WellSpirit Consulting Group, Inc.

Umm…Really?

Renée Hale — Tue, 24 Apr 2012 03:29:18 +0000

This is the scenario: the unbelievable, appalling, ridiculous, annoying, humiliating, shocking, or otherwise parameter-breaking “thing” has happened between you and another person, and there is a question that must be asked. “Really?” This is followed by “Are you serious? Did this just happen?” Getting zapped happens more frequently than we know, because there are all of those subtle “digs” that may be imperceptible to the casual observer. But you know. And you feel it. The key to mastering successful outcomes in these difficult situations is not placating challenging people, but being prepared to shape your own response in order to ameliorate the state of affairs.

Determine to listen carefully before you react. In the midst of an encounter, it is imperative to hear what people say. Look directly at whoever is talking, and “listen” to body language. Focus well so that when there is an opportunity, you can summarize what you’ve heard by saying, “What I understand you are saying is…” This automatically puts you on the “same page” even if unpleasant realities surface. Mutual understanding of the conflict is a great foundation from which to rebuild harmony.

As a leader, make it a habit to be aware of group and one on one dynamics among colleagues. Although sometimes this can feel like a burden emotionally and intellectually, it prepares you to help people accomplish prompt resolutions when necessary. Robert Greenleaf says that a good leader “…can tolerate a sustained wide span of awareness so that one better ‘sees it as it is’. Able leaders are usually sharply awake and reasonably disturbed.”

Finally, look inside to your own heart and character to draw upon that which informs your very existence. How will your response reflect the authentic “you”? Often it is one’s faith-walk that catalyzes behavior. The Bible tells us in Philippians 1:27, “Whatever happens, conduct yourselves in a manner worthy of the gospel of Christ.”

Remember, the responses you choose shape the outcomes you will experience in any situation.
Even if your “right” response doesn’t change another person’s will, it remains the true
expression of your character for the whole world to see.

Photo by Idhren. Dr. Renée N. Hale is founder and president of WellSpirit Consulting Group, Inc.—engaging organizations around the world to get well, stay well, and create positive futures. Visit www.wellspiritconsulting.com today. © 2012 Renée N. Hale

Destination Envy

Renée Hale — Wed, 22 Feb 2012 20:50:39 +0000

Have you noticed? In our current economic climate, some people are confident about the direction for their business or organization. Even facing many of the same challenges you do, they seem to move ahead undaunted by obstacles. Maybe you would like to possess that kind of focus on a preferable future. Do you have a vision for yourself, your organization, or your business? A compelling picture of your future; an “ultimate destination”? Leadership author Burt Nanus concludes, “There is no more powerful engine driving an organization toward excellence and long-range success than an attractive, worthwhile, achievable vision for the future, widely shared.” How great to know where you are going and to communicate confidence in your ability to get there! Here are three essentials for creating a vivid, compelling, and concise vision statement.

First, know that your vision is a state of being. Describe that ideal state with precise adjectives and bold representations. Imagine a photo of yourself, organization, or business at its best—now, imagine describing that photo to a friend over the phone. Create a vivid word picture! For example, the Heinz vision statement is “…to be the world’s premier food company, offering nutritious, superior tasting foods to people everywhere.”

Next, express your vision in a compelling way—convincing, persuasive, and gripping. A well-articulated, well-communicated vision statement motivates co-workers, customers, and investors to create and follow strategy that leads to the vision. For example, your favorite sports team’s vision probably includes “To be #1 in the league!” Who wouldn’t want to “go” for that?

Finally, create a vision statement that focuses on the apex of achievement, yet is simple enough to remember. Use one sentence or phrase if possible! Ken Blanchard Companies’ vision statement is: “To be the number one advocate in the world for human worth in organizations.”

In his book Peak Performers, Charles Garfield says, “Peak performers want more than merely to win the next game. They see all the way to the championship. They have a long-range goal that inspires commitment and action.” Your vision statement sends a message to the world; make it everything you want it to be—to compel, communicate, and lead to success.

