Author: Ron McIntyre (Page 1 of 29)

Failing to Take These 10 Actions Will Sink You As a Leader

Enjoy this guest post from Scott Mautz:

As a leader, you don’t want to be defined by the things you didn’t do.

It’s hard enough to get right what you are acting on, let alone worry about what you’ve missed. But there’s no shortage of Monday morning quarterbacks who will take pot shots at you for the plays you didn’t run.

So, here’s the rest of the playbook.

Take action on these painful omissions:

  1. Failure to decide—Indecision can paralyze an organization. It can create doubt, uncertainty, lack of focus, and even resentment. Multiple options linger, sapping an organization’s energy and killing a sense of completion. Timelines stretch while costs skyrocket. And as we vacillate competition can eat our lunch. Choosing not to decide is a choice, with consequences.
  2. Failure to resolve conflict in a timely fashion—Debate is a healthy and necessary component of everyday business. Sometimes debate can grow uncomfortable, which is OK if respect is maintained, and transparency is prevalent. It’s when the leader allows the debate to devolve to lingering conflict that trouble arises. Ill will can quickly build, reality can be distorted as both sides spiral into an “us vs. them” mentality, and inefficiency and stress surges. So, cut off disrespectful behavior. Deflate, not elevate, overly emotional behavior and channel unproductive passion into high-energy, team-oriented solutions. Asking the troops to “work it out” is a cop out; sometimes you’ve got to dig in and mediate.
  3. Failure to reward and recognize—A missed opportunity to recognize is a missed opportunity to energize. The bottom line is that failure to reward and recognize creates doubts in employee’s minds. They wonder, “Am I working on the right things?”, “Does my leader notice my efforts and accomplishments, or even care?”, “Are my efforts not up to his/her standards?” It can manifest itself as a plain ol’ fashion lack of feeling appreciated. And all of this leads to a lack of feeling motivated.
  4. Failure to inform—It’s difficult enough to gain competitive intelligence, why would we withhold our own? And it happens far too often. How many times have you been on a team, found out something too late, and thought, “It would have been nice to know that a month ago”? As leaders, when we withhold information or don’t make the time investment to openly share critical information, we handicap our organizations.
  5. Failure to proactively manage change—If left to their own devices, employees often make the worst of change. Organizational psychologists have discovered that if employees can’t make a link between change and their own personal goals and values, intrinsic motivation to embrace that change will be absent. So, have a plan to manage change, including enrolling the affected in the change, equipping them for it, and making a clear case for change in the first place.
  6. Failure to take accountability—Nothing is more un-leader-like then when a leader misses the opportunity to stand up and take accountability, or worse yet, openly deflects it. There’s no recovery from this. The troops expect it from you. And even when you’re not accountable by personal involvement, you are by position power. Own it.
  7. Failure to address under-performers—Rotten apples can spoil the orchard. Nothing may be more frustrating for employees, especially high-performers, then when the dead-weight is allowed to continually burden the organization without retribution. Such individuals grow like a cancer and take with them the morale and sense of fairness in the group. Get after it.
  8. Failure to see around corners—The best leaders spend substantive time seeing around corners, proactively anticipating and addressing problems. They do this by understanding their industry, understanding competitors, asking “What if?” Having such a mindset forces them out of day-to-day operations that others can do much better (and want to be left alone to do much better).
  9. Failure to react quickly enough in crisis—Complacency has no place in great leadership. Be productively paranoid. At the first sign of a crisis, gather your core team of thinkers/problems solvers and ninja team of executors. Communicate quickly and frequently.  Mostly, act, don’t ignore.
  10. Failure to make an effort to connect—I once had a boss who said, “The door is always open.” The problem was the lower half was shut, like a bank teller counter, preventing me from ever really getting close enough to connect. People can read a lack of compassion and warmth a mile away, and they’ll stay a mile away when they sense it. So make the effort – it will make a difference.

Think of this post as a call to action to avoid damaging inaction.

About Scott Mautz

Scott Mautz is the CEO of Profound Performance and a veteran of Procter & Gamble. Scott is also the author of Find the Fire: Ignite Your Inspiration and Make Work Exciting Again and Make it Matter: How Managers Can Motivate by Creating Meaning.

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Career Zingers #14: Precious Work

Do you experience the preciousness of your work?

Abu Dhabi Louvre Art (David Zinger, 2017)

Precious defined: ˈpreSHəs – of great value; not to be wasted or treated carelessly.

Imagine today at work is your first day at work. Imagine today at work is your last day at work.

