Leading with Trust

10 Signs You’re Leading From the Rear View Mirror

rear-view-mirror

As I drove home recently, the freeway transitioned into a city road and I eased up behind a gentleman in a black Mercedes. He immediately slowed down significantly below the speed limit in a not so subtle attempt to tell me he didn’t want me following too close behind. I slowed down, all the while observing him eyeballing me through his rear-view mirror. Still not satisfied with the distance between our cars, he continued to pump his brakes and slowed down even more, to the point of holding up traffic several cars deep. Continuing to drive significantly below the speed limit, the grumpy Mercedes driver kept his attention focused on the rear-view mirror instead of watching the road up ahead. I switched lanes to pass Mr. Grumpy Pants and watched him as I drove by. He never took his eyes off the rear-view mirror as he proceeded to do the same thing to the next driver who moved up behind him.

The grumpy Mercedes driver got me thinking about how easy it is to lead by looking through the rear-view mirror instead of the front windshield. What I mean by that is we can get so focused on what’s happened behind us that we forget to look forward to the opportunities ahead of us. Here are 10 signs you may be suffering from rear-view mirror leadership:

1. Your natural response to change is “That’s not how we do it around here.” Change brings out interesting behaviors in people. I’ve found most people don’t mind change as long as it’s their idea, they’re in control of it, and it benefits them in some way. But most of the time, though, change is thrust upon us in one way or another and we have to deal with it. Rear-view mirror leaders usually fixate on what they’re going to lose as a result of a change and they expend all their effort in trying to prevent or minimize the impact. Forward-looking leaders search for the opportunities of growth and improvement that will result from change. It’s our choice as to how we respond.

2. Things are never as good as “back in the day.” I’m a nostalgic person by nature and am susceptible to this attitude or line of thinking. However, I’ve learned by experience that the past is a fun place to visit but it’s a bad place to live. Nothing new ever happens in the past. There’s no growth, improvement, or change. Our jobs, organizations, and industries are not the same as they were 20 years ago. We have to stay relevant with the times, personally and organizationally, or risk becoming relics of the past.

3. You’re pessimistic about the future. Sometimes it’s hard to be optimistic about the future, especially in today’s day and age. If your outlook on the future is dependent upon the performance of the stock market or the headline news, then you’re in trouble. The best leaders are dealers of hope. They maintain an optimistic view of the future, keeping focused on their purpose and core values, and putting forth a vision that encourages and energizes their team.

4. You’re focused on maintaining status quo. I’m not one to make a big stink about the difference between leadership and management. Leaders have to manage and managers have to lead. But there is one key difference that I think is worth noting—leaders initiate change whereas managers focus on maintaining or improving the status quo. Status quo leadership is often about looking in the rear-view mirror, making sure everything occurred exactly as planned. Forward-looking leadership involves surveying the open road and charting a course to move the team to its next destination. There will be occasional wrong turns, rerouting the course, and asking for directions. It will get messy and chaotic at times. But it will never be status quo.

5. You micromanage. Micro-managers tend to not trust people. Since trust involves risk, micro-managers default to using controlling behaviors to minimize their dependency on others. They want to maintain power so they hoard information, don’t involve others, and make all decisions of any consequence. Micro-managers tend to believe they know what’s best and will act in ways to keep themselves in the center of any conversation, meeting, or activities in order to exert their influence.

6. You spend more time assigning blame and making excuses than focusing on what you can control. Rear-view leaders are consumed with what others are doing or not doing, and almost always believe their lack of success is a result of factors outside their control. “If only Marketing would have provided us with the right kind of collateral that appealed to our clients…,” or “If Operations hadn’t delayed in getting that order into production…,” and “Customer Service does a horrible job at client retention…” are the kinds of blaming statements or excuses you often hear from rear-view leaders. Proactive leaders understand there will always be factors outside their control, so they spend their energy focusing on what they can influence and trust their colleagues to do the same.

