Personal Goals for 2011

Last week we took the time to reflect on 2010 – the blogs, what you learned, your strengths & weaknesses. Now it’s time to consider what you wish to accomplish in 2011. Once you identify your goals – those things you want to change/improve – use this blog to solidify your strengths, to turn your weaknesses into strengths, and acquire new skills.

You obviously read this blog for a reason. I’ll venture out to guess that ongoing learning is part of your reason for being here. I look forward to the new year and journey ahead and hope that you get as much from reading these blogs as I get from writing them.

Year In Review – A Personal Reflection

This year’s blog posts discussed a variety of topics – from management style and inspiring leadership, to motivating and coaching others for success. Take some time to reflect upon what has been addressed here. What did you learn? What did you take away from reading this blog? Have you implemented any of the suggestions? Assess your current skills and consider your strengths and weaknesses. Do you truly consider yourself a leader/manager or is what you do on a daily basis strictly management? As you move forward with this personal reflection, prepare for learning and personal growth in 2011.

What’s their motivation?

An effective leader absolutely must be able to motivate his people. This seems like such a basic concept, but things that I’ve witnessed time and again remind me of just how many managers simply don’t seem to understand this. While people are at work for a paycheck, there has to be there more to it. Yes, the very basic agreement between a company and its employees is that work is performed in exchange for compensation. However, stopping there will severely limit your success potential. Employees need to feel valued and appreciated.

Do you make sure that your employees feel valued and appreciated? How do you do that? It doesn’t have to be costly or complicated. Recognizing people’s hard work can be as simple as a handshake and a “thank you” or as formal as a plaque presented in front of the whole company. It can be as inexpensive as a pair of movie tickets or as fancy as a cruise. How much would it cost to buy bagels or pizza for your department as a sign of your appreciation for their efforts? Now compare that with how it would make your employees feel.

This is very simple – a happy employee (and a motivated employee) is a more productive employee and more loyal employee. It’s completely within your power as the manager/leader to help improve the experience that your employees have at work. So put on your thinking cap and implement some simple ideas that will help you to motivate others.

Turning Difficult Times Into Leadership Opportunities

Despite the promises of newly created jobs, this recession is continuing to take its toll on employers and employees alike. Jobs are scarce, resources stretched, and people stressed. Put together, this list of ingredients presents a potential for an unpalatable recipe. A good leader/manager, however, will see these circumstances as an opportunity to practice good people (and resource) management. Lets assume that you already understand (either through common sense or by reading this Blog) the importance of inspiring your employees, helping them to feel valued and appreciated, supporting them, and helping them to find meaning in their experience with the company. Although no small feat, these things should be part of your everyday leadership/management practice.

Difficult times present the perfect opportunity for us to practice good leadership/management skills, and to show our respect and appreciation for others. Don’t let stress and limited resources become excuses for poor manners. Don’t ignore coaching and developing your people. What you do now will determine whether you’re able to keep great employees. Once the current economic situation improves (and it will), and people feel more comfortable making moves (and they will), it’s very likely that some of these stressed, unhappy souls will consider making serious changes. Remember that employees are a resource. Don’t risk losing them. As a great leader/manager, you can avoid the costly and time-consuming process of finding, hiring, and training replacements. Take the necessary steps now to ensure that as your company emerges from this recession, it does so with the stability and strength of valuable resources.

Avoiding Potential Pitfalls of Change

Change is not only inevitable, it’s essential to our success in business. When facing a change one of the most important elements is to have a clear vision. The lack of one can have disastrous effects. A vision must be not only clear but also well defined. It should only take a few minutes to communicate it to others. At the end of the presentation it should indicate their understanding and provoke their interest. Before a vision can inspire and be shared by others, it has to inspire the leader. It must be in harmony with the leader’s own values, and he must be willing to set an example with his own actions. It’s the leader’s task to convey the image of an exciting future to others, appealing to shared values and aspirations, thusly enlisting them to share the vision.

One way for an able leader to avoid the potential pitfalls of change is to always be aware of what’s going on around him. A good way of doing that is to listen. A good leader knows that observing and listening to others can provide valuable information. This information can prove crucial when dealing with change. Another way for a skilled leader to avoid the hazards of change is to look for new opportunities and be willing to take risks for the sake of change. In other words, a good leader knows that change is not only inevitable, but necessary for growth and survival, so he looks for change.

Team Formation and Team Leadership in Traditional and Virtual Teams

Consider your relationship with your employees. Do you have a connection with them? Nemiro (2004, p.40) stresses the importance of relationships formed by true team leaders. She states that positions (as well as the people who fill them) may come and go, but effective relationships have the power to influence people. It’s the connection created by a relationship that can inspire and persuade.

One of the more basic, but very effective, ways for a team leader to build relationships is to make an effort to connect with people. Taking the time to talk to someone and to really listen can not only strengthen the relationship, but it can provide insight and information that may prove to be an invaluable resource. We can’t possibly know all of someone’s strengths, talents, and interests simply by reading their file. A personal connection can reveal so much more. It can also inspire the other person to go the extra mile when we need it the most. Remember that virtual team members need and deserve the same attention and feedback as those who are part of more traditional teams (Duarte, 2006, p.76). If you’ve ever experienced leadership of those who showed genuine interest in each member of the group, as well as of those who seemed to distance themselves from the rest, fostering an “us vs. them” atmosphere, then you know the effectiveness of the two approaches was quite different.

Duarte (2006, p.85) notes that trust is often thought of in the context of long-term relationships. When people join together for a short period of time, building and maintaining trust is more difficult, which makes it that much more important and valuable. Limited (or non-existent) face-to-face contact can have an alienating effect on team members. As a leader of a virtual team, one must put forth “conscious and planned effort” into facilitating the feelings of trust among the team. Trust is a big component of true and effective teamwork. Consider a leader with a belief that if she keeps things from the team, she holds the key to power. Her lies and secrecy will have the potential for a tremendously negative effect on the team. Lacking cohesiveness, the team may easily fall apart before anything is accomplished.

Choosing the right leadership structure should be at the forefront of every leader. Considering the team members’ skills and values, as well as aligning the team’s vision, objectives, and tasks will enhance the team’s effectiveness (Nemiro, 2004, p.40). An effective leader will be able to assess the various aspects of the team, its members, and its objectives and choose the most effective structure. An “absent leader” who neglects to provide the needed support is as frustrating as a micro-manager who constantly interrupts when independent work can be performed. On the other hand, providing the right amount of autonomy, support, and feedback can foster creativity and success.


Duarte , D. L., & Snyder, N. T. (2006). Mastering virtual teams: Strategies, tools, and techniques that succeed. San Francisco : Jossey-Bass.

Nemiro, J. E. (2004). Creativity in virtual teams: Key components for success. San Francisco: Pfeiffer.

Power

Power is often defined as simply the ability to act, but power can be quite complicated. Many people want it, but not all who have it know what to do with it. Some abuse it, while others use it quite constructively. We’ve all heard the old adage that power corrupts and absolute power corrupts absolutely. Being a leader/manager comes with a certain amount of power, so it’s your responsibility to understand it and use it in a manner that will optimize the results of your efforts.

There are two kinds of power that are worth considering by anyone in a leadership position: positional power and personal power (Reardon 2001). Lets take a look at both.

Reardon (2001, p. 150) defines positional power as having to do with “how much formal power people perceive you to have”. Reardon further states that positional power comes in a variety of forms – status, visibility, centrality, relevance, job cachet, and autonomy. This suggests that one doesn’t necessarily have to be in management to enjoy some form of positional power.

Although your management position automatically affords you some level of power, the other factors can contribute considerably. While your current position is what it is, what you do with it is up to you. Being visible and involved* will contribute to the way others see you in a much more favorable way than being secluded and appearing non-interested would. Pay attention to the power that your current position gives you and what you’re actively and consciously doing with it.

Personal power refers to “traits and skills that make people influential” (Reardon, 2001, p. 165). Some achieve personal power through the means of expertise, dedication, or positive impression, while others rely on having the right amount of confidence or skillfully mirroring those in power. Regardless of which personal power traits or skills we utilize, the end goal is the same – to influence those around us in ways that will benefit us.

