Talent Journey

Leadership can be a creative expression of the person at the helm. The creativity and variation in one’s approach to leadership comes from both skill and style. Those that experience success in their leadership roles are well aware of the continued potential for growth and improvement in these roles.

Leader, Tony Dungy, led the Indianapolis Colts team to superbowl victory in 2007. Whether or not you are a sports fan, Tony’s leadership example still rings true. Impressively, the Colts won the superbowl – but something even more significant stands out in my mind. Coach Dungy displayed unusual NFL coach behavior by avoiding the cliche pitfalls of swearing, sarcasm, and put-downs on the field. He was able to creatively challenge and stretch his players without resorting to intimidation and power tactics. Tony Dungy’s style is an example of what all great leaders will need to demonstrate in the 21st century. The old direct and correct mentality of the industrial age is obsolete. Tony demonstrates a higher level of leadership that honors people, yielding great results.

When I was a new manager (such a long time ago) I did not know what I now fondly refer to as the Dungy lesson. For the most part, I socialized with people long enough to seem “nice” and then I turned to the more urgent issues, determining what results had been delivered that day or week. I thought success would come by mastering and managing the goals sheet and timeline. I was comfortable with management and eager for explanations if something was late or incorrect. In hindsight, I went into meetings ready to interrogate, anticipating an insufficient response. Instead of taking the time to build my team up, I was managing my team the same way I managed myself. It didn’t take long for me to notice that I was draining their energy, enthusiasm and creativity. They quickly learned to pad timelines and meticulously track the reasons behind any delays instead of putting their talents to work in productive ways.

My “off the mark” management style yielded poor results. This demonstrated to me the need to approach leadership differently – both to meet our goals, but also to salvage my team. I learned that people perform better when supported in two ways. First, everyone needs to be treated with dignity and respect. Second, everyone needs to be developed in knowledge, skills, and abilities. As Max Depree says, “The art of leadership is liberating people to do what is required of them in the most effective and humane way possible. In short, the true leader enables his or her followers to realize their full potential.” There is great value in knowing the tremendous weight leadership influence has. Leaders have the freedom to enforce their style on the team, or adapt and determine how best to develop staff to maximize results. The dictionary defines influence as follows: “the capacity or power of persons or things to be a compelling force on or produce effects on the actions, behavior, opinions, etc., of others.” Clearly, a leader’s role is to assess, engage, ignite and develop the heart, mind, and hands of the team. This role is easily overlooked in the deadline driven workplace. Influence can not effectively be forced or manipulated. Great leaders creatively challenge performance by earning trust and respect from the team. Trust is a reflection of the authentic ability to care about those you are serving, and leading.

Once we genuinely know and build trust among each other, then we free ourselves up to establish common goals and aspirations. As one of my favorite mentors often says, “people want to know you care about them before they care what you want from them.” Caring about and for people means that we need to invest in knowing them. What is important to them? What do they like doing? What are they good at? What do they want? Fundamentally, the level of trust and relationship either drives or caps the degree of success people achieve in their leadership roles. Whether in family, sports, or community– relationship energy is the fundamental fuel that ignites success.

Alone, relationship energy is not sufficient. Success also requires competence. Have you ever been torn between doing business with someone you really like and someone that is more competent or an expert in their field? Depending upon our personality style, some of us will lean toward relationship and others toward competence when faced with that dilemma. However, one should not have to choose between the two. Competence is the compilation of skills, abilities, talents and commitments to deliver on promises that team members make. Effective and successful leaders creatively and accurately assess existing competencies in the team. They realize that through knowledge, training, and practice or experience the team will be using all its potential. Can you imagine Tony Dungy asserting that that Colts did not need a play book, coach or field time to win? Of course not. So, why would a business leader equip their team with anything less? Great leaders constantly assess, engage, and develop their talent individually and as a team.

In sports or business, success depends upon developing both relationships and competency. The degree to which there is a gap in relationship energy or competency deployment reflects untapped potential. At talent journey, we help organizations identify and bridge this gap by providing solutions and tools that generate sustainable change. We help you successfully navigate the sea of talent potential in your organization to achieve great results.

In times like these, when the economy is struggling to recover, strong 21st century leaders will exemplify three key attributes: authentic communication, values alignment, and strategic talent retention.

Communicate with authenticity . According to Moslow’s theory, physiological and safety needs are core basic needs, more central than affiliation, esteem, or career fulfillment. In turbulent times, creating an environment of authentic communication and trust is critical. People want and need to know truth, even if the news is bad. The simple task of sharing information and listening to concerns builds a reputation of trust. However, truth and openness are not sufficient. Effective leaders also need to generate hope by leading with vision and realistic optimism. Staying committed to sharing the truth, but also communicating that message in a way that engages and gains the commitment of team members is vital. When leaders paint truth, alongside realistic hope, they build trust that generates commitment. Trust functions similar to a bank account. When we invest truth and hope, the return on investment multiplies.

Although some may disagree with President Obama’s political positions, he serves as a potent model in communicating with authenticity. He has been forthcoming in terms of the crisis that exists, the amount of time it will require to find solutions, and the need for responsibility of both top leaders and individuals. A potentially gloomy speech each time he approaches the podium is transformed into a promise of hope. He engenders hope by referring to the work ethic, ingenuity, and greatness of American people. Whether we agree or not with his position, these communication examples demonstrate authentic leadership communication.

