All leaders reflect a certain style or behavioural profile from which others begin to describe them. Some are directive and take bold action, others are charismatic and engaging collaborators, others are more methodical and circumspect, while others are agreeable and people focused. Spring is as a good time as any to revisit your leadership style and review how you may be projecting your leadership behaviors.
A leader is involved in three broad areas of work: crafting a vision, influencing others to align with that vision, and championing its execution. Understanding the link between your leadership style and the work you do as a leader will help you adjust to the differing circumstances each of these three areas bring. Let's take a brief look at the four leadership styles. The Directive Leader: The directive leader is action oriented and moves people to get things done. The danger signs exhibited by an overly directive leader is impatience, insensitivity and lack of concern for others. In their haste in getting things done this type of leader may tend to override others, and blame others because things are not going fast enough. Directive leaders may also push people to the extent that they feel high levels of anxiety and stress which may result in a reduction of overall productivity. Directive leaders can craft bold and dynamic visions but may have difficulty in bringing others in alignment with that vision and miss the nuances that are important when working with people as they execute the vision. The Analytical Leader: These leaders like to delve into detail, and sometimes have difficulty seeing the forest for the trees. They may have a hard time articulating a vision because they see too many options and as a result may have a tendency to constantly change direction. Analytical leaders are usually cautious and like to think things through. However, their tendency to be methodical and attention to detail may give the impression that their vision is the 'only one" and the "right" one. They enjoy the intellectual challenge of crafting a vision and engaging others in aligning the vision. However, they may fall short in overseeing the execution of the plan because they may pay too much attention to detail or procrastinate too long. The Fitting-in Leader: A third leadership profile sees leaders wanting to fit in with the group or team. They are usually friendly, supportive, collaborative and prone to build stable environments. Their vision is one of a calm organization where people are collaboratively working together in a cooperative environment. Alignment around the vision is key for them and they work hard to harmonize differing points of view so that there is a consistent and an aligned direction. They also seek a collaborative and coordinated effort in the execution of the plan. The watch-phrases for these types of leaders are over accommodating, maintaining stability when flexibility is required and fearing ambiguity and risk when action is necessary. The Outgoing Leader: This type of leader is one who is outgoing, relational and highly communicative. This leader likes to network, work the phone, bring people together both socially and corporately. They are usually excellent at influencing others and selling ideas. They have a certain charm and enthusiasm about them and exhibit a sense of optimism. They can also be impulsive and disorganized. They are expansive visionaries, and tend to enthusiastically influence others to buy into their vision and excel in keeping others abreast as the plan moves to execution. Their strength ensures high levels of communication but their weaker tendencies could cause disorganization especially if they act impulsively. Can you identify the leadership tendencies in Donald Trump, Justin Trudeau, Hilary Clinton, Barack Obama, Nelson Mandela, Mother Theresa, George W Bush, Pope Francis, Angela Merkel, Jimmy Carter, and Bill Clinton? Each has a predominate style that reflects the profiles outlined above. If you can pick out the style of these leaders you can see it in others as well as your own. There is no right or wrong leadership style. The leader goes amiss when he or she pushes the extremities of the style as when the directive leader becomes over dictatorial, the analytical leader becomes paralyzed in analysis, the fit-in leader becomes part of the group rather than the leader of the group, or the out-going leader becomes too friendly or overly impulsive. The good news is that most leaders have qualities which reflect several of the behaviors identified in each of the profiles above. They are a composite, yet a predominant profile emerges whether that be directive and dictatorial, relational and communicative, quiet and collaborative, or cautious and analytical. All strong leaders have a sense of confidence, know themselves well and use their strengths to advance their vision, align others around that vision and execute the vision through others while exercising their predominant profile. Questions to Ponder: As you move into spring is it time to think about your approach to leadership; how do you tend to lead? Can you identify with one of the profiles above? What strengths and weaknesses do you bring to your organization? What quirks do you need to watch out for? What modifications do you need to make in your approach? Do you use your leadership style to meet others' needs, or do you use it to meet your own needs? If you want to learn more about assessing you leadership profile let us know.
