Leading with Trust

Poor Customer Service Costs More Than You Think

“If you don’t take care of your customers, someone else will,” explain Kathy Cuff and Vicki Halsey, co-creators with Ken Blanchard of The Ken Blanchard Companies new Legendary Service® program.

A new infographic just published by The Ken Blanchard Companies identifies that poor customer service costs organizations in excess of $300 billion dollars annually.

Statistics shown in the infographic include results from a recent survey conducted by Blanchard involving more than 500 leadership, learning, and business development professionals. Survey results reveal that 78 percent of respondents have bailed on a transaction or not made an intended purchase because of a poor service experience. And a whopping 89 percent have begun doing business with a competitor following a poor customer service experience.

Survey results highlight three common mistakes organizations make that limit their customer service effectiveness.

  1. Failing to Define a Service Vision. 19 percent of organizations have only some degree of defined service vision. And another 14 percent have little to no service vision.
  2. Failing to Measure Customer Loyalty. 12 percent of respondents said their organizations do not measure customer service and another 16 percent said they didn’t know whether their organizations measured customer service.
  3. Failing to Train Employees. While 76 percent of respondents agree that customer service is everyone’s job, only 20 percent said their organizations provide training as a means for improving levels of service and only 15 percent provide training to managers of customer-facing personnel.

“Our approach with the Legendary Service program goes beyond traditional customer service training,” says Cuff. “Service is an organizational culture issue. Our goal is for everyone in the organization to see customer service as their job. Whether you’re an individual contributor, a manager, or the CEO of an organization, you must recognize that you can make a difference within your own realm of influence.”

“That begins by being Committed to customer service,” adds Halsey. “It continues with being Attentive to customer needs, Responsive in taking action, and finally, Empowered for the next opportunity to serve.”

You can download the infographic, access the research, and learn more about Halsey and Cuff’s recommendations at a free resources page on The Ken Blanchard Companies website.

A Positive Culture Starts With One Uplifting Person. Will That Be You?

Enjoy this guest post by Marcella Bremer

Have you ever worked in a positive culture? If you frown, then you haven’t! A positive culture gives people wings and swings results into a positive spiral. It “broadens and builds” people and organizations as Barbara Fredrickson researched. When people feel positive, they become more open and resourceful and achieve better results which reinforces the positivity. A positive culture contributes to the bottom line as positive organizations are engaged, innovative, competitive, agile, collaborative, and productive.

Isn’t that too good to be true? Well, no! Scientifically validated research shows that positive leadership (of yourself, and others) is the key to a positive culture and quantifiable positive outcomes.

This is important because many people don’t believe that a positive culture is possible. Maybe you started your work life optimistically, then you turned realistic and, finally, you may feel pessimistic or cynical because your workplace is far from positive. Yet, this is what companies such as Ford, Kelly Services, Burt’s Bees, Griffin Hospital, and Zingerman’s have been doing. They prove that you can create positive change in your organization through simple actions and attitude shifts.

What is a Positive Culture?

Positive leaders can change what is “normal” and all positive cultures have four ingredients. Based on positive psychology, positive cultures cherish an “abundance mindset.” There’s trust that there will be enough for everyone and aims to enlarge the pie instead of dividing its parts resulting in winners and losers. This first ingredient, Positive Awareness, helps to see more solutions, the half-full glass, and positive potential that is waiting to be realized. We are often used to aim for the default baseline: “We fix a problem to go back to normal”. Positive cultures aim for “positive deviance” where people are performing beyond expectations but without exhausting anyone or pushing too hard.

A positive culture builds on what is already working well. It appreciates people for their unique contributions. This is the second ingredient: Connection and Collaboration. It includes leadership basics such as connecting with and caring for people, being authentic and honest, communicating continuously and coaching people as well as stimulating them with compliments.

The third is a meaningful Shared Purpose that people like to contribute to, and the fourth part of positive cultures is Learning and Autonomy. People are trusted to do their work and even excel. People have choices and enjoy autonomy—no micro-management needed, no detailed instructions. Learning is the norm, and developing ideas together, learning from mistakes, and trying out things is appreciated. There’s no need to be perfect and no fear to “lose face.”

There’s only one requirement: that you engage and commit. When you work in a positive culture, you go “all in.”

What Positive Culture is Not

The issue with positive culture is that it can sound corny. “Positive means fake smiles, slacking off, and dreaming.” Let’s quickly look at these three common objections.

A positive culture stimulates people to be authentic at work so they can give their best. That includes off-days and occasional bad tempers. No need to fake a smile. Just be you and solve what you can solve – knowing that it will pass. Slacking off is the opposite of achieving positive deviance with a team. Positive leaders (and co-workers) give candid feedback to anyone who doesn’t contribute to the team as expected – and they try to help them improve.

Positive people might also be more realistic than cynics. Yes, really. Research shows that we’re wired to focus on the negative because that helped us survive physical dangers. Nowadays, it’s helpful to be able to see the positive potential that’s hiding in plain sight. No dreaming needed: stay grounded and work toward the best possible outcome.

What Can You Do?

So, what could you do to develop a more positive organization? What is interesting, is that organizations operate as non-linear networks. This means that you can influence your workplace. My book Developing a Positive Culture shares many tools to develop a more positive culture, with Interaction Interventions and/or Change Circles.

Culture happens when people get together because they copy, coach, and correct each other all the time. Culture is sustained in every interaction so if you start changing interaction patterns, you start to influence the system.

Interaction Interventions are small interactions that you can do on a daily basis to influence your meetings, co-workers, and eventually the organizational network. They are small but not insignificant, especially if you team up with like-minded co-workers. Interactions in meetings matter to the culture, so I share ways to make meetings more interactive and positive. I also share tools for leaders to work with their teams on values, purpose, positive challenges, and trust.

Next, there are Change Circles if you want to enroll the whole organization in culture change. This is a larger-scale approach that works if there’s attention for personal interactions in small groups that influence the culture.

Start with Kindness

So, how positive is your current contribution? What would happen if you role-model kindness, whatever your position at work? You understand that everyone tries their best, and everyone can make mistakes. So, you show compassion. You don’t take things too personally. It is safe to share “failures” or doubts with you.

