn (2012) offers one popular explanation of why there are so many areas of focus, noting that during the developmental stages of Leadership Theory there was an absence of a paradigm and all assertions seemed plausible. The author also suggested that due to the absence of a widely accepted and practiced scientific method, many concepts were evaluated and tested inconsistently, making it even harder for researchers to confidently dismiss any relative line of thinking.

Winston and Patterson (2006) arrived at a similar finding related to the large number of leadership dimensions. In their study, they identified 90+ dimensions of leadership, yet noted there was not one dimension that was widely accepted by the leadership research, education and practitioner communities .

Which brings us to the question – how is a leader to know what to do, and if they are leading well and doing the right things?

To answer this, Northouse (2013) recommends that leaders start by grasping a working definition of what leadership is – suggesting that the 4 basic components of leadership are:

  • Leadership is a process
  • Leadership involves influence
  • Leadership can only occur in groups
  • Leadership involves common goals

Over the next week, we will explore these components in greater detail and outline a process for leaders to develop their own framework and working approach that is the best fit for them. This will place them in a better position to determine which leadership areas of focus hold the greatest benefits for them.

References:

Kuhn, T. (2012).The Structure of Scientific Revolutions: 50th Anniversary Edition. University Of Chicago Press.

Northouse, P.G. (2013). Leadership Theory and Practice. Thousand Oaks, CA, Sage.

Winston, B., & Patterson, K. (2006). An integrative definition of leadership. International Journal of Leadership Studies, 1(2), pp. 6 – 66.

 

Three Most Important Global Leadership Principles For Establishing Incredibly Productive Leader Follower Relationships

Global leaders are facing a time unlike any before in history where a situation can easily be both threat and opportunity. As the world becomes more ‘flat’,  global leaders must rely more heavily on their followers and place greater investment in the leader follower relationship.

Especially in those industries that have been long-standing bastions of hierarchical and bureaucratic organizational structure, compartmentalized communications frameworks and antiquated recycled solution sets that never seem to quite hit the mark (Burton, et. al., 2011). How might global leaders within these industries and sectors improve their leadership? This question is much more complex than it would appear on its surface.

Surprisingly, many executives and high-level, global leaders receive fairly minimal leadership training once they achieve a certain position within their organization’s hierarchy. Considering the vast array of circumstances in which leaders exert their influence on clients, colleagues, competitors and key stake holders. – and that is just speaking to their role as organization leaders and does not even break the surface of leadership roles engaged in as thought leaders, mentors, community leaders and heads/ partners of the household (Gabel, 2012).

There are three global leadership principles that leaders must engage in to ensure a successful leader follower relationship:

1. They must use their power and influence to enhance others.

2. They must limit time and effort spent rehashing the past and pursue future opportunity.

3. They must become fanatically focused on the few ‘main things’.

Using Power and Influence to Enhance Others

Drew (2010) observed that there is a perceived added measure of credibility based on a leader’s efforts to engage the willing involvement of others. In his observation, Drew notes that the way a leader uses their power and influence communicates volumes about their character and values.

True leadership and influence are simply not sustainable if employed through the use of coercive tactics and imposing one’s power to oppress others. Rather, true leadership and influence are more effectively achieved by using one’s power and influence to enable others to achieve worthwhile goals. Those who intentionally set out to seize power for their own selfish means are typically those who are the weakest, laziest and least capable of influencing. Paradoxically, a leader’s ability to restrain from ‘taking over’ as a means to achieve their agenda demonstrates the right type of power and facilitates a sense of freedom and opens up new doors to opportunities the future may present (Drew, 2010).

In the field of health care, many clinicians overestimate their ability to influence patient actions and treatment compliance based on their expert and informational powers alone. Even in situations where patients may be open to the influences of positional (legitimate), reward and coercive power the chances of their following the treatment plan the provider has laid out for them is squarely grounded in their perception of whether they can trust the care giver and whether the care giver truly does care for their well-being (Drew, 2010). This provides a clear example of how the leader – follower relationship can not survive in an environment it which trust, respect and genuine follower empowerment do not exist.

Limited Focus on the Past, While Concentrating on the Future

While reflecting on the past can be useful for learning and understanding, focusing on the future allows leaders to free themselves from the constraints of the present with its unyielding circumstances and limiting realities and enjoy a future tense where possibilities abound and can be tailored to their own vision of what the future should be.

