Encouragement for Leaders

True confessions.

I’m guessing very few of you ever got a “bad grade” in any of your college studies. But I know someone who did … me. It was my sophomore year poetry class. Now a low mark isn’t something I’m particularly proud of (believe it or not, I was a pretty good student overall). But in this case, I really fell short.

What happened?

It didn’t take long for me to realize I didn’t like poetry (studying it). I wasn’t that interested. The subject, and the professor were boring to me (they were both way over my head). Iambic pentameter – blah. (Sidebar: I actually have a much greater appreciation for poetry now than I ever did then.) I have no idea why I signed up for the course (other than being on a liberal arts track). I didn’t go to many classes, or put much effort into study. Skipped a lot of the reading. Tuned out when I was there.

Did I withdraw from the course? No, I stuck it out. I didn’t withdraw on paper, but I sure did mentally.

Gee, I wonder why I had a problem?

I learned a valuable lesson.

This experience taught me an important fact – without commitment and work ethic we’re going to significantly underperform. We can only go so far when we’re just going through the motions, or working on a superficial level. That’s true in school, and at the office. Commitment and work ethic are required for achievement.

What’s going on with Millennials?

Managers tell me they have reasons to question the commitment and work ethic of many of their millennial workers. Their work“Ability,” so to speak.

As leaders, managers, supervisors, we need to stay close to and engaged with our youngest workers. They have greater interactive expectations. They’re more used to working in groups, supporting one another, interacting vs. going it alone, jumping from one thing to the next, not deciding until the last minute, conforming to popular opinions, looking for quick answers (Google mentality), or believing that test scores predict career achievements. They may think they’re leadership ready right out of the box.

We can’t just let them flounder on their own. Ignored, they can easily give up, move on, or lose interest in what they’re doing. Of course, this doesn’t apply to everyone. I get that.

But in general, millennials need a lot of our attention to help them succeed. It will take effort on our part to engage them with the workplace, and learn how to connect their educational abilities with the fundamental rules of success, achievement, and performance. Commitment and work ethic are best taught by demonstrating them in our own behaviors. They need to see it in action. Showing is much more effective than telling.

How long that will take … we’ll see? But it’s just part of modeling work“Ability” to our newest workers.

– Jerry Strom

Twitter: @JerryRStrom. For more information about our leadership and team development programs, please visit http://www.JerryStrom.com . Join the mailing list to receive new articles as they are published. This article is based on research conducted for the *‘The Relationships Report: The Linkage between Leadership and Relationships,’ by Jerry Strom & Company, Inc. Find ‘How Leaders Build Relationships at Work’ at http://www.jerrystrom.com/research/js_relationships.html short insights on Twitter at #RelationshipsRPT

In 1997, Kenny G set a Guinness World Record by holding a single E-flat on his saxophone for 45 minutes. This was possible because he had practiced circular breathing – a way of actually breathing out through his mouth at the same time he was breathing in through his nose. That’s a rather deft accomplishment I would say.

If you’re interested, you can go to YouTube and see his technique for yourself. I must admit though, it isn’t long before listening gets a little old. You see, it’s the same note that goes on, and on, and on …

And that’s what I’d like to explore in terms of leadership – how leaders can sustain their influence over an extended period of time, without people losing interest, getting bored, tuning them out.

It’s what I would call leadership sustain”ability.”

How to keep yourself fresh and your message motivating

Sustain”ability” is directly associated with your attitude and outlook on the job. How do you approach your work? Is it fun, important, interesting, meaningful? Do you get up every day excited to meet the challenge? Or, are you tired of the same old thing? Has time taken its toll on you?

Admittedly, leadership can become a burden – dealing with conflicts and people problems, trying to meet constantly increasing performance goals, repeatedly being asked to implement one change after another, unable to fill positions, or trying to do the job with a lack of resources. These are problems and stresses that can flatten even the most ebullient spirit.

But it’s also a fact that your workforce is going to take their cues from you – and if you’re able to stay fired up, your people are more likely to feel good about their work and themselves. That means being resilient, positive, and committed to moving forward. It means first finding ways to renew yourself, and passing it along. Psychologists advise that behaviors can lead emotions. In other words, if you act with passion and excitement, you’ll begin to feel passion and excitement – even if you didn’t wake up that way in the morning.

Another essential aspect of sustain”ability” is the quality of your messaging. How hard you work on your communication? Are you thinking creatively about ways to keep your messages new and exciting – especially when you’re promoting your most beloved, and relied-upon principles? Do you stay connected with people so you can best understand them and share your ideas in a way in which they can relate? When your message is fresh, they listen better and their energy for accomplishment increases.

