Encouragement for Leaders

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

It’s certainly true you can look at leadership from a lot of different angles. So at this magnificent time of the year, in deference to the spirit of Christmas, I’d like to consider leadership in the light of the holiday season.

I wonder … have you ever given any thought to a connection between leadership and love? I’m serious. Hear me out.

How you answer that question probably depends on which of two categories you fall into:

One. If leadership to you simply boils down to the raw exercise of power, authority, and position – directing others, telling, making decisions and being in charge … probably not. What could love possibly have to do with it?

If on the other hand, you believe the very nature of leadership can be understood, impacted, and enhanced by a whole host of underlying forces, including “love” … maybe you’ve given it some consideration and are willing to entertain a connection?

Should “love” even be in the leadership lexicon? I believe so. Here’s why.

I believe exceptional leaders love on a whole bunch of levels.

They love their work, going to work, doing their work. They love the opportunity to contribute and play a role in something larger than themselves. They love progress, and camaraderie. They love to see things improve. They love to overcome obstacles, disappointments, disagreements, misunderstandings. They love to pursue unity. They love the responsibilities they shoulder. They love to see others succeed. They love effort. They love that they have people to lead. They love people.

Without love, it’s just a daily-grind. I really don’t know any leader who hates their work, and excels in it. When people put their personal interests aside, and work for the benefit of the group – they do the best.

As a practical matter, love alters relationships in a positive direction. It builds as compared to tearing down, diminishing, distancing. Love draws close, strengthens, encourages. Love builds the team. Love succeeds.

When others see, feel, and experience love, they can only respond with joy and appreciation.

By taking a careful and considered look at leadership, I hope you’ll acknowledge the presence of love as a powerful force. Is it too strong a word? I don’t think so. It may very well be the essence of leadership? Only you can decide for sure.

Merry Christmas and the happiest of holidays to all!

– 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 the *‘The Buddy Study: The Linkage between Leadership and Relationships,’ by Jerry Strom & Company, Inc. Find short insights on Twitter at #RelationshipsRPT

There’s a nonprofit organization I’m particularly fond of that’s facing a leadership crisis.

After many years of success, healthy membership and participation, it’s now in a period of decline. Some would say it’s a recent occurrence, but I’d suggest the warning signs have been there for a long time. The downward transition really began, as they all do, with a change in the way people “felt.” (Key people. People who’ve been the organization’s stalwart supporters for years.) When feelings of disconnectedness, waning commitment, apathy, or “just going through the motions” arise, leaders need to pick up on these vibes and act quickly. How fast and how far it falls … only time will tell?

Admittedly, a shift in feelings is harder to detect than factors that show up on a spreadsheet, like the metrics of revenue, or attendance. But I believe discontent (with your product, or service, or your leadership style) will always precede performance measurables. Feelings are leading indicators, and they can best be detected early when leaders regularly interact with others, soliciting their opinions, insights, fears and concerns – fostering understanding and getting feedback. Organizations either go up, or down, based on how people feel. Don’t depend on your accounting department to give you a heads up. Get ahead of the curve.

Why is leadership faltering? Let’s start at the top.

One of the primary reasons this organization is in trouble is because its senior leader has failed to value relationships. There’s been virtually no investment in getting to know people, truly listening to them, and sincerely building the human bonds which support every organizational objective, goal, mission, vision, or imperative. Relationships are linked to successful leadership. You can’t be hiding out in your office, or slipping in and out of the back door.

Introversion is just an excuse.

If you have a leadership role, you’re paid to know your people, care for your people, be engaged with them, and build strong relationships all the way down the line. This requires regular maintenance. Day after day. Month after month. Year after year. Don’t get caught up in the excuse of “I’m an introvert.” Lots of us are. But we can still create the commitment we need to support our leadership agenda by fully investing ourselves into the people we lead.

This is not something you can put a little effort into once a month, or once a quarter. It’s not an occasional event. It’s your daily work. Neglect it at your own peril. So if you haven’t yet made this a point of emphasis as a leader – be warned, start now. You may be late, but hopefully not too late.

To achieve your goals, you need relationships.

– 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 the *‘The Buddy Study: The Linkage between Leadership and Relationships,’ by Jerry Strom & Company, Inc. Find short insights on Twitter at #RelationshipsRPT

So I asked a large group of leaders, “How many of your organizations are interested in leadership development?” Nearly every hand in the room went up. Put your hands down. Then, I asked, “How many of your organizations are committed to developing leaders?” Some nervous rustling, but very few hands went up the second time. Here we go again.

Whenever I’ve posed these two questions, I’ve gotten virtually the same response – which leads me to believe there’s a huge difference between being interested in something … and being committed to it.

