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Start Your Own Blog Today

business man using internet on smart phone and laptop

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.

Blog Writing

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.
Web Hosting

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.

LeadPages.net – I use LeadPages to help me promote and manage product offerings, events, seminars, webinars, and my other client attraction efforts. Build your own landing pages with LeadPages. As an example, my promo for Big 5 Performance Management is done with LeadPages.

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.

About Content

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 

 

coaching with dooug thorpe

The 5 C’s of a Trusted Leader

Trusted leader image

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.”

Commitment, connection, compassion, consistency, and competency

Commitment

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.

Connection

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.

Compassion

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

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.

Competency

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.

TEAM TRUST

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.

Team Trust
Team Trust

Leaders: Are You a Pretender or a Contender?

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

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.

BEHAVIORS

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.

RELATIONSHIPS

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.

RESULTS

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 Remedy

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.

team building via trust

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.

6 Great Questions to Lead Your Team

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. 

Team Trust

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.

Leadership in Times of Crisis – Finding the CALM

calm lake, leadership

It would be surprising if anyone on the planet with access to any form of communication (old or new) didn’t know about the coronavirus. We have news of it popping up every few seconds as messages unfold about closures, cancellations, and other alerts regarding the spread.

I respect the need to be cautious, proactive and vigilant. Many of the gatherings and events I was scheduled to attend have been suspended, postponed or canceled outright. There have even been moments where I was part of the decision to cancel something. I get it.

However, I am not convinced I’ve seen perfect examples of leadership demonstrated in every announcement or bulletin. I’ve seen supposed leaders take a podium and simply spread fear and concern.

In the face of a global pandemic, as it is now called, leaders in both public and private sectors need to stay calm. Calm is a tricky proposition for a leader.

On one hand, you should have your own personal concerns about what is going on. If you are high enough in an organization, you might be leading a major project team. Having a totally external force like COVID-19 interrupt your plans is frustrating at best. Again, I don’t want to sound irresponsible or insensitive but hang with me a bit.

When a leader begins to gain momentum, the last thing you want to have happen is for something to break the cycle. Especially something that comes from outside your organization.

calm business man

We Need Calm

Calm needs to be the focus. Here are four key principles to think about during a crisis.

C is for Clarity. Simplify your messages. Speak clearly and intentionally, thoughtfully. Immediately respond to those who seem unclear after you communicated.

People will need clear communication about your new expectations under new and perhaps stressful situations.

A is for Action. You still need to act. If your decision has not been formed, say so. But don’t wait too long. This virus situation is a fast-moving event. Be ready to respond as information changes.

L is for Leadership. Perhaps it should be obvious, but some may get busy and not be intentional about their leadership wheelhouse.

Dig deep in your leadership tool kit to make ready the best tools you have to guide, direct, inspire, and influence during troubling times. People need us now.

M is for mean it. Be sincere. Don’t rely on cliche and platitude. Stay connected with your people. I mean emotionally connected. Up-level your empathetic listening. Hear people out.

Be relevant and relatable so that people maintain (or increase) their trust in your leadership.

Forget About It

We also need to forget some things. A client from long ago posted these wonderful reminders. He’s a very accomplished CEO and leader in the mortgage finance industry. His name is Bill Dallas. Here are his thoughts.

1. Forget About Yourself; Focus on Others. You will become a source of confidence (and calm) for everyone else.

2. Forget About Your Commodity; Focus on Your Relationships. Every time you strengthen a relationship, the viability of you are selling will increase.

3. Forget About the Sale; Focus on Creating Value. Most people don’t like being sold at the best of times.

4. Forget About Your Losses; Focus on Your Opportunities.

5. Forget About Your Difficulties; Focus on Your Progress.

6. Forget About the “Future”; Focus on Today.

7. Forget About Who You Were; Focus on Who You Can Be.

8. Forget About Events; Focus on Your Responses.

9. Forget About What’s Missing; Focus on What’s Available.

10. Forget About Your Complaints; Focus on Your Gratitude.

The Leadership Premium

In times of crisis and concern, leadership value rises to a premium. You, as a leader, must be the one to help others survive. Encourage those around you.

staying calm in times of stress

Stay calm.

No need to argue the merits of a decision someone else has made. Yet if your people are beginning to act in extremes, encourage them to reconsider. Lead toward calm.

How to Avoid Having a Frozen Middle in Your Company

frozen middle image

Do you remember the last time you took something out of the freezer and stuck it in the microwave? You were hoping for a tasty treat. But when the buzzer went off, you grabbed your food and stuck your fork in only to find a frozen middle.

The edges were hot and bubbly, but the center was just as cold as when you got it out of the fridge.

In today’s ever-increasing complexity of business, companies of all sizes are developing frozen middles.

What exactly does that mean?

