4 Signs You Are Over-Managing and Under-Leading

Magnifying GlassLeadership and management are separate disciplines yet there is a significant amount of overlap between the two. There are many times when leaders have to manage and managers have to lead.

However, in the work I’ve done with leaders and organizations over the years, as well as my own personal experience, I’ve noticed it’s much easier to gravitate toward management activities than it is leadership.

Why is that? The pressures of daily priorities, overwhelming to-do lists, fighting the unexpected fires that arise, and managing the minutiae of organizational life overtakes our focus. As a result, our leadership gets the short end of the deal. We neglect long-term planning, innovating for the future, and developing our team members for their next growth opportunity.

We can avoid letting our management responsibilities devour us if we keep an eye on where we place our time and attention. Here are four signs that may indicate you are over-managing and under-leading:

You focus more on holding people accountable to the letter of the law than the spirit of the law. Rules are important; no doubt about it. Especially when it comes to issues of law and safety, we need to ensure rules are followed. However, you need to remember that rules and processes exist to bring life to a greater purpose. Your decision-making should be governed by fulfilling the spirit of the law, not the letter. It’s easy to fall back on enforcing rules and processes because it’s tangible and clear-cut. Achieving the spirit of the law often involves more abstract issues, multiple points of view, and difficult decision-making.

You value results ahead of people. Achieving results and valuing people are not mutually exclusive, yet one only needs to look at how leaders behave to discern their true beliefs. However you define results—revenue, margin, profit, customer satisfaction—those are the points on the scoreboard at the end of the game. But your people are the players on the field achieving those results. One has to come before the other. When results dominate your focus, you stop viewing people as human beings and start looking at them as soulless human resources that are tools to be used to achieve your goals.

You spend more time helping people get comfortable with change instead of challenging them to rise to the occasion. Too often we tend to baby employees through change instead of equipping them with skills to be more resilient and adaptable. Change is a constant in organizations and we mistakenly think we can make it easy for employees by selling them on the benefits of the change, making it more palatable, crafting the perfect communication plan, and implementing the perfect roll-out plan. This results in leaders shouldering the responsibility for the change effort and it creates a culture of learned helplessness among employees.

You devote more energy to managing the status quo instead of innovating for the future. I believe the single biggest difference between managers and leaders is that leaders proactively initiate change to improve the organization, whereas managers deal with change on a reactive basis. Leaders display a desire to consistently make things better. They aren’t content to maintain the status quo just because “that’s the way we’ve always done it around here.” Leaders frequently question the way their business operates, with an eye toward making things simpler, better, easier, or more efficient. When was the last time you asked questions like: Why are we doing it this way? What would happen if we stopped doing that? How can we simplify this process?

Regardless of whether your formal position or job title classifies you as a leader or manager, it’s your mindset, and the resulting behaviors, that identify you as one or the other. Managing is often tangible and task-oriented, and checking items off our to-do list makes us feel good. Leadership can be more complex, ambiguous, and the results of our labor aren’t always immediately evident. If we aren’t careful, the whirlwind of organizational life will cause us to drift toward managing instead of leading, and that doesn’t serve ourselves, our people, or our organizations.

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6 Strategies for Dealing With Those Who Resist Your Leadership

Leadership can be a pretty enjoyable gig when your team is 100% behind you. It seems like every decision you make turns out to the be the right one, morale is high, people are engaged and productive, and everyone is rowing the boat in the same direction.

It’s a different story, though, when you’re trying to lead people who don’t want to follow. Work slows down, decisions are questioned, and people get disgruntled. Leading in this kind of environment can be arduous, painful, and a test of your patience and commitment.

If you find yourself in this predicament, it’s imperative you proactively address the situation in positive and constructive ways. It likely won’t resolve itself on its own, and if left unattended, will severely hinder the performance of your team and cripple your leadership effectiveness. Here are six practical strategies you can employ:

1. Make sure the goal and expectations are clear—Just because you’ve shared a PowerPoint presentation of your strategic plan a few times doesn’t mean people are clear on how it specifically applies to them on an individual basis. What appears as resistance to your leadership may be a lack of clarity. People who are clear on what’s expected can make a decision on whether or not to get on board, and it makes your job as a leader easier to evaluate their performance.

