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5 Ways to Turbocharge Development of Trust in Relationships

We live in an instant gratification society. One-click purchases, overnight or same-day delivery, self-checkout lines at the grocery store, microwave ovens, and real-time global communications in a 24/7 world—whatever we want, when we want, and how we want it.

When I conduct training sessions on building trust I often get questions from participants along the lines of “How can I build trust quickly with someone?” The questioner is often a time-crunched manager struggling with a low-trust relationship and is looking for a quick and easy solution to his “trust issue.” Trust is a multi-dimensional construct that doesn’t fit easily into our desire for quick and easy solutions. It’s a relational dynamic that is constantly ebbing and flowing with each trust-building or trust-eroding behavior or situation we experience. However, there are key behaviors a person can use to turbocharge the development of trust in relationships. Here are five important ones to consider:

1. Admit Mistakes — It’s inevitable; we all make mistakes. The key to building or maintaining trust is how you handle the situation. If you make excuses, try to shift the blame, cover it up or pretend it didn’t happen, the trust others have in you will plummet. If you readily admit the mistake, stand up and take responsibility for your actions in a sincere and humble way, trust in you will sky-rocket. People yearn for authentic connections in relationships, and in order for that to happen there has to be a level of vulnerability. Admitting mistakes is one of the most effective ways to demonstrate vulnerability, and as a result, the development of trust.

2. Follow-through on Commitments — I believe that most people genuinely intend to honor their commitments. The problem is we often lack a plan for doing so. We over-commit ourselves or fail to sufficiently plan our course of action and end up dropping the ball. Few things erode trust more than not delivering on a commitment. If you want to build or sustain trust, make sure you do what you say you’re going to do. If something looks like it’s going to get in the way of you being able to deliver on your commitment, speak up early and reset expectations. Negotiate new deadlines or seek additional resources to meet the original commitment, and most of all, don’t use the “P” word (Promise), unless you absolutely know you can deliver on your promise.

3. Be Nice and Helpful — People want to do business with those they like and trust, and it’s amazing how much trust you can build by simply being nice and helpful to others. You learned the basics from your parents and it’s still true…say “please” and “thank you.” Look for ways to make your colleague’s job easier, and even more so, make it easy for others to work with you. Smile, laugh, and extend simple courtesies to others; it really does work in building trust.

4. Be Interested in Others — People don’t care how much you know until they know how much you care. You may be extremely competent at what you do, but if you don’t take a personal interest in the welfare of others, people will withhold a measure of trust from you. You don’t have to be an extroverted social butterfly to be a “people person.” It only takes a little effort to build rapport. Ask people how their weekend went, inquire about their kids, learn their hobbies, and take a genuine interest in them as individuals, not just as co-workers doing a job. When you start to do that, and do it genuinely and authentically, trust will blossom.

5. Walk the Talk — Acting with integrity is the foundation of being a trustworthy person. The word “integrity” comes from the Latin word integritas, meaning soundness, wholeness, or blamelessness.” When we say a bridge or building has structural integrity, we mean it’s sound, sturdy, and stable. So it is with a person of integrity. That person is steady and consistent in his behavior. Being a person of integrity means being honest, treating people fairly and respectfully, and acting in alignment with honorable values. If you say one thing and then do another you will severely injure trust in your relationships. Gossiping, spinning the truth to your benefit, omitting facts, or taking credit for the work of others are sure ways to diminish your integrity and the trust people have in you.

Sit down, buckle your seat belt, and consistently practice these five ways of relating to others and you’ll see the turbocharged development of trust in your relationships.

1 Comment

Posted on February 14, 2016 by Randy Conley

Authenticity, Connectedness, Fairness, Honesty, Humility, Integrity, Leadership, Relationships, Trust, Trust Boosters, Values

Leadership, Trust

A Leader is Always Under the Microscope: 2 Lessons From Super Bowl 50

The Super Bowl post-game actions and comments of Peyton Manning and Cam Newton, quarterbacks of the Denver Broncos and Carolina Panthers respectively, reminded me of how important it is for leaders to remember they are always under the microscope. It doesn’t matter if the occasion is the Super Bowl and you’re being watched by over 100 million people, or if it’s a staff meeting and you’re surrounded by a half-dozen team members, your every move is being watched…and remembered…by those around you.

