Leading with Trust

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

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

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

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

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

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

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

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

Infographic: New Managers Aren’t Getting The Training They Need to Succeed

Infographic New Managers TrainingIn a recent survey conducted by The Ken Blanchard Companies, more than 400 managers were asked to rate different types of training by order of importance. Here’s their top ten, ranked in order from most important to least important type of training (see infographic.)

At the top, managers identified communication skills, help with transitioning to a leadership role, and interpersonal skills as the most needed training.

In the middle, they identified setting goals, directing others, and managing conflict as next most important.

In the last four slots, the respondents identified training on delegating tasks, dealing with performance issues, understanding HR policies, and conducting performance reviews as somewhat less important.

Scott Blanchard, a principal with The Ken Blanchard Companies and coauthor of the company’s new First-time Manager program prioritizes a similar list in the September issue of Ignite.

“A new generation of managers is moving forward. But we’ve found that first-time managers are not getting the training they need in key areas—including communication skills, transitioning to a new role as manager, and interpersonal skills. As a result, more than half of the people we surveyed said they were not prepared for their first manager role.”

Blanchard highlights results from the same survey showing that only 39 percent of new managers with fewer than 3 years on the job reported having received any leadership training. Just 34 percent had received any mentoring. And a mere 31 percent had received coaching.

According to Blanchard, if new managers are going to succeed, organizations need to be more consistent and proactive in their approach. Otherwise, managers are left to their own devices with mixed results. In fact, research from CEB indicates that as many as 60 percent of new managers underperform or fail within their first two years.

“With over two million millennials stepping into first time leadership roles each year in the US alone, we need to take steps immediately to better train new managers for their first roles,” says Blanchard.

To address this, Blanchard recommends that organizations focus their new manager training curriculum on two areas: communication skills and conducting work-related management conversations.

“We teach communication skills drawn from our Coaching Essentials program—including Listening, Inquiring, Telling Your Truth, and Expressing Confidence.  Then we take a deeper dive into four conversations we feel are foundational for new managers: Goal Setting, Praising, Redirecting, and Wrapping Up.

Blanchard’s goal is to increase the winning percentages of new managers one conversation at a time.

“Our work relationships are contained and maintained in our conversations. Every interaction you have with an employee moves that relationship in a positive or negative direction. We believe the quality of a relationship over time is a result of the net impact of all the different conversations that have occurred.”

You can read more about Blanchard’s approach to first-time manager development in the September issue of Ignite. Use these links to download a PDF or PNG version of the infographic.

Leading with Character – The Key to Servant Leadership

leading-jesus-wayThe following is a guest post by Mark Deterding, author of the newly released book “Leading Jesus’ Way: Become The Servant Leader God Created You To Be.

Ever wonder what makes a good leader great? The answer is character.

Character is what flows out of the heart. It is what defines us as a leader. People want to follow people they can look up to and trust. So to become an effective servant leader, we must get intentional about building character.

Personal character is the sum of all the qualities that define us as individuals and as leaders. Warren Bennis cited Harvard research that indicated as much as 85% of a leader’s performance depends on his or her character. My experience in 35 years in business tells me the same thing.

The personal character of leaders defines their depth and stability; it is what leaders are truly made of.

Recognizing Character

When you look at leaders, you see many things. You can tell easily if they are intelligent, whether they have good technical skills and how much they understand the business and the industry. What you don’t see, because it is below the surface in their heart, is their character. That’s what Dwight Moody meant when he said, “Character is what you are in the dark.”

Servant leaders are defined and recognizable by their character. Servant leaders know that people will follow them only if they are trusted and trust is only developed through virtuous character.

Servant Leadership Character Traits

Key aspects of a servant leader’s heart that will separate them from the pack include:

  • A desire to serve others, above and beyond oneself
  • A desire for never-ending development of one’s ability
  • A desire to achieve one’s very best
  • A willingness to always accept responsibility for one’s actions
  • A commitment to being humble and vulnerable
  • A desire to make a positive impact on society

Issues of the heart don’t change overnight. We must first get intentional about positively developing all the areas of our character to become better servant leaders.

On-Going Development

This is not a matter that is looked at only once. It is something we must check up on from time to time. This can be done by asking others (truth tellers) what they think. But don’t just stop with the feedback – work to implement changes so you can grow and have a greater impact as a servant leader.

