Leading with Trust

4 Pillars of High-Trust Teams: How To Take Your Team to The Next Level

“In leadership, there are no words more important than trust. In any organization, trust must be developed among every member of the team if success is going to be achieved.” Leading With The Heart ~ Mike Krzyzewski

If the winningest coach in the history of college basketball says trust is a prerequisite for successful teams, then I stop to listen. But beyond the wisdom of Coach K, there is plenty of research that supports the critical role that trust plays in teams. High levels of trust can propel a good team to the level of greatness, fulfilling the old adage that the sum is greater than the parts.

Yet trust doesn’t happen by accident. The team needs to openly acknowledge that trust is a business requirement, vital to its success, openly discuss issues of trust, and put forth intentional effort to build and nurture trust in the team’s operations.

When I reflect on the study and research of teams that I’ve conducted, as well as my own experience leading and working in teams inside and outside the workplace, there are four key pillars of high-trust teams that stand out.

Safety—Sometimes the best way to describe something is to look at its opposite. The opposite of safety is fear. In a culture of fear, team members don’t take risks, innovate, or use their creativity out of fear of recrimination. Self-interest trumps the good of the team and secrecy, gossip, and poor morale are the norm. To develop a culture of safety, the team needs to encourage responsible risk-taking and eliminate the fear of repercussions. Mistakes are treated as learning moments and personal accountability is celebrated. A team leader taking ownership and admitting her mistakes is perhaps the most powerful act in creating team safety. Safety is also developed when leaders encourage healthy and respectful debate and transparently share information. To a person, members who feel safe in a team believe the team leader has their best interests in mind and personally cares for them. Simon Sinek’s popular TED talk video, “Why Good Leaders Make You Feel Safe,” expounds on this truth of high-trust teams.

Dependability—High-trust teams are characterized by team members who keep their commitments. Dependability, or following through on commitments, is one of the most widely recognized traits of trustworthiness. It doesn’t matter the context or type of team, dependability is a must. If you’re part of a football team, your team members count on you to run the right play and be in the right position at the right time. If you’re building a house for Habitat for Humanity, then your team is expecting you to finish your part of the job so they can work on theirs. If you’re part of a project team at work, your colleagues are depending on you to complete your assignments on time so the team meets its deadline. High-trust teams have a “no excuses” approach to working with each other. They follow the mantra of Yoda: “Do or do not. There is no try.” Team members have a sense of personal ownership and communicate openly and quickly if obstacles get in the way of meeting their commitments.

Competence—Don’t make the mistake of thinking high-trust teams are composed of a bunch of folks who like to hug, hold hands, and sing Kumbaya around the campfire. High-trust teams are filled with people who are highly competent in their roles. They take pride in extensive preparation and strive to always deliver their best work. Team members expect each other to bring their “A” game each and every day. If people slack off, then direct conversations occur to get that team member back on track. I like to remind my team that everyday at work is a job interview and each of us should bring our best effort to the table. Team members who value competence know that learning is a life-long pursuit. They constantly develop their expertise and are willing to share their knowledge with team members because it makes the team stronger as a whole.

“Talent wins games, but teamwork and intelligence win championships.” ~ Michael Jordan

Character—The best teams, those with high levels of trust and productivity, are filled with team members of high integrity. They exhibit a personal code of conduct that compels them to choose the right path, even if it’s the harder one. These kind of team members exhibit a “we, not me” mentality. They consider the needs of the team a higher priority than their personal desires. In sports, this is the team member who comes off the bench and gives her all, even though she feels like she should be in the starting lineup. In the workplace, it’s the team member who has the courage to confront another team member who isn’t acting in alignment with the team’s values or norms. High-character team members have the mental and emotional fortitude to stand for what’s right, knowing that in the end, it’s better to come in second place having gone about their work the right way, rather than lying or cheating their way into first place.

“I look for three things when hiring people. The first is personal integrity, the second is intelligence, and the third is high energy level. But if you don’t have the first, the other two will kill you.” ~ Warren Buffet, CEO of Berkshire Hathaway

Trust has been described as the “magic ingredient” of organizations. It is simultaneously the glue that holds everything together, while also being the lube that allows all the parts to work together smoothly. In order to make that magic a reality in our workplaces and take our teams to the next level, we need to focus on creating safe environments where people can fully commit to bringing their best selves to work, build systems and processes that encourage personal dependability, commit to continuously developing the competence of team members, and demand ethical behavior as the ticket of admission for being part of our teams.

