Voices of Leadership

CAN LEADERS BE HUMAN?

noreply@blogger.com (Voices of Leadership) — Tue, 07 Jun 2011 14:53:00 +0000

This is my first post in several months. I have been preparing to retire from the Navy at the end of this month. I very much appreciated all of the emails and messages asking when I was going to post again. I am hoping to gradually get my posting schedule back to a daily status. I hope you enjoy my blog and will continue to support it. Thanks!

The media has been full of incidents where leaders have made poor decisions. The disturbing thing to me is that these so called, leaders, have acted like they cannot accept responsibility for their actions. They instead try to re-direct their actions, blame others, or act as if they have no knowledge of the events. I've spoken several times on this blog about social media and the dangers of using it improperly. Whether it be sending inappropriate pictures via twitter, or posting pictures of your spring break party on Facebook. You have to understand that you are under a microscope as a leader. Especially if you are an elected official.

What do you do if you discover that you've made a mistake or shown bad judgement?

Accountability: You must hold yourself accountable, just as you would one of your employees. If you cannot, then don't expect your employees to respect or work for you.
Responsibility: Acknowledge your mistake. Do not try and hide it or blame it on someone or something else. It shows much more character when you acknowledge your mistakes, then it does to lie about or try and cover them up. It also shows your employees that it's OK to make a mistake.
Learn from it: To me this is one of the greatest tools that a mistake or bad judgement can give you. Learn from it, understand why you made the decision you did. Understand how you could have made a better decision.
Take action: Once you have learned from your poor decision making, take the appropriate steps to ensure that it doesn't happen again. Whether it is not hitting the, "Send" button or defending your incorrect understanding of American history.

I understand that it's easy to look in on someone else and say, "Just take responsibility for your actions" I have made my share of mistakes as a leader, and on a personal level. I have always made a point to take responsibility for my actions, hold my self accountable and to try and learn from it. It's not fun, it's embarrassing and can cause pain to others. In the long run though, it causes growth and stronger relationships. More importantly, it creates better, human, leaders.

Why is it important to have accountability as a Leader? Does it show strength or weakness? Why or why not?

Thieves, liars and accountability

Accountability, are you holding yourself accountable?

THIEVES, LIARS AND ACCOUNTABILITY

noreply@blogger.com (Voices of Leadership) — Thu, 24 Feb 2011 11:00:00 +0000

I came across this quote:

leaders who do not hold their people accountable to a set standard are, in effect, thieves and liars. Thieves because they are stealing from the stockholder who pays them to hold people accountable, and liars because they pretend that everything is OK with their people when in fact everything is not OK.— James C. Hunter, The Servant Quote source

The quote speaks to accountability, What is accountability?, Why is it important?, and how do you hold yourself and others accountable? These are the questions I would like to try and answer.

What is accountability? Merriam-Webster defines Accountability as: the quality or state of being accountable; especially : an obligation or willingness to accept responsibility or to account for one's actions (Emphasis mine). I would totally agree with this definition of Accountability. I believe that accountability is accepting responsibility and being accountable for one's actions/duties.

Why is it important? If you ever want to grow your people and their skill sets then you have to hold them accountable to a standard. If you don't, they will go the path of least resistance. As I mentioned in my article, Expectations: If you Raise it, they will meet it. You can't set or raise expectations for your people and then not hold them accountable to it. As the quote above mentions, you are lying to yourself, your bosses and your people. If you don't acknowledge and do something about people not meeting the standard or expectations that are set.

When you set new expectations, be ready for some push back from some or all of your people. People are creatures of habit, most people don't like to change their routines or work habits. Some are even comfortable with doing the bare minimum that they need to do to get paid. These are the people that will be the real challenge in getting them to reach higher. That's why it's imperative to follow the next steps.

How do you hold your people accountable?

Walk the talk: If you've set higher expectations or standards for your people, you have to be first willing to show by example how the new expectation or standards are to be met. You can't tell them to reach higher and then sit back and keep doing the minimum as the leader.

Communicate: In very simple terms, outline what your expectations are for each of your people. Explain to them why the higher expectations are being set and the fact that your doing it due to the fact that you believe in their abilities to meet them.

Training: If your new expectations or standards require it, train your people in the area's or skill sets that will enable them to meet the new expectations or standards.

Evaluate and Mentor: Watch and see how your people are doing, talk with them throughout the process, find out what new challenges or obstacles they are facing. Help them by either removing the obstacles or by helping them work through the challenges. Once you've evaluated and mentored them, hold them to the standard. The mentor part will be extremely helpful in helping them come to grips with the higher expectations. If you stay connected and communicate with your people, they will get to where they need to be.

I can't stress enough the need to continuously communicate and mentor your people when setting new standards. It will help tremendously in holding them accountable. When you hold people accountable, it shows them that you care about them and want to help them be better.

GLORY HOUND

noreply@blogger.com (Voices of Leadership) — Wed, 23 Feb 2011 11:00:00 +0000

Photoexpress

Glory Hound:A person seeking accolades at the expense of everyone else, particularly peers~ Urban Dictionary

Ray is such a glory hound. He did nothing on that project, but he presented it to management as if he had done all the work.

We've all seen the individual who was and is responsible for every great thing or work that has happened in his work center or department. He just happens to always drop a few of his minor "successes" at meetings or in front of the boss. They love to talk about themselves and what great things they've done. Despite their team, they single handily made it happen. Really?

If your a Glory hound, get over yourself and let some of that praise go to the people who are busting their butts getting the real work done. The people who are missing out on their kids play or ball game. The people who are working on weekends to make the deadline.

Self promotion as a leader at the expense of others is hypocrisy at best, narcissistic at worst. Stop believing your own hype and look at what your doing to your "Followers", you know, the people you are leading.

Destroy their will: Yes, you are destroying their will to work and sacrifice for you. They stand by and watch as you snatch the golden ring from their hand each time you take credit for their hard work.

Destroy their self-worth: You let them feel as if their work is not as valuable as your next promotion. You overshadow everything they do, by waiting for the completed task to be mentioned and then taking credit for the final product.

Allow them all the negative praise: Yep, that project was a flop, you have no problem letting that one slide down the line.

Destroy their loyalty: Not only do you lose their loyalty, but the company loses their loyalty as well. Additionally, they certainly will not be recommending or actively recruiting anyone to come work for you.

Create a "Stab you in the back" culture: When a glory hound is present, everyone else starts to look out for number one, make sure you get in your good word before they do. Everyone is worried about getting theirs, so no one wins

Destroy Unity/Team: There is no team, or team effort: You are the sole cause of success. Without you, the whole department or work center would have failed miserably.

Destroy motivation and effort: No one who works for you is motivated to do anymore then what is required of them. No one wants to go the extra mile or make the extra effort to meet the deadline. Due to the fact that they know you'll just swoop in to get the credit.

All of this sounds harsh, it is. A self-serving leader is the worst kind of leader. They use their people up like a natural resource to get their next promotion. No one enjoys working for this person, everyone is just hoping that you fall flat on your face at some point, or that upper management will finally catch on to your behavior and escort you to the door.

My advice, if you want to be noticed. Lead your team and celebrate their successes. Believe me, your boss will notice that your team or project is successful and will be two and two together. You don't have to sacrifice your people, or their hard work, to get promoted.

Any thoughts or comments? Please share, it is appreciated. Thanks.

EXPECTATIONS: IF YOU RAISE IT, THEY WILL MEET IT

noreply@blogger.com (Voices of Leadership) — Tue, 22 Feb 2011 11:58:00 +0000

Barbu Cristian

Are you challenging your people? Do you not only set the example of how to work, but are you setting expectations at a level that makes them truly excel?

"High expectations are the key to everything"~ Sam Walton

Many times we underestimate the abilities of our people. We allow them to put forth minimal effort and allow them to think that is the standard. What would happen if you raised the bar? What if you made them truly work to meet the expectations in your office, workplace or company?

I've personally had the bar raised on me several different times in my career. Each time I thought it was because my leader didn't like me or was trying to get me to quit. I didn't realize in the moment that they were truly trying to make me better and to realize my own potential. While the bar was being raised, I have to admit that at times I was miserable. I felt like nothing I did was good enough or would make them happy with the effort I put forth.

“High achievement always takes place in the framework of high expectation.”~Charles F. Kettering

Each time though, I learned more about myself and discovered untapped capabilities resting just below the surface. It made me better, it challenged me and made me not settle for average. I spoke of one such leader that I had, Jim Anderson, in my post, the Ripple effect. Master Chief Anderson saw something in me and made a point of raising expectations for me. I didn't like it at first, but over time and long after, I realized what a great thing he had done for me.

There is not a, "One bar fits all" approach here. You have to evaluate each of your people and set individual bars. Not everyone will meet your expectations, you have to be able to determine if it's a lack of want to, or the ability to do so. If it's a situation where you missed on their ability, reset the bar. If it's a, lack of wanting to meet your expectations, then you have to find the proper motivation to get them to reach higher.