Two specific incidents stood out to me from yesterday’s contest. The first was Peyton Manning’s post-game comments. Fresh off the thrill of winning his second Super Bowl championship and likely playing in his last professional football game, Manning graciously shared the credit for the victory with his teammates. This past season was Manning’s worst from a personal performance perspective, yet he put the needs of the team ahead of his own and the result was magic. Relying on the team’s defense and playing within himself, Manning helped the Broncos win the title. A great example of the power of teamwork.

But Manning isn’t perfect, and like all leaders, sometimes we say or do stupid things. Twice he stated he was going to “drink a lot of beer” after the game and gave Budweiser two unpaid, ringing endorsements (worth over $3 million in free advertising according to experts). For a league so concerned with its public image, and for a guy who has been a class act for most of his career, his comments were crass, careless and thoughtless.

The second example came from Panther’s quarterback Cam Newton. His mandatory obligation for a three minute post-game interview was a display of petulant, sulking behavior. Obviously upset over his most crushing loss as a football player, Newton fumbled the opportunity to show how much he has matured as a leader. Newton has rarely experienced such failure as a football player, having won a junior college national championship, the national college football championship with Auburn, winning the Heisman trophy, and being named the NFL MVP this season. Newton displayed significant growth as a leader this past season but a leader’s true character is measured in how he handles defeat, not victory. This will likely be a blip on the radar of Newton’s evolution as a leader, but it was a notable missed opportunity to raise his leadership brand to a higher level.

Remember, leaders, we are always on stage. The light is always shining on us and people are watching to see how we handle failure as well as success. Our words and actions carry great weight with those around us and we need to be responsible and thoughtful in the way we carry ourselves.

7 Comments

Posted on February 8, 2016 by Randy Conley

Communication, Leadership, Professionalism

Cam Newton, Leadership, Peyton Manning, Super Bowl 50

Fire an Employee or Give Him Another Chance? Consider These 9 Factors

You're Fired Any leader who has let an employee go knows how excruciating it can be to make that decision. It’s one of the most difficult decisions a leader must make. Given the gravity of the decision, it’s not surprising that most leaders put it off to the bitter end. We like to hold out hope that with a little more discussion, time, or effort the employee can turn things around.

Sometimes our hope isn’t based in reality. It’s based in our desire of what we hope will happen, says Dr. Henry Cloud in his book Necessary Endings. Cloud points out leaders need to have objective reasons to hold out hope that the future performance of an employee is going to be better than the past. No matter how many times the employee says “I’ll do better next time,” or “I’m sorry,” or “I am committed this time,” hard evidence is needed to suggest something will change in his performance. Cloud encourages leaders to have a “reason to believe” an employee can or will improve and he offers the nine objective reasons listed below. I found them extremely helpful and think you will too:

Verifiable Involvement in a Proven Change Process – If the employee is willing to commit to coaching, mentoring, or some other proven process that could help change his behavior, then there is reason to hope his performance has a chance of improving. Many times all it takes is an objective third-party to help a poor performer see what he can’t see for himself.
Additional Structure – By and large, Cloud says, people don’t change without some sort of structure. It’s hard to rewrite old patterns in our brain and we need a detailed structure to help us create new brain patterns. What new structure would you put in place to ensure the employee’s behavior or performance changes?
Monitoring Systems – You know the old saying: “What gets measured gets managed.” To have objective hope that someone is going to improve, it’s necessary to have a monitoring system in place to evaluate their progress over time.
New Experiences and Skills – Sometimes a person’s performance is suffering because he lacks the skills necessary to succeed in the role. The leader needs to determine if the employee is capable of learning the new skills, and if so, give the employee the chance to improve. If the employee has been given all the training necessary and still isn’t performing, then it would be foolish to expect more is going to help.
Self-sustaining Motivation – In case you haven’t yet learned, you really can’t motivate anyone. You can work to create an environment where a person’s motivation can flourish, but at the end of the day, the person has to be self-motivated. Cloud suggests leaders look at how much they have to drive the process. If you’re doing all the work to get the employee to improve and he’s just along for the ride, then it’s clear who has the problem. It’s not the employee; it’s you.
Admission of Need – When you address performance problems with the employee, does he recognize and admit the need for improvement, or is there always an excuse or someone to blame? It’s virtually impossible to help someone improve his performance if he doesn’t recognize the need.
The Presence of Support – It’s essential that a person is given support during a change process. A person who is committed to working on improving his performance would benefit from being surrounded by other high performers who model the behavior the struggling employee is desiring to achieve.
Skilled Help – For there to be real hope for the future, Cloud points out there must be someone in the circle of help who knows what he is doing. Coaching, mentoring, or peer-to-peer help can be great, but the people providing the help need to be qualified and have a solid track record of success.
Some Success – Change takes time and leaders need to have patience while the employee works to improve his performance. But there also has to be movement forward. The leader needs to see the employee making positive strides in the right direction. Only the leader can determine the right amount of time to give a person to show signs of success, but there should be some sort of definitive timeline to the development plan.