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We don't have to wait for a New Year to seize the opportunity to launch out on a new path or new direction. We often respond to the freshness of a New Year by making a list of resolutions, which are often short lived. Rather than making a list of resolutions why not focus your attention in one area and settle on one thing in that area and do it well. We don't have to wait until January to do this, we can begin at any time during the calendar year. As an example, let's take leadership as a focus and identify "inspirational leadership" as a specific quality for attention. The word inspiration has its root in Latin and originally had a deep spiritual meaning relating to divine guidance. Applying the word to "inspirational leadership" means you become a guiding light for others to follow. You become an example or a model for others; you stimulate, encourage and lift up the spirits of others. Inspirational leaders inspire followers. They have a certain charisma, an aura about them that lights the fire within the hearts and minds of others. Followers place their trust in them and want to imitate their behaviours because they inspire them to do so. I can think of numerous inspirational leaders who have graced our world, such as: Jesus Christ, Saint Francis of Assisi, Mahatma Gandhi, Sir Winston Churchill, Martin Luther King, and Nelson Mandela. These leaders inspired people of their time and continue to inspire us today. Through their inspiration they created movements that changed the course of history. I don't want to put limits on our potential but realistically the majority of us will not achieve the same status as these giants of inspirational leadership. Most of us, however, can become "everyday" inspirational leaders. Think about the people in your life who never made the news, wrote a book, had someone write their biography, or stood way above the crowd, yet they inspire you to become a better person, reach higher levels of performance, or improve the way you do things. You feel blessed as a result just by knowing them. These are the "everyday" inspirational leaders. Here are some of my own examples of people who have inspired me:
These people are "everyday" inspirational leaders. They inspire, not because they amass great sums of tangible assets but, because they radiate those illusive intangible qualities worthy of imitating. Action: As you ponder on how you can strengthen your inspirational leadership style, use your models - the ones who inspire you - and pick out the intangible quality that you can strengthen in the coming year. Clearly identify it, and ask yourself how you will measure your progress. When this quality becomes ingrained in the way you act you will become more of an inspiration to others - you will be on the road to becoming the "everyday inspirational leader" you are meant to be. Author: Richard P. Fontanie MSW, FCMC - Up-dated from the archives of Fontanie Learning Solutions. Note: Photo by M. O'Neill It is often said that simplicity is the hallmark of a genius. Strong leaders take complex concepts and boil them down to a simple statement or formula that provides the basis for understanding. Now I don’t pretend to be a genius, far from it, but I have found that there are four simple questions leaders need to ask. 1) Where are we going? The answer to this question lies in the organization's vision, mission, goals, and measurable objectives. Without these statements no one is sure where the organization is headed. We have witnessed numerous occasions where management and staff ran around in circles and operated with sheer frustration when they were unclear about the overall direction of the organization. 2) Who is doing what to get us there? Once the management team knows where the organization is going it is ready to work on designing an effective organizational structure. This includes detailing various roles, responsibilities, accountabilities, Job descriptions and specific work objectives to get the job done. With these in place, work is now structured to accomplish an end and everyone within the organization should know what to do and where they fit. 3) What are we doing today to make things happen? We will never get to our destination unless we make something happen. So clarifying daily, weekly and monthly tasks and priorities to accomplish the work is absolutely necessary. By keeping to task we make things happen. 4) Did we accomplish what we set out to do? The old dictum “you can’t improve unless you measure.” is true today as it was when it was first uttered. The leadership team requires relevant data to evaluate how well and how much was accomplished during the period under review. By keeping score and having the appropriate data it can answer the question: "Did we do what we said we were going to do?" What to do: Before something runs amok in your organization ask: Do we know where we are going? Are we clear about who is doing what? Are we focused on achieving results on a regular basis? Do we have the tools in place to measure results? Want to learn more? Mark Light has an interesting book entitled “The Strategic Board.” He fleshes out these four questions in greater detail from a board leadership perspective. Simplicity is the ultimate sophistication." Leonardo daVinci Author: Richard P. Fontanie, MSW. FCMC
Image from Fontanie Archives The Commitments Leaders Make for Themselves as They Move Out of the Middle This is the last in a four-part series of articles about the difficulties leaders have as they work towards transformational change within their team or organization. It is the last in this series but no means the last word about the muddled middle of a change process. Transformational change doesn’t come easy and leaders must be vigilant about the following five areas of personal commitment if they want to continue moving their team forward out of the middle. Commit to circular behaviour. “Circular Behavior,” is somewhat akin to “Managing by Walking Around.” The leader commits to being visible throughout the organization. Here the leader is not so much concerned about vertical hierarchy but about helping individuals and teams connect the dots, or the spaces (sometimes chasms) between them. The leader inspires, encourages and energizes through the positive act of influencing (relates to others in a considerate, respectful and attentive manner; takes into consideration individual moods, interests and concerns; and builds rapport by being tactful and diplomatic) rather than the misuse of power (use of authority, control, rules, supremacy, and coercion); and, suggests ways to implement or clarify the “play book” for successful change. “Circular behaviour” is always important but it is crucial during the middle stages of change. Commit to Re-energizing Self. A change process is hard work. At the end of the day leaders can feel a sense of accomplishment or discouragement. In both instances, and all those in-between where the highs and lows take place, the leader must find ways to re-energize self. Exercises that promote periods of relaxation, meditation, recreation, proper diet and sleep are critical to the leader’s personal wellbeing. The leader is of no use if burnt out; only when h/she is on fire with passion and excitement will he/she pass the fire onto others. To move beyond the middle, leaders must take time to take