3 Steps to Opt-Out of The Rat Race and Achieve Lasting Fulfillment

So how are you doing with that New Year’s resolution? What’s that you say? You can’t even remember your resolution? If you’re like me, the rat race of life has taken over and you’ve been focused on other things. We aren’t alone. Surveys show that a few days into a new year 22% of people have already broken their resolution, 11% have abandoned them altogether, and only 8% will keep their resolution all year.

It seems as though the rat race wins every time, yet we keep coming back for more. In fact, we seem addicted to the constant pursuit of self-optimization. Notice I didn’t say self-improvement. Our culture has moved beyond the old-school simplicity of improving ourselves through ways like reading a book, taking a class, or developing self-awareness. Instead, we opt for the high-tech version of self-optimization of hacking our way to improved productivity, the monitoring of every possible biochemical process in our bodies to achieve peak performance, and having apps to remind us of how woefully short we’re falling from achieving our goals. We are literally trying to improve ourselves to death.

Ready to Opt Out of the Rat Race?

It’s easy to forget that we are human beings, not human doings. We get so focused on what we’re doing that we forget to just be. We wear our busyness like a badge of honor, when in reality it’s a scarlet letter that shows our priorities are all jacked up. When was the last time you just sat in quiet reflection for any amount of time? No, we tend to eschew self-reflection because it’s easier to stay busy with checking our phone for incoming email, new posts on social media, current news headlines, or the latest celebrity gossip.

But we have a choice. We can choose to focus on being, rather than doing, and I would argue it’s necessary to have a healthy balance of both if we want to live joyful, fulfilling, and contented lives. The rat race isn’t all it’s cracked up to be. As Lily Tomlin wisely said, “The trouble with the rat race is that even if you win, you’re still a rat.”

The problem with the rat race is that even if you win, you’re still a rat. ~ Lily Tomlin

So how can we opt out of the rat race? I have three suggestions:

  1. Live for something bigger than yourself. Blaise Pascal had this to say about mankind’s search for ultimate meaning: “This he tries in vain to fill with everything around him, seeking in things that are not there, the help he cannot find in those that are, though none can help, since this infinite abyss can be filled only with an infinite and immutable object; in other words by God himself.” Living for something bigger than yourself means you are clear on your purpose and priorities. If you don’t have a clear sense of living for something bigger that drives your actions, then other people will determine your course for you.
  2. Focus on others, not yourself. It’s a paradoxical truth in life that the more you focus on serving other people, the happier you are with yourself. Serving others brings joy, gratitude, and contentment. Focusing on yourself ultimately brings anxiety, discontent, and loneliness. Life is better lived in community and service with others.
  3. Learn to be content with your limitations. What?! Isn’t that anathema to the current thinking of self-optimization! Yes, it is, but it’s crucial in breaking free from the chains of the rat race. We all like to think we can do anything we set our mind to, and it’s counter-cultural to suggest otherwise. The reality is that we can’t do it all. Those who are happiest in life are those that have learned to accept their strengths and weaknesses for what they are, and to focus their time and energy in areas where they perform best. There’s a tremendous amount of relief that comes from being able to say “You know, I’m not the best at doing that. Why don’t you give someone else the opportunity?”

If you’re disappointed because you abandoned your resolution before January was over, or if you feel the stress and anxiety of trying to keep all the plates spinning, consider these three suggestions. Life is better when we remember we are human beings, not human doings.

The Leader is the Topic of Dinner Conversation – What is Your Team Saying About You?

As a leader, have you ever considered that you are often the topic of dinner conversations of your employees?

Think about it for a second in relation to your own life. How often do you find yourself talking to your spouse or family members over a meal about things that happened at work and how your boss treated you? It happens quite a bit, doesn’t it? So why wouldn’t your employees be doing the same thing in relation to you?

Viewing the impact of your leadership through the eyes of how your employees describe their workday can profoundly shape your leadership style and practices.

When your team members have dinner with their families, are they talking about:

  • How you micromanaged them to the point where they question their own competence and believe you must think they are idiots?
  • The only time you interact with them is when you find fault with something or have negative feedback to deliver?
  • How you only care about yourself and impressing your own boss?
  • You not having a clue about their jobs because you never took the time to learn what they do?
  • How untrustworthy you are because you frequently break your commitments?

Or does the dinner conversation of your team members center around:

  • How good you made them feel when you praised them for a job well done?
  • The faith you showed in them by giving them a challenging new project?
  • How you built trust by admitting your mistake in front of the team and apologizing for your behavior?
  • How you went to bat for your team by advocating for their needs with senior leadership?
  • The great example you set by jumping in to help the team meet a critical deadline?

I’m not suggesting the goal of your leadership style should be to make your employees your best buddies or send them home with warm fuzzies at night because you’re such a nice guy. We all know leadership is a tough gig. It’s not unicorns and rainbows every day.

