Leading with Trust

2 Key Steps Self Leaders Take In Moving From College To Career

Since graduation, I’m finding post-college life to be a bit lonely … a bit scary too. After walking across the big stage and grabbing my degree in early June, I returned, jobless, to my home in San Diego to seek a meaningful career. Graduation was the last big “milestone,” the last item to check off my pre-adulthood list. Now I’ve been turned loose to blaze my own path, and I’m finding the job market to be ruthless and the competition fierce. After so many dead ends and rejected applications, it’s quite easy to feel lost or discouraged.    

In transitional times like these, when bosses, teachers, and other sources of mentorship are in short supply, younger people should consider looking inward — they should consider self leadership. Self leadership is when an individual takes it upon themselves to find the motivation, knowledge, skills, and help they need to thrive personally and professionally. To do that, a self leader must be proactive. They must strive to create change instead of responding to it.

I want to talk about proactivity in two contexts: its presence in one’s personal life, and its importance for those who are reluctant to seek help. I’ve struggled in both areas, but I’ve learned and grown because of it. I’d like to share my experiences with you here.

A semblance of structure goes a long way.

When I was in school, I always had responsibilities to attend to, like class or one of my two campus jobs. They kept me productive and gave me a little bit of predictability. Once I graduated and went back home, I had no class. I had no campus jobs. There was no particular reason to wake up early in the morning; I was free to do anything, free to allocate my time however I chose. It seemed nice on the surface, but I could see the long-term danger it presented.

Settling into a routine is often looked down upon because it precedes one’s fall into the ever-treacherous “rut.” But living without anything to define your day can erode your motivation, opportunities, and potential. Preventing this erosion doesn’t require a militaristic regimen, though. You just have to be proactive and set some sort of structure. In the month since I’ve graduated, I’ve made an effort to get up each morning before 9:00 a.m. and workout (usually an hour spent lifting weights, doing some cardio, or working on my jump shot). Physical activity clears the mind of morning blurriness. It relieves stress and leaves you ready to learn.

After exercise and following breakfast, I’ll put aside five or so hours to do something productive: job apps, LinkedIn/resume updates, or writing articles like this one. It is often painfully boring, specifically the career-related stuff. You can only change up resumes so many times, and bragging about yourself in each iteration of a cover letter can make you feel phony. But when I envision the future I want — good money, fulfillment through my craft, health — I realize five hours a day isn’t the worst thing in the world. I commit myself to those five hours as if it were my career.    

Self leaders don’t sit in front of the TV all day. They are proactive about doing what is required to succeed, and success often requires things that are boring, tedious, or difficult. It’s up to the self leader to push themselves through the gauntlet. Value must be found in positive visions of the future and in the work that forms that future.     

Asking for help is not admitting failure.

Sometimes, success means soliciting assistance, feedback, and support from others. This can be difficult for those who take particular pride in their perceived talents. I was (and to a certain extent, still am) one of those people. Asking others for help seemed like a desperate act to me. I mean, if I was really worth my salt as a writer, editor, or “young professional,” I could do it all alone. Survival of the fittest, right? Getting a job, getting my work published, improving my craft … that was all on me, and I didn’t think there was much else others could provide. I was confident in my ability to learn, adapt, and improve, and that was good from a self leadership standpoint. But this overconfidence also blinded me to the fact that I’m not all that — not the best writer, not the smartest, not the most qualified … and not the most mature either. I thought others would hold me back, but they were actually what would propel me forward.

This realization came at a time of creative frustration. Graduation was near and I was exhausted. Barren of ideas and of any confidence in my ability, I questioned — for the millionth time — whether I had it in me to do any of this. Instead of wondering, I sought advice and feedback from friends. For the first time, I invited others into my editorial process. I gave them rough drafts of what I was working on, and they returned them with comments that were at times harsh. That hurt (a lot), but it humbled me and revealed errors in my work that I wouldn’t and couldn’t have noticed before.

The job search functions in a similar way. I’ve learned that established professionals are willing to help if you ask, but you have to ask. Very rarely will recruiters or higher-ups come to you out of the blue. Getting help doesn’t mean you’re talentless. It isn’t a last resort. It shows that you value progress, and it shows that you’re adept at diagnosing and addressing your weaknesses. Making it on your own without help is admirable if you were forced into that situation, but it’s neither admirable nor noble to purposefully limit yourself. That’s the antithesis of self leadership: self sabotage.