What does raising the bar do for your people?:

It destroys the status quo: When you let people see that their "Normal" work performance will not suffice, it will reset the norm in your office.

It unleashes your workers potential: There are those that work for you that do not truly know their potential, mainly because no one has ever raised the expectations for their work performance. You will be amazed at the transformation that will take place with your people when they understand and take to heart their own potential.

A culture of excellence will become the standard: Over time, a culture of excellence will start to develop and build in your office or on your team. It will cause buy in, loyalty and better attitudes toward challenges as well. Members will hold each other accountable to this new standard as well.

“Don't lower your expectations to meet your performance. Raise your level of performance to meet your expectations. Expect the best of yourself, and then do what is necessary to make it a reality.”~Ralph Marston

President's day and Washington's farewell address

noreply@blogger.com (Voices of Leadership) — Mon, 21 Feb 2011 15:34:00 +0000

S. 623, A bill to make the 22nd day of February,
George Washington's Birthday,
RG 46, Records of the United States Senate.

I came across this interesting fact about President's day or Washington's birthday, however you like to think of today. Tomorrow, the Senate will read Washington's farewell address, which was written by George Washington in 1796, and first appeared in the Philadelphia Daily American Advertiser and then in papers around the country.

The Senate tradition began on February 22, 1862, as a morale-boosting gesture during the darkest days of the Civil War. Citizens of Philadelphia had petitioned Congress to commemorate the forthcoming 130th anniversary of Washington's birth by reading the Address at a joint meeting of both houses.

Tennessee Senator Andrew Johnson introduced the petition in the Senate. "In view of the perilous condition of the country," he said, "I think the time has arrived when we should recur back to the days, the times, and the doings of Washington and the patriots of the Revolution, who founded the government under which we live."

The practice of reading the Farewell Address did not immediately become a tradition. The address was first read in regular legislative sessions of the Senate in 1888 and the House in 1899. (The House continued the practice until 1984.) Since 1893 the Senate has observed Washington’s birthday by selecting one of its members to read the Farewell Address. The assignment alternates between members of each political party. At the conclusion of each reading, the appointed senator inscribes his or her name and brief remarks in a black, leatherbound book maintained by the secretary of the Senate.

In 1956, Minnesota Senator Hubert Humphrey wrote that every American should study this memorable message. “It gives one a renewed sense of pride in our republic,” he wrote. “It arouses the wholesome and creative emotions of patriotism and love of country.”

Some of the points in the address:

Extolls the benefits of the federal government. "The unity of government...is a main pillar in the edifice of your real independence...of your tranquility at home, your peace abroad; of your safety; of your prosperity; of that very liberty which you so highly prize."
Warns against the party system. "It serves to distract the Public Councils, and enfeeble the Public Administration....agitates the Community with ill-founded jealousies and false alarms; kindles the animosity of one....against another....it opens the door to foreign influence and corruption...thus the policy and the will of one country are subjected to the policy and will of another."
Stresses the importance of religion and morality. "Where is the security for property, for reputation, for life, if the sense of religious obligation desert the oaths, which are the instruments of investigation in Courts of Justice?"
On stable public credit. "...cherish public credit. One method of preserving it is to use it as sparingly as possible...avoiding likewise the accumulation of debt....it is essential that you...bear in mind, that towards the payments of debts there must be Revenue, that to have Revenue there must be taxes; that no taxes can be devised, which are not...inconvenient and unpleasant..."
Warns against permanent foreign alliances. "It is our true policy to steer clear of permanent alliances with any portion of the foreign world..."
On an over-powerful military establishment. "...avoid the necessity of those overgrown military establishments, which, under any form of government, are inauspicious to liberty, and which are to be regarded as particularly hostile to Republican Liberty."

"the name of American, which belongs to you, in your national capacity, must always exalt the just pride of Patriotism..."~ George Washington

References: Washington's address; Senate.gov; Early America

LIVING A LIFE THAT IMPACTS OTHERS

noreply@blogger.com (Voices of Leadership) — Sun, 20 Feb 2011 11:00:00 +0000

This part two in my series on the Top10 leadership principles of Jesus from the, "The Maxwell leadership bible". You can find number 1 and 2 here if you didn't get the chance to read it.

Number's 3 and 4 are: Live the life before you lead others and Impact comes from relationships, not positions.

#3: Live the life before you lead others (Luke 7:22, 23; John 14:11)

So he replied to the messengers, “Go back and report to John what you have seen and heard: The blind receive sight, the lame walk, those who have leprosy^[a]are cleansed, the deaf hear, the dead are raised, and the good news is proclaimed to the poor. Luke 7:22 (NIV) (Emphasis mine)

Blessed is anyone who does not stumble on account of me. Luke 7:23 (NIV)

Believe me when I say that I am in the Father and the Father is in me; or at least believe on the evidence of the works themselves. John 14:11 (NIV) (Emphasis mine)

John the Baptist had sent messengers to inquire of Jesus if he was indeed the messiah or if he should be expecting another. Jesus reply in Luke 7:22 was one of, "Look at how I live and what I do" He was answering the messengers by letting them see that he was living his life as the example of how we should live. The great part about Jesus was that he didn't say one thing and then do another. He literally practiced what he preached, no pun intended. He didn't live his life and minister to those that others felt he should be ministering to. He went to the heart of the problem and dealt with people where they where. He didn't say, "Get your life right and then come to me" He did what any good leader does and that is go to the people where they are and lead them to a better way.

Sitting in your office and waiting for your people to come to you, is not the way to lead. You have to leave your comfort zone and go out into the places where your people work and are in their comfort zones. Most people are very tense and nervous when they have to come to your office and talk to you. If you go to them, they will be more comfortable and will not feel intimidated. Plus, you coming to them shows them you care enough to come to where they are.

This is something we, as leaders, need to take to heart. We can't tell people, we have to show people. We can't wait for people to get to where we think they need to be before we start leading them. We have to go where they are in their experience and work and lead them from there to a better way. We must first show by example, we must practice what we preach, walk the talk, etc...

#4: Impact comes from relationships, not positions. (Luke 9:6; John 4:5-30).

When Jesus had called the Twelve together, he gave them power and authority to drive out all demons and to cure diseases, ² and he sent them out to proclaim the kingdom of God and to heal the sick. ³ He told them:“Take nothing for the journey—no staff, no bag, no bread, no money, no extra shirt. ⁴ Whatever house you enter, stay there until you leave that town. ⁵ If people do not welcome you, leave their town and shake the dust off your feet as a testimony against them.” ⁶ So they set out and went from village to village, proclaiming the good news and healing people everywhere. Luke 9:1-6 (NIV) (Emphasis mine)

The interesting thing about this is how Jesus delegates the work to the apostles. He first empowers them and gives them authority. He then gives them directions in how to carry out their work. He has already shown them how to work by them being there watching him. He showed them the impact on others by going to the people where they where. If you notice, Jesus tells them to rely on the relationships they make while they are out doing their work for food, shelter and clothing. He also doesn't tell them to use their positions as his disciples to do their work. He empowers them to do their own work, even though he is the source of their strength.

So he came to a town in Samaria called Sychar, near the plot of ground Jacob had given to his son Joseph. ⁶ Jacob’s well was there, and Jesus, tired as he was from the journey, sat down by the well. It was about noon.

⁷ When a Samaritan woman came to draw water, Jesus said to her, “Will you give me a drink?” ⁸ (His disciples had gone into the town to buy food.)

⁹ The Samaritan woman said to him, “You are a Jew and I am a Samaritan woman. How can you ask me for a drink?” (For Jews do not associate with Samaritans.^[a])

¹⁰ Jesus answered her, “If you knew the gift of God and who it is that asks you for a drink, you would have asked him and he would have given you living water.”

¹¹ “Sir,” the woman said, “you have nothing to draw with and the well is deep. Where can you get this living water? ¹² Are you greater than our father Jacob, who gave us the well and drank from it himself, as did also his sons and his livestock?”

¹³ Jesus answered, “Everyone who drinks this water will be thirsty again, ¹⁴ but whoever drinks the water I give them will never thirst. Indeed, the water I give them will become in them a spring of water welling up to eternal life.”

¹⁵ The woman said to him, “Sir, give me this water so that I won’t get thirsty and have to keep coming here to draw water.”

¹⁶ He told her, “Go, call your husband and come back.”

¹⁷ “I have no husband,” she replied.

Jesus said to her, “You are right when you say you have no husband. ¹⁸ The fact is, you have had five husbands, and the man you now have is not your husband. What you have just said is quite true.”

¹⁹ “Sir,” the woman said, “I can see that you are a prophet. ²⁰ Our ancestors worshiped on this mountain, but you Jews claim that the place where we must worship is in Jerusalem.”

²¹ “Woman,” Jesus replied, “believe me, a time is coming when you will worship the Father neither on this mountain nor in Jerusalem. ²² You Samaritans worship what you do not know; we worship what we do know, for salvation is from the Jews. ²³ Yet a time is coming and has now come when the true worshipers will worship the Father in the Spirit and in truth, for they are the kind of worshipers the Father seeks. ²⁴ God is spirit, and his worshipers must worship in the Spirit and in truth.”