Each of us, regardless of how long we work, will have a first day and a last day. If you knew it was your first day or last day at work what might you do to make it more precious or memorable? Realize you don’t have to imagine today as either your first or last day. Each day, you and your work change — even if ever so slightly. Therefore, each day is your first day. Also, no day at work will ever be identical to the previous day so it is also your last day. Although our career can span many years it can only be found and fully experienced within each precious day, hour, minute, and moment.

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11 Free and Freeing Career Zingers

Free Fast Acting Career Zingers to Perk Up Your Career

We must take responsibility for our own career development. No organization, parent, or coach can do it for us.

I am not willing to go through 368 pages to find our the color of parachute or read hundreds of pages of some career book to turbocharge my career.

This is where Career Zingers comes in. This micro e-book offers you 11 nudges to boost or perk up your career.

You can spend time on your career rather than spending time reading about career development. By the way, almost half of the book is pictures!

Add some zing to your career. I invite you to click here or on the cover above to open the book on your own career!

In addition, feel free to pass on this e-book to co-workers, family members, and friends.

David Zinger is devoted to helping people with their career, work, and wellbeing.

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Reflections on the 2018 Edelman Trust Barometer

My fellow trust activist, Dominique O’Rourke, recently published her reflections on the results of the 2018 Edelman Trust Barometer. I enjoyed her “straight talk” perspective and agree with her conclusions.

 

There are obvious steps leaders can take to address the crisis of trust in our major institutions, but it requires strength of character to do the right thing. Often times the right choice flies in the face of the easiest or most popular path endorsed by those who tend to benefit the most from the decision being made. It’s time for leaders of all organizations to quit focusing on self-interest, stop appeasing the desires of the most powerful, and start serving the greater good of all stakeholders.

 

We don’t have a crisis of trust so much as we have a crisis of untrustworthy leaders.

Accolade Communications

“A Battle for Truth” and “Trust Crash in the U.S.” proclaimed last week’s 2018 Edelman Trust Barometer. Then, the usual, ridiculous hand-wringing ensued. Yet, there’s plenty of research in business strategy and ethics that points the way out of this quagmire; and it’s not the inter-personal stuff you may be familiar with. I’m talking real business practices and systems that make your organization more trustworthy and therefore, more trusted. Trust has tangible bottom-line benefits.

The need for macro-level trust interventions is urgent. Here’s what  scholars Reinhardt Bachmann and Andrew Inkpen pointed out in the wake of the 2007-2008 financial crisis.

Clearly, the problem has not emerged in that trust has broken down at the micro-level, i.e. in relationships where individuals know each other face-to-face. The trust crisis is essentially due to a breakdown of macro-level trust, i.e. trust in (large) organizations. This is why we urgently need to know more…

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Career Zingers #13: I can fly

Preparing for Flight

Preparing for Flight (David Zinger, 2017)

I was sitting at the gym and she came up to me, looked me in the eye and declared, “I can fly – you know.” Then she took off with two quick steps then leaped into the air for a flight of about 100 milliseconds and an elevation of 3 inches, landing, taking two more steps and taking flight again. The belief and the action of this enthusiastic two-year old girl was inspiring. In your career, when did you stop believing you could fly and when did you stop trying?

“Don’t believe what your eyes are telling you. All they show is limitation. Look with your understanding. Find out what you already know and you will see the way to fly.” ― Richard Bach, Jonathan Livingston Seagull

David Zinger is a 63 year old career, work, and engagement educator and coach who has never stopped flying.

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The 2 Beliefs That Derail Well-Meaning Leaders

Best-selling business author Ken Blanchard believes leadership is an inside-out proposition.

“It begins by asking yourself a tough question: ‘Am I here to serve or be served?’” he says. According to Blanchard, the answer to this question will reveal your fundamental approach to leadership.

“If you believe leadership is all about you, where you want to go, and what you want to attain, then your leadership by default will be more self-focused and self-centered. On the other hand, if your leadership revolves around meeting the needs of the organization and the people working for it, you will make different choices that will reveal a more others-focused approach.”

Blanchard believes the best leaders have a servant leadership philosophy. He explains that servant leadership requires a two-pronged approach that combines strategic leadership—vision and direction—with operational leadership—strong day-to-day management practices.

“At its core, servant leadership means that once vision and direction are set, the organizational pyramid is turned upside-down and leaders work for their people.”

There are two beliefs that can derail you from being a successful servant leader, according to Blanchard.

“One is false pride—when you think more of yourself than you should. When this occurs, leaders spend most of their time looking for ways to promote themselves. The other is fear and self-doubt—when you think less of yourself than you should. These leaders spend their time constantly trying to protect themselves.”

