You can grow, prosper, and reach new levels of success.
With Executive Coaching you can lift the lid on your maximum potential to influence others. Make the shift from Management to Leadership, and you will discover new rewards for your team, your company, and your life.
Help your business go to the next level of growth and success. Learn better ways to operate your business, find hidden profits, and build better results. Learn best practices used by others to thrive.
Since 2008 I’ve been coaching already successful business managers, helping them find new levels of growth and success in their businesses and their lives. My passion for leadership started many years ago (more on that here). First in the military, then later at a large regional bank. Eventually I became a serial entrepreneur, launching five separate businesses and two non-profits. My experiences on the front line managing and leading organizations help me give you special insights, tips and ideas to change your current situation to something far greater.
Meet Doug Thorpe
Doug is an incredibly effective Leadership Coach. I worked with him and learned so much about my leadership style, but more importantly learned how I could take it to the next level. The greatest takeaway is that leadership is a journey. Doug provided me with numerous tools to use and what is amazing is even after our sessions had ended, he continued to check on me. The term Servant Leader applies to Doug. He is not only a practiced and accomplished leadership coach, but also helps you understand the psychology behind your style and how to improve.
Thomas WoodRegional VP of Operations
I had the privilege of being coached by Doug. He epitomizes a great leader; a servant leader. Doug is humble and willing to sharing his experiences to help others reach their potential. As a coach Doug helped me manage self and manage up. Doug empowers everyone he works with. So fortunate to have had the opportunity to work with Doug.
Sheri MitchellHR Director
As someone who has the privilege of being mentored by Doug, I can say that both my personal life and career have advanced through the techniques and wisdom he has imparted on me. I’m thankful for Doug’s perspective and experience as it has helped me provide value to my employer and has allowed me to grow as a person in my interactions with my family and friends.
Jordan CaldwellDigital Marketing Programs Manager
I have had the great fortune to work with and learn from Doug Thorpe in difficult situations where pressure was intense and success or failure of the mission depended upon leadership quality at the top of the organization. Doug is unflappable and in the most difficult of circumstances he always provided a clear head, forward looking guidance, sound coaching in all directions, and a cheerful spirit. Doug is a problem solver and a teacher at heart.
Dana BickfordDeputy Director, PMO
Doug is an excellent speaker who is very knowledgeable about his topic and shares insightful thoughts and ideas throughout his presentation. Here are some comments from audience members: “informative, clear, hands-on”; “Doug Thorpe was very knowledgeable about the subject”
Eunice Mesa, M.EdUniversity of Houston
I am so impressed by Doug Thorpe and the valuable service he is providing. Watching him work, it is immediately clear that his broad array of business and interpersonal skills has come together beautifully to create an excellent product for those he serves. Doug is enterprising, insightful, caring, easy to trust, easy to respect, and especially easy to like!
Wes AvantsExec Dir, Physicians Leadership Institute
Learn what other smart Owners and Managers are doing with their Teams to get through these strange times.
Take the passions you have in your heart and align them with the power of your brain. Or conversely, be sure the capabilities you have for thinking critically and problem solving can be used for the good that may be in your heart.
As someone who works with business leaders in many different sectors, I’ve paused to reflect on exactly how I feel about the current state of affairs around us. Now, I feel it is important to share the outcome of this reflective pause.
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.
Being a leader requires the ability to build rapport with your team. Those following you must have good reason to do so.
Every time you have a one-on-one talk with your employees, you have a big opportunity to add to and build that individual rapport.
However, with the COVID-19 pandemic, too many teams are separated, working remotely, and having trouble connecting. Or do they?
The very best leaders I know have been using the following six questions (and then some) to stay connected, stay in communication, and thrive during this period.
Use this in some form or another every time you get that golden opportunity to talk to each individual on your team.
The 6 questions are:
Where are WE going?
Ask this intentionally so that the employee or follower is able to express in their own words their understanding of the current state. Let them tell you what they understand to be the mission and direction.
If the answer catches you off guard, then maybe you have a big disconnect that needs to be handled immediately.
The “we” here is about the team. Be sure to gauge whether the individual’s understanding is in step with the team direction you hope for.
Where are YOU going?
This is a logical follow-up to #1. If the person expresses a correct team direction but shares a personal variance in what they think is happening, then you have another opportunity to connect and correct.