care of themselves. Commit to Resilience and Patience. Along with re-energizing self comes resilience and patience. Resilience gives one the capacity to bounce back from difficulties. Patience is the capacity to accept or tolerate delay and difficulties without getting angry. It is synonymous with tolerance, restraint and self-reliance. Resilience and patience are important characteristics when the leader doesn’t see movement or there appears to be a set back from progress. One CEO put it this way, “Two steps forward, one step back. Resilience and patience is the practice of the day.” The leader must re-commit to resilience and patience as he/she moves out of the middle. Commit to Continued Self-Learning. When leaders move forward from the middle, they need to remind themselves and others that the process requires continuous learning. There is a saying that “nothing stays the same because things are always changing.” The corollary to this is “learning and change are inseparable friends.” If this is the case, then leaders must keep tuned into the learning process and tease out what new things they are learning as the team or organization moves forward. They also, in the process of moving forward, may become stuck once again or mired in a tangled mess of conflicting messages or dynamics that slow down movement. It is during these times leaders could call upon a coach or mentor to help them get back on track and sort through the lessons learned. Commit to Squelching Unwanted Rumors and Myths. My experience shows that when leaders are about half way through the change process myths and rumors may become more prevalent. All organizations have myths and there will always be rumors. In fact, when people look back on their work career, they often point out the many myths and rumors with a sense of humor. Many of the rumors and myths are harmless, but when they impact the vision, purpose, values, goals and priorities of the organization and effectively slow down the change process, they need to be squelched. Often the rumors start because there is a lack of communication among the key players within the organization. The best way to avoid rumors is to not let them start. Leaders need to keep communications transparent and clarify any misunderstandings through team meetings, coaching or through his/her “circular behaviour”. Summary: We have learned through this four-part series 1) what happens when teams or organizations become stuck half-way through transformational change; 2) why people are reluctant to change when caught in the middle (or the muddled middle as I like to call it); 3 what leaders can do to help the team or organization move out of the middle; and,4) the commitments leaders must make for themselves as they move forward. Re-vitalizing the team or organization mid-way through the change process focuses on strengthening a sense of “Esprit de Corps” by:, energizing everyone, bringing people back to the core (vision, purpose and values), encouraging open and transparent communication, nd promoting effective coordination and collaboration. To move forward the leader needs to commit to her/his own circular behaviour, health and wellbeing, resilience, patience, self-learning and squelching unwanted rumors. Richard Fontanie, MSW. FCMC Suggested Reading Warren Bennis, On Becoming a Leader Morgan, Harkins, Goldsmith, The Art and Practice of Leadership Coaching Kouzes, Posner: The Leadership Challenge Secretan, What Great Leaders Do – My previous two articles pointed out the difficulties leaders have when they are half way through a transformational change process. The first article discussed “what happens” when the process gets stuck, and the second one emphasized “why” people are reluctant to move forward half way through the change process. It is not unusual in times of transformational change for the process to bog down as transformation often comes about by disruption and a series of relapses and missteps. This article outlines four actions leaders can take to help the organization or team move forward; my next article will suggest the personal commitments leaders can make to keep themselves moving ahead. Re-commit to the Vision and Purpose. When progress falters it’s time for the leader to engage the appropriate people to re-commit to the initial vision and purpose for the change. This isn’t just reminding them about “why” the change is necessary but about engaging everyone in a realignment of both vision and purpose. Here the leader encourages a dialogue with them about their understanding of the vision and purpose and how it applies to improving the organization and the service to customers. By re-committing to the vision and purpose leaders give people “hope” for a better outcome. They are appealing to people’s emotions or to the “heart” of why the organization is engaged in a change process. During this re-commitment exercise leaders need to be prepared to tweak or modify the vision or purpose statements to clarify any misunderstanding. Re-commit to the Values of the organization or team. Values provide the principles upon which an organization or team culture rests. Values, if they are relevant and meaningful, must be owned by the people within the organization. In most instances they are developed and approved by them at the beginning of the change process. Sometimes, when teams and organizations are stuck in the middle of change, values become muddled, or people don’t adhere to them which causes angst and frustration. This presents an opportunity for leaders to engage people to re-commit to the values. One way to do this is by conducting a short survey on how well people perceive they and others are living the values; and, sharing the results with them and then entering into a dialogue on what they can do to improve their behaviour so that they better reflect the values. Other times, unfortunately, the values and principles underlying the change process did not occur at the beginning of the change process. If this is the case the middle muddle becomes more desperate and it is incumbant opon the leader to engage the team or organization in a process of value determination and clarification. One principle that should always be front and centre for all change is that the change must be customer centric; if this isn’t the case then the change will be futile, costly and with limited return on the hard and soft investment given to the process. Promote the Change Process as Everyone’s Business. Change is not the leader’s challenge alone. Change occurs when everyone in the change process recognizes that they have a role to play. By clarifying “change as everyone’s business” the leader seeks a re- commitment from everyone to join in the process – to take ownership, responsibility and accountability for their part. Just as in point one above, the leader engages the team or organization in a dialogue. This time it is about seeking input regarding the importance of ownership, responsibility and accountability. The discussion about “change is everyone’s business,” often ends with a formal commitment agreement i.e. a signing or re-signing of a document indicating a commitment to take ownership, responsibility and accountability for actions and behaviours. Re-commit to Collaboration, Coordination and Communication. Collaboration, coordination and communication are three ingredients for a successful change process.
