Leading with Trust
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© 2011 The Ken Blanchard Companies. All rights reserved.

You Might Be A “Frankenboss” If…

Frankenboss – noun; 1. A mean boss that terrorizes his or her employees; 2. A boss whose behavior closely resembles that of a half-brained monster; 3. A jerk.

With Halloween just a few days away, I told my wife that I wanted to write an article about the bad, clueless behaviors that make a leader a “Frankenboss” (see definition above). Sadly enough, it only took us about 3 minutes to brainstorm the following list. If any of these describe your leadership style, you might want to take a look in the mirror and examine the face that’s peering back at you…you might have bolts growing out the sides of your neck.

You might be a Frankenboss if you…

1. Lose your temper – Some leaders think by yelling or cursing at employees they are motivating them. Baloney! Losing your temper only shows a lack of maturity and self-control. There’s no room for yelling and screaming in today’s workplace. Our society has finally awoken to the damaging effects of bullying in our school system so why should it be any different at work? No one should have to go to work and fear getting reamed out by their boss. If you have troubles controlling your temper then do something to fix it.

2. Don’t follow through on your commitments – One of the quickest ways to erode trust with your followers is to not follow through on commitments. As a leader, your people look to you to see what behavior is acceptable, and if you have a habit of not following through on your commitments, it sends an unspoken message to your team that it’s OK for them to not follow through on their commitments either.

3. Don’t pay attention, multi-task, or aren’t “present” in meetings – Some studies say that body language accounts for 50-70% of communication. Multi-tasking on your phone, being preoccupied with other thoughts and priorities, or simply exhibiting an attitude of boredom or impatience in meetings all send the message to your team that you’d rather be any place else than meeting with them. It’s rude and disrespectful to your team to act that way. If you can’t be fully engaged and devote the time and energy needed to meet with your team, then be honest with them and work to arrange your schedule so that you can give them 100% of your focus. They deserve it.

4. Are driven by your ego – The heart of leadership is about giving, not receiving. Self-serving leaders may be successful in the short-term, but they won’t be able to create a sustainable followership over time. I’m not saying it’s not important for leaders to have a healthy self-esteem because it’s very important. If you don’t feel good about yourself, it’s going to be hard to generate the self-confidence needed to lead assertively, but there is a difference between self-confidence and egoism. Ken Blanchard likes to say that selfless leaders don’t think less of themselves, they just think about themselves less.

5. Avoid conflict – Successful leaders know how to effectively manage conflict in their teams. Conflict in and of itself is not a bad thing, but our culture tends to have a negative view of conflict and neglect the benefits of creativity, better decision-making, and innovation that it can bring. Frankenbosses tend to either completely avoid conflict by sweeping issues under the rug or they go to the extreme by choosing to make a mountain out of every molehill. Good leaders learn how to diagnose the situation at hand and use the appropriate conflict management style.

6. Don’t give feedback – Your people need to know how they’re performing, both good and bad. A hallmark of trusted leaders is their open communication style. They share information about themselves, the organization, and they keep their employees apprised of how they’re performing. Meeting on a quarterly basis to review the employee’s goals and their progress towards attaining those goals is a good performance management practice. It’s not fair to your employees to give them an assignment, never check on how they’re doing, and then blast them with negative feedback when they fail to deliver exactly what you wanted. It’s Leadership 101 – set clear goals, provide the direction and support the person needs, provide coaching and feedback along the way, and then celebrate with them when they achieve the goal.

7. Micromanage – Ugh…even saying the word conjures up stress and anxiety. Micromanaging bosses are like dirty diapers – full of crap and all over your a**. The source of micromanagement comes from several places. The micromanager tends to think their way is the best and only way to do the task, they have control issues, they don’t trust others, and generally are not good at training, delegating, and letting go of work. Then they spend their time re-doing the work of their subordinates until it meets their unrealistic standards and they go around complaining about how overworked and stressed-out they are! Knock it off! A sign of a good leader is what happens in the office when you’re not there. Are people fully competent in the work? Is it meeting quality standards? Are they behaving like good corporate citizens? Micromanagers have to learn to hire the right folks, train them to do the job the right way, monitor their performance, and then get out of their way and let them do their jobs.