We can also start improving in this area from where we are today by identifying someone whose character you greatly respect. Write down what that person says or does that you admire. This will help you frame up areas that you want to focus on to enhance your trust and build your personal character.

Make the Commitment

Remember, building character and trust is a process that takes time. Make the commitment to start where you are and pray for guidance and stamina through the journey. In time, you will be blessed for your efforts, so stay the course and allow God to work through you to make an impact in this world.

Mark

For the Lord sees not as man sees: man looks on the outward appearance, but the Lord looks on the heart. ~ 1 Samuel 16:7

5 Common Leadership Behaviors That Crush The Spirits of Employees

crushedI admit it. Sometimes when I’m under the gun at work and feeling the pressure of all my responsibilities, I can get tunnel vision about accomplishing my own goals and forget how my behavior is influencing others. It’s not that I’m trying to be insensitive to people, I’m just not being mindful or intentional in my actions.

I don’t think I’m alone in this regard. It happens to every leader from time to time when we’re under stress and reacting in the moment. It’s in these occasions that we have a tendency to focus on the objectives of the task and minimize the people concerns. Who cares how people feel as long as the job gets done, right? Well, consistently behaving this way may help you check items off your to-do list, but it can come at the cost of crushing the spirits of your team members in the process. Here are five common spirit-crushing behaviors leaders should avoid:

Micromanaging – Control is the opposite of trust, and micromanaging sends the message to your team members that you don’t trust them to do their jobs. It’s common for leaders to exert control when under stress because they feel more secure being able to directly influence the outcome. However, micromanaging saps the initiative of your team to the point where they stop taking responsibility because they know you’re going to step in and take charge.

Demeaning Others – Leaders demean others through careless comments that degrade their dignity, status, or character. An example is when a leader says or does things that communicates people are “less than” they really are. Stereotypical examples are asking an administrative assistant to pick up your dry cleaning or get you a cup of coffee, tasks clearly outside their job description.

Ignoring Others’ Contributions – We all have an innate need to be appreciated and it doesn’t take much for leaders to acknowledge the efforts of team members. Many times all it takes is saying thank you. A pattern of not recognizing the good work of others will eventually turn team members against you. People will develop a mindset of doing the minimum amount of work acceptable because “they don’t appreciate me going above and beyond.”

Intimidating or Coercing Others – This behavior is a holdover from the days of Command and Control leadership, but unfortunately, too many leaders still rely on this tactic to get work accomplished. I think there are two main reasons why this is the case. First, some leaders truly don’t know any better. They believe their job as the “boss” is to tell other people what to do, how to do it, and when to do it. Secondly, it’s the path of least resistance. When leaders are stressed and short on time and patience, getting work done by intimidating or coercing others seems the most expedient thing to do. It may work for you once or twice, but intimidating others will not only crush their spirits, it will create enemies that actively work against you and not with you.

Playing favorites – One of the most influential factors that crush a person’s spirit is being treated unfairly. We are hardwired with a desire for justice, and when we feel we’re aren’t being treated justly, it causes a variety of emotions ranging from defensiveness and anger to cynicism and despair. Leaders can be fair by treating people equitably and ethically. Being equitable means people receive what they deserve based on the circumstances, and being ethical means the leaders behavior is alignment with the values of the organization and it’s policies and procedures.

I believe most leaders have positive intentions. There are very few leaders who wake up in the morning and say to themselves, “I can’t wait to crush the spirits of my employees today!” No, that doesn’t usually happen, but what does happen is we get so focused on our own agendas that we forget how we’re treating our team members. Being more mindful of how our leadership impacts others and avoiding these spirit-crushing behaviors will help foster an environment where our people feel safe, appreciated, and free to give their all.

5 Characteristics of All-Star Leaders and Managers

ASG 2016 Logo2Many of the world’s greatest baseball players will put their talent on display in America’s Finest City on Tuesday, July 12th, as my hometown San Diego hosts Major League Baseball’s All-Star Game. There are common traits and characteristics of the game’s best players. In baseball we call them “five-tool” players. That means they can hit for average, hit for power, run, play great defense, and have a great throwing arm. But having those tools alone doesn’t qualify someone to be an All-Star. They have to earn it through their performance on the field.