Photo by Mrs. Logic. Dr. Renée N. Hale is founder and president of WellSpirit Consulting Group, Inc.—engaging organizations around the world to get well, stay well, and create positive futures. Visit www.wellspiritconsulting.com today. © 2012 Renée N. Hale

Behind Your Back

Renée Hale — Wed, 01 Feb 2012 03:36:02 +0000

It’s an old trick: someone talked about you when you weren’t around! Therefore, people have the wrong idea about you. You didn’t have a chance to correct the wrong information, and now you have a mess on your hands. It’s up to you to dispel the rumors. What an unfortunate situation! What a disappointment that someone chose to do it. How should leaders respond when speculation, rumors, and gossip seem to edge out real facts and truth?

First, be careful not to catalyze a “maybe this is true” piece of information to a level of virtual truth. Sometimes it is easy to advance inaccurate information by simply participating in a conversation built on faulty facts. When you are in a role of leadership, people may validate rumors based on your willingness to discuss them—even if you don’t agree! However, firmly but gently declining to participate in such discussions can extinguish the fire of gossip quickly. Say something like, “I understand your concern, but I’d like to hear from those involved rather than talk about them in their absence.”

Next, if the gossip is about you, guard yourself against an immediate response. Take time to consider what you really want to say, and write it down. Organize your ideas and plan a calm, mature, and professional response. The words you choose and the way you communicate them can lead to clarity, truth, and resolution—but only if they are produced in a way that elicits reconciliation and not retaliation. For example, resist the urge to use sarcasm when clarifying your actions. Instead of saying “Sure, I’d do such a thing if I thought I could get a million bucks!” which could be taken at face value instead of viewed as sarcasm, say “I assure you that my actions were not as she recounted; I’ll be happy to review the entire situation with you in person.”

Finally, refrain from written or verbal communication that contains questionable facts, derogatory content about people, or encourages others to speculate. As the Bible tells us in Proverbs 11:12, “A man who lacks judgment derides his neighbor, but a man of understanding holds his tongue.”

Photo by library_mistress. Dr. Renée N. Hale is founder and president of WellSpirit Consulting Group, Inc.—engaging organizations around the world to get well, stay well, and create positive futures. Visit www.wellspiritconsulting.com today. © 2012 Renée N. Hale

Favorite Things…

Renée Hale — Fri, 16 Dec 2011 05:45:54 +0000

The show tune “My Favorite Things” from The Sound of Music is a popular holiday song penned in 1959 and still going strong! The song is about focusing on positive things in the midst of difficult times. Certainly, this year has presented opportunities to practice that discipline. The economic turmoil has stretched leaders in many industries to think of new ways to approach personnel management, productivity, sales, and innovation. Part of successfully dealing with difficulty involves focusing on positive truths as one adapts to change and re-direction. Here are three of my favorite things that I hope will encourage you.

First—integrity. Maybe in your leadership experience there’s an ethical issue, a moral temptation, or emotional abuse. Your steady determination to do what’s right no matter what is going on around you is like a shining star. This value of integrity may not call attention to itself, but it stands out! Take heart; practicing integrity is always a good investment.

Next—excellence. Demonstrating skill in one’s profession is uplifting. Staying on the cutting edge and offering the highest quality products and services forges a reputation that travels almost the speed of light. This good reputation draws clients and keeps your business viable.

Finally—genuine care for others. There are many positive, others-focused character qualities and actions that you or someone you know may practice on a regular basis. These illustrate the incredible ways good leaders take the opportunity to serve others. Some of them are: intentional care for the wellbeing of colleagues, competence and excellence in professional relationships, going the extra mile to make things right for a customer, and helping a student succeed with a little extra time given in tutoring.

Think of the positive momentum “favorite things” can bring to your own business or organization, as well as to others. Identify your “favorite things” and let them help you focus for the coming year. As George Bernard Shaw said, “The possibilities are numerous once we decide to act and not react.” Many wishes for an intentionally great New Year!