Do you have skills and expertise? Do people see you as committed and dedicated? Do you project confidence? Do you empower others? These are all very important questions as they are a crucial part of personal power. Take the time to examine your answers and formulate your plan of action.

Keep in mind that whether considering positional or personal power, you have the ability to affect it in your favor. You actions affect others’ perceptions of you. Those perceptions, in turn, will contribute to how much power they believe you to have.


*Being involved is not the same as micro-managing.

Reardon, K.K. (2001). The Secret Handshake: Mastering The Politics Of The Business Inner Circle. New York: Doubleday.

What Inspires You?

You have many responsibilities as a leader/manager, and inspiring others is a big part of those responsibilities. Before you can inspire, model the way, and lead others, however, you must first be inspired yourself. Consider the following questions: When was the last time that you reflected on your role as a leader? Why are you in a leadership position? Was it experience within your field that has brought you to this point, or was it your education? Perhaps it was a combination of both. Although career advancement and increased compensation are real components of being a manager, there is so much more when it comes to true leadership. Leadership is never simply going through the motions of daily tasks. A leader has to have a vision of something bigger and better, and the drive and skills to lead and inspire others to share his vision.

That which inspired you a decade ago may no longer be a source of true inspiration for you today. That’s OK. As people grow and change, so do their goals, beliefs, and ideals. What’s most important is your awareness of those things that inspire you the most at this point in your life and career. Knowing that will help you to be a better leader. Take the time to consider what you want to accomplish as a leader. What kind of impact do you want for your leadership to have on your employees, your customers, and the company itself? Answering these kinds of questions will help you to identify those things that inspire you.

It’s easy to get caught up in everyday tasks and to be distracted by all the “fires” that need our attention. However, in order to have a solid leadership foundation, it’s crucial that we know ourselves, examine our performance, and understand our motives. Being at the top of our game requires ongoing work on every level, so invest the time in those things that will help you to be your best.

Harvesting Talent

Every individual, and therefore every organization has various talents within it. It is in your best interest, as the leader/manager, to recognize, encourage, and utilize such talent. It’s no secret that properly matching people (and their talents) to specific projects, tasks, or positions within the company is a smart and beneficial way to manage. Although job histories and resumes can paint a picture of skills and talents, that picture is incomplete. Therefore, getting to know your employees can prove quite valuable. The better you know someone, the more likely you are to identify his/her skills and talents.

Think about what your employees are passionate about, what they’re good at, and what interests them. Knowing such things can help you to maximize the talent already present within the company. It may help you to make better matches between people and tasks, bringing with it happier, more satisfied employees, and better work results.

Clearly, getting to know your employees is a good way to understand the talent that’s available to you as a leader/manager. Although it may only take a few minutes and a casual conversation to gather the desired information, that task may seem much more difficult if you manage a large number of employees. Simplify things by targeting key people such at team leaders. Connect with them to better understand not only their talents, but also the talents of other employees around them.

Keep in mind that these conversations don’t have to be elaborate or happen all in one day. In fact, it’s better that you regularly take a few minutes to chat with different people. This is a good way to stay connected without compromising your busy schedule. The bottom line is that you have to pay attention and keep your eyes and ears open to identify talent. The better you understand what’s available to you, the better your chances of maximizing how you utilize your employees’ skills and talents. That alone can help you to become a more successful leader/manager.

Know Yourself

In the past, this blog has discussed the importance of having mentors, taking the time for self-assessment, and the need for rest and relaxation. This week’s entry combines all of those parts, while encouraging the leader/manager to get to know and understand the self.

As a leader/manager you have many responsibilities, plenty of work, and probably put in a lot of hours. In addition to your responsibilities to the company, its employees and shareholders, you must remember that you also have a responsibility to yourself. This means that you have to know your strengths and weaknesses, and must use and develop them to your benefit. It also means that you must know your own limits, so that you can take care of yourself and perform at your best.

Although this seems simple and obvious, it’s very important that we stop to think about it. Our days are filled with so many things that require us to focus our energy on others, that it’s easy to forget the self. Schedule some time where you assess yourself, your strengths, your weaknesses, your performance, and your needs. Whether this is done once a month or once a quarter, it’s important that it becomes a regular occurrence. If you have a mentor, feel free engage his help with this exercise.

The better you know yourself, the better your chances of using your talents to their fullest, strengthening your weaknesses, and being at your best. Knowing when to push yourself beyond your comfort zone and when to take much needed rest can be key in your accomplishments. When your performance is consistently at its peak, you will have the tools to manage, lead, and inspire others on the road to success.

Although the idea that we need to take care of ourselves first, so that we can take care of everything and everyone else is simple and straightforward, we tend to forget it. Get to know and take care of yourself so that you can be and do your best.

Persuasion and Relationships

Examining persuasion and relationships can sometimes seem like trying to figure out the old question of which came first – the chicken or the egg. Do your persuasive abilities affect the caliber of relationships that you’re able to form? Or are you more successful at persuading those with whom you already have existing relationships?

Consider the fact that relationships are a crucial part of everyone’s day at work. As long as we have some kind of contact with other people, we’re experiencing relationships. Successful managers/leaders know how to build relationships that are productive and beneficial. Power of persuasion can be quite handy when it comes to building relationships in the workplace because the right relationships can help to take you and your team to new levels of accomplishment.

On the other hand, your ability to influence and persuade your current employees depends on your existing relationships with each individual. Their image of you influences how receptive they will be to your persuasion attempts – trust, credibility, and expertise all play a big part. It’s in your best interest as an effective manager/leader to take care of the relationships in your professional life.

It’s a simple truth that the ability to influence appears to require building or having some kind of relationship. This seems to be the case regardless of the nature or longevity of the relationship. Whether it’s a store clerk influencing a sale or a manager working with people he sees daily, the ability to influence depends on relationships and our persuasive talents.

Given the importance of today’s topic, it’s worth expanding on a recent post that discussed some of the current theories of persuasion. Silberman (2000, p. 123) speaks of three ways to influence people – by connecting with others, assessing needs, and making a persuasive presentation. These suggestions make perfect sense. Connecting with others simply opens up a doorway for your persuasive attempts. Being able to correctly assess others’ needs, affords you the opportunity to provide the perfect solution. Finally, you can use the first two to make your persuasive presentation more effective.


Silberman, M. & Hansburg, F. (2000). People Smart: Developing Your Interpersonal Intelligence. San Francisco: Berrett-Koehler Publisher, Inc.

Expectations

What does the work environment look like if you as the leader/manager agree with the assumption that individuals are inherently motivated and want to do great work? What impact does such an assumption have on you, the organization, and the employees?

Our assumptions create expectations. Those expectations often turn into self-fulfilling prophecies. When management believes that people are inherently motivated and want to do good work, they will project these beliefs and corresponding expectations to others. It will be conveyed in actions, attitudes, and other non-verbal communications. Employees who experience a positive attitude toward them and know the management’s expectations, are most likely going to respond favorably. They will be encouraged to live up to management’s expectations. This kind of atmosphere creates a positive environment for everyone. Leader/managers may find it easier to be more effective at their jobs. Knowing that people are going to respond well to them may offer a kind of a boost in their confidence.

Consider your own expectations of those around you. Do you think of your employees as hard working and wanting to succeed? Or do you waste time and energy treating them like criminals, expecting that they’ll take advantage of you the moment you turn your back on them? It’s true that you may encounter such individuals at some point regardless of your expectations, but those will be few and far between. It’s more productive to focus on expectations that will motivate others to work hard and succeed. Examine your beliefs and assumptions as they play a great role in the kind of results you'll get.

Leader’s Role in Helping Others Learn

Consider the following question:

How is the role of the leader different when the leader is helping others learn rather than teaching others?

