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Bold Leader Moves in the Current Market

bold leadership

What do you think is a bold move nowadays? How do you look at employee engagement? With the turmoil in the job market, what has your company or organization done to secure the team you have and attract new talent when the need arises?

On occasion, doing something bold is not limited to something NEW. Instead, you just might be surprised about ways to engage with and retain your talent team.

The current job market is simply too frenzied to allow your best people to walk out the door because YOU failed to do something you could have easily done to keep them happy and engaged.

Ezra’s Findings

For the past two years, I’ve had the good fortune to partner with the Ezra Coaching team. Ezra is a coaching platform that is exclusively virtual. Interestingly, it was conceived and under development long before the COVID pandemic hit. Ezra provides coaching on-demand, virtually.

Ezra is a global solution that, since its inception, has coached over 15,000 clients during the past two years. In addition to delivering world-class executive leadership development, Ezra tracks emerging trends in the employment environment.

In a recent survey. Ezra captured these five ideas about keeping top talent. The data was accumulated using a poll of the client companies Ezra supports.

A word in advance. Like I said previously, something bold does not have to be something new.

1. Listen to them

2. Encourage open communication

3. Work in ways that suit THEIR life

4. Invest in L&D (coaching is a great place to start)!

5. Prioritize their wellbeing

Task #1, Listen to Them

This is something leaders and managers have struggled with for decades (so do husbands and wives, but I digress). The art of effectively and engagingly listening is lost on the pace of business these days. I’ve talked to too many managers who say they simply don’t have time.

At the same time, I routinely hear from leaders that they feel frustrated because their bosses are not listening to them.

How do you respond? The popular phrase is “empathetic listening.” It involves truly listening to the employee without formulating your next statement. Give feedback like “So what I am hearing is…” Let the other person either agree or clarify.

Some might argue it’s a common courtesy to properly listen to someone else when spoken to. But again, the pace of business has adversely influenced the way managers and staff connect via listening.

Bold leaders in today’s work world are stepping up and changing the way they listen.

Task #2, Encourage Open Communication

Communication is actually a very complicated exchange requiring much more intentional effort than most organizations provide. For a leader to create truly open communication, there has to be a framework and accountability.

The framework needs to define methods, practices, and formats that contribute to communication. Thinking about this at the team level, Patrick Lencioni in his “Five Habits if Dysfunctional Teams” describes the need to develop a team charter and a team contract.

The charter defines who and why the team exists. It becomes the foundation of thinking and understanding about the team.

The contract applies a bit of structure. I’ve seen powerful team contracts that go so far as to explain how to reel in a team member in an open meeting who has run away with the agenda. I’ve written before about one approach called “ELMO” which is an acronym for ‘enough, let’s move on.’

The accountability part is where the manager or leader takes responsibility for dealing with bullies on the team or personalities who derail the team effort. Team members allowed to get away with belittling others’ opinions do too much damage to good communication.

Task #3, Work in Ways That Suit THEIR Life

This may be the one truly new, bold idea. It applies to finding ways to receive employee input about their lifestyle and expectations for work-life harmony (not balance, but harmony).

The ramifications of the pandemic lockdowns have reshaped everyone’s views of how to work. With only a few exceptions requiring ‘boots on the ground’ work situations (e.g. manufacturing, assembly lines, and heavy construction), many workers have reshaped their ideas about what makes a good job.

The old 9:00 to 5:00 is obsolete. The standard 40 hours in the office will not survive either. Studies tell us workers are asking for a hybrid office at the least or at best, fully remote.

Companies of all sizes are going to need to do some soul searching about the best way to respond to these expectations.

Task #4, Invest in L&D

Learning and development have historically fallen by the wayside when budgets get tightened. It’s often the first HR program to get slashed. Ironically, it’s the exact place companies should be focused.

Taking people off the street and getting them coached and trained to be ideal employees inside your company is a valuable commodity. You can try as you might to find perfect fits for every job, but usually, a good fit only gets you just so far. You still have to develop your people.

Providing ongoing development opportunities keeps people engaged and inspired. If they can see some kind of opportunity forward, they are more likely to stay with you.

Task #5 Prioritize Their Wellbeing

This is an all-encompassing idea. First, you must decide what ‘wellbeing’ involves. It’s no longer limited to compensation and benefits. Companies are having to do much more to answer questions about things like environmental, social, and governmental stands (ESG) or diversion and inclusion.

Recent news has highlighted cases, where 100-year brands have failed with certain ESG initiatives and the workforce, is not happy about it.

No doubt the new pressures on leadership teams continue to rise. In many cases 30 and 40-year veterans are simply choosing to retire rather than redirect their traditional methods of leadership. New, emerging leaders are making names for themselves by boldly taking on these challenges and guiding companies to new horizons.

The Last Question

The real question is, where do you, as a leader, stand? Are you even aware of what it might take to keep high performers satisfied? Do you care?

The management style of “My way or the highway” may be officially DEAD! I certainly hope so.

Building Trust at Work – Improving Team Results

building team trust

Trust is a critical element in our everyday lives. The relationships we enter are centered on trust. Whether we are going to work, shopping online, or meeting a stranger, trust becomes the yardstick for how far that relationship may go.

For those of you in a significant relationship with a life partner, trust means everything to that relationship. Break the trust and the relationship bond shrivels and dies.

Bob Burg is famous for coining the phrase “know, like and trust (KLT).” His teaching says we only do business with people we know, like and trust. It’s a progression of experience that gets us over the goal line. You visit each of the three stages before you are ready to make the bigger commitments.