And if we’re going to be any good at leadership, we need to be committed. Totally committed. (No, not the “send me off to the psychiatric hospital” type of committed, but the “hey, I’ve kind of been cruisin’ along for a while, I better get with it” type of commitment.) A return to being “all in.”

Now’s the time. A new year is just on the other side of putting a face on a pumpkin, stuffing a turkey, and jingling some holiday bells. We need to get a jump on it by recommitting ourselves in three important areas:

Commitment to Accomplishment

Just pleasing the boss doesn’t mean you’re getting anything done.

Commitment to accomplishment makes you look at your daily activities through the lens of a finished product. Putting the period at the end of the sentence, so you can move forward on other things.

Commitment to accomplishment makes your work significant again. Gives you determination to overcome organizational impediments. Gives you goals to reach, mountains to climb, and the resilience to rise up. Most importantly, it gives you the grit to be great.

Commitment to Insight

Whereas accomplishment addresses what the organization wants, commitment to insight focuses on what the organization needs.

It means reawakening your thinking to possibilities – exploring, proposing, and offering creative solutions to problems. Thinking regularly about making improvements. Considering what you need to work toward – and what’s the best way to get there?

Advancement comes from insight which enables accomplishment.

Commitment to Growth

This is a 2-part commitment: to yourself, and to those you lead.

Personal growth is the only way we get better. There’s something about growth that reignites our spirits. Recommitting to growth is an acknowledgement that we can learn. We can change. We can adapt. And we can alter our future in a positive direction.

By making personal growth the objective, we open the door to better performance and results. We also increase our odds for personal satisfaction at work, and within ourselves. That goes for you, for me, and for everybody else.

Work with the End in Mind

Being interested is nice, but insufficient. Commitment is the beginning to achieving what we want.

Let’s go to work.

– 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 the *‘The Limiting Factors Leadership Study: A Critical Look at the Leadership Development Experience,’ copyright 2015, by Jerry Strom & Company, Inc. Find the Research Abstract, along with descriptions of many of our other research projects at http://www.jerrystrom.com/js_research.html . Find short insights on Twitter at #LimitingFactorsRPT

“People tell me they don’t have time to work on their development as a leader (or for that matter, the development of their subordinates either).” Always chasing fires. Running at a hectic pace. Always pulled away. “If I could spend more time in my section, I could be more available to teach and discuss things with my people.”

So if you’ve been waiting for a big chunk of time, or a golden opportunity to do some of the things you say you want to do, good luck. It’s probably not to be.

But what you do have, are plenty of minor moments. Short interactions, brief encounters, small visitations, little bits of time that you can use to take a “one step forward.” A year of these singular steps offers significant progress. And when you’ve learned to harness time in this way, you’ve significantly separated yourself from the crowd.

But you first need to choreograph your moves.

That means, to use these small times for big ends, you need to first think about the growth you want to generate. Second, decide what the steps are. And third, act on your vision. As you weave this thread through your daily routine, you’ll reap the rewards of a life well led.

One step at a time works. John Maxwell wisely said, “Leaders grow daily … not in a day.”

Yes. We all have the time to learn and grow. It’s just hidden in the moment.

– 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 the *’The Limiting Factors Leadership Study: A Critical Look at the Leadership Development Experience,’ copyright 2015, by Jerry Strom & Company, Inc. Find the Research Abstract, along with descriptions of many of our other research projects at http://www.jerrystrom.com/js_research.html . Find short insights on Twitter at #LimitingFactorsRPT

“I‘ve never developed a relationship with a mentor who took an interest in my career.”

Those words express the views of many of the participants in my most recent leadership study – lamenting they’ve never had a significant mentor at work. They feel this is a limiting factor to their development as leaders.

So what then can you do to learn leadership lessons when no one takes an active interest in your growth?

Cooperative Learning

Why not apply one of the aspects of cooperative learning – by observing others with whom you interact, and intentionally “learning from their examples.” And I would also say, from their “mistakes” – because all leaders make them.

I’m not talking about using these events to pass judgment, and smugly tell yourself you’re better. But rather, using your observations as opportunities to think about what works, and what doesn’t. Paying attention will give you some new ideas.

In this way, I’ve had many mentors over my lifetime – people who had no idea they were teaching me anything, but provided huge lessons on the right way to go about doing things. And, just as importantly, I’ve had an equal number or more, who’ve made me swear I’d never want to do what they’ve done or the way they’ve done it. Thankfully, bad examples can prove to be good examples of what not to do. You just need make sure you don’t repeat the behavior!

