Say What?

Over the last few months, we’ve been looking at the biggest mistakes a leader can make, as identified in our Fault Lines Leadership Study. These errors undermine the positive aspects of a leader’s agenda. Today we round out the top 5.

With all of the talk about the need for employee engagement, let’s flip the coin over and see what’s on the other side? The backside of the issue is “leader engagement.” Is anybody paying attention to that?

When leaders are perceived as disengaged bad things happen.

If employees think that their leader is aloof, or distant, or not in touch, they check out as well. Commitment compromised. Morale busted. All it takes is the idea that the leader is disinterested, in either the work, or the worker, to cause the disconnect.

There’s a direct linkage between being engaged as a leader and your ability to communicate. Good communication expresses engagement. Belief in the mission. The importance of the effort. Poor communication – the opposite.

So what should leaders work harder to get across?

A short checklist:

  • Clarity of the mission and goals of the organization/team/workgroup
  • What the expectations and desired outcomes are
  • Keeping employees abreast with their work, and what’s going on with their work
  • The successes, needs, progress, and status of the organization
  • Specific information, knowledge, direction, instructions needed to accomplish the task(s)
  • Individual and group feedback on results
  • The weather

Now about that last item – the weather. If your communication is all fact, and no feeling, you’ll miss the important aspect of getting to know your people beyond their work product, and understanding them as individuals, with everyday cares, concerns, and interests.

Certainly the poorest of the poor communicators regularly miss opportunities (or fail to appreciate the opportunity) to attract people to their agenda by building barriers vs. relationships.

On the other hand, good, open, positive communication with the workforce offers great benefits: improved production, buy-in, morale; elimination of confusion, frustration, and lack of motivation; consensus-building; trust; employee input; listening; open-dialogue. The results are significant – generating confidence in your leadership, and ultimately, achievement.

If that doesn’t engage you, nothing will.

– Jerry Strom

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 *’Fault Lines Study: The Biggest Mistakes a Leader Can Make,’ copyright 2013, by Jerry Strom & Company, Inc. Find the Research Abstract, and request our primary findings paper, ‘The Listening Leader,’ which includes ‘Listening Strategies for the Executive Suite,’ at http://www.jerrystrom.com/research/js_fault-lines.html .

 

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Don’t Be Fooled.

This is the fourth in our series of articles discussing the biggest mistakes leaders can make, as identified in The Fault Lines Leadership Study. The first article we publish each month explores a new aspect of the study, with this series beginning last February.

The Doobie Brothers made a hit of the Michael McDonald / Kenny Loggins song, “What a Fool Believes” – winning Grammy Awards for Song of the Year, and Record of the Year, in 1980. The essence of the lyrics is a man’s attempt to reawaken an old romantic relationship, while completely unaware those feelings were never shared in the first place.

A foolish endeavor.

When it comes to leadership, we too can be naive.

The fourth most identified leadership mistake in The Fault Lines Study* was, “When a leader assumes they know it all, or that they have all of the answers.”

That’s actually the downside to a leader’s career “experience” – a false belief there’s no room for further improvement. They’re the expert, and they know everything there is to know about the job, how it works, and how to get it done.

A leader with this attitude, or arrogance, has narrowed their views to their own perceptions. When this happens they can be the last to know, to recognize, to imagine.

Making Decisions in a Vacuum is a Big Mistake

Leaders are trapped when they fail to ask questions, and gather information. No one is infallible and knows it all. These beliefs can lead to failing to admit when they’re wrong, which damages people’s respect for them, and diminishes trust in their leadership.

Since the beginning of time, we’ve benefited from the competing mental forces of intuition and logic. Both are necessary to our survival. Intuition serves to alert us to immediate dangers and allow quick reaction, while logic works at a slower pace to make comparisons and inform us about best alternatives. Used properly, we get the best of both worlds.

Bright leaders don’t use their intuitions as a shortcut, and allow themselves to miss important considerations. These leaders consult before taking action.

They have a diligent, endless pursuit of information, feedback, and input. Employees see their thoughts are valued, and shows them their opinions matter.

Fresh Ideas and Insights Allow for Better Results

Richard Feynman, Nobel Prize winner for physics in 1965, once famously quipped, “The first principle is that you must not fool yourself – and you are the easiest person to fool.”

– Jerry Strom

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 *’Fault Lines Study: The Biggest Mistakes a Leader Can Make,’ copyright 2013, by Jerry Strom & Company, Inc. Find the Research Abstract, and request our primary findings paper, ‘The Listening Leader,’ which includes ‘Listening Strategies for the Executive Suite,’ at http://www.jerrystrom.com/research/js_fault-lines.html .

 

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How Can You Not?

