Leading with Trust

Leading With Trust – Four Fundamentals of Success

I was recently talking with a friend about the critical importance of teaching the fundamentals when coaching baseball. Baseball is a game built on basic, fundamental skills. No matter the level at which the game is played — Tee Ball, Little League, High School, College, or Professionally — players continuously work on learning and refining the fundamental aspects of the game. From the proper way to field ground balls, the basics of a good batting swing, correct pitching mechanics, or smart base running techniques, there are certain skills and competencies that must be practiced and mastered for a player to achieve success.

The same is true for being a successful and trusted leader; you have to focus on the fundamentals. Perusing a list of book titles in search of the keys to effective leadership can leave you feeling overwhelmed and hopeless as to where to start. We’re encouraged to do so much: Lead with heart, lead with soul, get out of the box, find the leader within, follow the irrefutable laws, adhere to the timeless principles, leverage your strengths, eliminate your weaknesses, develop the right habits, start with ‘why’, start with ‘how’, lead with vision, lead from the trenches, etc., etc., etc.

Yet beyond all the hyperbole, fluff, clichés, and modern-day snake oil leadership remedies, the most basic fundamental of becoming a successful leader is leading with trust. What does it mean to lead with trust? It means:

  • Lead competently — A fundamental of being a trusted leader is to be good at what you do, both in terms of developing your competence as a leader as well as being a high performer in your technical role. There are no shortcuts to success. It takes hard work, discipline, and constant growth and learning.
  • Lead authentically — Successful leaders embrace and build upon their uniqueness and don’t try to be someone they’re not. It’s wise to glean knowledge about what makes other leaders successful and to incorporate those practices into your own leadership philosophy, but don’t be a copycat. You’re not Abraham Lincoln, Steve Jobs, Bill Gates, Warren Buffet, General Patton, Mark Zuckenberg, or any other host of people who may be held up as different leadership models. It sounds simplistic, but it’s true what our parents have always told us – Just be yourself, there’s no one else like you.
  • Lead with integrity — Successful leaders know that at the end of the day the only thing they have left is their integrity. The fundamentals of successful leadership start here: Be honest, don’t lie, behave ethically and legally, keep your word, follow-through on commitments, be dependable. Get this wrong and it’s impossible to lead with trust.
  • Be other focused — To borrow Rick Warren’s opening line of his book, The Purpose Driven Life, “It’s not about you.” Leadership is about other people, not about yourself. Leading with trust means you realize that leadership is about influencing and developing the people around you. You invest your time and energy in helping them succeed, and when that happens, you succeed. Self-focused leaders erode trust and lose the commitment and loyalty of their people.

Leading with trust is a lifelong journey that plays out in the simple, everyday interactions leaders have with their people. Through practice and refinement of these leadership fundamentals, leaders will enjoy successful, strong, and lasting relationships built on trust.

I’ll be exploring this topic in more detail when I co-host the #LeadFromWithin TweetChat with @LollyDaskal on Tuesday, April 24 at 5:00 p.m. Pacific/8:00 p.m. Eastern. Feel free to join me, Lolly, and hundreds of other leadership practioners and teachers as we discuss what it means to lead with trust.

No Leadership Fear: Five Guidelines to Deliver Feedback for Results

Giving effective feedback on behavior or performance strikes fear in the heart of many leaders. This past week I spoke on this topic at the Ken Blanchard College of Business at Grand Canyon University, and when I asked audience members why this was the case, I heard reasons like this: fear of confrontation, a desire to avoid conflict, uncertainty about the way the receiver will react, or a lack of confidence and competence in their own abilities to deliver feedback in a constructive, positive way.

Receiving feedback is a natural part of life and it allows us to interpret our behavior and circumstances and make any necessary adjustments. If you touch a hot stove, what happens? You feel the heat and burn your fingers…that’s feedback! If you play golf and hit your drive into the pond…that’s feedback! If you make your wife angry and she forces you to sleep on the couch…that’s feedback! (And the subject of a different blog!)

Feedback is information about past behavior, delivered in the present, which may influence future behavior. Before you deliver feedback, you should assess the quality of the relationship with the receiver. Is there mutual respect and a good level of trust? Have you given feedback to this person before? If so, how did he/she react? Do you know their story – hopes, fears, struggles, family background – that influence the way they “show up” at work? If you don’t have a solid relationship with the receiver, the feedback will probably fall on deaf ears. Work on improving the relationship before delivering the feedback.

You should also check your motives before delivering feedback. Are you giving information, making a request, or making a demand? Are you hoping to improve the person’s performance or satisfying your ego by making a point? Make sure your motives are in the right place before delivering the feedback. Also, make sure there was clarity on the goals, roles, or expectations on the part of the receiver. It’s not fair to give someone feedback on their performance if they weren’t clear on what was expected in the first place. Leaders have to take responsibility for examining whether or not they set the receiver up for success or failure.

