Leadership: You'll Know Them When They Know You

Steve Roesler One of the most important things is: Seeing people for who they are, realizing what they can be, and helping to take them there. It is also essential to make it impossible for them not to see you clearly.

Do people at work know who you really are? Do you see the people around you clearly enough to know who they really are?
I was thinking about the things an executive coach and advisor really does - or should be doing. One of the most important is this: Seeing people for who they are, realizing what they can be, and helping to take them there.

If that doesn't sound very "business-like," it probably isn't in the traditional sense of "business-like."

And therein lies the issue. Organizations of all kinds hire the best people they can find. Those folks look at the "people are our most important asset" blurbs in the corporate recruiting brochures. Then they sign on with high hopes.

But what happens down the road that causes discontent, retention issues, and the need to search for "talent?" Weren't those people talented when they were hired?

This Is What I See
I see highly motivated people getting performance appraisals that are designed to force rankings on a curve so they never accurately portray an individual's contribution and worth. I see employees at all levels getting feedback on the gaps in their performance - and then receiving orders to "close the gaps." I see the same people then coming to workshops and seminars, hearing theoretical - but good - teaching, only to go back to work and say "what do I actually do with that?"

In nearly 30 years of managing, consulting, and coaching, I can count on one hand the number of people I've seen fired for technical incompetence. They get released for issues of character, the inability to relate well with other people, or not being able to "close the gap."

Here are my thoughts as a result:

The character issue can be discerned during the hiring process.Discernment should be a highly- valued talent possessed by those interviewing. If not, get an objective third party to help with that element. Someone who sees others clearly and quickly for who they are.

Relating well with other people. You can send people to class to learn skills. But does the day-to-day interaction at work encourage and reward healthy relationships? A manager with a coaching/relational approach can set the tone for how things get done and how people are expected to interact in the process

Workshops and Education. Two things I enjoy with a passion. Neither immediately changes my own behavior very much. But I learn ways to think differently and more clearly. Then, when presented with an opportunity to actually do what was taught, the education leads to application. People have the most chance of bumping up their game when given a chance to discuss and apply new knowledge right away.

Manager As Coach
Managers can coach effectively when they see their people clearly because they've built relationships that let them know who their folks really are. If they don't have the time or inclination, then they need to get some help to build the talent that seems, at times, to be hiding. It's probably not hiding. It might just be invisible to the naked eye.

What to Do:
If you want your talent to be valued, you've got to let people know who you really are. Make it impossible for them not to see you clearly.

If you are a manager, be intentional about "seeing clearly." If it's a little difficult for you, get some help.

You and I wouldn't build a house in the dark. We need light to see in order to build. And unless your a truffle, you need a lot of light in order to grow and use your talent to perform.

As always: weigh in. Share your thoughts on clarity, talent, and building people by seeing yourself - and them - clearly. Let the community learn from what you've learned.
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5 Must-have leadership traits

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Leadership has a lot to do with you and how you relate and react to people who work with you. Here are 5 traits that leaders must have to successfully mentor and manage their teams to deliver results.

"Leadership should be borne out of the understanding of the needs of those who would be affected by it." 

- Marian Anderson. 

Respect people working under you. Make them feel worthy of their work by seeking their answers to problems or opinions in official matters. Appreciate their work and boost their confidence. Show interest in their work and maintain a healthy bond.

Inspire your people to work. This is a deciding factor of how efficient your leadership is. You can motivate them by throwing challenges at them and then rewarding them with bonuses and promotions, etc. You can become a role model for your juniors by setting an example with your work and conduct in office. 

Chalk out the process and explain it in plain terms to people under you.Your plan will be successful only if the team understands and relates to it. Give the team direction towards achieving goals. Exercise your leadership effectively for the enhancement of your team’s output. 

Empowerment is the tool to successful delegation. Make your people more accountable by giving them responsibilities. Let them make their own work decisions. It boosts their confidence and makes them better workers in future.

Trust your juniors. Share your goals with your team members and divide responsibility amongst them. Ask them to plan their actions for accomplishment of targets. Communicate clearly to your team to take onus of their work. However, oversee their work and always be in the loop. 

Leadership also has a lot to do with you. Accept all realistic challenges and deliver them on time. This is a valuable lesson which can be passed on to your juniors. Initiate extra initiatives for the enhancement of your work and betterment of your team. Adopt an optimistic approach towards work. 

Steer your way through all challenges in the organisation. Ensure your team is following you closely. Together, use all new prospects to move ahead.

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Leadership Provides Purpose, Direction & Takes Action

Just like the poem, Three Blind Mice, many businesses don’t know what true leadership is all about. A person sent me the following comments:

“I'm still struggling with the lack of "alleged" leadership traits in many executives. How do they achieve executive positions? Why don't they seek out training to develop/enhance their leadership skills? Why do they assume that their subordinates need training but they don't? What actually is the essence of leadership? How can we teach executives to think strategically, to plan, to envision and to leave operational decisions to managers? Any thoughts?”

Sad to say, but I hear this comment far too often. Sounds like this person is working for a person who needs a few lessons on leadership. True leadership is about taking people to a place they wouldn’t go to by themselves. Good leaders don't merely supervise; they create a sense of purpose and direction for those they lead. After holding leadership positions and teaching leadership classes for 24 years, I am beginning to believe that some people have a natural ability to lead, have a passion, a burning desire to make a difference. Those are the people I want to work for.

A strong company is one that has leaders spread all across the company, not just at the top. The business world today needs both good leaders and good managers. However, because of the rapid change occurring in industry today, a company needs far more leaders, not more managers.