You are present for your coworkers and teams. You give genuine attention. You give compliments. It costs nothing. All it takes is you: the best version of you. You can start today, no matter how busy you are or how challenging it may be to see something good in your coworkers.

But What If It Is Not Easy?

But what if you work in a corporate environment that does not “do” kindness? You may be labeled as weak, or you may be mocked. How kindness is perceived, depends on the current culture. Yes, being kind sometimes takes courage! Yet, a positive culture can start with one person who interacts kindly and offers a positive perspective… Are you going to be that uplifting example?

My book Developing a Positive Culture focuses on what you can personally do to develop a positive culture. Based on both research and practice, you’ll see how to engage your co-workers with Interaction Interventions or Change Circles. If you influence one person, one interaction at a time, you contribute to a more positive organization.

About Marcella Bremer

Marcella Bremer, MScBA, is an author and culture consultant. She is the author of Developing a Positive Culture Where People and Performance Thrive and co-founder of the online Positive Culture Academy. You can receive weekly inspiration to energize and engage your workplace from her blog, Leadership & Change Magazine.

A Question From Simon Sinek: Are You Playing a Finite or Infinite Game?

In January 1968, the North Vietnamese People’s Army of Vietnam and the Viet Cong launched the Tet Offensive, one of the largest military campaigns in the Vietnam War. In every single battle, the American-led forces and the South Vietnamese Army of the Republic of Vietnam defeated their enemies, leading to heavy casualties for the North. In the ensuing months there were several “Mini Tet” offensives launched, and each one ended the same way—defeat. The North lost over 100,000 soldiers during the January to August time-frame.

In the Vietnam War, the United States won every single battle but lost the war. Why?

North Vietnam was playing the infinite game. Their goal was to outlast the enemy, not defeat them.

Finite games have winners and losers. The rules of the game are known to both sides, the boundaries of the playing field are well-defined, the scoreboard keeps track of the game’s activity, and at the end of a prescribed period of time, a winner is declared. It’s neat. It’s clean. Someone wins, someone loses.

Infinite games have no winners or losers. Rules often don’t exist, and if they do, they are fuzzy and open to interpretation. The playing field is undefined and progress is hard to measure. Opponents change frequently, as does the game itself. There are no clear winners or losers in the infinite game. Competitors drop out of the infinite game when they lose the will or resources to stop playing. The goal is to outlast your competition.

Simon Sinek introduced this concept in his keynote address at our recent Blanchard Summit. In the VUCA  (volatile, uncertain, complex, ambiguous) world in which we live, the most successful leaders and organization are learning to play the infinite game, not the finite one. The “game” of leadership and business is an infinite game where the rules change frequently, competitors come and go, and there is no end point to the game. You are either ahead or behind. There is no ultimate winner or loser. The infinite game continues indefinitely until someone loses the will or resources to keep playing.

Resources are well understood. Money, intellectual property, people, technology, etc. We have to have the capital we need to run a business. But what about will? Sinek shared five must-have components of will if we are to succeed in the infinite game:

1. Just cause—More than your “why” or purpose, a just cause is what motivates you to get out of bed in the morning. It’s the passion or hunger that burns inside that compels you to do what you do. Your just cause is what powers you to outlast your competitors. It propels you forward in the face of adversity and empowers you to persevere when you feel like giving up.

2. Courageous leadership—Playing the infinite game requires leaders to prioritize the just cause above anything else. They are willing to stand up to the pressures of the Board, Wall Street, or popular sentiment, and stay true to their cause. This struggle is often too great for a single person to tackle alone, so it requires all the leaders of the organization to band together and act in alignment.

3. Vulnerable team—Sinek says being a vulnerable team doesn’t mean it’s acceptable for everyone to walk around crying. It means you’ve invested the time and energy to build a culture in your organization where people feel safe to be themselves. They can admit they don’t know something or that they made a mistake. They can take appropriate risks without fear of retribution or retaliation. If you’re people don’t feel safe, that is your fault, not theirs.

4. Worthy adversary—In the infinite game, adversaries are acknowledged and treated with respect, but our success or failure isn’t measured against them. Ultimately we are competing against ourselves, and our success or failure should be measured against our just cause. Our adversaries may push us to improve our products, services, marketing, etc., but in the infinite game we are constantly striving to become a better version of ourselves in order to fulfill our just cause.

5. Open playbook—Too many organizations pursue a variable cause with a fixed strategy, Sinek theorizes, rather than pursuing a fixed cause with a variable strategy. Having an open playbook means leaders and organizations are willing to have flexible strategies and plans that change as needed to pursue their just cause. An open playbook also means you are transparent with your strategies, so all members of the team can literally be on the same page. Leaders resist being too transparent with information because they fear losing control. They distrust how people will use that information so they hold it close to the vest. That only results in people making sub-optimal decisions because they don’t know all the plays in the playbook.

You can win every battle but still lose the war. The goal is not to beat your competition; the goal is to outlast them.

So what does it mean to play the infinite game as a leader? It means you leave something behind that outlasts your finite presence or contributions. An infinite leader builds a culture so strong, that when the leader is no longer there, the culture lives on. Infinite leaders commit to their just cause. The work produced by striving for that just cause has the indelible fingerprints of the leader, and lasts far beyond the time of the leader’s tenure.

So ask yourself: Are you playing the finite or infinite game?

6 Ways Workplace Optimism Creates Trust and Community

Thumbs Up GroupWe are in desperate need for a new model of leadership in organizations. The type of leadership we’ve seen the last several decades has produced record low levels of trust and engagement in the workforce, so clearly what we’ve been doing isn’t working. Every day the spirits of millions of people die at the front doors of their workplace as they trudge through another day of work that lacks inspiration, purpose, and is disconnected from all other parts of theirs lives.We need a leadership philosophy grounded in the knowledge and belief that the most successful leaders and organizations are those that place an emphasis on fostering trust, community, and optimism. We need a new approach to leadership; we need people-centered leadership.

In his new book, The Optimistic Workplace: Creating An Environment That Energizes Everyone, Shawn Murphy, my friend and fellow advocate of human worth in the workplace, offers six straightforward strategies leaders can employ to develop a sense of community and belonging in workplaces that builds trust and collaboration.