8. Throw your team members under the bus – When great bosses experience success, they give the credit to their team. When they encounter failure, they take personal responsibility. Blaming, accusing, or making excuses is a sign of being a weak, insecure leader. Trusted leaders own up to their mistakes, don’t blame others, and work to fix the problem. If you’re prone to throwing your team members under the bus whenever you or they mess up, you’ll find that they will start to withdraw, take less risk, and engage in more CYA behavior. No one likes to be called out in front of others, especially when it’s not justified. Man up and take responsibility.

9. Always play by the book – Leadership is not always black and white. There are a lot of gray areas when it comes to being a leader and the best ones learn to use good judgment and intuition to handle each situation uniquely. There are some instances where you need to treat everyone the same when it comes to critical policies and procedures, but there are also lots of times when you need to weigh the variables involved and make tough decisions. Too many leaders rely upon the organizational policy manual so they don’t have to make tough decisions. It’s much easier to say “Sorry, that’s the policy” than it is to jump into the fray and come up with creative solutions to the problems at hand.

10. You practice “seagull” management – A seagull manager is one who periodically flies in, makes a lot of noise, craps all over everyone, and then flies away. Good leaders are engaged with their team members and have the pulse of what’s going on in the organization. That is much harder work than it is to be a seagull manager, but it also earns you much more respect and trust from your team members because they know you understand what they’re dealing with on a day-to-day basis and you have their best interests in mind.

I’m sure you’ve had your own personal experiences with a Frankenboss. What other behaviors would you add to this list? Feel free to leave a comment and share your thoughts.

 2 Comments

 Posted on October 27, 2019 by

 Body Language, Communication, Conflict, Control, Ego, Emotions, Feedback, Leadership, Morale, Motivation, Professionalism, Relationships, Servant Leadership, Toxic Leadership, Trust

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Ken Blanchard Shares an Easy Way to Know if You Work in a Trusting Environment

Fingers Crossed Behind BackHow can you tell if you have a trusting work environment? By reading nonverbal clues, says Ken Blanchard in his March column for Chief Learning Officer magazine. “If people trust leadership, they’re willing to turn their backs to their bosses. In other words, they turn and focus on their own work because they know the leadership means them no harm.”

To illustrate his point, Blanchard shares a story about Horst Schulze, cofounder of Ritz-Carlton Hotels. During Schulze’s reign, after orientation and extensive training, every employee was given a $2,000 discretionary fund they could use to solve a customer problem without checking with anyone. They didn’t even have to tell their boss. As Blanchard explains, “Horst loved to collect stories about how people honored this trust by making a difference for customers.”

One story in particular that stood out for Blanchard was about a businessman staying at a Ritz-Carlton property in Atlanta during the middle of an extended business trip. After one night in Atlanta, the executive was flying out the next morning to deliver a major speech in Hawaii.

“The businessman was a little disorganized as he was leaving the hotel. On his way to the airport he discovered he’d left behind his laptop, which contained all the graphics he needed for his presentation. He tried to change his flights but couldn’t. He called the Ritz-Carlton and said, ‘This is the room I was in, and this is where my computer was. Have housekeeping get it and overnight it to me. They have to guarantee delivery by ten o’clock tomorrow morning, because I need it for my one o’clock speech.’

“The next day Schulze was wandering around the hotel as he often did. When he got to housekeeping he said, ‘Where’s Mary?’ Her coworkers said, ‘She’s in Hawaii.’ Horst said, ‘Hawaii? What’s she doing in Hawaii?’

“He was told, ‘A guest left a computer in his room and he needs it for a speech today at one o’clock — and Mary doesn’t trust overnight carrier services anymore.’ Now you might think that Mary went for a vacation, but she came back on the next plane. And what do you think was waiting for her? A letter of commendation from Schulze and high-fives around the hotel.”

That, says Blanchard, is what a trusting environment is all about.

What are the nonverbals in your organization?  Do people feel safe enough to turn their backs on their manager—or are they worried the manager will find fault with the work they’re doing or punish them if something goes wrong?

You can read more about Ken Blanchard’s thinking in the March issue of Chief Learning Officer.  Also check out this video of Ken Blanchard sharing about the importance of creating a trusting environment.

(This article was written by David Witt and originally appeared on LeaderChat.org.)