Once you’ve prepared, make sure you’re clear on the right type of feedback you need to deliver to produce the results you desire. There are four basic types of feedback:

  • Feedback on “What”—Feedback that provides objective information about results, end product(s), or outcomes
  • Feedback on “How”—Feedback that provides objective information about the process or way results are obtained
  • Praise—Emotion-revealing feedback designed to encourage certain desired behavior in the future
  • Disapproval—Emotion-revealing feedback designed to extinguish certain undesired behavior in the future

When you’re ready to deliver the feedback, it’s important you follow these basic guidelines:

  1. Give feedback on behaviors that can be changed, not on traits or personality. For example, saying “Sally, the way you interacted with that customer was unprofessional” isn’t very helpful in allowing Sally to know what to do differently. “Sally, you need to say ‘Hello’ to each customer when they walk through the door, introduce yourself by name, and offer to answer any questions” is much more specific and helpful to Sally.
  2. Be specific and descriptive, don’t generalize. Think of giving feedback as the front page of the newspaper, not the editorial page. Keep it focused, concise, and to the point and avoid rambling or going off on tangents.
  3. If possible, give feedback immediately. Perceptions change over the course of time and opens the door to misunderstandings or different interpretations of events. The longer you wait between the time the behavior occurs and when you give feedback, you run the risk of the “leave alone, ZAP!” problem: the receiver thinks everything is fine until, ZAP!, he/she gets zinged with some feedback about something that happened long ago. That creates resentment, animosity, and erodes trust.
  4. Control the context. Choose the right time of day, a neutral location, be calm, keep your emotions in check, and regulate your body language to make sure you provide an environment that will support the success of your message and not hinder it.
  5. Make it relevant and about moving forward. Dwelling on past behaviors or events that are unlikely to reoccur damages trust and inhibits your ability to provide constructive feedback in the future. Keep the feedback relevant to the situation at hand and focus on what needs to change in the future.

Trust earns you the right to give feedback, and trusted leaders have learned to deliver feedback in a way that enhances the relationships with their people as well as improves their performance. If leaders are committed to building trust and following these common sense guidelines, they need not have any fear about giving feedback.

Interview with the One Minute Manager – Three Secrets to Build Trust

Earlier this week I had the opportunity to interview the One Minute Manager for a blog article I wrote for LeaderChat.org. This year marks the 30th anniversary of the publication of The One Minute Manager. With over 13 million copies sold in 37 languages, it’s one of the bestselling business books of all-time and continues to inspire leaders around the world with its practical wisdom on managing people. The elegantly simple techniques of One Minute Goals, One Minute Praisings, and One Minute Reprimands have enabled leaders and managers to be more productive, satisfied, and prosperous in their jobs.

I was particularly interested in the One Minute Manager’s (OMM) thoughts on what today’s leaders should be doing to build trust. Here’s what we discussed:

Randy: Congratulations on the 30th anniversary of your story being published. 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 a book 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 Reprimands, 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 Reprimand is another way of showing that you care about people and you want to help them succeed. When you give a One Minute Reprimand, you are reprimanding the behavior, not the person, and you’re giving the reprimand 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 Reprimand 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.

People Have the Right to Remain Stupid – Three Principles for Over-Controlling Leaders

I would like to propose a workplace version of the Miranda Warning. You’re probably familiar with it, but if not, it’s the warning given by police officers in the United States to criminal suspects before they take them into custody and question them. The Miranda Warning (aka, Miranda Rights) goes like this:

“You have the right to remain silent. Anything you say or do can and will be held against you in a court of law. You have the right to speak to an attorney. If you cannot afford an attorney, one will be appointed for you. Do you understand these rights as they have been read to you?”

My workplace version of the Miranda Warning is to protect employees’ rights to make their own decisions and to remind over-controlling leaders to back off, quit grabbing control (because you think your way is the best and only way), and let people choose their own course of action. Here’s my workplace Miranda Warning that a boss should be required to give an employee before swooping in to take control:

“You have the right to remain stupid. Anything you say or do can and will have natural consequences involved for which you will have to assume full responsibility. You have the right to seek my advice prior to making this decision but you are in control of your own choices. Do you understand these rights as they have been read to you?”

I developed this workplace Miranda Warning after reading Tim Sanford’s book, Losing Control & Liking It. A few weeks ago I wrote an article based on Sanford’s approach to handling issues of control in relationships, the essence of which is learning to better understand who is truly in control of a situation and letting that person take responsibility for it, rather than engaging in a struggle for power and control.