The where are you going question also measures engagement. When an individual has begun to disengage with the team, they must be offered the opportunity to reconnect.
What do you think you are doing well?
This is a great opportunity to let the individual team member express their pride for what might be working for them. Let them share their focus.
Again though, if there is a bit of misalignment, this is the perfect opportunity to realign, recalibrate the role and the duties to set the path for better performance.
By allowing the person to share, you open the communication letting them state in their own words the accomplishments they view as significant.
What are some suggestions for improvement?
Open the door for individual dialogue about ways to improve things. The people who are on the frontlines see things differently than you. Be open to listening to these observations. You just might get the next great idea.
How can I help?
This may be the most powerful of all questions a manager/leader can ask a follower. Letting them know you are there to help is the biggest proof of your commitment to seeing them succeed.
This is an especially important question during remote working conditions.
Don’t ask it if you don’t mean it, but use it sincerely and you will see team commitment rise significantly.
If something is suggested, you must follow through to get it resolved or delivered. Don’t let this golden opportunity fall flat on its face from your inability to deliver.
If the ask is too big, then say so. Explain what the limitations are, but be real. Let the person know they were heard and that you understand.
What suggestions do you have for me to be a better manager?
This is last but by no means the least of these 6 questions. Again, your hope should be to receive sincere feedback. Your response should be an open acceptance of what you get told.
If all you do is ask the question but recoil, then you’ve missed the opportunity.
However, if you take the suggestion and do something with the feedback, you build great rapport and trust.
Speaking of Trust
Trust is at the root of the best performing teams. Building an atmosphere of high trust keeps the whole team engaged with you as the boss. Having the rapport through regular, recurring one-on-ones with your team, using these six questions, will keep the trust growing.
In a recent study conducted at Google, they spent two years researching what made some of their teams perform better than others.
The overwhelming answer was “psychological safety” or TRUST. When teams created a safety net of trust, team members performed at much higher levels.
I’ve developed the following model to help explain the six elements for building and maintaining trust within your team. This model has been used by industry giants in several different settings.
When trust is present, people can accept bad news. They won’t necessarily like it but they can better accept it when they know you have their backs. They get to that end by seeing you make the effort to build the rapport at each chance you get. As rapport improves, so will the trust they have.
Call to Action
If you are a manager or executive who needs a little help with any of these ideas, perhaps a coach can help. To learn more about the coaching I do, schedule a call to speak with someone about the programs and ways we can help.
The word for today is accountability. It’s an elusive yet powerful tool for your leadership toolbox.
As a young manager, I don’t think I ever thought specifically about accountability. Sure, there were deadlines and goals, but as my teams reached those, seldom, if ever, did I include intentional accountability.
It was later in my career that I discovered the incredible power of accountability. I was invited to join a men’s mastermind group. At each meeting, we shared the truth about where we stood with important areas of our life. We banded together to hold each other accountable for accomplishing the growth and change we each desired.
During the following several years, the collective outcome from that group enriched lives, expanded businesses, and strengthened families. Powerful indeed!
Here are three, very important ways accountability impacts you and those around you.
It Starts with You
The leader must set the tone, communicate the vision, and establish expectations. “Inspect what you expect” is a wise old saying. Once you establish the expectations, you have to monitor the progress.
Team members failing to meet expectations must be called to accountability.
But accountability isn’t punitive. It’s responsible.
Accountability gives the team the sense of “I’ve got your back.” If the leader sets that tone, then it is much easier for others to follow.
Leaders can demonstrate accountability by being accountable to the team. Let them know when hurdles are met, but also when they are missed. Which hurdles? YOUR hurdles.
Acknowledge when you need to stand up to something that has slipped or fallen behind; i.e. below standard. Call yourself out for that and let the team know you’re serious about meeting those expectations yourself.
Your Teams Want It
Yes, it’s true. People inherently know whether they have met the mark or not.
Among your best performers, they are looking for that small margin of gain which they truly believe is there. Despite how gifted and talented your team may be, the best performers know there is more that can be achieved.
If you, as their leader, ignore this margin, your action (by avoiding the subject) becomes a disincentive to your best performers. You’ll lose their respect.
It would be like you denying them one element of what it takes to build job satisfaction.