I’ve been spending the last few days looking back at data I’ve collected for nearly a decade on how people believe they can apply “Character, Values, and Ethics” at work.

One of the more common responses has been the idea that just discussing these topics has made them more “aware” of the importance of regularly evaluating their own behavior, and making sure it’s consistently appropriate, honest, and upright.

They understand their character influences the effectiveness and performance of their teams, and ultimately the organization.

One comment particularly sums it up – (Q. How can you apply character, values, and ethics at work?) – “How can you not?”

True!

– Jerry Strom

For more information about our leadership and team development programs, please visit http://www.JerryStrom.com .

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“Fixety.”

Dr. Carl Rogers taught the nature of a person is constantly in a state of flux – the fluidity of becoming a person being a process vs. a product. We’re not in a fixed position, but in motion.

The direction we choose to go by our decisions and our actions is determined to be our character.

But we all make mistakes.

The ‘Fault Lines Leadership Study’ (http://www.JerryStrom.com/research/js_fault-lines.html) shows us the biggest mistakes leaders make. Some big ones to be sure. But many smaller mistakes can happen, as well.

When we make a mistake. We need admit it and fix it.

Fixety is best thought of as a regular repair process, rather than an illusion of perfection. You can be sure people will notice our flaws. But our attention to making things right, will keep our character, and our credibility, headed in the right direction.

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A Formula for Leadership.

Why would a smart, highly-competent, energetic executive need a coach?

Because there’s a huge difference between doing a job yourself, and leading it done through others.

Since most executives began their ascent in their organizations by being recognized for their outstanding personal performance, many are unable, when moved into a leadership role, to change the formula. They’re no longer doing the task, they’re responsible for getting it done. Big difference.

Many will bully. Or demand. Or insert themselves to such an extent that they damage the willingness of their employees to contribute. This is the, “do as I say summation.” The implication is, “I’m the boss and I know better than you.” In that equation, who needs the worker? The boss is the more valuable contributor. The result is workers who feel as though they are just a minor variable.

The old ( “I” equals output ) calculation no longer holds.

A successful leadership formula drops the “I” and substitutes a “You.”

– Jerry Strom

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Don’t Damage the Goods.

Just had a new computer shipped to me … and yes, I very carefully inspected the box when it arrived. Damaged goods are a pain to replace.

Makes me wonder what manager would walk through his factory with a big hammer, and take various whacks to the delicate machinery he depends on for production? Not many you would think.

But, actually this happens on a rather regular basis.

Managers fail to recognize people are as easily damaged as equipment. Their motivation and commitment are conditional – and all it takes is a poorly timed, inappropriate, or demeaning comment to damage them.

So whenever you walk through your office, consider the people working there as important as any other expensive instrument at your disposal. Handle them with great care.

– Jerry Strom

 

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We Need to Stay on Our Toes.

The fifth-level of truth telling is “to tell the truth to everyone about everything.” For leaders, that’s a good place to begin.

So far in this series we’ve talked about: 1) what we should do as leaders (listen); 2) what we can expect to lose when we make mistakes (trust); and now, 3) what we need to be as a person.

The third biggest leadership mistake, highlighted by the Fault Lines Research Study, shows that lying, dishonesty, and a lack of integrity will doom our agenda.

Leadership Mistakes Always Seem to Return to the Same Place

If we’re not truthful with our staff, we’ll lose their loyalty and belief. Deceptions open up credibility gaps, which swallow the respect, support, and good feelings we need to get things done. Trust suffers. And, whenever trust suffers it’s most likely a permanent loss. At a minimum, it’s certainly a long way back to recover our credibility. Workers will have nagging doubts, regardless of how hard we work to be honest with them in the future.

Unethical behaviors, secrecy, favoritism, cover-ups, illegal acts, and blaming others all fall in the same category – erosion of morale, motivation, and job satisfaction which affects employee commitment, cooperation, and confidence in the leader. Productivity suffers.

Integrity issues are really just short cuts to long-term consequences.

Leaders Shouldn’t Promise What They Can’t Deliver

Social capital is the real currency of a leader – converting the faith of his/her followers into progress and achievements.

Occasionally, events arise that block our ability to deliver on a promise, and make us appear to be a liar. When a leader acts in a way that jeopardizes their integrity, their followers are hurt, alienated, and discouraged. If we know something we’ve done was wrong … we should make it right.

“Life isn’t about being right; life is about doing what is right.” And in Shakespeare’s words, “No legacy is so rich as Honesty.”

– Jerry Strom

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 *’Fault Lines Study: The Biggest Mistakes a Leader Can Make,’ copyright 2013, by Jerry Strom & Company, Inc. Find the Research Abstract, and request our primary findings paper, ‘The Listening Leader,’ which includes ‘Listening Strategies for the Executive Suite,’ at http://www.jerrystrom.com/research/js_fault-lines.html .

 

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Good Outcomes, or Bad? It Depends.

Last month, the results of our Fault Lines Leadership Study showed us “The Biggest Mistake a Leader Can Make” is a very specific behavior – not listening. This month, the data take a new track, as we look at the second most prominent leadership mistake mentioned by the survey’s participants … “Losing Trust.”

James Allen explains in his valuable guide, ‘As a Man Thinketh,’ that our way of thinking significantly influences what we experience in life – either uplifting, positive outcomes … or their evil twin, “the downside,” or negative outcomes. Our thoughts direct our actions … our actions determine our results … and thus, we make things what they turn out to be.

When we consider the leadership mistake of “losing trust,” we recognize this is an “outcome,” as compared to an individual behavior (like we discussed last month about “listening”). Losing trust can be the result of a lot of different things, and isolating a single, specific fault may be difficult. If a leader has lost trust, can we even be sure the cause is just “one thing?” Maybe there’s a whole lot that’s contributing to the problem?

Since trust is experienced by employees on a number of levels – from what’s happening in the overall organization, to the team, the boss, or issues with a peer, or peers – we’re just going to deal with trust between you, the leader, and your followers in this article.

“Trust level” is a good way to summarize the general state of your relationships at work, and how people see you. Managing trust is very important to your effectiveness.

Any Breakdown in Trust Goes Negative

Let’s consider how you really feel about the people you’re leading? Do you trust them? If not, what do they have to do to earn your trust? Because, any lack of trust on your part, is returned with a lack of trust on theirs.’

Think you can hide your feelings? Don’t kid yourself. They know.

A leader who alienates and marginalizes his/her employees will lose them. People want to contribute, and bring something to the table. When they’re not acknowledged and trusted appropriately, they feel devalued and left out. No amount of leadership gimmickry (pizza parties, silly certificates, etc.) will overcome the damage.

An atmosphere of distrust comes from:

  • Withholding critical information your staff needs to complete their work.
  • Creating an unhealthy competitive climate, like pitting one employee against another.
  • Failing to take control over situations which impact others, such as poor performers, conduct, and discipline problems.
  • Promising things and not following through.
  • Not including staff in meetings with supervisors and higher management when the meetings impact their work area or assignments.
  • Failure to stand up for employees – selling them, or their work, down the river.
  • Talking negatively about staff members to other staff members.
  • Any act which is deceitful, or communication that’s misleading.

Not a complete list, but you get the idea.

Manage Trust with Great Care

Good outcomes begin with a good view of your people. Believe in them. Be conscious of your actions. Be led by your integrity. And be absolutely trustworthy in everything you do.

When you establish a good atmosphere, you’ve done your part to create trust. Now it’s up to them … hold them accountable to maintain what you’ve already put into place. You’ll be rewarded for your belief.

– Jerry Strom

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 *’Fault Lines Study: The Biggest Mistakes a Leader Can Make,’ copyright 2013, by Jerry Strom & Company, Inc. Find the Research Abstract, and request our primary findings paper, ‘The Listening Leader,’ which includes ‘Listening Strategies for the Executive Suite,’ at http://www.jerrystrom.com/research/js_fault-lines.html.

 

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Leadership Just Isn’t that Complicated

Everyone makes mistakes. I don’t think there’s any disagreement about that. But as a leader, the mistakes you make directly impact your credibility. And, if you’re in a senior leadership position, your mistakes are multiplied by the level of your authority, which can do wide organizational harm.

Your fault lines have the potential to fracture your leadership agenda.

So what are the biggest mistakes you can make? I thought that was worth looking into, so over the course of two years, I collected data from 577 leaders, managers, supervisors and employees, representing many different organizations. Now it’s time to release the results.

Introducing the ‘Fault Lines Leadership Study’

I began by asking the question, “What’s the One Biggest Mistake a Leader Can Make?” It’s interesting to note the respondents typically approached this assignment from the point-of-view of mistakes in interpersonal relationships – “what goes wrong between worker and management.” Mistakes are behavioral, as compared to a “wrong call;” issues like a bad strategic decision, a poor operational plan, or marketing missteps, etc.  Those things are evidently forgiven. But, mistakes with human capital are the ones that are remembered and have far-reaching implications.

Over the next few months I’ll be writing about the most significant mistakes identified in the survey.

The Biggest Mistake

By far and away, the biggest mistake a leader can make is a failure to LISTEN!

Now don’t stop reading. Not quite yet. Listening issues were the number #1 fault by a landslide – 65% more responses than any other.

But, many people may think this is just too simple an answer; believing they’re better listeners than they actually are. That’s the problem. They’re blissfully unaware of a very glaring fault. So, what can we learn?

These are a few of the fatal listening flaws:

  1. Thinking your opinion is better, or more informed, than others’
  2. Not acknowledging what you heard, and the person(s) saying it
  3. Ignoring what you don’t want to hear, or fails to support your point-of-view
  4. Dismissive of feedback
  5. Making decisions without input from others

No, that’s not a complete list. But you get the idea. Each one of those items is reflected in a leader’s behavior and attitude – with some pretty nasty outcomes.

Listening is much more than hearing … it’s the origin of relationships, and has a significant impact on the quality of your thinking. A “Listening Leader” attracts people – getting them “on-board” by tuning into them, and establishing a connection with them. Where loyalty and understanding is built, the small stuff is forgiven.

People need to buy-into the leader, before they buy-into the plan

In the 1980’s, Leo Buscaglia’s lectures became famous as they were broadcast on PBS stations across the country. As a USC faculty member, his highly popular non-credit class ‘Love 1A,’ became the basis for a best-selling series of books and motivational speeches. In his words, “Too often we underestimate the power of a touch, a smile, a kind word, a LISTENING ear, an honest compliment, or the smallest act of caring, all of which have the potential to turn a life around.”

I would argue the same can be said for turning a leader’s agenda around, and heading it in a positive direction.

– Jerry Strom

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 *‘Fault Lines Study: The Biggest Mistakes a Leader Can Make,’ copyright 2013, by Jerry Strom & Company, Inc. Download the primary findings paper, ‘The Listening Leader,’ which includes ‘Listening Strategies for the Executive Suite,’  at http://www.jerrystrom.com/research/js_fault-lines.html  .

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Are You a Leader?

That’s a rather pointed question, isn’t it?

It can also be rather threatening, because, “what if you’re not?” Then what?

After a year of discussing various aspects of the High Points of Leadership Study, this one question, seems to be at the root of many of the issues raised in the survey. People want to know where they stand … and, if they measure up? They really don’t want the results broadcast to the rest of the world … but, just having the inner peace of knowing.

Since ‘measuring up’ is rather subjective – it greatly depends on how you define “leader.” Answering the question requires some metrics … you need to know what to measure.

Let me help.

I’d suggest some ‘mirror time’ – self reflection.

For the last 25 years, I’ve had a poster hanging over my desk that recalls some words written by Whit Hobbs, an old time advertising executive, that I read in an Adweek article, many years ago.

Look in the mirror. “What is success anyway? Have you ever given it any real thought? Maybe you’ve been too busy chasing after it to stop and ask yourself what it is you’re chasing. Or maybe you’ve just gone along with the popular and mistaken notion of the day that it’s something on which you hang a dollar sign. The bigger the dollar sign, the greater the success.”

“My definition of success hasn’t much to do with money, with power. Success is internal; what’s important isn’t how other people judge you – what matters is how happy and satisfied you are with yourself. It’s whether or not, way deep inside, you’re satisfied that you’re realizing your full potential – being the best you think you can be. That’s something about you that the people around you can guess at, but only you know for sure.”

“Success is waking up in the morning, whoever you are, wherever you are, however old or young, and bounding out of bed because there’s something out there that you love to do, that you believe in, that you’re good at – something that’s bigger than you are and you can hardly wait to get at it again today …”

Do you measure up?

When I’m at my best, I’m working most closely to the spirit of Whit Hobbs’ words. There’s no better time of the year to make an honest appraisal of yourself than right now. It’s a new year. Why not start anew?

Be a leader – and have a blessed New Year.

– Jerry Strom

For more information about our leadership development programs, please visit http://www.JerryStrom.com . Join the mailing list to receive notice of new articles automatically.

This article is based on *‘The High Points Survey: What Managers Most Want to Know about Leadership,’ copyright 2012, by Jerry Strom & Company, Inc. Download the White Paper at: http://www.jerrystrom.com/js_high-points.html

 

Coming in February! Fault Lines: Learning What Can Fracture a Leader’s Agenda.

Our newest leadership study, Fault Lines, has some very interesting insights that I can’t wait to share with you.

Since leadership is a complex combination of intellectual and interpersonal skills, being an effective leader is difficult enough without falling into the common faults which undermine a leader’s agenda – mistakes which fracture their working relationships, call their credibility into question, and impede their progress.

The Fault Lines Study looks at the leadership landscape by identifying the most significant mistakes a leader can make. Greater awareness of these dangers allows leaders to avoid self-defeating behaviors and mindsets, and work in new, more effective ways that inspire commitment and accomplishment.

Join us this February.

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