Leading with Trust

Trust is…

trustTrust is…

Simple—When you break it down into its essential components of competence, integrity, benevolence, and dependability, trust is really pretty simple. Be good at what you do. Act with integrity. Demonstrate care and concern for people. Do what you say you will do. Simple.

Complex—There is a vast and complex set of variables that influence the development of trust with people and in organizations. The company culture, policies and procedures, governance systems, and the behavior of senior leaders are just a few of the organizational variables. Interpersonal variables include temperament and personality types, level of emotional intelligence, nationality, and life experiences all shape a person’s perception of trust.

Powerful—Trust is the fuel that powers personal and organizational success. With it, all things are possible. People are willing to take risks, reach for the stars, and invest their all. Without it, success moves out of reach. People pull back, productivity goes down the drain, and progress grinds to a halt.

Fragile—One careless act can instantaneously destroy trust that has taken years to develop, especially when the breach of trust involves a personal character failure.

Strong—Trust is one of the strongest forces on earth. When high levels of trust exist, relationships can endure the ambiguity and unknown of this world. Even if trust suffers a major blow, it can recover and be stronger than before if the parties are willing to work at rebuilding it.

Forgiving—Trust assumes the best intentions of others and looks to forgive when someone falls short of expectations. Trust knows that people aren’t perfect and that mistakes will happen, but people will generally prove themselves worthy of the trust placed in them.

Essential—Trust is the foundation of any healthy, successful relationship. Whether it’s between people, organizations, or countries, trust is essential for mutual cooperation and respect.

Earned—If you want it, you’ve got to earn it. Trust is earned over time through consistent and trustworthy behavior.

Given—If you want it, you’ve got to give it. Extending trust to someone is a trust booster – it builds trust in a relationship. Someone has to make the first move so it might as well be you.

Exponential—Trust feeds on itself and grows exponentially over time. One trust boosting behavior begets another, and another, and another, and before you know it, you have a high trust relationship.

Behavioral—People need to see it to believe it. Words are great, but actions are better. Demonstrate trustworthy behavior in all you do and you’ll never have to worry about someone questioning your character.

Leadership—Leadership is about influencing others, and if people don’t trust you, you won’t be able to influence them. Leadership and trust go hand in hand. You can’t have one without the other.

What is trust to you? Leave a comment and complete the phrase: Trust is…

 35 Comments

 Posted on March 17, 2013 by

 Uncategorized

Three Questions That Could Save Your Career

Three QuestionsThe question is not if you will ever face an ethical dilemma, the question is when. Ethical dilemmas come in all shapes and sizes and you will inevitably be faced with a situation where you find yourself at a crossroads. Do you choose to do something that is wrong in order to benefit yourself, even if no one will ever know, or do you choose to do the right thing?

“There is no right way to do a wrong thing.”

Last week I wrote about the five P’s of ethical power that Ken Blanchard and Norman Vincent Peale discuss in their book The Power of Ethical Management. In that classic best-seller they also offer an “ethics check,” three questions you should ask yourself when faced with an ethical choice point. Asking yourself these three questions could save you from making a decision that ends your career.

Is it legal? The first of the three ethics check questions goes right to the core of the matter. Is what you are going to do legal? Does it violate civil law, corporate policy, or your own code of ethics? If the answer is No then STOP! There’s no need to even ask the next two questions. To take it a step further, if choosing to proceed could even give the appearance of illegal activity, you should avoid that course of action.

Is it fair and balanced? Assuming you answer Yes to the legality of the decision, the next question to ask yourself is whether or not your action will be fair and balanced to the parties involved. Will your decision or action result in one party being taken advantage of by another to the point of their detriment? Is there a clear winner and loser involved? The parties can’t always win equally in every situation, but you should strive to avoid great imbalances in the fairness of your actions. Ideally you want to strive for decisions that promote long-term fairness and respect in relationships.

How will it make you feel about yourself? If your actions were published on the home page of CNN.com, how would you feel? Would you feel proud of the decision you made or cringe in embarrassment that your actions were on display for the whole world to see? Besides your behavior being publicized, how would your decision align with your own sense of right and wrong? Most of us have a pretty good sense of when we’re on shaky ethical ground, yet we often try to rationalize our behavior in order to feel good about ourselves. I love the quote from John Wooden, the legendary UCLA basketball coach. He said, “There is no pillow as soft as a clear conscience.” If your decision is legal and balanced, yet something about it just doesn’t sit well with your conscience, then it’s probably not the right decision to make.

I’ve asked hundreds of people this question: “What is the most important factor in building trust?” Overwhelmingly the response is “integrity.” Integrity is a leader’s most valuable asset and using the ethics check questions can help you keep it intact and avoid what could be a career ending decision.

 8 Comments

 Posted on March 10, 2013 by

 Decision-Making, Ethics, Fairness, Honesty, Integrity, Leadership, Responsibility, Values

Got Ethics? The Five P’s of Ethical Power

Got EthicsThere is but one place where people without any problems reside—the cemetery. The only people without problems are dead, otherwise, for people like me and you…we’ve got problems! The question is, do we have ethics? Do we have the moral principles or values in place to guide our decisions when faced with ethical dilemmas or difficult situations?

One of my favorite books is The Power of Ethical Management, written by Ken Blanchard and Norman Vincent Peale. In their book, Blanchard and Peale discuss the five principles of ethical decision-making which they call the “Five P’s of Ethical Power.” I find myself returning to these principles time and again when faced with challenging decisions. Hopefully they can be as helpful to you as they have been for me.

Purpose—Your purpose is the road you choose to travel, the meaning and direction of your life. It’s the driving force of why you do what you do. For some it may be rooted in their spiritual faith. Others may find their purpose is something they feel called to do, such as serving those in need, raising responsible children, or leaving the world a better place than they found it. Aligning the activities of your life according to your purpose gives you a clear sense of direction, so when you’re faced with challenging circumstances or difficult decisions, you’re able to filter those occasions through the lens of your purpose and make choices that keep you on track.

Pride—Unlike false pride, which stems from a distorted sense of self-importance that causes people to believe and act like they are better than others, a healthy sense of pride springs from a positive self-image and confidence in one’s abilities. A proper sense of pride mixed with a good dose of humility is the balance you’re seeking. Being driven by false pride causes you to seek the approval and acceptance of others which can overly influence you to take the easy way out when faced with a tough situation.

Patience—Patience is in short supply in our culture. We live in a hyper-connected, instantaneous world where virtually anything we want is just a click away. Blanchard and Peale describe patience as having a faith and belief that things will work out well, as long as we stick to our values and principles. Giving in to instant gratification is one of the biggest temptations we face and it causes us to make decisions that aren’t in alignment with our purpose and values. Enduring the struggles and challenges life throws our way helps develop the strength of our character. Much like prematurely opening a caterpillar cocoon leads to a weakened and under-developed butterfly, choosing the path of expediency leaves us with an under-developed character and weakens our ethical power.

Persistence—This component of ethical power is about staying the course, staying true to your purpose and values. Persistence is about commitment, not interest. When you have interest in something you do it when it’s convenient. When you’re committed, you do it no matter what! One of my favorite “Yoda-isms” from the Star Wars movies is “Do or do not. There is no try.” When it comes to making ethical decisions, there is never a right time to do the wrong thing. Persistence keeps us on the straight and narrow path.

Perspective—All the other elements of ethical power emanate from the core of perspective. Perspective is about having the big picture view of situations and understanding what’s truly important. Too often we make snap decisions in the heat of the moment and neglect to step back and examine the situation from a bigger perspective. Maintaining the proper perspective is also about paying attention to our inner-self and not just our task-oriented outer-self. Taking the time to enter each day with prayer, meditation, exercise, or solitude helps foster self-reflection which is needed to help us maintain the right perspective about life.

Many people believe there is a huge gray area between right and wrong and they use that as rationale to operate by situational ethics. What’s right in this situation may be wrong in the next. I don’t agree. I believe in most cases we can distinguish between right and wrong if we take the time to examine the situation and rely upon our ethical power.

So I ask you: Got ethics? Share your feedback or questions by leaving a comment.

 17 Comments

 Posted on March 3, 2013 by

 Deception, Decision-Making, Ethics, Honesty, Integrity, Leadership, Power, Purpose, Responsibility, Values

You Matter – The Truth About Your Purpose and Value

You MatterYou matter.

I wish I had said that to my friend John when I saw him last. It was a chance encounter at a neighborhood gas station. We chatted about random, everyday stuff and then we drove away, sure to see each other soon. Soon never came.

A few weeks later John committed suicide.

You matter.

This past Friday my company held its annual meeting and we had a guest speaker, Matthew Emerzian, share about the life experiences that lead him to write a book, Every Monday Matters—52 Ways to Make a Difference. Matt talked about the significance of helping people understand that they matter and the impact that realization has had on his own life and the lives of many others. It’s a message my friend John needed to hear. It’s a message I needed to hear. It’s a message you need to hear.

You matter.

You are one of a kind! In this world of nearly 7 billion people there is no one exactly like you and that makes you a precious, rare jewel. You owe it to the world to share your uniqueness with those around you. We don’t want to miss out on your brilliance.

You matter.

Life isn’t about you. Until you understand that true joy and fulfillment comes from placing the needs of others ahead of your own, you will fail to grasp how much you matter. Serving yourself may lead to quick success but it will eventually leave you unfulfilled. Serving others leads to lifelong significance.

You matter.

You are not alone. There are times when everyone doubts their self-worth, but the good news is that if you seek them out, you’ll find many people who are willing to come along side you to provide mentoring and coaching.

You matter.

“Why?” is the wrong question. Whenever we face a challenge in life our first instinct is to ask, “Why?” “Why did this have to happen?” “Why me?” Obsessing on “why?” can paralyze and prevent you from realizing how much you matter. Instead of dwelling on the “why” of your circumstances, focus on the “what.” “What can I learn?” “What do I need to do to grow from this experience?”

You matter.

Share your story. An excellent way of serving others and discovering how much you matter is to share your story—the challenges you’ve faced, the struggles you’ve conquered, the mountain tops you’ve climbed as well as the valleys you’ve traversed. You’ll be amazed at how many people have experienced similar life situations and the strength and support that results from the bonds you create.

You matter.

 26 Comments

 Posted on February 24, 2013 by

 Emotions, Purpose, Suicide Prevention, TED Talks

Lost in the Crowd? Three Steps to Help You Stand Out!

stand-out-from-the-crowdWhat is one thing you do better than anyone else? For some people, that may be easier to answer than others. If I asked LeBron James that question, I’m pretty sure he’d say that he can play basketball better than anyone on the planet. For most of us though, the question would prove to be quite a stumper. Try answering it for yourself. It’s not so easy, is it?

Granted, out of 7 billion people in the world, the odds of you being the absolute best at a particular something or other is pretty remote. But the point of the question is more general. What is it that you do really well? Probably better than most people you know? Knowing the answer to that question can help unlock levels of job satisfaction and engagement that you didn’t know existed.

Here are three steps you can take to understand the unique value you bring to your work and how you can stand out from the crowd.

1. Identify your strengths. Sounds pretty basic, huh? Well, it is pretty basic, but believe it or not, many people don’t have a good understanding of their strengths, weaknesses, or personality traits that help or hinder their success. Assessments such as the DISC, MBTI, Strengths Finder, or Marcus Buckingham’s newest StandOut survey can give you insight into what motivates you or how your personality preferences shape the way you perceive work experiences and “show up” to other people.

2. Understand the type of work or circumstances that best leverage your strengths and personality traits. One of my first “real” jobs was working for a popular Southern California fast food chain. I lasted one shift. The reason? My supervisor drilled into me the importance of following all the rules to the letter and corrected me whenever I deviated from them, yet he would go into the back of the kitchen and smoke a cigarette whenever he wanted (clearly in violation of the rules). I knew that I would never be happy working for a boss who didn’t display integrity in his actions. For me to be at my best, I need to be surrounded by people who have honorable values and strive to live up to those values.

One way to identify situations where you’ll thrive is to make a list of all the times where you’ve felt “in the flow” – those instances where you’ve been so absorbed in your work that you’ve lost track of time. What are the commonalities among those experiences? It might take a little digging and analysis, but you can probably find some themes running through those experiences. Perhaps it’s the type of people you worked with. Or maybe there was an element of problem-solving involved. Maybe it was the opportunity for you to use certain skills, like writing, teaching, or public speaking. Whatever the theme may be, it’s a clue to what really engages you and prepares you to take step #3 below.

3. Intentionally seek your “sweet spot.” Your “sweet spot” is that place where you find fulfillment in your work. You have two basic choices when it comes to identifying your sweet spot. The first is to leave it up to chance. You can hope that you stumble upon the type of job that is a good match for your personality and skills. Not a good option. The second choice is to actively look for situations that are a good match for what you bring to the table. Take what you’ve learned in steps 1 and 2 and apply it to your current situation. If you’re in a job that’s a complete mismatch for your personality and strengths, begin to put a plan together for how you can transition to something more in alignment with your natural gifts. If you’re in a job you like, but need a little more pizzazz in your work, map out new projects, tasks, or areas of responsibility that could benefit from the application of your strengths.

Discovering your strengths and learning how to use them in combination with your personality traits is an evolutionary journey. It doesn’t happen overnight and sometimes there is a lot of trial and error involved. However, taking a purposeful and introspective look into yourself and following these three steps can put you on the path toward finding a higher level of fulfillment and success in your work.

 12 Comments

 Posted on February 17, 2013 by

 Brand, Career Growth, Success

Do You Have an Image Problem? Four Steps to Develop Your Personal Brand

Brand Me...PleaseWhether you realize it or not, you have a brand image at work, and if you don’t take charge of it, someone else will.

Your brand image is not only how people perceive you (your reputation), but also what differentiates you from everyone else in your company. When your colleagues think of you, what is it that comes to their minds? If you can’t answer that question, then you have a problem. A brand image problem.

Tom Peters, the guru of personal branding, says, “If you are going to be a brand, you’ve got to become relentlessly focused on what you do that adds value, what you’re proud of, and most important, what you can shamelessly take credit for.” Now, I’m not into shamelessly bragging about personal accomplishments, but I do think it’s important, and possible, to tactfully and appropriately share your successes. It’s part of what it takes to succeed in today’s workplace.

Forget your job title. What is it about your performance that makes you memorable, distinct, or unique? What’s the “buzz” on you? Forget about your job description too. What accomplishments are you most proud of? How have you gone above, beyond, or outside the scope of your job description to add value to your organization? Those are the elements that make up your brand.

If you’re not quite sure what your personal brand is, or how to go about creating a brand, here are four steps to get you started.

1. Identify your core values – Your values guide your beliefs and actions. A brand is a trusted promise which requires clarity on what motivates you from the core of your being. Consider popular brands like Apple or Nike. Apple’s brand conveys the values of being creative, passionate, and visionary. Nike’s brand of “Just do it” reflects the values of excellence and dedication. What values reflect the way you “show up” in the workplace? Mine are trust, authenticity, and respect.

2. Identify your strengths/personal attributes – A personal brand combines what you value with what you do well. What is it that you’re really good at? What unique personal attributes do you bring to the table? Maybe it’s courage, decisiveness, enthusiasm, patience, perseverance, or trustworthiness, just to name a few. There are a number of surveys you can take to help you identify your character strengths and attributes.

3. Assess your current brand image – One of the best ways to understand your current brand is to ask those you work with to describe your brand image. In addition to asking others, you can use the following sentence starters to help you analyze your brand:

          • Inside the company I am known for…
          • Three things I’m really good at are…
          • Something about myself that I feel proud about is…
          • Some “WOW” projects I’ve worked on are…

4. Develop your brand – What if there weren’t career ladders, only great projects? What if you were your own brand manager? How could your career growth be different if the leaders you worked with were brand loyalists that backed you no matter what? What if you approached your performance review as a “portfolio” review where you highlighted your project accomplishments over the past year? If you viewed your job performance through these lenses, you would need to change the way you go about things. Set the following goals to develop your brand image:

By this time next year…

          • I plan to be known for these projects…
          • I plan to be known for these skills…
          • I plan to have added these contacts to my network…

And…

          • My principal resume-enhancing activity over the next three months is…
          • My public visibility program is…

Gaining clarity on who you are, what you love, and what strengths you bring to the table will help you understand your brand identity, while continuing to master your craft and assembling a portfolio of successes will fulfill the promise of you being a trusted brand that others can rely upon.

 16 Comments

 Posted on February 10, 2013 by

 Brand, Career Growth, Leadership, Success

Five Keys to Being a Super Bowl-Caliber Leader

Jim and John HarbaughOne of the intriguing factors in the matchup of today’s Super Bowl XLVII is that the coaches of each team are brothers. John Harbaugh coaches the Baltimore Ravens and his younger brother, Jim, is coach of the San Francisco 49ers. It’s the first time in Super Bowl history that siblings have coached against each other. The chances are slim that a coach will reach the Super Bowl during his career, and it’s even crazier that in this case we have two brothers achieving this career goal simultaneously.

The coaching profession provides many wonderful examples of what it takes to be a successful leader in the workplace. If there was a “leadership” Super Bowl, what would it take for a leader to make it to that game? What characteristics, traits, or behaviors would transform an average leader into a Super Bowl-caliber leader? I thought of five important keys:

1. Integrity – Success starts on the inside by being a leader of integrity. We’ve seen numerous examples of people who have cheated their way to temporary fame, but lasting success comes from living according to a set of honorable values. Integrity displays itself when you make ethical decisions, follow through on commitments, treat people with respect, and are honest and trustworthy in your dealings with people.

2. A commitment to help others achieve their goals – The most successful leaders understand that their personal goals get fulfilled when they help their people achieve their goals. People don’t want to follow self-serving leaders. They want to follow leaders who empower them to achieve their own goals and the goals of the team. As one of my favorite coaches, Bo Schembechler said, it’s all about “the team, the team, the team.”

3. Communicate effectively – You can be an intellectually brilliant leader, but if you can’t communicate effectively with your team, your success will be limited. Great leaders share information about themselves and the organization on a frequent basis. They share information broadly and expect people to handle it responsibly, whereas insecure leaders hoard information in an effort to retain control.

4. Smart and disciplined – Super Bowl-caliber leaders are smart – they’re good at what they do. They constantly work to improve their craft and they take a disciplined, focus approach to applying their knowledge to their work (that’s wisdom – applied knowledge). You can’t reach the Super Bowl being content to rest on your laurels. You have to keep learning, adapting, and striving to be your best.

5. Rally people around a common goal – You’ve probably heard the saying that if you think you’re leading but no one is following, then you’re simply out for a walk. At its core, leading is about getting a group of people to move in a common direction to achieve a goal. It doesn’t really matter what the goal is – winning a football game, providing excellent customer service, or manufacturing cars on an assembly line – leaders have to channel the collective talents and energy of their team members into a common purpose.

Those are my five keys to being a Super Bowl-caliber leader. I’m sure there are many more that could be added to the list. What are your thoughts? Feel free to leave a comment with you suggestions.

Enjoy the game!

 10 Comments

 Posted on February 3, 2013 by

 Coaching, Communication, Integrity, Leadership, Relationships, Sports, Success, Teamwork

Building Trust in Performance Reviews – Four Ways to “Meet Expectations”

Performance ReviewWhen it comes to building trust through performance evaluations, do you “meet expectations?” The beginning of the year finds many leaders busy preparing and conducting annual performance reviews for their employees. I don’t know of many leaders who are overjoyed at the prospect of spending hours compiling data, completing forms, and writing evaluations for their team members. Most leaders I speak to look at performance reviews as a tedious and mandatory chore they’re obligated to complete and they can’t wait to have the review meeting, deliver the feedback quickly and painlessly, and get on with their “real” work.

With that kind of attitude, it’s no wonder why performance reviews are a dreaded event, both from the supervisor’s and employee’s perspective! The reality is that performance reviews are one-of-a-kind opportunities for leaders to build trust and commitment with their followers. Having the right supporting processes and systems in place are helpful, but regardless of your organization’s approach to performance management, you can build trust with your team members by doing these four things:

1. Deliver candid feedback with care – One of the biggest mistakes you can make as a leader is to sugarcoat your feedback to an employee. Your employees deserve honest and sincere feedback about how they’re performing so that they have the opportunity to improve, otherwise you are handicapping them and limiting the capabilities of your organization by accepting sub-par performance. Unfortunately, many employees don’t hear about their poor performance until the situation has become critical and they’re put on a performance improvement plan. A look back through their personnel file reveals a series of performance reviews where they’ve met standards and suddenly they’re surprised with this bad news. There shouldn’t be any surprises in a performance review. Through regular conversations during the year, the employee should have received regular feedback about how they’re performing relative to their goals and competencies of their role. I think most people know if they aren’t performing up to snuff. Your people will trust and respect you more if you’re honest with them about their performance.

2. Listen – Don’t do all the talking during the performance review. Yes, you have to review their performance and deliver feedback, but you should also take the time to ask your employees how they felt about their performance. Ask open-ended questions like: “What did you learn this year?” “What would you do differently?” “What did you feel were your biggest successes?” Soliciting the thoughts and opinions of your employees sends the message that you care about what they think and that you don’t assume you have all the answers. You’ll learn valuable insights about what makes your people tick and you can use that information to help plan their future performance. Lending a listening ear is a great way to build trust.

3. Focus on the future – Wait…aren’t performance reviews about reviewing the past? Yes, they are, but in my opinion the real bang for the buck is using that information to focus on growth and development opportunities for your people. Learning from the past is essential, but it’s only valuable if we apply it to the future. What training or education is needed? What are some new stretch goals that can be established? In what ways can the employee leverage his/her strengths with new opportunities? Demonstrating to your employees that you are committed to their career growth builds trust in your leadership and commitment to the organization. Don’t miss this valuable opportunity by solely focusing on the past!

4. Ask for feedback on your leadership – I’m not suggesting you shift the spotlight from your employees to yourself and hijack their review in order to feed your ego, but I am suggesting you ask them two simple questions: “Am I providing you the right amount of direction and support on your goals/tasks?” and “Is there anything I should do more or less of next year to help you succeed?” One of your primary goals as a leader is to accomplish work through others. Their performance is a reflection of your skill as a leader so it’s only appropriate that you use this time to recalibrate the leadership style(s) you’ve been using. It may come as a surprise, but have you thought that the reason why your people aren’t achieving their goals is because you’re not leading them properly? Make sure that’s not the case and get feedback on how you’re doing. Asking for (and graciously receiving) feedback from others is a trust-boosting behavior.

Performance reviews don’t have to be a painful, tedious, mundane task. If you approach them with the right mindset, they can be prime opportunities to build trust with your followers which in turn will help them, and you, to not only meet expectations but exceed them!

 13 Comments

 Posted on January 27, 2013 by

 Coaching, Communication, Feedback, Goal Setting, Leadership, Listening, Management, Performance Management, Trust

Five Lessons From Lance Armstrong’s Failure

Lance Armstrong“I’ll spend the rest of my life trying to earn back trust and apologize to people.”

Lance Armstrong made that statement to Oprah Winfrey in his public confession this week when he finally admitted to using illegal performance enhancing drugs. It’s the one statement that has stuck with me as I’ve tried to make sense of how and why someone would go to such great lengths to perpetuate a lie and intentionally deceive so many people.

Millions of people have admired Armstrong as an example of how to “Livestrong” and battle through life’s difficult circumstances. Oddly enough, even though his athletic success and personal brand image have been discovered to be a fraud, he’s still proving to be an example from whom we can learn.

Armstrong’s fall from grace offers some important life and leadership lessons:

1. Life’s not about you – Armstrong described himself as a narcissist and said it was his ruthless desire to win at all costs that drove him to be a cheater. I don’t know that I’ve witnessed a public character with such an intense self drive and singular focus (with the possible exception of Tiger Woods, and look at what happened to him) that caused him to be so egotistical and selfish. The joy of life is unleashed when we discover that true happiness comes from serving others and not ourselves.

2. Bullies eventually get what’s coming to them – A self-described bully, Armstrong vehemently condemned and intimidated anyone who stood in his way to success. He burned so many relationships on his way up, that now he finds himself alone in his shame on the way down.

3. If you’re going to say you’re sorry, you should actually be sorry – Several times Armstrong said that he was sorry and took full blame and responsibility for his actions, yet based on other comments he made and the unspoken words of his body language, he left me with the impression that he wasn’t truly remorseful for defrauding everyone. He was apologizing for the sake of apologizing, recognizing that it was the necessary first step in rebuilding his image.

4. If it’s too good to be true, it probably is – Armstrong’s comeback from cancer, Tour de France victories, and life as an anti-cancer crusader seemed to be the perfect tale. He admitted to Oprah that he had devised such a fantastical narrative that it was impossible to live up to the idealistic standards he created. And millions upon millions of people bought it – hook, line, and sinker. Everyone single one of us has our faults and it’s extremely dangerous to place anyone on a pedestal as the end-all be-all example we should follow.

5. The truth will set you free – Oprah closed the interview by telling Armstrong it was her hope that he would find “the truth will set you free.” Jesus spoke those words in reference to people who choose to follow his teachings (John 8:32), meaning they would find the freedom and protection that comes from adhering to His moral principles. We all need a moral compass that keeps us oriented to true north, and Armstrong is an example of what happens when you lead without morality.

Lance Armstrong has a long way to go to rebuild trust with his followers. Is it even possible given the scope of his willful deception? I think it’s going to be hard.

What do you think? Feel free to leave a comment with your thoughts.

 48 Comments

 Posted on January 20, 2013 by

 Apology, Deception, Forgiveness, Honesty, Integrity, Leadership, Narcissism, Repairing Trust, Trust

So You Want to Be a Manager? Part II – Five Wrong Reasons for Becoming a Manager

Wrong WayIt’s important to be motivated by the right reasons if you’re considering a move into management. As I wrote about last week, the nature of managerial work is vastly different from that of an individual contributor, and if you’re motivated to become a manager by the wrong reasons, you’ll find that you’re either ill-equipped for the role or you simply don’t enjoy it.

Now let me preface my comments with the following disclaimer: The reasons I list below aren’t wrong (or right) in and of themselves. They will certainly be factors under consideration when making the decision to become a manager, but what’s important is your motivation behind why these are factors in your decision.

With that being said, here are five wrong reasons for wanting to become a manager:

1. Money – Most of us wouldn’t turn down a raise if offered one, but it’s important to remember that money is an extrinsic motivator. It will motivate and satisfy us in the short-term, but it won’t sustain our performance over the long run. More importantly, money won’t stoke the internal passion that’s necessary to thrive in a leadership role. The demands of the role will quickly make you feel like you’re underpaid (and you probably are underpaid which makes the dissatisfaction even worse!).

2. Title – Some personalities could care less about their job title. To others a title represents status, importance, significance, or achievement in their work. Whatever your view, titles are ultimately just words on your business card, name tag, or office door. A title may represent a position you hold, but it doesn’t equal the respect and trust you have to earn as a manager. If you’re in it for only the title, your people will see through the facade of your leadership.

3. Advancement – If becoming a manager is just a temporary way station on your journey to total corporate domination, I would suggest you find an alternate route. The people you would be leading deserve a manager who is truly committed to helping them perform their best and not one who is only biding time until his/her next crowning achievement. There are other ways to grow and advance in an organization besides moving into a management role.

4. Benefits or Perks – Managers get extra benefits or perks? I must have missed that memo. Granted, being in a leadership role sometimes allows you to hobnob with other leaders and executives in the company, and it certainly puts you closer to being “in the know” about certain things, but it’s not all it’s cracked up to be. Every role has its advantages and disadvantages, and the perceived perks of being a manager come with many other responsibilities that aren’t very glamorous.

5. Power – Henry Kissinger said that “power is the great aphrodisiac.” The power that comes along with being the boss, no matter how limited and inconsequential it may be, is attractive to many people. Used in the right way, managerial power can be a potent force for positively influencing those you lead. But there is also a dark side to that force. (Can’t help but throw in a Darth Vader quote: “You underestimate the power of the Dark Side.”) If you view power as a means to satisfy your own needs (like Darth Vader), rather than a tool to be used in the service of others (like Yoda), it’s the wrong reason to become a manager. Ok, enough of the nerdy Star Wars references.

Like I said, there is nothing inherently wrong with these reasons, and in many cases, they could be factors in an honorably motivated desire for becoming a manager. But if they are primary reasons for you to pursue a leadership role, you might want to consider whether these motivations will be enough to drive your success, engagement, and satisfaction as a manager.

What are your thoughts? Do you agree or disagree with these reasons? Give me some feedback by leaving a comment.

 8 Comments

 Posted on January 13, 2013 by

 Leadership, Management, Toxic Leadership

So You Want to be a Manager? Six Things to Consider Before Taking the Plunge

Early in my career I didn’t set out to be a manager. Like most people, I considered moving into a supervisory or managerial position the natural next step in being able to earn more money, gain responsibility, and add valuable experience to my resume. Obviously I knew there was a difference between being a manager and an individual contributor, but I didn’t fully understand and appreciate the difference in the type of work I would be doing day in and day out.

Boy, I wish I had known.

Not that it would have changed the arc of my career path, but I would have performed better and developed faster as a leader if I had better understood the nature of managerial work. There is a big difference between managing people and managing tasks, activities, or projects. Drawing from Henry Mintzberg’s The Nature of Managerial Work, here’s six characteristics of the life of a manager. If you’re considering the pursuit of a leadership position, or even if you’re a newly promoted manager, understanding these characteristics will help you form the right mindset and approach to what it means to be a manager.

1. Managers work hard, often at an unrelenting pace – A manager’s work never seems to be done. They often arrive early, leave late, and even lunch seems to be used for meetings and the opportunity to connect with others. Working across global time zones and the pervasiveness of technology in our lives means it’s easy for managers to always be “on” and connected to work.

2. The work is characterized by brevity, variety, and fragmentation – There’s no pattern to a manager’s work. It can be discontinuous and random, and the significance of the activities in a single day can range from serious (disciplining or terminating someone) to trivial (scheduling the next office potluck). Research has shown that most manager’s activities are completed in less than 9 minutes and only 10% of the activities take more than an hour. Meetings, emails, voicemails, reports, performance management, coaching, making decisions…the list goes on and on.

No matter what managers are doing,
they are plagued by what they might do
and what they must do.

3. Work can be an activity trap – Managers often become expert firefighters, always reacting to the latest emergency or hot topic. They work in a stimulus-response environment that encourages them to prefer live action rather than quiet reflection. This causes managers to become adaptive information manipulators rather than reflective, future-oriented planners, an essential skill to master in order to lead teams, other managers, and the organization.

4. Meeting, meetings, and more meetings – Like it or not, managers spend an enormous amount of time in meetings for a variety of purposes. Meetings are used for ceremony, strategy making, and negotiation. They are often necessary for coordinating activities, people, and resources, and are often the primary way for getting work done through other people. Even more important than the formal meetings are the “hallway meetings” that managers conduct to negotiate, lobby, and align opinions of other colleagues.

5. Managers are “boundary” people – Managers are responsible for building relationships with not only their team, but also other levels of management, other groups in the company, and outsiders. They have to manage a complex set of relationships and sometimes spend as much as 30%-50% of their time with outsiders, 30%-50% with team members and other groups in the company dealing with requests, information exchanges, and making strategy, and often less than 10% with their own manager.

6. Managers often have little control over the use of their time – Managers have less autonomy than they think they have. Some studies have shown that managers spend as much as 50% of their time in a reactive mode, and in my experience, there have been days where it felt like 100%! Some days it feels like you are a slave to your schedule. Yet managers do have a lot of control when you consider it is often their decisions that define how their time, and the time of others, will be committed, and that they can use obligatory activities in their workday for more than one purpose (e.g. scheduled meetings can be used for negotiation, gathering information, coaching, giving feedback, etc.).

I’m not trying to scare anyone away from being a leader, but it’s wise to count the cost before you jump into a supervisory or managerial role. Being a manager requires a different skill set than what it takes to be an expert, high-performer in your role as an individual contributor. But if you do decide to take the plunge, there can be a tremendous amount of personal satisfaction in helping other people achieve goals and higher levels of performance than they would have achieved without your help.

So, do you really want to be a manager?

 23 Comments

 Posted on January 6, 2013 by

 Career Growth, Leadership, Management, Success

LOS v.2013 – Three Steps to Upgrade Your Leadership Operating System

LOS v2013With 2013 just one day away, it’s time to consider upgrading your LOS—Leadership Operating System. Your LOS is a collection of the leadership traits, styles, techniques, and strategies you use to lead and manage people, and it’s imperative to make sure your LOS is up to date if you want to maximize your effectiveness. Failing to upgrade your LOS may result in your leadership not only becoming outdated and sluggish, you run a higher risk of suffering a fatal system crash.

I recommend you follow these three steps to upgrade your LOS for 2013:

1. Do a backup of 2012 — Before you begin any system update, it’s a good practice to back up your existing data. Backing up your LOS involves taking stock of your leadership experiences this past year. What worked well for you in 2012? Where did you do your best work? Give yourself a pat on the back for your successes and don’t be shy about tactfully sharing them with your boss, especially if he/she isn’t one to naturally recognize your efforts. Conversely, a good LOS backup also involves cataloguing where you fell short and reflecting on the lessons you learned from those experiences.

2. Determine the new LOS programs you want to install — What new things do you need to learn in 2013 in order to be a better leader? Where do you need to improve? The best leaders are continuous learners, always seeking new ways to improve their craft. Examining the areas for improvement you identified in your backup is a good place to start. Another helpful strategy is to ask for feedback, especially from those you lead. It takes some courage and willingness to be vulnerable to ask other people how you can improve, but the uncomfortableness will pale in comparison to the insights you’ll gain.

3. Reboot — It’s time to Ctrl-Alt-Delete your leadership from 2012. Installing an updated LOS means you need to have a fresh start before you can move forward and there’s no better time than the new year to reboot your system. You may have accomplished some amazing things in 2012, and likewise, you may have had some epic failures. But you know what? Your success doesn’t last forever and your failure isn’t fatal. Honor and learn from what 2012 brought you but leave it there in the past. The new year beckons and there is much work to be done.

No one likes following a leader who runs an outdated Leadership Operating System. Running an old LOS may allow you to accomplish the basic tasks of leadership, but if you really want to perform at your best AND get the best out of your followers, take the time to upgrade your LOS to v.2013. You won’t regret it.

Happy New Year!

 2 Comments

 Posted on December 30, 2012 by

 Career Growth, Goal Setting, Leadership, Resolutions

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