It is important at the beginning of the change process for leaders to engage participants in setting the ground rules for collaboration, coordination and communication. Mid-way through the process they may find that they need to re-engage team members to re-commit to the three ingredients. This usually takes a session to review what is working and what is not and make corrections and a re-commitment to the three ingredients. Author: Richard P. Fontanie, MSW, FCMC Suggested Reading
Workplaces "are a-changin" to borrow a phrase from Bob Dylan's title song "The Times They Are a -Changin". When we think about it, hasn't change always been with us? Every generation sees a shift in how we build and relate to each other. I think of my father, a mechanic, who worked on the Model T and Model A Ford and advanced to vehicles with sleek designs, automated transmissions, travelled farther, faster and with greater efficiency which could only be a dream back in the 1920s. Change in the automotive industry was constant. He also witnessed massive changes in the social order, having lived through two world wars, the impact of coming of television and the spread of the entertainment industry, the exploration of space, the advancement in education and the dawning of the computer and the information age. Massive changes these were. All affected the way we work, play and relate to one another. Yes the times were "a-changin." And they still are. However some things don't change. These are the legacy of great leaders of the past who can continue to inspire today's workplace leaders. What I find as we move from one generation to another is how successful companies were and are open to change, both on the technical and socio-cultural sides of the business. They understand the "yin and yang" of business. This means attracting leadership that continuously advance products and services but also can inspire loyalty, commitment, and fervor in the workplace. In today's workplace what are the qualities leaders need to do this? I suggest they are the same ones that have marked the leaders of the past. However, I think we need these qualities more than ever today. Leaders keep employees when they: Have Integrity. Leaders with integrity practice what they say or "walk the talk" as the saying goes. They walk with consistency, honesty, trustworthiness, and moral up rightness. They hold themselves to high ethical standards and deal with others with respect and dignity. One of the greatest compliments one can give a leader is to say, “Her/his actions show he/she has integrity.” Show Gratitude. Great leaders count their blessings and understand they are leaders only because they have followers. Without followers who do they lead? Their gratefulness is exhibited through a strong sense of appreciation for those who work for them and with them. They are humble when they receive praise and point to those around them who help them achieve the company's vision and goals. Champion Values. Great leaders clothe themselves in the values and principles that guide the organization. Too many businesses spend time mapping out their values and then the leaders fail to champion them. One of the most demoralizing behaviours within organizations occurs when people see their leaders contradict the values everyone is expected to up-hold. Leaders can only champion values if their behaviour is consistent with those values. Championing living values goes hand in hand with integrity. Encourage Participation. Great leaders understand that the way to achieve commitment to goals and strategies is to engage participants in determining what action to take to make them come alive. This requires strong influencing and communication skills. They encourage employee participation in the planning process and those expectations that affect them. Great leaders don't say "Do this and that!" Rather they say "How do you think we should do this or that?" They are consultative rather than directive; however, they can be directive when the need arises such as in an emergency or crises situation. Even in a crisis though they often call upon their key advisers to discuss options. Sometimes business leaders can be mini-dictators, and when they are they primarily operate by creating fear. Great leaders don't lead with fear but inspire with hope, encouragement and engagement. Take Time to Listen. The art and skill of listening is a lifelong challenge for some, but for great leaders they are a necessary attribute. Great leaders don't close their ears to receiving new ideas, ways to improve, the story of a troubled employee, or, a plea for help to solve a problem. They are empathetic listeners who try to understand the context of a problem, issue, or employee difficulty and engage those affected in determining a solution. An empathetic listener may not have to say anything, but evidences that h/she is listening. The point here is that great leaders take time to listen before they act or encourage others to act. Promote Continuous Learning. Great leaders are open to continuous learning. They are eager to challenge their own thinking and not afraid to change a course of action or learn from both mistakes and successes. In today's business world great leaders know that the only way to keep ahead of the curve is to continuously improve people, processes, products and services. They identify as a priority training dollars for both technical and transferable skills during economic up-swings and down-swings. It takes courage for leaders to protect training dollars during economic down turns particularly in a culture where employee training is viewed as an expense rather than as an investment in the growth and regeneration of companies. Lead Without Micromanaging. Great leaders know how to delegate and then get out of the way. Leaders who micromanage become the thorn in the side of those whose responsibility it is to carry out that which has been delegated. Leaders who micromanage have difficulty in letting go, they want to be 'doers' rather than leaders. Leaders set the boundaries for the delegated responsibility: they clearly state what they are delegating, put the matter into context for the delegatee, identify when the matter is due, hand over the responsibility to get the job done, and then get out of the way. When the matter is completed they review process and outcomes with the delegatee; and, if there are problems along the way, they engage the delegatee in finding solutions rather than providing solutions. If the person doesn't carry out the responsibility, then the leader needs to understand why. If it is because the person doesn't have the skills then a teaching moment presents itself; if it is because the person doesn't want to do it, is a procrastinator, or other factors are in the way, then a performance coaching session presents itself. Whatever the situation, great leaders divest themselves of micromanaging and arm themselves with managing the behavioural issues surrounding the delegated task. Do the Usual Things Well. When the normal functions of an organization work well, great leaders stand back. To get to that level they ensure the usual requirements of the organization are done well. They put in place appropriate policies and review those that are outdated and make changes where necessary, follow sound hiring practices and lead the marketplace with better salaries and benefits. In short, they hire the best and pay them well. They continually promote process and operational improvement strategies; ensure technological tools are current; keep products and service relevant; scan the marketplace environment and adjust their market and sales strategies accordingly; and keep sound stewardship over all their resources. Yes, they do the usual things well. Show Compassion. Great leaders are compassionate people. They are contributors to their communities in several ways. They encourage employees to become involved in extending themselves to those less fortunate. Examples abound in our community alone where leaders donate portions of their profits to contribute to such causes as the Food Bank, Habitat for Humanity, Head Start schools, University expansion, United Way, hospital expansion, libraries, health research, and scholarship funds, to name a few. They also encourage employees to contribute in a direct way with food drives, fund raising, and volunteering. Great leaders have learned that in "giving" they "receive." Celebrate and Socialize. Great leaders understand that it is not always work that counts. They encourage employees to celebrate achievements both from a business and a personal perspective. They promote opportunities for company socialization to bolster camaraderie and team spirit. Sometimes they combine these with learning events or office retreats; often they are promoted as a recognized dimension of the corporate culture. Lessons Learned: Change has always been part of growth and development. Without it we stand still. And when we stand still we start to go downhill and growth atrophies. Great leaders understand this. They also understand that employees want to work in a place that is alive with enthusiasm and joy. They know how to engender loyalty, even in a time when research indicates that employee loyalty is waning. They know that exhibiting personal integrity, living strong personal and company values, showing gratitude, listening deeply and being compassionate are the intangibles that make a difference in the workplace. They are also confident that the way to foster loyalty is to encourage engagement and participation, make sure all the usual things are done well, delegate without micromanaging, view learning as a necessary adjunct to personal and corporate growth, and celebrate and foster socialization within the workplace. If you want to become a great leader check how well you are acting on these attributes and develop a strategy where you think you can improve. Author: Richard P. Fontanie, MSW, FCMC Up-dated from Fontanie Leaning Solutions. Note: Image from Freedigitalphotos.net In a previous post, When Leaders are Caught in the Middle of Change, I pointed out the frustrations leaders have in the middle of bridging the change gap between where they start to where they want to go. There is a lot of wasted energy among all who are involved in the process during this time. Sam Kaner called this time the Groan Zone.
Why do people, who initially appear excited about the prospect of change, baulk and often react negatively half-way through the change process. In part, it relates to how we shape our reality. We shape our reality with what we perceive our reality to be. Our perceptions of the future are linked to our present thinking; in other words, we agree with only those things we accept and reject those things that don't fit into our world view. We get trapped in the pathways of our mind – through time we wire our brain, so to speak, to think in the comfort zone. Sam Walter Fosse wrote a wonderful poem called the “Calf Path” which I find describes, as a metaphor, how we get trapped in the pathways of our mind. (Find it at: http://www.poemhunter.com/poem/the-calf-path/ We have been so schooled in our thought processes, formed by our experiences, stories, readings, education, and social relationships that we become fixed in our way of thinking. Our existing thought process is our world view. That’s why it is so hard to break out of it and want to remain with “the way things were. We are reluctant to let go of old ways! We want to hang on to the old paradigm we know. We want to hang on because it gives us a sense of security, a sense of familiarity – it protects our ego. But keeping with the familiar and not letting go also keeps us from committing to the change process. What happens when this “hanging on” occurs. Fundamentally we find ways to fight or flee change rather than embrace it. Sometimes this takes an overt form and other times a more covert form. We make excuses, point fingers, resist, oppose, attack, resort to mind games, and exhibit other forms of inappropriate behaviour; We avoid getting involved, shirk responsibility and accountability and often give into passive aggressive behaviour. On good days we take two steps forward and then slip backward. We lose the narrative, the vision and fall back to old ways. A second dynamic relates to what I have come to know as the “arrogance of certitude.” The arrogance of certitude is viewing ourselves as always right. When I think I’m always right I become judgmental, sometimes downright cruel, and do things without thinking of the consequences – or feelings – of the other, resulting in the breakdown in our respect and relationships with each other in the workplace. Again, our arrogance is steeped in the formulation of our world view. Once we get caught up in this thought process we start thinking from a duality perspective, "I'm right, your wrong," "We were better off before. Past is better than future." We stop thinking about the possibilities and revert to what we know and are comfortable with, because, after all, we are right. A third dynamic in the mix relates to our lack of comfort with "ambiguity." Ambiguity is that sense of unknowing and a feeling of disconnect with what is going on around us. Feelings of ambiguity often lead to anxiety and fear. It becomes the fear of the unknown. We know what we know for sure, we don't know what the change will ultimately bring, so rather then move forward we want to keep with either the present, or the past. We are fearful that we might lose something in the process and we are not sure what we will gain. So let’s not go there. We come back to the beginning: to change we must first change our thinking – become aware of who we are and how we behave. Opening ourselves to new behaviours means to change the way we think which informs the way we act; and that’s the harder and more difficult challenge. We can't change anyone, only they can change themselves. We can only give them opportunity and it is up to each individual to seize what could be, rather than what is. For all these reasons, and more, people naturally resist change, they fight it and find ways to undermine it - their mind doesn't want to go in a different direction, because it is schooled in the direction in which it is trained or wired to go. Many of us hold back, or double down in the change process, or don’t commit to it because it doesn’t fit into what we are use to – it doesn’t fit into our world view; and this is understandable as not to change is a way of keeping ourselves in tact! We protect our way of thinking, our own way of doing things, and so we keep from fully committing to the change process. This is what happens to some at the beginning of change, but more so when they are in the middle of the change process. People are caught in wanting to go back to their comfort zone or keep their new middle comfort space. They are reluctant to progress further into the unknown. My next post will begin to unravel what leaders can do to move out of the middle zone and continue to reach to distant end. Author: Richard P. Fontanie, MSW FCMC LeaderManagers Encourage Self-directed, Accountable and an Engaged workforce
In our knowledge-driven age, LeaderManager are strategic enablers who build the foundation for a workforce to thrive, take ownership over their own work, and positively engage in the workplace. Success for a thriving workforce means employees become brand ambassadors, contributors to a constructive work environment, and high performers by contributing to quality work. The challenge for LeaderManagers is reflected in the saying, “these outcomes are easier said than done.” Many of us have experience in trying to change a behaviour or a culture. It takes determination, will-power and plenty of conscious effort. The we’ve-always-done-it-this-way and it’s-been-working-so-why-change culture are comments that we have heard far too often, and unfortunately we can still hear them being expressed in many workplaces today. This article explores five areas where LeaderManagers can develop a high-performing culture by encouraging a self-directed, accountable and an engaged workforce. 1. Linking Personal Values to Organizational Vision One of the most important pre-requisite for a productive knowledge workforce is to have a clear line-of-sight between values and vision. Vision provides the end-in-mind, a goal that we work towards, while values provide us the necessary fuel for our journey. Here are three critical questions to explore:
If your answers are ‘no’ to any of these questions, it might mean that you are not motivated by someone else’s vision. The only vision that motivates us is our own vision. It is important therefore, to identify what our personal vision is. Where do we see ourselves in three years? Five years? You might think this is a no-brainer, but putting these thoughts on paper is harder than it seems. Once done however, we have established the first step towards a personal destination. What about values? We choose our own values and we accept the consequences of living with them, repeatedly. It’s who we are. Similarly, turning values into written statements is not an easy. Once we do it, we may notice a gap between who we intend to be and where we are today. Use this values gap as a personal driver for change. Now, compare your personal values and vision with that of the organization. Do they align? Where don’t they align? How does this affect you and your team? It is only in alignment where your find energy both for you and your team. 2. Keeping Focus While Maintaining Flexibility Doing more with less is now becoming a new normal. The workforce is continuously asked to deliver more, deliver better and with fewer resources. This creates more stress for people and often results in an unhealthy workplace. Technology and tools, instead of becoming the enablers of efficiency, are now enabling inefficiency. On average, each of us receive 50 – 100 emails in our in-basket every day and we feel compelled to click on it at least 8 times during the day. We may also receive an average of 5 voicemails per day which take a slightly longer time to process than many of our emails. These numbers increase as we advance within the levels of management. Our busyness meter jumps another notch when we find colleagues popping by to request help or just wanting to visit, or we become distracted when we give in to the temptation of checking news updates. A University of California study in 2008 stated that we are interrupted every 11 minutes and it takes us about 25 minutes to return to our original tasks. It also estimated that one hour of productive work is equivalent to 3-4 hours of productive time. Have we asked ourselves how much productive time that we have in a day?
The basic principle to begin resolving the dilemma of staying focus while maintaining flexibility lies in finding ways to get back in control of our own day and managing the distractions that we face everyday. Keeping focus, at its core, is to make sure we make appointments with ourselves so that we can work on what’s important. 3. Managing Priorities and Developing Personal OwnershipWe may all be familiar with the Important/Urgent Window that is now pervasive in the literature that explores how to manage time and workload. It is important to keep reminding ourselves about this window, because it does help us to continue to put our focus on the right priorities and focus on the right thing at the right time. It’s the first step in creating our short and long-term to-dos, and helps us to visualize what’s at stake. Many people get caught in the ‘busy-ness’ trap, by performing non-important activities. We need to think in terms of adding value, not just activities. Do you find yourself saying:
Being conscious of the decisions we make which allow us to complete our priorities in manageable chunks, run meetings effectively, and commit time to work on what’s important strengthens our personal accountability and ownership of our work. The satisfaction of being able to put a ‘complete’ check mark and track our own and our team’s progress will begin to drive us towards creating value for ourselves and the organization. 4. Defining and Measuring Performance It probably comes as no surprise that initiatives and projects need to be tracked and measured to ensure they are successful. Measurements must make sense to both employees and management. With this in mind, the measurement tool should not be used against an individual or a team. Instead, it should be a motivator to enhance results. Dialogue is a critical element in any successful measurement because many of the measurements we choose to use will have intangible results. Key steps in developing a performance process is to answer the following questions:
5. Persuading and Influencing An effective, efficient, high-performing and engaged workforce in today’s business requires that every one influences each other to serve the organization’s strategic purpose. We are constantly influencing one another – creating presentations, crafting persuasive arguments, engaging our team members, and making our presence heard in meetings. In other words, the more influential we are, the more value we add to the organization and our team. Influencing is best defined as an interactive process which enables us to build relationships with people to bring about an exchange of ideas, actions and behaviours without using force or authority. Effective influencing skills are critical for a high performing culture. When team members positively influence others, they encourage everyone on the team to become the best they can be. How can LeaderManagers improve in these five areas? The following are three strategies to consider.
Leaders are visionaries. They see the future where others don't. They lead either from the front or from behind. They lead others along with them to their destination. All leaders do this and history is full of examples. In more recent times we have Martin Luther King breaking down black barriers in the United States; Mandela seeing his people freely participating in the South African political discourse; and, Gandhi visioning an India without British rule. All these leaders had difficult challenges and were caught in the cross fire of backlash, push-back, resistance, often with violent consequences. They also experienced frustrations, grumblings, conflicts, and discontent in their own following; often times, because some followers didn't agree with their methodology, or they were not moving fast enough, or because of fear of the consequences. This is when these leaders were caught in the middle, between their vision and those conspiring against their vision.
The vast majority of leaders, however, are not the Martin Luther King's, Gandhi's or the Mandela's of the world. These are the people leading change within their organizations. They have a vision of where the organization ought to be - they see a future different from the present. Take for example, a leader who sees an organization where people are engaged, work inter-dependently within independent teams, take ownership, responsibility and accountability for their actions, and where bureaucratic barriers are removed so that communication is freely exchanged, and work gets done in flow rather than in fits and starts. The difficulty they face are with people who are stuck in the past, who fear the ambiguity of change and drag the process backward rather than forward, or as one CEO told me, "we do the two-step shuffle, one step forward and one step backward, then two steps forward and one back - we don't seem to be going anywhere fast!" He is caught in the middle, always juggling the realities of the present with the vision of the future state. The cycle of organizational change goes like this: Leaders explain their vision, people are initially excited as they see the possibilities of what could be; a leadership team is formed and becomes passionate and aligned with the vision; part way through the change process they encounter difficulties exhibited by frustrations, grumbling and push-back, both overt and covert, from those who were comfortable in the old paradigm; and, then with leadership determination, engagement, and persistence breakthrough gradually solidifies and a new way of doing things finally takes hold. It's during the middle part - where back sliding, back biting, and undermining occurs - when leaders and their leadership team begin to become frustrated, discouraged and wonder if its worth the challenge. Sometimes they begin to coast and they too begin to back slide. They are caught in the middle - between the vision and pull-back to the old comfort zone. It is precisely during these times when leaders and the leadership team need resolve, resilience and the re-commitment to their vision. They need to bridge the gap from where they are to the other side, over the river of negativity that flows beneath them. The bridge cannot stop in middle of construction or else the other side will never be reached, and all the gains made will tumble into the raging waters below. The naysayers will have won. It is puzzling for some leaders and managers why people, who initially seemed extremely excited about a new prospect, fall back to negative undermining. My next post will explore this reality found within the change process. Author: Richard P. Fontanie, MSW, FCMC. Leaders inspire others by getting them to act in ways they wouldn't normally act. They encourage others to change, innovate, create, and to "think and do big". Inspiration comes from the Latin word meaning to "breathe into" and "to impart a truth or idea to someone". It also has a supernatural connotation meaning that the Spirit moves or animates our lives to achieve a higher purpose. Generally workplace leaders inspire others to reach higher levels of performance so that they can be the best they can be under any circumstance. Here are six ways in which you can develop your ability to inspire others. 1 Live your vision. Leaders inspire others with their vision and values and they show what they believe by their behaviour. It is one thing to articulate a vision and identify a set of values. It is another to let your behaviours tell the story. Behaviours don't lie. Behaviours tell more about us than our words. They show that the leader "walks the talk" to use an old hackneyed phrase. When leaders live their vision and values through consistent behaviour others follow. Pick any leader of note such as Martin Luther King, Mother Theresa, Pope Francis, or Bill Gates and you will find that their dreams are played out in real time through their behaviours. Leaders inspire others by living their vision and values through example. 2 Encourage others. We have a saying in our business, "we have a simple business, but it isn’t easy." When we strip everything away life is simple but often it isn't easy either. Our work too may be simple but it isn’t always easy. There is an ebb and flow in who we are and what we do. Leaders inspire others to become the best that they can be no matter what the situation. Leaders encourage others in the ebb tide, where rough spots occur or when something happens that takes them off course. In these situations it doesn't matter how much knowledge leaders have, people want to know that the leader takes a personal interest in them. They want to know that their leaders care. 3 Inspire oneself. Leaders who inspire associate themselves with other inspiring and successful leaders. They enjoy reading about inspiring people and try to emulate their behaviour. Inspiring leaders know that it takes effort to inspire. They hang inspiring posters (and change them up on a regular basis); save inspiring quotes and post them for themselves and others to read; align themselves with inspiring mentors and coaches; and work hard to build up their work environment and avoid tearing it down. Inspiring others comes from within and leaders find ways to nurture and develop their inspirational self. 4 Tell stories. People are interested in life stories told in a compelling and clear manner. Story tellers get boring facts out by weaving facts with examples - they paint a picture letting the facts tell the story. Facts become part of the story. Someone once said, "facts tell, stories sell." Along with the story come pictures or graphs that add an explanation mark, a surprise or a call to action. Story tellers are not afraid to use parables or analogies to get their point across. Leaders are not afraid to share their own stories about how they dealt with similar situations, not to brag or boast, but to humbly explore and inspire others to reach a higher level of performance. Great teachers tell stories so do great leaders; they paint vivid mind pictures that others can visualize, latch on to and act with renewed confidence. 5 Challenge people. To rise up to the top or become the best that one can be requires challenges. If we look to those who have succeeded in sports, arts and business we see that they constantly challenge themselves to reach higher levels of performance. They are not satisfied with the status quo. Leaders challenge others to improve behaviour, overcome obstacles and to rise above mediocrity. Strong leaders challenge others with empathy. They confront with care or to use a term first coined by Dr. Harris Stratyner, PhD, they use “carefrontation”. Stratyner uses carefrontation as a route to healing additions but leaders can easily apply the concept as they challenge others to take on new behaviours. 6 Share Your Reading. All leaders are wide readers. They are informed and when they read something that will help others they are willing to share what they have read with others. They willingly share a book, an article that has given them insight into an issue or just simply inspired them. Build your inspiration muscle by exemplifying your vision and values, encouraging others when they’re down, giving yourself an inspirational boost, telling vivid stories, challenging people with care, and sharing what you read with others. Author: Richard P. Fontanie MSW, FCMC |
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