Surprisingly, the root cause of both behaviors is the same, explains Blanchard: “The ego. It’s just part of the human condition. Any time I hear someone say that their ego has never gotten in their way, that they are never prideful and never experience self-doubt, I usually say, half-jokingly, ‘I’ll bet you lie about other things, too.’ We all have times when we get off track.”

To help executives identify ways that ego may impact their leadership, Blanchard often incorporates an “Egos Anonymous” exercise into some of his work with clients.

“The Egos Anonymous session begins with each person standing up and saying, ‘Hi, I’m Ken, and I’m an egomaniac. The last time my ego got in the way was …’ And then they share a false pride or self-doubt moment or example.”

Egos Anonymous sessions have become so popular with executives that some use the technique to kick off meetings back at their workplace.

“They find it really helps their teams operate more freely,” says Blanchard. “It’s very powerful when people can share their vulnerability and be more authentic and transparent with one another.”

For leaders looking to get started with an inside-out approach to addressing and improving their leadership abilities, Blanchard has one final question: “What are you doing on a daily basis to recalibrate who you want to be in the world?

“Most people don’t think about that. This could include how you enter your day, what you read, what you study—everything that contributes in a positive sense to who you are.

“Consider your daily habits and their impact on your life. Take time to explore who you are, who you want to be, and what steps you can take on a daily basis to get closer to becoming your best self. Your leadership journey begins on the inside—but, ultimately, it will have a tremendous impact on the people around you.”

PS: Would you like to learn more about servant leadership principles and how to apply them in your organization?  Join Ken Blanchard for a free online event February 28.  The Servant Leadership in Action Livecast will feature more than 20 thought leaders and business executives sharing how they have successfully implemented servant leadership principles in their organizations.  The event is free, courtesy of Berrett-Koehler Publishers and The Ken Blanchard Companies.  Learn more here!

This article was authored by David Witt and originally appeared on LeaderChat.org.

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Career Zingers #12: The Fiction of Our Career

“I’ve had a lot of worries in my life, most of which never happened.” – Mark Twain

Photograph by David Zinger from Abu Dhabi Louvre Museum

Is your career a work of fiction? I think most of us believe our career is non fiction – based on facts, real events, and real people. On the surface most of us fail to recognize our career is a work of nonfiction – a story of imaginary events, invention and fabrication as opposed to mere fact. It it time to fully acknowledge the centrality of nonfiction within our career because:

  1. We must realize how much our internal thoughts and stories influence all of our career experiences, emotions, and actions.
  2. We are both the protagonist and writer of our career story and therefore have choice and authorship in how we understand our career and how we act in mundane and challenging situations.
  3. We are not prisoners or victims of a malevolent author (job, boss, marriage, health) — like all experienced writers we must realize the bulk of our work consists of constant iteration and revision.

As Thomas M Cirignano stated: “Each of us is a book waiting to be written, and that book, if written, results in a person explained.”

David Zinger is a career, engagement, leadership, and work engagement expert. David fully resonates with the lyrics of Kris Kristofferson “a walkin’ contradiction, partly truth and partly fiction.”

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Career Zingers #11: A Fresh Start

There is the possibility of growing in the most difficult of places

New Year’s Day is fading fast in our rearview mirror. Perhaps you dreamed of a career change or made a career resolution and broke it. You believe all is lost, thinking now you’ll wait until your birthday in late August to make a fresh start on your career.

When can we start over? The truth is, anytime. The next moment invites you to begin again. And the moment after sends a second invitation. And each moment does this again and again and again. Don’t dither, postpone, or procrastinate on career change for a special event or specific date on the calendar. Close the door on real or imagined setbacks and open the door for a fresh start right now. And if this fresh start doesn’t proceed as planned the next moment after that is a great time to begin.

David Zinger educates and coaches for career, employee, work, and leadership engagement. He loves reading and weeding.

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The 1 Question All Leaders Must Ask Themselves

Are you here to serve or be served? That question gets to the heart of what motivates you as a leader.

Not to oversimplify the issue (although I’m going to!), but there are two basic kinds of leaders: those who are self-serving and those who serve others. The key difference is the mindset of the leader. The self-serving leader views her role primarily through a self-focused lens. She is motivated to lead as a means to accomplish her goals. She sees leadership as a way to obtain power, status, and influence, all valuable tools to help her make her way in the corporate world.

The serving leader, on the other hand, views her leadership as a way to help others. She is focused on facilitating the growth and success of her followers so they can accomplish their goals and those of the organization. She views her power, status, and influence as instruments to facilitate the success of others.