1. Send employees to learn other parts of the business — Early in my career I worked in the funeral service business. Yes, I said funeral service, as in cemeteries and funeral homes. I worked in the corporate headquarters of the cemetery division, far removed from those on the “front lines.” In order to help everyone learn the business and build collaborative relationships with those who worked in the field, all new employees were sent to work at a cemetery or funeral home for three days. It was an experience that transformed me. I came away from it with greater understanding of the business, more appreciation for colleagues working with our customers, and an increased connection to the important service we were providing.

2. Inquire regularly into the team’s effectiveness — Peter Drucker said that nothing good ever happens in organizations by accident. It takes intentional planning and effort and that’s especially true when it comes to staying in touch with how your team members are feeling and performing. It’s easy to fall into the practice of “no news is good news.” An important way to foster trust is to have regular check-in meetings with your team members. We advocate 15-30 minute one-on-one meetings every 1-2 weeks. The agenda is driven by the team member and it can be anything on their mind: how they’re feeling, discussing how things are going at home, direction or support they need on a particular task, or just sharing an update with you about their recent accomplishments. Knowing what’s going on with your team members removes barriers that often derail collaboration.

The Optimistic Workplace3. Hire people with collaborative tendencies — In his book, Murphy shares an example of how Menlo Innovations tests job candidates for collaborative tendencies. Candidates are put into pairs, given a challenge to solve, and told that their goal is to make their partner look good. People with a tendency to collaborate make it to the next stage in the hiring process. Instead of asking your job candidates if they like to collaborate, devise some sort of exercise that allows them to demonstrate their skills. Murphy points out that collaboration is not merely an action, it’s also a mindset.

4. Develop routines that reinforce collaboration — You know those committees that get formed to plan holiday parties, team BBQ’s, or other group activities? They can be really frustrating, can’t they? But they serve an important purpose: they reinforce social and team norms that allow people to collaborate and bond with each other. Many of these practices seem out of date in today’s technology-enabled world. Who needs a committee when you can just create a Facebook event and invite everyone, right? Wrong. Leaders who foster high-trust and collaborative environments look for opportunities to bring people together.

5. Create spaces for random collisions — I love this recommendation! We all know that many times the most important decisions or creative breakthroughs happen in the hallway or lunch room conversations after the formal meeting. Murphy recommends we look for ways to structure our work environment that allow people to naturally and routinely “collide” with each other. When people collide in these natural ways, they feed off each others’ energy. It leads to deeper engagement between team members which results in more creative exploration of ideas and concepts. For some organizations the open work space concept works well, while for others it doesn’t fit their culture or business needs. Whatever approach you use, look for ways to help people interact in positive ways.

6. Make time for face to face meetings — Knowledge workers are increasingly isolated as we move to more people working virtually. It’s no longer necessary for everyone to congregate in the same location to get work done. Work is not a place you go; it’s something you do. In this environment it’s even more important to foster human connections. Webcams, Instant Messenger, and other technologies are good starts, but nothing replaces face to face interaction. It’s critically important to bring your team members together at regular intervals so they can deepen their relationships with one another. Trust and commitment to each other is built during these times and it’s the lubrication that keeps relationships working smoothly.

The climate of our organizations set the tone for how people “show up” on the job. Unfortunately, too many leaders are thermometers, reflecting the poor climate of their teams, rather than being thermostats, the climate controllers. Murphy’s book offers a wealth of tips on how leaders can take a proactive approach to being those “thermostats” that create more optimistic workplaces where people flourish.

10 Easy Ways Leaders Can Build Trust with Their New Teams

Trust StonesThe new president of the company came in with grandiose visions of the future. She saw the untapped potential of the organization and set a vision for increasing revenues by ten fold. She preached her message of change with catchy slogans to create excitement and instituted sweeping changes by bringing in people outside the organization whom she trusted to lead key initiatives.

She was large and in charge, but she forgot the one critical thing that would determine her ultimate success. She forgot to build trust with her team, and it was that lack of trust that resulted in her ouster just a few years later.

Trust is the catalyst that spurs innovation, the bonding agent that holds everyone together, and the lubrication that keeps things working smoothly in an organization. But trust doesn’t “just happen” by accident. It takes intentional effort and leaders need to have a specific game plan to establish and nurture trust in relationships.

The primary goal of any leader stepping in to lead a new team should be to build trust. Here are 10 easy ways leaders can get started:

1. Refrain from making bold proclamations — You probably have big goals for your new team and that’s likely why you were hired for the job. That’s great! But before you start proclaiming your vision for the future, spend time developing relationships with your new team members. Some of them may not know you from Adam. Some may be excited about you joining the team and others may be fearful. Be humble, exercise patience, and establish trust with your team before making bold proclamations. If your team trusts you, they’ll be much more receptive to hearing and acting on your message.

2. Ask open-ended questions — Dial down the temptation to start barking orders or making evaluations about current practices and ask open-ended questions instead. Saying “Tell me more about why the process was designed that way” builds trust more than saying “That process doesn’t make sense. Why do you do it that way?” The former comes from an attitude of inquisitiveness and wanting to learn, whereas the latter comes from a position of evaluation and judgment. You’ll learn a lot more from your team by asking open-ended questions.

3. Ask other people for their ideas — Chances are you have some pretty smart team members who know the business quite well. They probably have excellent insight into how things could work better, where the gaps are, and what could be done to improve the business. So ask them. Don’t think you have to come up with all the answers yourself. People who plan the battle rarely battle the plan. Involve your team in developing plans and making decisions and trust will flourish.

4. Approach your role as a learner — You will develop trust much faster with your team if you approach this transition as a learner rather than acting like you’re a know-it-all. What attitudes do learner’s have? They are humble because they know they don’t know everything. They are open to new ideas, taking direction, and appreciative of others who are willing to share their expertise. Those are the same characteristics you should have when stepping in to lead a new team.

5. Go slow with changes — Practically every leader I’ve met has wanted to implement change quickly. And my experience has shown that effective change takes much longer to implement than we estimate or prefer it to take. So plan your schedule accordingly. Understand that your team is getting to know and trust you, and once that happens, they will be more receptive to the changes you want to implement. If you try to implement too much change before the team trusts you, they will resist and work against you rather than with you.