For your workers who are already on the cusp of performance, they too know they should be doing more. If you ignore this part of accountability with them, then they will slide further away from the desired performance.
Your Peers Expect It
In every 360 review I’ve ever been a part of, there is a mention from the peer raters that the subject person needs to do something with accountability.
Either they need to see it across the organization or within the team. Simply put, accountability is at a premium regardless of your position in the organization.
When you ask a sister department for support, they know they should be accountable. If you don’t manage that expectation, you will lose face with your peers too.
What About the Servant Leader
When I coach clients in the area of accountability, the ones who rate high on the servant leadership scale are often soft on accountability.
Consciously or unconsciously they feel enforcing accountability will detract from their collaborative leadership approach. They err on the side of letting people figure things out for themselves i.e. the “less than” performance issues.
For all the reasons cited above, even the best servant leader needs to hold people accountable. And the great ones do.
Set Goals That Are Measurable
Be sure your expectations have measurable attributes to gauge the “wins”. What does success look like? Think about that as you plot the strategy for your team. Then clearly communicate your view of success.
Define it for the team. That way, you have a clear goal by which you can hold others accountable.
Leading Your Team’s Accountability
Finding the right tools to lead your team’s accountability is not hard. For the leader, accountability is about setting the expectations, then following up on them.
With Big 5, you and your team establish five things you want to accomplish during the month. At the end of the month, you report on those five and set a new five for the next month. Right at the start of the new month, you sit with each of your team members and review the report; aligning expectations and talking about results.
That is great accountability.
The report is simple but elegant in nature. Using Big 5, you are always on the same page with your team. It’s a great coaching tool for you, as a leader, to implement for your team.
Let me stress Big 5 is not a “big” report. It’s a one-line summary of each task you decide is a priority. Many of my clients administer it using email between the manager and the employee. (Although there is a cloud-based app to get it done).
Using a tool like Big 5 can increase clarity on the expectations and deliver regular accountability for everyone on your team.
Leave a comment. Tell us the approach you have used to hold your team and yourself accountable.
Doug Thorpe is a performance-driven Senior Executive, Entrepreneur, Board Member, Thought Leader, and Consultant with more than 40 years of success in the financial services, executive coaching, oil & gas, and healthcare industries. Leveraging extensive experience in guiding business transformation for growth-oriented organizations, he is a trusted guide for mid-cap companies to large global enterprises requiring expert assistance with leadership development, team performance, employee engagement, culture shifts, and change management.
His broad areas of expertise include leadership development, servant leadership, business consulting and advisory, executive coaching, career coaching, workshop facilitation, seminar presentations, operations management, growth strategy, and process improvements.
Throughout his executive career, Doug has held leadership positions at organizations including JPM Chase, Texas Commerce Bank, Profile Business Systems LLC, and SolomonEdwards Group LLC. In his current role as President and CEO of HeadwayExec LLC, Doug works closely with executive clients around the globe to help individuals develop advanced leadership skills. He has leveraged his own executive coaching training to create and implement effective training programs and advisory for senior leadership teams.
His clients include ExxonMobil, Centerpoint, Brightview, Crane Logistics, Bank of America, TD America Bank, Lee Hecht Harrison, Franklin Covey, and the Houston Society for the Performing Arts.
Doug was the Founder and Director of Jobs Ministry Southwest, a non-denominational, faith-based 501c (3) jobs ministry which was featured in Fortune magazine. Since its establishment in 2008, the ministry has delivered over 35,000 training and career coaching hours. Doug’s blog, DougThorpe.com, was ranked in the Top 100 Leadership Blogs List in 2016, 2017, 2018 and 2019 plus he has over 100,000 social media followers.
Doug attained his MBA in Management from Troy University and his BBA in Management from Texas A&M University. He is a John Maxwell Certified Business Coach and a SOLID Certified Executive Leadership Coach. Also he is certified in Hogan Assessments. As an experienced Board member, Doug has served with both non-profit and for-profit organizations.
He currently serves on the Board of the Silver Fox Advisors and chairs their Marketing Committee.
Attention Houston area business leaders, the Silver Fox Advisors is hosting its monthly Lunch & Learn program. This month features NASA Astronaut Col. Michael E. Fossum, USAFR.
Michael E. Fossum is the Chief Operating Officer and Vice President of the Galveston campus of Texas A&M University. He joined Texas A&M following his retirement from NASA in 2017.