²⁵ The woman said, “I know that Messiah” (called Christ) “is coming. When he comes, he will explain everything to us.”

²⁶ Then Jesus declared, “I, the one speaking to you—I am he.”

²⁷ Just then his disciples returned and were surprised to find him talking with a woman. But no one asked, “What do you want?” or “Why are you talking with her?”

²⁸ Then, leaving her water jar, the woman went back to the town and said to the people, ²⁹ “Come, see a man who told me everything I ever did. Could this be the Messiah?” ³⁰ They came out of the town and made their way toward him

John 4:5-30 (NIV)

The fact that Jesus went through Samaria to get to Galilee is quite significant for that time. Here's why, Jesus was a Jew and in Jewish culture the Samaritan's where seen as unclean, a mixed race, and didn't practice Judaism. Therefore, due to their hatred of the Samaritan's, Jews would travel out of their way to avoid going through Samaria. By going the direct route through Samaria, instead of the traditional route, Jesus once again shows us his desire to reach those that are labeled, "Undesirable"

What can we learn about true leadership from this encounter?

Leaders initiate contact: Jesus spoke first to the Samaritan woman. She would have never spoken to him first, due to him being a male, stranger and a Jew.
Leaders establish common ground: Jesus established the common ground by asking for a drink of water, the woman was there to draw water from the well.
Leaders listen and allow others to speak: Jesus let her do most of the talking, leading the conversation, but not dominating it.
Leaders arouse interest: Jesus sparked her interest by speaking of, "Living water"
Leaders take others only as far as they are ready to go: Jesus didn't try and push the woman to accept what she couldn't. She was still focused on her own materialistic condition of having to work to get water.
Leaders accept others where they are: Jesus knew where this woman was in her life, even when she acknowledged her lifestyle, Jesus continued to minister to her. He didn't tell her to go and get her life straight and then come back.
Leaders stick with the key issues: Jesus kept the conversation leading her to the knowledge that she needed the salvation that Jesus offered.
Leaders communicate issues directly and simply: When she made mention of the messiah, Jesus acknowledged that he was the messiah.
(These points taken from page 1308 of, "The maxwell leadership bible")

Next Sunday, #5: Leaders must replenish themselves (Mark 1:35-38; 6:31)

#6: Great Leaders call for great commitment (Matthew 10:17; Mark 8:34 - 38)

Learning Styles

noreply@blogger.com (Voices of Leadership) — Wed, 16 Feb 2011 11:00:00 +0000

Last weeks post, "Stupid people" was a post written more out of frustration then anything. I received some great comments on it and I'm appreciative of them. I had this post in mind, as a follow up, when John left this great comment last week,

"I have also worked with stupid people, at least I thought I had. I learned early in my career that all those stupid people really aren't stupid; some are just different. I had one lad assigned to my platoon in the Army (many years ago now) that really just didn't get it. Fitz was always wrong. That is, wrong until the day I finally figured it out. Fitz wasn't wrong - he saw the world differently than the rest of us. I learned that when someone made what looked like a stupid mistake to stop a minute and ask myself: "How would Fitz have done this?" I learned to look at the world through other's eyes when the situation called for it - all became better after that"

John made a great point. Sometimes the way we are looking at things, doesn't mean that's the way they are. We all learn differently, we all respond to different stimuli, we all see things differently then others from time to time. Does this make us stupid? No, I don't think so. Can it be challenging, yes, indeed. How we handle each of our relationships is a true work of art. We can't package up a, "one size fits all" leadership or teaching approach. That's why there are thousands of different theories and books on how to lead and on how to teach others.

To be good leaders, we have to understand how to adapt our style to that of how each of our people learn. I have found that most of the time, honey gets you more than vinegar, and that patience is the main ingredient required to teach others.

What are some ways that we can help our people learn or get better at a procedure or task?

Communication: I've found times that when someone is not performing their job or task up to par it is usually due to the fact that the process wasn't properly communicated. Something got left out, or they where rushed through the process, etc..

Learning style: Talk with the person and find out what ways help them learn the easiest. Some people are more visual, or they learn easier by doing it themselves, or by watching someone else demonstrate the process. Whichever way works, doesn't matter, just as long as the end result is accomplished, and that is the person learns what they need to know to be proficient at their task.

step-by-step: Once the process or task has been properly communicated, I like to follow up by taking them through the process step-by-step, explaining the step and why it falls where it does. I also like to explain why the step impacts the rest of the process or which step has more effect on the rest.

Have the expert show them: Whoever on your team has mastered the process or task, have them go through it with the person that's having the trouble. This helps the "expert" learn how to teach and mentor, while it allows the person having the trouble see how you want it to be accomplished.

Have someone with a different teaching style teach them: There have been times in my career when I've not been able to teach or communicate properly with someone when trying to help them learn or get better at a task. I've often went to one of my peers and asked them to try and help the person get better. Having a different person explain, show and teach can often times make a world of difference.

Have them write up a Standard operating procedure (SOP): Another good way to help someone learn a process, is to have them write their own operating procedure for the task. It helps them slow down and really look at each step. Often times it causes them to concentrate on the associated documentation with a more, fine tooth comb, approach. It also let's you see what they know about what they are doing in each step or task.

What are some of the ways that you have found that help other's learn a new task or process?

Related post: I know how, why don't you?

Successful Coaching (Guest Post by Kevin Eikenberry)

noreply@blogger.com (Voices of Leadership) — Tue, 15 Feb 2011 11:00:00 +0000

Yesterday we had the honor of highlighting Guy Harris with a guest post. Today we are honored to highlight Kevin Eikenberry, the other half of the dynamic authors of , "From Bud to Boss." A leadership book that many are saying is going to be one of the top leadership books of 2011. It is being released today, with a lot of great incentives and gifts for purchasing it today. So, I highly encourage you to take advantage of the great offers that are available today for the book release. Go to http://launch.budtobosscommunity.com/ to buy your copy today.

A little more about the author. Kevin is the Chief Potential Officer of The Kevin Eikenberry Group , a learning consulting company that has been helping organizations, teams, and individuals

reach their potential since 1993. Emphasizing the power of learning, Kevin’s specialties include leadership, teams and teamwork, organizational culture,facilitating change, and more.

Kevin’s philosophy in business and in life is that every person and every organization

has extraordinary potential. Investments of time, energy, focus, and money are

required for that potential to be realized. He believes learning is an active, ongoing process, not a passive, onetime event

Successful Coaching by Kevin Eikenberry

Being an effective coach is a leadership skill – as you coach successfully you help create the future you are leading people towards. However, being an effective coach is more than leadership – it is an important life skill as well.

We all can be more effective at coaching in our communities, in our families, with our children and at work. Truly, when we coach effectively we can make a difference in the lives of other people and our communities as a whole.

There are many ways to become a more effective coach, plenty of skills, knowledge and techniques are available. You shouldn’t expect, nor could I deliver, the tools for your complete coaching success in this brief article. Rather, here are three key elements – principles if you will – that, when applied, will automatically make you a more effective coach.

Discovery

In a very real way coaching is about learning. The person being coached is learning what is working and should be continued, and what could be tweaked and improved. In this way, the best coaches are facilitators of learning. And, the best learning facilitators – and coaches – know that the most powerful learning comes from a place of discovery. When you discover something for yourself it is more real and powerful to you. More specifically, when you discover an idea for improvement – or come to that realization for yourself – you truly own the desire to improve. Plus, you’ll be a more determined and disciplined learner. As a coach you must help people discover the need for improvement and then collaboratively help them determine the solutions and next steps, rather than simply describing or defining them yourself.

The best coaches help people discover their needs and next steps.

Expectations

Coaches must help people have a clear and realistic picture of the needed or desired performance expectations. Without clear expectations, how can anyone know what their performance should look like? Often the biggest gap in performance or behavior is a gap in expectations. Additionally, it is important to clarify expectations during the actual coaching process itself; what can the person being coached expect from the coach and vice versa.

The best coaches recognize the importance, value and power of assuring mutually understood and agreed upon expectations.

F – Focus on Them

One of a coach’s most pervasive traps is believing your own press clippings. Perhaps you have had some success in the past with the ideas you are now coaching others on. Perhaps you truly are an expert in that subject matter. Perhaps people have come to you for your coaching help – either in the subject matter or because you are viewed in some other way as a good coach. The best coaches always remember that coaching isn’t about them; it is about the person they are coaching. If you want to be a more effective coach, focus more of your attention on the needs, mindset and current state of the person you are coaching. Listen more, and speak less. Ask more and advise less. Recognize that while you can inspire and inform, any new actions (and their results) belong to the other person.

The best coaches are other focused.

Coaching is a complex task. However, when you rely on, and remember, these core principles, we can transcend mere technique and become significantly more effective.

My Valentine's day post

noreply@blogger.com (Voices of Leadership) — Mon, 14 Feb 2011 13:00:00 +0000

Photoexpress

So, Today is Valentine's day. All across America people are buying up flowers, candy and gifts to shower those they love. I'll be honest, I'm not a big fan of Valentine's day. It's not that I don't like to celebrate love or relationships, or that I'm cheap. The way I look at it, it's just any other day for me, it's another day I get to celebrate and affirm my love and respect for my beautiful wife.

I met my wife Jennifer on January 20, 1997. Ever since that day I've had the joy and pleasure of getting to know her. I have tried to make everyday for her as if it were Valentine's day. I want her to never forget how much she is loved and adored. She has been my partner, confidant, and the mother to my two sons. But most of all, she's been my best friend.

She's managed and supported my long deployments away from home. I never had to worry if things would be taken care of. She's the ultimate business manager and partner. My children were always loved and well taken care of. I never had to worry if she would be waiting on the pier upon my return. When people would mention to me about the sacrifices I made to be in the military, I would always tell them that the true hero was my wife, like every other military spouse out there that keeps the home front running and doing it alone. Dealing with the everyday life of a family, the homework, the sick children, even deaths in the family. Every message or email she sent me while I was gone would be nothing but that of love and support.

I admire and love my wife for so many things. She has supported me no matter what, through the good times and the bad. She gives my son's an example everyday to what they need to look for in a wife. She accepted my two daughters as her own, and has given them another strong female figure to emulate in their lives.

So, sure it's valentine's day, but for my beautiful wife, it's just another day that I get to affirm my love for her.

Conflict? Avoid these 7 Deadly Sins (Guest post by Guy Harris)

noreply@blogger.com (Voices of Leadership) — Mon, 14 Feb 2011 11:00:00 +0000

Today, I am honored and pleased to showcase a post by Guy Harris, Co-Author with Kevin Eikenberry, of the new book, "From Bud to Boss" To be released tomorrow. You can get your copy at Amazon.com.

Conflict? Avoid these 7 Deadly Sins by Guy Harris

As I watch and participate in conflict conversations and conflict resolution efforts, I notice patterns of behavior that consistently produce bad results. In a recent conversation with one of my coaching clients, we started to discuss these patterns of behavior. We jokingly began to call them “The 7 Deadly Sins of Conflict Resolution.”

The conversation stimulated my thinking about what NOT to do in conflict resolution.

Sometimes, knowing what NOT to do can be as helpful as knowing what TO do. Here you go…

The 7 Deadly Sins of Conflict Resolution:

1. Continuing to talk about the past.

Other than looking at past behaviors to understand how you got into the current situation, forget about it. Talking about what has already happened just stirs up negative emotions and drives conflict escalation rather than resolution.

2. Trying to “fix” emotions.

Emotions are simply the result of how we interpret and respond to the world around us.

We can control our behaviors.

We generally cannot control our emotions. We certainly cannot control other people’s emotions.

When we try to fix emotions, we sink ourselves in a conversation about things we cannot control. So, we get stuck in a negative conversation spiral that tends to make conflicts worse rather than better.

3. Rushing the conflict conversation.

If a workplace conflict has grown to the point that it calls for a focused and intentional resolution conversation, it has become a business problem. And, this business problem is probably costing you more than you first realize when you consider the salaries of the involved employees, the value of work that is not being done, the cost of poor decision quality, the impact of poor information flow, etc.

Unresolved conflict gets expensive very quickly.

Since most people are conflict averse, they want to have a quick conversation to get the conflict resolved. They do not want to be involved in an emotionally charged discussion for very long. So they schedule 30 minutes to an hour for the discussion, and they send all parties back to work after the discussion in an elevated emotional state that makes them less able to do their jobs and make good decisions.

This is a bad plan.

While the specific time line for a conflict resolution conversation depends on many factors, most conflict conversations reach their peak of emotional energy at about 45 minutes to an hour. Most resolutions come after the peak emotional involvement. They rarely happen before or during the height of emotion.

If you want to resolve a conflict, make sure that you set aside enough time to get through the emotion and on to the plan.

4. Continuing to blame others.

We all have our moments when we want to blame others for our behaviors. Sadly, focusing on blame only serves to make the conflict worse.

Blame shifts the responsibility for our behaviors from ourselves to other people. For example, “I yelled at you because you yelled at me.” While it feels a bit like self-defense, it actually triggers conflict escalation.

Very seldom will anyone respond positively to you if you blame them. (It could happen. It’s just not very likely.)

5. Trying to justify our behaviors.

Justification is blame’s evil twin. They often go hand in hand.

Blame is a form of justification and justification often leads to blame.

Justifying our behaviors might seem like “explaining our behaviors” to us, but it sounds like “making excuses” to others.

6. Refusing to apologize or giving a conditional apology.

I often hear people say something like: “I would apologize if…

“They would apologize”
“They would stop doing _____.”
“They would do _____.”

Since I rarely see any conflict where one party is totally at fault and the other party is totally right, I find it hard to believe that we cannot find something to apologize for in the interest of resolving the conflict.

Why make the apology conditional? Why wait for them to do something so that you can apologize for your contribution?

Don’t take ownership of what they did, and don’t apologize for anything that was out of your control.

Do apologize for anything that you did to contribute to the conflict.

7. Refusing to forgive past behaviors.

Like apology, forgiveness is often offered in a way that is contingent on the other party’s behaviors. For example…

“I’ll forgive them when they apologize.”
“I’ll forgive them when they stop doing _____.”
“I’ll forgive them if they will do _____.”

Forgiveness might be the offer that helps to deescalate the conflict. It certainly is the catalyst for helping you get your emotions back in line. And, it doesn’t work to resolve conflict when it is offered conditionally.

Neither you nor the other person can go back and “undo” a past behavior. When you forgive it, you move out of the past and into resolution for both of you.

Forgiveness is more about changing your own anger and letting go of the negative thoughts in your head than it is about bestowing a gift upon the other person. So, just forgive. Don’t wait for them to ask.

Some additional thoughts on forgiving:

Be careful how you offer forgiveness. If you come across as patronizing, it will probably back-fire on you.
Notice that I did not say forget. You can forgive someone for their past behaviors and have little faith or trust that they will behave honorably in the future. Forgiving and forgetting are not the same thing.

Watch your behaviors for signs of these “7 deadly sins.” If you see them creeping into your conflict conversations, take actions to get them out of your conflict repertoire and find a more suitable behavior.

Leadership Principles of Jesus

noreply@blogger.com (Voices of Leadership) — Sun, 13 Feb 2011 18:00:00 +0000

I came across this list by John Maxwell titled, The top 10 leadership principles of Jesus, in, "The Maxwell leadership bible" Mr. Maxwell didn't comment on each of the principles, he simply referenced scripture to each principle. I want to go over this list over the next few Sundays. I hope you enjoy it and it gives you food for thought. Here's the list as it is printed:

Leadership is servanthood (Matt. 20:25-28; Mark 8:35)
Let your purpose prioritize your life (Matt. 6:33; Luke 19:10; John 17:4)
Live the life before you lead others (Luke 7:22, 23; John 14:11)
Impact comes from relationships, not positions (Luke 9:6; John 4: 5-30)
Leaders must replenish themselves (Mark 1:35 - 38; 6:31)
Great leaders cal for great commitment (Matt. 10:17; Mark 8:34-38)
Show security when handling tough issues (Mark 11:27 - 33; Luke 20:19-26)
Credibility comes by meeting needs and solving problems (Luke 5:12 - 15; 8:38, 39)
Leaders must choose and develop their key people (Mark 3:14; Luke 10:1)
There is no success without a successor (Matt.28:20; Acts 1:8)

I wanted to go ahead and give you the full list, that way you can review and study it on your own and ahead of each posting. I would love to start a conversation about each point as I cover them. It's always interesting to hear and learn from others point of view.

Today, I want to cover the first two points.

Leadership is servanthood: ²⁵Jesus called them together and said, “You know that the rulers of the Gentiles lord it over them, and their high officials exercise authority over them. ²⁶ Not so with you. Instead, whoever wants to become great among you must be your servant, ²⁷and whoever wants to be first must be your slave— ²⁸ just as the Son of Man did not come to be served, but to serve, and to give his life as a ransom for many.” Matt. 20: 25 - 28 (NIV) (Emphasis mine)

In the verses above, Jesus states 3 times, with different examples of how one is to lead. It is radically different then what most people describe for leadership. Jesus tells us that to become first you need to place yourself last. Asking, "How can I help you?" vice, "How can you help me?" Can you imagine the impact on others when you put them and their needs first? Leading with a, others first perspective, will only strengthen you as a leader. To see more of my thoughts on Servant leadership see this post, Wash your peoples feet

Let your purpose prioritize your life: ³³ But seek first his kingdom and his righteousness, and all these things will be given to you as well Matthew 6:33 (NIV) ¹⁰ For the Son of Man came to seek and to save the lost. Luke 19:10 (NIV) ⁴ I have brought you glory on earth by finishing the work you gave me to do. John 17:4 (NIV)

In the 3 verses above Jesus states his purpose and what defined his priorities while on earth. Jesus vision was God centered, vice self centered. Jesus purpose was defined by God. When we first seek God's will and purpose for our lives, only then will we truly start to live the life we were designed to live. The end result of living out God's purpose is the glory our lives brings to God.
The awesome thing is that Jesus was not the only one that God designed with a purpose. Each of us are designed by God for a life of purpose. This purpose is so ingrained into who we are that God has ordained our lives. Look what David says in Psalms about God and our purpose:

  ¹³ For you created my inmost being;
   you knit me together in my mother’s womb.
¹⁴ I praise you because I am fearfully and wonderfully made;
   your works are wonderful,
   I know that full well.
¹⁵ My frame was not hidden from you
   when I was made in the secret place,
   when I was woven together in the depths of the earth.
¹⁶ Your eyes saw my unformed body;
   all the days ordained for me were written in your book
   before one of them came to be.
¹⁷ How precious to me are your thoughts,^[a] God!
   How vast is the sum of them!
¹⁸ Were I to count them,
   they would outnumber the grains of sand—
   when I awake, I am still with you. Psalms 139: 13 - 18 (NIV) (Emphasis mine)

Ordained: or·dain (ôr-dn) tr.v. or·dained, or·dain·ing, or·dains

a. To invest with ministerial or priestly authority; confer holy orders on.

b. To authorize as a rabbi.