7. You wait for someone to tell you what to do instead of taking the initiative. Failure to take initiative is a symptom of rear-view mirror leadership. Because rear-view mirror leaders are focused on the past, what others are doing or not doing, or focused on maintaining the status-quo, they are often caught watching from the sidelines when they should be actively involved in the game. Do you find yourself surprised by decisions that get made? Find yourself out of the information loop about what’s happening around you? If so, you might be sitting around waiting for someone to tell you what to do instead of taking the initiative. Find a need, meet a need. See a problem, fix a problem. That’s what forward-thinking leaders do.

8. You have a graveyard of relationships that are “dead to you.” It’s easy to run over people when you’re not looking where you’re going. Precisely because they’ve been leading by looking in the rear-view mirror, these kinds of leaders have often neglected to invest in relationships across the organization. They have “written off” people for one reason or another, usually in an attempt to exert power and influence to preserve their position and authority.

9. A lack of possibility thinking. If your first response to new ideas is to find all the ways it won’t work, you’re a rear-view mirror leader. Critical thinking and risk mitigation is necessary when considering a new concept, but if the ideas that come your way never make it past the initial sniff test, then you may be shutting yourself off to new possibilities. Instead of shooting holes in the ideas your team brings to you, try responding with this question: “How could we make this work?” You may be surprised at how much energy and passion it unleashes in your team.

10. You have an “us vs. them” mentality. Do you say “we” or “they” when referring to your organization and its leadership? Whether it’s done consciously or subconsciously, rear-view mirror leaders tend to disassociate themselves from the decisions and actions of their fellow leaders. Being a leader, particularly a senior or high-level one, means you represent the entire organization, not just your particular team. You should own the decisions and strategies of your organization by phrasing statements like “We have decided…” rather than “They have decided…” because it shows your team that you are personally invested and committed to your organization’s plans.

The grumpy Mercedes driver couldn’t see he had a wide-open road ahead of him to enjoy because he was too focused on what others were doing behind him. Don’t make the same mistake as a leader. If any of these ten signs ring true, you may be spending more time leading by looking through the rear-view mirror instead of the front windshield.

Research Shows These Are The Top 5 Characteristics of Servant Leaders

In their academic paper Identifying Primary Characteristics of Servant Leadership, researchers Adam Focht and Michael Ponton share the results of a Delphi study they conducted with scholars in the field of servant leadership.

A total of twelve characteristics were identified, five of which were agreed upon by all of the scholars polled. These five most prominent servant leadership characteristics were:

  1. Valuing People. Servant leaders value people for who they are, not just for what they give to the organization. Servant leaders are committed first and foremost to people—particularly, their followers.
  2. Humility. Servant leaders do not promote themselves; they put other people first. They are actually humble, not humble as an act. Servant leaders know leadership is not all about them—things are accomplished through others.
  3. Listening. Servant leaders listen receptively and non-judgmentally. They are willing to listen because they truly want to learn from other people—and to understand the people they serve, they must listen deeply. Servant leaders seek first to understand, and then to be understood. This discernment enables the servant leader to know when their service is needed.
  4. Trust. Servant leaders give trust to others. They willingly take this risk for the people they serve. Servant leaders are trusted because they are authentic and dependable.
  5. Caring. Servant leaders have people and purpose in their heart. They display a kindness and concern for others. As the term servant leadership implies, servant leaders are here to serve, not to be served. Servant leaders truly care for the people they serve.

To a large degree, these findings mimic the results of polling that The Ken Blanchard Companies conducted with 130 leadership, learning, and talent development professionals who attended a series of servant leadership executive briefings in cities across North America in 2018. Topping the list was empathy, closely followed by selflessness and humility. Also mentioned multiple times were being authentic, caring, collaborative, compassionate, honest, open-minded, patient, and self-aware.

Both lists can serve as good starting points for HR and L&D executives looking to bring an others-focused culture into their organizations. What’s been your experience?  Feel free to enter additional characteristics of a servant leader in the comments section below.


Interested in learning more about bringing servant leadership principles into your organization? Join us for a free webinar on November 15!

Dr. Vicki Halsey, vice president of applied learning for The Ken Blanchard Companies and author of Brilliance By Design, will conduct a presentation for leadership, learning, and talent development professionals on 3 Keys to Building a Servant Leadership Curriculum.