2. Determine if it’s a can’t do or won’t do problem – It’s important to understand the difference between can’t do and won’t do performance. Can’t do performance is due to a person not having the skills, training, or ability to follow your leadership. Those individuals need direction, support, training, tools, and resources to help them perform. Won’t do performance is an attitude or commitment issue. These individuals have the skills and abilities to follow your leadership, but for whatever reason they are choosing not to get on board. It’s important to know the difference because you need to deal with them in different ways.

3. Engage with a few resistors who carry great influence—It’s important to understand the perspective of those who are resistant to your leadership. Actively engage a few key resistors to understand their point of view and to encourage them to get on board. If you can win them over, they can use their influence to positively influence their peers. But don’t let the tail wag the dog. Spending too much time trying to convert the non-believers can distract from moving forward with those already in your camp. See the next point.

4. Focus on creating positive momentum—Nothing creates a positive team culture like winning. We see it in athletic teams all the time. Winning seems to cure all ills, and if you can create positive momentum with your team, it will spread positive morale and silence the doubters.

5. Incorporate the team’s input as much as possible—People will be more likely to follow your leadership if they have a hand in shaping the plan. I love the saying that goes “people who plan the battle rarely battle the plan.” People will own what they create, and the more you’re able to foster a sense of ownership among your people the more they’ll be inclined to follow your direction.

6. Be willing to make a necessary ending—There will be some individuals who won’t ever follow your leadership no matter what you do. For those people you may need to consider a necessary ending, a concept I learned from Dr. Henry Cloud. Leaders should do all they can to help team members to succeed, and when those efforts don’t improve the situation, it may be time to part ways.

Trying to lead people who won’t follow is a tremendous challenge. It’s time-consuming and exhausting, yet following these strategies can help you navigate the situation. Feel free to leave a comment with any suggestions you have for tackling this issue.

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3 Steps to Overcome the Stress of Too Many Priorities

overwhelmed-350x350Do you feel like you have too many priorities to accomplish at work? Yeah, me too. It seems to be all the rage these days, although I think most of us would rather not be part of this popular cultural trend. Most professionals I speak with struggle with the same sort of issues: the rapid pace of change, tight organizational budgets that force us to do more with less, and trying to encourage the growth and development of our team members in flat organizations with limited mobility.

I’ve had seasons during my career where I’ve let myself become overwhelmed with too many priorities and I’ve found myself in fire-fighting mode. Fortunately, through experience I’ve learned how to get myself back on track. If you currently find yourself stressed-out because you’ve been cast adrift in a sea of too many priorities, follow these three steps to get back on course:

Acknowledge you’re not serving yourself or your team—It took me awhile to recognize this truth. I kept expecting the white water of change to smooth out at some point, and when that happened, I’d be able to refocus and feel more in control of my efforts. News Flash—change isn’t going to stop! The constant pace of change makes it even more important to be crystal clear on your top priorities. Having a fewclear priorities gives you the flexibility to deal with new ones as they arise without causing you to drown in a sea of work. You, and your team, deserves your full attention and focus. Taking on too much dilutes your leadership effectiveness.

Assess where to focus your energy—We need to focus our leadership on the most important areas that will have the greatest impact on our teams and organizations. Looking at importance and impact through the lens of a 2 x 2 grid can help us decide which priorities deserve our focus.

Obviously, our primary focus should be on those initiatives that are of the highest importance and carry the most impact. A prerequisite is to first determine what important and impact means for your particular situation. Your definition of important and impact will likely differ from mine depending on the needs of your team or organization. But whatever activities qualify for this quadrant, that’s your sweet spot. That’s where you add the most value as a leader.

The opposing quadrant, low importance/low impact, are activities you need to discard or delegate. Those are the projects that don’t warrant your time and attention. Getting rid of these activities can be challenging. They may be something you personally enjoy doing, are impact-vs-importancefun, and may have even served an important purpose at one time. If these activities still carry a modicum of importance and impact, delegate them to someone who can make them his/her primary focus. If not, jettison them. They’re holding you back.

The toughest ones to figure out are the other two quadrants: high impact/low importance and high importance/low impact. These require analysis and decision-making. If the activity provides a high level of impact, but isn’t that important, you have to ask yourself why that’s the case. To help you make a decision, estimate the return on investment if you devote your energy to this activity. If the ROI is there (the impact makes it worth doing), delegate it to someone who can make it a primary focus. If the ROI isn’t there, discard it.