Empowering your employees means letting go of control. You’ve hired them to do a job so they should have the appropriate amount of autonomy and control in performing their work within specified boundaries. Letting go of control means trusting your people to make the right decisions, yet understanding that ultimately the choice is up to them.
Sanford offers three principles for leaders to remember when giving up control to employees. These principles serve as a self-regulating mechanism for all of us when we’re faced with making decisions:

1. You live and die by your own choices. There are many people and circumstances that influence us on a daily basis, and many of those things are out of our control. Yet we have control over how we choose to respond to those situations. When my kids were younger I would always get a chuckle when they would say “You make me so mad!” which invariably was in response to me not letting them do something they wanted to. The truth is that I didn’t make them mad, they chose to respond in an angry fashion when they didn’t get their way. We all have the ability to choose healthy, life-affirming choices, or negative, destructive choices.

2. You can choose smart or stupid. Since we live and die by our own choices, we have to decide whether we want to choose “smart” or choose “stupid.” Sometimes the choices are easy – legal vs. illegal, moral vs. immoral – but sometimes choices come in shades of gray. It’s these gray areas where leaders often get uncomfortable and choose to step in, take control from the employee, and make the decision themselves. That only serves to demoralize employees, create resentment towards the boss, and bottleneck every important decision with one person. Leaders have to learn to trust principle number 3.

3. There’s always somebody or something whose job it is to make your life miserable when you choose stupid. Whether you call it karma, cause and effect, reap what you sow, or just natural consequences, if we choose “stupid” there is eventually going to be a cost that has to be paid. Maybe the cost is an upset customer, a disappointed colleague, or a missed deadline. Those are difficult situations, but sometimes that is what’s needed for someone to fully grasp and learn from their mistakes. Leaders that habitually jump in to rescue employees to prevent or minimize mistakes can actually be creating a co-dependent relationship or excusing poor performance. Sometimes it’s best to let people experience the full consequence of their actions.

It can be scary giving up control, especially for a leader. We have a preconceived notion that we’re always supposed to be in control, but the reality is that there is very little that is directly under our complete power and control. That’s why we have teams. We need the diverse skills of many different people to complement each other and produce something better and greater than anything we could do alone. But that means letting go of control and doing our best to help people choose “smart” over “stupid.”

The Language of Trust Begins with the ABCD’s

I remember teaching my children their “ABC’s” by singing the Alphabet Song. As you read this I’m sure the tune automatically starts playing in your mind and you’re tempted to sing it out loud (it’s ok, go ahead…no one’s watching). I recall my kids’ eyes sparkling and a wide smile breaking out on their faces when they were finally able to recite all 26 letters of the alphabet and cap it off with “Now I know my ABC’s, next time won’t you sing with me!”

Learning the alphabet doesn’t just happen automatically, it takes intentional effort and repetition over a long period of time. Yet when you look back on your childhood, chances are you probably don’t remember the instant when you realized you had learned the ABC’s. It just seemed to happen, and after a while of knowing the alphabet, you couldn’t ever remember not knowing it.

Many people think trust “just happens” in relationships. That’s a misconception. Trust is built through the intentional use of specific behaviors that, when repeated over time, create the condition of trust. The TrustWorks! ABCD Model illustrates the four elements of trust that leaders need to focus on to build trust with others.

Able – Demonstrate Competence. Leaders show they are able when they have the expertise needed for their job. They consistently achieve results and facilitate work getting done in the organization. Demonstrating competence inspires others to have confidence and trust in you.

Believable – Act with Integrity. Trustworthy leaders are honest with others. They behave in a manner consistent with their stated values, apply company policies fairly, and treat people equitably. “Walking the talk” is essential in building trust in relationships.

Connected – Care About Others. Being connected means focusing on people, having good communication skills, and recognizing the contributions of others. Caring about others builds trust because people don’t care how much you know until they know how much you care.

Dependable – Maintain Reliability. Dependable leaders follow through on their commitments. They respond timely to requests and hold themselves and others accountable. Not doing what you say you will do quickly erodes trust with others.

A fundamental step in learning any language is to master its alphabet and learning to speak the language of trust is no different. The TrustWorks! ABCD Model is the alphabet of trust, and using behaviors that align with each of the four elements is “speaking” the language of trust. For a more thorough discussion on the importance of trust in relationships and organizations, and the TrustWorks! ABCD Model, I suggest you download the white paper Building Trust.

Discover Hidden Talent – How Many Jeremy Lin’s Are Sitting on Your Bench?

The sudden rise to stardom of New York Knicks point guard Jeremy Lin has taken the sports world by storm over the last two weeks. Seemingly from out of nowhere, Lin has gone from a no-name bench-warmer to the darling of New York and the NBA, leading the Knicks on a seven game win streak. During his last seven games, Lin has averaged 24.4 points, 9.1 assists and 4.0 rebounds, all the while reviving a moribund team, moving them up two places in their conference standings.