6. Respect the culture — Every organization and team has its own unique culture, and as the new person to the team, you need to be purposeful about learning the new culture and becoming part of it. A big no-no is to compare your new team or organization to your old one. When you keep bringing up your old company and make statements like “we did it this way” or “we should do it like my old team,” it makes your team question your loyalty. Using the pronoun “we” makes your team feel like a part of you is still with the old team. You’re not with your old team anymore so quit talking about them. When you need to reference your past experience, use the pronoun “I”—I’ve had experience doing it like this and it worked well—and it will go over better with your team.

7. Be nice — It sounds silly that this even has to be mentioned but you’d be surprised at how many leaders miss this obvious way to build trust. Just be nice. Say please and thank you. Smile at people. Ask them how they’re doing. Build rapport. It’s the little things that go a long way in building trust.

8. Catch people doing something right — When I do training sessions with clients I often ask the group this question: “How many people are sick and tired of their boss praising them at work?” No one ever raises their hand! The truth is people don’t get enough pats on the back for their achievements on the job. It doesn’t cost much—except time and effort—for leaders to praise team members, yet it’s one of the most powerful ways to build trust.

9. Laugh at yourself — Humor is a fantastic antidote to many of the ills of the day-to-day stress of organizational life. Well timed and appropriate humor keeps the mood light, lifts people’s spirits, and eases tension. Leaders who are not only humorous, but are vulnerable enough to laugh at themselves, have a leg up when it comes to building trust. People trust others whom they like and know. Humor breaks down barriers between people and allows us to get to know each other on a more personal level.

10. Extend trust — Someone has to make the first move when it comes to trust. Trust can’t be developed unless one party is willing to assume a little risk and extend trust to the other. I believe it’s the leader’s responsibility to go first in extending trust. Doing so sends a powerful signal to your team members and it creates a safer environment for them to reciprocate and extend trust to you.

I said earlier that these were “easy” ways to develop trust. Let me qualify that statement. Some of these ways are easier than others, and depending on your personality, some may be quite difficult for you. However, they are all eminently do-able. They just take intentional effort, and if you follow through and try some of these, you’ll find trust will start to blossom with your new team.

Feel free to leave a comment with other strategies or suggestions to build trust with a new team. I’d love to hear your thoughts!

5 Freedom-Fostering Ways to Develop High Performing Teams

FreedomLast week I shared four ways to tell if you inspire freedom or fear in your team members. You can tell you’ve created a culture of freedom in your team if you see your people taking appropriate risks, speaking truth to power, readily admitting their mistakes, and sharing their heart with you.

What if your team doesn’t display those signs? Does that mean you’ve done something wrong? Not necessarily. In fact, you probably haven’t done anything wrong. The more likely scenario is you just haven’t devoted intentional effort to building the culture of your team. Now that you have an idea that things could be better, here’s a way to get started fostering freedom within your team to enable them to perform at their best.

1. Be trustworthy – The bedrock of any successful leader or team is trust. As Warren Bennis said, it’s the lubrication that makes organizations work. It’s the oil that keeps your team’s engine humming at its best, and without it, your team’s production will grind to a halt. A primary component of your leadership role is to model trustworthy behavior. It sets the tone for how you expect team members to treat each other. Building trust is a never-ending quest. It’s a journey, not a destination. For a primer on being a trustworthy leader, see The ABCDs of Leading with Trust.

2. Be open – To infuse your team atmosphere with a sense of freedom, it’s imperative that you lead with a philosophy of openness. You demonstrate openness by sharing information freely because you know people need information if they are going to act responsibly in their roles. Openness also means being forthright and genuine when you share information or interact with team members. You don’t spin the truth to manipulate the way team members interpret information, but you share the truth candidly and appropriately. Openness means your team members know there are no hidden agendas with you. What they see is what they get (you’re authentic).

3. Establish clear expectations – Fostering freedom within your team doesn’t mean “anything goes.” Freedom doesn’t mean a lack of responsibility or accountability. In fact, it means just the opposite. It means everyone is clear on the expectations for their role. It means they clearly understand what’s in their lane and what’s not. Freedom results because within the boundaries that have been established, team members have the full reign to operate according to their best judgment. If boundaries and expectations aren’t clear, it leads to people being hesitant to act, duplication of efforts, or even worse, someone dropping the ball because they assume the other person is supposed to be responsible. Clear expectations through the use of job descriptions, establishing key responsibility areas for positions, and setting SMART goals are all ways to clarify expectations.

4. Be receptive to others – You cultivate freedom in your team by actively seeking the input of others, truly listening to their ideas, and incorporating their feedback into your decisions and action plans for the team. This isn’t the same as being open, as I mentioned above. Think of openness as what you communicate out to the team, and think of receptivity as what you take in from the team. Team members want to be invested and display a sense of ownership if only leaders will give them the opportunity. Availability is a key aspect to being receptive, because you can’t be receptive if you’re in meetings eight hours a day and never available to connect with your team members. When they do bring ideas or input to you, listen non-judgmentally. Don’t instinctively look for all the holes in their ideas, but explore ways to make their ideas (or parts of them) work.

5. Don’t micromanage – You can excel at being the most trustworthy and open leader, set clear expectations and be receptive to the input of others, but if you micromanage your team to death, freedom will never gain a foothold. Micromanagement creates discouragement and resignation on the part of team members. It beats down the spirits of your people to the point where they “quit and stay” on the job. They’re physically present but not engaged in their work. They eventually develop the attitude of just doing the minimum amount of work acceptable and nothing more. If that’s the kind of team you want, then be my guest. Micromanage away! If it’s not the type of team you want, then avoid the temptation to over control. Your team will thank you for it.

Five ways to foster freedom in your team: be trustworthy, open, establish clear expectations, be receptive to others, and don’t micromanage. By no means an exhaustive list but a good start nonetheless. Practice these big five and you’ll be on your way to developing a high performing team.

Do You Have the Constitution to Lead?

The Culture Engine 3Do you have the constitution to lead?

Leadership is a demanding activity that can test your mental, emotional, spiritual, and physical constitution. But that’s not the kind of constitution to which I’m referring.

