Leading with Trust

3 Steps to Overcome the Stress of Too Many Priorities

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

I’ve had seasons during my career where I’ve let myself become overwhelmed with too many priorities and I’ve found myself in fire-fighting mode. Fortunately, through experience I’ve learned how to get myself back on track. If you currently find yourself stressed-out because you’ve been cast adrift in a sea of too many priorities, follow these three steps to get back on course:

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

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

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

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

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

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

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

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

The Leadership Superpower That Builds Trust and Connection

If you could have any superpower in the world that would help you be a better leader, what would it be?

Mind-control could be a good choice. Manipulating people’s minds to make them do what you want would certainly make your job easier. Or how about super-intelligence? If you were the smartest person in the room, you could shortcut all the inane problem-solving discussion and just tell everyone the answer. That would definitely improve productivity, wouldn’t it? Or maybe you’d like an out-of-this-world dose of charisma that would allow you to inspire your followers to charge through a brick wall to achieve the vision you laid before them. All of those abilities sound wonderful, but we know that superpowers don’t exist, right?

Well, according to neuroscientist Matthew Lieberman, Ph.D., we all have a very specific superpower, but most of us fail to recognize it as such. What is this leadership superpower? It’s your social skills.

What? Social skills are a leadership superpower? Are you kidding me?

Nope, I’m not kidding. And I believe it, too. In 22 years of working for The Ken Blanchard Companies, I can tell you that one of the top reasons organizations bring us in to work with their leaders is because they don’t have the social skills needed to lead others. To illustrate, let me ask you a question: Who is it that usually gets promoted to a leadership role? The star performer, of course. Well, just because someone is a superstar as an individual contributor, doesn’t mean she will be a superstar leader. Leadership is a whole different ballgame where success or failure usually hinges on a person’s social skills.

In particular, your social skills are critical to creating stronger bonds of relational connection that results in higher levels of trust with others.

There is an epidemic of loneliness in America, and our workplaces are in dire need of greater relational connection. My friend Mike Stallard, is an author, speaker, and expert on human connection in corporate cultures and how it affects the health and performance of individuals and organizations. He recently wrote about this challenge and the benefits organizations can achieve if they improve human connection. Stallard points out that stronger bonds of human connection in the workplace boosts the cognitive firepower of employees, increases employee engagement, tightens strategic alignment, improves decision-making quality and boosts the rate of innovation.

Connection not only addresses the problems of loneliness and its ill effects, it also builds trust. In fact, connection is one of the four key elements of trust in a relationship.

Connection is about caring for others. When people see that you act with goodwill, that you have their best interests in mind, they are more apt to trust you. They trust your intentions because they believe you won’t do anything to intentionally try to harm them. Connection also builds trust through open communication. Sharing information about yourself and the organization shows people that you don’t have any hidden agendas. People see that you don’t use information as power, and you don’t withhold it in an attempt to retain power over them. You can also build connection through rapport. In Stallard’s article, he cites the example of a Costco manager who builds rapport by making it a point to remember the names and something memorable about all 280 of his employees.

Trust is important because it’s the magic ingredient of organizational success. It acts as both the lubrication that keeps organization’s running smoothly as well as the glue that holds it all together. Research has repeatedly shown that high levels of trust in organizations lead to higher revenues, profit, innovation, engagement, and lower costs related to turnover, accidents, sick-leave, and employee theft.

So forget about wishing for the superpowers of mind-control, super-intelligence, or hyper-charisma. You’ve already got a superpower and didn’t even realize it. Now it’s time to put it to work.

The 3 Ingredients of Great Performance Management

My wife is a big fan of TV cooking shows. You name it, she likes to watch it: IronChef, TopChef, Great American Food Truck, and MasterChef, just to name a few.

While recently watching an episode of MasterChef Junior, the show featuring young children displaying their culinary talents in competition with each other, I was struck by how the show illustrates the three fundamentals of effective performance management: goal setting, coaching, and evaluation.

Goal Setting

The young chefs are presented with various challenges that test their culinary expertise. The challenges are all unique. One may require the contestants to create an exact replica of a dish made by an adult chef, or another may be to create a dessert using a few specific ingredients, or yet another may be to create their own signature dish that follows a certain theme. Regardless of the unique challenge, the goal is clear. All good performance starts with clear goals. When goals are fuzzy or non-existent, energy is diffused and productivity suffers. But when goals are clearly defined, people’s focus is sharp, effort is purposefully directed, and productivity accelerates.