The talking-heads of the sports world have been proclaiming that Lin was a complete unknown who came out of nowhere to achieve this success, but the reality is, Lin was a known commodity who just needed a chance. Coming out of high school in Palo Alto, CA, he was offered the chance to walk on at Stanford, Cal, and UCLA, but chose instead to attend Harvard where he was a standout player. Although he went un-drafted by the NBA, he was signed as a free agent by multiple teams and played in the NBA Developmental league before finally getting his chance to start with the Knicks. It simply took him being in the right place at the right time for him to showcase his skills.

Lin’s story serves as an excellent leadership reminder when it comes to talent management. How many potential Jeremy Lin’s do you have sitting on your bench?

People Just Need a Chance
Our organizations are filled with people who have a wealth of talent that is left untapped. How do you explain the worker who toils in anonymity all day long only to go home at the end of the day and excel in a given hobby (sports, music, art, etc.)? Why do we not tap into some of those skills and abilities in the workplace?

A little over a year ago my organization started experimenting with in-house, high-end, multimedia productions. It was amazing to see the latent talent that existed in our company. People came out of the woodwork from various departments to lend their expertise, such as camera operators, video editors, script writers, and web designers. All these folks needed was an opportunity to showcase skills that weren’t being fully utilized in their current roles.

Don’t Stereotype People
There’s no doubt that Jeremy Lin has been stereotyped. Lin is frequently described as “deceptively quick” or “stronger than he looks,” as if an Asian-American isn’t supposed to be quick or strong. U.S. Secretary of Education, Arne Duncan, who played basketball at Harvard, knows Lin, and has worked out on the court with him said “This is classic low expectations and, frankly, stereotyping. He was under-appreciated and under-recognized. The fact that he’s Asian American, those two things are absolutely linked.”

In our organizations we frequently stereotype people based on personality assessments, job roles, or competency models. There is nothing wrong with these tools, but if they’re utilized to pigeon-hole people we run the risk of limiting people’s potential. My organization is a big user of the DISC assessment, which profiles people based on behavioral preferences. I’m an “SC” on the DISC, meaning I tend to be more of an introvert, prefer steady and structured environments, follow-through on tasks, don’t like sudden change, and pay attention to the details and quality of my work. For years I was thought to be a “behind the scenes” person until I was given an opportunity to MC an all-company awards ceremony. Afterward people couldn’t believe how well I did in that role and were asking me when I was going on the public speaking circuit! Little did they know that I had a tremendous amount of experience of public speaking and teaching both large and small groups in my church.

Take a Risk
It’s easy to get trapped in sticking with the tried and true. Leaders often have their “go-to” guys that have proven themselves trusted and reliable to get the job done. We stick with them because it’s less risky than giving a new person the shot at the choice assignment. A key part of being a successful leader is developing the talent around you. That requires taking a risk and giving people the opportunity to succeed.

A member of my staff was recently given an opportunity to lead a client-project review during an all-company meeting. She worked with the project team to develop a theme for the presentation, based on the movie The Matrix, and she beautifully orchestrated an outstanding presentation. Her colleagues were amazed at her professionalism, presence, and poise, and since that time she’s been in high demand for other internal projects that require those same skills. Was it risky to put her in that position? Yes. Did it payoff? Big time!

A Star is Born
How many Jeremy Lin’s do you have sitting on your bench, just waiting for an opportunity to shine? Leader’s aren’t just responsible for bringing in new talent, they also need to look for ways to uncover and unleash the talent that’s already present in the organization.

“Everyone who thinks this an overnight success fundamentally gets this wrong,” Duncan said in an interview with USA TODAY. “Jeremy has been very good for a long time and just never quite had the opportunity.”

Don’t stereotype. Take a risk. Give someone a chance. Who knows, you just might have a superstar hiding in your midst.

Lose Control and Like It – 4 Ways to Handle Responsibility and Control

You really don’t have as much control as you think you do.

Leaders like to think they’re in control of a lot of things, because after all, that’s why they’re in charge, right? They’re responsible for making sure the work gets done correctly, on time, and on budget. So if they’re responsible, then dog-gone-it, they’re going to be in control! The reality is that responsibility and control are spread among all the team members you lead, and effective leaders learn to distinguish when they need to assume responsibility and control and when it needs to be left to the team member.

I recently read Losing Control & Liking It, by Tim Sanford. His book is specifically about parenting teenagers (I have two boys, 19 & 15), but speaking from experience, leading and managing people is often like raising teenagers so the principles definitely apply!

Sanford explains that when we look at our interactions with people and events, we can split them into two categories: What you can control and what you can’t control. We’re defining control as that which you have direct and complete power over. You may be able to control certain aspects of situations or influence people or circumstances, but when you consider that definition, you really only have control over yourself—your actions, attitudes, values, emotions and opinions. We like to think we have control over our employees, but that’s just an illusion. They are in control of themselves.