Fossum was selected as an astronaut in 1998. He is a veteran of three space flights; STS-121 in 2006, STS-124 in 2008 and Expedition 28/29 in 2011. Fossum has logged more than 194 days in space, including more than 48 hours in seven spacewalks.
He was commissioned as an officer in the U.S. Air Force and earned a Bachelor of Science degree in Mechanical Engineering from Texas A&M University and Master of Science degrees in Systems Engineering and Physical Science from the Air Force Institute of Technology and the University of Houston – Clear Lake, respectively.
After completing graduate work, he was detailed to NASA’s Johnson Space Center, where he supported space shuttle flight operations, beginning with STS-3. Fossum left active duty in 1992 and retired as a Colonel from the U.S. Air Force Reserves in 2010. Michael Fossum retired from NASA in January 2017.
Born December 19, 1957, in Sioux Falls, South Dakota, and grew up in McAllen, Texas. Married to the former Melanie J. London. They have four children and four grandchildren. He enjoys family activities, motorcycle riding, and backpacking. Mike’s main hobby is serving as Scoutmaster of a Boy Scout troop.
Awards and Honors
NASA Exceptional Service Medal and three NASA Spaceflight Medals. Scouting awards include Distinguished Eagle Scout, Silver Beaver and Vigil Member of the Order of the Arrow. Distinguished Military Graduate from Texas A&M University and Squadron Commander in the Corps of Cadets. Awarded the U.S. Air Force Meritorious Service Medal with two Oak Leaf Clusters and various other service awards. Distinguished Graduate from the U.S. Air Force Test Pilot School, Class 85A.
“The time will come when man will know even what is going on in the other planets and perhaps be able to visit them.”
Henry Ford, Theosophist magazine, February 1930
Silver Fox Advisors’ President Bill Herman stated, “Come join us and learn about the teamwork and preparation needed to achieve a successful mission by reliving space travel with Colonel Fossum.”
The Silver Fox Advisors’ Lunch and Learn events are held at the Houston Racquet Club, 10709 Memorial Dr., Houston, TX 77024. To learn more about the Silver Fox Advisors’ Lunch and Learn Sessions and to register for this event, visit our Website at www.silverfox.org.
Seating is limited, and due to the special nature of this very informative session will fill up fast, so make your reservation today.
Tables of eight are available for $315. Lunch is served at 11:20 a.m., and the Program will begin at 11:50 a.m.
Silver Fox Advisors are proven business leaders who advise, consult, and mentor other business leaders, CEO Roundtables, and entrepreneurship programs.
“The Emperor’s New Clothes” is a short story written by Danish author Hans Christian Andersen. It is about two weavers who promise an emperor a new suit of clothes that they say is invisible to those who are unfit for their positions, untrained, or incompetent.
In reality, the tailors make no new clothes at all. Instead, they make everyone believe the clothes are invisible to them. When the emperor parades naked before his subjects in his new “clothes”, no one dares to say that they do not see any suit of clothes on him.
They fear that they will be seen as incompetent. Finally, a child cries out, “But he isn’t wearing anything at all!”
Leaders need to be cautious about getting too caught up in the excitement of something new. Moving ahead on excitement alone can leave you exposed, just like the Emperor in the fable.
Pride, maybe even arrogance, can contribute to a mindset of denial. So too can fear. Fear of what is ahead can cause a manager to block out vital information.
Another Story, Second Verse
I once worked with an executive who lived in this “New Clothes” mode. This person wasn’t just occasionally vulnerable but lived a daily routine of walking about fully exposed and refusing to hear any news to the contrary.
Going to a staff meeting with this leader was a painful process for anyone who felt obligated to share “bad news”. The reaction was brutal and downright embarrassing at times. “How can that be?” “What are you doing? Clearly, you must be wrong.”
These were the responses when an issue was raised. Eventually, the other executives stopped talking about the truth during the meeting, instead choosing to just go about the day dealing with and fixing the things that came up.
We had our own meetings on the side to actually get things done. Obviously a very sad situation.
New projects or new initiatives bring their own set of leadership challenges. Things never go perfectly as planned. There are shifts, changes, and surprises along the way.