In this enlightening webinar, Dr. Halsey will connect servant leadership characteristics to competencies and share best practices on how to design a comprehensive curriculum for your organization. You can learn more here. The event is free, courtesy of The Ken Blanchard Companies.

This article was written by my colleague David Witt and originally appeared on LeaderChat.org.

50 Practical Ways to Build Psychological Safety in Your Team

Last week I wrote about the five factors that foster psychological safety in organizations and why it’s important to be a safe leader. Creating an environment of trust and safety where team members feel secure in being vulnerable and taking risks can seem like an overwhelming task. How does one actually going about doing that?

A safe and trusting team culture is the result of a series of decisions and actions that build upon each other. The behaviors and strategies used to build psychological safety aren’t rocket science, but they require a leader’s commitment, focus, and energy. Here’s a list of fifty practical ways you can build a team culture of trust and safety:

  1. Ask, “What can I do to help?”
  2. Say, “I trust your decision.”
  3. Ask, “What can I do differently?”
  4. Ask, “What do you think is the best course of action?”
  5. Admit your mistakes.
  6. Treat mistakes as learning moments.
  7. Don’t treat everyone the same.
  8. Put employees ahead of customers.
  9. Promote learning opportunities.
  10. Be securely vulnerable.
  11. Follow the Platinum Rule – Treat others the way they want to be treated
  12. Welcome curiosity.
  13. Promote healthy conflict.
  14. Give employees a voice.
  15. Extend trust.
  16. Be trustworthy.
  17. Promote effectiveness, not efficiency.
  18. Encourage creativity in problem solving.
  19. Establish accountability with clear expectations.
  20. Share your intent.
  21. Be present; don’t multitask.
  22. Control your temper.
  23. Build rapport.
  24. Tell the truth.
  25. Follow through on commitments.
  26. Walk the talk.
  27. Solicit feedback from others.
  28. Use the feedback from others when making decisions.
  29. Listen without interrupting.
  30. Take responsibility for your actions.
  31. Share your expertise with others.
  32. Be a mentor.
  33. Keep confidences.
  34. Recognize and reward good behavior.
  35. Don’t bend the rules.
  36. Avoid gossip.
  37. Speak positively about others and the organization.
  38. Address behavior not in alignment with organizational values.
  39. Show care, concern, and compassion for others.
  40. Put others’ needs ahead of your own.
  41. Share information about yourself and the organization.
  42. Establish clear norms for your team.
  43. Develop and implement a clear decision-making process.
  44. Encourage responsible risk-taking.
  45. Encourage diverse points of view.
  46. Celebrate achievements and have fun.
  47. Promote autonomy and freedom.
  48. Implement health and wellness strategies.
  49. Conduct team-building activities and events.
  50. Provide training on communication, interpersonal skills, emotional intelligence, building trust, etc.

The 5 Causes of Psychological Safety and Why You Need to be a Safe Leader

Reflective Listening

Psychological safety sounds like a complex academic topic, doesn’t it? It’s quite simple when you boil it down to its essence.

Amy Edmondson of Harvard University has pioneered the research on psychological safety. She says psychological safety describes an individual’s perceptions about the consequences of taking interpersonal risks in his/her work environment. It consists of taken-for-granted beliefs about how others will respond when one puts oneself on the line, such as asking a question, seeking feedback, reporting a mistake, or proposing a new idea.

When faced with these kinds of situations, we make micro-second calculations to assess the risk and likely consequences of our behavior. We make these decisions in light of the interpersonal climate we’re in, so we say to ourselves “If I do X here, will I be hurt, embarrassed, or criticized? Or will I be praised, thanked, or respected?”

Organizational Conditions for Psychological Safety

There are five areas that contribute to the establishment of a psychologically safe environment. The first is Leader Behavior. The leader is always being watched. What you say and do has a profound impact on whether your team members feel safe to be vulnerable with you. Research has shown that bad news is rarely transmitted up the hierarchy and team members are more likely to seek help from peers than their boss. But on the flip side, research has also shown that leaders who exhibit supportive managerial behaviors have positive effects on self-expression and creativity. Leaders must go out of their way to be open and use coaching-oriented behaviors. The three most powerful behaviors that foster psychological safety are being available and approachable, explicitly inviting input and feedback, and modeling openness and fallibility.