Another way to categorize our relationships with those we lead is by responsibility: What you take responsibility for and what you don’t take responsibility for. Responsible is a compound word: response-able, meaning “able to respond.” The only things you are able to respond to are those that you legitimately have ownership or control over. Friction develops in our relationships when we try to take responsibility for those things we don’t control or when we choose to shirk our responsibilities for those things we do control.

When you overlay these categories of control and responsibility you have a grid of four ways of interacting with others regarding issues of control and responsibility

TOSS – You could describe TOSSers as lazy, irresponsible, untrustworthy, avoiders, deniers, or blamers. These are folks who would rather “toss” responsibility to someone else, rather than assuming responsibility for behaviors or outcomes that are under their control. This is probably the most unhealthy of all the four styles and this type of behavior causes chaos and discord in organizations.

HOLD – HOLDers take responsibility for what is under their control. Trustworthy, honest, authentic, reliable, and dependable are all words that would describe these people. This is a healthy way to interact with others over issues of control and responsibility. No blaming. No excuse making. No shirking of responsibilities. Relating in this manner breeds confidence and trust in your abilities and in others.

GRAB – In an effort to control the uncontrollable, GRABers choose to take responsibility for people and things out of their direct and complete control. Micromanager, manipulator, intimidating, co-dependent, or martyr are all adjectives that describe a person who uses this style. Leaders often fall prey to this style of relating because they think they can “fix” people or situations. GRABing control may result in short-term wins, but over the long haul it stunts people’s development and creates a state of learned helplessness.

FOLD – FOLDing is a healthy way of relating to others regarding control and responsibility. When you practice this style it means you mind your own business, you’re honest with others about what’s your responsibility and what’s theirs, and your trustworthy enough to be counted on to respect the proper boundaries of control and responsibility. Relating in this style means you fold your hands and let the consequences fall where they may, even if it may be painful to stand by and watch.

Your goal as a leader is to influence your people, not control them. Provide them with the necessary training, tools, and support to enable them to be in control of achieving their goals. More often than not, those who are in control of their work will accept responsibility for what they produce. If you find yourself dealing with people who choose to “toss” responsibility of their shortcomings to others, resist the urge to “grab” control and try to fix the situation. HOLD your ground or FOLD your hands and let others learn from their experiences.

Seven Lessons Yard Work Has Taught Me About Leadership

Doing yard work has taught me valuable lessons about leadership. As I’ve mowed the grass, trimmed trees, pulled weeds, fixed sprinklers, tended plants, and performed numerous other chores in the yard over the years, I’ve been surprised at the number of parallels yard work has provided to my journey as a leader.

Here are seven lessons about leadership I’ve learned from working in the yard:

1. The view from the street may look good, but close inspection tells the real story — I learned this first lesson shortly after planting grass seed in the front yard. Soon after purchasing our house, I worked for weeks remodeling the front yard. I dug up the old lawn, roto-tilled the soil, raked out the old grass and weeds, fertilized, mixed in fresh soil, rolled the ground, planted seed, and watered it religiously on schedule. After a period of weeks I was rewarded with the lush growth of a new lawn that had tremendous curb appeal. From a distance it looked great, but when you got up close, you could see areas of sparse growth and patches of weeds that had sprung up.

I realized that others viewing my leadership probably had a similar view. From a distance it may look like I had everything together, but closer examination would certainly reveal flaws and areas that need improvement. As the caretaker of my personal leadership garden, I’ve learned that I have to be more concerned about the view up close and not worry about what others may think. If I’m taking care of the little things, the big things will take care of themselves.

2. Don’t let the weeds get out of control — It takes constant diligence to keep your yard looking nice. If you don’t keep a regular maintenance schedule, your yard is soon overgrown and the weeds get a foothold that is hard to erase. I’ve learned that being an effective leader requires constant learning and growth. I have to be diligent in taking time to invest in my ongoing development as a leader. If I remain complacent, then my capabilities begin to wither and I’m not able to perform up to my potential.

3. Less is more — If you plant too many varieties of vegetation, you run the risk of having plants that are incompatible with each other. The combination of the type of soil and amount of water and sunlight determine whether a plant will survive, thrive, or eventually wither and die. I’ve learned it’s better to have a few species of plants that have similar needs rather than having some plants that do great and some that end up being an eyesore. As a leader, I’ve found I’m more effective if I focus on doing a few things really well rather than doing a mediocre job at a lot of things. Finding that sweet spot as a leader where you can leverage your strengths is key to being a success.