In Are You Ignoring Trends That Could Shake Up Your Business? (2010), leaders are introduced to examples of how trends in global warming and the recession hold implications on client expectations of products, how potential consumers interact with one another using their products and the value future users will place on the products relative to their beliefs, aspirations and habits. The authors also note that while many managers can articulate the trends of the day, they are found lacking in their ability to appreciate the subtle yet profound ways trends are influencing their primary target markets. Leaders mistakenly assume the future is just a linear progression of the present when nothing could be further from the truth (Canton, 2006).

The United States and many westernized cultures are operating under the erroneous assumption that the world is without limited resources and the future is such an abstraction that it is not worth giving thought to tomorrow. Global leaders understand that to take responsibility for tomorrow means having to take actions today which will be challenging and will not serve short-term proclivities (Slaughter, 1993).

Fanatical Fixation on the Main Things

It has been noted that Lean In author, Facebook COO and one of the youngest Billionaires in history, Sheryl Sandberg has a sign on her boardroom door which reads “RUTHLESSLY PRIORITIZE” (Luscombe, 2013). It serves as a reminder for she and her staff that many things can be done but deciding on and doing the right things will be the difference between success and failure. The ‘To Do List’ is extremely transient priorities a constantly being placed on and then removed from the list. Leaders must take ownership and constantly monitor the activities they place the greatest importance upon.

A fundamental tenet of Project Management, encourages leaders to identify key stakeholders, assess their power and influence in helping the organization reach its objectives and understand their needs, desires and expectations. This approach recognizes that there are only so many hours in a day and that by targeting those key stakeholders and drivers that yield the greatest impact greatly improves the chances for successful and efficiently delivered products, services or results (PMBOK, 2013).

In health care, there is a problem with identifying what is truly important. Svensson et. al. (2014) note that oftentimes the care that is given is unimportant while the important care is withheld. As healthcare becomes increasingly customized beginning with the selection of health care insurance plans, to the selection of providers and practices, to the medications and medical devices prescribes. What most do not see is the invisible cost for arbitrary variances based on the vast range of options available and the disparities in pricing which act to exacerbate the issue. If leaders in healthcare were to place less focus on rolling out new products and building the next ‘better mouse trap’, to gain meager amounts of market share, the entire healthcare system would benefit and enjoy a simpler, more easily executable, outcome – driven focus that is lean, manageable and expeditiously caters to the actual needs of the health care consumer (Basu, 2005).

Conclusion

Leaders leave an indelible mark on their organizations and on the lives of the people who work with them. They have attained their power and influence through various means but the way they apply them will speak volumes about their character and beliefs.

By being mindful of the 3 principles discussed, global leaders will achieve their ultimate objectives by focusing energies of helping others, they will look to the future and its possibilities which far exceed the limitations of the past and present, leaders will also find they achieve more by keeping their scope small but tackling their goals in big innovative ways.

Reference

A Guide to the Project Management Book of Knowledge. (2013). 5th Ed. Project Management Institute.

Basu, A. (2006). “Doing more with less,” Project Management for Product Development In Healthcare Setting. PMI Asia-Pacific Global Conference Proceedings. pp. 1-8.

Burton, R. M., Obel, B., DeSanctis, G. (2011). 2nd Ed. Organizational Design: A step-by-step approach. New York: Cambridge University Press.

Canton, J. (2006). The Extreme Future: The Top Trends That Will Reshape the World in the Next 20 Years. New York: Penguin Group US.

Drew, G. M. (2010). Enabling or “Real” Power and Influence in Leadership. Journal of Leadership Studies. 4(1). pp. 47-58.

Gabel, S. (2012). Power, Leadership and Transformation: The Doctor’s potential for influence. Medical Education 2012. v. 46. pp. 1152 – 1160.

Luscombe, B. (2013). Confidence Woman. Time. 181 (10). pp. 34 – 42.

Slaughter, R. A. (1993, April). Futures concepts. Futures, 25(3), 289-315.

Svensson, C. K., Ascione, F. J., Bauman, J. L., Brueggmeier, R. W., Letendre, D. E., Roberts, J. C., Speedie, M. C. (2014). Are We Producing Innovators and Leaders or Change Resisters and Followers? American Journal of Pharmaceutical Education. 75 (7). pp. 1 – 7.