The second area that contributes to psychological safety is Group Dynamics. The norms of a group either encourage or inhibit team member vulnerability. Are new ideas welcomed or discouraged? Are divergent opinions solicited or are they criticized? The interplay of team member roles and characters are also part of group dynamics. Have you ever noticed how people in teams tend to assume familial-type roles? You often have a father figure of a group that offers sage advice and direction. You may have team member who plays a mothering role, the favored son who can do no wrong, or even the black sheep of the team who tends to stir up trouble. The interplay of these roles has a direct impact on the level of safety within a team. Additionally, in-group and out-group dynamics and power distribution among team members influence psychological safety.Psychological Safety 5 Factors

The third area that influences psychological safety is Trust and Respect. There is significant overlap between trust and psychological safety as it relates to vulnerability. Trust can be defined as the willingness to be vulnerable based on perceptions of someone’s (or some thing’s) trustworthiness. If you don’t feel the leader or team is trustworthy, you won’t be willing to be vulnerable and put yourself at risk. Supportive and trusting relationships promote psychological safety, whereas lack of respect makes people feel judged or inferior, resulting in them keeping their opinions to themselves. Trust is at the heart of creating a safe environment.

The fourth area that contributes to psychological safety is the use of Practice Fields. Peter Senge coined this term in the 1990’s to describe one of the hallmarks of a learning organization. He made the point that unlike other fields, most businesses don’t employ practice and reflection to improve the skills of their employees. For example, what do sport teams do between games? They practice! Practice is a safe environment to learn, make mistakes, and work on skill improvement. Pilots train in simulators before flying a new aircraft. Surgeons observe, assist, and practice new procedures before leading an operation. Employing practice fields creates an environment where it is safe to learn and make mistakes without fear of being penalized.

Finally, the fifth area that contributes to psychological safety is having a Supportive Organizational Context. What does that mean? It means team members have access to resources and information to perform their best. When people have this level of freedom it reduces anxiety and defensiveness. Contrast this to being in a “need to know” environment where suspicion, tension, power, control, and territoriality are the norm. Organizations with healthy and ethical cultures of fairness and trust create the supportive mechanisms that allow people to feel safe, take risks, and innovate.

Results of Psychological Safety

Psychological safety is a win-win for both employees and the organization.

Safe environments allow people to seek feedback more often. Seeking feedback places a person in a position of vulnerability to hear negative criticism, however, when it is safe to do so, the sharing of feedback leads to improvements in quality and performance. Safe environments also encourage people to seek help from those who are in positions of greater power. It’s risky to ask for help from someone who judges your performance, but leaders who foster psychological safety make it easy for their team members to ask for help.

A culture of psychological safety encourages people to speak up about wrongdoing. It alleviates concerns about repercussions of calling out unethical or illegal behavior, which is critical in today’s low-trust environments of many organizations. Innovation is also a benefit of having a safe environment. Innovation is essentially about taking a risk and trying something new. It’s about offering new ideas and challenging conventional ways of thinking which can’t happen if people are afraid of being judged or punished for stepping out of line. Lastly, psychologically safe environments allow team members to work more effectively across boundaries. It increases communication and coordination with other groups in the organization. It lowers the interpersonal risk of asking for help, resources, seeking feedback, or delivering bad news.

It’s vitally important for leaders to establish environments of trust and safety so their people can step out, step up, and achieve new heights of accomplishments. It begins by being a safe leader who is trustworthy, respectful, and committed to prioritizing the well-being of his/her team members over his/her self-interest. It begins by leading with trust.

25 Ways to Immediately Build Trust at Work

Most people assume that trust “just happens” in relationships. Like some sort of relational osmosis, people figure that trust just naturally develops over the course of time, and the longer you’re in relationship with someone, the greater the likelihood you’ll build a strong bond of trust.

Well, if you believe that, I’m sorry to burst your bubble. Trust doesn’t work that way.

Trust is based on perceptions, and those perceptions are formed by the behaviors you use. If you use trustworthy behaviors, you’ll be trusted. If you use behaviors that erode trust, people won’t trust you. It comes down to those simple and routine behaviors you use every day at work.