If an activity is important but carries low impact, it’s likely something that isn’t urgent but needs attention at some point in time. Prioritize these activities, get them scheduled out, and/or assign them to someone else to manage. These activities are important, but you have to keep your primary focus on those activities that are of higher importance and carry greater impact.

Act—This is the final step. Using the criteria above, you have to take action and make decisions about where to invest your time and energy. You may have to give up some pet projects in lieu of other initiatives that warrant more of your leadership focus. It may also involve some uncomfortable changes for your team members. Perhaps you may need to realign reporting lines or restructure your team to help you, and them, focus on the most important and impactful areas of the business. This isn’t a one and done process. You’ll need to periodically reassess your priorities and make necessary adjustments.

Feel free to leave a comment with your reactions or additional thoughts on how you handle the challenge of focusing your energies on the activities that drive the most value.

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Career Zingers #30: Your Career is Never a Solo Endeavour

Picturing Your Career – The Double Ensō and The Venn Diagram

I don’t believe that life is linear. I think of it as circles – concentric circles that connect. ~ Michelle Williams

While working at my desk today my ice water glass created a double ensō as it rested upon a piece of paper beside my computer. Ensō means circular form and may symbolize elegance and strength as well as the void. Rather than career as a linear progression or feeling we are “going around in hopeless circles at work” we can embrace the circular nature of our career.

If you have a mathematical mind you might see the same image as a Venn diagram, named after John Venn, with two overlapping circles indicating where items share something in common.

To be successful, view your career as circles of relationship. How well do you overlap what you love to do with what you need to do? How successful are you in joining your work contribution with what your organization or client needs? How united are you with others at work? And what other circles do you need to join to be successful at work?

When two circles merge into one we experience perfect engagement. This may be a fleeting career ideal but it can draw us forward to a greater feeling of belonging at work.

 

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The Leadership Superpower That Builds Trust and Connection

If you could have any superpower in the world that would help you be a better leader, what would it be?

Mind-control could be a good choice. Manipulating people’s minds to make them do what you want would certainly make your job easier. Or how about super-intelligence? If you were the smartest person in the room, you could shortcut all the inane problem-solving discussion and just tell everyone the answer. That would definitely improve productivity, wouldn’t it? Or maybe you’d like an out-of-this-world dose of charisma that would allow you to inspire your followers to charge through a brick wall to achieve the vision you laid before them. All of those abilities sound wonderful, but we know that superpowers don’t exist, right?

Well, according to neuroscientist Matthew Lieberman, Ph.D., we all have a very specific superpower, but most of us fail to recognize it as such. What is this leadership superpower? It’s your social skills.

What? Social skills are a leadership superpower? Are you kidding me?

Nope, I’m not kidding. And I believe it, too. In 22 years of working for The Ken Blanchard Companies, I can tell you that one of the top reasons organizations bring us in to work with their leaders is because they don’t have the social skills needed to lead others. To illustrate, let me ask you a question: Who is it that usually gets promoted to a leadership role? The star performer, of course. Well, just because someone is a superstar as an individual contributor, doesn’t mean she will be a superstar leader. Leadership is a whole different ballgame where success or failure usually hinges on a person’s social skills.

In particular, your social skills are critical to creating stronger bonds of relational connection that results in higher levels of trust with others.

There is an epidemic of loneliness in America, and our workplaces are in dire need of greater relational connection. My friend Mike Stallard, is an author, speaker, and expert on human connection in corporate cultures and how it affects the health and performance of individuals and organizations. He recently wrote about this challenge and the benefits organizations can achieve if they improve human connection. Stallard points out that stronger bonds of human connection in the workplace boosts the cognitive firepower of employees, increases employee engagement, tightens strategic alignment, improves decision-making quality and boosts the rate of innovation.

Connection not only addresses the problems of loneliness and its ill effects, it also builds trust. In fact, connection is one of the four key elements of trust in a relationship.