All-Star leaders and managers share common characteristics too. And just like baseball players, they have to earn their All-Star status through their performance at work over an extended period of time. Here are the “five tools” of All-Star leaders and managers:

1. They listen to learn and with the intent to be influenced — A common activity we do in our training classes is called the “Best Boss” exercise. We ask participants to write down the characteristics of the best boss they’ve ever had. Being a good listener is always near the top of the list. All-Star managers listen to learn and they have an open mind and a willingness to be influenced by others. Listening deeply and intently to others builds trust. It shows you value them and their opinion, and in that moment of time, you’re placing their needs and interests ahead of your own. Developing your listening skills is one of the quickest ways to move from being a so-so leader to an All-Star caliber leader.

2. They praise good performance — In training sessions I’ve conducted over the years I’ve asked hundreds upon hundreds of people this question: Raise your hand if you’re sick and tired of all the praise your boss gives you. No one ever raises a hand. Why is that? Is there some unwritten code that says managers shouldn’t praise people because they might get too comfortable and stop performing? For whatever reason, many managers are as stingy with praises as they are with the last dollar in their wallet. Your people need to know that you notice and appreciate their efforts. They are seeking approval and acknowledgment for their achievements in the workplace, and if you can’t, or more accurately, won’t give it to them, they’ll eventually seek it out from another manager or organization.

3. They expect the best out their people — All-Star leaders expect the best out of themselves, and because they hold themselves to high-standards, it allows them to hold their people to them as well. The sequence is important, so don’t miss it. The leader goes first, sets the example, and then others follow. A leader who demands the best from his/her people yet doesn’t live up to those same standards is a fraud. Hold yourself to high standards and expect the same of your people. More often than not they will reward your faith in them.

4. They celebrate success — Leaders of winning teams know the importance of celebrating success, both on an individual level and team basis. Winning is so much more fun than losing, yet some leaders lose sight of that basic truth. They constantly push their team toward the next objective, never taking time to recognize accomplishments along the way. That style may work for achieving results in the short-term, but over the long-term it will burn people out and turn them away from you. Everyone has a need to have their accomplishments recognized and doing it periodically helps replenish their mental, emotional, and physical energy needed for their work.

5. They treat mistakes as learning opportunities — Even professional baseball players make mistakes. Have you seen how the vast majority of managers react when a player makes a mistake? Many times they don’t do anything. They know the player knows he made a mistake and there is little profit in reminding him of the fact. Sometimes the manager will discreetly sidle up to the player and have a quiet conversation about the play, and when they do, it’s almost always talking about what the player learned from the experience and what they’ll do differently in a similar situation in the future. You’ll rarely see a manager publicly chew out a player. So why do so many leaders in organizations think it’s OK to rant and rave at their people at work? You may think it allows you to look tough and display your authority. It doesn’t. It makes you look immature and unable to control your emotions. It also makes you a bully. No one arrives at work and says to himself “I think I’ll be a total failure today!” Mistakes happen. It’s part of being human. All-Star managers know their people are usually trying their best and they use mistakes as an opportunity to teach and grow their people; not as an opportunity to humiliate them.

Just like All-Star baseball players share common traits, so do All-Star managers and leaders at work. Listening with the intent to learn, praising good performance, holding their people to high standards, celebrating success, and treating mistakes as learning opportunities are all characteristics of All-Star leaders. How do you shape up? Would you qualify as an All-Star?

3 Ways To Be Everyone’s Favorite Manager

Favorite ManagerMy oldest son recently moved into a management position with a national pizza chain. He’s getting his first taste of life as a manager and, well, let’s just say it’s been a little bittersweet. He’s learning what it’s like to carry a greater level of responsibility, deal with unreliable employees, and train new team members. Just this morning he was venting about having to pull the closing shift last night for another store whose manager quit on the spot and then turn around this morning to open up his own store. Welcome to management, kid.

Being a good manager isn’t easy. It can seem like a million things compete for your attention and some days it feels as though you aren’t up for the task. Don’t worry, we all feel that way sometimes. The good news is there are some easy, straight-forward ways to become the manager that everyone loves.

Show Empathy — People love to work for managers who value and appreciate them as individuals, and not just as faceless workers showing up to do a job. Being empathetic means putting yourself in other people’s shoes and looking at life from their vantage point. You do this by asking open-ended questions about how they’re feeling and listening to their responses (yes, that means you actually have to have a conversation). You can also demonstrate empathy by being understanding when your employees experience difficult circumstances. Whether it’s taking time off work to deal with a sick child or elderly parent, or just listening to them vent a little bit about their rough day at work, people appreciate their boss responding with an attitude of “how can I help?” rather than “keep your personal problems at home.” You can be the most knowledgeable, technically proficient boss in the world, but if you don’t give your people a little bit of your heart they won’t you give you theirs.

Have Their Back — Great managers assume best intentions about their team members. They operate on the assumption that everyone is trying their best and no one is intentionally trying to make a mistake. If a mistake happens, use the occasion as a learning opportunity to help your team member grow. Don’t play the blame game or throw your team member under the bus for goofing up. Another way to have the back of your employees is to advocate for their needs. Being a manager means sometimes having to defend your people from unreasonable expectations or demands from other people or parts of the organization. It’s a challenge to strike the right balance between protecting your people and advocating for their needs versus doing what’s best for the organization, even if it has a negative impact on your team. But your people will love you and be supportive of your leadership if they consistently see you stick up for them when appropriate.

Make Work Fun — We spend too much of our lives at work to have it be drudgery or uninspiring. Managers can be tremendously influential in making work a little bit more fun and it doesn’t take much planning or effort to pull it off. You’d be amazed at how much mileage you can get from doing simple things like calling an afternoon break and serving popsicles, letting people go home from work 30 minutes early on a Friday afternoon, having a potluck lunch, or creating fun awards or rituals for your team. A few managers on my team recently created a humorous award involving the recipient wearing a unicorn-themed ski cap. Unicorns are an inside joke for the team and wearing the cap is slightly embarrassing, but everyone secretly wants to win the award because it’s positive recognition of their work. Managers who make the workplace a fun and rewarding place to be will develop loyal and hard-working team members.

Management is a tough gig but you can make it easier by following a few commonsense principles. Developing empathy in your relationships, standing up for your people when needed, and making work fun will put you on track toward becoming everyone’s favorite manager.

Leadership Development Carnival – June 2016

leadership_carnival logoIt’s my pleasure to host the June 2016 edition of the Leadership Development Carnival. This month’s collection of articles is a treasure trove of wisdom from many of the world’s premier leadership, management, and coaching thought leaders and practitioners. Enjoy!

Do Your Motivations Undermine Your Ability to Lead? by MarySchaefer — Certain leaders are disconnected from the motivations of the human beings who happen to be employees. Successful leaders are aware that when you make decisions that affect their lives, employees need to know you understand what keeps them engaged, or you risk compromising their trust.

The Power of Almost Perfect Practice by Jennifer V. Miller — Jennifer’s preteen daughter is learning to play the trumpet and that’s providing opportunity for how to encourage someone who’s learning a new skill. Read Jennifer’s thoughts on how to catch someone doing something (almost) right.

May The Force Be With You: An InPower Guide to Real Superpowers by Dana Theus — The reason media superheroes are so popular is because we all yearn to unlock our secret inner talents, the ones we instinctively know we have by virtue of being human. For most of us, navigating the trials and tribulations of a day at the office, a light saber seems like overkill. But the ability to steer someone’s thinking or read their true intent? Now that would come in handy!

Feel Unappreciated? Improve Your Working Relationships by Joel Garfinkle — I just don’t get it! I know I’m doing good work, but nobody seems to notice. I put in the hours, I bring in the clients, I get the job done. If you feel unappreciated, apply these three action steps to improve your working relationships.

How’s Cubicle Life Going for You? by Jim Taggart — In this post Jim looks at how the modern cubicle was initially created and its evolution in the ensuing years, noting the effects on people.

Bubbily Boo’ by Bill Treasurer — While on an epic vacation to Spain a few summers ago, Bill learned a valuable leadership lesson from his kids.It was the first time he realized that Dad Dad and Business Dad were two different people.