Time after time again, businesses put the wrong person in charge. Unintentionally they reward a “don’t rock the boat” mentality. Conformity and status quo are the first steps leading down the staircase of a business disaster. This is partly the reason Sears, Zayres, IBM and Howard Johnson’s et al. got in trouble. A major part of being a good leader is making people uncomfortable, uncomfortable with conformity that is.

All of us in leadership positions need to evaluate our actions. Are you providing a positive example for others to follow? Are you leading or managing? Are you effective at what you do? Maybe its time for a self-assessment? Zig Ziglar says, “A check-up from the neck-up.” Look at these leadership self-assessments to give you an idea of where you stand and where your managers stand as effective leaders. http://www.chartcourse.com/ttiassessmts.html

Leadership Action Steps:

• Give your ego a break and ask your people, “What I should stop doing?" ”What I should keep doing?” and "What do I need to start doing?” Ask them frequently, "What can I do to make your job better, easier or more productive?" Then do it.
  
  
• Good is no longer good enough. Be always on the look out to improve, change and renew everything the business does.
  
  
• Give people direction and purpose. Be able to tell people how their job individually impacts on the overall company mission.
  
  
• Make it part of the company culture to put managers and staff in the field to work with front-line workers multiple days/hours all year long.
  
  
• Reduce unnecessary regulations and policies. Place a container or paint a mailbox red and centrally place it for people to deposit all dumb rules and regulations needing revision or elimination. Form a team to evaluate each nomination. Celebrate with a bonfire burning the policies and procedures no longer needed.
  
  
• If you haven’t already, start a system of education and training for everyone in the business.
  
  
• A leader is a teacher. As a leader, you should be teaching some of your own classes.
  
  
• Be willing to admit your mistakes.
  
  
• Be quick to deal with individuals who are poisoning the attitudes and performance of others.
  
  
• Allow your workers the ability to reward each other’s performance. Peer pressure is a terrific tool to create the behavior you need for success.
  
  
• Conduct frequent, informal recognition/award celebrations for workers.
  
  
• Give employees permission to disagree with management.
  
  
• Instead of only having the "Best Employee of the Month/Year" etc…recognize individuals for different reasons.
  
  
• Periodically challenge your people with BHAG’s (Big Harry Audacious Goals). Generate some friendly competition between departments.
  
  
• Have your team establish guiding principles to help them take initiative and stay on course.
  
  
• Take your people off-site and visit other business establishments to get new ideas. Then reward them for implementing those ideas. Have contests for the best idea of the month.
  
  
• Don’t be afraid to have your staff evaluate your performance. Use a 360-degree evaluation instrument to get feedback. If you don’t have one, call us.

You're In Charge, Now What? A Leadership Guide for New Supervisors

Congratulations you are the new boss! Building trust and credibility as a leader is like building a house. It begins with a plan, laying a solid foundation and proceeds one step at a time. Whether this is your first supervisory position or you are an experienced manager you should proceed with your transition methodically the first 90 days on the job. How do you quickly establish yourself with those you lead? What do you do first? Here are a few ideas to consider:

Delay making major decisions-Don't allow yourself to be pressured in making major changes or big decisions during the beginning of your transition. Try to take a low-key approach until you are ready for your first group meeting. Gather information, see how things are done and get to know your people before disrupting status quo. Once you gain "acceptance," understand why they do what they do, then your people will more willingly support you, your changes and your leadership style.

Identify the informal leaders-Informal leaders will make you or break you. The first thing I did when taking over a new assignment was to find and try to befriend the informal leaders. Informal leaders are those who control and influence people in your office or organization. In the beginning, they have more power than you do. In some situations, the informal leader is respected by others . . .sometimes they are irritants. Nonetheless, try to make them your allies so they don't sabotage what you are trying to do. If you work in a unionized environment make sure you keep union officials informed and involved as much as possible.

Find the history-Discover what successes your group is proud of. A leader gains respect when taking the time to know what the group has done in the past. Recognizing accomplishments of the past will help build your credibility for future goal setting.

Interview your people-I worked for a leader who personally interviewed everyone in the organization. This is time consuming but paid dividends. It took several weeks, but he immediately established himself, gained the respect of everyone and captured critical information. Since you are new and perceived as neutral, people are more willing to tell you the "truth" about the work environment. Here are questions to ask.

• What can I do to help you accomplish your job?
• What is keeping you from doing your best?
• What makes you feel appreciated?
• What did my predecessor do that we should continue?
• What did my predecessor do that we should stop?
• Are you considering leaving this job for another? Why?
• What do you see as my role in this organization?
• What direction do you think we should go?

Begin problem-solving-With information gained from the interviews begin making changes to some of the common issues/problems affecting your group. This will show you are serious about helping make worklife better.

Conduct a group meeting-Avoid having a group meeting until you have something specific to say and enough background information to speak with authority. At the meeting highlight their past successes, some of the issues or problems affecting the group and what you plan on doing. Talk about some of the changes you are considering and why. Here are some other items to cover in this meeting:

• Your background and experience
• Just enough personal information to show you are human
• Your expectations
• Your pet peeves
• Your leadership style
• How they should approach you with problems
• What to do with new ideas and suggestions

Set Goals-Now that you have gained the respect and trust of your group you are now ready to set goals for the future. There are many ways to set goals, but the main thing is don't do it in the dark. If you followed these steps in this article, goal setting will be a piece of cake. Depending on your style of leadership and experience level will dictate the best way.