It’s hard for leaders to give up hope an employee can improve. But if our hope isn’t based on the reality of the employee’s performance, we end up doing ourselves and the employee a disservice by not addressing the truth. These nine factors provide an objective way for leaders to decide whether they need to let a poor performer go or if there is hope for improvement.

2 Comments

Posted on January 31, 2016 by Randy Conley

Change, Decision-Making, Leadership, Management

Which of These 4 “Weather Conditions” Describe Your Leadership?

Searching for safe cover, fearing damage and destruction, and expecting the worst…is that a description of East Coast residents preparing for this weekend’s immense blizzard or does it describe the way your team members react to your leadership style?

Your style of leadership – the way you speak, act, and relate to your people – can either build or erode trust. While this is a gross oversimplification that undoubtedly leaves out many leadership styles and patterns, which of these weather conditions describes your predominant style of leadership?

The Hurricane Leader

“I’m rolling thunder, pouring rain. I’m coming on like a hurricane.”
Hells Bells ~ AC/DC

Hurricane Leaders leave a path of destruction in their wake. Team members duck and cover when the boss approaches and hope they survive the storm without any personal damage. The company grapevine serves as an early warning system – “Watch out! The Boss is on his way!” Hurricane Leaders aren’t too concerned with employee morale, engagement, or career development. Their primary concern is whether or not the work is getting done regardless of the human cost. This type of leadership may produce short-term results, but like any hurricane, its power will diminish over time and cease to be effective.

Employees have low trust with Hurricane Leaders because their behavior is often mercurial and unpredictable. Employees are also hesitant to be vulnerable with Hurricane Leaders because they aren’t sure if the leader has their best interests in mind. Hurricane Leaders can build trust by establishing consistent patterns of behavior and dialing down their gale force winds.

The Rainy Day Leader

“That woman of mine she ain’t happy,
unless she finds something wrong and someone to blame.
If ain’t one thing it’s another one on the way.”
Rainy Day Woman ~ Waylon Jennings

Rainy Day Leaders perpetually sees the glass as half-empty. Either through ignorance, apathy, or being constantly beat-down by organizational dynamics, these leaders have surrendered their power and given up hope of a better future. People are not inspired by Rainy Day Leaders. Team members want and need a leader who sets a compelling vision of the future and rallies the team to achieve that vision.

I once had the pleasure of meeting Rosey Grier, the All-Pro NFL football player and member of the L.A. Rams’ “Fearsome Foursome” defensive line in the 1960’s. He was speaking about his work in leadership development with inner-city youth and he made the comment that “leaders are dealers of hope, not dope.” That phrase has stuck with me and serves as a reminder that a primary role of leadership is to serve as a beacon of hope, especially during the dark and dreary rainy days.

The Sunshine Leader

“Sunshine on my shoulders makes me happy. Sunshine in my eyes can make me cry. Sunshine on the water looks so lovely. Sunshine almost always makes me high.”
Sunshine On My Shoulders ~ John Denver

Sunshine Leaders are so pie-in-the-sky optimistic about everything that team members find it hard to completely trust them. Perhaps in an effort to constantly boost team morale, Sunshine Leaders can go overboard by not making realistic assessments of difficult situations around them and just “hoping” everything works out for the best. Team members want leaders with positive outlooks, but they also want leaders who acknowledge reality, admit when conditions are bad, and work to make things better.

Sunshine leaders can build trust by surrounding themselves with trusted advisers that are given permission to “speak truth” to the leader and hold him/her accountable to addressing the unpleasant issues of leadership.