A good leader knows these things will happen before even starting down a new path. Effective leaders take input from the team to address these issues. Decisions get made about ways to resolve problems, mitigate risks, and maximize performance.
Often the culture suffers from the ability of direct reports being able to “speak truth to power.”
I live by creed in the workplace. “I can handle any news. Just don’t let me get surprised by bad news.”
Said another way, feel free to tell me the truth about what is happening out there. There have been numerous colleagues who have told me how much they appreciate knowing that mindset is real.
Poor leaders make a plan and hope for the best, never wanting to accept bad news about things not working out as hoped.
Why will Leaders Get Blinded?
There are many reasons a leader gets stuck in the “New Clothes” mode. Here are the top three I’ve seen happen.
Yes, pride gets in the way. When you are absolutely sold out to an idea or approach, you just don’t want to hear bad news. It’s closely akin to someone telling you your baby is ugly.
Pride has to get checked at the door. Good leaders never come close to operating in a spirit of pride. Yes, you can have a strong opinion about how good an idea or a team may be, but letting pride overcome objective reasoning is a recipe for disaster.
When things happen that don’t meet expectations, it’s your job to adjust. Review the details and make an informed decision about where, when or how to make a change.
Fear is a powerful emotion in any phase of life. As a leader, you have to overcome whatever fear you might have about the mission or the role. Fear causes us to live in the fight or flight mode. How very unproductive that can be.
If the leader is fearful, imagine what the team feels. Fear is an emotion that erodes credibility and confidence. Without either of those, your strength as a leader is undermined. Your foundation crumbles.
HEAD IN THE SAND
The last principle is somewhat a catch-all. Sometimes a person just chooses to ignore the bad news. It becomes more comfortable to stick your head in the sand like an ostrich. (OK this is an old saying, not a scientific fact.)
The point is, you choose to ignore the details. Blinded by your own sense of reality, you let important details go by, never attempting to resolve the issues.
Don’t Fall for the Ruse
The emperor’s new clothes was a ruse perpetrated by some bad people. Yet the ruler fell for it.
Don’t let any of these three choices impact your ability to be an effective leader. Be open to all the information; good or bad. Make informed choices about the changes around you.
Remember, becoming an effective leader is less about writing the perfect plan, but more about solving imperfect problems.
PS – Have a Happy New Tear! I hope 2020 brings you only the best! But you have to get out there and make it happen.
Having the right perspective in life is vitally important, but it has special meaning for people in leadership positions.
Maintaining the right perspective is sometimes hard to do.
During a recent trip to Las Vegas to speak during the AWS re:Invent conference, I had the chance to take a side trip out to the Grand Canyon. More specifically, I flew in a helicopter hovering just above the rim of the canyon.
We were flying at 5,000 feet but it looked like (and felt like) we were almost touching the rocks beneath us. Yet even from the rim, the drop to the canyon floor was huge. The perspective was hard to judge at first.
We had been cruising around the rim for a few minutes when we approached the Skywalk observation deck on the west end. The whole compound looked like a dot on the landscape. Yet that visitor center cycles thousands of visitors around the Skywalk every day.
It proved just how magnificent the Grand Canyon truly is. The Skywalk was a mere speck on the horizon and our helicopter was even smaller compared to the canyon itself.
When you as a leader look around your situation at work, at home, or in your community, you have to find the correct perspective to gain the most from the self-reflection process.
Using Assessment Tools
I often work with companies that use the Hogan Personality Assessment tools. Hogan has been around for decades. Their process uses predictive analysis to look at a leader’s personality, giving you a look forward at who and what you might be to those around you.
Hogan provides a multi-dimensional personality profile analysis. Among many positive indicators it tracks, it also includes one very critical analysis called “derailers”. These are personality attributes that can undermine your effectiveness as a leader if used to an extreme.
Like my view of the Grand Canyon from a seat in the helicopter, you have to get the right perspective when looking at the derailers in your personality.
If you take the feedback too lightly, you may miss the significance of the meaning. Absorb them too harshly (i.e. judging yourself too strictly) and you over-correct.
Finding a healthy way to receive any feedback you get and then apply it to your leadership style is the best way to grow as a leader.
Easier Said Than Done
However, that is much easier said than done. So how can you find the right perspective from derailers and apply good corrective measures to achieve more?