Having a mentor is great. But even if we don’t, we can learn something from everyone – if we just put in the effort to figure out what it is.

– 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 the *’The Limiting Factors Leadership Study: A Critical Look at the Leadership Development Experience,’ copyright 2015, by Jerry Strom & Company, Inc. Find the Research Abstract, along with descriptions of many of our other research projects at http://www.jerrystrom.com/js_research.html . Find short insights on Twitter at #LimitingFactorsRPT

A recent experience at the coffee shop made me think about leadership in a new way … and gave me some ideas on how to introduce my newest research – ‘The Limiting Factors Leadership Study.’

Stick with me for a minute.

I have a favorite coffee shop that I frequent when I’m doing a seminar in Hawaii. At 6 a.m., when they open, I’m there. It’s just part of my routine, and I always order a large iced tea without ice.

Well this last trip, a new person was behind the counter, and when I gave her my order, she came back with a half-empty cup.

I was a little perplexed, and asked if they ran out of tea? No she said, “This is a full cup without the ice.” (Now my experience is that most people fill the cup up all the way to the top, give or take ¼ inch.) I didn’t argue, but I felt a little cheated. (I’m sure in her mind she thought I was trying to cheat her.)

I’ve enjoyed coming to this establishment for years, but that morning it took a hit on how I felt about it – all because of a lack of generosity.

Now I’ve seen similar situations elsewhere. I remember one Thanksgiving serving meals to the homeless, and watching how different volunteers put different portions on the plates (some barely offering a scoop, while others in the line just loaded the food on). I think you’ll agree, being generous is appreciated by everyone!

Our Newest Leadership Study

As a leader, when you withhold from your people, they know. And they feel it.

‘The Limiting Factors Leadership Study’ looks at what employees believe they’re missing in their development as leaders. These become leadership limitations, because companies and bosses fail to see where people get stuck, and don’t give them what they need to succeed.

(Remember, most organizations use the majority of their metrics to judge how the business is succeeding – not so much about how the individual is doing.) What happens is that many employees feel more “used” than valued. That’s not a good formula for high performance.

After a year-and-a-half surveying 472 people, we came to the conclusion that successfully developing leaders requires that the most common limitations need to be addressed and overcome.

The first priority for leaders is to be more generous in giving others the opportunity to lead. If  both sides, leader and led, pursue the same objective, it’ll probably get done.

Anyway, a short overview of the study is found at: http://www.jerrystrom.com/research/js_limiting-factors.html … I highly encourage you to take a quick look.

Being a generous leader is a basis for growing people – who grow a successful business, provide excellent service to the public, and consistently accomplish the mission. We can all work on it.

– 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 the *’The Limiting Factors Leadership Study: A Critical Look at the Leadership Development Experience,’ copyright 2015, by Jerry Strom & Company, Inc. Find the Research Abstract, along with descriptions of many of our other research projects at http://www.jerrystrom.com/js_research.html . Find short insights on Twitter at #LimitingFactorsRPT

One of the more interesting findings from my leadership research is the fact that a significantly greater number of leaders see themselves needing information on how to develop their own potential than they do in developing others. But why? Why do they struggle so much with charting their own path forward?

I believe, to a large extent, they really don’t know, or aren’t confident in, “What Works?”

Well it doesn’t have to be that difficult. I’d like to suggest a very effective, and rather simple, personal leadership development practice. It’s not the only thing to do, but it’s definitely one of the things which should be done. To grow as a leader you need to “gather more light.” Let me explain.

Look at the two pictures below. Wouldn’t you agree the second image reveals a lot more that the first? And yet, they’re pointed at virtually the same spot in the night sky. So what makes the difference? In the second image, the photographer held the lens open longer, gathered more light, and thus revealed a much more complete picture than was first imagined.

©2015 by Craig Pynn – craigshots.com

©2015 by Craig Pynn – craigshots.com

Here’s the leadership story …

As a leader, feedback is light. When you open yourself up to what other people are experiencing, you’ll get information that fills in the gaps – gives you a truer idea of what’s happening, and what exists.

What I’m suggesting is that as you improve your ability to get feedback, you get a much brighter, complete picture of your impact. Gather very little feedback – you’re in the dark.

To get more feedback, you need to ask more questions. “What are your thoughts? What do you think about this? How do you feel? What’s going right? What needs improvement? What would be a better approach?” Questions shed light on situations.

The first time you ask, you may not get much. But stick with it. Over time, people will become more forthcoming, and comfortable. And honest. And that’s when you can really learn about yourself.

If you think people want to fix you in one way or another, don’t get hung-up on that. Don’t become hostile. Or defensive. You don’t have to answer, or explain every deficit. Hear what they have to say. Understand how they feel. See things from their point of view. Find out where you’re making mistakes (there will be plenty, let me assure you). Think about their input.