The majority of leaders I’ve encountered in my career have not consciously considered this question. I think it’s because most people fall into leadership positions without much forethought. They excel in their roles as individual contributors, get promoted to manager, and then learn on the job how to lead others. It’s the minority of leaders who intentionally consider this question, answer it, and pursue leadership positions with purpose and focus.

On February 28th you have an opportunity to ask yourself this question and to learn from others who have already answered it and experienced the success of servant leadership. Ken Blanchard will host the Servant Leadership in Action livecast and he’ll be joined by 20 other leadership experts who will do an in-depth examination of what it means to be a serving leader.

Our world is in desperate need of a new model of leadership. We’ve all seen the negative impacts of self-serving leaders and the harm they cause our organizations. Decades of research and experience have shown servant leadership is the way to achieve lasting success that brings out the best in people and organizations. I encourage you to attend the Servant Leadership in Action livecast and answer this question once and for all: Are you here to serve or be served?

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If You Want Employee Accountability, Keep Them IN the Box

“We want you to act like owners.” How many times have you heard that phrase thrown around in organizations? As a leader, you’ve probably uttered those words, or similar ones, many times in the past. We all want employees who live and breathe accountability. It’s one of the key factors that set high performers apart from low or average ones.

We want employees to act like owners, but many times we discourage their accountability by treating them like renters. How so? We discourage accountability when we micromanage. Telling people what to do, how to do it, and insisting they do it our way thwarts their autonomy. We also prevent accountability when we shelter people from the consequences of their actions. We’ve let the pendulum swing too far to the side of wanting everyone to feel good about themselves no matter their level of performance. Everyone should get a trophy just for giving a good effort, right?

So as a result, we have developed employees who have the mindset of renters, not owners. You know what that looks like, right? The employee waits around for the boss to make the decision, rather than stepping out on their own initiative. They do a decent enough job, but often nothing spectacular; just enough to get by. They are content to point out problems, but don’t take the extra step to solve the problem themselves or offer suggestions on how to do so.

In their new book, Counter Mentor Leadership—How to Unlock the Potential of the 4-Generation Workplace, my friends Kelly Riggs and Robby Riggs define accountability in a straight-forward way: the process of taking a personal interest in—owning—the results, as opposed to making excuses for mistakes and looking for something or someone to blame. They emphasize that accountability is an attitude, one that is cultivated, modeled, and instilled in others by a good leader.

The Riggs duo suggest leaders can help employees foster a mindset of accountability by putting them back in the box.

Whoa! Wait a minute! Did you say back IN the box? Yes, that’s right. Back IN the box…the Freedom Box.

The Freedom Box is about setting a perimeter within which the employee has complete autonomy to roam. The size of the box is proportional to the employee’s individual competence and commitment to take ownership of producing results. By definition, the box will be a bit different for each person. Using language from our Situational Leadership© II (SLII®) model, on particular goals or tasks some people are Development Level 4 (D4) Self Reliant Achievers (highly competent and committed), while others are Development Level 1 Enthusiastic Beginners (low competence and commitment). The D4’s box is going to look a whole lot different than the D1’s box.

There are four primary boundaries of the Freedom Box:

  • Company values and/or guiding principles. Your values determine what behavior is or isn’t acceptable in the workplace. If you don’t have values with behavioral definitions, this is where you want to start. It’s the foundation of how you want people to perform.
  • Expectations. Ken Blanchard has long stated that “All good performance starts with clear goals.” If employees don’t have clearly defined goals, how are they supposed to know what a good job looks like? It’s hard to exhibit ownership over ill-defined, nebulous goals.
  • Level of authority. An employee’s level of authority in the Freedom Box should be determined by their demonstrated capabilities. Riggs and Riggs share four common-sense levels of authority:
    • Level 1—Check with me before you do anything. For rookies who are just learning.
    • Level 2—Make the decision, but check with me prior to implementation. For those still learning on the job and need practice.
    • Level 3—Make and implement the decision, but keep me in the loop. For employees who are experienced and demonstrate good judgment.
    • Level 4—The buck stops with you. Seasoned veterans who are highly trusted and experts in their domain.
  • Performance standards and metrics. Employees need standards of performance that defines the measure of success. Success should not be defined by solely what is achieved, but also how it is achieved.

Accountability is a mindset of people who are personally invested in their work. It’s not something the leader can force upon an individual. We as leaders need to be careful that we aren’t unintentionally hindering our people from developing their own resilience to be accountable. When we take away the pain, thwart initiative, don’t reward appropriate risk-tasking, and withhold honest feedback, we prevent our people from stepping into accountability. The Freedom Box is a helpful process for how leaders can put people IN the box in order to help them develop accountability.

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