First, look at the input. Using highly developed tools like a Hogan assessment is one way to get reliable data. I’m highlighting Hogan here, but there are many others.
One free tool you can self-administer is from 16 Personalities. I have found their results to be compelling and similar to the results you get from many of the higher-priced tools.
Getting good data is better than simply spending a weekend meditating about things you think you need to look at. Using comprehensive analysis tools will uncover blind spots.
Next, take the results from your profiling and share it with a trusted advisor/friend. Ask them to verify what the report tells you. They too can add color to the findings. More importantly, they can help you gauge just how extreme a trait might be.
Lastly, find a mentor/coach to help you map a plan for implementing the right dose of corrective measures to grow as a leader. A coach can be your guide on the journey to improving and growing as a leader.
Footnote and Disclaimer: Mention of Hogan Assessments and 16Personalities does not represent a personal gain from either of those companies. I share information about tools and tips I have used myself and find helpful.
There’s an old saying in the sales world. “The confused mind says NO.” Clearly that has big implications when trying to sell a product or service.
A prospect who gets confused by your sales pitch will revert to a NO answer all the time. On the other hand, a clear, concise explanation of the thing you are trying to sell will help close the deal.
The same is true of leadership responsibility. A confused mind says NO. If you confuse the people around you, the overall performance will be greatly reduced or even eliminated.
An employee’s willingness to perform is centered on their ability to clearly understand expectations and directions.
Clarity may be your best secret weapon to achieve better team performance.
It’s a Complicated World
There’s no denying the increased complexity in business these days. Whether you blame the exponential growth of technology or just the deeper understanding of things around us, it’s much harder to operate a business today than it once was.
However, operating a highly specialized or technical business should not distract you from trying to make things simple for your team to comprehend.
Military people learned the KISS principle; Keep It Simple Stupid. When giving orders, it is the leader’s duty to make the instructions as simple to comprehend as possible. In combat, confused minds get people killed.
In business, the smartest guy in the room shouldn’t be rubbing that in, especially if they are the boss. Rather, if you think you truly are the smartest guy at the table, then you should be able to figure out ways to make directions and instructions easier to understand.
What To Do
Sometimes in figuring out what to do to make things more clear for your team, it is valuable to talk about what NOT to do. Here are a few big ideas to follow.
First, don’t be vague about directives. Masking your meaning immediately leads to confusion. The odds of your people going off in the wrong direction are far greater when you are unclear about your own expectations.
Think of 360 degrees on a compass (in a circle). The direction you need people to take is likely on one of a few degrees on that compass. If you are vague, your team has a minimum of 350+ other directions to go.
If you’re not exactly sure about the direction you want to take, invest the time and energy in getting your own clarity first.
Next, watch your communication style. In times of high stress and urgent deadlines, lookout for accelerating your own reactions to things going on around you. Create more measured responses.
Don’t react,respond instead. There is a big difference.
Lastly, remember the acronym FAST to increase your leadership effectiveness.
International leadership guru Gordon Tredgold coined the term FAST for his book by the same name and his teaching on effective leadership.
FAST is an acronym that encompasses all the best attributes for finding success. Whether your dreams are personal or professional, FAST can help.
FOCUS. You must be able to focus your vision and view of the goal you are trying to achieve. Too many business leaders are fuzzy on the exact expectation they have.
If you’re not clear on where you’re going most any road will get you there.
ACCOUNTABILITY. You must be accountable to the team, the cause and the process to get you to your goal.
Look at the organizational setup. Does everyone know what they are supposed to be doing, do they know what is expected of them, and do they have the right skills, tools, and training to be successful.
SIMPLICITY. You must find the simplest ways to make things happen.
It has been said complexity is the enemy of execution. Trying to reach the desired destination with too many complex and conflicting pieces of information or procedure can only interrupt the desired results.
TRANSPARENCY. Transparency allows the leader to be genuine and clear for the benefit of everyone around them.
Look at the progress tracking. How easy is it to check that progress is being made and was outcome-based rather than just recording effort spent? Is the information accurate and fact-based, or just based on gut feel? How often is it shared with the teams? Do they know how they are doing, or are they just running blind?
Eliminating confusion can bring greater results. Remember, the confused mind says “NO” every time.
Question: When was the last time you experienced being confused by what the boss said? Were YOU the boss creating confusion?