Anyone can lead over the short-term. But successful leadership over the long-term identifies excellence and true sustain”ability.”

– Jerry Strom

Twitter: @JerryRStrom. For more information about our leadership and team development programs, please visit http://www.JerryStrom.com . Join the mailing list to receive new articles as they are published. This article is based on research conducted for the *’The Relationships Report: The Linkage between Leadership and Relationships,’ by Jerry Strom & Company, Inc. Find ‘How Leaders Build Relationships at Work’ at http://www.jerrystrom.com/research/js_relationships.html short insights on Twitter at #RelationshipsRPT

When we consider strengths, Charles Darwin famously advanced the evolutionary idea of, “Survival of the fittest.” We get that part, but to a lesser extent, we understand, “Those that survive are the most adaptable to change.”

That means a lot to leaders. I have two things in mind here …

First, are we coachable?

Are we indeed coachable ourselves? Sadly, not all of us are. I have no idea what the percentages are, but it’s certain not all of us want to be critiqued. If we aren’t coachable, we probably don’t want any feedback on our performance. We’re pretty confident about our skills, or we pretend to be, or we don’t think outside opinions are all that helpful. Or, we just don’t appreciate what we may hear, so we think it’s better not to hear it. As you can tell, there are a lot of “or’s” at play. Identifying the real root of our discomfort is important, and eye-opening … because it will help us break down a self-defeating barrier.

Second, are we skilled at coaching others?

My guess is, if we didn’t pass the first test (we don’t want to be coached), we probably don’t offer much coaching to others either. Those two mindsets go together. In my observations of both work and life, I’m convinced that the most naturally talented in any field are seldom the top performers. Who’s the fittest? The best learners, adapters, and appliers of new practices. They’re the ones who make major advances, and leave those who were born with many gifts short of their ultimate potential.

So here’s to those who are open, approachable, and interested in their own development. Those who believe change is the path to greatness. And those who pass it on to others … with coach”ability.”

– Jerry Strom

Twitter: @JerryRStrom. For more information about our leadership and team development programs, please visit http://www.JerryStrom.com . Join the mailing list to receive new articles as they are published. This article is based on research conducted for the *‘The Relationships Report: The Linkage between Leadership and Relationships,’ by Jerry Strom & Company, Inc. Find ‘How Leaders Build Relationships at Work’ at http://www.jerrystrom.com/research/js_relationships.html short insights on Twitter at #RelationshipsRPT

Here are some ideas on “selling” yourself and your leadership agenda to others. (Sorry to use the “S” word … but in truth, to lead well you’ll need to persuade your team to get on board with you and the things you want to get done. So yes, you do have to sell it. It’s a sales and marketing task.)

Marketers know that lots of good information (Big Data) gives them special insight into consumers, which results in better business. They use predictive analytics as a tool to spot key characteristics which indicate trends, preferences, and future buying patterns, and correlate with specific target market groups. And then they use this knowledge to drive sales (think “pop-up” ads, targeted offers, special recommendations). A key point is that they continue to add to their data, so it doesn’t become outdated and useless.

We can learn from this and apply it to leadership.

The best way to persuade people is to be able to relate with them. And the way to do that is to know something about them. Better results begin with better information. So yes … we should be continually adding to and improving our understanding of our people in four important areas (and expanding it from there):

1)      Individualism – “Who they are as a Person?:” Before we get to their work, we should understand where people are coming from?  What are their experiences and personalities? Kids, pets, significant others? With this knowledge, we’re better equipped to interact with them in a positive manner. When people feel cared for and understood, they’ll be productive. Information like this often comes through “water cooler” and casual conversations. Go there.

2)      Talents – Strengths and Weaknesses: Real insight into job skills tells us what development is needed and guides how we direct them and delegate to them. It allows us to better execute and make appropriate assignments. Pay attention to what they know, what they could know, and what’s so good about them. Don’t try to fix every little flaw.

3)      Motivations: Motivation comes in many different forms. Knowing what excites them as a group, and on an individual basis, helps us discover the means in which to engage them in their work, and connect to the mission of the organization. Being observant and reflective helps reveal the what drives the person behind the behaviors.

4)      Goals and Opinions:  Unless others feel we have their best interests and needs at heart, they’ll withhold their trust. Really recognizing what’s important to them, and how they see things, gives us critical input to how to build mutual understanding and see ways to help them reach the goals they have for themselves.

Communicate to relate.