Photo by Duncan Harris. Dr. Renée N. Hale is founder and president of WellSpirit Consulting Group, Inc.—engaging organizations around the world to get well, stay well, and create positive futures. Visit www.wellspiritconsulting.com today. © 2011 Renée N. Hale

Grandmother’s Cookies

Renée Hale — Sun, 13 Nov 2011 00:05:58 +0000

Ahh, the aroma of her cookies in the oven was extraordinary! I didn’t get to see my grandmother very often, but I remember her chocolate chip cookies as a highlight of our visits to her home. The whole place felt cozy and inviting, and I felt like a special guest as she finished the last batch of the old fashioned recipe and served them warm. What a lasting and delightful memory!

There are behaviors in leadership that elicit “good feelings,” like grandmother’s cookies. Is there a leader that you enjoy working for or with—just because you like the way you feel when you work together? Maybe it’s that you feel valued as a person; or, you feel respected. It could be that you share a similar sense of humor and it makes the day go well. It’s possible that you “click” for reasons you can’t explain. In any case, there are leaders who connect with people in ways that produce great working relationships as well as great bottom line results. As the American poet, Maya Angelou said, “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

How do you, as a leader, make people feel? Try these techniques to intentionally establish a good connection with people. Your efforts in this area can influence their response to you and their effectiveness on the job.

First, take time to look people straight in the eyes and stop moving about when engaging in conversation. This conveys the value you place on interacting with that individual.

Next, choose appropriate times and places for conversations. For example, sit down together in private and at an unrushed time to discuss job performance. This creates an atmosphere of calm attention; it is respectful to the employee.

Finally, do things that demonstrate care for others. This could be as simple as remembering a birthday or awarding time off for a project well done.

Intentionally choose to create a lasting impression that benefits you, others, and ultimately the viability of your business or organization. Grandmother’s cookies may be an effective reminder to do just that!

Photo by dottieg2007. Dr. Renée N. Hale is founder and president of WellSpirit Consulting Group, Inc.—engaging organizations around the world to get well, stay well, and create positive futures. Visit www.wellspiritconsulting.com today. © 2011 Renée N. Hale

Design Your Workflow

Renée Hale — Fri, 21 Oct 2011 19:37:31 +0000

Workflow is the way things get done. It happens daily, whether we design it or not. It consists of the steps from start to finish of any given process; it could be laundry, ironing and storing clothes as well as printing and assembling documents at work. Getting things done takes shape in our personal and work environments as productive, nonproductive, or worse—a waste of time. So why not design workflow to get the results we want?

Three things make a successful workflow: a plan, the resources, and the people. Most leaders would be pleased if these three components were in place every time they started a project. The reality is that the perfect combination of these factors rarely occurs on its own. Leaders must be creative, flexible, and resourceful to get the results they want through intentionally designing workflow.

First, be sure to craft a plan that will get the results you desire. Think your project or task all the way through, allowing for alternate or contingency plans by creating various scenarios with appropriate actions included. Then, if resources or personnel change, you can still continue with the project.

Next, align your resources, including finances and physical structures. Maybe you will need time to reallocate funds to support this project, or raise the financial capital to fund it. It may also be necessary to modify the physical work space to accommodate the needs of the project: bigger space, rearranged space, or different/new equipment.

Finally, get the right people on the job to carry out the plan with the appropriate resources. Generate a profile of the type of people you need on this particular project—their skill sets, experience, education, etc. You may need to hire new people or reassign existing personnel.

Photo by paul. Dr. Renée N. Hale is founder and president of WellSpirit Consulting Group, Inc.—engaging organizations around the world to get well, stay well, and create positive futures. Visit www.wellspiritconsulting.com today. © 2011 Renée N. Hale

My So-Called Leadership

Renée Hale — Tue, 11 Oct 2011 04:10:09 +0000

Back in the mid-1990s, the short lived television series called “My So-Called Life” dealt with teen life and important social issues of the day. The somewhat sarcastic title is so catchy because it captures the idea of meaninglessness and difficulty that so many teens experience. The show depicted the teen years as hard and full of struggle instead of light and fun. Some would consider this a pessimistic viewpoint; one that fosters a continued spiral downward towards a full-on nihilistic world view.