I’m talking about a document like the Magna Carta or the U.S. Constitution. A living, breathing document that clearly outlines the agreements and principles of how something should operate. In this case, your leadership, and in the case of your organization, its culture.

Developing a personal leadership philosophy and an organizational constitution is the driving goal of The Culture Engine – A Framework for Driving Results, Inspiring Your Employees, and Transforming Your Workplace by my friend and colleague, Chris Edmonds. I’ve known and worked with Chris for over 18 years and recommend you take the time to read his book. Chris emphasizes the importance of developing an organizational constitution that outlines the specific expectations and rights of organizational members. An organizational constitution specifies the team or company’s purpose and the values and behaviors that all team leaders and members believe in and commit to. It functions as the organization’s North Star, the guiding light of what is and isn’t acceptable in the organization and how team members will work together to achieve the organization’s goals.

Before you have an organizational culture, it helps to have a clear picture of your own leadership philosophy. Chris outlines several helpful steps leaders can take to develop a deeper understanding of their leadership points of view.

1. Clarify your personal purpose – A few weeks ago I wrote about how to craft your own mission/purpose statement. Chris makes an important point about developing a personal mission/purpose statement: look at your life purpose and values, not just a set for the workplace. Our core purpose and values don’t change based on the role we choose. Chris offers a guided process to help you develop a life purpose statement by answering questions such as “What are your core talents?,” “Whom are you focused on serving?,” and “What are you striving for?” Your personal purpose statement will serve as the foundation for how you express your leadership.

2. Clarify your personal values and aligned behaviors – When you are leading at your best, what values characterize your behavior? Identifying your personal values is good; defining the behaviors that align with those values is even better. For example, if “integrity” is one of your personal values, define what that means in behavioral terms. It might mean you do what you say, keep your commitments, and do the right thing even when it’s difficult. Chris recommends you limit your core values to just three to five in order to create clarity and focus on how you want to act as a leader.

3. Define your values – Specifically defining your values eliminates any question as to what your values mean. In the absence of clear values, you open the door to rationalizing your behavior and create confusion among those you lead as to exactly what you stand for as a leader. Values can mean different things to different people so it’s important to be very clear with your followers about what your values mean.

Once you have created and defined your own personal leadership philosophy or constitution, you are primed to create your team/department/organizational constitution. Chris details a specific process on how to create your organization’s constitution and his book is replete with worksheets to help you through the process.

Perhaps Chris’ most important point is you have to live the constitution. Leaders are the living embodiment of the principles contained within the constitution, and if you don’t live them out, you can’t expect anyone else to do so.

Culture is the engine that drives your organization’s performance and developing an organizational constitution, and operating by its principles, will keep your engine in tip-top shape — and your organization performing at its peak.

3 Leadership Lessons from Market Basket CEO Artie Demoulas

demoulasIf your employees felt you were fired unfairly, would they walk off the job in support of you? Would they stage protests and rallies for weeks on end calling for your reinstatement? Would your customers choose to take their business elsewhere to show support to those employees and their cause?

That is what has transpired in the Northeast U.S. over the last six weeks and it provides remarkable lessons for leaders everywhere.

First, a little background. Arthur T. Demoulas (Artie) was fired as CEO of the Market Basket supermarket chain in June by a board of directors controlled by his cousin, Arthur S. Demoulas, in a classic power struggle of a family owned business. Employees staged protests, warehouse workers and drivers refused to deliver food to the chain’s stores in Massachusetts, New Hampshire, and Maine, and the company lost tens of millions in revenue as loyal customers took their business elsewhere. Customers showed their support by going as far as taping their grocery receipts from competing stores to the windows of their local Market Basket. After weeks of negotiations, Artie Demoulas reached agreement to purchase controlling interest in Market Basket and was reinstated as CEO.

As I’ve read various news articles and commentaries on this situation, three important leadership lessons have emerged:

1. A little caring goes a long way – Artie Demoulas has created a unique emotional bond with Market Basket employees that fosters intense loyalty. He is well-known for remembering names and birthdays, checking on the status of ill employees, inquiring about spouses and kids, and attending the funerals of employees. “He’ll walk into a warehouse and will stop and talk to everyone because he’s genuinely concerned about them,” said Joe Schmidt, a store operations supervisor. “He cares about families, he asks about your career goals, he will walk up to part-timers and ask them about themselves. To him, that cashier and that bagger are just important as the supervisors and the store management team.” People want to feel valued at work as more than just workers showing up to do a job. Make the effort to get to know your people on a personal level and you’ll see the rewards of trust and loyalty.

2. Business doesn’t have to pursue profits at the expense of people – Last year Market Basket generated $4.6 billion in revenue and has doubled their profitability since 2008, making it the country’s 127th biggest company despite being a regional chain that operates in only three states. The company pays its clerks starting salaries $4 above minimum wage and full-time employees earn 15% profit-sharing bonuses, all the while Market Basket’s prices are 22% lower on average than their closest competitor. “If there’s anything people should take from this, it’s that America is hungry for this kind of success story where everybody wins: the customers, the employees, and the people who run the show,” said Shawn Dwyer, a manager at the Burlington Market Basket store. Profits don’t have to come at the expense of people. Good leaders value results and people.

3. Work has a higher calling and purpose beyond a paycheck –  In his return speech to employees, Artie beautifully expressed this concept.

The workplace here at Market Basket is so much more than just a job.

You have demonstrated that everyone here has a purpose. You have demonstrated that everyone has meaning and no one person is better or more important than another, and no one person holds a position of privilege.

I have always believed that we are born into this world and at a certain place to be with certain people for a reason and a purpose. Everyone has a destiny, and because of you, I stand here with a renewed vigor and a sense of purpose. May we always remember this past summer first as a time where our collective values of loyalty and courage and kindness for one another really prevailed. And, in that process, we just happened to save our company.

You all have demonstrated to the world that it is a person’s moral obligation and social responsibility to protect the culture which provides an honorable and dignified place in which to work.

Leadership doesn’t have to be that complicated: provide a good work environment, take pride in your work, care about people as individuals and not just workers, and serve your customers well. It seems as though Artie Demoulas and the Market Basket employees have found a formula that works and it offers valuable lessons for leaders everywhere.