The answer is important because as a leader, you will be responsible for others’ learning. Helping others learn implies more involvement on the part of the instructor. A different kind of relationship exists here – one that underlines partnership. When it comes to choosing what and how to learn, helping others to learn suggests not only allowing the learner to be involved in the decision-making process, but encouraging it. This approach resembles coaching, where one person is there to guide and support the other, as well as to hold them accountable for what they’re learning. At the same time, the leader who is helping others to learn is held accountable herself.

Teaching comes in a variety of styles and can be done in a variety of ways. Teaching others seems to focus more on conveying information and leaving the decision of what to do with this information up to the learner. Although teaching can be done in an involving and active way, the relationship has more of a top-down feel/structure (rather than the partnership seen when helping others to learn). Learners can sit through a presentation daydreaming and absorbing nothing. The accountability is not as great for either teachers or students in this approach.

Coaching And Developing Others

Coaching and developing others is one of the many responsibilities that fall upon your shoulders as a leader. It’s also an important part of growing a successful business. Effective leadership involves commitment to coach and develop employees at all levels – empowering them to make strong decisions whenever situations require it (Cohen & Tichy, 1997). This is the exact opposite of micromanagement, which is a waste of both time and energy. The more capable and confident the employees, the better a company’s chances of success. The more commitment leaders show to their employees by taking the time to coach and develop them, the more they’ll get back from their people in return. The concept is incredibly straightforward – what you get from your employees is directly related to the efforts that you put into them. It’s a simple positive correlation. Of course it’s easier said than done, but it’s well worth the effort. Taking the time to develop leaders at all levels strengthens a company tremendously.

Successful leaders have to not only be willing to coach and develop others, but be passionate about it as well. They must be able to inspire and lead by example – two crucial concepts that we’ve already discussed. Coaching and developing others is a multi-faceted and involving undertaking. It requires planning and balancing. A good coach must have the ability to listen and to make accurate assessments. Her knowledge and experience should offer guidance without interference or being overbearing. A coach must have the ability to help another person to stretch themselves beyond their perceived limits.

Where do you measure up? Do you have what it takes to effectively coach and develop your employees? How often do you take the time to do it? Take some initial assessments, formulate a plan, and develop your company’s leadership forces.


Cohen, E., & Tichy, N. (1997). How leaders develop leaders. Training & Development Journal, 51, p. 58-72.

Integrating Knowledge and Values

Setting an example is a big part of the leader/manager’s responsibilities. One of the most important aspects of creating a multicultural organization is the examination of individual beliefs and attitudes. Being able to relate effectively in diverse settings helps us to create better relationships with our internal customers (other employees) and external customers (company’s customers). How we relate to others greatly affects our ability to work as teams. As we learn to not only tolerate and accept others, but to actually appreciate them, the amount of (service) energy we put into our dealings with them increases. As our efforts increase, so do our chances of success. Others can see how much energy we’re putting into something. Their perceptions of our efforts, in turn, affect how they interact with us. The idea of service energy offers a straightforward way of looking at how our own attitudes and efforts affect our ability to create a multicultural organization, and to then fully utilize it to better our business.

Compatibility in Values

Whether seeking business partners or employees, compatibility in values is crucial in building solid foundations and making lasting partnerships. Stressful and rapidly changing environments require compatibility in values, philosophy, and goals. The still struggling economy continues to present many industries and businesses with a variety of challenges. It’s no surprise that a true partnership, build on a solid foundation and mutual trust provides a basis for a more enduring collaboration.

If part of your responsibilities as a leader/manager, involves hiring new employees and/or assigning teams, it’s crucial that you understand the importance of value compatibility in building solid foundations and lasting partnerships. It’s in this kind of partnerships that you will find more productive and loyal employees. Partnering with someone who has talent and can achieve results is only part of the equation. To truly maximize your chances of success, you must not only understand value compatibility, but also utilize the concept to your advantage.

Keep in mind that finding people who share in your values doesn’t mean hiring a bunch of ‘yes-men’ who agree with whatever you say. In fact, nothing could be further from the truth. As long as the core values of those involved are compatible, having a team of people who bring different ideas, experiences, and ways of doing things gives you strength in diversity.

Imagine a group of people who share the same goal, but not the same core values. While certain ways of reaching those goals may be acceptable to some, that won’t be the case for all. For example, if the goal is to have a million dollars, some people may find it acceptable to rob a bank, while others won’t. Clearly core values of those two groups of people are very different and will play a very important role in how these groups can work together.

Once again, it’s one of the many responsibilities of a leader/manager to understand these concepts and utilize them in ways that will maximize potential for success. Pay attention, talk to your employees, examine their track records and look for clues about their values. Brush up on your interviewing skills to better understand the values of potential employees.

Matching Skills to Needs

A good manager knows that he should utilize the talent that’s available to him in the form of employees. A great leader will understand what’s in his toolbox of talent and use each talent to its full potential. Working with employees to align their interests and skills to the immediate and strategic business needs and challenges is an important part of a company’s success. We’ve all experienced the differences of working on things that interest us versus things that bore us to death. We’re more likely to do a better job when working on something we enjoy. It’s logical to assess an employee’s skills and interests and play up those things that will ensure their enthusiasm and commitment to a job well done. At the same time such assessment will show the company where and how they need to improve their workforce.

A coach can assess an employee’s skills and interests by utilizing effective communications – mainly listening. Additionally, encouraging the coachee to develop a career plan, while reviewing their own skills and interests, is a good way of aligning the company’s needs and challenges with their best resources – the employees.

Embrace Technology

For the most part, the promise of technology making our lives easier is true. In reality, there may be times when technology seems like a leash or an anchor tethering us to our work even when we’re away, and most of us have felt a fleeting bout of resentment brought on by our own dependence on today’s technological wonders. If you’re one of the many who would practically require a surgeon to be separated from your cell phone, you understand this all too well. However, using the right technology in the right way can help us to increase productivity and accuracy, make processes more efficient, and transform our world in ways that would be otherwise impossible.

The trick is to find the right balance. Technology changes so quickly that resolving to have the latest and greatest at all times is unrealistic, costly, and even counter-productive. At the same time, avoiding new technology for the fear of something new replacing it within a short period of time would be equally detrimental. While the old adage discourages us from trying to fix that which is not broken, systematic pursuit of growth and improvement is an absolute must. It would be irresponsible to avoid that which is new simply because the old ways seem to work.

As a leader/manager it’s up to you to seek out ways to improve the company’s current processes. Utilize the talents and resources available to you to assess and evaluate those processes, and make your decisions accordingly. There are many factors to consider – the size of a company, number of employees, ROI etc. If what makes your company special or unique are hand-crafted products, then introducing technology for mass production will make little sense. If, however, outdated processes are left as they are simply because of the resistance to change, you may be overdue in your evaluation. Seek out and embrace new technology – especially if it will cut your costs, improve productivity, give you an edge over your competitors, and/or generally make life easier.

Employees Are An Asset

Your employees are an asset to both you as a leader/manager and to the company as a whole. You already know that in order to get the most out of our assets, we need to take care of them. The same idea applies here – we must give the right kind of care and consideration to our employees in order to get their best in return. Hiring people is expensive. You (and the company) spend considerable time and energy to find and hire every single one of your employees. Furthermore, you hire people for a reason – you need a person to do certain work and you believe that this is the right person for the job. After you spend all this time and energy looking and hiring, it’s crucial that you take care of this asset. Failing to do so would be like buying something expensive then forgetting about it and leaving it to fall into disrepair. That would simply make no sense.

There’s nothing worse, nothing more toxic and wasteful than a company where the employee is seen as the enemy. If you feel the need to micromanage and believe that your employees can’t be trusted and must be watched every minute of the day, there’s something very wrong. You’ve either managed to hire the most sorry bunch of misfits this side of the Mason-Dixon Line, and need serious help with recruiting the right people, or you’re a paranoid micromanager and should get some help. Either way, if this is the kind of environment in which you work (and maybe even promote), then you have some serious work ahead of you.