What I am suggesting, however, is to view the ultimate impact of your leadership through the eyes of your employees. Start with the end in mind. What is the legacy you want to leave? What do you want team members saying about the impact of your leadership long after you no longer work together?

You know your team members will be talking about you over dinner. What do you want them to say?

The 1 Thing That Provides “Overdraft” Protection for Your Relationship Bank Accounts

Insufficient Funds—Maybe you’ve had that awkward experience when you’ve reviewed your bank account statement and discovered you made a purchase but didn’t actually have enough money in your account to cover it. Most likely you had overdraft protection on your account. That’s where the bank will advance you the money, allow the payment to be processed, but charge you an extra fee for covering your indiscretion. Overdraft protection is valuable insurance, because even though you may not intend to spend money you don’t have, sometimes you overdraw your account by mistake.

Sometimes we overdraw our relational bank accounts too. Careless words that hurt feelings, angry reactions that leave emotional scars, or broken promises that lead to disappointment…all examples of an overdrawn relational bank account.

Fortunately, we have overdraft protection for relationships and it’s called trust. I experienced this overdraft protection recently with a colleague at work. My coworker unintentionally said some things about me that were hurtful and not true, but since we had the overdraft protection of a high level of trust in our relationship, we were able to:

  • Address the issue directly – I confronted my colleague about what she said and was able to honestly share my feelings with the confidence it would lead to productively repairing the situation rather than making it worse.
  • Discuss the issue openly and honestly – Trust allowed us to talk about the issue objectively and without fear of reprisal. Our history of trust had demonstrated we were both committed to the value of the relationship and were willing to discuss the hard issues in a way that was respectful and honoring to each other.
  • Hear each other – It’s one thing to listen, it’s another to actually hear what’s being said. The trust we have in our relationship allowed us to hear one another. My colleague was able to hear how I felt about what she said and I was able to hear about what the intentions were behind her words.

Trust serves many purposes in a relationship. It’s the foundation of all successful, healthy relationships, and it’s also the fuel that powers relationships to higher levels of growth and intimacy. Trust is the lubrication that keeps relationships functioning smoothly, and thankfully, it’s the overdraft protection when relationships get overdrawn.

Leave a comment and feel free to share about your own experiences where trust has provided overdraft protection in your relationships.

Want to Attract Top Talent? Tell The Story!

Enjoy this guest post by Mark Miller

When working on the research and the book, Talent Magnet, I was intrigued by the formula representing the strength of an actual magnet:

B2A

The B refers to the strength of the magnetic field and the A is the Area (size of the surface).

Although all of this is applicable, I think many organizations are missing out on the A, or size of their magnet. Let me explain…

For our purposes, let’s transform the A from area to Awareness. Just like a magnet with a small surface area has limited pull, an organization with little Awareness of the employee value proposition has little drawing power. The bottom line: assuming you have a message worth sharing (B), you must Tell the Story! The better you do, the larger the Awareness and awareness always precedes attraction!

Unless there is awareness of the organization’s most desirable attributes outside your current employees, there is little chance Top Talent will wander in the door hoping to find a job. Organizations who consistently attract Top Talent excel in their ability to Tell the Story.

Leaders sometimes are deceived into thinking orientation is the place to Tell the Story. Orientation is too late. By then you have a room full of people who may or may not qualify as Top Talent. If you truly want to attract great people, you must proactively spread the word your business is a place where leaders are engaged, there is a path for people to grow, and there is a compelling vision that reaches beyond the four walls of the workplace.

There are many ways and many places to Tell the Story. Leaders must identify where Top Talent is likely to be and make sure the story spreads to those places. No matter how good you are, without creating awareness of what is going on in your organization, you receive no credit for your efforts.

Make the promise Top Talent wants to hear, keep it, and then make sure the people you are looking for know what they will get if they join your team. A magnet with a small surface area is weak, and your ability to attract Top Talent will be also, unless you find new and creative ways to continually Tell the Story.

About Mark Miller

Mark Miller is the best-selling author of seven books, an in-demand speaker and the Vice President of High-Performance Leadership at Chick-fil-A. His latest book, Talent Magnet: How to Attract and Keep the Best People, unveils the three critical aspects of a true talent magnet, and explores the deeper meaning of each in a clever and entertaining business fable.

A Positive Culture Starts With One Uplifting Person. Will That Be You?

Enjoy this guest post by Marcella Bremer

Have you ever worked in a positive culture? If you frown, then you haven’t! A positive culture gives people wings and swings results into a positive spiral. It “broadens and builds” people and organizations as Barbara Fredrickson researched. When people feel positive, they become more open and resourceful and achieve better results which reinforces the positivity. A positive culture contributes to the bottom line as positive organizations are engaged, innovative, competitive, agile, collaborative, and productive.

Isn’t that too good to be true? Well, no! Scientifically validated research shows that positive leadership (of yourself, and others) is the key to a positive culture and quantifiable positive outcomes.

This is important because many people don’t believe that a positive culture is possible. Maybe you started your work life optimistically, then you turned realistic and, finally, you may feel pessimistic or cynical because your workplace is far from positive. Yet, this is what companies such as Ford, Kelly Services, Burt’s Bees, Griffin Hospital, and Zingerman’s have been doing. They prove that you can create positive change in your organization through simple actions and attitude shifts.

What is a Positive Culture?

Positive leaders can change what is “normal” and all positive cultures have four ingredients. Based on positive psychology, positive cultures cherish an “abundance mindset.” There’s trust that there will be enough for everyone and aims to enlarge the pie instead of dividing its parts resulting in winners and losers. This first ingredient, Positive Awareness, helps to see more solutions, the half-full glass, and positive potential that is waiting to be realized. We are often used to aim for the default baseline: “We fix a problem to go back to normal”. Positive cultures aim for “positive deviance” where people are performing beyond expectations but without exhausting anyone or pushing too hard.

A positive culture builds on what is already working well. It appreciates people for their unique contributions. This is the second ingredient: Connection and Collaboration. It includes leadership basics such as connecting with and caring for people, being authentic and honest, communicating continuously and coaching people as well as stimulating them with compliments.

The third is a meaningful Shared Purpose that people like to contribute to, and the fourth part of positive cultures is Learning and Autonomy. People are trusted to do their work and even excel. People have choices and enjoy autonomy—no micro-management needed, no detailed instructions. Learning is the norm, and developing ideas together, learning from mistakes, and trying out things is appreciated. There’s no need to be perfect and no fear to “lose face.”

There’s only one requirement: that you engage and commit. When you work in a positive culture, you go “all in.”

What Positive Culture is Not

The issue with positive culture is that it can sound corny. “Positive means fake smiles, slacking off, and dreaming.” Let’s quickly look at these three common objections.

A positive culture stimulates people to be authentic at work so they can give their best. That includes off-days and occasional bad tempers. No need to fake a smile. Just be you and solve what you can solve – knowing that it will pass. Slacking off is the opposite of achieving positive deviance with a team. Positive leaders (and co-workers) give candid feedback to anyone who doesn’t contribute to the team as expected – and they try to help them improve.

Positive people might also be more realistic than cynics. Yes, really. Research shows that we’re wired to focus on the negative because that helped us survive physical dangers. Nowadays, it’s helpful to be able to see the positive potential that’s hiding in plain sight. No dreaming needed: stay grounded and work toward the best possible outcome.

What Can You Do?

So, what could you do to develop a more positive organization? What is interesting, is that organizations operate as non-linear networks. This means that you can influence your workplace. My book Developing a Positive Culture shares many tools to develop a more positive culture, with Interaction Interventions and/or Change Circles.

Culture happens when people get together because they copy, coach, and correct each other all the time. Culture is sustained in every interaction so if you start changing interaction patterns, you start to influence the system.

Interaction Interventions are small interactions that you can do on a daily basis to influence your meetings, co-workers, and eventually the organizational network. They are small but not insignificant, especially if you team up with like-minded co-workers. Interactions in meetings matter to the culture, so I share ways to make meetings more interactive and positive. I also share tools for leaders to work with their teams on values, purpose, positive challenges, and trust.

Next, there are Change Circles if you want to enroll the whole organization in culture change. This is a larger-scale approach that works if there’s attention for personal interactions in small groups that influence the culture.

Start with Kindness

So, how positive is your current contribution? What would happen if you role-model kindness, whatever your position at work? You understand that everyone tries their best, and everyone can make mistakes. So, you show compassion. You don’t take things too personally. It is safe to share “failures” or doubts with you.

You are present for your coworkers and teams. You give genuine attention. You give compliments. It costs nothing. All it takes is you: the best version of you. You can start today, no matter how busy you are or how challenging it may be to see something good in your coworkers.

But What If It Is Not Easy?

But what if you work in a corporate environment that does not “do” kindness? You may be labeled as weak, or you may be mocked. How kindness is perceived, depends on the current culture. Yes, being kind sometimes takes courage! Yet, a positive culture can start with one person who interacts kindly and offers a positive perspective… Are you going to be that uplifting example?

My book Developing a Positive Culture focuses on what you can personally do to develop a positive culture. Based on both research and practice, you’ll see how to engage your co-workers with Interaction Interventions or Change Circles. If you influence one person, one interaction at a time, you contribute to a more positive organization.

About Marcella Bremer

Marcella Bremer, MScBA, is an author and culture consultant. She is the author of Developing a Positive Culture Where People and Performance Thrive and co-founder of the online Positive Culture Academy. You can receive weekly inspiration to energize and engage your workplace from her blog, Leadership & Change Magazine.

Forget Work-Life Balance and Focus on These 5 Things Instead

Work-life balance is a fallacy.

The very term is an oxymoron. Is “work” something you do apart from your “life?” Does your “life” not consist of your “work?” And think about the definition of the word balance – “a state of equilibrium or equal distribution of weight or amount.” We have bought into the idea that having fulfillment in our personal and professional lives means we must give them equal weight and priority. It sets up a false dichotomy between the two choices and leads to perpetual feelings of guilt and remorse because we never feel like we’re giving 100% in either area.

Instead, we need to seek work-life harmony. Consider the definition of harmony – “a consistent, orderly, or pleasing arrangement of parts; congruity.” Work-life harmony is rooted in an integrated and holistic approach to life where work and play blend together in combinations unique to each individual. I can’t define what harmony looks like for you, but I can share five ways to help you discover it for yourself.

  1. Be clear about your purpose in life—First of all, you need to know that you matter. You are not here by accident. You were created for a purpose in life and there is no one else like you on this planet. Second, clarifying your purpose provides focus, direction, and energy to every area of your life. My life purpose is to use my gifts and abilities to be a servant leader and ambassador of God’s grace and truth.It’s the unifying force that energizes how I live, determines my priorities, illumines what’s truly valuable in life, and provides perspective and purpose to all I do. If you need help writing a personal mission/purpose statement, check out this five-step process from my friend and colleague Jesse Stoner.
  2. Seek contentment, not happinessOur society is good at selling the lie that you can have it all. We buy into the myth and then wonder why we’re discontent and unhappy when we discover it’s not possible to be the brilliant CEO, perfect parent, super coach of the sports team, and committed community volunteer. “Happiness” is the pop-psychology topic du-jour and there’s no shortage of literature and experts telling us that achieving happiness should be our primary goal in life. Happiness is dependent on your circumstances, whereas contentment comes from a deep-seated joy and satisfaction of living out your life purpose. Happiness is fine, but true work-life harmony comes when you find contentment. Happiness comes and goes; contentment sticks. 
  1. Understand the seasons of life—Life is defined by seasons, just as we see in nature as Spring leads to Summer, which turns to Fall, which gives way to Winter. In different seasons of our lives we will have different priorities. Whether it’s completing our education as young adults and getting established in our careers, to raising a family, to increasing our influence and impact in the work we do as seasoned veterans, or ushering in a new generation of leadership, our focus areas will ebb and flow. When driven by our sense of purpose, they all fit harmoniously together at the right time in the right way. 
  1. Establish reasonable boundaries—When you are clear on your life’s purpose, core values, and beliefs, you can make wise decisions about the use of your time, talent, and treasure. You can support work-life harmony by setting up systems and structures that keep you focused on the most important priorities in your life. The banks of a river provide the boundaries that support the direction and flow of the water. Without those boundaries, the river becomes nothing more than a large puddle. Setup healthy boundaries that keep you focused in the right direction. 
  1. Be present—Because we operate from a mindset of work-life balance instead of harmony, we tend to engage in a constant mental battle of worrying about how much time we’re devoting to one area of our life. It creates stress, tension, and guilt, because we always feel we’re out of balance, spending too much energy on one aspect of our lives at the expense of another. The result is we’re never fully present and invested in all areas of our life. When we’re at work we’re mentally consumed with what we should be doing at home. When we’re home we’re not engaged with our families because we’re preoccupied with what we need to do at work. Enough already! Being present and focused in the moment increases our joy and satisfaction tremendously which benefits us in all areas of our life.

Achieving work-life harmony isn’t easy. It involves trial and error, learning what works and what doesn’t. There is constant assessment and re-calibration of how you’re investing your time and energy, but the payoff is less stress, peace of mind, and increased devotion and passion toward all you do in life.

Failing to Take These 10 Actions Will Sink You As a Leader

Enjoy this guest post from Scott Mautz:

As a leader, you don’t want to be defined by the things you didn’t do.

It’s hard enough to get right what you are acting on, let alone worry about what you’ve missed. But there’s no shortage of Monday morning quarterbacks who will take pot shots at you for the plays you didn’t run.

So, here’s the rest of the playbook.

Take action on these painful omissions:

  1. Failure to decide—Indecision can paralyze an organization. It can create doubt, uncertainty, lack of focus, and even resentment. Multiple options linger, sapping an organization’s energy and killing a sense of completion. Timelines stretch while costs skyrocket. And as we vacillate competition can eat our lunch. Choosing not to decide is a choice, with consequences.
  2. Failure to resolve conflict in a timely fashion—Debate is a healthy and necessary component of everyday business. Sometimes debate can grow uncomfortable, which is OK if respect is maintained, and transparency is prevalent. It’s when the leader allows the debate to devolve to lingering conflict that trouble arises. Ill will can quickly build, reality can be distorted as both sides spiral into an “us vs. them” mentality, and inefficiency and stress surges. So, cut off disrespectful behavior. Deflate, not elevate, overly emotional behavior and channel unproductive passion into high-energy, team-oriented solutions. Asking the troops to “work it out” is a cop out; sometimes you’ve got to dig in and mediate.
  3. Failure to reward and recognize—A missed opportunity to recognize is a missed opportunity to energize. The bottom line is that failure to reward and recognize creates doubts in employee’s minds. They wonder, “Am I working on the right things?”, “Does my leader notice my efforts and accomplishments, or even care?”, “Are my efforts not up to his/her standards?” It can manifest itself as a plain ol’ fashion lack of feeling appreciated. And all of this leads to a lack of feeling motivated.
  4. Failure to inform—It’s difficult enough to gain competitive intelligence, why would we withhold our own? And it happens far too often. How many times have you been on a team, found out something too late, and thought, “It would have been nice to know that a month ago”? As leaders, when we withhold information or don’t make the time investment to openly share critical information, we handicap our organizations.
  5. Failure to proactively manage change—If left to their own devices, employees often make the worst of change. Organizational psychologists have discovered that if employees can’t make a link between change and their own personal goals and values, intrinsic motivation to embrace that change will be absent. So, have a plan to manage change, including enrolling the affected in the change, equipping them for it, and making a clear case for change in the first place.
  6. Failure to take accountability—Nothing is more un-leader-like then when a leader misses the opportunity to stand up and take accountability, or worse yet, openly deflects it. There’s no recovery from this. The troops expect it from you. And even when you’re not accountable by personal involvement, you are by position power. Own it.
  7. Failure to address under-performers—Rotten apples can spoil the orchard. Nothing may be more frustrating for employees, especially high-performers, then when the dead-weight is allowed to continually burden the organization without retribution. Such individuals grow like a cancer and take with them the morale and sense of fairness in the group. Get after it.
  8. Failure to see around corners—The best leaders spend substantive time seeing around corners, proactively anticipating and addressing problems. They do this by understanding their industry, understanding competitors, asking “What if?” Having such a mindset forces them out of day-to-day operations that others can do much better (and want to be left alone to do much better).
  9. Failure to react quickly enough in crisis—Complacency has no place in great leadership. Be productively paranoid. At the first sign of a crisis, gather your core team of thinkers/problems solvers and ninja team of executors. Communicate quickly and frequently.  Mostly, act, don’t ignore.
  10. Failure to make an effort to connect—I once had a boss who said, “The door is always open.” The problem was the lower half was shut, like a bank teller counter, preventing me from ever really getting close enough to connect. People can read a lack of compassion and warmth a mile away, and they’ll stay a mile away when they sense it. So make the effort – it will make a difference.

Think of this post as a call to action to avoid damaging inaction.

About Scott Mautz

Scott Mautz is the CEO of Profound Performance and a veteran of Procter & Gamble. Scott is also the author of Find the Fire: Ignite Your Inspiration and Make Work Exciting Again and Make it Matter: How Managers Can Motivate by Creating Meaning.

Reflections on the 2018 Edelman Trust Barometer

My fellow trust activist, Dominique O’Rourke, recently published her reflections on the results of the 2018 Edelman Trust Barometer. I enjoyed her “straight talk” perspective and agree with her conclusions.

 

There are obvious steps leaders can take to address the crisis of trust in our major institutions, but it requires strength of character to do the right thing. Often times the right choice flies in the face of the easiest or most popular path endorsed by those who tend to benefit the most from the decision being made. It’s time for leaders of all organizations to quit focusing on self-interest, stop appeasing the desires of the most powerful, and start serving the greater good of all stakeholders.

 

We don’t have a crisis of trust so much as we have a crisis of untrustworthy leaders.

Accolade Communications

“A Battle for Truth” and “Trust Crash in the U.S.” proclaimed last week’s 2018 Edelman Trust Barometer. Then, the usual, ridiculous hand-wringing ensued. Yet, there’s plenty of research in business strategy and ethics that points the way out of this quagmire; and it’s not the inter-personal stuff you may be familiar with. I’m talking real business practices and systems that make your organization more trustworthy and therefore, more trusted. Trust has tangible bottom-line benefits.

The need for macro-level trust interventions is urgent. Here’s what  scholars Reinhardt Bachmann and Andrew Inkpen pointed out in the wake of the 2007-2008 financial crisis.

Clearly, the problem has not emerged in that trust has broken down at the micro-level, i.e. in relationships where individuals know each other face-to-face. The trust crisis is essentially due to a breakdown of macro-level trust, i.e. trust in (large) organizations. This is why we urgently need to know more…

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The 2 Beliefs That Derail Well-Meaning Leaders

Best-selling business author Ken Blanchard believes leadership is an inside-out proposition.

“It begins by asking yourself a tough question: ‘Am I here to serve or be served?’” he says. According to Blanchard, the answer to this question will reveal your fundamental approach to leadership.

“If you believe leadership is all about you, where you want to go, and what you want to attain, then your leadership by default will be more self-focused and self-centered. On the other hand, if your leadership revolves around meeting the needs of the organization and the people working for it, you will make different choices that will reveal a more others-focused approach.”

Blanchard believes the best leaders have a servant leadership philosophy. He explains that servant leadership requires a two-pronged approach that combines strategic leadership—vision and direction—with operational leadership—strong day-to-day management practices.

“At its core, servant leadership means that once vision and direction are set, the organizational pyramid is turned upside-down and leaders work for their people.”

There are two beliefs that can derail you from being a successful servant leader, according to Blanchard.

“One is false pride—when you think more of yourself than you should. When this occurs, leaders spend most of their time looking for ways to promote themselves. The other is fear and self-doubt—when you think less of yourself than you should. These leaders spend their time constantly trying to protect themselves.”

Surprisingly, the root cause of both behaviors is the same, explains Blanchard: “The ego. It’s just part of the human condition. Any time I hear someone say that their ego has never gotten in their way, that they are never prideful and never experience self-doubt, I usually say, half-jokingly, ‘I’ll bet you lie about other things, too.’ We all have times when we get off track.”

To help executives identify ways that ego may impact their leadership, Blanchard often incorporates an “Egos Anonymous” exercise into some of his work with clients.

“The Egos Anonymous session begins with each person standing up and saying, ‘Hi, I’m Ken, and I’m an egomaniac. The last time my ego got in the way was …’ And then they share a false pride or self-doubt moment or example.”

Egos Anonymous sessions have become so popular with executives that some use the technique to kick off meetings back at their workplace.

“They find it really helps their teams operate more freely,” says Blanchard. “It’s very powerful when people can share their vulnerability and be more authentic and transparent with one another.”

For leaders looking to get started with an inside-out approach to addressing and improving their leadership abilities, Blanchard has one final question: “What are you doing on a daily basis to recalibrate who you want to be in the world?

“Most people don’t think about that. This could include how you enter your day, what you read, what you study—everything that contributes in a positive sense to who you are.

“Consider your daily habits and their impact on your life. Take time to explore who you are, who you want to be, and what steps you can take on a daily basis to get closer to becoming your best self. Your leadership journey begins on the inside—but, ultimately, it will have a tremendous impact on the people around you.”

PS: Would you like to learn more about servant leadership principles and how to apply them in your organization?  Join Ken Blanchard for a free online event February 28.  The Servant Leadership in Action Livecast will feature more than 20 thought leaders and business executives sharing how they have successfully implemented servant leadership principles in their organizations.  The event is free, courtesy of Berrett-Koehler Publishers and The Ken Blanchard Companies.  Learn more here!

This article was authored by David Witt and originally appeared on LeaderChat.org.

The 1 Question All Leaders Must Ask Themselves

Are you here to serve or be served? That question gets to the heart of what motivates you as a leader.

Not to oversimplify the issue (although I’m going to!), but there are two basic kinds of leaders: those who are self-serving and those who serve others. The key difference is the mindset of the leader. The self-serving leader views her role primarily through a self-focused lens. She is motivated to lead as a means to accomplish her goals. She sees leadership as a way to obtain power, status, and influence, all valuable tools to help her make her way in the corporate world.

The serving leader, on the other hand, views her leadership as a way to help others. She is focused on facilitating the growth and success of her followers so they can accomplish their goals and those of the organization. She views her power, status, and influence as instruments to facilitate the success of others.

The majority of leaders I’ve encountered in my career have not consciously considered this question. I think it’s because most people fall into leadership positions without much forethought. They excel in their roles as individual contributors, get promoted to manager, and then learn on the job how to lead others. It’s the minority of leaders who intentionally consider this question, answer it, and pursue leadership positions with purpose and focus.

On February 28th you have an opportunity to ask yourself this question and to learn from others who have already answered it and experienced the success of servant leadership. Ken Blanchard will host the Servant Leadership in Action livecast and he’ll be joined by 20 other leadership experts who will do an in-depth examination of what it means to be a serving leader.

Our world is in desperate need of a new model of leadership. We’ve all seen the negative impacts of self-serving leaders and the harm they cause our organizations. Decades of research and experience have shown servant leadership is the way to achieve lasting success that brings out the best in people and organizations. I encourage you to attend the Servant Leadership in Action livecast and answer this question once and for all: Are you here to serve or be served?

If You Want Employee Accountability, Keep Them IN the Box

“We want you to act like owners.” How many times have you heard that phrase thrown around in organizations? As a leader, you’ve probably uttered those words, or similar ones, many times in the past. We all want employees who live and breathe accountability. It’s one of the key factors that set high performers apart from low or average ones.

We want employees to act like owners, but many times we discourage their accountability by treating them like renters. How so? We discourage accountability when we micromanage. Telling people what to do, how to do it, and insisting they do it our way thwarts their autonomy. We also prevent accountability when we shelter people from the consequences of their actions. We’ve let the pendulum swing too far to the side of wanting everyone to feel good about themselves no matter their level of performance. Everyone should get a trophy just for giving a good effort, right?

So as a result, we have developed employees who have the mindset of renters, not owners. You know what that looks like, right? The employee waits around for the boss to make the decision, rather than stepping out on their own initiative. They do a decent enough job, but often nothing spectacular; just enough to get by. They are content to point out problems, but don’t take the extra step to solve the problem themselves or offer suggestions on how to do so.

In their new book, Counter Mentor Leadership—How to Unlock the Potential of the 4-Generation Workplace, my friends Kelly Riggs and Robby Riggs define accountability in a straight-forward way: the process of taking a personal interest in—owning—the results, as opposed to making excuses for mistakes and looking for something or someone to blame. They emphasize that accountability is an attitude, one that is cultivated, modeled, and instilled in others by a good leader.

The Riggs duo suggest leaders can help employees foster a mindset of accountability by putting them back in the box.

Whoa! Wait a minute! Did you say back IN the box? Yes, that’s right. Back IN the box…the Freedom Box.

The Freedom Box is about setting a perimeter within which the employee has complete autonomy to roam. The size of the box is proportional to the employee’s individual competence and commitment to take ownership of producing results. By definition, the box will be a bit different for each person. Using language from our Situational Leadership© II (SLII®) model, on particular goals or tasks some people are Development Level 4 (D4) Self Reliant Achievers (highly competent and committed), while others are Development Level 1 Enthusiastic Beginners (low competence and commitment). The D4’s box is going to look a whole lot different than the D1’s box.

There are four primary boundaries of the Freedom Box:

  • Company values and/or guiding principles. Your values determine what behavior is or isn’t acceptable in the workplace. If you don’t have values with behavioral definitions, this is where you want to start. It’s the foundation of how you want people to perform.
  • Expectations. Ken Blanchard has long stated that “All good performance starts with clear goals.” If employees don’t have clearly defined goals, how are they supposed to know what a good job looks like? It’s hard to exhibit ownership over ill-defined, nebulous goals.
  • Level of authority. An employee’s level of authority in the Freedom Box should be determined by their demonstrated capabilities. Riggs and Riggs share four common-sense levels of authority:
    • Level 1—Check with me before you do anything. For rookies who are just learning.
    • Level 2—Make the decision, but check with me prior to implementation. For those still learning on the job and need practice.
    • Level 3—Make and implement the decision, but keep me in the loop. For employees who are experienced and demonstrate good judgment.
    • Level 4—The buck stops with you. Seasoned veterans who are highly trusted and experts in their domain.
  • Performance standards and metrics. Employees need standards of performance that defines the measure of success. Success should not be defined by solely what is achieved, but also how it is achieved.

Accountability is a mindset of people who are personally invested in their work. It’s not something the leader can force upon an individual. We as leaders need to be careful that we aren’t unintentionally hindering our people from developing their own resilience to be accountable. When we take away the pain, thwart initiative, don’t reward appropriate risk-tasking, and withhold honest feedback, we prevent our people from stepping into accountability. The Freedom Box is a helpful process for how leaders can put people IN the box in order to help them develop accountability.

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