4. Regular overhauls are needed — Every once in a while you have to schedule a work day to do a yard overhaul. Even when you’re able to keep up with the regular maintenance, there’s a few times each year where you’ve got to carve out some time to remove dead plants, plant new ones, fix your irrigation system, or even rake all the Fall leaves. Leaders need to schedule their own overhaul times throughout the year. I’ve found it helpful to take a day or two away from the office and take personal stock of how I’m doing and where I want to go in the future. It’s also helpful to periodically review your activities and see what needs to stay and what can go. Do you really need to be attending that weekly meeting or would no one miss you if you didn’t? Do you still need to generate that regular report or does the need for it no longer exist?

5. The long view — Patience is required when taking care of your yard. It takes time for it to reach its potential and no matter what you do you can’t rush Mother Nature. There aren’t any quick fixes in developing a nice yard and neither are there when it comes to being a good leader. Developing as a leader requires that you learn from your everyday experiences. You have to be patient with yourself, knowing that the leader you are today is not what you will be five years from now. Keep creating the conditions that will allow you to grow as a leader and the growth will come in due time.

6. Using the right tools makes all the difference — Doing yard work became much more enjoyable (and easier!) the day I discovered the oscillating hoe. Instead of pulling weeds by hand or using a hand-spade to dig them up, I now run my oscillating hoe back and forth over the ground and it pulls the weeds right up. My leadership has also benefited from using the right tools. Whether it’s obtaining more formal education, working with a leadership coach, connecting with mentors, attending training workshops, or even being smart with technology, I’ve learned to keep adding tools to my toolbox so that I have the right tool for the right kind of job.

7. Sometimes you need to call in a pro — There’s been a few times where I’ve gotten in over my head with a project in my yard. After spending too much time spinning my wheels and getting frustrated over my lack of progress, I finally decided to call in a professional to help me with the job. My life would have been so much less stressful if I had done that in the first place. Sometimes it’s necessary to call in a professional in our lives as leaders. A leadership coach can provide a non-biased view of whatever issue you’re facing and having that outside perspective can lead you to new areas of growth and insight that you’d never receive on your own.

Yard work can be dirty, tiring, and downright frustrating…much like leadership! Yet at the end of the day it’s rewarding to look back at the tangible results you’ve achieved and the difference you’ve made in your surroundings.

Have you experienced any leadership epiphanies doing yard work or any other “mundane” activities? If so, share your story by leaving a comment.

Have Your People Quit and Stayed? Twelve Factors of Employee Engagement

Everyday the spirits of millions of people die at the front door of their workplace. There is an epidemic of workers who are uninterested and disengaged from the work they do, and the cost to the U.S. economy has been pegged at over $300 billion annually. According to a recent survey from Deloitte, only 20% of people say they are truly passionate about their work, and Gallup surveys show the vast majority of workers are disengaged, with an estimated 23 million “actively disengaged.”

This issue presents a tremendous challenge for organizational leaders. Even worse than dealing with the effects of people who leave your organization, you have to manage these disengaged workers who have decided to “quit and stay.” You’re still paying them to under-perform and ultimately undermine the effectiveness of your organization!

Research by The Ken Blanchard Companies on the topic of Employee Work Passion has uncovered 12 factors that help create a culture of engagement. These 12 factors fall into three categories: Job Factors, Organizational Factors, and Relationship Factors. Integrating these factors into your leadership and organizational practices will help foster an environment where employees are more committed, productive, and engaged in their work.

Job Factors

  • Autonomy – People need to feel empowered to make decisions about their work and tasks. They need to be in control of their work and the ability to achieve their goals.
  • Meaningful Work – Your employees need to know that their work matters. How is it connected to making a difference? How does it help them and the organization succeed?
  • Feedback – Engaged employees always know where they stand regarding their performance. Do you offer timely, relevant, and specific information about their performance?
  • Workload Balance – Having too much work and not enough time to accomplish it all is demotivating. Experiencing peaks and valleys in workload is normal, but when the peak becomes the norm, people quickly become resentful and feel like they’re being setup to fail.
  • Task Variety – Each person is different in regards to how much variety in work tasks meets their motivational needs. Some people are motivated to do a minimal number of tasks over and over again. Others need more variety. The key is to find the right fit for people in regards to the variety of their work.

Organizational Factors

  • Collaboration – Does your organizational structure and policies foster cooperation among individuals within a work unit or across departments, or does it encourage competition and the withholding of resources?
  • Performance Expectations – People want to know what is expected of them. Does your organization have systems in place that allow employees to clearly know what’s expected in terms of the level of quality and quantity of their work outcomes?
  • Growth – Do employees believe that your organization fosters opportunities for career and job growth? This is increasingly more challenging as organizations become flatter and there is less hierarchical growth “up the ladder,” but smart organizations are finding ways to allow for employee growth through other avenues.
  • Procedural Justice (Fairness) – Are decisions made fairly and equitably? Are rules applied equally to everyone in the organization, or is there a culture of bias or playing favorites?
  • Distributive Justice (Rewards) – People need to feel that the distribution of rewards and compensation are commensurate to the effort they put out and the results they achieve at work. A fair day’s pay for a fair day’s work.