The same is true at work. We spend most of our waking hours dedicated to work. Trust in the workplace should be a vital part of success and reward. Yet managers seldom focus on building trust to build a great team. Instead, they focus on the tasks at hand. They agonize over process and procedure to get things done.

Yet employees struggle to perform at the higher levels of success.

If I can’t trust my boss, why should I give much effort to the task? A low or no trust situation is like meeting the clerk at the convenience store. I don’t have much vested in that transaction. I give the clerk my money to buy my gas or pack of gum. If I watch them put the money in the cash register…end of relationship. It doesn’t require a high level of trust.

However, when I take a job, I expect a lot more in the way of trust from the boss. He/she needs to drive that train. They need to be the ones demonstrating how trust is going to work in that situation. Once I can determine the level of trust I am going to get (remember know, like, and trust), then I begin opening up my trust bank to give back.

By the way. The whole notion of trust is just like a bank account. Deposits must be made for funds to be available from which you can spend. I must get trust to give trust.

But as a leader, that model shifts in a big way. YOU must be the one making the deposits in your people. Show them trust and confidence, then they will begin to pay it back.

join our team graphic

The Trust Gap

Trust is never mentioned by my coaching clients as a ‘top of the list’ goal. Often, they have been introduced to leadership frameworks that are intended to build a certain leadership culture or change an old one. They engage me for helping direct those leadership development efforts.

With the focus on conceptual principles, leaders forget the value of simply building trust. When we start doing the coaching work, we inevitably run head-long into the issue of low trust.

They acknowledge a sense of no trust, yet they are stuck when challenged to think about ways to build better trust.

Talking about trust gives way to more frustration about how to get there. After all, think about how you chose your spouse (if you have one). Was there a specific, tangible set of criteria or did you just ‘know.’?

But it doesn’t have to be that way.

That is why I like the Team Trust Model as the answer for practical and tactical ways to build trust. Since the model is really a process of logical thought about the dynamics of how trust can be built, a leader can craft a methodical and measurable system for gaining better trust within the team.

team trust model

Building trust is a process to answer a list of key questions. The questions might be obvious or subtle, but they are questions, nonetheless.

When the leader effectively and systematically answers all of the questions his/her team may have, then trust begins to evolve. The process naturally fits the KLT method. As employees, the more we know about the work team, the better we are equipped to like what we’re about. If we like it, then we can begin trusting it.

At the Core

The Team Trust Model is here to promote trust at work. It does so by inspiring people to invest their discretionary effort. Every employee comes to work with a certain capacity to deliver. However, this overall capacity is divided into segments. The first, and most basic level, is the bare minimum. We agree to deliver our bare minimum effort to keep from getting fired.

It’s the lowest of effort expended. It keeps things moving at an acceptable pace. But it won’t set records.

Discretionary effort, on the other hand, is that extra effort; the 110%. Employees all have the ability to spend this extra. The question is whether they want to.

For leaders, the challenge is to inspire folks to do that on a regular basis. Come to work and give the extra all the time.

When the team setting is right, people never question the willingness to give it all.

A New Series

The preceding message is the start of a series of articles presenting the dynamics and power of the Team Trust Model. Over the next few weeks, I will be diving deeper into this approach for practical and tactical ways to improve your team’s performance while building a more rewarding work experience.

Living and Leaving a Legacy

At some point in everyone’s life, three questions haunt your thinking.

Who am I? Why am I here? And where am I going?

Perhaps you’ve visited these questions more than once, stopping at various stages; the ones we think of as defining moments. Events like getting married, having children, changing jobs, buying a new house, and moving into that house create opportunities to examine ourselves.

As the years go by, our thinking shifts slightly. I submit that the three questions change too. The trio becomes:

  • How did I do?
  • What difference did it make?
  • How will I be remembered?

All three get rolled together to become the Legacy we leave behind.

Many of my executive coaching clients are concerned about that legacy. They know the company isn’t going to name a building after them, but they wonder whether their leadership influence matters.

Just about the time you think you have answers to all the questions, life throws you a curveball.

Life’s Surprises

Recently I received an email from someone introducing themselves as my first cousin from my paternal grandmother’s side of the family.

I’ve been following my family genealogy for quite some time. I knew I had reached a dead end on the branch that was my grandmother.

legacy tree

Because of the power of the Ancestry.com database, the first cousin found me. She had begun building her family tree only a few weeks ago, yet there I was in the database.

We have already spoken by phone, exchanged many family photos, and made plans for future connections.

I had resigned myself to the notion that this portion of my history was going to go unknown. In fact, I’ve been thinking that all of my adult life.

Yet now, I have a whole new light to shine in my story. It has brought new energy and excitement to things.

It turns out this family line is a Lewis family; notably of the Lewis and Clark Expedition as well as some Hawkins namesakes who trace relationship to Davy Crockett (of the Alamo). I now have a complete line of heritage that includes military service in the American Revolution, War of 1812, the Civil War and both World Wars.

I realize many Americans can claim similar family history, but it made me proud all over again for the roots and legacy others left me.

It has created a renewed commitment to live my remaining years to the full.

So What?

The big so-what is that we all should take time periodically to recalibrate. We need reflection on the things that have happened. We need to reaffirm our purpose.

For the things that have already happened, you can make amends for shortcomings. For those yet to happen, make stronger plans driven by better choices.

I use a tool to define a personal purpose vision statement. Once this has been done the first time, it’s helpful to review it periodically to account for life events that may have changed your perspective. If you’d like a free copy of the Power of the Personal Purpose tool click here.

If you need someone to work through the next chapter with you, I am always available to come alongside as your coach or mentor.