A Leader for All Seasons

“To everything, turn, turn, turn
There is a season, turn, turn, turn,
And a time to every purpose, under Heaven”
Turn! Turn! Turn! (to Everything There Is a Season) ~ The Byrds

Leaders for all seasons recognize there isn’t a cookie-cutter approach to leadership. The first step to being a trustworthy leader is to be true to yourself by having a deep understanding of your values, purpose, gifts, and abilities as a leader, and blending them together to create your leadership persona. People trust and follow authentic leaders who are comfortable in their own skin and live with a clear and purposeful mission.

All Season Leaders know they have to meet each of their followers at their own level, and then partner with them to reach higher levels of performance. These leaders flexibly use different amounts of direction and support to provide the right leadership style that helps their direct reports develop the competence and commitment needed to succeed in their roles. This investment in the growth and development of your people builds trust and identifies you as a Leader for All Seasons.

The 1 Thing That Reveals Your Leadership Priorities

Is there a leader out there who isn’t busy? Is there anyone who is a little bored at work and is looking for more to do? Um, I don’t think so! I don’t know about you, but I’ve got plenty on my plate. Formulating plans and strategies for the year ahead, working on team members’ performance reviews, putting out the inevitable daily fires that erupt, and attending meeting, meetings, and more meetings. Sound familiar? There’s no shortage of priorities calling for our attention.

As a leader, what should the most important priority be? I’d argue it’s your people. And how can you tell if your people are your top priority? It’s simple: look at your calendar.

Leading people takes time. There’s no two ways about it. Your calendar is a brutal reality check about your priorities. Where you spend your time is where your priorities are. Is your calendar full of meetings and activities related to the development and support of your people, or is it filled with other activities, that although likely important, may not be as impactful as investing in helping your people accomplish their goals (and hence the goals of the organization)?

Here are three simple ways to leverage the power of your calendar to build trust, improve morale, and increase engagement with your team members.

1. Schedule regular one-on-one meetings with your employees – You can’t develop relationships without the investment of time. Having regularly scheduled one-on-one meetings with each team member will provide the structure you need to spend focused time with each other. These don’t have to take a lot of time. Thirty minute meetings every two weeks will usually do the job. Check out this post for more helpful advice about one-on-one meetings.

2. Preserve white space on your calendar – Block out 1-3 hour chunks of time on your calendar where you can wander the halls and connect with team members, be available for drop-in meetings, or use the time for whatever you want. Many leaders tend to over-schedule themselves and wonder why they go home at the end of the day feeling like they didn’t ever really connect with their team members.

3. Eat lunch with your team – Sharing a meal together is one of the best ways to build trust and develop deeper relationships with your team members. It allows your team to interact with you in a less formal, more relaxed setting where they get to relate to you on a personal level and not just as “the boss.”

For some leaders their busy calendar is a badge of honor. They mistakenly think that being busy all hours of the day means they are important and needed. However, leadership is about people, and our priorities—and calendars—should reflect that importance.

4 Comments

Posted on January 17, 2016 by Randy Conley

Leadership, Management, Performance Management, Relationships

Leadership, Priorities

6 Myths and 1 Must-Have Ingredient for Leading Organizational Change

Leading organizational change efforts is often a messy, challenging, time-consuming, and emotionally draining process for leaders that end in failure up to 70% of the time. We often blame the usual culprits for failed change efforts: too much change too fast, the top leaders didn’t support it, or not everyone in the organization understood the change and bought into it. However, the reasons we commonly think change efforts fail may be more fiction than fact. More myth than reality.

Accenture Strategy recently released a report that shared six common myths about implementing change efforts in business. Their research covered 250 major change initiatives in more than 150 organizations with data collected from over 850,000 employees in the last 15 years.

Myth #1: Too Much Change Too Fast Is Destructive

Accenture found that the highest performing organizations accepted change as a cultural norm. Rather than getting stymied by change efforts, these organizations actually thrived because the tempo of regular change and growth was expected. The research showed that the top performing organizations implemented change at rates up to 30%-50% more than their lower performing counterparts.

Myth #2: Change Causes Organizations To Go Off-Track

Change initiatives don’t usually fail as a result of the change itself. They typically fail because of underlying leadership, culture, or process issues that are already present. Many of these pre-existing conditions are only brought to light when the change effort gets underway. Accenture’s research indicated that 85% of organizations run into trouble because of these underlying issues, but in organizations where there is a solid foundation of trust and confidence in leadership at all levels, change efforts are much less likely to go off-track.

Myth #3: Performance Will Dip During The Early Stages Of Change

Most traditional models of change dictate that performance will decline while people overcome the initial resistance to the change effort. In high performing organizations, performance around cost management, customer service, and effectiveness actually rises consistently from the start of the change through the end.

Myth #4: People Need To Understand Changes Before Committing To Them

This is true…for low performing organizations. But for high performing organizations the reverse is actually true. Because trust is so high in leadership, people are willing to jump on board the change effort in faith without fully knowing where it’s headed. They will invest emotionally and will be happy to figure out the destination as they move forward. The high trust bestowed on these leaders allows them to begin implementing and accelerating change efforts without having to spend inordinate amount of time educating people about the change.

Myth #5: Change Is Usually Top-Down And Meets Resistance From Managers

Effective change usually radiates out from the middle of the organization rather than coming down from the top. According to this research, it’s the managers below the unit leaders who play the biggest part in successfully implementing change. It’s the “heart of the house,” that middle layer of management, that carries the most weight and influence throughout the organization.

Myth #6: Emotions Don’t Matter

Emotions have a tremendous impact on the success of change efforts. This study found that high levels of fear and frustration can negatively reduce business outcomes by 20%, while positive emotions like passion, drive, and trust can boost them by up to 50%.

The Must-Have Ingredient For Successful Organizational Change

I’ve been involved in a fair amount of organizational change efforts during my career. I can identify with these myths, having chalked up the failure of more than one failed change effort to some or all of them. As I read through this report and reflected on my own experience, it’s clear to me that trust is the one must-have ingredient for a successful change effort. Leaders who have the trust of their people can implement change faster, work through resistance easier, build stronger commitment to the change, and drive organizational results. High trust won’t necessarily guarantee the success of a change effort, but you can bet that low trust will almost certainly derail even the best change initiatives.

9 Comments

Posted on January 10, 2016 by Randy Conley

Change, Leadership, Trust

Change, Change Management, Leadership, Trust

3 Steps to Upgrade Your Leadership Operating System for 2016

The start of the new year is a perfect time to consider upgrading your LOS—Leadership Operating System. Your LOS is a collection of the leadership traits, styles, techniques, and strategies you use to lead and manage people, and it’s imperative to make sure your LOS is up to date if you want to maximize your effectiveness. Failing to upgrade your LOS may result in your leadership becoming outdated and sluggish, and you run a higher risk of suffering a fatal system crash.

I recommend you follow these three steps to upgrade your LOS for 2016:

1. Do a backup of 2015 — Before you begin any system update, it’s a good practice to back up your existing data. Backing up your LOS involves taking stock of your leadership experiences this past year. What worked well for you in 2015? Where did you do your best work? Give yourself a pat on the back for your successes and don’t be shy about tactfully sharing them with your boss, especially if he/she isn’t one to naturally recognize your efforts. Conversely, a good LOS backup also involves cataloguing where you fell short and reflecting on the lessons you learned from those experiences.

2. Determine the new LOS programs you want to install — What new things do you need to learn in 2016 in order to be a better leader? Where do you need to improve? The best leaders are continuous learners, always seeking new ways to improve their craft. Examining the areas for improvement you identified in your backup is a good place to start. Another helpful strategy is to ask for feedback, especially from those you lead. It takes some courage and willingness to be vulnerable to ask other people how you can improve, but the discomfort will pale in comparison to the insights you’ll gain.

3. Reboot — It’s time to Ctrl-Alt-Delete your leadership from 2015. Installing an updated LOS means you need to have a fresh start before you can move forward and there’s no better time than the new year to reboot your system. You may have accomplished some amazing things in 2015, and likewise, you may have had some epic failures. But you know what? Your success doesn’t last forever and your failure isn’t fatal. Honor and learn from what 2015 brought you but leave it there in the past. The new year beckons and there is much work to be done.

No one likes following a leader who runs an outdated Leadership Operating System. Running an old LOS may allow you to accomplish the basic tasks of leadership, but if you really want to perform at your best AND get the best out of your followers, take the time to upgrade your LOS to v.2016. You won’t regret it.

Happy New Year!