Senior executives spend their days plotting vision and trying to get the workforce to execute on that vision. Yet the larger the corporation, the greater is the chance to suffer from the frozen middle.

Here’s how it happens.

Senior leaders set a course to deliver a new product or service. Junior executives distill the demands from the top and begin trying to communicate the details of a complex plan.

If the company has reverted to more of a matrix style reporting structure, i.e. people have dual reporting responsibilities, subordinate workers begin to suffer from command and control fatigue.

Signals get crossed and focus is lost. Rather than do something wrong, the folks in the middle freeze. They stop ‘doing’ for fear of doing it wrong. They will work, but the level of productivity lags simply because there is an unintended fear of doing something out of line or off the mark.

Creativity, collaboration, and even inclusion suffer.

Gifted and talented workers simply freeze in place.

What can Leaders do to thaw or avoid the frozen middle?

First, pay attention to your communication. The bigger the company, the greater is the flow of information. New policies, new procedures, new systems, etc. All of these serve to complicate the message(s) circulating through your offices and workshops.

You must strive for crystal clear clarity at every turn. Are your messages coherent and complementary to one another, or have you sent mixed signals?

Are your instructions consistent with the vision, mission, and goals you have launched?

Next, are your subordinate managers able to state the mission, values, and goals? Watch for simple parroting of the message; that is, repeating it back to you like a robot. Instead, they should each be able to state the purpose and vision for their teams in their own words. Yes, it should align with the greater good, but it has to come from their center of understanding, not some plaque on the wall.

Manager Challenges

Encourage your direct reports to work on this clarification of the message with their individual teams. Coach them through the process to create the message for their teams.

In addition, build trust in your circle of influence so that trust can be shared beyond just your inner circle. Model a trusting behavior for others to see so they can begin trusting you.

Speak empathetically. Embrace change.

Be patient. As change comes, not everyone aligns at exactly the same pace. Many will lag your understanding and enthusiasm. As a leader, you get an early preview of the changes that are needed.

Team success

Just because you “got it” and became excited about the change, not everyone else will immediately get it too. It is likely you needed your own time to process a pending change. Remember that. Allow your team their time to process change.

Finding Tools and Solutions

There is simply no better way to avoid the frozen middle than finding ways to keep your teams on the same page.

I’ve been coaching and advocating the Big 5 method of performance management for decades. In every situation where Big 5 has been adopted, work teams experience higher productivity, reduced stress, and greater team morale.

Tools and solutions like Big 5 go a long way to help. Big 5 is a way to get every employee to align with stated priorities for the next week or month. Then a simple, and short, review with the team lead/manager/supervisor can provide coaching and a checkpoint for keeping things aligned.

Leaders: Are You Wearing the Emperor’s New Clothes?

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.

Going Forward

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.

PRIDE

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

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.

Thoughtful guy sitting at a laptop

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.

Leaders: If you Confuse, You Lose

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.

Confused minds say NO

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?

Eliminate Confusion

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?

The Great Leadership Debate: Nature vs Nurture

Visit the best business schools on the planet and you are likely to hear a robust debate about the virtues of leadership. The central question is whether great leaders are born or bred; nature versus nurture.

One theory argues that true leadership is an inborn trait that few possess. The other popular and prevailing thought is that leaders can be developed. 

While certain natural talents afford some leaders with an innate sense of leadership, you certainly can train people to become better leaders.

The military does it on a regular and reliable basis. Whether you look at the non-commissioned officers (NCOs) or commissioned officer corps, the development of leadership talent is a business for the military.

People who exhibit good leadership talent are promoted to progressively more significant leadership roles until their capabilities are maximized.

As an example, few officers make it to the rank of general. Typically, officers are promoted several times in their career before their maximum efficiency as a leader is determined and the promotion train stops. The same holds true in corporate circles.

Some call this phenomenon the law of maximum incompetence. John Maxwell calls it simply “The Law of the Lid”.

Everyone who aspires to become a leader has a lid on their ability to lead. You can start a career with some natural talent (i.e. born with it) and you can work toward increasing your leadership capacity by training and coaching.

Yet according to Maxwell, you still hit a personal lid that limits the level of influence you achieve as a leader.

It is not hard to see this concept in real life. Not everyone who tries their hand at business leadership becomes the CEO of a Fortune 100 company. In fact very few do it.

What to Do

So what is the mainstream business executive or company owner supposed to do with his or her current leadership capacity? Have you ever thought of yourself as a Leader?

Looking at blind spots

Seek valid and reliable feedback about your blind spots. This immediate and valuable insight that can vault your effort above what it is today. Knowing what you don’t know or can see is vital information with which you can make changes and grow.

Here’s a diagram that outlines the ways we see (or don’t see) our blind spots.

Hire a coach. Coaching for executives is growing in acceptance and popularity. People have used coaches at the gym and for special hobbies and interests for quite some time.