Young or old, what role does proactivity play in your life? Are you doing something to work toward that future you want? It’s good to go with the flow when you can, but some things require a more active approach. Feel free to leave a comment with your thoughts, ideas, or feedback.

About Zach Morgan

Zach Morgan is a writer, editor, and recent grad living in San Diego, CA. He’s looking to use his talents to make an awesome company even better.

Try This One Simple Method to Achieve Your New Year’s Goals

goalLet me go out on a limb here. You’re probably reading this article because you’re contemplating resolutions you’re going to set for the New Year, right? You don’t have much confidence in keeping your resolutions because you’ve failed repeatedly in the past (surveys show only 8% of people keep their resolutions), so you’re looking for some game-changing advice.

Or maybe you’re thinking about the goals you’ve set for your team or organization and you’re stressed out about how you’re going to actually achieve them. If your experience is similar to mine, you’ve set goals for the year only to look back twelve months later to realize what you accomplished bears little resemblance to what you set out to do. For most of us the challenge is not in setting goals. I mean, we’ve got a ton of projects and priorities on our plates. We’ve got goals aplenty! The difficulty lies in prioritizing goals and staying on track to get them accomplished.

There’s a better way to work toward achieving your goals and it’s called the Six by Six Plan – the six most important priorities you need to accomplish over the next six weeks. It’s a method of goal prioritization and execution I learned from Bill Hybels.

It starts with asking yourself one critically important and fundamental question: What is the greatest contribution I can make to my team/organization in the next six weeks?

In answering that question, consider the decisions, initiatives, or activities for which only you can provide the energy and direction. You will likely generate dozens of items on your list that will need to be whittled down to the six that require you to take the lead in order to deliver the most impact.

There is nothing magical in having six priorities over six weeks. What’s important is having a manageable number of goals to accomplish over a relatively short time period. It needs to be a few goals that allow you to keep your energy high and a short enough time period that creates a sense of urgency. Setting big, broad goals for the year is like running a marathon. It’s too tempting to get overwhelmed, distracted, or lose energy on goals that seem so distant. It’s much easier to run a series of sprints by focusing on just a few key priorities for a short amount of time.

I think it’s important to emphasize the 6×6 method is a helpful tool for goal prioritization and execution. It’s not a way to set goals, which is an art and science unto itself. Check out this YouTube video of Bill Hybels describing the Six by Six Plan. Hopefully you’ll find it as helpful as I did.

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

Too Many Priorities? 3 Tips to Focus on What Matters Most

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

I took on an increased scope of responsibility this year, and as the year winds down and I reflect on how I invested my time and energy, I’ve realized my focus was diffused over too many competing priorities. It left me a bit unsatisfied with my level of effectiveness, so I want to enter 2017 with a renewed focus on channeling my efforts into the most important activities that will drive the highest levels of impact.

If you find yourself in the same boat as me, then maybe you can benefit from the following three steps I’m going to take to renew my focus in the coming year:

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

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

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

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

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

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

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

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

10 Ways Leaders Aren’t Making Time for Their Team Members (Infographic)

Work Conversations Infographic CoverPerformance planning, coaching, and review are the foundation of any well-designed performance management system, but the results of a recent study suggest that leaders are falling short in meeting the expectations of their direct reports.

Researchers from The Ken Blanchard Companies teamed up with Training magazine to poll 456 human resource and talent-management professionals. The purpose was to determine whether established best practices were being leveraged effectively.

Performance-Management-Gap-InfographicThe survey found gaps of 20-30 percent between what employees wanted from their leaders and what they were experiencing in four key areas: Performance Planning (setting clear goals), Day-to-Day Coaching (helping people reach their targets), Performance Evaluation (reviewing results), and Job and Career Development (learning and growing.)

Use these links to download a PDF or PNG version of a new infographic that shows the four key communication gaps broken down into ten specific conversations leaders should be having with their team members.

Are your leaders having the performance management conversations they should be? If you find similar gaps, address them for higher levels of employee work passion and performance.