The simple formula for improving our leadership ability is to regularly talk and interact with our workers. Getting to know them (and appreciating them). Exchanging ideas. Listening carefully. Getting out of our offices and going to see them. Meeting their needs to feel heard and understood. Putting as much thought and effort behind our informal exchanges as we do with our planned meetings and task assignments.

The better we communicate … the better relationships we’ll have, and the more cooperation we’ll get. It’s what sells us as leaders.

– Jerry Strom

Twitter: @JerryRStrom. For more information about our leadership and team development programs, please visit http://www.JerryStrom.com . Join the mailing list to receive new articles as they are published. This article is based on research conducted for the *‘The Relationships Report: The Linkage between Leadership and Relationships,’ by Jerry Strom & Company, Inc. Find ‘How Leaders Build Relationships at Work’ at http://www.jerrystrom.com/research/js_relationships.html short insights on Twitter at #RelationshipsRPT

In sitting with a group of senior government leaders, SES and GS-15s, we discussed how they could sustain their leadership agendas and make a real difference in their agencies – five rather simple, and yet essential strategies emerged:

Don’t aim at everything.

An overambitious agenda (too many objectives) is just as bad as no agenda. You’re in a position to make a certain contribution over time, not everything. So sharpen your focus, put your long-term vision in place, and seek to accomplish a meaningful specific.

Stay connected with people.

Be engaged with your workers and with the work they’re doing. Trust them that they’ll help, and be positive. 95% of the workforce is on it … don’t focus on the few who are creating issues. Make it a pleasure to come to work, and help people enjoy their jobs, have some fun, and be part of the solution.

Success is motivating.

Make sure you articulate the progress that’s being made. Mark the milestones – identify them, speak about them, celebrate these successes and help people look forward to the next one. When you create the right environment you make it easier to achieve the results you seek.

Be primal.

Children look to their parents for “love and acceptance,” and that basic need doesn’t change as they grow up and go to work. So why not be the one who helps satisfy this inner hunger by being generous with your appreciation?

Work for achievement.

Perform simply means “to do.” You can do many tasks, and still never reach your goal. Achieve is a better word, because it indicates completion – reaching the end. A good end. It’s the best way to be successful over the long-term.

– Jerry Strom

Twitter: @JerryRStrom. For more information about our leadership and team development programs, please visit http://www.JerryStrom.com . Join the mailing list to receive new articles as they are published. This article is based on research conducted for the *‘The Relationships Report: The Linkage between Leadership and Relationships,’ by Jerry Strom & Company, Inc. Find ‘How Leaders Build Relationships at Work’ at http://www.jerrystrom.com/research/js_relationships.html short insights on Twitter at #RelationshipsRPT

Any sports fan knows the uneasy feeling when their team’s lead begins to slip away … when things start going wrong, mistakes are made, momentum is lost, and doubts about the outcome arise.

In the 2013 America’s Cup (where 9 wins determine the victor), the host American boat, Oracle Team USA rallied from an 8 to 1 deficit to amazingly win the Auld Mug, the oldest trophy in international sports. One can only imagine the enormous frustration the Emirates Team New Zealand crew and country experienced as race-after-race they failed to close it out – eventually losing it all in a crushing defeat and the most heartbreaking loss in the 162-year history of the race.

Leads can be squandered in business as well.

At work, leaders who once enjoyed a commanding lead – enthusiastic cooperation and participation in their initiatives – can eventually lose the support of their employees and falter.

Things that never before presented a problem, become a struggle to achieve. A dark reality sets in and the results reflect it. People who were reliable and engaged, disconnect and fall away. The leader’s former magic goes missing; perhaps gone forever?

Many factors can be responsible for a leader’s loss of influence, but when it builds over the years and gets to the point where they’ve lost people’s trust – they’re toast.

One cause to a leader’s demise is the slow erosion that occurs when they take people and their work for granted. Leaders who either feel too important, or get preoccupied with other matters, can put too much distance between themselves and their employees. And distancing themselves, either consciously or unconsciously is a recipe for disaster – becoming unaware and unresponsive to the needs, feelings, and everyday issues confronting their workforce.

Workers begin to wonder. And, when they wonder about their importance and value, they feel abandoned, uncared for, neglected. The response is a loss of interest and energy and a drop in performance.

These are preventable problems.

Anyone can be a short-term success. But long-term effectiveness is another matter. Leading for the long-term requires constant, on-going, regular, never-ending maintenance and renewal of the relational bonds that keep people passionate about their jobs, satisfied with the contributions they make, close to their leader, and proud of their role in the success of the organization.