2. To order by virtue of superior authority; decree or enact.

3. To prearrange unalterably; predestine: http://www.thefreedictionary.com/ordained

Look at the meaning of the word, "Ordained." "Confer holy orders on", "To order by virtue of superior authority" Now, reflect on the fact that God has applied his purpose for your life with this same intent. Furthermore, look at the fact that we are not just a fleeting thought for God. David proclaims that God's thoughts for us outnumber grains of sand! Next time your at the beach or in a kids sand box, reach down and grab a handful of sand. Now, slowly pour it out of your hand. Try and count each and every grain of sand, that's how many thoughts God has about you. That's how important you are to God. That's why he has a purpose for your life.

Jesus life shows us the power of a leader is when we serve others. It also shows us the power of purpose in our lives when we anchor our purpose to our creator.

For I know the plans I have for you,” declares the LORD, “plans to prosper you and not to harm you, plans to give you hope and a future.~ Jeremiah 29:11 (NIV)

Social Media and the Chain of Command

noreply@blogger.com (Voices of Leadership) — Sat, 12 Feb 2011 11:17:00 +0000

With the advent and speed of Social media, how are organizations able to move fast enough to take advantage of fast moving trends or negate the effects of negative social media? Especially, when changes within social media happen so quickly, within nano seconds. Do companies have the time to have disempowered leadership at the middle or bottom of the organization? I believe the answer to be, No.

With a companies reputation and bottom line at risk every time someone sends out negative feedback or vibe into social media. Companies must be able to respond just as quick. If an organization is set-up, in a traditional top to bottom hierarchy, then by the time the top brass gets the decision back down to the right people, the damage is done and can be irreversible. Likewise, if you are to stay ahead of the competition, you must be able to take advantage of a positive feedback or opportunity as well.

How does a company prepare it's leadership, at all levels, for dealing with continuous decision making?

Training: Train your employees from top to bottom about the pitfalls and advantages of utilizing social media. Develop and outline protocol of social media use in reference to your business. Create policy on how to respond to social media as if it where a risk management situation. Role play with your people, allowing them the opportunity to see how the processes work outside of a real world, real time. That way, when they are faced with the real world decision, they can be more comfortable about the systems in place to make it. Most importantly, train your people how to quickly asses a situation and the make a fast, but good decision.

Lessons learned: Continually train your leadership about what has worked and what hasn't. Take not only the bad from your own company, look outside at other companies and learn from their mistakes. If you are constantly evaluating your decision making it will continue to get better. Take those decisions that were OK and learn what would have made them great. Then get that information out to your people. That way, next time one of your leaders is attempting to asses a situation and make the same decision, they will know how to make a better decision.

Executive mentoring: Have your top brass mentor you middle management and key first line supervisors in how to asses situation quickly and then make a decision. This will help them develop their decision making skills, by allowing them direct access to experienced leaders and decision makers.

Develop an internal social media network within the company: Create a fast and efficient network where people can share and dispense information as it happens, allowing the appropriate decision maker the ability to quickly process it and make a decision. Also, a great way to share lessons learned and allow top executives the ability to interact with all.

Placement of decision makers: Understand that you cannot have a top to bottom chain of command any longer. You must position leaders with the ability to make decisions at each level of leadership. They have to understand that it is much more important to make a call, even if it's not the best call, then no call. If your waiting to plan out, forecast and look at predications, your decision making will continually fall behind and effect your business negatively.

Freedom to act: With all of the above in place, this will allow a greater comfort level for your lower leadership to quickly asses situations and make decisions without causing heart attacks at the higher levels. Also, the experience in decision making will only improve your stockpile of available leaders to move up and grow your company.

The hard part about all of this is letting go of the reins and stop being a control freak. Evaluate and promote your best decision makers. Thereby, having a continuous pipeline of leaders who have shown they can make a good call. Remember, a good call is better then no call. With the speed of social media, a no call could destroy your business in a matter of minutes.

Stupid People

noreply@blogger.com (Voices of Leadership) — Thu, 10 Feb 2011 11:00:00 +0000

I'm ready for the backlash, I'm ready for the disagreement that this post will likely cause. I'm OK with it. I gotta get this off of my chest. This will be the most negative post I've written to date, and maybe the most negative post I'll ever write. There are stupid people that are in society and by virtue of that, there are stupid people that work for us.

As my good friend Forest Gump's mother stated, " Stupid is as stupid does" I like it and I've quoted it many times. Stupid people are not people who disagree with me or have ideas I don't agree with. Stupid people are the people that no matter how many times they are shown, told or otherwise instructed they still don't get it or cannot get it.

You know how many hours I have spent dealing with stupid people? A lot, I've spent time and energy on people that no matter what method or ideology I use on them, they cannot comprehend what is being told to them. They continue to make the same mistake over and over, when challenged they always say, "I didn't know" Really? Even though I told you specifically several times in the last week alone how to do it, you still, "Don't know?"

The sad part is that these people can discuss many things quite intelligently and therefore I know that they have some form of intelligence in their brains. The frustrating part is that I'm not building rockets, I'm not trying to teach them quantum physics. They simply do not want to learn or better yet, refuse to learn. That I cannot handle. I don't care how long you've been doing something, the day comes when every dog needs to learn a new trick or how to do their trick more efficiently.

Thank you for letting me rant, feel free to comment, I'm looking forward to it.

Tattle Tale

noreply@blogger.com (Voices of Leadership) — Wed, 09 Feb 2011 11:00:00 +0000

Photoexpress

In every workplace or on every team we've witnessed the one person who feels compelled to bring it to our attention when another employee has done something wrong or has failed at their job. Just like I tell my kids when one of them comes to me to "Inform" me about the wrong doings of one of their siblings, don't be a tattle tale.

To be trusted is a greater compliment than to be loved. ~ George MacDonald

With kids we expect this kind of behavior from time to time. But with grown adults? Amazing as it sounds, it happens everyday in every workplace at some point. So what does the, "Tattle Tale" behavior do to the workplace?

Disrupts Team unity: When one member of the workplace fills the need to inform on another it creates a divide in the team and workplace. It also creates distrust between the workers as well. The tattle tale is into self promotion which is directly in contradiction to the idea of team.

Backstabbing: If not nipped in the bud quickly, others will start to follow the tattle tales lead. Your employees will start to backstab one another and create havoc in the workplace.

Appearance of favorites: Depending on how well or not so well you deal with this individual, it could appear to others that your playing favorites with your workers. Once this perception or reality sets in, it is very hard to eradicate it.

Stress: With everyone running around backstabbing and telling on one another, the stress level on your team and in the workplace will soar. Everyone will be watching their backs and be worried about every step they take will be analyzed and reported.

Retention will plummet: Your employees will start to abandon ship, they will find other employment and get out of this terrible environment. Especially your top performers, they will not stay in this environment long

Lack of loyalty and trust between workers and leadership: The workplace will split into protective cliques and be very leery of the leadership. Loyalty and trust will be non-existent and nothing of any value will be created.

The glue that holds all relationships together - including the relationship between; the leader and the led is trust, and trust is based on integrity~Brian Tracy

I know there are times when employees bring very real and legitimate concerns or problems to leadership. I'm not talking about these cases, I'm talking about the employees that are self-serving and looking to improve their standing by standing on others. Be quick to address this type of behavior or it will kill your team and workplace quickly.

Have you ever seen this type of, "Tattle Tail" in your workplace? What was the effects of it? Please share your experiences, it is appreciated.

Boundaries

noreply@blogger.com (Voices of Leadership) — Tue, 08 Feb 2011 11:00:00 +0000

Photo.net

I had a interesting conversation with Becky Robinson from, Weaving influence the other day about boundaries in our lives. The conversation mainly revolved around the need to establish boundaries that allowed you time for work and for your family. Let's look at the dynamics involved here.

I have struggled with this balancing act between my ambition, drive and work ethic at work, then also making time for my family. Most of the people I have spoken to about this agree that there isn't enough time in the day most of the time. So, how do we set boundaries that enable us to truly accomplish our goals at work and with our family?

"The key is not to prioritize what's on your schedule, but to schedule your priorities"~ Stephen Covey

Plan: Writing out what we have to accomplish in any given day can greatly enhance our ability to manage our time properly. Write out what needs to be accomplished each weekend for the following week. Use a planner, or whatever program you like and "schedule" the different tasks that your aware of. Also, set aside blocks of time for things that will come up that your not aware of right then. That way you have some flexibility in the plan.

Priorities: After you write out what needs to be done, prioritize this list into the things that have to be accomplished by you and the things that can be delegated. Don't be a control freak, allow others to assist you in the accomplishment of your tasks. If there's something that someone else can do, let them do it.

Time: We make time for the people and things that are important to us. In your plan, ensure that you make that time. Our families know this and when you take the time to spend with them, this show's credible evidence that they are important to you. So, ensure you put some family time into your plan..

Self-discipline: Commit yourself to one task at a time, don't move from it until it's complete. Don't let your cell phone, email, or other social media outlet distract you from the current task. When you bounce around from task to task, you will find frustration and half completed tasks. No progress or completion.

Say, "NO": This is probably the hardest one to do for most of us, Remember, It's OK to sometimes say, "No" to people or tasks. There are a lot of people and tasks that will dominate your time and resources. Don't let them, politely say, "No"

I hope this causes you some reflection and helps you in identifying where you could define your boundaries at work and in life.

What ways do you establish boundaries in life and at work? I'm interested and listening, please share.

Great Leadership Resource

noreply@blogger.com (Voices of Leadership) — Tue, 08 Feb 2011 11:00:00 +0000

Pictured: From left to right, Garrett, Me, and Hunter and our
German Rottweiler Zeus, of course he's the boss!

In exactly one week, "From Bud to Boss," will be hitting the book shelves. I know many of you have already noticed and checked out the page on here, I wanted to give you my opinion of this book.

First, I would like to thank the authors, Kevin Eikinberry and Guy Harris for providing me with an advanced copy. Also, I would like to thank their incredible social media director, Becky Robinson for her vast knowledge of social media and her expertise.

"From Bud to Boss - Secrets to successful transition to remarkable leadership" Is a leadership resource that is well, remarkable.

I believe that there is something for everyone in this book. It is marketed as more for, "New Leaders" I can tell you there is plenty that most "Leaders" have not seen before, no matter what level of leadership that they have attained.

The book is laid out very well and speaks to you on a personal level. It's like having the authors sitting in the room with you. Their vast knowledge and more importantly, experience in leading, is evident in every page. This isn't a book filled with theories on how to lead people better, this is information that has worked and will work if you implement it into your leadership style and life. I believe that is what is most interesting to me, a lot of the actions they speak about will help you to become not only a better leader, but person.

Go to Amazon and pre-order it today! You won't regret it.

Lessons in Losing

noreply@blogger.com (Voices of Leadership) — Mon, 07 Feb 2011 16:30:00 +0000

Dave Martin / AP

There's a lot of celebrating fans in Green Bay today. The other side, Pittsburgh, not so much. It's tauted as the, "World championship" What can we learn from the losing team of Super Bowl XLV about leadership? Yes, I said, the losing team.

First things first, I'm not a big NFL fan. I watch it from time to time, but I'm not a die hard fan. I watched the Super bowl, because it's the last NFL game of the year and appeared it would be a good game, which it did not disappoint.

As the final ticks of the clock evaporated from the play clock there was elation on the Green Bay Packers sideline, while there was disappointment and defeat on Pittsburgh Steelers side.

As the two teams went in different emotional directions the first thing I noticed after Pittsburgh's coach, Mike Tomlin had shook hands with the Green Bay coaches was that while he was leaving the field, he had his arm around one of his players and was talking to him. Now, I've seen a lot of coaches in this situation just alienate themselves from their players and walk off the field alone. Much different then when they win, hugging, jumping into others arms, cheering one another. Coach Tomlin showed me a lot about his character and his leadership in this moment. He did what good leaders do in defeat, he immediately started to lift up his people.

Flash forward to the press conference. On one side you have Green Bay answering all the easy questions about victory, on the other, the Pittsburgh players and coaches answering all of the, "What if?" questions. Again, Coach Tomlin impressed me when he stated, " You may make excuses, not me, I will not make excuses, Green Bay played a heck of a game and made the plays they needed to win the championship"

Our human nature is to look to anything that we can credit with our demise in a losing situation, it had to be because _____ ( enter excuse) Coach Tomlin didn't do that, he did what good leadership does, he accepted his loss. He didn't deflect it to the QB Ben Roethlisberger two interceptions or to injuries to 3 starters. He took responsibility for the loss and then gave credit where credit was due.

I found an interesting quote by Coach Tomlin, when asked about the importance of winning the super bowl, "It's down the list, to be quite honest with you," Tomlin told Baptist Press. "I'm a husband. I'm a father of three. I'm blessed enough to be the head coach of this group of men, countless other things. I'm a brother. I'm a son. It's down the list."

Wow, a head coach in the NFL saying that winning the Super Bowl is down on the list of priorities? Maybe that's why he is the youngest head coach to ever win a Super Bowl? He understands priorities.

Coach Tomlin later then stated, "Football is what we do; it's not who we are. It is our job, it is our business. We all are very passionate about it, we all want to do very well at it, but [faith] keeps it in perspective."

This begs the question, Leaders, what are your priorities? Does your job or position define who you are?

What did we learn from losing?

Accept Responsibility
Don't make excuses
Immediately start to lift your people up
Importance of understanding priorities
Understand your job is what you do, it doesn't define you

You have any thoughts on losing or this article? I'm interested and listening, please share.

Courage

noreply@blogger.com (Voices of Leadership) — Fri, 04 Feb 2011 11:00:00 +0000

I wanted to show all of you what courage is. Nadin Khoury is a13 yr old middle school student who was attacked by 7 other kids while walking home from school. One of his attackers videoed and then posted the vicious attack, which ultimately led to their prosecution.

Most 13 old boys would have went into hiding, afraid and not wanting to discusses or relive that horrific 30 minutes of their young lives. Nadin didn't do that, he stepped up and appeared on, "The View" to discuss the event and the bullying that occurs everyday in America.

I want to honor his courage with this post and let it be a reminder to all of what courage is. This young man has taken a very scary and negative thing and is turning into a positive event that will hopefully give strength and courage to others to speak out against bullying.

Lastly, parents, get involved with your kids. There is no room anywhere for this kind of behavior. There are kids getting bullied everyday across America. The most tragic of these cases end with the individual who has been bullied, repeatedly, ending their young lives. Educate your children on appropriate behavior at school and what to do in these types of situations. Whether they are the victim or if they witness such behavior. Make them understand that this is not acceptable behavior toward another human being. Let them know that it's OK to come to you and let you know about it. This isn't about being tough or not being the wimpy kid, this is about treating others with respect and dignity regardless of who they are.

CEO Calls

noreply@blogger.com (Voices of Leadership) — Thu, 03 Feb 2011 11:00:00 +0000

One thing I've always enjoyed is when my Commanding Officer (CO) or CEO holds a, "CO Call" with my people. This is where the CO comes and meets with my people, face-to-face, in a very personal and close setting. The managers and any upper leadership leave the room and the CO talks and listens directly to the people in the trenches with no buffer. I want to talk about the benefits and rewards of this and why I think it's an excellent idea.

One benefit of knowing that these meetings will be happening, on a regular basis, help leadership ensure that they have already followed up on or addressed their people's concerns. When leaders have ignored or have not followed up on problems, I've seen cases where team's completely throw the leadership under the bus, sometimes rightfully so. Other times I've seen that one person's concern was very valid and actually brought about change in the organization.

Why is it a good idea for the upper management to meet with the people on the ground floor?

Uncensored communication: It almost becomes a, "Undercover Boss" situation. The only difference being is that the people know that they are talking to the main man/woman. It's good for the boss to hear it straight from the people on the front line. So many times when someone in the trenches sends a complaint or suggestion up the hierarchy it get's stomped out or watered down to the point that it is ineffective when it reaches the boss. When the message is sent directly from the person to the boss, the boss has the opportunity to hear the original message and then can ask more detailed and compelling questions to the person. Thereby getting a better formed opinion of the problem or solution.

Add's a human element to the boss: I have had CO's who were great at communicating the fact that they are just as human as everyone else. They tell anecdotes about their families and kids, their successes and failures. It allows people to see that they put on their pants one leg at a time, just like everyone else. It builds loyalty within the organization.

It shows that leadership cares and is concerned about everyone: To many times, people at the lower levels of an organization feel that they are unheard and uncared about. They feel like they are just another resource to be used and disposed of. When they are engaged by a caring leader who listens to them with concern, they will respond to this in a positive way.