Take a look at your employees and assess their talents and performance. Why were they hired? Are they doing the job? Are they living up to their potential? What are you doing to consistently get their best? It’s your responsibility as a leader/manager to evaluate and act accordingly, so that you (and the company) can reap the benefits of your employees’ gifts and talents, and nurture and develop their potential.

If you do work for a company where employees are not seen as assets, and feel overwhelmed by the idea of taking on the corporate culture, do your part by taking care of the assets in your department. Take care of the employees that you manage and reap the benefits that will come your way. Read through some of the previous posts to get ideas on how to coach and develop your employees, how to keep them happy, and how to get their best time and time again.

Taking Time To Recharge

Summer is in full swing. Traditionally, this is the time when people everywhere take time to get away, relax, and be with their families. Given how undermanned and thinly stretched some companies have become as a result of the economic chaos, the idea of employees taking time off may be a daunting one. This blog already addressed the importance of you taking time off to recharge. The same applies to all of your employees. Just as being able to get away and clear your head makes you a better and more effective leader/manager, having time off from work makes for happier, healthier, and more relaxed employees, and improves employee performance as a result.

Your responsibility as the leader/manager is to ensure that everyone gets some time away from their job. It’s up to you to figure out the logistics and make sure that it’s business as usual for the rest of the company. Being short-handed is no excuse for not giving your people much deserved vacation time. We all know that weekends tend to be short and full of errands and don’t count as vacation. You may even have to convince a dedicated employee to take some time off. So whether it’s a couple of long weekends or an actual week off, you have to figure out a way to let your employees take some vacations with minimal disruption to everyone else. Whether you spread the workload of the absent employee among his fellow workers or hire a temp to fill in, find a way to figure it out. Everyone needs time off. Never taking an actual vacation can lead to employee burn out, compromise the quality of their work, and even lead to them leaving the company. Be a leader/manager and take the bull by the horns. Be proactive and take care of your employees as well as yourself.

Minding Your Emotions

Part of being a great leader/manager is setting the right example for others. Part of setting a great example means not only being aware of your emotions, but also being in control of them (and the related behaviors). Emotions are part of being human, but emotional reactions must be kept in check at the office. It’s one thing to show excitement or disappointment, but emotional outbursts are an absolute no-no. The last thing a leader/manager needs is for his people to think that highly emotional behavior is acceptable at the office. When emotions run high, others may catch the fever and things can escalate.

High emotions are not only a bad example for your employees, they can also affect your business decisions. A decision that may be emotionally satisfying at the moment may prove to be disastrous (and irreversible) in the long run. Furthermore, making emotionally charged decisions will create an atmosphere of uncertainty, where irrational decisions are a high possibility. No one likes to walk on eggshells, especially when the reason is the boss who has the potential to “flip out” at any time.

Although leader/managers are fully human, and therefore emotional creatures, you have a responsibility to keeps your emotions in check, make rational decisions, set a good example, and promote a healthy work atmosphere. No small feat, but it’s all part of the job. If you think all of that is difficult, imagine trying to manage a group of emotionally irresponsible or unstable people. Instead, mind your emotions and give them something good to imitate.

Self-fulfilling prophecies

Just as good parents expect the very best from their children, so does a good manager when it comes to his employees. My last post talked about using stories as a way to teach and inspire. I’d like to share with you (a short version of) a story from my own past.

Nick was a troubled young man I coached during a time when a judge had ordered him to work at an office where I was employed. He came from a troubled background that led him to problems with drugs. Those around him expected him to fail and he followed that path. He was lucky to stand in front of a judge who wanted to give him a chance to make different choices. Eventually an opportunity presented itself where he was introduced to people who not only expected different and better things from him, but actually believed that he was capable of succeeding. In an environment where his past was not seen as his destiny, Nick was treated as if he was no different than anyone else there. Conveying positive expectations and beliefs in both verbal and non-verbal ways produced tremendous results. In the end Nick found his way onto a different life path. His journey wasn’t easy and the work never-ending, but he continued to make better choices long after he left our office. I eventually lost track of him, but hope that he continued to do the right thing.

I chose to share this story because it illustrates what tremendous difference expectations can make – be it those of others or the self. The story underlines the importance of expectations in self-fulfilling prophecies, as well as self-efficacy and the need for positive things in life. It shows how others’ expectations seemed to have shaped this young man’s life – as if choosing a life’s path for him.

So where do expectations fit into your daily life at the office? Do you have a difficult employee who’s bound to be nothing but trouble? Or one who’s never going to be anything more than a slacker? Pay close attention to your approach. What message are you sending? Your messages go beyond what you say – your body language can negate all of your words. How are you contributing to their behavior? Do you expect this person to be anything more than what you’ve seen so far?

I won’t tell you that expectations alone will fix all problems, but they make a tremendous difference in getting what you need from others. Consider that the next time you’re assessing one of your employees.

What's in a vision?

When facing change one of the most important elements is having a clear vision. The lack of one can have disastrous effects. Think about your goals. How do you see the end results? Your vision must be clear and well defined, and it should only take you a few minutes to communicate it to others. Make it short, sweet and to the point – and yes, interesting. At the end of the presentation (of your ideas) it should be obvious that your audience understands and that their own interest has been provoked.

But before a vision can inspire and be shared by others, it has to inspire you – the leader. Your vision must be in harmony with your own values, and you must be willing to set an example with your own actions. This goes back to the idea of walking the walk rather than telling people to do as you say, not as you do. It’s your task to convey the image of an exciting future to others, appealing to shared values and aspirations, thusly enlisting them to share the vision. If others see your passion and enthusiasm, they’re going to get curious. This curiosity provides you with the opportunity to share your vision with others, hopefully inspiring them and enlisting their help in achieving that vision.

Keeping Great Employees

There have been countless changes brought on by the recent economic turmoil. Many companies have resorted to drastic changes in their attempts to survive. Not all were able to survive. Cutbacks and layoffs sent ripples of fear and uncertainty around the globe. And those who still have jobs are grateful to have them.

Being grateful to have a job is not the same as being happy with the job and the company. Once the current economic situation improves (and it will) and people feel more comfortable making any kind of moves (and they will), it’s very likely that some of those unhappy souls will dare to make some serious changes – yes, quit. Are you prepared to lose some of your talent? Can you afford it?

So how will you keep your employees? How will you ensure that they’re happy – especially in an environment riddled with cuts and raise freezes? It’s quite simple.

Let us assume that you already know that while people work for a paycheck, they need more. Feeling valued and appreciated makes a tremendous difference. But is that enough? Times are tough and work is stressful. Now more than ever employees need to be able to connect with others at work. Give them a way to share their joys, fears, and concerns – a safe place to vent and express themselves – and you’ll be helping to build a community, stronger teams, and more loyal employees. Having a sense of belonging inspires people to stick around in good times and in bad.

So what are some ways to strengthen your teams and inspire your employees to stay? It doesn’t have to be complicated. Organizing lunches to bring people together over food and corporate sports teams are oldies but goodies. But why not take it up a notch? Support networks and work-related/professional clubs are a great way for people who have something in common to connect. Hobby and interest groups can be engaging and a great deal of fun. Online networking and blogging have become such a large part of today’s culture. Why not make them part of the company’s culture. They can offer so many ways for people to connect. They can be as formal or informal as you want them to be, but it’s a good idea to offer more than one way for people to connect.

Put on your thinking cap and come up with some of your own ideas. Remember to lead by example and inspire others to participate. Most importantly, have some fun doing it.

Leaders and Managers

A while back I found a story on businessweek.com, which spoke of Brian Alger, a Toronto-area entrepreneur who bought the Pop Shoppe – a chain of soda stores, which operated most successfully in the 1970s. At its peak, the Pop Shoppe was selling 1 million bottles a day at over 1000 locations across Canada. Its product was a discount soda, which could be purchased in cases of 24 bottles where the consumers could mix and match the different flavors to their liking. The Pop Shoppe closed in 1983.