Gordon Ramsay Setting a Clear Goal on How to Cook Filet Mignon

Coaching

Once clear goals have been established, the second fundamental of effective performance management is day to day coaching. People need direction, support, and feedback in real-time to help them address competency gaps, make course corrections, or consider alternative approaches. In MasterChef Junior, this is illustrated when the judges connect with each of the chefs during the preparation of their dishes. They ask questions that get the youngsters thinking about the vision and strategy of their meal, or the judges will give advice if they notice something is not up to par, or they’ll offer warnings of things to pay attention to or avoid. The goal of coaching is to help the individual produce the best outcome possible.

MasterChef Judges Coaching a Contestant

Evaluation

Dumping the once a year formal performance evaluation is all the rage right now. What gets lost sometimes in this popular trend is the need remains to do some sort of performance evaluation with your employees. The timing, frequency, and format of the evaluation may change, but evaluation is still a critical component of the performance management process. It allows both the leader and employee to assess the effectiveness of the employee’s efforts, what worked well, and what could be done better. In MasterChef Junior, the judges offer each contestant a critique of their dish. I’m surprised, yet pleased to see, the candid nature of the judges’ comments. Rather than falling into the trap of over-praising effort to the neglect of constructive criticism, the judges deliver feedback in a factual, straightforward manner. The young chefs know clearly what they did well, where they came up short, and how they can get better in the future. Isn’t that how it should be in our workplaces?

Example of MasterChef Junior Performance Evaluation

Life at work doesn’t fall into the neat, 1-hour, edited format of a TV show, but the principles of effective performance management we see in MasterChef Junior are still valid. Good performance starts with clear goals that enable individuals to understand what they’re trying to achieve. Good leaders provide real-time coaching on an as-need basis to help employees stay on course, get back on course if they’ve strayed, or to consider ways to improve their performance along the way. And finally, once the goal or project has been completed, the leader and employee review the performance and celebrate things done well, and if needed, discuss how to improve performance in the future.

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

Do Your Leaders Build or Erode Trust? #infographic

Trust is the absolute, without a doubt, most important ingredient for a successful relationship, especially for leaders. Unfortunately, though, most leaders don’t give much thought to trust until it’s been broken, and that’s the worst time to realize its importance.

According to a study by Tolero Solutions, 45% of employees say lack of trust in leadership is the biggest issue impacting work performance. A 2015 study titled Building Workplace Trust reported that only 40% of employees have a high level of trust in their management and organization, and 25% reported lower levels of trust in those two groups than they did two years before.

Many leaders think trust “just happens,” like some sort of relationship osmosis. These people often understand trust is important, but they don’t know what it takes to have their people perceive them as being trustworthy. There are four elements of trust in a relationship. Leaders demonstrate their trustworthiness when they are:

Able—Leaders demonstrate competence by having the knowledge, skills, and expertise for their roles. They achieve goals consistently and develop a track record of success. They show good planning and problem solving skills and they make sound, informed decisions. Their people trust their competence.

Believable—Leaders act with integrity when they tell the truth, keep confidences, and admit their mistakes. They walk the talk by acting in ways congruent with their personal values and those of the organization. They treat people equitably and ethically and ensure that rules are fairly applied to all members of the team.

Connected—Trustworthy leaders care about others. They are kind, compassionate, and concerned with others’ well-being. They readily share information about themselves and the organization. Being a good listener, seeking feedback, and incorporating the ideas of others into decisions are behaviors of a connected leader who cares about people.

Dependable—People trust leaders who honor their commitments. DWYSYWD—doing what you say you will do is a hallmark of dependable leaders. They do this by establishing clear priorities, keeping promises and holding themselves and others accountable. Dependable leaders are punctual, adhere to organizational policies and procedures, and respond flexibly to others with the appropriate direction and support.

Trust enables cooperation, encourages information sharing, and increases openness and mutual acceptance. It creates a culture of safety that leads to greater innovation and appropriate risk-taking. Trust also paves the way for unleashing employee engagement. A 2016 study we conducted showed leader trustworthiness is highly correlated to the five key intentions that drive employee work passion: discretionary effort, intent to perform, intent to endorse, intent to remain, and organizational citizenship.

