Encouragement for Leaders

As I write this leadership article, it’s ‘Cyber Monday’ – the day which is set aside to promote Christmas shopping from the seat of your pants – an internet extravaganza. Hopefully I can focus, knowing full well thousands of incredible deals are happening right now … if I could just sneak away for a click or two? …

Distractions.

Distractions are a huge issue when it comes to the development of leadership skills.

Your good intentions to focus on a needed area of development are often diluted by urgent requests, questions, interruptions, and endless tasks. Your plans get put off, pushed back and soon become distant memories. Your interest has faded. No progress has been made.

Just about two years ago I began asking people what they needed most to improve their performance at work? A significant number responded they need more ‘time’ during their work day (i.e. “they are way busy”).

Sorry folks, that’s something which just isn’t going to significantly change. Every organization I know is struggling to do more with fewer people, and I can’t see improvements in staffing levels or workloads getting better any time soon. More free time is a mirage.

The answer is clearly not being given more time – it’s “making time.”

The way to make time is to substitute the word ‘discipline.’ Daily discipline. Where you understand exactly where you want to go, what aspect(s) of your leadership skills you want to develop, and relentlessly making time every day, every week, every month until you’ve conquered it.

One of the findings of the ‘High Points Survey on Leadership’ is that managers are interested in practical applications vs. purely academic knowledge. They see leadership as a means to an end, where learning leads directly to solving problems, minimizing frustrations, and enabling greater productivity and harmony among their workers to get the job done.

In that context, leadership is reduced to techniques or methods.

Since the solution to most issues doesn’t reside in a single, simple answer – leadership becomes a relentless game of pursuit – seeking answers, putting them to work, and judging their efficacy.

As we approach the New Year, I’d like to encourage you to consider what aspect of your leadership needs most attention? If you can identify your primary developmental need, you can find the motivation to master it. Make it a resolution, create a daily process to reach the goal, and make it happen.

Got your topic?

Make 5 minutes a day. Research on the internet. Buy a book. Ask a friend. Think about it. You’ll be amazed what you can accomplish with a small amount of time … made regularly.

Good luck. It’s doable.

– 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

The High Points Survey on Leadership showed that a lot of people have a lot of different questions about applying and using leadership skills in the workplace. The common denominator to a wide group of broad ranging questions seems to be an interest in self-evaluation, while identifying specific ways to modify behaviors to become more effective as a leader.

This question, taken from one of the respondents, sums it up, “How can I start to behave like a leader?”

Before I answer that, I’d like to acknowledge the obvious … leaders behave in widely differing ways. And unfortunately, we’re painfully aware when leaders act badly. So I’d like to slightly restate this question as such, “How can I act in a way that enhances my credibility and influence with others?”

Asked that way, I believe there are five definite steps to improve your ability to lead:

1) Work on your character.

What people want most is a leader with integrity. Don’t break your promises. Don’t be careless with the truth or your relationships. Remember, no matter who you are or how hard you try to be your best, you will have some people who’ll become adversaries – they’ll attack you personally or professionally, either out in the open, or behind your back. Just make sure they don’t have any basis on which to do so. By doing the right things, you’ll make sure the truth is on your side.

2) Establish high standards and a strong, everyday work ethic.

Leaders apply their efforts with diligence and purpose. They are committed to their tasks, and supportive of the mission of the organization. They make advancements, not retreat. They don’t just come to work, they ‘Come To Work.’ They hold themselves accountable to high personal standards, not to bare minimums. Earning your influence comes through a regime of daily discipline.

3) Emphasize personal growth and learning.

I’m not talking about the 9 to 5. I’m talking about the things you add to your day beyond the boundaries of your work hours. Leaders who accomplish the most are committed to personal growth in every aspect of their lives.

4) Have an ‘Accomplishment Agenda.’

In my view, leadership isn’t about climbing the ladder, so you can sit in a nice chair and have a title on your business card – it’s about getting something done. Something that’s important to the organization, society, your peers, your family, yourself. It’s about making something come true, happen, become real. Measure leaders by their ability to accomplish something of significance – that’s the true measure of a person’s impact.

5) Make it a habit to involve others.

This is not last, and not least. Leaders do more than they can do by themselves. They enlist the helping hands and willing spirits of others. Connect with people by paying attention to them, getting to know them, encouraging them, showing them new possibilities, and paving the way for progress.

Acting like a leader is a big responsibility. When people experience you as a person of substance, your style will be affected in a positive direction. The net effect is a gain in credibility, which will improve your influence and effectiveness.

– 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

It seems the most common understanding of “balance” in the workplace means managing our home life in relation to our work life. Just the thought of it holds the promise of greater happiness, and a more satisfying work/life experience.