When Alger decided to bring back the Pop Shoppe, he considered the different options. As a manager, he had to examine the many alternatives and make decisions regarding the potential success of the business. He scrutinized the idea of re-opening the Pop Shoppe stores, but decided against it because today’s consumers prefer the convenience of buying their soft drinks at the same store where they get the rest of their groceries. Alger realized that placing the product on the same shelves with the multitude of other sodas would result in failure since the big companies can sell their products for less.

He decided to sell his product using the nostalgia card. Available at various stores, his soda would be a treat, which could bring back the childhood memories for the many who enjoyed it years ago. The retro appeal would attract today’s youth. Since it would be seen as more of a special treat, the higher price would be acceptable to consumers. Alger also decided to keep the original recipe formula to ensure that favorite flavors would taste just as good as they did so long ago. Additionally, he decided to keep the label on the bottle simple and understated. This would make it stand out from today’s busy soda labels. This is another way to play the nostalgia and retro cards.

I’ve chosen to share this story with you because it demonstrates the various responsibilities a manager faces while making business decisions. It also underlines the necessity to have some sort of vision of a direction for the business – clearly a task for a leader. Finally, although the story doesn’t get into any details about Alger working with a team of people, it stands to reason that his journey included placing himself in a leadership role.

Reflect on your own journey as a manager and examine how much of your daily efforts include being a leader. Once you have a better understanding of that ratio, you can tweak and adjust it to better fit it to specific situations.


http://www.businessweek.com/innovate/content/dec2005/id20051216_985463.htm?chan=sb

Leading by Example

“Do as I say, not as I do.” How well do people respond to that seemingly simple sentence? How well did you respond as a child? As an adult? As children we felt disappointment at hearing those words. As adults, that disappointment can easily morph into resentment.

Put yourself in a position of having to follow a leader who sends the message of do as I say, not as I do. Whether he actually says those words, or conveys the message with actions (or lack thereof), your response will be the same. Why should you follow a leader who doesn’t walk the walk? Would you find yourself questioning his ability to lead? How much respect would you have for him?

If you want your employees to take you seriously, all of these questions are worth asking as you examine your own position and leadership skills. Do you invite your employees to follow you as their leader by leading by example? Do you have their respect? Do you treat them as capable professionals, or as children who should simply do as you say, not as you do?

Set an example for others and inspire them to do what you want them to do by doing the right things yourself. It’ll be easier to get your employees on your team, and having their respect will make it simpler to be a more effective leader. Remember that your success as a leader is a work in progress, but it’s in your hands nonetheless. Learn from your mistakes and search for opportunities to improve yourself every day.

Creating Positive Vibes

Times are tough – they’ve been tough for a while. Your company may have experienced cutbacks and reorganization. People are stressed, overloaded, and pushed to the limit. All of this is a perfect recipe for morale problems. Once again, it’s up to you to do something about it. The simplest and least expensive thing that you as the leader/manager can do is to make sure that your employees know that you appreciate what they do. If your employees are truly putting forth their best efforts, let them know that you’re aware of their hard work.

It can be as simple as walking up to an employee to thank them for their efforts. A handshake or a pat on the back can really make a difference. You don’t have to spend half an hour chatting it up or re-living the project play-by-play. You can take a couple of minutes at a meeting to recognize someone, speak up while you pass them in the hallway, or just walk over to their desk to talk to them.

Be as specific as possible. If you’re recognizing the work someone did on a particular project, say so. If it was their suggestion or idea that made some notable difference, tell them that. Finally, if you just want to thank them for showing up each day, doing their best, and being part of the team, tell them exactly that. Most importantly, be GENUINE. Lip service can do more damage than you can imagine.

As always, there are a couple of things to consider: (1) keep an eye out for opportunities to recognize people, but don’t do so if it’s not deserved, (2) make sure that you’re not focusing on any single person in such a way that others may think you favor them, and (3) don’t thank everyone for everything all of the time – it won’t seem genuine or have the same effect.

Mind the Corporate Culture

Every company, big or small, has a culture of its own. Corporate cultures are deeply rooted and difficult to change. They also have a tremendous effect on almost all aspects of the business – from how business is conducted to how employees are treated. It’s very important that you, as the leader/manager, are not only aware of the corporate culture, but also have a fairly good understanding of it. You don’t necessarily have to be an expert on your company’s culture and its roots/history, or even buy into it completely, but you have to know enough to know how it affects you and your employees.

Take a look around and try to pinpoint some of the more obvious aspects of your company’s culture. How does it compare to other places where you worked? Are rules different for different people? We’re not necessarily talking about the kind of differences that may come with seniority, level of education, or position at the company. This is more about whether employees are being treated differently based on their gender or skin color, or simply because they’re singled out (in either a positive or negative way).

Once you’ve identified some of these main aspects of your company’s culture, consider a couple of things: (1) how do these compare with your own convictions? (2) how do these affect you and your employees? You may find that you’re not on board with every single idea, but that’s part of life. In life as in our careers, we assess the good and the bad, and decide what’s important to us and where we’re willing to compromise and/or sacrifice. An even more significant consideration are the effects corporate culture has on you and your employees. Does it support you and your employees’ success? Or does it hinder it? Is a capable and deserving employee being overlooked or held back because of race or gender?

These are difficult questions, but they must be considered. It’s your responsibility as the leader/manager to understand what’s going on around you, so that you may do your job effectively. Although identifying things that you find disagreeable or which you see as detrimental to your (or your employees’) success is crucial, you’re not expected to change corporate culture. At least not overnight. So while you may choose to work towards such change as a long-term goal, your immediate focus must be on getting creative and finding alternative ways of getting around obstacles. The better your understanding of your company’s culture, the better your chances of being successful in that environment, and therefore being able to support others more effectively.

Taking Time Off

As a gorgeous Memorial Day weekend comes to a close, it seems only right to discuss the importance of taking time off. Leader/managers tend to be driven and hard working. Given the immense amount of responsibilities and the never-ending to-do list, it’s all too easy to put off your R&R to take care of all the things that require your attention.

Dedicated and hard working as you may be, it’s important to realize that you can’t run on empty, and will have to refuel sooner or later. You know that you’re most effective when you’re at your best – and you can’t be at your best when you’re tired or burned out. If you don’t have a backup person (or team of people) to tend to at least the very basic of your responsibilities during your absence, you’re in trouble (and so is the company). Appoint a person, or put together a team of people to fill in for you if need be. This will not only come in handy when taking some time off to rest, you may need it for an unforeseen personal event. So although today’s topic is about taking time to rest and rejuvenate, a backup is simply part of good planning and an absolute must.

Once you have a plan in place, schedule to take some time off and ENJOY!

Productive Feedback

Chances are that you as a leader/manager take the time to coach and develop others. Although it may not be realistic to have weekly one-on-one meetings with everyone who reports to you, it’s your responsibility to regularly spend time with your key people. If you don’t already do this, you really should start. Take a look at some previous posts that discuss the importance of coaching and developing your employees.

The purpose of these meetings is to coach and develop your employees, to listen and offer feedback, to challenge and give credit, to brainstorm and inspire. Both you and your employees should look forward to these meetings and see them as productive and beneficial. That’s not to say that problems should not be discussed and the meetings ought to be superficial. That’s not the case at all. However, it’s your responsibility to make sure that any problems or issues are addressed in a respectful and non-threatening way, and that no meeting focuses on only the negative. Even if you meet solely to discuss a problem, the meeting must contain positive aspects (such as looking for solutions and recognizing the employee’s ability to succeed) in order for it to be most effective.

If your employees start to dread or avoid such meetings, you absolutely must figure out what’s wrong. Never let your one-on-one time with your employees become known as the “weekly beat-down” (or whatever the frequency). Not only will these be a waste of time, both you and your employees will miss out on serious growth and success opportunities.

Not sure how you’re doing with your one-on-ones? Ask your employees. Get their feedback on how to best maximize your time together. Their involvement can serve as a motivator to both of you.

Celebrating Small Victories

One of your many responsibilities as a leader/manager is to keep track of progress, goals, and projects. You most likely already understand and follow the concept of breaking down large goals/projects into smaller, more achievable ones, but do you take the time to acknowledge the successful completion of those smaller goals? Even further – do you take the time to celebrate them? This is a very simple but powerful idea.

Breaking down large goals/projects to make them more manageable is only half of the story. As your employees complete the smaller steps, take the time to recognize and celebrate their success. In doing so, you will not only highlight the results of their efforts, but also underline the progress that is made towards the larger goal/project. Help your employees to see both the obvious and the not-so-obvious.

There are many ways to recognize the results of your employees’ efforts. Use your imagination and get creative. For example, you can use an existing meeting as an opportunity to note the latest success. Taking a few minutes to personally praise each person’s work is a very positive and personal way to encourage further success (of course the number of employees directly involved with the project will limit your ability to do this). Something as simple as buying bagels or pizza to mark the successful completion of each stage can be very effective. Whatever you do will send a message, so take the opportunity to send the right kind of message. By recognizing your employees for their hard work and underlining the successful completion of each step, you will encourage people to move forward and help them to see the progress brought on by their efforts.

Avoiding potential pitfalls of change

Change is not only inevitable, it’s essential to our success in business. When facing a change one of the most important elements is to have a clear vision. The lack of one can have disastrous effects. A vision must be not only clear but also well defined. It should only take a few minutes to communicate it to others. At the end of the presentation it should indicate their understanding and provoke their interest. Before a vision can inspire and be shared by others, it has to inspire the leader. It must be in harmony with the leader’s own values, and he must be willing to set an example with his own actions. It’s the leader’s task to convey the image of an exciting future to others, appealing to shared values and aspirations, thusly enlisting them to share the vision.

One way for an able leader to avoid the potential pitfalls of change is to always be aware of what’s going on around him. A good way of doing that is to listen. A good leader knows that observing and listening to others can provide valuable information. This information can prove crucial when dealing with change. Another way for a skilled leader to avoid the hazards of change is to look for new opportunities and be willing to take risks for the sake of change. In other words, a good leader knows that change is not only inevitable, but necessary for growth and survival, so he looks for change.

Providing Meaning for Employees

Do you believe that a happy employee is a better employee? It’s true – a happy employee is much more likely to be more productive, more dedicated, and more loyal. It’s your responsibility at the leader/manager to understand what makes your employees happy. Considering that the phrase “happy employee” can be interpreted in different ways, so it’s up to you to figure out what’s true for different individuals. How do you do that? Simple – talk to your employees. Even though ideally this conversation should first take place during the person’s job interview, it’s never too late to start talking.

Although there are many components to a person’s happiness, this week’s blog will address the satisfaction brought on by meaning. Humans have an intrinsic need to find meaning – meaning in the world around us, our lives, what we do, and ultimately ourselves. It doesn’t take a genius to figure out that people who see their work as meaningful, will be much more fulfilled (and happy) with what they do.

Your task is to first find out what’s meaningful to an employee, and then to help that employee find meaning in what they do. Daunting as this mission may appear, it can be accomplished fairly easily. Once again, open and ongoing communications are a crucial part of our success (this is an ongoing task, not a one shot deal). Each employee must understand the importance of what they do each and every day that they show up for work, and how that fits into the greater picture of the company as a whole. There is a reason for the existence of every single position within your company (or at least there really should be). You have to make sure that your employee knows that reason and is able to understand how he contributes to the overall success of the company. It’s that kind of ongoing contribution that brings meaning to what we do.

How Do Leaders Discipline Employees?

As a leader/manager, there are times when you have to deal with issues. Having to discuss problems or discipline an employee can be difficult and uncomfortable. Consider that as awkward as that can be for you, it’s most likely even more difficult for the employee. Although experiences may differ depending on the seriousness of the situation and the personalities involved, there are some basic rules that leader/managers follow. These simple dos and don’ts will make dealing with problems easier.

DO:
• Show respect to all parties involved – treat people as adults & professionals
• Take on a non-threatening approach
• Give the opportunity for all sides to be heard
• Show support & be part of a solution
• Encourage cooperation


DON’T:
• Scold, embarrass, or humiliate others
• Discuss problems in front of other employees (unless they’re directly involved)
• Threaten or try to intimidate
• Assume
• Play games
• Blame/point fingers


Even though these are such simple guidelines, time and again managers get caught up in the situation, the emotions, or their own power. Consider how you’d like to be treated. Keep in mind that what you do and how you conduct yourself will not only affect the situation at hand, but your relationship with your employees as well. It’s your job as the leader/manager to always put your best foot forward regardless of the situation, so pay attention to your actions, your words, and your body language. Finally, make each shortcoming/mistake an opportunity for improvement.

Power vs. Authority

The words ‘power’ and ‘authority’ are both associated with managers and leaders, and they tend to be used interchangeably. In reality, there is quite a difference between the two. Power is the ability to make someone do things regardless of whether or not they want to. Consider making employees perform certain tasks at work under the condition that compliance will let them keep their jobs. Authority, on the other hand, is the skill of using your personal influence to get someone to willingly do what you want.

It may be difficult to grasp the distinction at first glance, but there’s definitely a difference – and good leaders are all about authority, not power. Power is easier by design. It can be bought and sold, and it can be given and taken away. Power can get the job done, and you can ride the power train for a few years, but it will not bring consistent results for very long. Power has the tendency to damage relationships, and it does nothing to inspire.

Authority, on the other hand, is about our personal character and the influence we build with others. It requires a lot of work and ongoing efforts, but the payoffs are well worth it. Authority inspires performance and fosters healthy relationships – it’s authority (not power) that will bring long-term success.

When contemplating the ideas of authority and power, consider how you may respond to doing something because you have to versus because you want to. It’s human nature to put more effort into what we want to do than those things that we have to do. Would you respond in the same way to someone that you respect and/or admire as you would to someone that you fear or resent? Power may get things done, but authority will inspire more effort and better things. Effective leaders know the difference and use their efforts to lead with authority not power.

Creative Motivation

A few weeks ago, this blog addressed the current economic situation in terms of what is known as an employers’ market. This week’s blog will explore ways to help you keep your employees more satisfied and motivated, so that when the economy takes off in the right direction, you’ll be able to retain the company’s talent. If your employees are sticking around simply because there’s not much else out there, chances are that they’ll be gone as soon as the right opportunity presents itself. It’s up to you as a leader/manager to help make your company a worthwhile experience for your employees.

If your company is like so many others right now where raises and bonuses have been eliminated, you’ll have to get creative finding ways to reward and recognize employees. Talk with your people and find out what else would inspire them, and remember that answers will differ from person to person. While for some the ability to telecommute, or a more flexible work schedule may be quite valuable, others may find new projects, new responsibilities, or new opportunities what matters most. Keep in mind that for some people being recognized for their efforts and work well done can be as important as a raise. Consider that something as simple as a restaurant gift card or tickets to a show or a sporting event will cost the company considerably less than a raise or a bonus, but it will convey the message of your appreciation.

Find ways to tell your employees that while these new benefits may be all that you can do right now, you still want to express your gratitude for their talents and hard work. Again, the key is to find out what’s important to your employees and do your best to offer that to them. Help them see the value of the new and/or more creative benefits – whether it’s convenience, a learning experience, or a way to relax for an evening, every little benefit counts. Get creative and find affordable ways to keep your talent by inspiring loyalty within your employees.

Staying Positive – Guiding Employees

You already know that modeling the way is a big part of being a successful leader/manager. Something else to keep in mind is the seemingly simple idea of staying positive. Times are tough and it’s easy to get wrapped up in the doom brought on by sales numbers, the media, and the still shaky global economy. As a manager, you probably have access to some information that’s not available to all of your employees, and not all of this information is positive or inspiring. Having such knowledge can further thrust us into the negative state of mind.

You have the responsibility to keep yourself in check and to find ways to be positive. Understand that I’m not suggesting living in a world of fantasy where unpleasant reality is replaced with unrealistic bouts of positive thinking. Smiling in the face of death is foolish. What I’m saying here is that you must have the ability to focus on moving forward toward realistic solutions. It’s up to you as a successful leader/manager to find the positive and help your employees see and utilize it. Will you be able to find the positive in each and every situation? That depends on your own personality. The ability you should have is one where you can move forward toward a better and more positive future.