4 Reasons Leaders Should Stop the Foolish Pursuit of Happiness at Work

HappyTo borrow from Pharrell Williams’ hit song “Happy:” It might seem crazy what I’m about to say

But I really don’t care if you’re happy at work. In fact, I think all the hype about happiness at work is a bit misguided. Now, before you blow up my Twitter feed with negative feedback or blast me in the comments section of this article, let me explain.

I’m all in favor of being happy. Personally, I much prefer happiness over sadness. If I have a choice, I’ll take happy every day of the week and twice on Sunday. When it comes to work, I’ll take happy there, too. I’d much rather work with happy people than mean people, and I know I’m more productive, creative, and a better teammate at work when I’m happy.

But here’s the deal…On the surface, all the talk about happiness sounds great. But If you aren’t careful and discerning about what you hear in the media and popular culture, you’d think that happiness of employees should be the primary goal of every leader and organization. I don’t buy it and here’s why:

1. Happiness is a fleeting emotion largely dependent on external circumstances – Defining happiness can easily lead to a battle of semantics, but a common, basic definition of “happy” is: delighted, pleased, or glad, as over a particular thing (e.g., to be happy to see a person). I’m happy when I come home from work and my kids have straightened up the house or loaded the dishes into the dishwasher. When it doesn’t happen (which is often), I’m not happy. Does that mean I love my kids any less? No. Is my life less fulfilled because I’m not happy? No. Happiness comes and goes, so it’s not something I want to build my life around. Happiness is too dependent on circumstances beyond my control for me to make it my goal. However, I can control how I respond to the circumstances of my life and I can choose to have a positive attitude. There are many times when work and life deal us a crummy hand. We have to work overtime, business travel takes us away from important family events, or we make a mistake and get reamed out by the boss; none of those things make us happy. But if we have the right attitude and perspective on work and life, we can put those situations in their proper place and learn and grow from the experience.

2. Happiness should be a pleasant outcome of good leadership and organizational culture, not the goal – My job as a leader is not to make you happy. If that was the case, then I’d serve ice cream every afternoon and cater to your every need. No, my job is to help you develop to your fullest potential while accomplishing the goals of our team and organization. If I’m smart, I will lead in a way that builds your commitment to the organization and fosters engagement in your work. I’ll also strive to create a culture that supports your health and well-being and makes your work enjoyable. Oh, and by the way, if you’re happy as a result, then great! Your happiness is not my goal, but you’re free to make it your own.

It is the very pursuit of happiness that thwarts happiness. ~ Viktor Frankl

3. Happiness is negatively correlated with meaning – It didn’t take scientific research studies for Viktor Frankl to understand a fundamental truth: pursuing happiness as your primary goal is like a dog chasing its tail. Studies have shown that people who place more importance on being happy end up becoming more depressed and unhappy. Rather than happiness, we need to pursue meaning and purpose. Sadly, according to one study by the Centers for Disease Control, 40% of Americans either do not think their lives have a clear sense of purpose or are neutral about whether their lives have purpose.The same study also reported that nearly 25% of Americans feel neutral or do not have a strong sense of what makes their lives meaningful. Having purpose and meaning in life and at work increases overall well-being and satisfaction, improves mental and physical health, enhances resiliency and self-esteem, and decreases the chances of depression. As a leader, your efforts at helping employees understand and connect to the purpose and meaning of their work will reap more benefit than striving to make them happy.

4. Happiness is self-focused; true fulfillment in life (and work) comes from being others-focused – At its core, happiness is a pretty selfish motive when you think about it. Psychologists explain it as drive reduction. We have a need or drive, like hunger, and we seek to satisfy it. When we get what we want to meet the need, we’re happy. However, lasting success and fulfillment in life comes from what you give, not what you get. The greatest example of this is Jesus and his demonstration of servant leadership. This ancient truth is echoed in contemporary research by Adam Grant, the youngest tenured and highest rated professor at The Wharton School. In his book Give and Take, Grant identifies three ways people tend to operate in their relationships: as givers, takers, or matchers. Not surprisingly, although givers may get burned occasionally, they experience higher levels of fulfillment, well-being, and success in life compared to takers or matchers. I’ve experienced it in my own life and seen it in the lives of others. Those who chase happiness as their primary goal tend to be the most selfish and unhappy people I know. Those who give to others tend to be the most fulfilled, joyful, and happy people I’ve seen.

Happiness is a great thing. As I said, I much prefer it to the alternatives. But when happiness at work becomes such a primary focus that organizations start having CHO’s – Chief Happiness Officers – you know happiness has jumped the shark. Happiness at work is a byproduct of doing a good job in all the other fundamental areas of leadership, but it’s misguided to make it our ultimate aim.

Feel free to leave a comment with your thoughts, opinions, or questions.

P.S. I originally published this article last week at LeaderChat.org under a different title. I thought the Leading with Trust audience would enjoy it as well.

Performance Anxiety – Not Just a Problem in the Bedroom

Performance Anxiety 2Performance Anxiety…words often reserved to describe a person’s worrisome beliefs or fears regarding their sexual performance in the bedroom is now being used to describe the same debilitating effects on performance in the workplace. That’s the message from a recent publication by Vadim Liberman of The Conference Board, detailing the “performance anxiety” that has gripped many in corporate America. Years of corporate restructuring, shuffling people between positions, adding, deleting, and modifying roles, departments, and jobs has taken its toll on people. The mantra of “doing more with less” has become the norm as business continues a slow recovery from the economic recession of the last several years. Employees who once feared losing their jobs are now feeling insecure about keeping their jobs.

Liberman’s basic point is that people are having trouble keeping up with the amount of tasks added to their plates and the pace of change occurring in their organizations. Recession-driven layoffs, restructures, and job modifications have forced people to take on extra work, new job duties, or assume different roles and it’s taking a toll. As job scope increases, people feel overwhelmed with the amount of work they have to accomplish, and it leads even the most engaged employees to gravitate toward focusing on the least complex, simple tasks they can control, rather than focusing on the most important and complex issues that need to be addressed.

According to Liberman, much of the fault lies at the feet of senior leaders. Whether it’s pursuing the latest management fad, reorganizing on a whim, or doing a poor job of managing change, senior leaders can be prone to lay the blame of organizational failure at the feet of employees who aren’t performing up to snuff, not taking into account those same employees are still trying to come to grips with the previous round of changes. Wharton professor Peter Cappelli says, “Today, work demands are through the roof. Not just the amount of work but challenges that employees do not know how to meet, in part because they may not be achievable.” Workplace frustration leads to insecurity which leads to a lack of trust and confidence in leadership.

I can identify with these conditions. The team I lead has experienced increased job scope and responsibilities over the years as our business has grown more complex and demanding in today’s global economy. “Task saturation” is a word we’ve used to describe this condition and the insecure, frustrated state of mind it induces. Here are six strategies I’ve found helpful to deal with this “performance anxiety” in the workplace:

1. Create a safe and trusting environment—The number one job of a leader is to build trust with his/her followers. Fostering a culture of safety is essential for trust to not only survive, but thrive. People need to know they can count on their leaders to look out for their best interests, protect them when necessary (even from themselves sometimes), and to genuinely care about them as people and not just worker drones showing up to do a job. Simon Sinek speaks to this truth in his insightful TED Talk, Why good leaders make you feel safe.

2. Ask people for their opinions—One of the most tangible ways leaders can combat frustration and insecurity in the workplace is to ask people for their opinions. But asking is just the first step; you have to do something with what they tell you. The higher up a leader rises in the organization, the easier it is to lose touch with the daily frustrations and battles your employees face. It’s easy to oversimplify the problems and solutions our people face and dismiss their expressions of frustration as whining or griping. Listen with the intent of being influenced and be willing to take action on what you learn.

3. Start, stop, continue—As you consider your next round of corporate restructuring, job modification, or process improvements, ask yourself these three questions: What do we need to start doing? What do we need to stop doing? What do we need to continue doing? I’ve found it’s easy to keep adding new tasks while continuing to do the old tasks. It’s much, much harder to identify those things we should stop doing. We can’t continue to pile more and more work on people and expect them to perform at consistently high levels. There is only so much time to accomplish the work at hand. As an addition to the start, stop, continue strategy, I’m seriously considering adopting a strategy from the simplicity movement: for every new task I add for my team, we have to eliminate one task. Enough of task saturation!

4. Manage change, don’t just announce it—Managing a change initiative involves more than just announcing a new strategy. That’s the easy part! The hard part is actually implementing and managing the change well. People go through specific stages of concern when faced with a major change and leaders need to be equipped to address those concerns throughout the process. By addressing the information, personal, and implementation concerns of employees, leaders can be much more successful in helping their people adapt and endorse the change initiative.

5. Focus on development of boss/employee relationship—One of the primary factors in an employee’s success, satisfaction, and engagement on the job is the quality of the relationship with their boss. Intentional effort needs to be placed on cultivating high-quality boss/employee relationships founded on trust and mutual respect. Frequent and quality conversations need to occur regularly between the boss and employee so the boss is aware of the daily challenges faced by the employee and can work to remove obstacles.

6. Foster empowerment, control, and autonomy—People don’t resist change; they resist being controlled. Much of today’s workplace frustrations are caused by workers having a lack of empowerment in their role, little control over what effects them at work, and scant autonomy in how they perform their tasks. Leaders can build engagement by focusing on the development of these three qualities in the work people do.

Performance anxiety in the workplace is like organizational high blood pressure—it’s a silent killer. This silent killer is not always evident through outward symptoms, but it’s always lurking underneath causing damage day after day. We have a choice…will we do anything about it?

Leadership Development Carnival – January 2014

leadership_carnival logo

Welcome to the January 6, 2014 edition of the Leadership Development Carnival! One of the best ways to improve as a leader is to reflect upon your past experiences, catalog the lessons learned, and apply that information to your future leadership activities. Fortunately for you, 28 of the top thought leaders in the field of leadership have assembled their best blog posts for 2013, effectively serving as a world-class library of leadership wisdom for your benefit. Enjoy the best of the best!

Dan McCarthy at Great Leadership – With so many great books on leadership, why are so many people in leadership positions clueless? Dan tells you why in 10 Reasons why Managers are Clueless about Leadership.

Joel Garfinkle at Career Advancement Blog – Joel provides insight on how to build a workforce that wants to stay with you in Six Articles to Fix Your Employee Retention Issue.

Mike Myatt of N2growth Blog – This Forbes article by Mike has been read more than 1 million times for good reason. In order for leaders to keep their best people, they need to know the 10 Reasons Your Top Talent Will Leave You.

Chris EdmondsThe Purposeful Culture Group – My friend and colleague Chris Edmonds shares that employees have The Right to Work Place Inspiration. Top organizations ensure their KPI’s (Key Performance Indicators) align with their WPI’s.

John Hunter at the Curious Cat Management Improvement Blog – In his article, Managers Are Not Non-Leaders: Managers Need to Practice Things We Classify as Leadership Traits, John discusses how management is often demeaned in comparison to leadership and we have much to learn from each discipline.

Chery Gegelman of Giana Consulting’s Simply Understanding Blog – In the first of a three-part series, The Single Best Way to Develop Leaders: Throw Them In!, Chery highlights the personal growth that happens when leaders take on challenging assignments over their heads.

Dana Theus of InPower Consulting – Dana illustrates the bottom-line benefits organizations receive in Activating The Hidden Face of Workforce Diversity.

Linda Fisher Thornton of Leading in Context – There is a trend toward considering our responsibilities broadly, beyond making profits to also making a difference. Here is Linda’s list of 16 Trends Shaping the Future of Ethical Leadership. As we head into the New Year, let’s help our leaders be ready for this positive, proactive, ethical leadership future.

Dr. Anne Perschel of Germane Consulting – In The One Thing Leaders Need to Know, Anne shares that some, but not all, who hold leadership titles are leaders. This post is about those leaders, the ones who are actually leading, which means you are evolving – and so are others.

Jim Taggart’s Changing Winds Blog – In his post The Leader Sets the Tone, Jim discusses the importance of three critical leadership attributes: Integrity, Modeling, and Consistency.

Frank Sonnenberg at Frank Sonnenberg Online – Frank gives the honest, straight-forward truth about balancing success with humility in Be Humble: Don’t Let Success Go to Your Head.

Julie Winkle Giulioni – Despite the ubiquitous use of the term, not all groups are teams. In Team, Group, or Train Wreck, Julie discusses how teams share some essential qualities that distinguish them from other collections of individuals.

Don MaruskaJay Perry of Take Charge of Your Talent – Don and Jay are calling for a revolution in talent development, and in their article, Putting the Keys to Talent Development in Your Hand, they give you a new paradigm for viewing talent development.

Jennifer V. Miller of The People Equation – Jennifer offers an opportunity for women to step up and claim their leadership potential in the post 37 Women with Something Interesting to Say About Leadership. “This post resonated with both men and women. I heard from countless people, thanking me for giving voice to a frustration that has long existed in the blog world as it relates to women and leadership” says Jennifer.

Mike Henry, Sr. of The Lead Change Group – Written by Tal Shnall, Mike shares the post Five Ways to Improve Communication With Your Teams. These five tips will help you become a better leader-communicator in any environment.

Wally Bock’s Three Star Leadership Blog – Brutal honesty is supposed to be a good thing. Gentle honesty is better. In his post Gentle Honesty, Wally reminds leaders that their people should leave a conversation about performance or behavior thinking about what will change, not how they’ve been treated.

Joan Kofodimos from Teleos Consulting’s Anyone Can Lead Blog – In her article Biggest Coaching Mistakes Managers Make, Joan shares 9 of the most common managerial missteps when trying to coach employees.

Mary Ila Ward of Horizon Point Consulting – Mary asks 2 Questions for Striving Servant Leaders in this concise, yet pointed post, that will cause all leaders to stop in their tracks.

Lisa Kohn from Chatworth Consulting’s Thoughtful Leaders Blog – When we hold on to our misfortunes it’s as if we hand over our power to them. We give away our power, and then we feel powerless. In Don’t Give Your Power Away, Lisa shares that we have a choice as to whether or not we allow our misfortunes to have such power over us. We have a choice, as always, about what we focus on, what we notice, what we tell ourselves, and where we put our attention.

Jesse Lyn Stoner’s blog at the Seapoint Center for Collaborative Leadership – My friend and colleague, Jesse Stoner, says “The assumption that change has to start at the top is wrong. Stop waiting for senior leaders to provide leadership. You have the power to provide leadership within your own sphere of influence.” In her excellent article, Stop Waiting for Someone Else to Provide Leadership, Jesse give leaders four important questions to discuss with their teams.

Beth Miller at Executive Velocity – So often leaders don’t take time for themselves by getting good feedback, assessments, and coaching to develop themselves to their true leadership potential. In Leaders: Fight the Gremlins, Beth encourages leaders to make a New Year’s Resolution to create a personal development plan so they can avoid or resolve potential derailing behaviors.

Bill Treasurer of Giant Leap Consulting – In his post Leaders Are All Around Us, Bill shares the important truth that although role models like Steve Jobs can be helpful, we have leaders all around us, more accessible and ready to make a difference.

Steve Roesler of All Things Workplace – Everyone is talented in some way. In Target The Right Audience For Your Talents, Steve Roesler suggests from experience that where you choose to use your talents is key to satisfying you and everyone involved.

Jon Mertz of Thin Difference – Taking a mindful approach to challenging situations and conversations enables us to respond in better ways. In his post A Mindful Difference: Respond vs. React, my friend Jon highlights four steps leaders can take to be more mindful of how they respond to others.

Ted Coiné, Shawn Murphy, Meghan Biro, and Matthew Fritz from the Switch & Shift blog – Ted reminds us that what goes around, comes around in Good Karma is Good Business, while Shawn outlines 9 Leadership Essentials to Cause Meaningful Work. Meghan follows up with 5 Actions That Spark Employee Engagement and Matthew discusses three principles of The Leader’s Greatest Harvest.

Three Leadership Lessons From Comic-Con

Comic Con 2013

Photo by K.C. Alfred / U.T. San Diego

This weekend was the annual Comic-Con event that’s held every summer here in San Diego. Nearly a 130,000 people visit the convention that celebrates a variety of comic arts and pop culture elements like animation, horror, science fiction, television, and movies.

Having attended a few Comic-Cons myself, I can say that you never know what you might see or experience, but one thing is certain – it’s always an interesting, unique occasion. In a very warped, twisted sort of way (which is appropriate given the topic), Comic-Con has many similarities to the workplace and can teach us valuable lessons about leadership. Here’s a few things I’ve learned about leadership from my Comic-Con experiences:

  1. People Like to Wear Masks — Comic-Con is like an early Halloween. Attendees often wear the outfits of their favorite comic/TV/movie characters and over the years I’ve seen Wonder Woman, Darth Vader, Chewbacca, Storm Troopers, Zombies, Spiderman, Superman, Batman, and just about every other “___man” character out there. In the workplace people like to wear masks to hide their fear and insecurities. Leaders have the responsibility to develop trusting relationships so their people aren’t afraid to be authentic and vulnerable.
  2. Passion is Powerful — Why did tens of thousands of people mindlessly go through the motions at work this past week and then suddenly turn into excited, engaged, and passionate (obsessed?) participants at Comic-Con? It’s because Comic-Con taps into their optimal motivational state by allowing them to demonstrate their competence (everyone is an expert at Comic Con), develop a sense of relatedness with others who share their interests, and celebrate their autonomy and individuality (hence the freedom and encouragement to wear costumes). Workplaces that want to tap into the discretionary energy of their employees should look to incorporate these same principles into the work people perform and the organization’s culture.
  3. Everyone Wants to Belong — People from all walks of life are not only welcomed and accepted at Comic-Con, they experience a sense of belonging. Two weeks ago I wrote about the difference between fitting in and belonging and Comic-Con is a real life example of where geeks, nerds, kids, adults, industry experts, and Hollywood stars are all on equal footing. A primary goal for leaders is to develop a team culture where their people feel they are valued for who they are, not just what they can do.

Comic-Con is a one-of-a-kind experience that always offers something new and unique. Wouldn’t it be cool if we could design our workplaces to offer the same sense of excitement, commitment, and engagement? Feel free to leave a comment and add to the discussion.

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