Leadership can get a true measure of the organization: Once one person speaks and the group sees that they are not flame thrown or dismissed. The others will start to speak up, other like minded people will start to give positive or negative reinforcement to what is being said, therefore showing a majority thought process. This allows leadership to see when a problem is a growing concern among many, not just a select few.

Leadership can deliver a new plan directly to the people who will be executing it: One other thing that I've seen that is very effective is when the boss details a new plan, vision or mission to the people directly. The people can hear it straight from the source and understand what it is that is expected of them and how it will impact them. It also gives the people the opportunity to share their concerns with leadership about new plans, at which time they can be addressed or can be looked into further prior to the execution phase.

When this meeting is over, stand by for feedback not only from your boss, but your people as well. Be ready to write it all down and then follow up on it. CO's that follow up and ensure that problems or solutions are addressed and implemented are really showing the value of these meetings and reinforcing the fact that the leadership values it's people. You can do this at any level of leadership. When I was a departmental manager I would meet with the entire department and then I would meet with each individual division. It allowed me to hear what was going on and allowed me the opportunity to connect with and serve my people better.

What are some other ways we can engage with our people?

Because I said so

noreply@blogger.com (Voices of Leadership) — Wed, 02 Feb 2011 11:00:00 +0000

JOEL SARTORE / National Geographic Stock

Because I said so, that's all you need to know. I don't have to explain myself to you. Who's in charge here, me or you? Do you value your job? Can you afford not to work here? Do I answer to you? Get it done or i'll (insert blind threat.) Does any of this sound familiar? Have you ever said any of these things to your people?

I've seen many articles and posts about bullies in the workplace. I would like to pose a question to you, As a leader are you a bully? Do you lead with an iron fist and as if you are a dictator of some small pacific island? If you lead with fear,threats and intimidation, then you are a bully.

What is my checklist for a bully masquerading as a leader?

Closed door policy: You don't want or need to hear from your people. They will be told what to do, when to do it, and how to do it. There is only one way communication, you to them. There is no creativity, and no freedom for them to grow.

Intimidation: Maybe it is done by abusive language, maybe it's done by physically imposing yourself on others. It's implied threats, or examples made of those who don't tote the party line.

Manipulation: The workers are here for the furtherance of your career. You will use them up and go through however many you need to, just as long as you get the next promotion. Promises made, but never delivered on, you enjoy and encourage the brown noser.

Fear of reprisal: You execute the first one that steps out of line, let everyone see the price that will be paid for going against your will. You have your people walking on eggshells, never knowing when the other fist will fall or the next tirade will erupt from you. You demote or phase-out those that are not party members.

You make your people feel insignificant in your presence. Geesh, don't they realize they are lucky to be here under my hand? You remind your people daily that their best will never do, no matter the effort given. When one does garner the courage to approach with a new idea, they are informed that's the stupidest thing you've ever heard. You do the work, I'll do the thinking.

Do as I say, not as I do: I'm in charge here, I make the rules and that means that I don't have to follow them. You let your people know daily that indeed the corner office has it's perks and privileges.

Glory hound: Yes that's right, this company would never make it without my awesome leadership. I get the most out of people and make my deadlines, no matter the human cost. I'm sorry, that wasn't your idea, that was mine. So I took the credit for it. I'm the leader of this department so anything good coming out of it was my divine inspiration. Oh the bad, well that's always someone else's fault, they will pay for there mistake.

Wow, I had to stop. I could added some more to this list. If these things don't sound like a bully, then I don't know what does. If your a leader doing any of the above. Stop it. You are sacrificing the very people you should be serving. It's not the other way around, your people are not there to serve you and ensure you get your next promotion. Wake up, get a clue or move to your own south pacific island.

Have you ever experienced the bully disguised as a leader? How did they make you feel?

Untapped Resources

noreply@blogger.com (Voices of Leadership) — Tue, 01 Feb 2011 11:00:00 +0000

Photoexpress

Workers are leaving companies everyday in search of becoming their own boss and owning their own business. These are smart people with great ideas and the work ethic to make it happen. How can we use this resource and get them to stay, thereby unleashing their potential?

Let's look at a few things first. I came across this story in Forbes last night. It was about the world's happiest countries. In the article I saw the following quote about american entrepreneurialism:

"Alan McCormick, a managing director at Legatum, points out that the U.S. remains the envy of the world when it comes to entrepreneurialism, pointing out that during the recession year of 2009, Americans created 558,000 new businesses each month. That's 27,000 more per month than in 2008 and 60,000 more per month than in 2007."

Now, if there are that many people starting out as a entrepreneur, there has to be a way to tap into this resource where they are, right now. These people are not going out and starting businesses that they have no experience in. I'm sure there are a few that are starting out in a new area, mostly though, it is where they have already worked and gained experience. Mr. McCormick then went on to say this about entrepreneurial societies:

"Over the last three decades, new startups have accounted for nearly all of the increased employment in the American private sector. Entrepreneurial societies raise levels of expectation and produce a culture in which human potential is released, healthy risk-taking is encouraged, and where the fledgling business ideas of today become the global-selling products of tomorrow."

Here are someways, we can use, to unleash our people's untapped potential:

Raise levels of expectations: Look around you, there are people that are not being challenged in their current roles. Find ways to increase their participation and increase expectations. People will jump how ever high you've set the bar, so raise it up a few notches. Let them see that status quo will not work. The punch in and get a paycheck will not be excepted either. Include them in a new project or solicit their input on what they think needs improved and how they would do it, then let them improve it. Get creative, get out of your comfort zone as a leader and try new approaches. Most people want to be entrepreneurs because they want freedom. So give it to them with higher expectations.

Produce a culture in which human potential is released: Build a culture of trust with your people, encourage and reward them for coming up with new ideas. Don't always shoot them down. Let them help you create more efficient ways of working. When your people know that you trust them and you start letting them spread their wings, they will soar.

Encourage healthy risk-taking: This is an area where most leaders cringe. Don't be afraid to go out into new territory. Blaze a new path, get out of the, "This is the way we've always done things" mode. Encourage your people to come up with bold new ways to work and be efficient at what they do. Brain storm with your people and then utilize the best ideas. Once you show people that you will take their suggestions and implement them. It will encourage others to follow.

Solicit new ideas from our people: It's simple, ask them. Encourage real communication and feedback. People will respond to this. Find a way to say, "Yes" to their ideas. Companies spend millions of dollars on contractors and outside resources to find new ideas. You have a huge resource at your finger tips, from the people who work in your area of expertise. Use it.

Take action: Now that you have all of these awesome ideas, take action on them. Don't let them sit in your inbox or on your desk. Forward them up the chain and let your people know that you are taking action on their ideas and suggestions.

As leaders, we have to establish trust first before any of this will work. If your people don't trust you, they will not be receptive to any of this. The other thing to remember, if you are taking all of the credit for these new ideas, they will revolt on you and shut down. Give credit where credit is due, let your people shine. You will keep your retention high and keep good people from leaving.

In what other ways can we unleash our people's potential?

Are your insecurities holding you back?

noreply@blogger.com (Voices of Leadership) — Mon, 31 Jan 2011 11:00:00 +0000

According the John Maxwell's book, "21 Qualities" Security is a foundation for strong leadership. In discussing security he also states 6 common symptoms of Insecurity and how they can effect you. Let's take a look.

Comparison - You are always watching your peers, keeping score if you will. Seeing if your doing more or better then them. I think that healthy competition is good in the workplace. You just have to be careful not to let it get out of hand and allow it to lead to in-fighting or cliques in the workplace. Comparing yourself to others is negative when you are using it for self-promotion.

Compensation - You are "Owed" You feel that everyone and everything around you owes you because of your past.The universe has dealt you a bad hand and it's everyone else's fault and they need to compensate you for it. This, "What have you done for me lately" attitude will get you no where in life and annoy most everyone. Everyone has a story, everyone has had bad times. It's life, get used to it and move on.

Competition - As mentioned in comparison, competition is bad when it's done with the intent of gaining approval or attention to yourself. As I've said, healthy competition is good. It's just very hard to harness as a leader.

Compulsion - You feel driven to perform in order to gain others approval. If you read my post, "Man in the mirror" You know that I struggled with this one for most of my adult life. I still have to make a conscious effort daily to not allow myself to fall into this vicious cycle.

Condemnation - You judge others or yourself, which results in conceit or self-pity. I've had a few pity parties in my lifetime. Thankfully though I have made an effort to overcome this negative attribute and attitude. Life is going to throw you curve balls and bad hands. How it effects you and your attitude is completely up to you. No one can make you feel a certain way, you have total control over that. You just have to know it and stand in the truth.

Control - Your a control freak. You have to have your hands in any and every decision. You feel that you must take control, protect self and manipulate others to do your bidding. Embarrassed to admit it, but I've been known to fall into this symptom as well. It's very tiring and not efficient at all. You expend so much energy that you wear out quickly and do not empower those around you. You use them for what they can do for you, not what you can do for them. You rationalize this behavior as a "Self-defense" mechanism. The truth is, it is a selfish attitude and show's your lack of caring for anyone else.