Unfortunately, many leaders today are caught in their “so-called leadership” as they are bombarded by a myriad of global and local challenges that appear impossible to overcome. Reality is negative, powerful, and seems to mockingly force a sense of hopelessness into businesses, organizations, and individuals. At this point, does good leadership even matter? What can be accomplished anyway? Ah, the uphill battle to keep doing what is right and good even when everything is seemingly falling apart. The fight is worth it, because the leader’s character and influence can motivate followers to choose a positive trajectory towards good outcomes. In diametric opposition is the leader enslaved by negativity and a “nothing matters anyway” attitude, leading to waste and destruction.

Turn “so-called leadership” into “such good leadership” by choosing a strategic approach to processing reality. First, the tried and true SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis (www.mindtools.com) is one tool to help leaders become aware of realities in order to formulate actions to navigate through the realities. However, good leadership is more than just understanding situations and plotting a course to something better. Therefore, after strategically assessing, leaders need to strategically possess the personal characteristics necessary to guide followers to best outcomes. So each leader should ask the question: What do I need to do to gain the knowledge, skills and attitude that will best facilitate these people, in this situation, at this time? Then, pursue those attributes.

This strategic approach to leadership produces better relationships, results, and return on investment. The key is to persevere even when it’s a rough road. You can succeed! As Babe Ruth said, “It’s hard to beat a person who never gives up.”

Photo by familymwr. Dr. Renée N. Hale is founder and president of WellSpirit Consulting Group, Inc.—engaging organizations around the world to get well, stay well, and create positive futures. Visit www.wellspiritconsulting.com today. © 2011 Renée N. Hale

Flying Monkeys

Renée Hale — Wed, 28 Sep 2011 04:30:10 +0000

The classic movie The Wizard of Oz brings to life the famous Flying Monkeys of the Wicked Witch of the West. These strange beasts do the bidding of the evil witch as they are sent out to capture victims and bring them back to the witch’s dungeon. Many a child’s nightmare has resulted from the scary scene in the movie where the flying monkeys snatch up innocent, terrified Dorothy and whisk her away. It’s a scene that evokes despair and fear. How can Dorothy escape the clutches of this evil?

I recently saw a bumper sticker that read, “Don’t make me call out my Flying Monkeys!” At first it seemed funny, as images of the movie scene flashed through my mind and I thought of the extreme nature of the monkeys’ mission. However, upon reflection, I realized the saying could very well communicate this message: Don’t cross me, or you’ll be sorry. Although humorous at first, unfortunately the meaning is all too true for some. A leader can be harsh, unreasonable, and can make life miserable for followers. Controlling others through fear and intimidation never develops productive results—only reluctant compliance. In this scenario, followers do the minimum to get by and don’t display much loyalty, if any, to the company.

If you find yourself agreeing with the bumper sticker, take time to consider your leadership style. As Dwight D. Eisenhower said, “You do not lead by hitting people over the head — that’s assault, not leadership.” If you work for any leader who you know has Flying Monkeys to call out—consider your role as employee, follower, and possibly friend. When it is possible, go to your leader with an attitude of helpful service and talk about it. If you find yourself in a situation that simply won’t change, and you are constantly stressed, it may be time to move on.

Finally, be careful! Do not be deceived into thinking that control, fear and intimidation are acceptable as long as you are not the target. The longer you are a bystander to this behavior, the more likely it is that you—yes, you—may become one of the dreaded Flying Monkeys.