You can add two important words to the end of Winston Churchill’s famous quote on persistence, “Never, never, never give up” – on people.

It just proves you’ve got to be present to win.

– Jerry Strom

Twitter: @JerryRStrom. For more information about our leadership and team development programs, please visit http://www.JerryStrom.com . Join the mailing list to receive new articles as they are published. This article is based on research conducted for the *‘The Relationships Report: The Linkage between Leadership and Relationships,’ by Jerry Strom & Company, Inc. Find ‘How Leaders Build Relationships at Work’ at http://www.jerrystrom.com/research/js_relationships.html short insights on Twitter at #RelationshipsRPT

On a visit to Coit Tower, one of San Francisco’s iconic landmarks, I found an excellent story of leadership. It’s remarkable partly because of its simplicity, but more so because it bridges a generational gap – something I believe many older leaders are struggling with today.

Coit Tower sits high atop Telegraph Hill, and offers a panorama of the City and San Francisco Bay. The best view is from the very top, so visitors take an elevator, which is operated by an employee of the monument concessionaire. It’s a slow ride.

On the way up, we were talking with the young woman who was running it. She remarked how lucky she felt, because this was her first job, and she loved it. “Most of my friends hate their jobs. But my boss is so great, he always takes such care with things. He teaches us how significant the tower is, and how important it is for us to do our jobs right. He shows us the little things about our work that make such a difference to our customers. He really cares about this place. We watch him, and he does everything the same way he wants us to do it.”

Contrast this story, with another.

Our neighbor’s daughter will soon graduate from college. Last summer, she took an internship with a technology recruiter in San Francisco. Her work was to call technology employees, and let them know about other opportunities. She’d never done this before, however she’s quite bright, and a hard worker. Her boss though, (in his 40’s), expected everything to be perfect, and publically demeaned every perceived mistake that was made, by her, or anyone else in the office. She couldn’t wait to get out of there.

Compare the two.

Both bosses wanted excellent results – their motivations were the same. However their methods were dramatically different. One acted as a mentor working alongside (not “above”) others to create a loyal, caring employee focused on the customer and attending to details. The other acted as a superior and a judge, which only built resentment and a longing to escape.

The quality of their relationships determined the assets that were developed.

A younger generation needs to be led, but it needs to be done with some patience and tactfulness. Sure, set a high bar for performance and expectations. But help them succeed at it. Don’t use experience or longevity as a dividing point. (The worst team member is always the one who comes across as knowing more, or being better than anyone else.)

Take on the mindset of a mentor … focus on building relationships to narrow the age gap, and as a vantage point from which to transform smart, well-educated, well-intended, and in-experienced workers into able producers.

Without the relationship part, you’re only left with a transactional exchange, which just highlights and magnifies your differences. Choose wisely.

– Jerry Strom

Twitter: @JerryRStrom. For more information about our leadership and team development programs, please visit http://www.JerryStrom.com . Join the mailing list to receive new articles as they are published. This article is based on research conducted for the *‘The Relationships Report: The Linkage between Leadership and Relationships,’ by Jerry Strom & Company, Inc. Find ‘How Leaders Build Relationships at Work’ at http://www.jerrystrom.com/research/js_relationships.html short insights on Twitter at #RelationshipsRPT

It isn’t unusual to leave work exhausted.

The demands on leaders – pressure for performance, budget constraints, meeting after meeting, workforce issues and conflicts, ever-expanding expectations, burdensome reporting requirements, and tiresome organizational dysfunctions mixed with constant change – all take their daily toll. It’s easy to understand why many leaders feel overwhelmed and unable to perform at their peak.

At the end of the day, they’ve done their best, but many must doubt if their efforts really made much of a difference?

There is a solution though – not that you still won’t go home tired – but that you can leave work with the satisfaction of knowing the work you put in has strengthened your work group and made it more capable and able to succeed.

What’s this solution?

The solution is a daily attention to relationships.

Relationships are leading indicators of performance. People’s efforts are highly dependent on the relationship they have with their work, with their co-workers, with their boss. When you regularly stitch the human fabric of the organization, you create a dynamic (positive) tension much like an isometric exercise strengthens a muscle little-by-little. If you neglect this, because you’re too busy, or distracted, or you just think it’s a waste of time, organizational atrophy sets in.

So you don’t neglect it. You focus on relationships every day.

You look for ways to improve your knowledge of people. Who they are? What’s important to them? What opinions they have? How they can be helped, or encouraged, or motivated? You listen. You engage. You enjoy every opportunity to increase your understanding, appreciation, and personal connections with them.