Pay attention to what’s going on in your own head as well as to what’s happening around you. Find positive in everyday situations and use that to help your employees (and yourself) to get through tough times. Staying realistic and positive is simply a part of modeling the way.

Inspiring Leadership

Time and again this blog has stressed the importance of inspiring employees and modeling desired behavior. This week will focus specifically on helping others to become more leader-like. This is not to suggest that you’re going to look for your own replacement, or that you’re going to add more chefs to your kitchen. The idea here is that well-developed leadership skills can improve overall performance, giving you and your team a better chance of success.

While some of your employees are naturally stronger leaders than others, it’s up to you to identify and assess their leadership skills. Consider that employees who exhibit sound leadership skills have increased potential for being successful and productive – in other words, valuable team members. Having said that, it’s no mystery that it’s in your best interest to seek out, foster, and encourage the development of leadership skills and characteristics in your employees.

Regardless of how rough or polished your employees are when it comes to leadership, helping them to hone their skills can benefit you both. But where should you start? Take a look at each individual and identify his or her leadership strengths and weaknesses. Once you have some kind of a baseline, you can apply your efforts and energy towards the desired changes. While not everyone will be able to achieve the same levels of leadership skills, any improvement will be considered as a positive.

Keep in mind that while resources such as books and articles, seminars and workshops most definitely have their place, you must take an active role in this endeavor. Your efforts should extend beyond modeling behavior. Empower your employees. Encourage leadership by promoting taking initiative and support responsibility. Make available the required resources as well as your own time and attention when needed. Most importantly, keep at it. This kind of undertaking will require time, effort, and consistency.

Dealing with stress at work

Work can be stressful – especially during challenging economic times. Chances are that you and your employees are facing more pressure and more responsibilities. As a leader/manager it’s your duty to model desired behavior by demonstrating how to best deal with stress. If you’re reacting poorly and not handling your own stress properly, your employees will see that. Not only will it be unclear to them what is acceptable behavior for dealing with stress, they won’t have much of a reason to come to you for guidance regarding this issue. Why would they seek you out if you don’t handle your own stress effectively?

Whether you promote blowing off steam by engaging in physical activity, utilize laughter as your choice of medicine, or simply talk to someone to get things off your chest, having at least one way to reduce stress is key. Keep your own stress in check and feel confident that you’re modeling desired behavior to your employees. Of course, it may be a good idea for you to get involved in helping your employees deal with their own stress. Go beyond simply modeling behavior. Give them ideas. Give them tools. Whatever you do, be active in reducing your stress and help your employees reduce theirs.

It’s an employers’ market……now what?

Given the current state of global economy, we all know just how scarce jobs are. But what does that mean to an employer? More importantly, what does that mean to you as a leader/manager? One may assume that many employees are motivated to keep their existing jobs more than ever before. If yours is one of the few companies that are hiring, you probably have a much larger pool of candidates applying for jobs. So where does that leave you? The phrase “employers’ market” can sometimes give a false sense of security, suggesting that somehow your job is easier, but nothing could be further from the truth. An employers’ market doesn’t come with an endless supply of problem-free, super talented, unbelievably motivated employees.

Your new/current employees are probably quite happy to have a job. But what motivates them? If having a paycheck is the only reason someone shows up, you as their leader/manager have your work cut out for you. It’s much easier to lead and manage happy, involved, and motivated employees than it is to motivate people who are there simply because they have no other choice.

The bottom line for you as the leader/manager is that you can’t mistake the current economic state for a big advantage in your favor. It’s crucial that you continue to lead, manage, guide, support, inspire (etc, etc, etc.) like you would if it was an employees’ market. Bring out the best in your employees. Unite your team, and take advantage of the talent that’s available to you to get through these difficult times.

Micromanagement – the silent killer

You as a leader/manager have a great deal responsibilities. Most of those responsibilities simply come with the job title, while others are probably self-imposed. Combined, they add up to a lot of work. Any good leader/manager knows that he can’t get everything done by himself. That’s where employees come in – there to help you complete tasks and projects as you (and your department) move towards the multitude of goals.

One of the most important questions that you have to ask yourself periodically pertains to your management style. Each day and each project require your management skills. How good those skills and how well you manage others will have a tremendous impact on employees’ success (and consequently your success). Do you support and empower your people, trusting them to get their work done? Or do you mistrust and expect failure, constantly demanding to be in the midst of all they do? Are you a micromanager?

Micromanagement is not only a waste of time and energy, it creates a negative atmosphere by promoting mistrust and paranoia. If your team is filled with people who are not capable or trustworthy, you must seriously consider replacing such employees. However, if it’s nothing more than your nature (or your own paranoia) that drives you to constant checking up and questioning of your employees, your management is destructive in its nature.

Remember previous posts about self-fulfilling prophecies? We tend to get exactly what we expect. What do you expect from your employees? Do you treat them with respect, or mistrust and suspicion? Give your employees tasks and responsibilities. Provide them with support and resources. Make it clear that they should come to you if they have questions or issues. Then treat them like adults and professionals, and let them do their work.

Micromanagement can sneak up on anyone, so don’t let your guard down. It’s your job to constantly assess your own skills and performance, and make changes and adjustments as needed. Be involved and supportive, and be a great leader/manager.

The art of combining leadership and management

Everything discussed in these blogs comes down to one point – the idea of successfully combining leadership and management. It’s easy to get wrapped up in the daily responsibilities, issues, and surprises. We all have projects and deadlines, and most of us have someone above us to whom we have to answer. The current economic situation brought with it new challenges and new worries, further cementing our focus on daily organization.

While fewer in numbers, there are those who have the ability to focus solely on leadership. Although equally as important, leadership focus alone misses out on the absolutely crucial tasks often associated with daily operations of a business. Our goal then, as we work on improving ourselves as leader/managers, is to successfully combine the two, and designate our attention, efforts, and energy to both. It’s not an exact science and we have to be flexible. Focus has to vary according to need, situation, alignment of celestial bodies….etc. Your job as a successful leader/manager is to pay attention and know when to wear what hat. You must be able to not only assess the situation as it looks at the moment, but also to anticipate the future as much as possible.

Keep in mind that your journey’s focus should be on ongoing improvement. As we strive for excellence (not perfection), the journey has no real end. Instead, the achievement of each goal is but a stepping-stone as we move forward.

How good are your people skills?

Good people skills are a must to a successful leader/manager. Consider the wide range of (your) tasks that rely on your people skills:

1. Coaching and developing employees
2. Leading and inspiring employees
3. Encouraging and motivating employees
4. Supporting employees & peers
5. Setting an example/modeling desired behavior
6. Developing beneficial relationships
7. Utilizing available talent

These are just the tip of the iceberg. Surely, you can add to the above list.

When was the last time that you assessed your people skills? Do you know where to begin such an assessment? Think about you behavior around others. Are people open and trusting with you, or are they reserved and seem fearful/mistrustful of you? Are you available to others and willing to listen to them and answer their questions frankly and honestly? Such simple questions can provide a good appraisal of your people skills.

This kind of assessment is even more important during tough economic times. Do your employees know that you value and appreciate them? Are they stressed and stretched to the max? If so, do you encourage them to rest and re-charge? Are their talents aligned with their tasks and projects? Limited resources and reduced numbers of employees make it crucial for us to work efficiently and utilize the available talent to the max. This also means maximizing our own talents and focusing on self-improvement. Take the time to consider your people skills. No matter how good they may be, there’s always room for improvement. The better your people skills, the better your relationships, and ultimately the better the results of all of your efforts.

Who Leads the Leader?

As a leader/manager, it’s up to you to lead, inspire, and manage your employees. It’s also your responsibility to coach and develop them, and to help them grow. You may even become a mentor for some. But who guides and supports you? Do you have a mentor?

