Where I live we have a large population of squirrels. These are ferril critters who run, jump, dig in flower beds, and swing in the trees. Sadly, when you drive thru the neighborhoods, it is not uncommon to find dead squirrels on the road. Why?
Well, if you watch one of the spunky guys run in front of your car, you’ll see them start out, stop, turn around, re-evaluate the situation, then maybe do it all over again. Left, right? Up, down? Should I go or should I stay? They may go forward or they might put it in reverse.
They can’t seem to make up their mind about which way to go. The hesitation inevitably leads to their demise.
In most cases, had they run straight across at full speed, they would have made the transition with no problem. Yet by delaying, and second-guessing the choice, they end up making a fatal one.
Leaders can’t be squirrel-minded when making decisions.
The Right Framework
Now, this may sound a bit harsh, yet I see it happen in business in so many ways. Peter Drucker wrote in 1967 about six essential elements or steps that should be a part of making good decisions. Here are those six steps.
First, classify the problem. Is it generic? Is it exceptional and unique? Or is it the first manifestation of a new genus for which a rule has yet to be developed?
Next, define the problem. What are we dealing with?
Then specify the answer to the problem. What are the “boundary conditions”?
Further, decide what is “right,” rather than what is acceptable, in order to meet the boundary conditions.. What will fully satisfy the specifications before attention is given to the compromises, adaptations, and concessions needed to make the decision acceptable?
Plus, build into the decision the action to carry it out. What does the action commitment have to be? Who has to know about it?
Finally, test the validity and effectiveness of the decision against the actual course of events. How is the decision being carried out? Are the assumptions on which it is based appropriate or obsolete?
Using this simple, six-step framework can guide you to making better decisions. While doing these, be mindful of personality derailers that can undermine your own view of things.
Beware of Derailers
Avoid procrastination – action is required. You can analyze and think all you want to, but action is necessary.
Temper a tendency toward Perfectionism – perfection is the enemy of good. Too many new opportunities have been lost while gathering “more data” to land on the ‘best’ decision.
Don’t second guess – use your experience and the wisdom of those around you to craft the decision.
Be bold – good leaders are willing to stand up for what they believe is right. Deciding the next right thing is what people are expecting.
Using Drucker’s framework and avoiding the derailers can set you on the path toward solid, reliable decisions that won’t leave you stuck (figuratively) in the path of an oncoming car, like our squirrel friends.
If you need help with your decision-making process, why not talk to a coach? I’ve been helping business leaders improve their leadership effectiveness for the past 12 years. I’d be happy to meet you and talk through things with you.
There’s a popular business analysis tool known as S.W.O.T. It provides a method for looking at strengths, weaknesses, opportunities, and threats.
SWOT reviews are done for business issues of all kinds like competition, market position, product design, sales, and technology. As applied to a business, you can see the merit of doing this review periodically.
However, it can be useful on a personal level as well. Managers and leaders should take time during annual reviews and goal setting to add this powerful view as well. Here’s how it can work.
Personal Review Using SWOT
A plan of action using a Personal SWOT Analysis can be developed for every aspect of development and execution because there are always three critical components in every chosen role you may serve. Whether you are husband, wife, father, mother, community leader, volunteer or other, you can SWOT your contribution to that effort.
Why? Because every role we serve has three key components.
Identity, Purpose, and Intention.
These three components form a process of right action. Without understanding who you are or what your business or organizational core competence is and what is the purpose you intend, you are always going to be guessing more than you have to.
In the following analysis, you are taken step by step through a proven process of creating clarity of the right action.
However, to do so we have to begin with a simple way of fleshing out the context within which you intend to work. It doesn’t matter what context or role you choose, each of them requires you to be clear.
In order to reach clarity we take some simple, yet critically important steps. The first steps begin with a SWOT Analysis.
You will focus on the following overriding questions:
HOW Can YOU match your STRENGTHS to OPPORTUNITIES/Openings?
How can you reduce the impact of your WEAKNESSES and THREATS?
How do you differentiate yourself from your competition?
Trying to analyze one’s own strengths can be tricky. Throughout all of my coaching, I seldom see anyone who gets this exactly right the first time. Some might be modest and undervalue great strength in areas like collaboration, employee empowerment, decision making, or planning.
Others can be more boastful, seeming to know without a doubt they are great leaders who people should feel honored to serve; “my way or the highway” approach to leadership.
Entrepreneurs can be especially blinded by the emotional connection to their idea. While the great new product or service has great potential, the business will fail because the founder doesn’t know what he/she doesn’t know.
Before isolating your own estimation of your strengths, seek some 360 feedback. Get input from others you value as trusted advisors. Do an informal ask session.
Then compile a list of the strengths that you can use to accomplish your goals and objectives.
Just like your strengths, identifying “weaknesses” in your personal domain can be hard. Objectivity can be lacking. You may even be suffering blindspots where your weaknesses reside. Using 360 reviews and stakeholder feedback can help inform you of areas where there is an opportunity for improvement.
However, you may know exactly what areas or what issues give you the most trouble. Stating what these may be will help round out the SWOT analysis.
These are the things you can see as a new direction; changes that allow you to reach new goals. Taking a good look at the road in front of you can reveal opportunities for growth and change.
Listing them while doing this personal inventory helps bring motivation and inspiration to the plan.
Making a good assessment of personal threats is also tricky. I recommend starting with your mindset.
Do you hold any limiting thoughts about who you are and what you can do?
If you ever wondered about a limiting thought, they sound like this:
I’m too small
I’m too slow
I’m too ugly
I don’t have the right degree.
You failed at this the last time.
Any statement rumbling in your head that starts with or sounds like these needs to be eliminated first. Then you can deal with identifying true threats to your personal goals.
Performing a Periodic Personal Review
Just as every successful business invests time to perform SWOT analysis from time to time, you too should perform this review with your work life, home life, and career balance.
See what the data may tell you about the direction you are heading. Use the informed analysis to redirect your path, redefine goals, and set a new course.
Have a great and prosperous New Year!
If you want to know more about the ways I can help you or your business, click the button below.
Over the last couple of months, I’ve had the pleasure of watching a manager guide his team through a very successful series of events and opportunities. The way he has mastered the leadership of his interesting group has just been amazing to me. I’ve watched them overcome great obstacles, some uncertainty, and definite challenges to create what you might call an undefeated season.
There were times when the outcome was very much in doubt but through some very obvious and intentional moves that this manager made, the team was able to rally and achieve great success.
I started looking back on the things that made this particular manager’s effort different. And it occurred to me that he has been a very effective model of some fundamental principles that leaders at all levels, in all kinds of organizations should be following.
Knowing the Fundamentals
It will be helpful to list some of these fundamentals. You can use them as your own gauge or checklist to see if you are also using these things to steer your team toward greater success and higher performance.
The first thing I observed in this manager’s skill set was a distinct ability to carefully evaluate each member of his team. He watched for key talents. He identified gaps. You might call them the weaknesses that each person demonstrated. From this careful analysis, he crafted the structure of his team. He carefully deployed each individual into a key role that set the individual up for success while establishing a firm foundation from which the whole team would operate.
He performed a good effective analysis of situations that were occurring around them. As circumstances changed, he would adjust the assignments that were given to each team member. He was leveraging the best skill at the best time. Sometimes there were team members that really didn’t have a task. They were sitting out so to speak.
Yet the circumstances were ever-changing therefore every teammate got the opportunity to perform. As situations changed, this manager had the foresight to allow team members who needed to develop new skills to get into a situation that would give them the opportunity to experience actual effort and impact while they were working on developing their skills.
The manager seemed willing to freely delegate authority and responsibility. Team members were allowed to make real-time decisions about responses they felt were appropriate in the moment. If that transaction turned out to be wrong, the manager did not get upset about it.
Rather he talked to the individual about what they did, how they did it, and what another choice could have been. If circumstances got too severe, this manager was quick to adjust the deployment so that the lesser performing personnel were not left dangling and exposed to possible failure.
He did create a system of accountability. Team members were held accountable for the actions coming their way and their response at the moment.
When each big moment came and went this manager would have a huddle with the whole team. He would talk through the elements of what had just happened. He would reinforce his vision of what they needed to be doing. Plus he would answer questions about the work effort.
He achieved great success without ever spending one moment of overtime. He never asked the team to commit unreasonable time to the effort. Instead, he saw to it that every moment they were together was spent with valuable instruction, positive reinforcement, and solid coaching.
One additional aspect of this manager’s great success was his seeming ability to stay several steps ahead of the game. He never seemed surprised by the circumstances that unfolded. He was calm in the face of tension. He was positive when disagreements happened. And he himself demonstrated high professionalism, great integrity, and solid vision.
Lastly, and by no means the least, he built an atmosphere of fun not work. He saw to it that every member of the team was having fun doing what they were there to do. He played music when there was a break. He told good, clean stories that people could laugh at.
All of the elements listed above make up attributes that leaders need to be pursuing for the benefit of growing a high-performing team. If you have not thought about some of these aspects you should be looking at your own view of your responsibility as a leader and determine whether or not you can make these kinds of changes with your team.
By the way, I watched leaders in other organizations go through this same period of time with far less success. As I observed those managers what I saw was a lack of understanding of the talent they had in their team. There was no apparent effort to create a roster of talent that could be used in applicable moments to maximize the outcome of every opportunity. Rather they seem to be simply passing the time trying to get through each challenge the best way they knew how. Some days they won some days they lost.
However, the manager I’m speaking about at this point in time is what you could call undefeated. He has a perfect win-loss record. His team enjoys the work they do. They seem to enjoy working with each other. And they are always ready to take on a new challenge.
If this is something you are interested in learning more about I would be happy to schedule a call with you to explore what is going on with your team in ways that you can be this kind of leader.
Oh by the way I failed to mention something. The manager I’m talking about is the coach of my 9-year-old grandson’s Little League team. Yes, they are undefeated going into the playoffs as the top seed in the tournament.
Author’s Note – Several days after this article first ran, the Rockies swept the league playoffs and won the tournament championship, making them a perfect 17-0 for the season.
The principles I described above work as well in any business as they do at the ballpark with young men and women (they had a girl on the team too! – just sayin…).
For more insights and routine tips on leadership, listen to the podcast “Leadership Powered by Common Sense.”
If you lost your job today, what would that do to your sense of self-worth?
Would you be OK with it, or would you really suffer? Would you be worried about what your spouse, children, family, and friends think about you because you lost the job?
During the financial crisis of 2007-08 millions of American’s lost their jobs. Unemployment was at long-time highs. I know this time very well. You see, I too suffered loss because of the crisis. I had to close a company. A company my wife and I had labored to build.
We were almost to the five-year mark, then the crisis hit. Five years is significant because the Small Business Administration tells us that the odds of a small business surviving go off the chart if they make it through their first five years. We didn’t make that.
After losing my company, I started exploring what to do. I started joining large networking events that were happening all over Houston, my hometown. However, none of these events were being held near my house. I live on the outskirts of Houston. Driving to some of these meetings included a fifty-mile trip, one way. With gas at over $4.00 per gallon and me unemployed, this didn’t make sense.
The Main Event
So my entrepreneurial juices were activated. I started my own career transition organization called Jobs Ministry Southwest. We applied for and were given the 501c(3) non-profit status. We started organizing a weekly gathering known as “The Main Event”. Soon we had over 200 people attending our weekly workshops, hearing our speakers, and using our materials.
We had all of the usual things you would expect from a job assistance organization (resume writing, interviewing skills coaching, networking, social media, etc.). For me though, what I quickly figured out was the phenomenon of how people dealt with job loss.
First, there was a huge common split between men and women. Men looked at their jobs for their significance. When I asked a man to tell me something about himself, 99% of the time he went straight to talking about his job; title, role, reach, budget, team size, and so forth. I had not asked what he did for a living. I asked to know something about them.
Women, on the other hand, talked about a sense of security. The job gave them security. This usually translated into financial security, but often included the notion that at work they could be safe from whatever may be happening outside of work. Yes, this includes domestic violence, substance abuse, and other horrific things we see in the news.
Job Loss Can Be Devastating
Let’s see how this works. You can only imagine how losing the job caused devastation in either direction. Men would often express losing their actual identities over a job loss. “I am not an engineer anymore; I am going to have to become a fry cook.” (No disrespect to any type of position or work intended here). Women losing their jobs were emotionally wreaked for having lost their security; fear became the primary emotion.
While coaching hundreds of these folks individually, I found myself revisiting this common thread far too often. I spent a lot of time helping people re-center their core beliefs about who they were, what they were made of, and differentiating the job loss circumstance from their inner being. It was no small task.
When someone has interwoven these beliefs for decades, trying to untangle that mess was daunting. Sadly, not everyone made it through the mental shift. For those who did though, a whole new outlook drove them to seek new ideas, even new careers, to better align with what they discovered were their true values.
Separating the job from who you are is the key.
The need is to learn how to begin separating the job from the self. That’s pretty lousy grammar, but it gets to the point.
First, let’s talk about how we even get to this point in life. My wife and I are in the grandparents stage of our lives. Our kids are grown and married, having their own children. We have seven grandkids and counting.
As we celebrate the births and bring the new babies home, I have observed a few key thoughts. None of those babies left the hospital with a smartphone, a business card, a laptop, or an iPad. They weren’t waiting on the next call or rushing to the next appointment or shift change. Their only ‘job’ was to eat, sleep, and, well, you know what.
When did the identity thing start shifting away from what it was at birth to what it becomes for so many Americans? Where does this sense of work and vocation creep in and drive the definition of personal significance?
The Frog in the Pot
I like to refer to the story of the frog in the pot. The story says that you put a frog in cool water, in a pot on the stove. Then start turning up the heat slowly. Eventually, the water boils and the frog dies. If you boil the water first, then drop the frog in, he jumps right out.
So many situations in life are this way. We get into a scenario. Over time, the circumstances change, pressures build, attitudes shift, and eventually, we are at a whole new place.
Believe me, I know about competitive forces at work – the push to win the next promotion, get the right recognition, and get that next raise. All of it becomes a focus for anyone hoping to prosper in the workplace. As these things accumulate, our culture tends to honor the achievements.
We stand in awe of our corporate giants, people who have “climbed the ladder” as we say. It is easy to feel proud of those accomplishments. For each new rung on the ladder though, a bit of our true identity gets painted with a new brush. We start becoming the job.
Again though, the need here is to distance our definition of self from the job description we have.
Satisfaction of the Need
So how do we ever start making this happen? How can we separate our identity from the jobs we hold so dear?
What might be some of the hurdles to overcome? Well, here are the ones I have seen over the years in my business.
Poor self-esteem – This one might have been over done in years past. Yet it remains a key driver. Why?
When our individual understanding and belief about our sense of self has been damaged, we naturally look for a substitute. We look for something to latch on to that can fill that void deep inside us. It’s a kind of replacement thinking. The job is a huge part of our life, so why not let your new statement of what you are be about the job.
Well, the logic might not be bad, but the result is dangerous. Why? Because if the job opportunity evaporates as it did for so many in 2008, what do you have?
You get pushed right back into that sense of failure, inadequacy, and so forth.
This sounds too ethereal – “Everything you’re talking about Doug sounds bogus.” Really? All I can tell you is that I have firsthand experience with thousands of job seekers who needed to get this right before they could land their next gig.
When the economy is throwing lemons, a person needs a really centered belief system to avoid getting down on themselves about the situation. It can happen to anyone.
Bad tapes playing in your mind – Losing a job has a lot of unhealthy consequences. The biggest one is the risk that those old tapes in your brain start playing. You know what I am talking about.
The tape with the teacher telling you how bad you are. The one with the sibling riding you about something you did feel bad about but didn’t need to be reminded of.
And worst of all is the look in the mirror where you see a very poor image looking back. I know these bad tape topics can go on and on.
None of this kind of thinking is good for you. And frankly, I have yet to find a case study where the truth was anything close to being as bad as what the person claimed as their downside.
By understanding this overall dynamic and the relationship between job and self, you can free yourself of the disappointment, guilt, fear, and uncertainty when your job is adversely impacted or lost.
When the job situation changes enough you no longer have to trigger all of those emotions.
By redefining your purpose and sense of self, you can more quickly focus your energy when the job situation changes.
The rollercoaster effect does not have to have such severe highs and lows. A job change is never easy, but by disconnecting your value system from the significance of the work, you reach a better, more realistic view of what the job should be and where it fits in the scheme of things.
So how do you get there? Here are a few action items to consider.
Test yourself in advance. Ask the key question – will I be OK if I were to lose my job?
I mean really dive deep on that one. If the answer is “NO, I won’t be OK, emotionally I’ll be ruined”, then you might be dealing with this troubling idea that your self-worth is too closely bound to your job.
While I will grant you the obvious issues that arise from such a question, I am saying to set aside the financial impact.
Focus on the psychological and emotional things that are spun up when you entertain this question; things like fear, doubt, anger, hostility. Experts tell us these kinds of emotions are symptomatic of deeper root causes. I contend that having your job tied to your identity is a pretty big root.
Ask others – Ask your closest friends and confidants. Ask these folks what they think about your balance for work versus your sense of self.
Hint: a spouse is not always the best person to ask this question. This is true simply because they have too much vested and at stake.
Imagine going a whole new direction with work – If your opportunity to make money went a whole new way, would losing the former position or job impact your definition of yourself.
This can help determine how proud you are of the current situation. Pride is usually indicative of tying it to some sense of self-worth. If something is boosting some area of your mental image, you are often proud of it.
Try to define who and what you are without mentioning work – Try this one day. See if you like the statement you have. If not, take some time to work on that.
In closing, let me say this theme has been played out in many lives I know. It seems to be human nature to let our work become a definition of what we are.
I encourage you to do yourself a favor. If your identity and sense of self-worth is tied too closely to your job, start the process I’ve presented here. Work through the issues and create a new story for yourself.
I hope this has helped. If you want to learn more, follow my blog at DougThorpe.com.
As always, join in the community discussions by adding a comment on any of the posts or articles. I hope to hear from you soon.
BONUS SECTION – If you or someone you know is facing a career transition, I wrote a book about the program I created at Jobs Ministry Southwest. It is called “STRIVE.” The book includes the powerful and effective 6-step job search success program by the same name. Also in this book, I share an in-depth process to help you regain your sense of personal purpose.
Launching my 2022 campaign to help 10,000 managers and business owners become better bosses, I’ve already gotten some great responses. Over 1,400 have already acknowledged the need to improve and their pledge to do so. For more on my campaign, read below.
Yet the most common question so far is “where do I start?” To answer that, I turn to an old friend the Johari Window.
The Johari Window is that view that compares the known versus the unknown, the seen versus the unseen. It adds the dimension of you versus others. Here’s the diagram.
In this model, a leader can position themselves to evaluate exactly where they might stand.
Doing the Analysis
Looking at this diagram, ask yourself these questions.
What do I do well? These should be things not limited to what you think you do well (the Facade box), but things others acknowledge (the Arena box). Good bosses leverage the strengths and abilities they already possess while they work on the gaps they need to fill.
Do I have things in my “Unknown” box that should be worked on? An example here is the “Imposter Syndrome”. Many managers feel their situation is fake. They are so uncomfortable in the role, they are barely faking it to make it. Folks with this going on are afraid to open up about the uncertainty for fear of losing the job.
What are my blind spots? They’re called blind spots for a reason. You can’t see them by yourself. Who has ever seen the center of their own back? Not without a mirror. It takes an extra effort, device, or instrument to reveal the blind spots we have. Getting proper feedback from 360 reviews, special accountability partners, close confidants, or a coach is required to properly see a blind spot.
What are Blind Spots?
In her book, Fearless Leadership, Loretta Malandro, PhD., identified 10 behavioral blind spots that can derail leaders.
These 10 blind spots are:
Going it alone
Being insensitive to how your behavior impacts others
Having an “I know” attitude
Avoiding the difficult conversations
Blaming others or circumstances
Treating commitments casually
Conspiring against others
Withholding emotional commitment
Not taking a stand
Tolerating “good enough”
We each have these blind spots, with some being larger for us than others. Just like in a car, knowing your blind spots is important as you can make some extra effort to ensure that you see what you are doing. And just like in cars, if you don’t know your blind spots, you can get into big trouble.
The first step in avoiding these blind spots is to understand them and what they look like. It is easy to identify these in people we work with, but it is difficult to identify them ourselves (thus they are called blind spots). Here are some behaviors that describe each blind spot:
Going it alone: when you do things without asking others for their input. Examples of this behavior include:
not asking for help
not accepting help
not talking about the stress you are under
not including others in decisions
feeling like you need to get things done on your own
Going it alone is especially problematic for start-up entrepreneurs. When you begin a business, you think you know your idea the best. You’re not ready to let go and let others help build the dream. First-time business owners also may suffer from getting too deep into this syndrome. You’re just not ready or willing to open up to others.
Being insensitive to how your behavior impacts others: when you allow yourself to say or do most anything without sensitivity to the consequences or impact on others.
not noticing how body language impacts others
choosing words that can be mean or misunderstood provoking a negative response
not realizing how you’re devaluing others input or ideas
You rationalize these behaviors by thinking that people hurt by your words will “get over it.”
Having an “I know attitude“: when you think that you are always right and those who disagree with you are wrong.
not listening to others
always coming up with reasons others ideas won’t work
devaluing others ideas
arguing with anyone who disagrees with you
refusing to explore other options
making assumptions about others’ intent or their ideas
Avoiding difficult conversations: you avoid conflict and stressful situations – so you avoid those conversations where that happens.
not raising concerns or issues about other’s behavior
avoiding talking about negative information (bad sales, company layoffs, etc.)
softening tough messages and not talking about real concerns.
You only like to talk about surface issues.
Blaming others or circumstances: avoiding the need to take accountability or try to negate by shifting blame.
always having a reason
excuse or explanation for why something went wrong
complaining about how it could have gone “if only”
leaving a project when you see it is not going to succeed.
I like to think of these as convenient excuses.
Treating commitments casually: when you make casual commitments that you don’t keep.
showing up late for meetings
not getting projects done on time
never making hard commitments in the first place
always having an escape hatch
using the “I’ll try” instead of “I will”
A leader’s ability to influence others is dependent on being able to make and keep commitments, regardless of how big or how small.
Conspiring against others: you engage in rumor mills and gossip or talk negatively behind people’s backs.
talking one-on-one with others about how you think a project won’t succeed
not talking in open project meetings
discrediting others ideas or accomplishments
displaying negative non-verbal cues such as rolling eyes or engaging in conspiracy theories
Withholding emotional commitments: you can agree intellectually, but withhold putting your heart and soul into a project.
just complying with a decision meeting the bare minimum requirements
resisting change, withholding support, going through the motions
Leadership requires genuine commitment. People around you can sense the false pretense of making the motion but not being committed.
Not taking a stand: sometimes when you know you should do something but you don’t because of how it could impact you.
not speaking up in a meeting when you disagree with the majority failing to speak up when senior executives are around getting people to work around a problem instead of addressing it head-on
Tolerating “good enough”: when you settle for getting things done just ok, but don’t push you or your teams for excellence.
not holding others accountable for their work
accepting incremental improvements
not willing to explore radical options
staying inside one’s comfort zone
not looking at what the future will require
Understanding the concept of having blind spots is the first step. Identifying our own blind spot is the harder part. To really get to the bottom of your own blind spot, you have to ask a few trusted confidants to work closely with you. They can better point out where they see your blind spots.
This is a hard exercise but one that is very beneficial. A review process called a 360 is also a useful tool. Many larger companies are using 360s on a regular basis as part of their leadership development programs.
None of us like to hear about our faults. Others don’t like to point them out. If you are open to growing and learning, then by identifying your own weaknesses, you can start the process of improvement and become a better leader and even a better person.
Making a commitment to exploring blond spots is your first step toward becoming a better boss.
Join me for the 2022 Challenge to Be a Better Boss. Take the Pledge. Jump in the LinkedIn Group.
Welcome to 2022. Yes, we have entered a new year. Like many of you, I have reviewed my accomplishments and plotted a course for this new trip around the sun.
As for me, I have chosen a noble task.
I want to help 10,000 business leaders and company owners become Better Bosses. Let’s start with WHY.
For a long time, there has been a saying among HR professionals. “People join companies but quit bosses.”
Have you ever felt that way? I know I have.
The individuals who get promoted into management jobs and/or start businesses rely on chance and circumstance for ways to figure out how to lead a team. Experience tells me that most fail in some way or another.
I think it’s time we seriously focus on making our bosses be accountable for better behavior.
First, let’s be real. In western commerce and so-called ‘big business’, we have this strange tradition of promoting the brightest bulb on the string to be a supervisor when a spot comes open. The logic goes something like this.
“Sally is our best producer. She would be the best one to lead this team.”
WRONG! Instead, we usually end up ruining the best producer and frustrating the team because Sally doesn’t do well leading people. (No knock on Sally. It could be a Bill or a George here too.)
In the case of the entrepreneur, this person has an idea for a product or service. So they start a company. The idea takes off. Pretty soon the owner knows they need a bigger team to keep things going. Hiring begins and the fun starts.
Like the promoted high-performer, most small business founders seldom know how to manage people.
In both cases, you can hope for a collection of positive experiences with prior bosses to model good habits, but guess what? Those folks had their own journey arriving where they were. So did you really get a good lesson?
Nature or Nurture?
Then there is another thought. In the halls of most business schools, you can find a raging debate among academicians about whether leadership is born or bred, nature vs nurture.
I’m not going to rehash the whole debate here. Instead, I will say this. I have met and worked with clients who clearly have more natural talent to be a leader. They have a sixth sense of reading people and making decisions. They are comfortable at the podium speaking to a team or a whole organization.
These individuals do shine in positions of leadership, running companies. And, like professional athletes, they get better with coaching to help them refine the natural-born skills they seem to have.
I wanted to play sports in school. But growing quickly to six feet tall before any notion of hand-eye coordination kicked in limited my future in athletics. Obviously, I was NOT a natural-born athlete. The few things I’ve tried since then, like golf or tennis, have required hard work.
On the other hand, I have worked with clients who did not start with “natural” leadership ability. Instead, they embraced the need to be a leader. They worked hard to learn concepts, principles, and values they could use to become better leaders and, hence, better bosses.
Therefore, my observation is simply this. Some people may be born to be leaders and get better with training. Others can learn to be better leaders with the right coaching, hard work, and commitment.
Back to Human Resources
I knew a global HR professional who boldly led a charge to redesign his company’s entire HR role. His premiss said, “If we trained better managers, our people problems would go away.”
While the company didn’t accept the theory outright, they did permit him to test it with a large global project he was assigned to support. The results were never empirically proven, but the overall success was positive based on exit reviews and employee feedback.
The idea is solid. Better bosses can make a difference in the way work teams view the company. More importantly, it impacts the quality and quantity of work contributed by employees.
Add to the above factors the rapidly changing world of work today in the face of COVID lockdowns, remote working, and workforce change.
Studies are beginning to emerge wherein labor pools are voicing one common theme. People are tired of toxic cultures created by bad bosses. Here are a few of these studies:
Management teams who have historically ignored employee feedback are being systemically voted out of office. No, I don’t mean literally, because there is no such vote. But symbolically, they are receiving a “no confidence” vote from people walking off the job. The “Great Resignation” it is being called.
In essence, the modern workforce is saying “Enough!”
Should You Be Surprised?
If you are in a management position, now is the time to take action. There is always time to review what you do with your team. You can make a change.
Want to be a better boss? Here are a few tips to help get the journey started.
First, disconnect from the tradition and legacy of your company’s “less than” culture. Take a serious inventory of the standards enforced by tradition. Does the culture rely on command and control leadership styles?
More specifically, does the culture rely on any aspect of interaction that serves to diminish an employee’s status? Is it customary to always talk down to the people below you by job grade?
When an employee brings bad news, are they subjected to ridicule and admonishment?
Break that chain. Treat people with respect. No one deserves to be subjected to harsh emotional lashings for trying to do their job.
Next, decide on an intentional change in the way you look at your responsibilities.
Shift your thinking. Can you do more to represent your team? Are there better ways to show your support for them?
Then, upgrade your communication ability. Are you the best communicator you can be?
Step outside your own box for a moment and get a read on the way your messaging lands. Ask for some 360 feedback about your communication style and effectiveness.
Just because you say it, doesn’t mean people get it.
Make your communication a true two-way exchange. State your issues, then ask for feedback on the spot. You can start with a simple ask from your people, “Please tell me what I said, in your own words.”
Also, don’t rehearse tragedies.
This is aline I picked up from the hit TV show “Blue Bloods.” It means don’t dwell on the bad stuff going on. If something fails, make a one-time review of why, learn from it, then move on. Don’t keep dredging up the negativity.
With this also, never use a team or individual fail to justify a ‘public execution.’ Good people fundamentally know if they made an error. You as the boss, don’t have to keep reminding them of it.
Finally, learn how to read the room.
Pay attention to what is going on around you. If people seem on edge about a problem that is in front of them, you have to handle the problem first. Then you can announce a new piece of guidance or instruction. You can’t teach a sailor to tie a knot when the ship is sinking.
The New Year
Turning the page on the calendar is a great way to reset your own focus. Please take a moment to think about how you manage and lead your team.
Can you be a Better Boss? We all can do something to up our leadership game. Why not join me in making 2022 the year of the Better Boss?
As I sit down at my trusty old PC to write some thoughts on this, the week before Christmas, I was tempted to “mail it in” by digging into my archive and dusting off an oldie but goodie.
Yet as I pondered what to do, I started thinking about the early Christmas we just finished celebrating in my family. The wife and I like to alternate Christmas day each year to allow our married kids to swap with the in-laws. Spreading the wealth if you will. Not hogging ‘the day’, but rather willing to be flexible in alternating years.
So this was the year for early Christmas. The whole clan gathered for the day to meet, eat, swap gifts, and let the grandkids get the maximum benefit from our brand of family Christmas. It was simply great.
The jolly crew is pictured above. BTW we do ‘themed’ celebrations. This year was a Camo-Christmas.
Anyway, one of the gifts the grandkids got (the boys, that is) was a set of building pieces based on a little STEM learning. The kits were to teach the basics of electronics. The parts would snap together to complete a circuit. There were buzzers, bells, motors, and gadgets to plug in-line to feed off a battery pack. The successful accomplishment was realized by a whole range of noises, beeps, buzzes, and whirrs.
I coached my 8-year-old on the principles. In no time, he was building pretty amazing layouts. The first, most basic concept he mastered was to follow the flow of the circuit, starting with the positive side of the batteries, winding thru the model, and ending on the negative side. Positive and negative.
There it is – the Muse for this Message
Thinking about the positive and negative made me start thinking about the world around my little family unit. Today, there is so much negativity. Seldom do we focus on the positives.
Speak with any colleague or friend and it won’t be long before something negative comes up. Maybe I’m writing an indictment on my circle of friends. However, I really don’t think so. Too many good people are getting beaten down by the negative rhetoric and the cynicism in the daily news.
I decided to take a quick poll, just within my own head. Here are the scientific results I just made up.
There is good in the world
My neighborhood goes all out decorating for Christmas. Yards are strung with all manner of “exterior illumination” man can buy (thank you Clark Griswald). Then beginning right after Thanksgiving, hayrides begin cruising the streets taking large groups on tours. It’s a fun, enjoyable human experience.
Last year my street started hosting what we call Candy Cane Lane. Our cul de sac turns into a unified theme park adorned with large 6′ lit candy canes. Every night, Santa appears in person along with several elf helpers to hand out candy canes to the hayrides. OK – yes, it’s taking things up a big notch, but the neighbors on our street love doing it.
Being on the front line, looking at humanity from behind a fake Santa’s beard can be very cathartic. You should try it sometime. The little kids stare in amazement. Even the adults melt into memories of childhoods long ago. Times when things were not so complex or demanding. It’s easy to see.
It offers a brief break from the otherwise crazed world we live in. And people LOVE it.
By doing something positive, our little group is restoring joy and harmony.
Volunteerism is alive
I have the joy of working with several non-profits. The spirit of giving and serving is alive.
It’s not easy, nor are the finances bountiful, but dedicated souls to can identify with causes they love are still coming out in droves to help, serve, and give.
We all can make a difference
You’ve likely heard the story of the boy and the starfish. A small boy was walking on the beach. The high tide had washed hundreds of starfish onto the sand. An old man saw the boy bending over, picking up a starfish, and then throwing it into the sea.
As the man came up to the boy, he said “Young boy, what are you doing?”
The lad said, “I am saving the starfish.”
The old man said, “You’ll never make much difference.”
The young boy looked down at the starfish in his hand and said “I’ll make a difference for this one.”
We can spread positivity one person at a time.
Just show up
I thank a fellow coach, Mike Van Hoozer, for helping me learn the concept of focus in the moment. Every human endeavor is not really about the long journey, but rather the way we show up in the moment. Our legacies and reputations are built on moments not big projects or programs.
As an example, professional baseball players build careers after a long run of moments. Moments when they come to bat. Bottom of the 9th, ballgame tied, two outs, and two strikes. One pitch, one swing can make the moment. Strikeout, you might be forgotten. Hit a home run and you will forever be remembered.
The same is true for good managers and great leaders. You build the reputation as a good boss by the moment by moment steps that happen every day.
Good people show up in the moment. When your moment happens, you can choose to be positive or negative. Choose positive.
Please join me
For 2022, please join me in choosing to be positive. Let’s drown out negativity. Sure there can be differing opinions. But when it comes down to it, why not decide to be positive?
Lift people up, don’t tear them down. Even your so-called enemies. How hard will it be to at least hear them out?
Right now I am thinking of a few people I know who have sunk so low into the muck that it will be hard for them to read this. Heck, they’ve probably already scrolled past. That’s ok. But if I can get hold of them, I’m going to do all I can to be positive, encouraging, and helpful toward them.
There is a better way. Please join me in spreading a little positivity. Merry Christmas, Happy Holidays, and a Joyous New Year. Leave a comment or share with your tribe.
As we run screaming into the end of the year 2021 (where has this one gone?), it’s always a good time to reflect, regroup, and renew our thinking for the year that is just around the corner. The best bosses I have known use this time to make reflections.
There are those among us that do very little reflective work. What I mean is, they seldom stop to look at their own impact and effectiveness. Instead, they meander through life doing what they want to do, choosing what they choose, and paying very little attention to the consequences.
In my mind, I am fortunate to never work with that kind of client. Why? First, because they never call for coaching. Remember, they are NOT reflective. More importantly, they wouldn’t be a good coaching client. I’d likely get blamed for producing no results. So to that end, I am happy they never call.
The Good Guys
However, it is my good fortune to work with clients who want to make a difference. They want to become better bosses. These heroes are willing to stop and ask the tough questions like:
How did I do as a leader?
What could be better?
Which things worked well, what didn’t?
What should I do more of?
And what should I STOP doing?
It is by allowing these reflections that one can achieve growth. Change is inevitable. So why not be intentional with the changes? Build a plan for mastering your skills as a leader. You can’t do it all in one giant leap forward.
Rather, you have to decide on specific behaviors or skills you want to use to become the leader you want to be. Decide on a few key things that can make the most difference right now. Then get help understanding the details about what you can change.
It’s in the Bag
When asked about leadership, I like the analogy of the golfer. In the bag is a set of clubs, 14 by regulation. Each club is designed for a specific purpose like hitting long or hitting short with finesse. Good golfers know how to use each club with varying degrees. The golfer will ‘bend’ or ‘shape’ shots depending on the course in front of them. Choosing the right club and the right swing in the moment is what differentiates good golfers from great golfers. Or in my case, pretty mediocre weekend golfers.
Building a leadership skill set is like the golfer. You can add tools to your leadership bag. But one size does not fit all. You have to practice to learn how to shape the moment with the tool you’ve chosen.
As an example, communication can be one of those leadership tools. Your communication can be very direct if you must make some form of announcement to the group. On the other hand, if you are coaching an employee, your communication may be very warm and empathetic.
Other examples of leadership tools (or clubs – no not lethal weapons) used by the best bosses are delegating, accountability, decision making, motivation, listening, speaking, planning, giving feedback, nurturing, coaching, character, integrity, etc.
The list can be long. You need to decide the elements and attributes that you want to define your leadership style and substance. The longer the list, the more work you will do to improve your skill at applying these behaviors in the moment.
This is why you simply cannot work to develop all of the skills in one big push. You have to work with them throughout your career. In my experience, you will have whole seasons of work where certain skills will dominate the situation. A select few of your leadership skills will be needed to win the day. You won’t ignore or forget your other leadership skills, you just won’t call on them as often.
The calendar year-end is always a convenient time to remember the need to look back, evaluate, and make new plans.
I’m not talking about funky new year resolutions. Instead, I mean valuable reviews of what has happened before and a focus on what can lie ahead.
The best bosses include just such a look at their own ability to lead. Having the self-discipline to sit down and prepare a year-end review is a great start to making next year your best year ever for the best boss ever, YOU!
Let me also wish Happy Holidays to all my friends and colleagues who do not observe Christmas time celebrations. Blessings to you and your families!
The holidays have a way of triggering certain joyous celebrations. But for many, the holidays bring on serious downside exposure too. Here are some ways to reignite your zest for life.
Everyone feels down and lost at certain points in their life. Sometimes, this has a more obvious cause, like a break-up or failing an exam. Sometimes nothing bad has happened at all, and you’re just having a bad day. However, when those feelings start to affect your relationships, decision-making skills, and career over a prolonged period of time, it might be time to start doing something about it.
It can be quite overwhelming to know just where to start when it comes to turning your mindset around and banishing self-doubt. However, one common solution is to seek professional help in the form of a life coach. They will help uncover the root of why you’re feeling the way you are, and come up with strategies to change your day-to-day mood and more importantly your life.
Here are three ways you can find the missing piece to help overcome negative thoughts, and how a life coach could assist you along the way.
Get out of your comfort zone
Whether that’s signing up to a dating app and talking to new people, or confronting a phobia you’ve always had, moving out of your comfort zone can have endless benefits.
If you’ve always played it safe in terms of meeting new people, traveling to different locations, and looking for work opportunities, then you are restricting both your personal and professional development.
Instead, you need to open yourself up to new experiences that are going to allow you to make new connections and gain perspectives you otherwise wouldn’t have had. This might seem scary, but can be incredibly rewarding.
There may be a good reason why you haven’t got out of your comfort zone, such as a lack of confidence due to a past experience. Whatever the reason, life coaches will work through everything at your own pace.
They will challenge you in an empowering way so that you embrace new opportunities rather than running for the hills.
All of which is going to help you rekindle that spark for life and help you to feel more satisfied in your career and personal life as a result.
Set goals for yourself
Coasting along with no real direction is a sure-fire way to end up feeling bored in your life. After all, if you’re not working towards anything, then what do you have to look forward to? Every day will just roll into the next, which is about as fun as it sounds.
Setting personal goals can seem a daunting task. However, no goal is too small or too big. Starting off with small, easily achievable goals can help you build up greater confidence and self-belief, which can help when it comes to reaching your longer-term goals.
Now is the time to decide what you want out of life and to figure out how you’re going to get it. A life coach is the perfect professional for the job, since helping people create goals and making sure they achieve them is a big part of what they do.
Hold yourself accountable
It’s always the easier option in life to apportion the blame to someone or something else when things go wrong. However, taking ownership of both your mistakes and your achievements will help you to feel more in control of your own life.
Holding you personally accountable is a big part of life coaching. Coaches will turn the emphasis on you, including what has prevented you from achieving your aims in the past.
One of the most challenging yet rewarding aspects is owning up to yourself about things you could or should have done differently. While there’s no way of winding back the clock, you must recognize your own failures so that you don’t repeat the same mistakes going forward.
Accountability also extends into how you live your daily life. For example, this can include noticing when your timekeeping isn’t good enough, or that you are procrastinating. From simple bad habits to the more damaging ones, from now on if you want to rekindle your spark for life, you’re going to have to leave such unproductive traits behind.
Most of us think of a leader as someone with a great deal of education and experience in a certain area. While knowledge and experience are important qualities, one’s ability to communicate and work well with others is just as important to being an effective leader.
A hot topic on the scene these days is Emotional Intelligence or E.Q. While research and numerous studies have proven the concept, understanding how to use it in your leadership toolkit is another story.
Having a high degree of emotional intelligence (E.Q.) allows you to be able to inspire and motivate others to co-operate with you to accomplish a shared objective and vision. There are several ways that you can strengthen your interpersonal skills.
Try these methods to dramatically raise your E.Q. and accomplish more together:
Increase your self-awareness. Self-development is the foundation of excellence. Before you can lead and inspire others, you must first understand your own motivations and behavior.
Develop your vision by learning to listen to your inner values and dreams. Trust yourself. Try not to compromise your values to achieve a goal or for other temporary gain.
Embrace passion by learning to be motivated by your internal compass rather than external forces and situations.
Keep your energy fully recharged, so you can give your best effort. You can stay energized by taking the time to learn what activities re-energize you and which ones drain your energy.
Respect yourself. Know the limitations of your body, mind, and spirit and strive for balance between your responsibilities in all areas of your life.
Become aware of your flaws and limitations. Seek ways to improve yourself and be open to change.
Strengthen your discipline and self-management. Learning to be responsible for your behavior, attitudes, and actions can raise your performance level as well as help you to build trust and authority with others.
Seek the input of others. Ask how you can help them, or what you need to do differently to communicate more effectively and manage them better.
Hold yourself accountable for your actions and performance.
Don’t be afraid to delegate responsibilities and tasks. Be confident enough in yourself to surround yourself with talented, qualified people.
Develop your social awareness. Be aware of your own attitudes and the power you have to motivate others.
Show genuine concern for others and learn how to actively listen. Doing so will create lasting bonds and a strong team that will work with you rather than against you.
Give others a reason to support you and your vision. Let others know when they have done a good job and look for ways to openly recognize and reward excellence.
Help others to buy into your vision by making them stakeholders in the attainment of your goals. Seek their advice when setting goals and making plans on how you’ll achieve them.
Help others to increase their abilities and fully utilize their talents by providing opportunities for training, scholarship, and self-development.
Emphasize greater relationship management. Learn how to bring out the best in yourself and others. Utilize everyone’s best qualities and minimize their limitations with effective assignment of tasks and delegation of responsibilities.
Regardless of your education or experience, you can achieve greater success by learning how to use your people skills to fully harness the talents and energy of others. These strategies will allow you to increase your E.Q and inspire others to fully enlist in your cause of their own free will.