Building trust is a skill that can be developed. You can learn how to become more trustworthy by being able, believable, connected, and dependable in your relationships, and therefore more trusted by your employees. Trust doesn’t happen by accident. YOU make it happen.

Musings on Trust and Father’s Day

cropped-trust-156270051.jpgRandom musings on trust and Father’s Day…

Dad’s have a one-of-a-kind opportunity to be a role model of trustworthy behavior. Let’s not blow it!…

Young children need an environment of safety and security to develop a healthy sense of trust. Dads can help cultivate that environment by keeping their commitments. Kids need to know without a doubt that if Dad says he’ll do something, it’s as good as done…

Dads, when was the last time you told your children you love them and are proud of them? Staying connected to your children emotionally is a critical aspect of building trust. Be sure to keep your “I love you’s” up to date…

When your children think of integrity, wouldn’t it be great if the picture they have in mind is of you, Dad? You can be that role-model of integrity by being honest, admitting your mistakes, treating others fairly, and being a man of your word. Don’t blow your integrity for short-term gain…

Feel like you don’t know how to be a good dad because you didn’t grow up with a healthy role-model of a father? I know you how you feel. Seek out others who are great dads to be your mentors and learn from them…

Don’t get down on yourself when you make mistakes. Being a dad is on-the-job training. Admit it when you mess up, apologize, and work to do better next time. Kids are incredibly forgiving…

Consistency is key to building trust. It’s the little things you do repeatedly over time that build a strong bond of trust with your kids. When it comes to trust, the little things do matter…

Happy Father’s Day to all the dads out there! Don’t take trust for granted. Remember, trust is not a destination, it’s a journey. Travel well!

Spin Belongs in The Gym, Not The Workplace – 4 Ways to Increase Transparency

I have a motto when it comes to honesty and transparency at work: Spin belongs in the gym, not the workplace.

Spinning the truth is a way of shaping our communications to make our self, the company, or the situation appear better than it is in reality. It’s become so commonplace in the corporate world that many times we don’t even realize we’re doing it. We “spin” by selectively sharing the facts, overemphasizing the positive, minimizing the negative, or avoiding the obvious, all in an attempt to manipulate the perception of others. See if a few of these spins on the truth sound familiar:

  • “We are optimizing and rightsizing our human capital.” (aka, We are eliminating jobs and laying off people.)
  • “Quarterly revenue was adversely affected by marketplace dynamics.” (aka, We failed to hit our revenue goal.)
  • “Brian’s strength as a salesperson is developing creative business deals and client partnerships, as opposed to the tactical elements of his role.” (aka, We can’t or don’t want to hold Brian accountable for his administrative responsibilities as a salesperson because he brings in too much revenue.)

Spinning the truth is one of the most common ways leaders bust trust. It also leads to tremendous inefficiencies because people are confused about roles, they duplicate work, balls get dropped, and people resort to blaming others. Poor morale, cynicism, and political infighting become the norm when honesty and transparency are disregarded.

There are macro-level societal events and trends driving the need for greater transparency in the workplace. We’re all familiar with the digital privacy concerns related to the pervasiveness of technology in our lives, and we’ve witnessed the corporate scandals of blatant deceit and dishonesty that’s contributed to record low levels of trust. The global meltdown of trust in business, government, and other institutions over the last several years has generated cries for more transparency in communications, legislation, and governance. Oddly enough, research has shown that in our attempts to be more transparent, we may actually be suffering an illusion of transparency—the belief that people are perceiving and understanding our motivations, intents, and communications more than they actually are.

But at the individual, team, and organization levels, what can we do to build greater trust, honesty, and transparency? I have four suggestions:

  1. Provide access to information. In the absence of information, people will make up their own version of the truth. This leads to gossip, rumors, and misinformation which results in people questioning leadership decisions and losing focus on the mission at hand. Leaders who share information about themselves and the organization build trust and credibility with their followers. When people are entrusted with all the necessary information to make intelligent business decisions, they are compelled to act responsibly and a culture of accountability can be maintained.
  2. Speak plainly. Avoid double-speak, and reduce or eliminate the use of euphemisms such as right-sizing, optimizing, gaining efficiencies, or other corporate buzzwords. When people hear these words, their BS detectors are automatically activated. They immediately start to parse and interpret your words to decipher what you really mean. Speak plainly in ways that are easily understood. Present complicated data in layman terms and focus on having a dialogue with people, not bombarding them with facts. Our team members are big boys and girls, they can handle the truth. Be a straight-shooter, using healthy doses of compassion and empathy when delivering tough news.
  3. Share criteria for making decisions. When it comes to making tough decisions, I believe that if people know what I know, and understand what I understand, they will be far more likely to reach the same (or similar) conclusion I did. Even if they don’t, they will usually acknowledge the validity of my decision-making criteria and respect that I approached the process with a clear and focused direction. Unfortunately, many times leaders are afraid to share information or their decision-making criteria because they don’t want to be second-guessed or exposed to legal risk. We’ve become so afraid of being sued or publicly criticized that we tend to only share information on a “need to know” basis. Sharing information on your decision-making process will help people buy into your plans rather than second-guessing them.
  4. Create communication forums. A lack of communication is often the root of dysfunction in organizations. The left hand doesn’t know what the right hand is doing and no one seems to take ownership of making sure people are informed. Everyone likes to blame the Corporate Communications department for the lack of information sharing in the organization, but that blame is misplaced. Let me tell you who has the big “R” (responsibility) for communication—YOU! If you’re a leader, it’s your responsibility to create forums to share information with your team. Ultimately, this starts at the top. A President or CEO cannot delegate communications to some other function. It’s the top dog’s responsibility to ensure alignment all throughout the organization and the only way that starts is to frequently and openly communicate. The forums for communication are only limited by your imagination: town hall meetings, email updates, newsletters, video messages, department meetings, lunch gatherings, and team off-site events are just a few examples.

Spin is a great activity for the gym and it keeps you in fantastic shape. However, in the workplace, spin is deadly to your health as a leader. It leads to low trust, poor morale, and cynicism in your team. Keep spin in the gym and out of the workplace.

 

3 Proven Strategies for Leading Virtual Teams

Virtual Team CloudIn 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. A little more than 20 years after I submitted my telecommuting proposal, the world has become a smaller place. My organization has associates in Canada, the U.K., Singapore, France, 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.

How To Tell Someone You Don’t Trust Them Without Destroying The Relationship

Addressing low trust in a relationship is a challenging issue. As soon as the “t” word—trust—is mentioned, emotions start to rise, defensiveness climbs, and people begin to feel uneasy about where the conversation is headed.

When I conduct workshops on building trust, participants often ask me for advice about how they can tell someone they don’t trust them. That’s because trust is not a topic most people are comfortable talking about, and few are equipped to handle a trust conversation in an objective, productive, and respectful way that strengthens the relationship rather than tearing it apart.

The key to addressing a lack of trust in a relationship is to not focus on trust itself, but on the behaviors causing low trust. In fact, as a general practice, I recommend trying to avoid using the “t” word completely during the trust conversation. By focusing on behaviors, you and the other person can zero in on what you can control; how you treat each other.

But how do you do that? How do you convey to someone you don’t trust them by only talking about behaviors? There are three basic steps:

  1. Diagnose which element of trust is low. Before you can even begin to discuss specific behaviors causing low trust, you have to diagnose which element of trust is being eroded. That’s because trust isn’t a one-dimensional concept. Research shows that trust is made up of four elements: competence, integrity, care, and dependability. Depending upon the context and nature of the relationship, some elements may be emphasized more than others, but all are still important and needed to some extent. For example, competence, integrity, and dependability may be more relevant in the relationship with your auto mechanic, while demonstrating care may be less so. You want to make sure the mechanic is knowledgeable about fixing your car, charges you a fair price, and completes the work on time. Although care is less important in this context, if the mechanic is rude and treats you disrespectfully, it may cause you to wonder if he/she truly has your best interests in mind and therefore erode your trust in him/her.
  2. Identify the specific behaviors causing low trust. When you feel you don’t trust someone, it’s rarely a situation where you distrust everything about the individual. It’s almost always one or two key behaviors driving the erosion of trust in the relationship. Once you’ve diagnosed which element of trust is low, you can then narrow down the behaviors causing the gap in trust. For example, let’s look at dependability. People are dependable if they behave in ways that show they are reliable, responsive, and accountable. Those kinds of behaviors look like meeting deadlines, following through on commitments, being readily available or getting back to you in a reasonable amount of time, and holding themselves accountable for the results of their commitments. If you are experiencing low trust with a colleague because he/she isn’t dependable, you’ll close the trust gap quicker and easier by getting crystal clear on the behaviors causing low trust and how you can fix them.
  3. Provide feedback on the behavior. Giving feedback to someone is a moment of trust in the relationship. It’s an opportunity to either build trust or erode it, so it’s important you approach the situation with a clear purpose and plan in mind. Once you’ve diagnosed which of the four elements of trust is being eroded, and narrowed down the specific behaviors causing that erosion, the next step is to provide feedback on those behaviors and develop a plan for strengthening them moving forward. Focus the conversation on the behaviors the person can control and change moving forward, not on general personality traits or characteristics. Resist the urge to over-generalize or soft-pedal the feedback. Be descriptive, specific, and describe the negative impact resulting from the behavior, but also assume best intentions on the part of the other person. Finally, keep the conversation focused on problem solving the troublesome behaviors and moving forward in a productive way. Using our previous example of addressing a trust gap caused by someone’s lack of dependability, the feedback might sound something like: “Sarah, we need to discuss the weekly project status reports. You’ve missed the Friday deadline the last three weeks, and as a result, the executive team has had an incomplete picture of the overall project status for their Monday meeting. I’m concerned because this isn’t normally like you. Can we talk about what’s been going on and figure out a plan to make sure we get this corrected?” In this example, without using the word trust, you’ve addressed the behaviors causing low trust with Sarah and have begun to put a plan in place to rebuild trust moving forward.

No one considers themselves to be untrustworthy, so to flat-out tell someone, “I don’t trust you,” will usually lead to damaging the relationship further and make the recovery of trust all that harder, if not impossible. But by diagnosing the elements of trust being eroded in a relationship, identifying the specific behaviors at the root of the issue, and discussing ways to address them moving forward, you can get trust back on track while preserving and growing the relationship.

3 Things About Leadership I Learned From a 1 Hour Conversation With President Obama

This past Monday I had the great fortune of sitting in on a conversation with former U.S. President Barack Obama.

Before I sound too prideful or self-aggrandizing, let me clarify something. I was in a room with 10,000 of my not-so-closest friends, and I wasn’t actually involved in the discussion, per se. I attended the Association for Talent Development 2018 Conference and Barack Obama was the opening keynote speaker. He engaged in a conversation with Tony Bingham, the CEO of ATD, and I got to listen in. But still, the former president was relaxed, open, and made all the attendees feel like they were part of the discussion.

The conversation was wide-ranging, covering the importance of values, inclusion, learning, diversity of perspectives, and many other topics relevant to leaders today. President Obama made three points that really caught my attention:

  1. Have high expectations for your people—In his first presidential campaign, Obama’s organization was hugely successful in leveraging the talents of young people in their early to mid-20’s. The former president reflected on how they challenged these young folks to rise to the occasion, even though many of them had not yet had significant job responsibilities. The Obama campaign enlisted their support, trained them, and trusted them to do good work, and the vast majority of the time they delivered. In my experience, I’ve found it’s common for leaders to under-challenge their teams. We talk a good game about setting BHAG’s—Big, Hairy, Audacious Goals—but most of the time the goals we establish are pretty modest and achievable. I was inspired to set goals that challenge my team to not only stretch, but extend themselves out of their comfort zones.
  2. Call on the outer circle—In perhaps my favorite story, Obama shared a leadership practice he developed some time during his first term in office. When the President meets with the Cabinet, seated around the table are all the heads of the various federal departments and any other senior advisers the president wants in attendance. Seated behind all the principals at the table are their respective staff members, each bearing stacks of papers, briefing books, and any other relevant reports or data needed for the meeting. President Obama routinely observed all the principals being fed information from their staffers, so he decided to start randomly calling on the “outer circle” to solicit their opinions. He said it was surprising and awkward at first, primarily for those staffers put on the spot, but he continued with the practice because it brought diverse ideas and perspectives to the discussion. This story served as a good reminder about the importance of hearing and understanding points of view different from my own. How are you doing in this regard? Are you soliciting input from the outer circle, especially people who may see things differently than you, or do you only seek the input of those who you know will agree with you?
  3. Focus on what you want to accomplish, not a position or title—A recurring theme of President Obama’s talk was being of service. He encouraged everyone to focus on the impact they want to make in their work, and not be overly focused on a particular title or role. The titles and accolades will usually come, but only after we’ve made our impact seen and known. Although he didn’t use the words servant leadership, that’s exactly what Obama described. Servant leaders put the needs of others ahead of their own and they look for ways to be of service. Being of service does not equate to being a passive or milquetoast leader. In fact, it’s just the opposite. Servant leaders see a need and take action to meet it. Servant leaders are proactive and future-focused, and they look to make the world a better place as a result of their efforts. Our culture encourages us to glory in praise, titles, and fame, but the true leaders in life are those who look to serve others as a way to fulfill their greater purpose in life.