Rudolph the Red-Nosed Reindeer’s 4 Keys to Leadership Success

Rudolph the red-nosed reindeer may be the most famous reindeer of all, but not too many people know the reasons behind his enormous success. Rudolph’s experience offers a number of lessons for leaders at all levels.

If you aren’t familiar with Rudolph’s story, here’s the Reader’s Digest version: Rudolph was a reindeer with a red nose. None of the other reindeer had red noses so Rudolph was frequently ridiculed and ostracized for being different. One foggy Christmas eve, Santa asked Rudolph if he could join the sleigh team and use his red nose to light the way through the fog. Rudolph took the challenge, was a big success, and became loved and admired by all the other reindeer.

Despite how it might sound when Bing Crosby croons about Rudolph’s achievement, that little red-nosed reindeer wasn’t an overnight success. He worked for years preparing himself for his opportunity, and when it came, he took advantage of it. Here’s four lessons we can learn from Rudolph:

1. Don’t let assumed constraints hold you back – Assumed constraints are the self-limiting beliefs we hold that prevent us from being our best. We tell ourselves things like, “I’m not smart enough,” “I’m not creative,” “That job will be too hard,” or, “I’m not like all the other reindeer.” Well, maybe you don’t say that, but you get what I mean. Rudolph could have chosen to limit himself by believing his red nose would prevent him from being on Santa’s team, but instead, he chose to embrace his unique talents. Which leads to the second secret of Rudolph’s success…

2. Leverage your strengths – As illustrated in Marcus Buckingham’s ground-breaking work, we tend to spend most of our time and energy at work, and in life, trying to shore up our weaknesses. If we focus on building upon our strengths and minimizing the instances our weaknesses come into play, we tap into more joy, engagement, and success in our work. Rudolph had a strength no other reindeer possessed, a red nose, and found success because he discovered and leveraged that strength.

3. Prepare for your opportunity – The Roman philosopher Seneca famously said, “Luck is what happens when preparation meets opportunity.” Rudolph didn’t know if he would ever get the opportunity to be part of Santa’s sleigh team, but he prepared each day so he would be ready when his chance arose. When his opportunity came, he was ready. So much of success comes down to being in the right place at the right time, but that only helps if you’ve put in the right preparation to help you succeed.

4. Take a risk – Nothing ventured, nothing gained…at some point you have to take a risk if you want to succeed. You have to raise your hand, volunteer for the special project, offer an opinion, sign up for that class, ask the girl on a date, or any number of risky actions to move forward in your life and career. Rudolph could have offered Santa a number of excuses…”It’s too foggy,” “My nose isn’t that bright,” “It’s more comfortable here in the stable”…but he saw his chance and he took it! Preparation breeds confidence, and if you’ve put in the hard work to prepare yourself (see point #3), then you can step confidently into your future knowing you’ve done your best to set yourself up for success.

Rudolph transformed himself from a reindeer who lacked self-confidence to the leader of Santa’s sleigh team because he refused to let his assumed constraints hold him back, leveraged the unique strengths he possessed, prepared diligently, and took a risk when the opportunity presented itself. Outstanding lessons for all of us this holiday season.

5 Comments

Posted on December 20, 2015 by Randy Conley

Leadership, Success

Leadership, Rudolph The Red-Nosed Reindeer, Success

Be a Fair Leader by Treating Employees Like Chess Pieces, Not Checkers

When I was a young kid I used to love playing checkers with my younger sister. Part of the joy came from always beating her, which isn’t much of an accomplishment given she was four years younger than me, but mostly from it being an easy game to play. Checkers is a game with limited variations and clearly defined rules. You can move a checker forward, and once you get a “King,” you can move it backward. You capture your opponents’ checkers by jumping them and once you’ve captured all of them you win. That’s pretty much it.

Chess, on the other hand, is a different kind of game. Each piece on the board can move in different directions, but although each piece is treated differently, the rules of the game apply equally to all. There is also much more strategy involved in chess than in checkers. In chess you have to play with the long game in mind. Each move is one step in a larger plan to take control of the board and defeat your opponent. There are limitless ways to creatively implement your strategies.

I’ve noticed that when it comes to managing people, many leaders treat their people like checkers rather than chess pieces. I can understand why; it’s easier and less complicated. It’s also one of the most unfair things you can do as a leader.

Complete this statement: As a leader I am being fair because I treat everyone the _____.