If you need help building trust at work, here are 25 specific ways you can start:

  1. Follow-through on your commitments.
  2. Take a genuine interest in your colleagues.
  3. Mentor someone.
  4. Strive to be the best at what you do.
  5. Tell the truth.
  6. Don’t gossip.
  7. Keep confidences.
  8. Listen well.
  9. Incorporate the ideas of others.
  10. Praise people for a job well done.
  11. Be responsive to requests.
  12. Under-promise and over-deliver.
  13. Walk your talk.
  14. Stand up for what is right.
  15. Admit your mistakes.
  16. Apologize when necessary.
  17. Constantly build your expertise.
  18. Build rapport with others.
  19. Be inclusive and appreciate diversity.
  20. Be on time for meetings and appointments.
  21. Demonstrate strong organizational skills.
  22. Say please and thank you.
  23. Go out of your way to help others.
  24. Be receptive to feedback.
  25. Be friendly.

Of course those are just the tip of the iceberg. What other key behaviors would you recommend to build trust? Please share your feedback by leaving a comment.

Even In This Cynical World, Trust Is Worth It

You’ve been betrayed by people you trusted and it has shaken you to the core. Time and time again you’ve opened yourself to the risk of trusting, only to be disappointed repeatedly. You’re hurt and bruised; mentally, emotionally, spiritually, and maybe even physically. You question if trust is worth it.

You’re trapped in a downward spiral of distrust. Doubt and suspicion permeate your relationships, causing you to keep others at arm’s length. You fall further into states of anxiety, fear, and self-protection, until the only solution you see is to build walls around yourself to keep the pain out. It works. Your walls keep the pain out, but trap the loneliness inside. You question if trust is worth it.

You know that life without trust is unfulfilling and you want more. You deserve more. The safety, strength, freedom, joy, and happiness that comes with trust is waiting for you, so you resolve to try again. Baby steps perhaps, but you will start again. You believe that trust is worth it.

5 Ways Leaders Try to Lead Right in The Wrong Way

Right-way-wrong-wayFew leaders wake up in the morning and say to themselves, “I wonder how I can screw up today?” Most leaders have good intentions and earnestly try to lead in the right ways, but sometimes the actions they think are helpful to their team actually cause harm or frustration. They’re trying to lead right in the wrong ways.

Here are five common ways leaders try to do the right thing in the wrong way:

1. Valuing results at the expense of relationships—Leaders are responsible for achieving results, and a common mistake is to pursue those results at the expense of relationships. Meet the sales quota…close the deal…finish the project under budget, on time, and with top quality…all important goals to achieve in and of themselves. But how do leaders achieve them? Through the efforts of the people they lead. What good does it do to run roughshod over your people to achieve a short-term goal? It may produce immediate success but it will destroy your long-term effectiveness. Leading right in this instance means valuing results and relationships. Take care of the needs and concerns of your people and they will take care of your customers, projects, and business.

2. Treating everyone the same in order to be fair—Leaders have to balance myriad issues and one of the trickiest is treating people fairly. Playing favorites is a huge trust buster! It kills the morale of your team and makes people suspicious of your motives and decisions. One way leaders try to avoid this problem is by treating everyone the same, and quite frankly, it’s a leadership cop-out. Most leaders do this because it’s easy, expedient, and causes them fewer headaches. Leading right in this case means treating people equitably and ethically given the particular situation. Of course, there are some policies and procedures that need to be universally applied, such as health, safety, and operational business processes, but leaders have more opportunities than they realize to increase employee loyalty and engagement by treating them as individuals with specific needs rather than just another nameless face that needs to toe the line.

3. Not developing relationships in order to maintain professional distance—This can be a particular challenge for newly promoted leaders who find themselves leading people who used to be their peers. In an effort to establish leadership credibility, leaders become reticent to develop personal relationships with those they lead. This results in a lack of connection with people, lowers their trust, and reduces commitment and engagement on the job. Research has shown that one of the twelve key factors of employee work passion is “connectedness with leader.” People want to have a personal connection with their leaders. They want to know and be known. Learn what makes your people tick, what’s important to them, their hopes, dreams, and fears. Leading in this way will gain you trust, loyalty, and commitment in spades.

4. Hoarding information—Why do people hoard information? Because information is power, power is control, and leaders love to be in control. In a well-intentioned effort to maintain proper control of their team, leaders can lead in the wrong way by playing their cards too close to the vest. Lack of information sharing leads to suspicion and distrust. Leaders build trust by sharing information about themselves and the organization. On the personal side, sharing information about yourself allows you to be a little vulnerable with your people and they get to know you as a person, not just as a boss (see #3 above). Sharing information about the organization allows your people to make smart business decisions. People without information cannot act responsibly. In the absence of information people will make up their own version of the truth. However, people with information are compelled to act responsibly.

5. Micromanaging—Micromanagers are like dirty baby diapers—full of crap and all over your butt. Ironically, most leaders don’t realize they’re micromanaging. They think they’re helping someone out by telling them what to do, how to do it, and when to do it. That’s fine when a person is first learning a task or skill, but once the person demonstrates competence and commitment in doing the work, the leader needs to back off and let the employee be in charge of the task or goal. Micromanaging competent team members kills their initiative and morale, and over time, creates a state of learned helplessness. They give up on using their brain because they know the boss is going to tell them how to do it anyway.

Most leaders have good intentions and want to lead right, but sometimes we go about it in the wrong ways. Take time to pause and think about your leadership behaviors before you jump into action. If you don’t, you might be causing more harm than good.

6 Ways Leaders Bully People Without Realizing It

Bullying at WorkIn the latest edition of Leaders Behaving Badly, the University of Maryland has placed multiple members of the men’s football team staff on administrative leave, including head coach DJ Durkin, while the school investigates their role in creating a toxic culture that contributed to the death of offensive lineman Jordan McNair in June after a football workout.

The ESPN report cited these examples:

  • There is a coaching environment based on fear and intimidation. In one example, a player holding a meal while in a meeting had the meal slapped out of his hands in front of the team. At other times, small weights and other objects were thrown in the direction of players when Strength and Conditioning coach, Rick Court, was angry.
  • The belittling, humiliation and embarrassment of players is common. In one example, a player whom coaches wanted to lose weight was forced to eat candy bars as he was made to watch teammates working out.
  • Extreme verbal abuse of players occurs often. Players are routinely the targets of obscenity-laced epithets meant to mock their masculinity when they are unable to complete a workout or weight lift, for example. One player was belittled verbally after passing out during a drill.
  • Coaches have endorsed unhealthy eating habits and used food punitively; for example, a player said he was forced to overeat or eat to the point of vomiting.

There is absolutely no room for that kind of behavior in sports, school, or the workplace. Leaders have to be held to a higher standard.

Bullying is not just verbal or physical intimidation of someone. Especially in the workplace, bullying can manifest itself in many subtle ways. Any behavior you use to intimidate, dominate, embarrass, harass, or purposely make someone feel inferior could be considered bullying.

Here are six subtle ways you may be acting like a workplace bully without even realizing it:

1. You are condescending—When you act in a condescending manner, whether it’s patronizing someone, being dismissive of a person’s contributions, or minimizing someone’s accomplishments in order to highlight yours, you are sending a message that you believe you are superior to the other person.

2. Wounding with sarcasm—I like sarcastic humor as much as the next guy, but there is a huge difference between sarcasm that highlights the irony of a situation and is self-deprecating, versus sarcasm that is intended to belittle and injure another person. Next time you’re ready to drop that witty, sarcastic joke, pause and consider if it will build up the other person or tear her down.

3. Being cliquish—Cliques aren’t only for high school. Unfortunately, many adults carry that same behavior into the workplace. Purposely excluding people from activities is a bullying behavior intended to send the message that “you’re not one of us” and “we’re better than you are.” Trusted leaders look for opportunities to include people so they feel valued and appreciated.

4. Thinking you know it all—Have you ever worked with a person who thinks she knows it all? How annoying is that?! Much like behaving in a condescending manner, acting like you are the all-knowing expert is a way to intimidate others to go along with your ideas or wishes. Just stop it! No one really believes you anyway.