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 Posted on March 19, 2017 by

 Body Language, Relationships, Trust

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6 Causes and Cures for Defensiveness In Relationships

defensiveness2Your defensiveness is killing your relationships and you don’t even realize it.

What? Me being defensive? I’m not defensive! YOU’RE the one that’s always defensive!

That’s a classic defensive response to a piece of feedback. Throw up a wall, rebut the statement, and accuse the other person of the same complaint. The sad thing is many of us react defensively without even thinking about it. In her book, A Mind of Its Own: How Your Brain Distorts and Deceives, Cordelia Fine points out that we think other people’s bad behavior toward us is intentional, but we dismiss our own bad behavior as inadvertent, a mistake, or unavoidable due to circumstances out of our control. This allows us to feel morally superior to the other person while simultaneously protecting our ego from the possibility that we may actually be incompetent or acting like a jerk.

The Causes of Defensiveness

People react defensively because they anticipate or perceive a threat in their environment, not usually because they’re just wanting to be difficult. Unfortunately, defensive behavior creates a reciprocal cycle. One party acts defensively, which causes the other party to respond defensively, which in turn causes the first party to raise their defenses even higher, and so on and so on. Defensive behavior can be a complex and murky issue. For many people, their behavioral patterns stem from emotional, mental, or personality issues/tendencies developed over the course of their lifetimes (feelings of abandonment, inferiority, low self-esteem, narcissism, etc.).

Beyond the mental and emotional factors, there are types of behaviors that cause people to respond defensively. Defensive communication expert Jack Gibbs outlines six behavioral categories that create defensive responses in people:

  1. Dogmatism – Black and white, I’m right and you’re wrong, either/or, and other kinds of all or nothing thinking and communication cause people to react defensively.
  2. Lack of accountability – Shifting blame, making excuses, and rationalizing behavior leads people to raise their defense levels.
  3. Controlling/Manipulative – Using all sorts of behaviors to control or manipulate people will lead to defensive behavior. No one likes to feel like they are being used by someone else.
  4. Guarded/Withholding Information – When people feel like they are being left in the dark or purposely excluded from having information they should know, they are threatened and will react defensively.
  5. Superiority – Want someone to be defensive? Then act like you’re better than him/her, lord your power, knowledge, or position over them and see how they respond.
  6. Critical – A constant focus on catching people doing something wrong, rather than right, creates a climate of defensiveness.

How to Deal With Your and Other People’s Defensive Behavior

Dealing with defensive behavior can be complex and exhausting because it’s hard to separate a person from their behavior or the situation. And as mentioned earlier, some people’s defensiveness is so deeply rooted in their behavioral patterns that there is little realistic chance they will permanently change. However, there are some helpful strategies we can use to deal with our own defensiveness and that of others:

  • Re-frame the behavior – Rather than label a person’s defensive behavior as bad, understand it for what it is – defensive. Once you understand it as defensive, then you can explore why the person is feeling threatened and work to address the threat(s). One of the reasons we get so frustrated with defensive people is we try to deal with the behavior without addressing the threat that is causing the behavior.
  • Reduce the danger – Once you’ve identified the threat(s) causing the defensive behavior, work to reduce the perceived danger. Be moderate in your tone, even-tempered, empathize with their concerns, be respectful, and respond non-defensively to avoid escalating tensions.
  • Develop self-awareness and emotional intelligence – Self-awareness is the foundation of emotional intelligence. Through self-improvement, counseling, training, or mentoring, explore the causes of your defensive behavior. What are the triggers that make you feel threatened? Having a better understanding of yourself will not only help you regulate your own behavior, it will give you better insight into the behavior of others as well.
  • Replace negative feedback with questions or offers to help – If you have to regularly deal with someone who reacts defensively, you’ve probably noticed that the slightest bit of negative feedback sets them off. Try replacing the negative feedback with a question or an offer to help. For example, instead of saying “Sally, you made a mistake on this report,” rephrase it by saying “Sally, I’m not sure I understand this section on the report. Could you help me figure it out?” Remember, a person acts defensively because he/she perceives a threat. Try to make the situation non-threatening.
  • Move from dogmatism to openness – The less people feel boxed in to either/or, yes/no, right/wrong choices, the less threatening the situation. Of course there are times where things need to be done a specific way, but if you approach the situation with a spirit and attitude of openness rather than “my way or the highway,” you’ll get a more open response.
  • Treat people as equals – Approach other people in a collaborative manner, looking for ways to help them win in the situation. Take time to identify and recognize their needs, discover what’s important to them, and validate their concerns.

