Who Do You Choose To Be In 2018? 6 Areas to Examine
Here we are, one week into the new year. Many people are emerging from their holiday cocoons to re-engage with the real world, now that it’s time to head back to work, school, and the routine of life. But before you hop back on that hamster wheel, why not take some time to consider who you want to be in 2018?
I recently read an article by Margaret Wheatley, published in the Summer 2017 issue of Leader to Leader Magazine, in which she poses several insightful questions to help us think about how we want to influence others through our leadership. We live in a crazy and chaotic world that only seems to grow more so by the day. It’s hard not to become pessimistic about the state of our world and our ability to create positive change. However, the one area we have the most control over is our own sphere of influence. We can choose the kind of leaders we want to be. We can choose how we want to show up each day. We can choose how we treat people under our care. But first, we have to be clear on the kind of leaders we want to be. Use these questions to think about the kind of leader you want to be in 2018:
Quality of Relationships: How are you relating to those around you? Is trust increasing or decreasing? Are you investing more or less time in developing strong relationships? Are people more or less self-protective and what can you do to increase a sense of safety in your group? Are you willing to go the extra mile or not? What is the evidence for your answers?
Fear versus Love: Examine your relationships and see if there are patterns that illustrate the growth of fear or love. In your leadership, what role does fear play? Are you using fear as a lever to ensure compliance? Do you believe there is a place for love in leadership? Would the people in your sphere of influence say you lead with love or fear?
Quality of Thinking: How difficult is it to find time to think, personally and with others? Do you consider “busyness” a badge of honor (it isn’t!)? Are you in control of your calendar or does your calendar control you? How would you assess the level of learning in your organization? Are you applying what you’ve learned? Is long-term thinking still happening in conversations, decision-making, or planning?
Willingness to Contribute: What invitations to contribute have you extended and why? How have people responded? Ongoing, what are your expectations for people being willing to step forward? Are those higher or lower than a few years ago?
The Role of Money: How big an influence, as a percentage of other criteria, do financial issues have on decisions? Has money become a motivator for you? For staff? Has selfishness replaced service? What’s your evidence?
Crisis Management: What do you do when something goes wrong? Do leaders retreat or gather people together? How well do you communicate during crises? Are you prone to share information or withhold it? Do you use challenges as an opportunity to build trust and resilience? Are your values evident in the decisions you make in the heat of the moment?
Margaret and I share the same view that leadership is a noble calling. Leaders are entrusted to care for those under their charge and to help them develop to their full potential. We can’t fulfill that noble purpose if our head is constantly down and our eyes focused just on today’s to-do list. We need to lift our eyes up, gaze into the future, and thoughtfully consider how we want to grow as leaders. These categories of questions offer an excellent starting point for somber introspection. So before you rush off into 2018, getting busy with all of your plans and goals, pause for a bit to consider who you actually want to be in the year ahead.
Here’s to a great 2018!
The ability to build and sustain high levels of trust and engagement is a critical competency for today’s leaders. In our technology-fueled, digitally connected world where new products, competitors, and business models seemingly emerge overnight, one of the few competitive advantages organizations possess is their people. The skills, talents, creativity, innovation, and passion of its people can be the difference between organizations achieving exceptional performance or wallowing in mediocrity. In order to come out on the winning side of this challenge, organizations must connect the dots between trust, leadership, and engagement. Trust is the foundation, leadership is the driver, and engagement is the goal.
However, with trust, all things are possible. Energy, progress, productivity, and ingenuity flourish. Commitment, engagement, loyalty, and excellence become more than empty words in a company mission statement; they become reality. Trust has been called the “magic” ingredient of organizational life. It simultaneously acts as the bonding agent that holds everything together as well as the lubricant that keeps things moving smoothly.
Leaders who effectively use SLII also develop open, honest, and transparent communication with their people. With trust as the foundation in the relationship, employees feel safe enough to ask for the direction and support they need on tasks and goals. A team member who doesn’t trust his or her leader is not going to admit to being a “D2 – Disillusioned Learner.” Admitting you don’t know something is the last thing you’ll do with a leader you don’t trust. Conversely, leaders who foster trust and utilize SLII open up the lines of communication with direct reports and are able to talk objectively about developmental needs.
However, it isn’t an oversimplification to state that a people-centered approach fosters an environment that allows trust and engagement to flourish and leads to organizational success. Research by renowned economist Laurie Bassi has proven that firms who put people first, as measured by the highest scores on the Human Capital Management (HCM) scale, have outperformed the S&P 500 over the past 25 years in periods of financial prosperity as well as in more difficult times. Most notably, firms with higher HCM scores are able to endure and recover more quickly from cyclical downturns in the economy than are firms with lower HCM scores.
As I have in 
Tension. Dread. Nervousness. Anxiety.
Ask yourself this question: If I gave my employees a choice between receiving a pay raise or me becoming a better boss, which would they choose?
In January 1968, the North Vietnamese People’s Army of Vietnam and the Viet Cong launched the 
Vulnerability, clarity of values, trust, and rising skills are the four pillars of courageous leadership, according to 
Decisions, decisions, decisions.
As a natural process of a ship being in the water for extended periods of time, barnacles and other marine life grow and attach themselves to the ship’s hull. If left unattended, the barnacles can increase drag up to 60%. This can decrease speed by 10% and result in the ship using 40% more fuel. In essence, the ship works harder, spends more energy, and performs worse over time.
One of the certainties of managerial life is there will be occasions where you need to have a delicate conversation with someone. No matter if it’s an employee, colleague, or vendor, the thought of having a potentially challenging conversation with someone causes fear and hesitation. And of course this isn’t just an issue in the workplace; the same dynamic happens in our personal relationships as well.
Feeling like a shadow of your former self? Is there a lack of emotional connection in your relationships? Do you find others not sharing important information with you or excluding you from activities? If so, you might be suffering from Low T. Don’t worry, you’re not alone. Millions of well-intentioned leaders experience Low T at some point in their career. It’s a treatable condition but it requires leaders to understand the causes Low T and how to avoid them.