Most of us will never achieve a position remotely as influential as President of the United States. But all of us, regardless of our station in life, can apply these three common-sense principles of effective leadership to make a small dent in our corner of the universe.

Quit Babying Employees Through Change and Do This Instead

Hey leaders, let me ask you a question: Do you ever feel like the burden of successfully implementing an organizational change rests squarely on your shoulders? I know that I have frequently felt that way and I’m sure you have too.

Tell me if this sounds like your typical to-do list when leading a change effort:

  • Build the most persuasive business case to convince people of the need for change
  • Craft the perfect communication plan to address every possible question
  • Patiently address every concern with empathy so people “feel good” about the change
  • Make the change as easy as possible so people aren’t disrupted too much
  • Control the pace of change so people don’t have to change too much too fast

Notice the similarity in all those items? You, the leader, is responsible for everything related to the change effort. No wonder you feel exhausted.

These are all important items that need to be addressed when implementing change. However, the result of the leader assuming responsibility for convincing employees to change, getting their buy-in, and making change as easy as possible actually creates learned helplessness among employees. Leaders babying employees through change denies them the personal growth of developing resiliency and readiness to change.

In her book No Ego—How Leaders Can Cut the Cost of Workplace Drama, End Entitlement, and Drive Big Results, Cy Wakeman offers two commonly held beliefs about change that actually force leaders to shoulder all the burden and rob employees of personal responsibility in adapting to the change.

Myth #1: Change is Hard—Wakeman says that leaders who believe this tend to over-manage and under-lead. If the goal is to make change easier and more palatable for people, then leaders end up shouldering all the burden for the success of the change initiative (see the to-do list above). This creates a culture of learned helplessness, and when employees figure change isn’t their responsibility, they fail to develop resiliency and readiness for what’s next.

Myth #2: We Can’t Handle So Much Change—The marketplace never stops changing, Wakeman points out, and it’s indifferent to people feeling uncomfortable or disturbed. Resistance to change usually comes from those who find themselves unready and they fear being exposed. Instead of asking “How can we make this change easier for you?,” leaders should be asking “How can we build your skills to be better at change?” Effective leaders help people understand that change is inevitable, necessary, and neutral. They coach people through a process of incremental growth to build their skill at being ready for change.

So the next time you’re faced with leading a change effort, question your long-held beliefs about how you should lead. Your efforts to make change easier for employees, or to slow down the pace of change, may actually make the change effort more difficult. Instead, teach your employees how to exhibit self-leadership and take responsibility for developing their own readiness for change.

Boss Doesn’t Trust You? Here Are 4 Likely Reasons Why

We’ve all probably had an instance or two when our boss hasn’t shown trust in us. I recall one situation where I was bypassed for a critical project. I felt demoralized that I wasn’t trusted enough to get the assignment. I was ticked-off at my boss’ decision and I also felt disappointed in myself for not having done enough to earn the trust of my boss so that I was the natural first choice when this project came along.

There could be dozens of reasons why your boss doesn’t trust you in a particular situation, but they all can be traced back to the ABCD’s of trust: able, believable, connected, and dependable. Research has shown these four elements comprise trust in a relationship. A fundamental truth about trust is that it’s based on perceptions, and it’s our use of trustworthy or untrustworthy behaviors that cause others to form a perception about our trustworthiness. If your boss is showing a lack of trust in you, examine the behaviors you’re using, or not using, under each of these four elements of trust to determine which element of trust is lacking.

AbleDemonstrating Competence. Being able means you possess the skills, knowledge, and expertise appropriate for your role or job. You demonstrate your competence by establishing a track record of success, consistently achieving your goals, and effectively solving problems and making good decisions. Could it be there is an element of your competence that you boss doesn’t quite trust? If so, what could you do to build your competence in that particular area?