Defensiveness destroys relationships from the inside-out. It creates a climate of contention and tension that eventually leads to a loss of trust, alienation, and separation. The opposite of defensiveness, openness, creates an atmosphere of freedom, growth, respect and trust. Identifying the root of defensiveness in our relationships, and working toward addressing and removing those issues, will help improve the overall quality of our relationships and the productivity of our teams and organizations.

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 Posted on December 13, 2015 by

 Attitude, Body Language, Communication, Conflict, Criticism, Emotions, Relationships, Trust Busters

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The 5 Fundamentals of Effective Listening

listeningThink of the best boss you’ve ever had. What was it about that person that made him or her your best boss? Did you trust them? Probably. Did they care about you? Very likely. Was he or she a great listener? Almost certainly.

Listening is one of the most underrated and unappreciated leadership skills. Many leaders don’t put any intentional effort into how they listen to their people. They just assume “it happens.” I mean, come on, right? You have ears…the other person talks…you listen…then reply with what you want to say because usually that’s more important than what the other person has to say anyway, right? Wrong.

Being an effective listener is one of the quickest ways to build trust with your people. People trust leaders who take the time to hear their ideas and empathize with their concerns. It’s also one of the best opportunities to learn what’s going on in your business and influence the activities of your team members. You can’t know what’s happening on the front lines unless you ask questions and listen to the responses.

Becoming a good listener doesn’t happen by accident. It takes time and effort to listen effectively, and in order to become a great listener, you have to practice the five fundamentals of listening.

The Five Fundamentals of Effective Listening

1. Attending to Nonverbal Behaviors – Your nonverbal behaviors tell the speaker you are either interested and comprehending what is being said or you are disinterested and would rather be somewhere else. Are you smiling and nodding in understanding or are you yawning, scowling, or staring the person down? Is your body position leaning in to the conversation to show you are engaged or are you leaning back with your arms folded indicating you’re feeling defensive? Your body language should communicate “Go ahead, I care, I’m listening.”

2. Asking Questions – The best leaders ask questions – lots of them. But not all questions are created equal and different types of questions serve different purposes. Open-ended questions encourage the speaker to share more information and go deeper in the conversation. Clarifying questions help you understand the full context of what is being shared whereas prompting questions encourage the speaker to reflect deeper on their own thoughts. Close-ended questions allow you to limit the conversation or find out specific information and leading questions allow you to bring the conversation to a close.

3. Reflecting Feelings – Reflecting feelings is the skill of capturing the speaker’s feelings and restating them in nonjudgmental terms. It demonstrates to the speaker that you are aware of the emotion behind the content of what is being shared. Using phrases such as “It sounds like you’re really _______” (frustrated, angry, sad, etc.) or “I can sense your _______ (apprehension, anxiety, pride, etc.)” indicates you are empathizing with the speaker which allows him/her to trust you more and share more information.

4. Paraphrasing – Paraphrasing demonstrates that you heard and understand what was being shared. The basics of paraphrasing include restating key words or phrases, following the speaker’s sequence, listening to understand, and showing empathy. You don’t want to robotically repeat what the speaker said verbatim, twist the speaker’s words, or prejudge the situation.

5. Summarizing – Summarizing is the skill of being able to concisely recap what the speaker said over a longer period of time. The exact words aren’t as important as capturing the key ideas, feelings, or action items that were shared. It can help to take notes, summarize periodically throughout the conversation, and to follow the order and sequence of information shared by the speaker. Don’t act like a parrot and repeat the exact words shared or add your own conclusions to the summary.

These five fundamentals may seem like no-brainers, but the truth is that most leaders don’t do them very well, or even at all. Just like a professional athlete continuously practices the fundamentals of his/her sport, leaders should continually practice these fundamentals of listening.

 37 Comments

 Posted on April 19, 2015 by

 Body Language, Communication, Leadership, Listening, Management, Trust

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Ten Signs You Might Be A Frankenboss

Frankenboss – noun; 1. A mean boss that terrorizes his or her employees; 2. A boss whose behavior closely resembles that of a half-brained monster; 3. A jerk.