Relationship Factors

  • Connectedness with Colleagues – Like the theme song from the old TV sitcom “Cheers” says, “You want to go where everybody knows your name.” People need rewarding interpersonal relationships with their coworkers to be fully engaged on the job.
  • Connectedness with Leader – Employees want and need a supportive and personal relationship with their boss. Of course this varies by personality types and other factors, but everyone wants to have a positive and productive relationship with their leader.

On January 25, 2012 at 8:00 a.m. PST, The Ken Blanchard Companies is hosting a free Leadership Livecast and I’m excited to be one of 40 thought leaders who will be presenting on the topic of “Quit and Stayed.” Over 5,000 people have registered to attend and I encourage you to take advantage of this opportunity to learn more about how you can address this workplace epidemic.

Six Ways to Power-Up Your Employees

Would your employees say their relationship with you makes them feel more powerful or powerless?

I’ve been pondering this question since I read a recent blog article from Liz Kislik on the topic of “speaking truth to power” where she made a statement that hit me straight between the eyes: “Leading — real leading — requires helping others find their power instead of squelching it.”

So how can I…how can WE as leaders…help others find their power? I think part of the answer lies in helping our employees find autonomy and control in their work and self-confidence in their abilities.

Here’s six practical ways we can help our people move from feeling powerless to powerful:

1. Give them public opportunities to shine — It’s easy to get trapped in the daily grind and just let people toil in the shadows. Leaders should look for opportunities to sing the praises of their team members to other leaders in the organization or let them showcase their talents in cross-functional teams, projects, or public presentations.

2. Let them make decisions — Don’t micromanage your employees. There’s no quicker way to make people feel powerless than to rob them of their ability to make decisions over their own work. Constant micromanaging develops a mindset of learned helplessness among your employees and inhibits their ability to learn and grow in their role.

3. Ask for and incorporate their feedback into your decisions — Simply asking others for their thoughts and opinions signals that you respect what they bring to the table and you recognize that you don’t have all the answers. Contributing to decisions and the direction of the team allows your employees to feel they have power to influence their own work environment.

4. Be a straight shooter — Being evasive or vague in your communications can create the perception that you’re trying to hoard  information, power, and control which leave people feeling powerless about their situation. Giving and receiving honest feedback builds trust and confidence with others because they always know where they stand with you and that gives them a measure of power and control over their current reality.

5. Give them leadership opportunities within the team — Whether it’s formal or informal, giving employees a chance to experience leadership positions is a positive step toward empowerment. I’ve seen a number of instances where someone who was thought to not be of “leadership caliber” was given the opportunity to lead and turned out to be a fantastic leader. Sometimes people just need a chance.

6. Let them fail — It’s easy to want to protect our people from failing. Whether we want to spare them from the pain or we’re reluctant to let go of control in the first place, we often don’t let our people get in situations where they have the potential to fail. Part of empowering our team members is letting go of control and allowing them to experience success and failure. Failure is a great teacher as long as we’re willing to learn, and that’s a key role of a leader – helping your people learn from their mistakes.

It’s our job as leaders to find ways to “power-up” our employees so they gain that sense of control and ownership of their work which leads to higher levels of commitment and engagement. What are some ways you’ve helped your people develop and embrace their personal power? Feel free to share your thoughts by leaving a comment.

Does Your Culture Breed Success? Four Lessons From Michigan’s Brady Hoke

What a difference a year makes! Almost exactly one year to the day, I wrote a blog article titled What Killed The Coach? for LeaderChat.org, where I detailed the cultural missteps taken by Rich Rodriquez that led to his firing as head football coach at the University of Michigan.

Since that time, Brady Hoke was hired to come in and turn around the program and he just finished his first season with an 11-2 record and a Sugar Bowl victory over Virginia Tech. One of the main reasons that Hoke was hired at Michigan was his former ties to the program as an assistant coach and his appreciation for the culture of the school and football program.

Hoke used the power of Michigan’s culture to reverse the course of his team and set them on the path to success. Here’s four lessons we can take away from Brady Hoke’s experience that can help us in our own leadership journeys:

1. Respect the past – Brady Hoke always speaks in glowing and reverential terms about the history of Michigan football. He shows a deep respect and appreciation for those who came before him, and he understands that he and his team have an obligation to continue the winning tradition at Michigan. We should honor those who have laid the foundations for our success and help our people understand that we have a responsibility to continue the winning ways for those that follow us.

2. Enlist the support of team leaders – When asked about the keys to his success this year, Hoke repeatedly mentioned the influence of the Seniors on the team. He spoke about how the Seniors bought into his philosophy and served as examples for the rest of the players on the team. When implementing change in our organizations, it’s critical that our team leaders, whether they hold formal leadership positions or not, are on board.

3. Create team rituals – Shared experiences build the bonds of culture and help to reinforce the ideals that we’re trying to foster within our organization. Hoke ended each of his team practices or meetings with the cheer “Beat Ohio!” in reference to Michigan’s end-of-season game against their biggest rival, Ohio State. Hoke also had a countdown clock installed in their training room that counted down the days, hours, and minutes to the game with Ohio State. Team rituals reinforce what it means to be a part of our organizations, the expectations we hold for each other, and the common goals that we strive toward.

4. Keep the focus on the team, not the leader – Unlike most football coaches, Brady Hoke doesn’t lead his team out of the tunnel before the game, he runs behind them. It’s his way of keeping the spotlight on the team and not himself. He knows that it’s the team that actually plays the game and they’re the ones that deserve the attention and focus. We as leaders need to remember that our role is to set the vision and direction, then prepare, train, and coach our people to higher levels of performance. But at the end of the day, they are the ones who are performing on the front lines and deserve the limelight of success.

Organizational consultant Stan Slap likes to make the point that the original sin of leaders trying to implement organizational change is failing to respect the power of the culture to bury you. A culture is the simplest operating system in the world and it makes all decisions based on a shared belief of survival and prosperity. It makes those decisions based on the actions of leadership and whether those actions support or contradict their stated values. If the culture believes supporting those values is in the best interest of their survival and prosperity, they’ll give everything they have to make it happen.

Leadership Wisdom From The North Pole – An Interview With Santa Claus

After finishing his whirlwind trip around the globe delivering presents, I had the opportunity to sit down with Santa for a one-on-one interview. I was interested in gleaning some wisdom from one of the most legendary leaders of all time and what appears below is an excerpt from our time together.

Me: Thank you, Santa, for taking the time to meet with me. You must be exhausted after your long night of work.

Santa: Ho, ho, ho! It’s my pleasure Randy! I’m not exhausted, I’m energized! I love the work I do and consider myself blessed to be able to bring happiness and joy to so many people.

Me: You are one of the most trusted and revered leaders in history. Why do you think that is so?

Santa: Well, I’m humbled by that compliment. I believe a large part of it has to do with my dependability. In all my years I’ve never missed a Christmas delivery. I know that millions of young boys and girls are relying on me to bring them gifts and I never want to disappoint them. If you want people to trust you, you have to be reliable and follow through on your commitments.

Me: How in the world do you manage to make all your deliveries in a single night?

Santa: I can’t reveal all my secrets, otherwise FedEx and UPS might give me a run for my money! Let’s just say that I have to be extremely organized. Any successful leader knows that you must have a clear plan of action. It’s a cliché, but it’s true: People don’t plan to fail, they just fail to plan. I maintain trust with kids and parents by being organized and methodical in my approach to work. It helps me stay on track.

Me: I’ve heard that you keep a list, you check it twice, and you know who’s been naughty or nice. Is that true? Why do you do that?

Santa: Of course it’s true! In leadership terms I consider it my way of “managing performance.” I like to stay in touch with how all the girls and boys are behaving and I think it helps them stay on their best behavior if they know there are consequences for their actions. The parents are the front-line “supervisors” in charge of their kids, so they send me regular reports about how things are going. I partner with the parents to help them set clear goals for their children so the kids know exactly what’s expected of them. It’s not fair to evaluate someone’s performance if they didn’t have defined goals in the first place.

Me: How do you keep all the elves motivated to work throughout the year?

Santa: I have the best team in the world! I’ve always tried to help the elves realize the importance of the work they do. They aren’t robots who work on an assembly line. They are fine craftsmen who are bringing the dreams of kids to life and that’s a very meaningful job. I also look for opportunities to praise their performance and encourage them to praise each other’s performance as well. It’s creates an environment in our workshop where we cheer each other on to greater success. Finally, I put them in charge of achieving the goal. I make sure they are sufficiently trained to do their particular job and then I get out of their way. The elves have a great degree of autonomy to do their work as they see fit.

Me: Santa, I know you’re tired and eager to get back to the North Pole and Mrs. Claus, so I’ll ask this one final question. If you could give one piece of advice to leaders reading this article, what would it be?

Santa: I would encourage leaders to remember the purpose of their position – to serve those they lead. Leaders set the vision and direction for their team, provide the necessary resources and training, and then look for ways to support their team members in achieving their goals. Successful leaders remember that the most important thing they have is their integrity and the trust they hold with their followers, and they continually look for ways to build and maintain trust with others. If they focus on that, they’ll be successful in the long run.

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