To be really honest, I have fallen into one or more of these categories throughout my adult life. I have been a insecure person who allowed it to destroy friendships and those that I love. I'm not proud of this fact, but it has taught me much about myself. I want to take my negatives and turn them into positives by helping others. I want you to know that you can change, you can make a positive change. Start today, make the effort. Leadership is about changing, growing and challenging yourself. When you stop making the effort for positive change, that's when you have truly failed.

I hope that you have found this helpful. What are some of the things you have struggled with? Please share your experiences, It is truly appreciated and is helpful not only to me, but to others.

Your Inner Circle, Will they speak hard truth?

noreply@blogger.com (Voices of Leadership) — Sun, 30 Jan 2011 11:00:00 +0000

Photoexpress

As leaders we are going to make bad decisions and suffer failures due to that. What we need around us, in our inner circle, is people who are willing to speak hard truth to us out of care and concern for us. To see an example of how not to be helpful to your leaders, see my post here. King David had made some bad decisions, his friend Nathan came to him to speak some hard truth. Nathan used a parable to get the point across.

In 2 Samuel, chapter 12, verses 1 thru 15. We are told a parable by the prophet Nathan. Now Nathan was sent by God to confront David for his multiple sins, including murder. Now that's some hard truth that I hope that I never have to confront anyone about. So, let's see how Nathan handled the situation.

¹ The LORD sent Nathan to David. When he came to him, he said, “There were two men in a certain town, one rich and the other poor. ² The rich man had a very large number of sheep and cattle, ³ but the poor man had nothing except one little ewe lamb he had bought. He raised it, and it grew up with him and his children. It shared his food, drank from his cup and even slept in his arms. It was like a daughter to him.⁴ “Now a traveler came to the rich man, but the rich man refrained from taking one of his own sheep or cattle to prepare a meal for the traveler who had come to him. Instead, he took the ewe lamb that belonged to the poor man and prepared it for the one who had come to him.”⁵ David burned with anger against the man and said to Nathan, “As surely as the LORD lives, the man who did this deserves to die! ⁶ He must pay for that lamb four times over, because he did such a thing and had no pity.”⁷ Then Nathan said to David, “You are the man! ( Nathan explains to David the consequences of his sin, Skip to Verse 13 ), ¹³ Then David said to Nathan, “I have sinned against the LORD.” Nathan replied, “The LORD has taken away your sin. You are not going to die.. http://biblesearch.americanbible.org/NIV/2Sam/12/
Now David may not have listened to Nathan had he came right up to him and spoke the truth to him. Nathan was wise to tell David a story that he knew David would sympathize with and listen.
We would do well to learn from this example when we are the one's who have to approach our leaders or friends. Yes, the truth has to be spoken, but it's the delivery that really determines how they will receive your truth and counsel.
I also want to examine the fact that no failure is final, Yes, you will suffer the consequences of it. But, it is not final. How do we recover quicker from a major failure?

Own up to your failures: Many leaders feel that they have to hide or conceal their failures. It's much easier to deal with a failure if you admit it and get it out into the open. Additionally, the consequences are usually less then if you try to hide it.

Show forgiveness to your people: When we show forgiveness and grace to our people when they fail or make mistakes, we empower them to do the same when we fail. If your on your pedestal all the time, the first time you fall off it, not too many people will be giving you a helping hand.

Be accountable and responsible for your actions: When leaders hold themselves accountable it's a great example to our people. It also adds creditability to the leader when holding others accountable for their actions.

Be humble and willing to change: When we show our people that we are humble and teachable it empowers them to come to us and unleash their creativity. We allow them to see that we don't assume that it's our way or the highway.

Learn from failure: Whether it's you or one of your people, focus on the failure and the dynamics of how it happened. Don't focus on the person and turn it into a witch hunt. Record and pass along your findings to others, so they can learn from it as well.

Have you ever failed? How do we fail forward instead of on our backs? Please share your experiences, I get great delight in discovering others points of view. It truly helps me to learn and become better as well. Thank you.

Forgive and learn from it ; Accountability, are you holding yourself accountable?

Times gone by

noreply@blogger.com (Voices of Leadership) — Sat, 29 Jan 2011 21:27:00 +0000

My grandfather and me, when I was 2yrs old

I came across a post today that made me go back 33 years. It reminded me of the time I had with my grandfather, Cecil Farley. I wanted to share this with you. I can't say that it has much to do with leadership, but it is something very personal to me that I wanted to write about.

My grandfather passed away, of a heart attack, in November of 1978. I was 7, to sum up what he meant to me, I would simply state, everything.

I remember him walking with me, holding my hand and teaching me about life on a farm and all the wonders of nature. He would take me fishing at a trout stream that was close to his home. He would do most of the catching, turning the rod over to me to allow me the excitement of the, "Big catch"

I recall how he would sit with me on the front porch and just enjoy being with me. Other times, he would take me up to the woodshed, sit and crack walnuts for me to eat. I remember vividly how he would smile at me every time that I came running up to him. He would pull me up me into his arms,walking and talking with me.

There were times when he would take me for rides on his tractor, even letting me "drive" We would drive out to the barn or out to the field and check on the cows. Pointing out the various animals that we encountered and the different vegetables in the garden. Explaining how each should be cultivated, to achieve the highest yield.

Mostly of what I remember of him is his smile and how he made me feel accepted and loved. He cherished me and showed it in all that he did toward me.

My grandfather, my cousin and me

I have honored him by giving his name to my first born son as his middle name. When my son was old enough to ask me about his name. I told him he was named after my grandfather and his great grandfather. He asked, "But, why?" I explained to him the best way I knew how about the love I shared with my grandfather and how he should feel honored to have the name. I wish often that my children would have known their grandfather. I know he would have enjoyed them immensely.

One of the last memories I have of him, was shortly before he passed away. It was early November and cold. I was asking him to take me trout fishing. He told me that it was too cold to go fishing, but that as soon as spring came he would take me. He passed away shortly after this.

I hold to the hope that one day, My grandfather and I will walk hand in hand again, returning to the trout stream and go fishing together again. Mostly though, I long for the day that I can tell him, "I love you and I've missed you so"

Take the time to tell those you love, just that, that you love and cherish them. Don't think that another day will come or that you'll get the chance again. Life is but a vapor, a passing wind. Tell them today and everyday, every chance you get. Odds are that the day will come when you wish that you would have had just one more second with them.

"I'm gonna walk with my grandaddy,

and he'll match me step for step,

and I'll tell him how I missed him,

every minute since he left.

Then I'll hug his neck."

~Brad Paisley, "When I get where I'm going"

Company Culture

noreply@blogger.com (Voices of Leadership) — Thu, 27 Jan 2011 11:00:00 +0000

"When you put on khakis, you are no longer a Machinist’s Mate or Fire Controlman or Culinary Specialist or, you pick the rate. You are a Chief, and you are responsible for one thing and that is leading." ~ Adm Mike Mullen

On Tuesday night I had a wonderful conversation with a lot of very intelligent folks during #Tchat on Twitter. I was asked about the Navy and how we develop our culture. It's hard to answer that question when you only have 140 letters to use. So, I figured why not write a post about it. So here it goes.

One thing that helps the Navy define it's culture is, The Sailor's creed, it is something that every sailor learns and can quote from memory. Everyday in the Navy we recite the sailor's creed while at quarters or at muster. It reminds each and everyone of us that we belong to and serve a greater good. I have listed the creed below, with my thoughts on each part:

U.S. Navy

I am a United States Sailor. Simple statement that reminds us that we are part of and represent the United States and the Navy in all that we do.

I will support and defend the Constitution of the United States of America and I will obey the orders of those appointed over me. Reinforces that we do not set the rules, we are the ones that enforce and obey them. It also reminds us of the hierarchy that we utilize to get the job done.

I represent the fighting spirit of the Navy and those who have gone before me to defend freedom and democracy around the world. Establishes that we are not alone in what we do, and encourages us to continue to honor the heritage of those that have served before us. The last part of this is significant in that it helps us to understand not only a cultural belief but that we are carrying out the will of the american people in obeying our orders.

I proudly serve my country's Navy combat team with Honor, Courage and Commitment. This finalizes our progression from individual sailor, to Country and finally to our shipmates. It then reinforces the core values of how we are to conduct ourselves at all times, off and on duty.

I am committed to excellence and the fair treatment of all. I think this final statement sums up what the Navy has done, very well, for a long time. That is to celebrate diversity and to understand the acceptance of everyone from every walk of life, and how each brings unique points of view that can help everyone be more successful.

Think about how this creed could impact your companies culture, if everyday you and your co-workers recited a similar creed. It would reinforce so many great qualities that every company would love to have:

Sense of Team, part of something much larger then oneself.
Loyalty to one another and the mission.
Integrity in all that you do
Commitment to excellence and to getting the job done right the first time
Celebrate diversity and the uniqueness of everyone inside of a larger group.

I hope that maybe this gives you some ideas on how you can create a culture in your workplace that you would be proud of and would enjoy to promote.