Tactical To-Dos for First-Time Leaders by Jon Mertz — Given the opportunity, how would you help someone prepare for their first leadership position? Jon Mertz shares five slices of advice to provide a solid foundation for anyone walking into a new leadership role.

Why You Need to Learn to Coach People by Mary Jo Asmus — There are lots of things that are called coaching, but aren’t. Real coaching uses a special type of two-way conversation that can help leaders to help others. This article describes what coaching isn’t and why it’s important for leaders to (really) coach others.

Give ‘Em Some Space (for Possibilities) by Julie Winkle Giuloni — There’s one  thing that best-in-class coaches do that frequently goes unnoticed to the casual observer. It’s invisible but perhaps the most invaluable contribution a coach can make: Exceptional coaches hold the space for possibilities.

The Problem With Motivating People by David M. Dye — A recent audience member asked David: When it comes to motivating people, are the carrot and stick dead? David suggests that they’re not dead, but they rarely get you what you want.

Deliver on the Promise of Servant Leadership by Chris Edmonds — Two friends – in completely different industries – were excited to join a vibrant boss & company. Within months the bubble burst – their great boss left due to values conflicts and worse. How can we help leaders serve others – not themselves? This post explains how.

3 Practices to Protect Your People from Toxic Stress and Burnout by Michael Stallard — Burnout is on the rise in healthcare and is taking its toll on healthcare workers. Michael Lee Stallard explains steps that leaders can take to protect their people from toxic stress and burnout.

Leading Employees Who Struggle with Self Doubt by Art Petty — The biggest barrier to remarkable achievements in our workplaces is not a lack of resources or a shortage of great ideas. Rather, it is a distinct shortage of a very personal attribute: self-confidence. This article offers six ideas to help you strengthen your support of these individuals on your team.

6 Tips for Becoming a Compelling Conversationalist by Willy Steiner — Willy shares why a good conversation is like playing catch and 6 things that a great conversationalist will do to make the dialogue good for both sides.

Make Communication Personal To Establish Greater Connection by Paul LaRue — With all a of our electronic communication – emails, texts, and even social media – we still have opportunities to connect and build personal engagement.

Talent Management Strategy Lessons Learned from T-Ball by Mary Ila Ward — If you have ever had a son or daughter play t-ball there is only one word that can describe it…chaos. In this guest post from Dave, Mary’s husband, he shares that a couple of weeks into the season he realized he would be utilizing many of the management skills he uses at work.

Managers and Musicians: Leading by Being Present by Marcella Bremer — Marcella says, “I attended a music workshop that helps leaders discover the ‘note you cannot hear’. What stood out for me is that action speaks louder than words, or better phrased: presence speaks louder than words.” Check out Marcella’s article to learn more.

Everybody Matters: The Extraordinary Power of Caring for Your People Like Family by Paula Kiger — This post is a review of the book by the same title. The book encourages leaders (as well as employees throughout all layers of corporate hierarchy) to recognize and nurture “the power of everybody.”

Acting Without Theory Often Results in Wasted Effort by John Hunter — If you don’t understand why you take action you will find yourself wasting effort. You must have a theory that you can test in order to test what is working and what changes actually lead to improvement and learning.

Turn Relentless Focus into Attentiveness by Jill Malleck — As leaders take on more responsibility they sometimes become adept at compartmentalizing to avoid distraction. This relentless focus may be seen by others as rigidity or disinterest. Here’s how to ensure an ability to focus remains a strength.

Developing Your Own Management Career Plan by Lexie Martin — Lexie says, “Proactively motivating and managing yourself, including your career development, is part of your responsibility as a manager.” This easy-to-follow guide provides simple steps to help you take control of your development, from identifying where you what to head as a leader to planning the actions you need to take to get there.

It’s Time to Take a Stand for a #TrueLeaderCreed by Jesse Lyn Stoner — Jesse’s post features the True Leader Creed, created by by Aspen BakerEileen McDargh, and Charlotte Ashlock as a vehicle to take a stand for positive leadership. Read the post and sign the creed!

Are You Giving The Right Message With Your Leadership? by Tanveer Naseer — When it comes to praise, it’s not just how often leaders give it, but also what kind. Discover how this difference can help to empower your employees.

Don’t Worry About Being Humble, Just Do It by Wally Bock — Humility is a virtue. You acquire it be acting humble. Here’s how to start.

Creativity’s Role in High-Performance Organizations by Neal Burgis — Being creative helps high-performance organizations stay ahead of the competition by doing things differently and they do it better. Most organizations don’t realize how to thrive, but here are some ways they can move forward.

Avoiding the Big Mistake New Leaders Make by Robyn McLeod — Robyn shares essential steps for avoiding the deadly traps organizations fall into when bringing in an external hire for a leadership role.

What to Do (and Not to Do!) to Get Your Presentation Off on the Right Foot by David Grossman — It’s not uncommon to hear leaders say they need to tell a joke to get the audience’s attention, but what many don’t know is it’s not a helpful strategy for the majority of us. It’s risky. Read on to get proven tips to ensure your presentation gets off to a strong start.

3 Sacrifices Leaders Must Make for Their People

American FlagTomorrow’s Memorial Day holiday has me thinking about sacrifice. We’ve set aside this day in the United States to remember all the people who have died while serving in our armed forces. Flags decorate the grave stones of the fallen, reminding us of the ultimate sacrifice paid by others to afford us the privileges we enjoy today.

Sacrifice is part of a leader’s job description. Fortunately, the sacrifice required for most of us doesn’t rival that of the soldiers, sailors, and airmen we celebrate on Memorial Day. Nonetheless, an element of sacrifice is required and it occurs in the everyday, routine interactions between a leader and his/her team members.

In my experience, I’ve noticed three primary sacrifices good leaders make for their people:

Leaders sacrifice their time — Managing people takes time, lots of time. Team members look to their leaders to provide direction and support in all sorts of situations. Leaders find themselves being teachers, counselors, pastors, coaches, parents, cheerleaders, and many other roles in response to the needs of their people. One of the primary ways leaders build trust is by investing time in the personal relationships with their followers. Nothing communicates care and support to a team member more than a leader giving of his/her time. Making time for your people shows you view them as important, worthy of your attention, and that you truly care about them as individuals.

Leaders sacrifice the spotlight — Leaders with big egos hog the spotlight and take credit for their teams’ success. Their philosophy is if something good happens, it’s because of the leader, and if something bad happens, the team screwed up and deserves the blame. Conversely, good leaders shine the spotlight on their team when they experience success, while personally taking the blame when the team fails. It requires emotional maturity for the leader to step into the background and let a team member get the praise and recognition for a job well-done, but it’s the right thing to do. This kind of leadership behavior causes employees to pledge their loyalty, trust, and commitment because they know their efforts will be recognized and rewarded.

Leaders sacrifice self-interest — True leadership is other-focused. It’s about investing in other people to help them succeed, even if it’s at the expense of the leader’s own self-interest. Serving leaders put the needs of their people ahead of their own and sometimes that means team members grow, become accomplished, and even move on to other roles, departments, or organizations. Self-centered leaders are into control and power and will resort to unsavory behaviors in the interest of self-preservation. Great leaders, on the other hand, understand the reciprocity factor. They know the more they give away power and control and promote the interests of their people, the more success and goodwill returns their way.

I’m convinced that leadership is much more about who you are as a person—your beliefs, values, mindsets, and attitudes—than what you do. Leadership is more than a collection of tricks and techniques you employ to accomplish your goals or those of the organization. Leadership is a calling that asks you to invest in the lives of others, and in doing so, make sacrifices along the way.

3 Practical Strategies for Leading Virtual Teams

virtual workerIn 1997 I asked my boss to consider allowing me to telecommute on a part-time basis. My proposal went down in flames. Although the company already had field-based people who telecommuted full-time, and my boss herself worked from home on a regular basis, the prevailing mindset was work was someplace you went, not something you did.

Fast forward a few years to the early-2000’s and I’m supervising team members who worked remotely full-time. The exodus continued for a few years and by the mid-2000’s nearly half my team worked virtually. Nearly 20 years after I submitted my telecommuting proposal the world has become a smaller place. My organization has offices in Canada, the U.K., Singapore, and scores of colleagues work out of home offices around the globe.

My experience mirrors the reality of many leaders today. Managing teams with virtual workers is commonplace and will likely increase as technology becomes ever more ubiquitous in our lives. Here are three specific strategies I’ve adopted over the years in leading a virtual team:

Establish the profile of a successful virtual worker – Not everyone is cut out to be a successful virtual worker. It takes discipline, maturity, good time management skills, technical proficiency (you’re often your own tech support), and a successful track record of performance in the particular role. I’ve always considered working remotely a privilege, not a right, and the privilege has to be earned. You have to have a high level of trust in your virtual workers and they should be reliable and dependable performers who honor their commitments and do good quality work.

Have explicit expectations – There needs to be a clear understanding about the expectations of working virtually. For example, my team has norms around the use of Instant Messenger, forwarding office phone extensions to home/cell lines, using webcams for meetings, frequency of updating voicemail greetings, email response time, and out-of-office protocols just to name a few. Virtual team members generally enjoy greater freedom and autonomy than their office-bound counterparts, and for anyone who has worked remotely can attest, are often more productive and work longer hours in exchange. A downside is virtual workers can suffer from “out of sight, out of mind” so it’s important they work extra hard to be visible and active within the team.

Understand and manage the unique dynamics of a virtual team – Virtual teams add a few wrinkles to your job as a leader and a specific one is communication. It’s important to ramp up the frequency of communication and leverage all the tools at your disposal: email, phone, webcam, instant messenger, and others. It’s helpful to set, and keep, regular meeting times with virtual team members.

One of the biggest challenges in managing a virtual team is fostering a sense of connection. They aren’t privy to the hallway conversations where valuable information about the organization is often shared, and they miss out on those random encounters with other team members where personal relationships are built.

Team building activities also look a little different with a virtual team. Potluck lunches work great for the office staff, but can feel exclusionary to remote workers. Don’t stop doing events for the office staff for fear of leaving out virtual team members, but look for other ways to foster team unity with remote workers. For example, when we’ve had office holiday dinners and a Christmas gift exchange, remote team members will participate in the gift exchange and we’ll send them a gift card to a restaurant of their choice.

For many jobs, work is no longer a place we go to but something we do; from any place at any time. Virtual teams aren’t necessarily better or worse than on-site teams, but they do have different dynamics that need to be accounted for and managed, expectations need to be clear, and you need to make sure the virtual worker is set up for success.

10 Ways Leaders Aren’t Making Time For Their People

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

Performance-Management-Gap-Infographic

The #1 Thing New Managers Need to Know

new-supervisorI remember the first time I became a manager, close to 25 years ago. I had established myself as one of the top performers in a team of about a dozen people and was promoted into a supervisory position. Literally overnight I moved from being a peer with the rest of my team members to now being “the boss.” My training consisted of being briefed on the administrative aspects of my new role, like managing work schedules, processing forms, and managing team member workloads.

Being trained up, I was released into the wild to manage the team. Run free, new manager! Go lead your team!

But there was a problem, and it was a big one. My training lacked one critical component: how to actually manage people.

If you’re a manager, my experience probably rings true for you as well. Most new managers don’t receive adequate training when they move into their new roles. A study by CEB shows 60% of managers under-perform their first two years, resulting in increased performance gaps and employee turnover.

Beside wishing I had been provided training on how to manage people, I wish I had known what my #1 priority should have been as a new manager: building trust. If you have your team’s trust, you open the doors to all kinds of possibilities. Without it, you’re dead in the water.

But how do you actually go about building trust? Most people think it “just happens,” like some sort of relational osmosis. That’s not the case. It’s built through the use of specific behaviors that demonstrate your own trustworthiness as a leader. You are a trustworthy leader when you are:

Able—Being Able is about demonstrating competence. One way leaders demonstrate their competence is having the expertise needed to do their jobs. Expertise comes from possessing the right skills, education, or credentials that establish credibility with others. Leaders also demonstrate their competence through achieving results. Consistently achieving goals and having a track record of success builds trust with others and inspires confidence in your ability. Able leaders are also skilled at facilitating work getting done in the organization. They develop credible project plans, systems, and processes that help team members accomplish their goals.

Believable—A Believable leader acts with integrity. Dealing with people in an honest fashion by keeping promises, not lying or stretching the truth, and not gossiping are ways to demonstrate integrity. Believable leaders also have a clear set of values that have been articulated to their direct reports and they behave consistently with those values—they walk the talk. Finally, treating people fairly and equitably are key components to being a believable leader. Being fair doesn’t necessarily mean treating people the same in all circumstances, but it does mean that people are treated appropriately and justly based on their own unique situation.