Communicating your interest in others communicates strong leadership.
And that’s why, no matter how exhausted you are, you can go home assured your organization is stronger at the end of the day.

– Jerry Strom

Twitter: @JerryRStrom. For more information about our leadership and team development programs, please visit http://www.JerryStrom.com . Join the mailing list to receive new articles as they are published. This article is based on research conducted for the *‘The Relationships Report: The Linkage between Leadership and Relationships,’ by Jerry Strom & Company, Inc. Find ‘How Leaders Build Relationships at Work’ at http://www.jerrystrom.com/research/js_relationships.html short insights on Twitter at #RelationshipsRPT

Without a doubt, good questions lead to personal improvements. That’s because they bring to the surface important understandings and neglected insights. They push our buttons to pause, and consider.

For leaders, a good question helps us reevaluate ourselves and our methods – assessing the ways in which we think and act – and stimulating our desire to make changes for the better.

So what’s a good question to ask?

Here’s one: “What if you only had the people tomorrow whom you were thankful for today?”

That’s my take on the most powerful question I’ve heard in a long time, because the implications of this inquiry are significant to our ability to be effective in harnessing the energy and effort of the people we lead.

It points out the necessity to truly appreciate ‘all’ of the people in whom we are entrusted – because they are the means to accomplishing the objectives of our organization. And if we’re only appreciative of a small segment of our workforce, everyone else gets the hint and withdraws something from their contribution.

It’s tough to do, because working with some people can be so difficult, as we wade through a lot of ‘stuff’ that impacts their level of production and cooperation. But, that’s the work we’ve been given; the work of relating to people.

How well we do with that determines how well we lead.

Good relationships all the way around. It’s good and necessary – so good luck with that.

– Jerry Strom

Twitter: @JerryRStrom.

For more information about our leadership and team development programs, please visit http://www.JerryStrom.com . Join the mailing list to receive new articles as they are published. This article is based on research conducted for the *‘The Relationships Report: The Linkage between Leadership and Relationships,’ by Jerry Strom & Company, Inc. Find ‘How Leaders Build Relationships at Work’ at http://www.jerrystrom.com/research/js_relationships.html short insights on Twitter at #RelationshipsRPT

One of the best aspects of a new year is that we often see it as an opportunity for a fresh start; a chance to recommit ourselves to those things we deem important – resolutions representing a whole host of worthy behaviors and plans.

This year, I’d like to suggest something for leaders. Something incredibly worthwhile. Something exceptionally hard to perfect. Something that needs focus. Something extreme.

“What if” we recommit ourselves to the people we lead by renewing our relationships with them? That’s no small task – building stronger, healthier, more productive working relationships. But those relationships will determine our eventual success. So why not make it a point of emphasis – greater understanding of one another, mutual appreciation, and unity.

Couldn’t that pay some nice dividends?

The other option is to just to let things slide, and go along as they are (which doesn’t sound much like progress, or improvement, to me).

This May Be Our Biggest Leadership Challenge?

When I was collecting the thoughts of leaders on their most difficult challenges, one wrote, “I’m two months into a new job and the people are my challenge. I used to have plenty of enthusiasm, but this time I just want to do my own work, and then go home. I fight myself more and more just to care enough about the others around me. I don’t like feeling this way.”

I’m sure she’s not alone.

Over time, many of us have gotten too busy with our work to pay much attention to people. We’ve lost touch in some ways.

Admittedly, people can be a struggle. Relationships take a lot of time. And energy. And don’t always go smoothly. But they’re a good goal – because it takes everyone to accomplish our agenda.

What I mean by, “It’s no time to be lazy,” is that now is the time to address our relational challenges – taking a positive, proactive approach. What better time than the New Year?

Yes, it’s going to take a lot of leadership on our part. (Maybe even swallowing a little pride.) But we must reach out if we’re going to reach new ups. Renewed relationships … they’re possible. And necessary.

Go to work, meet the challenge, and have a great New Year.

– Jerry Strom

Twitter: @JerryRStrom.

For more information about our leadership and team development programs, please visit http://www.JerryStrom.com . Join the mailing list to receive new articles as they are published. This article is based on research conducted for the *‘The Relationships Report: The Linkage between Leadership and Relationships,’ by Jerry Strom & Company, Inc. Find ‘How Leaders Build Relationships at Work’ at http://www.jerrystrom.com/research/js_relationships.html and watch for short insights and quotes on Twitter at #RelationshipsRPT