You can read more about the survey (and see the Blanchard recommendations for closing communication gaps) by accessing the original article, 10 Performance Management Process Gaps, at the Training magazine website.

(This post was originally written and published by David Witt at LeaderChat.org.)

10 Ways Leaders Aren’t Making Time For Their People

Today’s post is an infographic of ten gaps that exist between team members and their leaders in the area of performance management. The bad news is this survey reveals employees aren’t getting enough direction and support from their leaders, but the good news is leaders can close the gap by focusing on four key strategies.

Performance-Management-Gap-Infographic

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.

3 Secrets to Leadership Success from the #NewOneMinuteManager

New OMMWith over 13 million copies sold in 37 languages, The One Minute Manager is one of the bestselling business books of all-time and it continues to inspire leaders around the world with its practical wisdom on managing people. But a lot has changed in the world since this timeless classic was published over 30 years ago.  The exponential rise of technology, global flattening of markets, instantaneous communication, and pressures on corporate workforces to do more with less have all revolutionized the world in which we live and work.

Ken Blanchard and Spencer Johnson have re-written The New One Minute Manager to reflect today’s current business reality and incorporate the latest thinking on effective leadership. The elegantly simple techniques of One Minute Goals, One Minute Praisings, and One Minute Re-directs empower leaders and managers to be more productive, satisfied, and prosperous in their jobs and lives.

I was able to catch up with the One Minute Manager (OMM) earlier this week to discuss the publication of this new work and get his thoughts on how the One Minute principles help leaders build trust with their followers and achieve leadership success.

Here’s what we discussed:

Randy: Congratulations on the publication of The New One Minute Manager. Your story continues to inspire leaders of all generations. You must feel very proud.

OMM: I’m humbled that Ken Blanchard and Spencer Johnson felt my story was worth sharing and took the time to write about it. I’m gratified that it’s helped so many people.

Randy: I’m interested to know what you think leaders should be doing to build trust with their followers and stakeholders.

OMM: Well, I think having trustworthy relationships is the number one priority for leaders, and the three secrets support a leader in achieving that goal.

Randy: I thought the three secrets were techniques for managing people more effectively. Explain to me how they help leaders build trust.

OMM: One aspect of building trust is being competent in your role as a leader, and certainly practicing the three secrets displays your competence. Specifically, the first secret, One Minute Goals, allows leaders to build trust by setting clear performance expectations. People are more apt to trust you as a leader if you’re clear with them on what you expect them to do. Unclear expectations result in miscommunication, wasted energy, and ambiguity, which ultimately leads to mistrust of the leader.

Randy: So tell me how your second secret, One Minute Praisings, helps leaders build trust.

OMM: One of the easiest ways to build trust with others is to catch them doing something right! Recognizing and rewarding good work are key trust-building behaviors. When you take time to praise others, it shows that you value their contributions and you want them to succeed. If you fail to recognize the good work of your people, or even worse, hog the limelight and take credit for their work, you severely damage trust in the relationship. One Minute Praisings communicate care and concern, and when your people see that you care about them as individuals, they trust that you have good intentions toward them.

Randy: It’s amazing to see how One Minute Goals and One Minute Praisings support building trust. The third secret, One Minute Re-directs, seems a little counter-intuitive in regards to building trust. Help me understand.

OMM: On the surface it may seem counter-intuitive, but in reality, a One Minute Re-direct is another way of showing that you care about people and you want to help them succeed. When you give a One Minute Re-direct, you are redirecting the behavior, not the person, and you’re giving the redirect because you want to prevent that person from suffering the same mistake again in the future. People trust and respect leaders who give them honest, yet caring feedback about their performance. Leaders that hold themselves and others accountable create a culture of safety, security, and clear boundaries, which acts as a breeding ground for trust. A One Minute Re-direct is honest and caring feedback which is essential to have in a high-trust relationship.

Randy: Thank you for spending time with me. Your One Minute Secrets have helped me in my career as a leader and now I see how they’ve also helped me build trust with others.

OMM: It’s been my pleasure and I ask you to do just one thing: share it with others.

Ken Blanchard talks about the key updates to The New One Minute Manager.

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