Photo by Josh Pesavento. Dr. Renée N. Hale is founder and president of WellSpirit Consulting Group, Inc.—engaging organizations around the world to get well, stay well, and create positive futures. Visit www.wellspiritconsulting.com today. © 2011 Renée N. Hale

Power in Hope!

admin — Thu, 22 Sep 2011 04:03:32 +0000

Are you hope-“full” or hope-“less”? Do you consider hope an extension of fantasy or a catalyst for reality? The saying, “The glass is either half full or half empty” speaks of hope—it’s your choice of viewpoint! Your belief about hope influences your life’s trajectory and the lives of those with whom you interact. Research in the area of hope in the workplace tells us that hope can help people move to each next step of positive change. Without hope, people may not see a reason to even try—either individually or corporately. Business author Harry Hutson says, “Hope is a positive force of action that engages people to work for a better future. It’s present in individual lives, social institutions, and increasingly, as a differentiating factor in winning organizations.” Do you believe it? Take time to consider your leadership role and allow the theme of “hope” to shape your thoughts and actions. Lead yourself and positively influence others through three steps of embracing hope.

First, promote a can-do attitude and optimism for the future, even when circumstances are challenging, like the current economic recession. Intentionally seek out good news and speak out about positive happenings in your business or community at large. Keep hope alive, as this inspires others to persevere. Gallup contributors Steve Crabtree and Jennifer Robison say, “Hope may sound like an airy concept, but it is critical to effective management — it helps employees remain positive and productive in the face of adversity.”

Second, show hope through commitment to the enterprise, bringing confidence and loyalty to the group. When you are consistent in participation and effort, others are motivated to work for a positive future, too. Leadership experts Kouzes and Posner tell us, “Hope enables people to transcend the difficulties of today and envision the potentialities of tomorrow.” Your perseverance at all times demonstrates hope.

Third, remember that resilience in the face of repeated challenge keeps hope afloat! Daily trials can afford opportunities to inspire people to hope. Again, Kouzes and Posner affirm, “Hope enables people to bounce back even after being stressed, stretched, and depressed.” Live, lead, and anticipate the future in the power of hope!

Photo by AhmadHammoud. Dr. Renée N. Hale is founder and president of WellSpirit Consulting Group, Inc.—engaging organizations around the world to get well, stay well, and create positive futures. Visit www.wellspiritconsulting.com today. © 2011 Renée N. Hale

Then, Now and…Later

admin — Mon, 05 Sep 2011 01:17:41 +0000

Have you ever known someone who “lives in the past”? Maybe a leader who harps on the way things used to be? Virtually everyone has a few memories that stand out. Sometimes we may even daydream about the past. We yearn for those “good old days” before the Great Recession. It’s understandable, given our sagging economy and plethora of catastrophic news from around the world. However, we can’t live there—pining for a return to a “better” set of circumstances. Rather, we must embrace present reality with courage and confidence. Furthermore, we need to lift our eyes to the future. Only then can we create that future to be anything like our preferences would suggest. While many factors are out of our control, there are so many that are ours to shape when it comes to leading others, guiding our businesses and organizations, and making a positive impact on our community today. As leaders, we can address the past, present and future with colleagues so that our businesses and organizations are encouraged and catalyzed to grow and flourish.

First, appreciate the past. Be intentional in acknowledging colleagues’ accomplishments, successful projects and financial gains. Remembering good times is healthy and encouraging when it’s a springboard to motivate current growth. Also, appreciate past challenges. Let the victory of making it through previous tough times be a courage-builder for facing today’s difficulties.

Next, embrace the present. One of the most important responsibilities of a leader is to communicate the reality of the “now” to followers. Leadership expert John Kotter tells us, “Great leadership does not mean running away from reality. Sometimes the hard truths might just demoralize the company, but at other times sharing difficulties can inspire people to take action that will make the situation better.” Understand the present day reality so that you can plan for a positive future.

Finally, look ahead to “later”—a time that hasn’t arrived yet, but that you will have planned for. Make time to talk about this positive future with your colleagues. Instead of just reacting to circumstances as they confront you daily, plan actions strategically so that you greet the future with skill and confidence.

Photo by Janet Ramsden. Dr. Renée N. Hale is founder and president of WellSpirit Consulting Group, Inc.—engaging organizations around the world to get well, stay well, and create positive futures. Visit www.wellspiritconsulting.com today. © 2011 Renée N. Hale