You probably said “same,” didn’t you?

You’ve probably heard many leaders say that, and in fact, you’ve likely said it yourself from time to time, haven’t you? I know I have.

The reality is treating everyone the same can be quite unfair because everyone is not the same. People are like chess pieces, not checkers. Aristotle said, “There is nothing so unequal as the equal treatment of unequals.”

The key is to treat each of your people equitably and ethically given their unique needs and circumstances. Each team member has their own life story and individual gifts and abilities. Fair leaders don’t broad-brush everyone and treat them the same. They take each person’s situation into account and apply the rules and policies of the organization in an equitable and ethical way.

Of course there are certain rules, policies, and procedures that need to apply equally to everyone to ensure the health, safety, and welfare of all employees or to make sure your business produces quality products and services. However, when it comes to career development, performance management, and other employee-specific issues, leaders will build more trust and loyalty be treating people individually.

Treat your people like chess pieces and not checkers. Although it’s a harder game to play and takes more thought and energy, your team members will appreciate your efforts and respond with higher levels of trust, engagement, and performance.

Note: Credit goes to Tim Elmore for first exposing me to this idea. Check out his blog post on this topic for great insights.

2 Comments

Posted on December 6, 2015 by Randy Conley

Fairness, Leadership, Management, Performance Management, Trust

Fairness, Leadership, Management, Trust

4 Conversations First-Time Managers Should Master

Becoming a manager for the first time is a significant career milestone. It brings a mix of emotions that range from excitement, confidence and eagerness on one side, to nervousness, fear, and anxiety on the other.

The biggest challenge for most new managers is they rarely receive any management-specific training prior to stepping into their new role. New managers are usually high-performing individual contributors that get promoted into a leadership role. Unfortunately, just because you’re a star performer in your individual role doesn’t mean you’ll automatically be a superstar manager. Leading people requires a different set of skills, and if you don’t have a game plan of how to develop those abilities as a manager, you’re setting yourself up for a difficult transition.

In particular, there are four primary conversations that first-time managers should be equipped to have with their people:

Goal setting conversations – Ken Blanchard likes to say that all good performance starts with clear goals. If you don’t know where you’re going, how do you know when you’ve arrived? Effective goal setting tends to be one of the weakest skills of most managers, and for good reason…it’s hard! Mastering the art of setting goals sets the foundation for good performance.
Praising conversations – When I conduct training workshops on building trust, I often ask the participants this question: “How many of you are sick and tired of all the praise you receive at work?” No one ever raises their hand! The truth is that most people don’t receive enough praise or recognition on the job. Learning how, when, and why to praise performance will help first-time managers get the most from their team members.
Redirecting conversations – Sometimes team members get off track with their performance and need some redirection on how to get back on course. Redirection conversations can be tricky and difficult to navigate. They have the potential of building trust, commitment, and enabling higher levels of performance of team members. If handled poorly, they have the potential to erode trust, destroy morale, and send team members into a nose dive.
Wrapping up conversations – Too often first-time managers end their conversations with team members with no clear plan of action. Talking about what needs to be done doesn’t ensure it will get done. Wrapping up conversations with a positive tone and a firm plan for implementation helps team members follow through on their good intentions.

There is much more detail behind each of these four conversations that will be highlighted in our First-Time Manager Leadership Livecast on Thursday, December 3, 2015 from 8:00-9:00 a.m. PST. It’s free to join and you’ll get to hear more about these four essential conversations and get a sneak preview into Blanchard’s new training program for first-time managers.

Top 10 Simple Ways to Thank Your Employees

Telling an employee “thank you” is one of the most simple and powerful ways to build trust, yet it doesn’t happen near enough in the workplace.

Whenever I conduct trust workshops with clients and discuss the role that rewards and recognition play in building trust, I will ask participants to raise their hands if they feel like they receive too much praise or recognition on the job. No one has ever raised a hand.

So in an effort to equip leaders to build trust and increase recognition in the workplace, and with the U.S. Thanksgiving holiday just four days away, I thought I’d share ten easy, no to low-cost ways to tell your employees “thank you.” I’ve used many of these myself and can attest to their effectiveness.