I think most would agree achieving this kind of balance can be a struggle, and either impossible, or more likely, improbable to attain.  

That’s about the extent to which I’d given the idea of balance at work, until I looked closely at the data I gathered for the High Points Survey on Leadership. Something really jumped out at me.

Respondents saw “balance” as being a top-10 issue. But it was surprising to see the significant number of responses that dealt with “handling relationships properly,” as a matter requiring a balanced approach.

Consider these responses …

“Can I lead, and relate to people? Are they mutually exclusive?”

“What about bridging the gap between inclusion and direction?”

“What’s the line between being a friend, and doing the job?”

“How do I manage tasks/priorities while still building relationships?”

“How can I be empathetic without letting it overwhelm me?”

As I see it, managers have a huge interest in optimizing the connection between themselves and the people they lead, as they try to elicit the results their organizations expect. That’s a type of balance which directly reveals leadership ability as a people skill.

The balance of organizational needs and employee wants

The best managers seem to have a handle on managing relationships. They’ve developed “a people-reading meter.” In other words, they’ve mastered their capacity to relate to their workers without “becoming too close where friendships interfere with decision-making, or being too distant and failing to engage their people’s hearts and minds.”

Not everyone reads their people meters accurately, and that’s why it’s essential to grow in this area. Some employees want clear direction, while others desire to see the goal and achieve it on their own. Some necessitate flexibility, while others require the leader to be firm. But who’s who?

When do you push hard, and when do you pull back? What’s the line between delegating, and shirking your responsibilities? How can you be the boss, without being bossy? When should you speak up, and when should you hold your tongue? What situations can you accept, and which cannot be ignored? How much time do you spend in your office, and how much time do you have to interact with others? These are all relational judgment calls.

One manager stated that, “I focused on tasks for most of my first 20 years of work, but have evolved to spending the workday putting relationships first, and doing my tasks after others start leaving for the day. It works.”

Attaining high levels of quality without excessive oversight is the hallmark of leadership. To these leaders, balance means handling relationships carefully, and with exceptional skill.

– 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

I just have a couple of short stories for you this month, which illustrate some of what it takes to successfully develop the people around you. (Why do you care about this? Because, your success is impacted by the performance of the people you lead.)

Both of these stories come from conversations I’ve had – one with a Marine Corps colonel, and a second with a manager leading a team of 30.

First the colonel. As a casual inquiry, I asked, “Do you have any kids?” His answer (which I’m sure was his standard reply) was, “I had 175,000.”

Now the manager. As we were discussing business and leadership, he lowered his voice, and confided in me, saying, “I hate my team … every one of them … I’m just putting in my time until I’m gone.”

Are these statements in stark contrast with one another, or what? From my point of view, only one of these two was fit for leadership. Not enough people have the colonel’s mindset.

You see, if you’re going to be successful in developing others, you first of all need a fundamental fondness, admiration, respect, and caring for the people you are leading. If you don’t have it, they know it, and you’re not fooling anybody but yourself – to your detriment.

Developing your workforce is as much about creating a positive environment, which communicates important beliefs, values, behaviors and attitudes, as it is about teaching some kind of ‘information,’ or head knowledge. You’re responsible for setting the tone of this environment.

Don’t try to duplicate yourself

Even though it’s important to ‘lead by example,’ don’t get caught up in trying to develop others in a way that makes them ‘just like you.’ Yes, you need to set an example, but don’t think you are the ‘epitome.’

Bring out the best of every individual. Help them understand and capitalize on their strengths. Challenge them. Give them opportunities to practice what they are learning, and make some mistakes. Walk alongside, while giving them latitude to think, decide, and act. Listen to their ideas, help them develop their judgment, and take some risks with them.

Bottom line … trust them. Put your faith in them. Give them a role that maximizes their ability to contribute, while thanking and acknowledging them for their efforts.

The ‘Leadership Ladder’

Build a ‘Leadership Ladder’ throughout your organization that encourages people to keep stepping up – and where those above are expected to take the time and the responsibility to train, influence, coach, and model performance to those below.

– 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

Some of my best summer memories are amusement parks and “bumper cars.” What fun! There’s nothing like driving around a rink and giving your friends an epic impact. Boom! Take that. It’s still a blast – letting that inner kid out as an adult. The joy of fender benders without insurance claims or bent fenders … what’s not to like?

I’m convinced the game of “bumper cars” is also a rather popular activity at work.

Collisions on the job are common and nearly unavoidable

As people go about their jobs, a few of them like to take aim at their co-workers. They don’t seem to care who they run into, in fact, they may even have the attitude of the more the better – that’s just how they operate. Everyone’s in play. When employees go down this road there are some nasty incidents.