Connection is about caring for others. When people see that you act with goodwill, that you have their best interests in mind, they are more apt to trust you. They trust your intentions because they believe you won’t do anything to intentionally try to harm them. Connection also builds trust through open communication. Sharing information about yourself and the organization shows people that you don’t have any hidden agendas. People see that you don’t use information as power, and you don’t withhold it in an attempt to retain power over them. You can also build connection through rapport. In Stallard’s article, he cites the example of a Costco manager who builds rapport by making it a point to remember the names and something memorable about all 280 of his employees.

Trust is important because it’s the magic ingredient of organizational success. It acts as both the lubrication that keeps organization’s running smoothly as well as the glue that holds it all together. Research has repeatedly shown that high levels of trust in organizations lead to higher revenues, profit, innovation, engagement, and lower costs related to turnover, accidents, sick-leave, and employee theft.

So forget about wishing for the superpowers of mind-control, super-intelligence, or hyper-charisma. You’ve already got a superpower and didn’t even realize it. Now it’s time to put it to work.

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Career Zingers #29: Are You Washed Up?

We often upgrade equipment and tools quicker than we “update” ourselves.

When is the last time you changed your mind?

How long since you established a new meaningful relationship?

What’s the last non fiction book you read?

Make today a day for a clean start because it is no fun being wrung out in a wringer washer or a dead end career.

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The 3 Ingredients of Great Performance Management

My wife is a big fan of TV cooking shows. You name it, she likes to watch it: IronChef, TopChef, Great American Food Truck, and MasterChef, just to name a few. Since she owns the TV remote control in our house, I’m pretty much forced to watch all these shows with her (I know, I should turn in my man card now!). Might it be I secretly like watching them as well? The answer is ‘yes.’

While recently watching an episode of MasterChef Junior, the show featuring young children displaying their culinary talents in competition with each other, I was struck by how the show illustrates the three fundamentals of effective performance management: goal setting, coaching, and evaluation.

Goal Setting

The young chefs are presented with various challenges that test their culinary expertise. The challenges are all unique. One may require the contestants to create an exact replica of a dish made by an adult chef, or another may be to create a dessert using a few specific ingredients, or yet another may be to create their own signature dish that follows a certain theme. Regardless of the unique challenge, the goal is clear. All good performance starts with clear goals. When goals are fuzzy or non-existent, energy is diffused and productivity suffers. But when goals are clearly defined, people’s focus is sharp, effort is purposefully directed, and productivity accelerates.

Gordon Ramsay Setting a Clear Goal on How to Cook Filet Mignon

Coaching

Once clear goals have been established, the second fundamental of effective performance management is day to day coaching. People need direction, support, and feedback in real-time to help them address competency gaps, make course corrections, or consider alternative approaches. In MasterChef Junior, this is illustrated when the judges connect with each of the chefs during the preparation of their dishes. They ask questions that get the youngsters thinking about the vision and strategy of their meal, or the judges will give advice if they notice something is not up to par, or they’ll offer warnings of things to pay attention to or avoid. The goal of coaching is to help the individual produce the best outcome possible.

MasterChef Judges Coaching a Contestant

Evaluation

Dumping the once a year formal performance evaluation is all the rage right now. What gets lost sometimes in this popular trend is the need remains to do some sort of performance evaluation with your employees. The timing, frequency, and format of the evaluation may change, but evaluation is still a critical component of the performance management process. It allows both the leader and employee to assess the effectiveness of the employee’s efforts, what worked well, and what could be done better. In MasterChef Junior, the judges offer each contestant a critique of their dish. I’m surprised, yet pleased to see, the candid nature of the judges’ comments. Rather than falling into the trap of over-praising effort to the neglect of constructive criticism, the judges deliver feedback in a factual, straightforward manner. The young chefs know clearly what they did well, where they came up short, and how they can get better in the future. Isn’t that how it should be in our workplaces?

Example of MasterChef Junior Performance Evaluation

Life at work doesn’t fall into the neat, 1-hour, edited format of a TV show, but the principles of effective performance management we see in MasterChef Junior are still valid. Good performance starts with clear goals that enable individuals to understand what they’re trying to achieve. Good leaders provide real-time coaching on an as-need basis to help employees stay on course, get back on course if they’ve strayed, or to consider ways to improve their performance along the way. And finally, once the goal or project has been completed, the leader and employee review the performance and celebrate things done well, and if needed, discuss how to improve performance in the future.

This post was originally published on LeaderChat.org and I thought the Leading with Trust audience would enjoy it as well.

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