It’s very important that you as the leader/manager know when and how to recharge your batteries. It’s also important that you have your own support network. Ideally, this network should consist of a mentor whose knowledge and experience can guide and teach you, as well as peers who can share with you their own experiences as you support one another. If you don’t already have such a support network, or if your current network could use some bulking up, it’s well worth your time to devote your energy to such a task.

So, who’s a good mentor candidate? It could be a (current or former) teacher or supervisor, or someone you met through a business or social connection. A mentor tends to be someone older, someone who has more knowledge (or different knowledge base) and more experience than you, so that you can benefit from their experience. This person should be able to teach, guide, and nudge you to stretch and challenge yourself, but not make your decisions for you.

A network of peers can consist of colleagues, (current or former) fellow learners, friends, or business acquaintances. These should be people who face similar challenges and have relevant experiences, making sharing and supporting one another of benefit. Keep in mind that building a network of supportive peers will take time, and maintaining it will require your efforts and energy. However, if done well, it can pay off tremendously.

Take the time to examine your current support network. How solid and varied is this network. Does it need to be expanded and/or strengthened? Do you have a mentor? How effective is your support network and your mentor? Remember that change is part of life, so if your network isn’t working like it should, make the necessary changes. If your mentor no longer offers what you need, consider asking someone else to fill those shoes. In order to be the best leader/manager, you have to take care of yourself first.

Motivating Your Employees

How do YOU motivate your employees? Do you even know what motivates them? Different people are motivated by different things. Some people have a number of things that motivate them, while others focus on only one. The point is, it’s your job as a leader/manager to help your employees figure out what motivates them so that the two of you can use that knowledge to optimize the employee’s performance.

Why does any of this matter? Very simply, it matters because everything that we do – from the simplest to the most complex – we do for a reason. This means everything at work as well as everything outside of work. So how do you figure out what motivates others? It’s simple – take the time to talk to your people. This is why it’s so important to coach and develop your employees. It doesn’t mean hours of one-on-one. Ten to fifteen minutes will be plenty of time.

Keep in mind that some employees may not even completely understand what it is that truly motivates them. This is a perfect opportunity to help them figure it out. Once you know what motivates an employee, the two of you can formulate a plan that will optimize his performance and increase his satisfaction. Understanding what motivates someone allows you to offer to him the most effective kinds of rewards. While for some motivation will come in the form of a paycheck, others look for personal satisfaction of a job well done or the recognition of others. Pay attention to what each employee is saying to you, and remember that you may have to read between the lines to hear the real message.

The Art of Listening

How good a listener are you? If you’re the boss, you may be thinking that others are supposed to listen to you, right? Well sure, but that’s only part of the equation. How important is it that you listen and do it well? As a leader/manager, you have the great responsibility of not only listening, but also actually hearing others. This may mean listening to your employees, your colleagues, your supervisor, and your customers. It means hearing the words, the messages, and any hidden meanings.

Being a good listener can benefit you in so many ways. Listening to others can provide you with the opportunity to receive valuable feedback and great ideas. It can also invite others to share with you promoting open communications and the exchange of ideas. As a good listener you will model the way and set a good example for others.

While at a first glance listening may not seem as important as the mountain of other responsibilities that you face each day, it can prove to be detrimental if neglected. There’s an old adage that tells us that having two ears and one mouth means that we should listen trice as much as we speak. Clearly there’s a great deal of wisdom in those words.

So how good a listener are you? Take some time this week to consider your listening style, habits, and effectiveness.

Modeling the Way

In the past this blog has addressed the importance of modeling the way. As a leader/manager, you have the tremendous responsibility to show people how you want them to work and behave – so much so, that it’s worth bringing up again. The old do-as-I-say-not-as-I-do may work some of the time with some people, but it’s not very effective for long-term success. Consider how you feel when someone expects one thing from you, and does something else. When you behave in this way, you give your employees reason to doubt your leadership abilities, and maybe even resent you.

Take time this week to consider how you measure up. Dedicate a couple of minutes at the end of each day to review what behavior you have modeled (and therefore inspired) for that day. Is yours the do-as-I-say-not-as-I-do approach? How effective has that proven thus far? Although it may seem like the easier way to go, it’s not a leader’s way. All of the day’s responsibilities can be tiring enough to tempt taking an easier way out, but your desire for long terms success should take it off your list of options. Leaders are not dictators or tyrants. They do not bring fear and resentment, but rather inspire all of those positive things that bring victory and success for the team and/or company. So if you want your employees to know that you expect hard work, or positive attitude, or team players, tell them, but also show them exactly that by modeling those things with your own behavior. It’s up to you as the leader/manager to model the desired behavior, and therefore model the way.

The Self-Confident Leader

Consider the fact that when it comes to effective leadership, self-confidence can make all the difference in the world. A self-confident leader can project exactly that in what he does, therefore inspiring his employees to trust and follow him. So how do you improve your self-confidence? There are several things to consider here:

1. Make the decision and follow through. This applies to improving your self-confidence as well as to all the decisions that you face as a leader/manager. Accept that life isn’t always black and white, so working in grey areas will happen. Although clear right answers don’t come by too often when making complex business decisions, hesitation and second-guessing can prove to be costly – instead gather your information, consult the right sources, and make the call.
2. Make peace with your humanity and accept that sometimes you will make mistakes. Regardless of your experience, level of education, or title, you are human, and as such vulnerable to making mistakes. Turn your mistakes into opportunities to learn and improve.
3. Project the image that will inspire others. Even if you’re feeling scared and unsure, focus on what your employees need to see to inspire them. Leading others (especially in difficult times) calls for showing more courage than fear.
4. Remain in control of yourself and your team. Take on the command position by knowing and acting on expectations for self and the team.
5. Be realistic in your expectations. While striving for excellence is great, don’t set your sights on goals so high that they become unrealistic. Being a leader doesn’t equate to being a superhero (although it may appear as such at times).
6. Look for guidance. Even the best need someone to teach and help them. Having a mentor is a must. Find someone who can teach and guide you – someone to support and keep you grounded.
7. Remain inspired. Being inspired isn’t always easy. We tend to get lost in our daily tasks as we take on projects and put out fires, but you must take the time to find and keep what inspires you – that which keeps you going and helps to make sense of it all. After all, you can’t inspire others if you’re not inspired yourself.

Given that your self-confidence has a great deal of effect on your leadership abilities, it’s in your best interest to take the time to give this some thought. Improving the self is always a good idea, so take each opportunity to strive for excellence. Finally, don’t confuse self-confidence and arrogance. After all, arrogance is quite the opposite of self-confidence.

Goals for your employees

Although the beginning of a year (whether fiscal or calendar) tends to correspond with the creation of a variety of new goals, you don’t have to wait until new year to set goals. Your company most likely reviews/updates its business plan annually, and you probably have renewed business goals for which you’re responsible. The completion of at least some of those goals depends on the work done by others. It’s your responsibility as a successful leader/manager to work with your employees to develop their goals within the business setting. It’s crucial that your employees understand what you expect and what is required of them.

Goal setting should be part of the coaching and developing of each employee. Encourage your employees to create business goals of their own, then combine their ideas with goals that you and the company have for each employee. Getting your employees involved like this increases the sense of ownership and therefore the likelihood of successful goal completion.

Make sure that the goals are achievable, the desired outcome is clearly defined, and that progress is measured. Large-scale goals will have a better chance of success if they’re broken down into smaller, more achievable goals/parts. Review each employee’s progress regularly and correct course of action as necessary. Help each employee to learn from his mistakes, and recognize and celebrate his victories. Finally, remember to set an example and lead the way.

Personal goals for 2010

Last week we took the time to reflect on 2009 – the blogs, what you learned, your strengths & weaknesses. Now it’s time to consider what you wish to accomplish this year. Once you identify you goals – those things you want to change/improve – use this blog to solidify your strengths, to turn your weaknesses into strengths, and acquire new skills.

You obviously read this blog for a reason. I’ll venture out to guess that ongoing learning is part of your reason for being here. I look forward to the new year and journey ahead and hope that you get as much from reading these blogs as I get from writing them.