In classic David Letterman, Late Night style…The Top 10 Simple Ways to Tell Employees “Thank You:”

10. Let them leave work early – This may not be feasible in all work environments, but if you’re able to do it, a surprise treat of allowing people to leave early does wonders for team morale and well-being. I use this technique occasionally with my team, usually when they’ve had the pedal to the metal for a long period of time, or if we have a holiday weekend coming up. Allowing folks to get a head start on the weekend or a few hours of unexpected free time shows you recognize and appreciate their hard work and that you understand there’s more to life than just work.

9. Leave a “thank you” voice mail message – Don’t tell my I.T. department, but I’ve got voice mails saved from over ten years ago that were sent to me by colleagues who took the time to leave me a special message of praise. The spoken word can have a tremendous impact on individuals, and receiving a heartfelt message from you could positively impact your employees in ways you can’t imagine.

8. Host a potluck lunch – You don’t have to take the team to a fancy restaurant or have a gourmet meal catered in the office (which is great if you can afford it!), you just need to put a little bit of your managerial skills to practice and organize a potluck lunch. Sharing a meal together allows people to bond and relax in a casual setting and it provides an excellent opportunity for you to say a few words of thanks to the team and let them know you appreciate them.

7. Give a small token of appreciation – Giving an employee a small memento provides a lasting symbol of your appreciation, and although it may cost you a few bucks, it’s well worth the investment. I’m talking about simple things like giving nice roller-ball ink pens with a note that says “You’ve got the write stuff,” or Life Savers candies with a little note saying “You’re a hole lot of fun,” or other cheesy, somewhat corny things like that (believe me, people love it!). I’ve done this with my team and I’ve had people tell me years later how much that meant to them at the time.

6. Have your boss recognize an employee – Get your boss to send an email, make a phone call, or best-case scenario, drop by in-person to tell one of your employees “thank you” for his/her work. Getting an attaboy from your boss’ boss is always a big treat. It shows your employee that you recognize his/her efforts and you’re making sure your boss knows about it too.

5. Hold an impromptu 10 minute stand up meeting – This could be no or low-cost depending on what you do, but I’ve called random 10 minute meetings in the afternoon and handed out popsicles or some other treat and taken the opportunity to tell team members “thank you” for their hard work. The surprise meeting, combined with a special treat, throws people out of their same ol’, same ol’ routine and keeps the boss/employee relationship fresh and energetic.

4. Reach out and touch someone – Yes, I’m plagiarizing the old Bell Telephoneadvertising jingle, but the concept is right on. Human touch holds incredible powers to communicate thankfulness and appreciation. In a team meeting one time, my manager took the time to physically walk around the table, pause behind each team member, place her hands on his/her shoulders, and say a few words about why she was thankful for that person. Nothing creepy or inappropriate, just pure love and respect. Unfortunately, most leaders shy away from appropriate physical contact in the workplace, fearful of harassment complaints or lawsuits. Whether it’s a handshake, high-five, or fist bump, find appropriate ways to communicate your thanks via personal touch.

3. Say “thank you” – This seems like a no-brainer given the topic, but you would be amazed at how many people tell me their boss doesn’t take the time to express thanks. Saying thank you is not only the polite and respectful thing to do, it signals to your people that they matter, they’re important, valuable, and most of all, you care.

2. Send a thank you note to an employee’s family – A friend of mine told me that he occasionally sends a thank you note to the spouse/significant other/family of an employee. He’ll say something to the effect of “Thank you for sharing your husband/wife/dad/mother with us and supporting the work he/she does. He/she a valuable contributor to our team and we appreciate him/her.” Wow…what a powerful way to communicate thankfulness!

…and the number one Easy, No to Low Cost Way to Tell Employees “Thank You” is…

1. Give a handwritten note of thanks – Some things never go out of style and handwritten thank you notes are one of them. Emails are fine, voice mails better (even made this list!), but taking the time to send a thoughtful, handwritten note says “thank you” like no other way. Sending handwritten letters or notes is a lost art in today’s electronic culture. When I want to communicate with a personal touch, I go old school with a handwritten note. It takes time, effort, and thought which is what makes it special. Your employees will hold on to those notes for a lifetime.

What other ways to say “thank you” would you add to this list? Please a share your thoughts by leaving a comment.

10 Comments

Posted on November 22, 2015 by Randy Conley

Engagement, Leadership, Management, Morale, Praising, Relationships, Trust

Leadership, Management, Praise, Recognition, Thanks, Thanksgiving, Trust

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