Fortunately, the majority of workers are careful about what they do and say, and how they treat others. They consciously try to avoid mishaps. However, they also can get caught up in conflicts that arise from seemingly simple misunderstandings or disagreements. The damage is significant – hurt feelings, lost respect for a co-worker(s), broken relationships, loss of motivation, and diminished trust.

For managers, these workplace collisions significantly impact the functioning, cooperation, and output of their teams, and put the manager in the uncomfortable position of trying to untangle the mess.

Earlier this year when we compiled ‘The High Points Survey on Leadership,’ we found just how problematic dealing with conflict (and difficult people) is for managers. They listed it as a top-10 leadership issue.

The basic principles of conflict management are: don’t avoid it; address issues immediately as they arise; be impartial; listen to all sides; keep your emotions neutral; when you speak, stay calm; acknowledge the feelings of those involved; reconcile differences by seeking agreement on the nature of the issue; set the expectation of resolving what can realistically be resolved; be honest, fair, and engaged; and find a way forward.

Conflicts have a lot of negatives, but what about the flipside?

There are some conflicts we need to promote

We may forget there’s a particular type of “conflict” that has a good side.

You can call it “Constructive Disagreement” – where the collision of ideas sharpens your thinking and improves your judgment.

It’s rooted in a healthy skepticism and driven by your ability to appropriately question. Not the type of questioning that puts people in awkward situations or makes them defensive, but a reflective nature intended to enhance understanding, by eliminating biases and blind spots. Deeper inquiry into important business issues, prior to decisions being made, results in better solutions, recommendations, or conclusions, because they have been more broadly explored.

Veering away from differing points-of-view in order to promote “harmony or agreement” between your employees often means important considerations are never voiced. You may end up with a friendly work environment, but you fail to effectively challenge assumptions and expand your views. That’s a loss any way you look at it.

My recommendation is to encourage some healthy “bumping” between your people’s thoughts and opinions for the specific purpose of engaging the collective intellect of your staff to the benefit of your end product.

– 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

In the 1987 comedy, ‘Planes, Trains, and Automobiles,’ Neal Page (Steve Martin) is joined by an annoying and unwelcome companion, Del Griffith (John Candy), on an epic, three-day travel nightmare, as Neal struggles to get home from New York for Thanksgiving in Chicago, through bad weather and misadventures.

What does this have to do about leadership? And vision in particular?

You’ll be surprised.

When we surveyed managers (High Points Survey*), we discovered one of their most common concerns was about their ability to be visionary, proactive and forward-thinking – “making strategies, goals, and priorities visible and attainable at all levels.”

In Neal’s case, every option, decision, and action was considered in light of where he was, the circumstances he faced, and how his next step could help him get home to Chicago. Even with missteps and obstacles, there was a certain linkage from one move to the next, drawing him ever closer to his objective.

In Del’s case, as I remember the movie, he was just along for the ride. As a happy-go-lucky passenger, Del was glad to go wherever Neal went, running into the same difficulties, feeling the same frustrations, but with no end in mind. He flew on the wings of fate –  “Que Sera, Sera.”

Neal had clarity on his destination. Del had none.

As a leader, your vision is your destination.

In most cases, I’m talking less about the creation of specific products or services, and more about developing the “capabilities” of your group, team, agency, company, et al, to meet the demands of the future. Serving your long-term strategic interests requires an on-going enhancement of the human resources (talent) at your disposal. This then becomes the engine which propels your initiatives, overcoming challenges which insert themselves between you and the horizon.

Ask yourself, “What am I trying to build (workforce capabilities)? Where are we going? What are we working toward?”

Determine it. And then, don’t forget it.

Don’t get caught up doing things, and ignore where you’re heading. That was Del’s problem (aimlessness does not mean you’re doing nothing or sitting still … it just means your destiny is completely out of your hands).

Managers fail when they’re unable to link their daily activities with their organizations’ strategic intent.

Next, you must remember to “sustain” the vision.

Reportedly, the director of ‘Planes, Trains, and Automobiles,’ John Hughes, shot over 600,000 feet of film, which is about twice the industry average for a production of this length. Only rigorous editing allowed the movie to keep its focus, not letting the story become bloated, blurred, or lost in the minutia. Moral: rid your management agenda of excess activities that have become diversions, and no longer serve your purpose.

Sustain your vision. Keep it in mind continually! Bring it up, and talk about it. Without its guidance, you’re just like Del. Wandering. Doing one thing, and then another. Busy, but distracted.

Vision should lead the leader.

It’s the only way home.

– 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

I’m reminded today of the old saying that “a self-made man is the product of unskilled labor.”

With that I mind, let me say that self-development is essential to your growth as a leader. In fact, it was the fifth most mentioned topic in the High Points Survey on Leadership.* Managers have a lot of questions about what they can do to improve themselves. They understand their organizations are not going to fully develop them as leaders … so what should they do?