ConnectedConnected leaders show care and concern for people, which builds trust and helps to create an engaging work environment. Leaders create a sense of connectedness by openly sharing information about themselves and the organization and trusting employees to use that information responsibly. Leaders also build trust by having a “people first” mentality and building rapport with those they lead. Taking an interest in people as individuals and not just as nameless workers shows that leaders value and respect their team members. Recognition is a vital component of being a connected leader, and praising and rewarding the contributions of people and their work builds trust and goodwill.

Dependable—Being Dependable and maintaining reliability is the fourth element of trust. One of the quickest ways to erode trust is by not following through on commitments. Conversely, leaders who do what they say they’re going to do earn a reputation as being consistent and trustworthy. Maintaining reliability requires leaders to be organized in such a way that they are able to follow through on commitments, be on time for appointments and meetings, and get back to people in a timely fashion. Dependable leaders also hold themselves and others accountable for following through on commitments and taking responsibility for the outcomes of their work.

Building trust is the first priority of new managers but it isn’t the only one. Managing takes place through conversations, minute by minute as the dialogue unfolds. As a new leader I wish I had learned the critical skills a first-time manager needs to master. I wish I had known how to have conversations with purpose and direction. I wish I had known how to set goals, give praise or redirection, or wrap up conversations in a way that reinforced clarity and commitment to action (all skills, by the way, addressed in our newly released First-Time Manager training program…where was that 25 years ago when I needed it?!).

Becoming a manager for the first time is a significant career milestone. It is both exciting and nerve-wracking stepping into a role where you are now responsible for others and not just yourself. If that’s you, a new manager, remember the number one priority: building trust. That’s the foundation upon which all your other managerial skills and abilities rest.

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

The Single Biggest Difference Between Leaders and Managers

leaders-vs-managersI’m not dogmatic when it comes to distinguishing the difference between leadership and management. In fact, I think the difference between leadership and management is often over-exaggerated. I’m sure you’re familiar with the common refrains:

  • Leaders do the right thing; managers do things right
  • Leaders lead people; managers manage work
  • Leaders establish the vision; managers implement it
  • Leaders are originals; managers are copies
  • Leaders have a long-range perspective; managers have a short-term view
  • Leaders inspire and motivate; managers plan, organize, and coordinate

I could list a dozen more but you get the picture. Yes, there is a kernel of truth in these statements. There are certain activities that are more germane to one function or the other, but by and large, the practice of leadership and management overlap significantly. Leaders have to manage and managers have to lead. We have to learn to do them both well because they are much more similar than they are different.

Having said that, I do believe there is one key mindset that distinguishes someone as a leader versus a manager. Notice I personalized it—being a leader versus a manager. Regardless of whether your formal position or job title classifies you as a leader or manager, it’s your mindset, and the resulting behaviors, that identify you as one or the other.

So what is the key mindset that distinguishes someone as a leader instead of a manager? It’s this:

Leaders proactively initiate change to improve the organization, whereas managers deal with change on a reactive basis.

Leaders display a desire to consistently make things better. They aren’t content to maintain the status quo just because “that’s the way we’ve always done it around here.” Leaders frequently question the way their business operates, with an eye toward making things simpler, better, easier, or more efficient. When was the last time you asked questions like:

  • Why are we doing it that way?
  • What would happen if we stopped doing that?
  • How can we reduce this process by ___? (fill in the blank…number of steps, people, amount of time, etc.)

Let’s face it, having this leadership mindset can be tough for many people (which is why there are many more managers than leaders). Change can be threatening, especially when it calls into question activities or functions your team may handle. It raises fears that you may have to disrupt your well-oiled machine, learn new ways of doing your work, or may even eliminate some roles or responsibilities for you group. Adopting this leadership mindset means you have to be more concerned about the organization’s performance than the comfort of your own team.

Although I think the distinctions between leadership and management often get blown out of proportion, I do believe there are a few key behaviors that distinguish someone as a leader versus a manager. Chief among them is proactively initiating change to make your organization better. In this regard, are you being a leader or a manager?

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