5. Being passive-aggressive—Perhaps one of the most subtle forms of bullying and manipulation, passive-aggressive behavior poisons teams, departments, and organizations. A common trait of bullies is expressing aggression in order to intimidate another person. Passive-aggressive people are bullies who express aggression in indirect ways such as disguising hostility in jokes, stubbornness, procrastination, resentment, or giving just the minimum effort required. I perceive passive-aggressive people as double-agent bullies disguised as victims. Watch out for them!

6. Gossiping—Have you ever considered gossiping as a form of bullying? Probably not, but it easily could be considered bullying, and some experts even consider it a form of workplace violence because it’s intended to harm another individual or group. Why do people gossip? It’s to make themselves feel powerful. The gossiper believes she knows something that other people don’t and she uses that information as leverage to elevate herself above others.

Leaders are charged with bringing out the best in their people and I don’t understand how some leaders, particularly sports coaches, believe that bullying is an acceptable form of motivation. It’s not. It’s belittling, destructive, demeaning, dehumanizing, and does nothing but feed the power-hungry ego of the bullying leader.

If you’re a leader in the workplace, whether it’s in an office, factory, warehouse, construction site, or any other place, make sure you’re not being a bully without even realizing it. You’re better than that and your people deserve your best.

3 Words That Will Revolutionize Your Leadership

Hemingway Quote - Trust Someone“I trust you.”

When it comes to building trust in relationships, someone has to make the first move. One person has to be willing to step out, be a little vulnerable, and place trust in another person. Is it risky? Yes! Without risk there isn’t a need for trust.

So in a work setting, who makes the first move, the leader or the follower? Some would argue that trust has to be earned before it is given, so that places the responsibility on the follower to make the first move. The follower needs to demonstrate trustworthiness over a period of time through consistent behavior, and as time goes by, the leader extends more and more trust to the follower. Makes sense and is certainly valid.

I would argue it’s the leader’s responsibility to make the first move. It’s incumbent upon the leader to extend, build, and sustain trust with his/her followers. Why? It’s the leader’s job to create followership. It’s not the follower’s responsibility to create leadership. In order to create followership—influencing a group of people to work toward achieving the goals of the team, department, organization—trust is an absolute essential ingredient, and establishing, nurturing, and sustaining it has to be a top leadership priority.

When you make the first move and say “I trust you,” through word and deed, you accomplish the following:

  • You empower your people — Being trusted frees people to take responsibility and ownership of their work. Trust and control are opposites of each other. We don’t trust others because we want to remain in control, which results in over-supervising or micromanaging employees and crushing their initiative and motivation. Extending trust means letting go of control and transferring power to others.
  • You encourage innovation — When employees feel trusted they are more willing to take risks, explore new ideas, and look for creative solutions to problems. Conversely, employees that don’t feel trusted will do the minimum amount of work to get by and engage in CYA (cover your “assets”) behavior to avoid catching heat from the boss.
  • You tap into discretionary effort — Trust is the lever that allows leaders to tap into the discretionary effort of their people. People who feel trusted will go the extra mile to do a good job because they don’t want to let down the boss or organization. Being trusted instills a sense of responsibility and pride in people and it fuels their efforts to succeed.
  • You free yourself to focus in other areas — What happens when you don’t trust your people? You end up doing all the work yourself. Leadership is about developing other people to achieve their goals and those of the organization. Does it take time? Yes. Is it hard work? Yes. Is it worth it? Absolutely! Develop and build trust with your team so that you can spend time on the critical leadership tasks that are on your plate.

Let me make an important point—I’m not suggesting that leaders extend trust blindly. It’s foolish to give complete trust to someone who isn’t competent or hasn’t displayed the integrity to be trusted. I’m talking about extending appropriate levels of trust based on the unique requirements and conditions of the relationship. Leaders have to use sound judgement in regards to the amount of trust they extend and it usually begins with small amounts of trust and grows over time as the person proves to be trustworthy. But the point is, someone has to make the first move to extend trust in a relationship.

Leaders—It’s your move.

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.

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.

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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