With Halloween just three days away, I told my wife that I wanted to write an article about the bad, clueless behaviors that make a leader a “Frankenboss” (see definition above). Sadly enough, it only took us about 3 minutes to brainstorm the following list. If any of these describe your leadership style, you might want to take a look in the mirror and examine the face that’s peering back at you…you might have bolts growing out the sides of your neck.

You might be a Frankenboss if you…

1. Lose your temper – Some leaders think by yelling or cursing at employees they are motivating them. Baloney! Losing your temper only shows a lack of maturity and self-control. There’s no room for yelling and screaming in today’s workplace. Our society has finally awoken to the damaging effects of bullying in our school system so why should it be any different at work? No one should have to go to work and fear getting reamed out by their boss. If you have troubles controlling your temper then do something to fix it.

2. Don’t follow through on your commitments – One of the quickest ways to erode trust with your followers is to not follow through on commitments. As a leader, your people look to you to see what behavior is acceptable, and if you have a habit of not following through on your commitments, it sends an unspoken message to your team that it’s ok for them to not follow through on their commitments either.

3. Don’t pay attention, multi-task, or aren’t “present” in meetings – Some studies say that body language accounts for 50-70% of communication. Multi-tasking on your phone, being preoccupied with other thoughts and priorities, or simply exhibiting an attitude of boredom or impatience in meetings all send the message to your team that you’d rather be any place else than meeting with them. It’s rude and disrespectful to your team to act that way. If you can’t be fully engaged and devote the time and energy needed to meet with your team, then be honest with them and work to arrange your schedule so that you can give them 100% of your focus. They deserve it.

4. Are driven by your Ego – The heart of leadership is about giving, not receiving. Self-serving leaders may be successful in the short-term, but they won’t be able to create a sustainable followership over time. I’m not saying it’s not important for leaders to have a healthy self-esteem because it’s very important. If you don’t feel good about yourself, it’s going to be hard to generate the self-confidence needed to lead assertively, but there is a difference between self-confidence and egoism. Ken Blanchard likes to say that selfless leaders don’t think less of themselves, they just think about themselves less.

5. Avoid conflict – Successful leaders know how to effectively manage conflict in their teams. Conflict in and of itself is not a bad thing, but our culture tends to have a negative view of conflict and neglect the benefits of creativity, better decision-making, and innovation that it can bring. Frankenbosses tend to either completely avoid conflict by sweeping issues under the rug or they go to the extreme by choosing to make a mountain out of every molehill. Good leaders learn how to diagnose the situation at hand and use the appropriate conflict management style.

6. Don’t give feedback – Your people need to know how they’re performing, both good and bad. A hallmark of trusted leaders is their open communication style. They share information about themselves, the organization, and they keep their employees apprised of how they’re performing. Meeting on a quarterly basis to review the employee’s goals and their progress towards attaining those goals is a good performance management practice. It’s not fair to your employees to give them an assignment, never check on how they’re doing, and then blast them with negative feedback when they fail to deliver exactly what you wanted. It’s Leadership 101 – set clear goals, provide the direction and support the person needs, provide coaching and feedback along the way, and then celebrate with them when they achieve the goal.

7. Micromanage – Ugh…even saying the word conjures up stress and anxiety. Micromanaging bosses are like dirty diapers – full of crap and all over your a**. The source of micromanagement comes from several places. The micromanager tends to think their way is the best and only way to do the task, they have control issues, they don’t trust others, and generally are not good at training, delegating, and letting go of work. Then they spend their time re-doing the work of their subordinates until it meets their unrealistic standards and they go around complaining about how overworked and stressed-out they are! Knock it off! A sign of a good leader is what happens in the office when you’re not there. Are people fully competent in the work? Is it meeting quality standards? Are they behaving like good corporate citizens? Micromanagers have to learn to hire the right folks, train them to do the job the right way, monitor their performance, and then get out of their way and let them do their jobs.

8. Throw your team members under the bus – When great bosses experience success, they give the credit to their team. When they encounter failure, they take personal responsibility. Blaming, accusing, or making excuses is a sign of being a weak, insecure leader. Trusted leaders own up to their mistakes, don’t blame others, and work to fix the problem. If you’re prone to throwing your team members under the bus whenever you or they mess up, you’ll find that they will start to withdraw, take less risk, and engage in more CYA behavior. No one likes to be called out in front of others, especially when it’s not justified. Man up and take responsibility.

9. Always play by the book – Leadership is not always black and white. There are a lot of gray areas when it comes to being a leader and the best ones learn to use good judgment and intuition to handle each situation uniquely. There are some instances where you need to treat everyone the same when it comes to critical policies and procedures, but there are also lots of times when you need to weigh the variables involved and make tough decisions. Too many leaders rely upon the organizational policy manual so they don’t have to make tough decisions. It’s much easier to say “Sorry, that’s the policy” than it is to jump into the fray and come up with creative solutions to the problems at hand.

10. You practice “seagull” management – A seagull manager is one who periodically flies in, makes a lot of noise, craps all over everyone, and then flies away. Good leaders are engaged with their team members and have the pulse of what’s going on in the organization. That is much harder work than it is to be a seagull manager, but it also earns you much more respect and trust from your team members because they know you understand what they’re dealing with on a day-to-day basis and you have their best interests in mind.

I’m sure you’ve had your own personal experiences with a Frankenboss. What other behaviors would you add to this list? Feel free to leave a comment and share your thoughts.

 22 Comments

 Posted on October 28, 2012 by

 Body Language, Communication, Conflict, Control, Ego, Emotions, Feedback, Leadership, Morale, Motivation, Professionalism, Relationships, Servant Leadership, Toxic Leadership, Trust

Bears QB Jay Cutler on Body Language – A primer for leaders on what NOT to do

This past Thursday night my wife and I watched the Chicago Bears vs. Green Bay Packers football game. At one point in the game, Jay Cutler, quarterback for the Bears, was shown on the sidelines striking a pose similar to the one on the right. I made a comment to my wife about Cutler having the worst body language of any player in the NFL, and the more I thought about it in the context of trust and leadership, the more I was reminded of the power of our body language to either build or erode trust in relationships.

Even from his days playing college ball at Vanderbilt, Jay Cutler has caught flak for the negative vibes he puts off because of his mannerisms and facial expressions. Although he’s heard the feedback, either he’s had difficulty modifying his behavior or he simply doesn’t care to change. Either way, Cutler’s example provides an excellent case study for leaders on what NOT to do when it comes to communicating through body language.

Don’t let your body language…

♦ Say “I’d rather be anywhere else except here” – The faraway look in your eyes, frowning, restlessness, or checking your watch and phone are all classic signals that tell your colleagues that you’d rather be anywhere else except with them. It’s easy for leaders to get preoccupied about pressing deadlines or situations, but it’s important to stay present in conversations and communicate your interest by leaning forward, paraphrasing what you’ve heard, and making steady eye contact.

♦ Imply that you’re blaming others and refusing to take ownership of your own performance – Literally throwing your arms up in exasperation over someone’s mistake or reacting indignantly in an effort to cast the blame of your mistake to someone else are surefire ways to erode trust. People don’t like to be “thrown under the bus,” so the next time you get ready to point your finger at someone, remember that you have four fingers pointing back at you.

♦ Show that defeat and discouragement has gotten the best of you – Leaders will undoubtedly face times of struggle and loss. The true character of a leader isn’t revealed during the good times when the team is winning, but in the bad times when the losing streak occurs. Keep your head held high, shoulders back, and walk with a purposeful stride. Your team will gather strength and confidence from your behavior and follow suit.

♦ Communicate smugness and indifference toward people – That little “know it all” smirk that forms on your face, which seems to come particularly easy for leaders with large egos, is a death knell for high-trust relationships. Most people can tolerate a sense of arrogance from someone if they’re able to back it up with performance results, but demonstrating a lack of respect for others by rolling your eyes, smirking, or folding your arms in disgust or impatience turns people away from you forever.

From the moment of a first impression to the repeated behavior of ongoing interactions, the way you communicate with your body language plays a critical role in building trust. Don’t unintentionally erode trust by letting your body language communicate things you don’t mean. It’s awful easy to develop a bad reputation and it’s extremely hard to turn it around. Just ask Jay Cutler.

 13 Comments

 Posted on September 16, 2012 by

 Believability, Body Language, Communication, Connectedness, Emotions, Leadership, Sports, Trust

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