Why not use the same approach when seeking to increase your leadership influence?

An effective executive coach will help you design a growth plan; personal growth. There should be measurable and tangible outcomes expected.

Improve your circle of peers. Be open to networking with mastermind groups and coaching groups where you can work with peers to gain insight for best practices and have a personal board of directors to whom you report.

Read – it seems so simple, but the power of reading has been proven time and time again. Take recommendations from leaders you admire. Read their selections of books. Consume what they consume and you will begin to grow.

Every leader I have ever admired has his/her own list. As soon as I asked about their favorites, they would gladly share. Of course, some titles get repeated, but that just serves as proof of the impact of that book.

Leadership growth is possible.

The best and greatest leaders claim a rigorous routine of seeking knowledge and information about ways to grow as leaders.

Stephen R. Covey called it “sharpening the saw”. As you move through the phases of your career and life, things change. You can get worn down. There must be an ever-present desire to stay sharp and grow.

Building Team Trust When Some Don’t Trust Anyone

Dan was recognized as a strong and effective leader. He had earned the respect from the CEO and other senior leaders at his company.

In his newest assignment, he had been working hard to establish the framework of trust that he knew would be vital to the team’s success.

From the very first day as the new division head, he was speaking with his direct reports one-on-one and in small groups, using his best practices to tear down walls and create the right harmony he knew he needed.

Yet he could sense total pushback from two of his longest-tenured technical people. Sandy and Ted were not buying it.

Dan decided to take his concerns directly to both Ted and Sandy. One by one he called them in for a private chat.

He opened with acknowledging how important he thought their roles were to the team’s success. They each agreed with that. Then he asked a fairly pointed question.

co-workers not trusting

Ted Went First

Dan started “I’ve been watching the development of this leadership team. We’ve been working to understand the clarity of our purpose and align our resources for the best outcomes toward our goals. Yet I sense a reluctance from you. I’d really like to understand what it is that is blocking things for you.”

Ted was pretty quick to respond. He said “Dan, I haven’t been honest with you. I’ve been at this company for a long time. This latest change is too much for me. I’m eligible to retire and I think now is the right time to do that.”

Dan was not surprised, that made perfect sense. He responded “Ted, I’d sure hate to lose you, but I respect everything you’ve done here. Is there anything that might help you change your mind?”

Ted smiled a wry grin. “Thanks, but no. It’s time. This has nothing to do with you or the company. I just need to get serious with my own situation and quit holding you guys back. It’s been a good run. I want to leave a good legacy.”

Dan said “Thank you for that honesty. If there’s anything I can do while you get situated, let me know.”

On the Other Hand

Sandy’s talk didn’t go so well. Dan opened the same way but got a totally different reaction.

Sandy shook her head and replied “I just don’t trust these people. I’ve worked with a few of them before and know what they do behind people’s backs.”

Dan thought about how contrary this sounded based on his own history with the team from prior assignments. He knew about their performance elsewhere and the accolades they had gotten from others, both above and below them in the organization.

He simply said to Sandy, “Tell me more.”

“Well…..” and her list began. Interesting to Dan was the level of petty complaints he heard. He was shocked at just how petty many of these grievances sounded when compared to the duties Sandy had on her plate.

He had not known Sandy that well from before, but had always relied on her technical delivery of work product and was pleased. Yet hearing her voiced concerns about others made him realize one big thing about Sandy.

She really didn’t trust anyone.

The Leader’s Boundaries

In the effort to be an effective leader, there are many things you must do but there are some you cannot do.

Becoming a therapist for an employee who exhibits behaviors that are not conducive to good teamwork is just not something you should delve into.

We’ve all been there before, realizing you have an employee who has some psycho-emotional baggage that will not allow open and reliable cooperation on the team.

So what do you do?

First, don’t let it get personal. Stick to team outcomes when describing expectations. Make those expectations very clear.

Shifting the Spotlight

Watch for tell-tale signs of behavioral problems. An untrusting soul may often try to shift the spotlight away from themselves onto others.

anger at work

Examples include placing blame for minor matters and accusing others of “failing” to deliver properly. They somehow think that constantly churning the team around them will keep the focus away from their own issues.

Someone who is more trusting will accept responsibility and become vulnerable to things needing more attention.

I’ve seen situations where the highest performer on the team was actually the least trusting individual. Despite adding significant value to the team, they cause so much confusion and disruption, their actual worth starts to be questionable.

This latter situation may be the leader’s biggest challenge. If you’ve ever been frustrated by someone’s behavior yet asked yourself something like this “Can I afford to lose them?”, you should start the process to do just that.

Keeping a team member who will never trust the rest of the team will derail everything you may try to accomplish. It happens every time.

Question: When was a time that you had someone on your team who couldn’t trust others? Leave a comment.