Yes, that means you will have to take charge of your own growth. But, strange as it seems, self-development doesn’t mean you can do it by yourself. You need others to:

1. Poke you in the “I”

An article was recently shared with me that pointed out in relationships a person with a continual need to use the word “I” saw himself / herself as inferior to the other.

That makes sense when you think about it. We may consider some people annoyingly self-centered, or narcissists, which is bothersome enough, but the real truth is, down deep, they may question their own value, and be desperately seeking validation.

We need others to accept and value us, and at the same time keep our egos in check. They can provide objectivity, and balance to our extremes.

Whenever we over-promote ourselves (or get frustrated that others don’t recognize all the things we contribute), we get the opposite effect – we are seen as a weak leader.

Humility is strength. Go figure.

2. Help you see your strengths

The Pareto Principle (the 80/20 rule) explains the unequal distribution of returns (i.e. 20% of what we do produces 80% of what we accomplish).

Your strengths are the 20% that makes “you” happen. But do you even know what your strengths are?

Coaches, mentors, and friends contribute to our understanding of ourselves, by giving us the unbiased feedback we need to make changes to our behaviors, attitudes, and demeanor. They can help us improve our confidence, our focus, and the impact our interactions have on others – by leveraging our strengths. Now, if we’ll just do it.

Ask for their insights.

3. Remove your self-limiting image of yourself

Over time, you may have adopted a whole range of self-limiting beliefs. Difficulties, frustrations, and obstacles may have caused you to view your circumstances, as fixed, and unchangeable – creating a distorted view of your destiny. Your dreams faded, and you forgot what you always wanted to be.

The encouragement of others can help you renew your belief in yourself, and see your future differently. Bosses need encouragement as much as they need to offer it to others.

Find someone who encourages you.

4. The more people you get involved, the more progress you make

In this article, I’ve used “you, me, us, we, they, them, ourselves, I …”

It just means we need to get a lot of people involved, and it applies to everyone. The most skilled athletes have the greatest number of coaches.

Listening only to yourself is a poor substitute for the richness of experiences, ideas, and new ways of thinking you can obtain from the input of others. Enlist their support. Explain that you would like to grow as a leader. And accept the fact that their help will help you develop yourself.

– 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

When we studied what managers most wanted to know about leadership, we discovered their top-three interests were: improving motivation, strengthening relationships,
and becoming better communicators. This month I’d like to tackle communication.

Early in my career, I was an announcer at a couple of radio stations. One boasted 5,000
watts of transmitting power on one of the better AM frequencies (signals on the
lower part of the band travel farther which amplifies their strength), while
the second station broadcast with just a 1,000 watts on a much less desirable,
and weaker part of the radio dial.

Ultimately, there was a huge difference in the amount of area those two stations covered.

Coverage is good, but the truth is radio stations aren’t rated on the strength of their
signals, they’re measured by the size of their audiences. The issue is effective
programming – how well they do in attracting listeners.

The same principle applies at work.

Sheer volume –  just sending or responding to tons of email, voice mail, or dominating discussions – isn’t the answer to improved communications (if it was, most organizations and their most prolific “Messagers” would be rated outstanding).

I’d like to suggest the secret to improved communications is found in last month’s topic
– relationships. As you improve your relationships at work, you’ll improve your ability to communicate. Let me explain.

Just like a good broadcaster, your job is to attract an audience … and grow your
number of listeners.

It begins with their perception of you as a person. The first thing people consider is the “source.” The speaker is judged as much, or more than, what he or she has to say.

Developing relationships to the extent where others feel they know you, they know what you stand for, they believe in your sincerity, integrity and motivations, they see you’re interested in them, and positively inclined toward them, will promote understanding and acceptance of your message. If on the other hand they have disagreements with you, mistrust you, or simply dislike you … they’ll hear what you say in a negative light, or simply tune you out.

Communication is seldom a matter of having the sharpest argument or the most eloquent words to convince others, but rather opening up a trusted connection between people.

Program yourself to build relationships, by working on these skills:

Passion – share your passion for work that you do, the benefits it brings to others, and most importantly, for the workers that do it. Show that you are committed to them, and to their success.

Listening – put aside distractions, and center your focus on individuals. Interact in a positive, win-win way.

Encouragement – invite their participation by creating a welcoming environment, acknowledging their ideas, contributions, and effort.

This puts communication squarely in the field of relationships, where “communicating
your heart” is the hallmark of an excellent communicator.

– Jerry Strom

For more information about our leadership development programs, please visit www.JerryStrom.com. New subscribers receive notice of new articles automatically (see the ‘Register’ link in the right hand column).

*‘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