BelievableActing with Integrity. Integrity is at the heart of trustworthiness and it’s impossible to be fully trusted without it. High integrity people are honest, tell the truth, admit their mistakes, and act in alignment with their values and those of the organization. They walk the talk. If you’ve ever cut corners, taken the easy route instead of the harder but more ethical path, or refused to take ownership of your mistakes, it may be your boss has doubts about your believability.

ConnectedCaring about Others. Trustworthy people value relationships. They care about people and act in ways that nurture those relationships. Connected people establish rapport with others by finding common ground and mutual interests. They share information about themselves and the organization in a transparent fashion, trusting others to use information wisely. Most of all, connected people are others-focused. They place the needs of others ahead of their own. When you examine your relationship with your boss, do you need to strengthen your connectedness with him or her? People trust people they like and know, and you can’t underestimate the power of a personal connection in the workplace. If there is a lack of trust with your boss in this area, explore ways to build a deeper level of connection.

DependableHonoring Commitments. Fulfilling promises, maintaining reliability, and being accountable are critical aspects of being dependable. Trustworthy people do what they say they’re going to do. They don’t shirk responsibility or hold themselves to a different (i.e., lower) standard than others. In my experience, a lack of dependability is one of the chief causes for low trust in workplace relationships. As a leader myself, I need to be able to depend on my team members to do what they say they’re going to do, when they say they’re going to do it. Even if I have a high level of trust in a person’s ability, believability, and connectedness, if I can’t depend on them to come through in crunch time, I’m not going to trust them with critically important assignments.

Every language is built upon an alphabet, and the language of trust starts with the ABCD’s: able, believable, connected, and dependable. If your relationship with your boss is lacking in any of these elements, don’t worry, you can fix it. Building trust is a skill and you can learn how to become more trustworthy. But you need a game plan.

Consider attending our upcoming virtual training session on Building Trust on May 29th. In this four-hour training (two, 2-hour virtual sessions), you’ll not only learn the framework of the ABCD Trust Model and the associated behaviors that lead to high-trust relationships, you’ll take a self-assessment to understand your strengths and growth areas in relation to the ABCD’s of trust, gain practical skills in how to have trust-building conversations, and learn a three-step model for rebuilding broken trust. Seats are limited so register now!

Poor Customer Service Costs More Than You Think

“If you don’t take care of your customers, someone else will,” explain Kathy Cuff and Vicki Halsey, co-creators with Ken Blanchard of The Ken Blanchard Companies new Legendary Service® program.

A new infographic just published by The Ken Blanchard Companies identifies that poor customer service costs organizations in excess of $300 billion dollars annually.

Statistics shown in the infographic include results from a recent survey conducted by Blanchard involving more than 500 leadership, learning, and business development professionals. Survey results reveal that 78 percent of respondents have bailed on a transaction or not made an intended purchase because of a poor service experience. And a whopping 89 percent have begun doing business with a competitor following a poor customer service experience.

Survey results highlight three common mistakes organizations make that limit their customer service effectiveness.

  1. Failing to Define a Service Vision. 19 percent of organizations have only some degree of defined service vision. And another 14 percent have little to no service vision.
  2. Failing to Measure Customer Loyalty. 12 percent of respondents said their organizations do not measure customer service and another 16 percent said they didn’t know whether their organizations measured customer service.
  3. Failing to Train Employees. While 76 percent of respondents agree that customer service is everyone’s job, only 20 percent said their organizations provide training as a means for improving levels of service and only 15 percent provide training to managers of customer-facing personnel.

“Our approach with the Legendary Service program goes beyond traditional customer service training,” says Cuff. “Service is an organizational culture issue. Our goal is for everyone in the organization to see customer service as their job. Whether you’re an individual contributor, a manager, or the CEO of an organization, you must recognize that you can make a difference within your own realm of influence.”

“That begins by being Committed to customer service,” adds Halsey. “It continues with being Attentive to customer needs, Responsive in taking action, and finally, Empowered for the next opportunity to serve.”

You can download the infographic, access the research, and learn more about Halsey and Cuff’s recommendations at a free resources page on The Ken Blanchard Companies website.

%d bloggers like this: