This week’s meeting with a client reminded me of something so fundamental in running any size of business.
Don’t forget your vision.
John Maxwell says the best definition of a leader is “A leader sees more than the people around them and they see it before the people around them.” That, my friend, is vision.
First the Entrepreneur
If you are an entrepreneur and small business owner, the vision can get lost in the details. Especially if you’ve begun to scale your company.
Time and growth have ways of distracting from the vision.
As your baby begins to grow, you may lose sight of the original vision that got you started. Daily responsibilities, putting out fires, and keeping your head down in the details frequently leads to loosing touch with the original design and inspiration you had.
On one hand, it sounds too obvious. Well of course I know my vision. Do you? Or has the collection of all the noise drown it out?
As decisions compound with company growth, the vision needs to get updated and at least refreshed to reflect what has happened.
It Happens in Bigger Business Too
For managers and executives in larger businesses, too often you never created your vision goal for your team. Sure you have objectives and deliverables but does that line up with a bigger picture vision of your part of the company.
When I meet new clients inside the bigger corporate settings, I always ask whether they have a vision for their unit. It is surprising how many say “Well, no. I’m here to do what the company tells me to do.”
I encourage them to formulate their own vision for their slice of the pie. Get it approved/aligned with their boss. But then run with that vision.
For some, vision sounds too fluffy. It’s not tangible enough. OK fine, make it tangible. Set metrics, KPI, and expectations.
Part of having a successful vision is letting your team know what you think a ‘win’ looks like. Let them share in the vision.
Then spend time teaching and sharing the vision so your team can rally around it.
Periodically you will need to revisit the vision, make adjustments based on real facts and circumstances. Don’t forget about doing that.
Set your course, cast the vision and never lose sight of it.
If you’ve done something lately with your vision, leave a comment.
Hi, my name is Doug. I am hopelessly addicted to taking a little white ball, hitting it with a stick, and trying to get it into a small hole 475 yards away from where I am standing. Hi Doug!
Yes, I am talking about playing golf. One day, a friend and I were out to play a round. We were having a great day of fellowship and friendship, but the golf game was not going well. Scores were higher than the Texas heat.
This round of golf was shaping up to be just like my last 3 months. For some reason, my game had dropped to an all-time low, or high when you focus on the scoring. I was playing really bad golf. The computers at NASA could not keep up with my score.
After 16 tough holes on the course (they were tough because of the way I was playing), I realized I had run out of the fancy and somewhat expensive golf balls my son had encouraged me to play. Digging around in my golf bag, I found a sleeve of some other brand of golf ball. I had liked playing the game with this particular brand but had agreed to try the other ones my son recommended.
Seeing a Change
I teed up the new ball and Whack! My shot was a straight, beautiful arc headed right at the flag on a long par 3 hole. The ball landed firm, bounced a few feet, rolled, and came to rest solidly secured on the green. Now my excitement here may seem a bit overzealous, but given the day I had been having, this shot was perhaps the most gorgeous thing I had done all day. As I strolled up, I realized I had quite a long putt. But hey, I was putting. I putted twice to score a PAR! Wow, PAR!
The next and last hole is a long par 5. It is a relatively straight hole but has water right in front of the green. I set up my tee shot, took my swing, and saw the ball launch into the blue azure of the Texas sky, tracking straight down the fairway. Hmmm, could this be a trend?
As my friend and I motored down the course, I was feeling renewed and redeemed. The second shot was still a long way away, so I strategically decided to “lay-up”. This means I was not going to play Tin Cup and shoot for the green, with all that water in front. I took out a hybrid club and lined up. Swing! Wow, here we go again.
Making Change Happen
No, not into trouble, but straight at the target area I had chosen. This magical ball spun and flew right where I wanted it to go. So now for the approach to the green. I take my trusty 8 iron and practice a few swings. Now I am ready to launch my assault.
Just then a huge wind blew into my face. Oh no; water, wind, and still some distance to overcome. I am undaunted. I have the miracle ball.
Swing! The ball rises straight up into the air, chasing forward. The wind catches and starts to push a bit left. Could it be? YES! It lands on the green.
Ok, I’ll be honest, it’s a monster putt from where this thing lands, but I am on the green of a par 5 in three shots. By the way, my friend was having his own out-of-body experience doing pretty much the same. He too was sitting right up on the green. We strode onto the putting surface like gladiators. We had our trusty putting sabers in our hands. We were going to finish this beast once and for all.
As I got closer I realized this putt was going to be my longest of the day. I paced it off at 55 feet. My friend was almost the same distance for his putt, likely 50 feet. I stood over my shot, gathered my focus, and pulled back the mighty putting saber. Swoosh! The ball jumped off the club head and started its journey over hill and dale to make its way to the hole. Then it happened. Clunk!
Right in the dead center of the hole. I had scored a birdie! One UNDER par. What a way to finish! My friend was happy for me. Then he tried his shot. And amazingly he too heard that same glorious CLUNK! Another birdie! It was a great way to finish the day.
So why do I share all of this? I am not gloating about my golf game. Believe me, gloat is the last thing someone with my score should be doing.
A change made the difference.
I switched the brand of the ball I was hitting.
All manufacturers of golf balls strive to create a look and feel that influences the play of the game. Some golf balls are softer than others. Some spin faster due to the design of the little dimples on the cover. Some don’t spin much at all. The list of attributes goes on and on.
Then I realized my game had started going bad when I started using the higher-priced balls. By returning to a brand of golf ball that had been good for me made my last two holes play entirely different.
I did not consciously change the golf ball I was using until I ran out of the former brand. A moment of necessity forced a change for me. But once I made the change, the outcome was far more rewarding.
Yes, I know, the likelihood of long term success is yet to be seen. However, given all the other inputs yesterday, the only variable that changed was my golf ball. So I am glad the change happened.
Whether you own your own company or run a large business unit for someone, you can make small changes that can yield big results. If you’d like, we can arrange a short exploratory call to talk about ways you too can realize big change with small adjustments.
Join the discussion. Leave a comment or share it with a friend.
Whether you own a business or work for a larger company in a management role, there are three circles of leadership you will be juggling at all times.
In a perfect world, the circles overlap right in the center, so look more like one happy circle. However, that is a rare situation.
If you have that, you are one lucky individual. More likely though, the circles overlap a little but do not align in the middle. What can you do with the problem when they don’t align and you are spinning like crazy trying to make it work?
Here’s the Story
First, let me explain what the three circles are, then we’ll explore how to make the best of the situation.
The first circle is the Leader you want to be. As you think about your values, visions, and dreams, you get a picture of the “better you.” It would be wonderful to go to work and be nothing but this picture of the perfect Leader.
Maybe this idea came from experience, or coaching, or mentoring. More likely it is a combination of people you admire and people you’ve worked for. Perhaps a parent instilled in you some values and principles that you want to live by.
If you could be left alone and just “be” this person that you imagine, you are confident you would be a great leader. Let’s call this circle simply “Self”.
The Company View
Next is the Leader the company wants you to be. This position gets a little more complicated. The bigger the company, the management roles, and responsibilities get more complex.
Often, the company has a description of what a successful manager/leader should be. This definition evolves as the company grows and changes.
Let’s call this circle the “Company”.
Once you’re in a position, the feedback you get from above dictates choices you make. Yes, hopefully you have some autonomy to make decisions, but various approval authorities limit that.
Even for an entrepreneur, the Leader the company needs you to be can conflict with the one you think you want to be. As an example, the first time you need to fire someone you feel a twinge. You don’t want to be the person doing firing (the Self leader) but the situation (the Company) requires action. You have to fire that person. The company demands it.
The last circle is about the Leader your team needs you to be. Let’s call this one “Team.”
This last circle can get very personal. The interactions you have with your employees who make up your team can get very real, very fast.
Each person you hire comes to work with expectations, hopes, and dreams of their own. Plus, the burdens they carry come with them. As ‘the boss’ you have to figure out the best balance of just how close you get to each person and where the boundaries need to be.
3 Circle Mix
All three of these circle are working as you approach your role. As a leader, your focus should be on building flexibility and endurance for moving between the circles as the situation dictates.
On one hand, you could dig your heels in and say “No, I know what is important and things will get done my way.” That borders perilously close to the ‘my way or the highway’ leadership style.
Or you can intentionally shift from one circle to the other, still knowing that the space where things overlap is the ideal place to be.
The Magic is in Knowing
The real key to success within these boundaries is knowing the shape, size, and significance of each circle. You have to be aware of your own understanding and belief about each of these circles.
If you’ve never stopped to think in these terms, you may be very surprised to discover that a tension you have felt at work is directly related to a misalignment between one or all of these circles.
As an example, you may have a great sense of purpose and drive (Self). Your relationship with the Team may be strong. Yet there is a constant conflict with the Boss. When you evaluate that relationship, you may find the real rub is that you and the boss disagree on the role you need to be playing.
If your personal sense of purpose cannot align with what the Company needs you to be, you will never get comfortable with the position.
How do your three circles align? How much overlap exists?
What can you do tomorrow to better align these 3 circles.
People talk about charismatic leaders having “big” personalities. Powerful leaders are often known as “Type A” personalities. We know about introverts and extroverts.
But how does personality really impact your effectiveness as a manager or owner of a business?
If we take away celebrity status from high paid CEOs and public figures, what else does personality have to do with how you run a business?
For starters, I will argue LOTS!
Anyone choosing to start a business or get promoted into management must face the challenge of influencing the people around them. Before you open your mouth the first time, your personality projects who and what you are.
Shy or timid personalities come into the room meek and mild. More bold personalities make an entrance. Either can be effective, depending on the circumstance.
I’ve worked with engineers who are famous for, let’s say, ‘not great personalities’. Yet very seniors leaders in the organization can be incredibly personable and engaging.
Then I’ve also known ‘creative’ types, arts and theater, who can be witty, bright and engaging, but very weak leaders.
In my humble opinion, your personality is simply one more tool in your leadership toolbox that can be used wisely or create disastrous results.
Here’s one way to think about it.
Your personality is a work in progress. Formed at an early age (some even believe you are born with it), your personality begins to define your look at the world.
While it is absolutely true that the way you engage with others is driven by your personality, the bigger question is perception.
How is your personality perceived by others?
This is the reason I love using the Hogan Assessment tools to help the leaders I coach. In Bob Hogan’s work, he discovered early on (like 1974) that understanding personality can be informative to one’s own leadership development.
But understanding the perception of your personality by others is an even greater force for shaping the change you may want as a leader.
Here’s the difference. If I test and study my own personality, I can learn that I demonstrate certain traits. Scales like Myers-Briggs MBTI, Berkman, or Karl Jung tag me for certain key elements in the makeup of my personality. They become broad generalizations that help explain why I look at and feel different ways about different situations.
Hogan takes it a step further. His assessment tools do the stratification of certain personality makeup, but he attaches the perception piece to it. In Hogan, you get a read-out of how others will perceive/react to your specific personality markers.
As a leader, learning about this aspect of personality can be very valuable. If you have engaged a coach to get you to a new level of effectiveness, learning about these perceptors will get you much further along in your development.
I won’t go into all the details of the mechanics of Hogan’s methodology (it is well documented) but the basis is centered on decades of actual testing, screening and analysis to correlate the personality markers with perception values; what others perceive.
In other words, your inward values will drive outward perceptions. To become a more effective leader, you must understand not just what makes up your personality, but how that makeup impacts those around you.
Hogan adds one more detail to a study. Based on your personality, you can also learn about potential “derailers” that might exist. In some cases these are things like ‘a strength used in excess can become a weakness.
Knowing and studying the derailers can help you become a far better leader at work, at home, and in the community. Once equipped with this knowledge, you can self-adjust more easily to the situations arising.
If you’re looking for a fun and FREE personality test, jump over to my friends at 16Personalities.com Their results will amaze you!
Recently I’ve had clients mention that they may want to start blogging. I wrote this article several years ago and have shared it twice before. But for those just now thinking about blogging, but I am updating it and sharing it again.
There are plenty of reasons seasoned professionals should write their own blogs. I’ve been blogging since 2009 when I founded Jobs Ministry Southwest. Back then, it was a great way to share information with the people using our career transition services.
That modest effort got me excited about the power of blogging. From its humble start, my blog has grown into the site you see now with over 200,000 followers and growing.
Now, as my coaching and consulting businesses have grown, I use the blog to share articles on key topics for managers and business leaders, sharing thoughts about leadership and entrepreneurship (my two favorite topics). Blogging helps cast a wider net, spreading your message across the globe.
I am going to share some of the quick and easy steps I use to build the blog.
Domain names – Get yourself a custom domain name. Most registrations may cost you $12 a year (or close to that). Reasonably cheap for the significance of pointing to a brand name you build.
SiteGround Hosting services – Unless you have a brother-in-law with insane computer networking skills, subscribe to a hosting service. I’ve tried several, but have landed on SiteGround. I love their responsiveness (the site loads quickly despite a lot of overhead/functionality going on). I’ve also found their support to be world-class good. To check them out click this link.
WordPress – I’ve become a huge fan of the WordPress framework. The themes and templates give you so many options. Some custom themes you buy, but many are free. The free ones can give you a great looking site to get you started. WordPress was created for blogging and has grown into a whole discipline of its own.
Plugins – These are add-on tools you can add to your WordPress framework. With plugins, you can add awesome features like social media sharing, guest list management, shopping carts, etc. There are three critical plugins I have chosen to use.
Jetpack – a collection of tools that maximize the operation of WordPress, keep statistics, and provide hacker protection
Yoast SEO – helps optimize the valuable search engine optimization aspects of your site and all its content
Vaultpress – file backup; you never want to lose your blog
RSS Feeds – Build an RSS feed to allow your content to get distributed to other social media channels automatically as each post gets released. I use Google’s Feedburner.com tools for this task. Opening an account is free. You can customize the tool to grab your posts and push them to channels like Facebook, Twitter, Pinterest, and Instagram all automatically and spontaneously with each post.
MailChimp – Email management tools. Using an effective email management service is vital. I’ve tried several and have landed on MailChimp. I like the ease of use and the straightforward tools they offer. I know there are other services that are equally effective, but after several disappointments (and higher costs) I landed with MailChimp.
Update– As with all technology, there are leapfrog effects. One solution comes out with cool features that seem superior, then pretty soon, the competition jumps over them with better features. Aweber is doing that right now IMHO. MailChimp is still unbeatable for its free version, but as soon as your list gets bigger, you may need to switch.
Fiverr – Occasionally you need some freelance skill sets to augment what you are doing. Fiverr.com is tremendous for this. Fiverr is a collection of freelancers from all around the world. They call their projects “gigs”. As the name might imply, you can get help for as little as $5 per “gig”. I’ve used Fiverr resources for things like graphic design (videos, book covers, and logos) or getting a press release written. I’ve also used them for social media promotions to reach a broader audience for book releases or other promotions I am doing. Yes, occasionally I get a less than acceptable outcome, but I only invested a few dollars versus hundreds through other sources or contractors. It’s a winner for simple outsourcing.
MeetEdgar – This is a new addition to my list of great tools. MeetEdgar.com provides social media scheduling tools. You can set it and forget it. A coaching colleague introduced me to these guys and I was hooked at hello.
There are numerous opinions about content creation; write it yourself, borrow others, merely re-post, etc. I’ve taken the basic approach that is at the core of blogging, “my message, my voice”. Yes, I study many different sources and try to compile credible resources to cobble my articles together. Anything I use gets proper attribution for its source.
The content I write is intended solely for your use. If I can’t help you, a busy professional, do more right where you are, then I’ve missed the mark. If you decide to start a blog, you need to decide what your purpose and message will be about.
There are also great debates about when to publish and how often. The golden rule I learned early on is simply “be consistent”.
To that end, I choose to write at least 1x per week. By using the great scheduling features of WordPress I can accumulate a volume of articles and stage them for automatic release on whatever schedule I choose. By using this queueing method, I never have to worry about publication deadlines and getting writer’s block over the deadline pressure. Typically, I have content scheduled at least three weeks ahead, sometimes more.
I’ve juggled the release days of the week, experimenting with response rates and open rates. There are other blog writers I know who limit publication to once a week. If it works, great! Just be consistent. Allow your following to become reliant on your consistency.
One Last Thought About Scaling
If you have grand ideas for scaling your online business, there are tools to think about. Software like Infusionsoft (now called “Keap” because the market nicknamed them ‘confusion soft’), ConvertKit, Kajabi, and SamCart is great. However, be advised… these require a whole extra layer of sophistication in your effort to grow a business. There is a learning curve. The tools are great (I’m using some of them), but that is another level you can wait to explore once you have real customers coming in.
Disclosure: By clicking some of the links above, I may receive a small affiliate commission from the service provider. Rest assured I would not promote anything I don’t use myself. But even if I didn’t get any commissions, I really like these tools, and I think you will too.
If you want to let me help you with organizing your online presence, send an email to my assistant Karla
If you are thinking about making a change at work, at home or for yourself, don’t take the scenic route.
We’ve all done it. You went on a trip. Somewhere along the way you see signs for the scenic route. So you take a detour.
You begin traveling down smaller, winding roads. You see fewer cars, trucks and congestion. While the views are truly magnificent, you run into road blocks.
Maybe the blockage is road repair where the lane is closed and you have to wait for oncoming traffic to drive by while you wait your turn to go.
Or where I live, in Texas, side roads will always have slow moving farm equipment; tractors or trailers hauling something. They move at 20 miles an hour if I’m lucky.
What could have been a beautiful drive in the country turns into frustration and delay.
Looking for a Change
I met a new coaching prospect this past week. She owned a nice sized business that had been operating 12 years. She was well past the start-up phase.
What she told me about was her frustration with the way her people operated. She felt she couldn’t rely on anything without close supervision. She wanted a change without firing everyone and starting over.
After learning a good deal about her situation, I explained my team coaching model to her. That is what she had called for in the first place.
When she finally asked how long would this take, I shared the time frame; six months. It would be a direct and intentional process of implementing new standards, methods, accountability, and measurements.
Six months may seem long, but for her it would be the super-highway version of the change she’d need to turn her business around. After all, it would have required engaging all of her employees, changing their behaviors and expectations.
Compared to the 12 years she had been building the simmering mess she had, my recommendation was super-sonic.
Despite my best effort to explain how this process can help and has helped many other small businesses like hers, she decided she needed something else. She could not name what that was, but, in her mind, my approach would not fit.
She sent herself on the scenic route.
Change of any kind can be hard. We hear that. We believe that. And it is if you take the scenic road.
Identifying the change that should be made can be easy. “I need to lose 20 pounds.”
But making it happen takes all kinds of detours, redirects, pauses, stops and starts. It is the scenic route.
Taking the scenic route creates distractions. Some may be welcomed distractions to take our mind off of how hard the change seems to be.
But if you keep allowing the detours, pauses and distractions, you arrive at some point down the road with no change at all.
Getting It Done
I’ve had the privilege to work with larger, more global companies where implementing change can be very hard. “It’s hard to turn a battleship” they say.
Yet for leaders who get laser focused on the change they want and the ‘case for change’, they make every subsequent move very intentionally.
Here is a list of the practices great leaders follow to avoid the scenic routes and get things done.
First, create a crystal clear vision of what is to come. Be able to explain the “future state” in clear detail.
Next, rally the team. Your team may have been operating well with former standards and processes, but change may require them to step out of that comfort. As their leader, you must reinforce the case for change and help them rise to the change.
Then, monitor your progress, keeping in mind all change has an “S” curve element to it. The S curve of change describes leaving the status quo, dipping into a bit of chaos, then slowly rising above and beyond to former state to achieve new things.
Parts of your staff may be falling behind further than others as the “S” unfolds. Keep an eye on that. Coach and mentor individuals to help them make the change.
Also, you will need to make adjustments. In the team change model “Forming, Storming, Norming, Performing”, the ‘norming’ part is about settling into the change. But it takes adjustment to be sure the right pieces are fitting into place.
Lastly, and this is one far too many managers forget, celebrate the WIN. When the change is up and running, have a victory dance. Celebrate with the team. Acknowledge the contributions.
Use these steps wisely to effect change when you need it. You’ll be glad you stayed off the scenic route.
PS – I love taking the scenic routes when I have absolutely nowhere to be and plenty of time to get there. I’ve seen some amazing sights.
As I look back on my career, the major milestones are combinations of things done by choice and some by chance.
I would like to claim I had made all of my decisions by choice, not chance. That simply would not be true. Regardless of the reason for making a move, in all cases, change was the common requirement.
Whether I made a job change or location move by choice, change was there. The occasional chance happenings still required some form of change on my part.
You can try to plan your career (and I encourage everyone to do so), but some things happen by chance that alter the course of the best laid plans. Circumstances can change in an instant when companies get acquired or spun off.
Market crashes and economics alter what would have been the plan. Layoffs happen and lives are changed. Or you get unexpectedly recognized for an accomplishment and you are whisked off to another assignment.
Big change can occur almost instantly. The question is what are you going to do with such a change?
After my book “The Uncommon Commodity” was released, I got this note from a longtime friend and college buddy:
For some reason your book has pulled a one liner out of my sub-conscience, which is “if you don’t like the result, change something”.
My Dad hammered into my brother and me that one of the biggest constants in your life is CHANGE. The way he said it is “you will find the only thing that won’t change for the rest of your lives is CHANGE” or “the only thing in life that is constant is CHANGE”. He would follow that with “the better you are at adapting to change and solving problems, the better off you will be”.
Great principal no doubt, but I have found that effecting change within ourselves (I should just say within me since that is all I have control over) is very difficult. Sometimes we have to be inspired and sometimes we have been trying to make changes, but, for whatever reason, have not been successful in either making any change or in making effective changes. The human tendency to stay with or return to what we are comfortable with is a very strong instinct and quite often prevents us from making effective change.
And finally, sometimes we humans want to make changes, but don’t have the knowledge to make the best or most effective changes. That seems to be where encouragement, mentoring and life coaching stands to be most effective.
Change is a Brain Thing
When faced with change, our bodies go into a fight or flight mode. Using an extreme example, when our cavemen forefathers were surprised by a wild beast in the woods, THAT was an immediate change. In just a nanosecond, they had to decide whether to fight or flee.
Our bodies have a natural mechanism to react to sudden change. It’s part of our survival instincts. Our brains drive that response mechanism.
In our current more modern setting, science has proven we can alter our thought patterns to manage our response to many things, chief of which is our reaction to change.
In 1949, Donald Hebb, a Canadian neuropsychologist known for his work in the field of associative learning, coined the phrase “Neurons that fire together , wire together.” Hebb’s axiom reminds us that every experience, thought, feeling, and physical sensation triggers thousands of neurons, which form a neural network. When you repeat an experience over and over, the brain learns to trigger the same neurons each time.
Awareness of the need for change can allow each of us to condition our thought habits to respond more positively in the face of change rather than negatively.
Old Habits Die Hard
Practical experience tells me that old habits die hard. I’ve coached way too many professionals who simply freeze like deer in headlights when major change comes their way.
Events happening more by chance than choice have a greater probability to triggering the wrong response.
At least when you’ve made a choice to do something, the change factor is mitigated by your own thought process to get there (through the change). However, an event happening by chance is a whole different story.
Therefore, when a sudden change happens by chance, your response mechanism needs to be trained to handle the change. People who perpetually struggle to accept change will be routinely thrown out of balance by the chance happenings in their life.
How are you equipped to deal with change in your life? Share some insights.
Here’s a video I shot talking about this choice versus chance dimension.
Successful leaders build trust. Building trust is something you must do. Trust underpins every relationship in the workplace – between boss and employee, between colleagues, and between businesses.
Trust isn’t something that is inherent; it must be forged through consistent action. While there are many ways to become a trusted leader, here are some recurring themes. I’ll call them the “Five Cs.”
A committed leader is someone who is loyal to the cause, the vision, and the team. They persevere despite setbacks.
When a leader is committed, they build the trust of those around them by staying present, engaged, and positive. Commitment is the number one thing a leader can demonstrate to build trust.
A trustworthy leader is connected to those who look up to him. They resist the temptation to get bogged down in the day-to-day grind. Nor will they become neglectful of those who depend upon him.
They never come off as distant or detached in their leadership role. There is a willingness to take some time away from their daily commitments to get to know their team members in a meaningful way.
Therefore, this helps the team see the Leader as a trusted person who cares about them and values their involvement.
A great leader gets to know their employees, listens to their concerns, and responds in a meaningful way – each and every time.
This doesn’t mean coddling them. A trustworthy leader expects their team members to perform their jobs professionally. But a trusted leader knows that no one is perfect. People make mistakes, suffer hardships, and sometimes just need to know that someone cares.
A great leader “has the back” of each member of her team.
Consistency for a leader is key. A trusted leader maintains a calm and collected demeanor, even under fire. Their staff are therefore more likely to approach the Leader with their great ideas, as well as with their legitimate concerns.
By maintaining consistent expectations, and reacting in a consistent manner, he/she builds trust with his team.
An impactful leader invests time in getting to know the issues, expands skills, and participates in continuous learning. He/she doesn’t pretend to be an expert in all things.
They surround themselves with skilled, knowledgeable people and relies on their expertise. Employees trust the leader for being straightforward and honest.
The Sixth “C”
There is actually one more “C”. That is communication. A great leader communicates clearly, concisely, and coherently.
If you want to know even more about diving into the Black Box of building trust within your team, I have a dedicated model that explains a proven process. This model has been used by Fortune 100 companies as well as small businesses of many types. To learn more, visit the story of Building High Trust HERE.
If your desire is to be a better manager at work, at home, or in the community, you may want to develop some actual leadership skills.
However, if you are already following certain leadership principles, there is always room for lifting the lid to expand your reach and influence.
After many years working with clients of all kinds, I see one recurring theme, time and again. The biggest difference between managers and leaders who are pretenders versus contenders is a small six-inch piece of real estate; the distance between your ears.
Yes, I am talking about the space inside your head. The things you allow to happen in your thought life will drive the rate of success. You can be a pretender or you can be a contender. The difference is isolated in this really small space.
In the following diagram, you can see the natural progression of thought, action, reaction and behavior that is derived from our beliefs, expectations, and experiences. It’s all centered in the mind.
Beliefs are your values, judgments, interpretations, assumptions, and attitudes. When you wake up each day, you have a whole set of these beliefs waiting ready in your head. The sum total of all these makes up your outlook for the day, often before you even begin. The collection of these beliefs set the stage for the way each day might unfold.
If a string of circumstance has tainted your set of beliefs, you will look at new opportunity through a jaded lens. On the other hand, if you have achieved a certain success, you may be more inclined to view new opportunity with a more optimistic mindset.
Your beliefs drive your behaviors. Your “style” openness (or not), your habits, skills, practices, and actions stem from the beliefs you carry.
If you prefer mustard over mayonnaise, you are expressing an eating behavior based on some belief you established a long time ago. And so it goes with many of your daily choices, clothes, cars, hobbies, reading, entertainment, music, etc.
Even the people you may choose to call friends will be governed by your beliefs turned into behavior. The kind of tribe you may join at work or in the community will be influenced by your behaviors.
If you align with a certain religious belief system, that will dictate the house of worship you choose to attend. Political affiliations, other social settings, and even workplace choices will be heavily swayed by the relationships you think you want to make; all having root in your mind’s eye.
Finally, the results will reflect the collection of beliefs, behaviors, and relationships. The direct circles of activity you choose will have a specific set of outcomes. These results (outcomes, impact, improvements, and “performance”) will all serve to reinforce your belief system.
When the results align with your original beliefs you say “see, I told you so.” You feel you knew it all along.
On the other hand, if an outcome somehow runs counter to what you expected (as many things will do), you may be inclined to fall deeper into your beliefs saying things like “I will never do THAT again”, or “I wish I had followed my gut.”
The successful leader will learn how to control that delicate real estate between the ears. Negative thoughts will be replaced by ones that provide a more meaningful value. The cycle of belief, behavior, relationship, and result will become a momentum-generating machine for positive action and success.
Whenever limiting thoughts creep in or pop up, the prudent, experienced leader will properly address the thought and prevent it from taking root to undermine the rest of the experience.
Whenever in doubt, the seasoned, learning leader will seek advice from trusted counselors and coaches or mentors and friends, to better evaluate the thought. If the thought has merit, then it can be addressed with a balanced, healthy view, never interrupting forward progress.
When you handle the root belief system, you set the stage for a more positive outcome. More importantly, you set the process by which you can grow, profit, and prosper in all areas of your life.
I’ve coached hundreds of business people helping them develop more effective leadership skills. Whether you own the business or you’re climbing the ladder in a larger corporate setting, you can benefit from finding a close, confidential advisor to help you develop the extra skills that make a difference. Use the contact forms here to reach out. Let me introduce you to my proven programs for leadership growth.
It’s the Leader’s responsibility to make the big decisions. Yet there are times when leaders freeze. They can’t make the call. They can’t pull the trigger. What holds them back?
In my early career I was a banker. We had a saying. “There are old bankers and there are bold bankers, But there are no old bold bankers.”
Bankers were supposed to be the pillars of strength in the community. Seldom was the banker looked upon as the guy on the leading edge. Being bold and daring was typically something no one did.
The issue at the center of the matter is risk. Take the risk or not take the risk, that is the question.
The same holds true for decision making in general. Every choice has its consequences. We teach that to our kids. You make a choice and something is going to happen; good or bad.
In business, the choices might make or break the company. Should we expand? Could we relocate? Should we sell or merge? Add staff or cut back? Hold firm or change?
The list goes on.
But what holds us back?
Here are the main reasons decision can be so darn hard.
Fear of failure or being an outlier – not everyone is a natural risk taker. The self-talk going on inside our brains keep us from being bold. The messages may even go all the way back to childhood, when you were told ‘you’re too slow, not smart enough, not good enough.’
Maybe you were brought up being told ‘you should never bring attention to yourself’.
Making the big decision may do just that; bring a lot of attention.
Fear of reputational risk, internally and externally – Businesses of all sizes have something called ‘reputational risk’. You work hard to build brand identity or at least you should be working on that. Having a solid brand identity is your reputation as a company. Taking a departure from that identity can hurt your reputation.
Think about 2010 and British Petroleum’s Texas Gulf rig fire Horizon. It brought severe reputational risk and brand damage to BP.
Lack of resources (human and capital) – This is possibly the biggest reason decisions get stalled. Whether fact or fiction, the sense that resources are lacking causes many delays and misses when it comes to key decisions.
Fixed way of thinking (mental schemas) – Companies with a tradition or legacy get lulled into one way of thinking. As an example, having a large fixed asset base does not guarantee you will make money by simply ‘not screwing it up.”
Competitive decisions must be made daily to keep your winning edge. As the times change, so must your ways of thinking and guiding the organization.
Defining “Bold” – The meaning may vary according to the individual. When a leader senses it is time for a ‘bold’ decision, the level of boldness may be limited to just his or her mindset.
Sharing the idea with your team may reveal the idea is not so bold after all. It’s just a necessary choice about next steps.
Groupthink can lead to complacency – This too is a big derailer for great decisions. If you are a leader committed to team empowerment, you want the whole team to weigh in. That is a noble idea most of the time. But habitual development of a group-think mindset can lead to a false sense of security.
The Leader is still on the hook for the final decision.
Lastly, being bold would not be received well by the organization (or the Board). You might possibly even get penalized for stepping out there. This is a simple reality about leadership. You ARE on point. You were put there to make decisions.
Not all of your choices will be applauded. That is your risk of being the leader.
I challenge my executive coaching clients to periodically re-calibrate by reviewing their decision making patterns. The question is whether the recent decisions have been consistent with the picture of the leader they want to be, not the leader they’ve been before.
Staying true to the leader you want to be should drive your decision-making process. You can still incorporate all of the team dynamics you want, but the final choice rests squarely on your shoulders.
That’s why they pay you the big bucks! (OK, that’s funny for many of us.)