You’ll begin to see how you can get better results. Then, you just have to have the courage and dedication to actually implement your insights.

Follow the light.

– 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 the *’The High Points Survey: What Managers Most Want to Know about Leadership,’ copyright 2012, by Jerry Strom & Company, Inc. Find the Research Abstract, along with descriptions of many of our other research projects at http://www.jerrystrom.com/js_research.html .

I know many of us often start a new year with a list of resolutions … or, at a minimum … we’ve at least considered some things we’d like to see changed, or different, or accomplished, in the coming days, months, year. And now that it’s January, we’re faced with the reality we’ve got to do something about it. Ohhh.

Which leads me to the thought of “achievement.”

You must admit our best leaders have a knack for getting things done. So what makes them able to succeed where others fail?

It seems to me their ability to achieve is the result of “three Ps” – picture, process, and people.

• “Picture” means vision – having a clear idea of where they’re headed, and why they’re going there. And then, figuring out exactly how to communicate it and explain it to others in a way that gets them interested in going along as well.
• Secondly, they commit to a “process” – meaning they develop a routine they believe will advance them toward their goals, and they regularly follow it. They’re great at personal discipline – holding themselves, and everyone involved, accountable. Leaders who achieve have a real purpose to each and every day. Good habits = good results.
• And finally, they engage their “people” – putting their focus squarely on relationships which result in attracting the energy and commitment of others. This I believe is where the majority of their time is spent – maintaining and expanding the human connections on which they rely, and making steady progress.

So, as we move into the new year, I’d like to recommend a steady diet which is proven effective for leaders: Picture. Process. People.

It’s a very doable formula for achievement. Happy New Year!

– Jerry Strom

Use Twitter to learn more from the Focal Points Leadership Study. Search quotes and findings by using the hashtag #FocalPointsRPT, or by following me: @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 the *’Focal Points Study: The Most Important Things a Leader Should Know,’ copyright 2014, by Jerry Strom & Company, Inc. Find the Research Abstract, along with descriptions of many of our other research projects at http://www.jerrystrom.com/js_research.html .

Last month I was encouraging you to develop your own “language” – a unique way to talk about your work that would salt the ambition of your employees to achieve your mission. When leaders carefully craft these messages, considering the impact of the words they use, they create a language of success.

Now, as part of that effort, I’d like you to also think about a “language of inclusion.”

Do people feel they’re all in it together? Or, do they feel that the organization is divided? Is there an “all-for-one and one-for-all mentality,” or is there a distinct hierarchy that’s emphasized? Those contrasts are very telling.

Yes, people recognize that the structure of most organizations naturally has differing levels of position and authority. But, breaking down as many of these barriers as you can by speaking about unifying principles (i.e. an inclusive nature) will lead to a more cohesive effort – because everybody believes they have a stake in the results and share the same goals.

This absolutely relates to workers who work together, and even extends to their customer relationships.

Running the Course.

As an example, I’d signed up online to play golf at a nearby club (they were a private club, but sold a few rounds each day to the general public, obviously to fill in some gaps in their finances, while expanding the awareness of their facilities and augmenting their efforts to recruit new members). Upon arriving at my time of play, I was paired up with a couple of members, and it wasn’t long before I was keenly aware of their perspective. They referred to everyone else by calling them, “Outsiders.”

Not “guests,” or “friends,” or “visitors,” but outsiders.

It was pretty clear they felt that “we want their money, but we don’t want them to get in our way.”

Someone in leadership should have recognized that referring to their potential new members as outsiders, and treating them that way, poisoned the potential to attract their interest.

This is a customer example. But you can see how this same mentality is at play within your workforce. People either feel included, or excluded. And it’s up to you to create the conditions that promote unified effort – and thus, success.

Change the Language, Change your Results.

Attracting people – pulling them in. Not pushing. That’s a big part of your job as a leader. Use the right words to include people, unify their efforts, increase commitment and stress achievement. Develop your language of inclusion.

(Note: The only way to put this lesson into practice is to seriously reflect on, and question, the word choices you make in your daily interactions. Then, make changes for the better.)

– Jerry Strom

Use Twitter to learn more from the Focal Points Leadership Study. Search quotes and findings by using the hashtag #FocalPointsRPT, or by following me: @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 the *’Focal Points Study: The Most Important Things a Leader Should Know,’ copyright 2014, by Jerry Strom & Company, Inc. Find the Research Abstract, along with descriptions of many of our other research projects at http://www.jerrystrom.com/js_research.html .