Take action using key corporate values. Whether your organization is growing or shrinking, the way you treat employees and customers will shape organizational culture for the future. People catch culture; culture is not mandated. No matter what tough decisions you need to make, ensure that you act consistently with the values you espouse. It is always important to honor people, commitments, and processes. (See our integrity article in this issue for more on the importance of leading with integrity.) Where economic conditions mandate shifts in commitments and processes, do everything possible to over-communicate. Make your messages clear, simple and transparent. Let your team know you are looking out for their best interest, as well as the business’ success. Any variation from your values to manage profit, calm employee waters, or pacify stakeholders, risks long-term repercussions. In some cases it will be necessary to step-back and not allow the immediacy and stress of the moment to lead to regrettable long-term mistakes. Under stress, even the best of us can inadvertently miss the broader view.

Retain talent aligned with your strategic mission. If you are in a downsize situation, remember that it is difficult on everyone. We encourage you to take a strategic approach to downsizing. First, are there any other options available such as reduced hours, allowing part-time working arrangements and/or establishing quarterly shutdowns? Look for opportunities to create wins (some workers would love to get a short- term break from full time work) in these tough economic times. At the end of the day, if you need to downsize, ensure that you analyze your talent strategically. Many organizations downsize whole project teams or eliminate a department. This is rarely the best option. Long-term viability depends upon retaining your BEST talent. We recommend doing a resource planning assessment to identify the top skills and competencies you will need over the next 2-3 years and beyond. Then, use a competency- based assessment to determine which team-members should remain with the organization, regardless of where they are currently working.

Leaders of today, we need to act strategically, respond carefully, and communicate authentically.

Everyone holds some type of leadership role in life. Wherever you lead – home, sports, community, church, or work – you have an important opportunity to influence and some core leadership principles apply.

Most people think of leadership as a position of power and control: “I tell others what to do and they do it”, or “I finally get to run things the way I want to.” Leadership naturally carries a certain amount of power and authority which increases or decreases depending on the position of leadership. However, the real test of leadership impact is how effectively leadership power and authority are used in accomplishing the goals of the organization.

Most organizational charts take the shape of a pyramid, with the leader at the top and those led listed somewhere beneath them. This type of chart implies a top down approach to leadership. In fact, many leadership authors applaud this traditional pyramid approach when talking about setting vision. Most of us agree that leaders are ultimately responsible for setting and communicating vision within their organizations.

Some 21st century leadership gurus, however, also advocate turning the traditional pyramid upside down. This inverted pyramid depicts leaders serving the needs of those reporting to them. It is a model of servant leadership. The servant leader’s primary role is to grow and develop the people they lead.

A natural discomfort can emerge at first glance when considering the notion of servant leadership. Becoming a servant often conjures up feelings of weakness, softness, or lack of resolve. In reality, those attributes are the exact opposite of what it takes to be an effective servant leader. Servant leaders demonstrate strength, transparency and tenacious resolve as they instruct, teach, encourage and grow their people.

According to Max DePree, former CEO of Fortune 500 Company Herman Miller Inc., “The art of leadership is liberating people to do what is required of them in the most effective and humane way possible”. Thus, the leader is the “servant” of his followers in that he/she removes the obstacles that prevent them from doing their jobs. Eloquently said, Max DePree awakens our minds to think of leadership as the place from which positional authority equates to helping others be successful. This flies in the face of top down “tell them what to do” management. In short, the true leader enables his or her followers to realize their full potential.

A shift in style and skills aligned with servant leadership requires a move away from a dictatorial “project/task” approach to a critical “results through people” orientation. When the focus is on making others successful in their roles – people learn, grow and flourish. The result is increased effectiveness, confidence, and overall organizational success.
A servant leader should not be deterred by the initial investment. In the short run, it can take longer and requires more effort on the leader’s part. It means giving more of one’s self to others. It requires patience and compassion. It also means giving up control and allowing others to experience recognition and reward. A motivated leader can learn and adopt these concepts of servant-leadership, and the rewards are great! It is a win-win all around, for the individual doing the task, the leader, and the company.

Closing thought: “The bottom line is that leadership shows up in the inspired action of others. We traditionally have assessed leaders themselves. But maybe we should assess leadership by the degree to which people around leaders are inspired.” Dr. Jack Weber, Professor of Management, University of Virginia.

Edited by Diane Brown and Alane Taylor of TJ Associates, LLC. from June 2008 Newsletter written by Chaplain Bill Stewart of Lexus Toyota Carlsbad, CA. Copyright protected worldwide.

Studies consistently show that an employee’s direct supervisor has the greatest impact on his or her performance and motivation to contribute to the company.

In today’s rapidly changing work environment, leaders experience success when they effectively demonstrate strong people skills. Effective leaders can no longer rely on their own expertise as the primary or sole credential. They meet goals by working through others with flexibility and energy. Successful 21st century companies will establish, develop, and foster company-wide leadership. Top leaders will learn to capitalize on the talents and expertise of each team member, benefiting the organization as a whole.

How can you drive stronger contribution within your teams? Below we have captured five key strategies we believe are critical in leading effectively:

1. Provide a sense of vision and meaning. Casting a clear and compelling vision helps the collective team understand the purpose of your business. It defines what differentiates your business in the eyes of your customers. A simple, articulate and vivid picture generates enthusiasm and solidarity. People like to be part of a winning team. Help your team see your business as important, serving a cause, and making a difference in the lives of your customers. Over-communicate, but do not complicate your visionary message.

2. Align and prioritize your strategic goals. Organizations underperform due to internal competition as much as (or more than) external competition. Giving your team knowledge about the goals, and the rewards that come with meeting goals fosters alignment and collaboration. In setting specific goals, purposefully establish the link between these outcomes and your organizational strategy. Once goals are established, give the employees as much implementation decision-making as possible. Empower your staff with appropriate levels of trust, support, information, and other tools to achieve their goals. People work harder and smarter when they understand their role in the overall mission of the company and take ownership of the result. Expect excellence.

3. Understand what motivates your people. People do things for their reasons and not ours. For this reason, it is critical to identify what matters most to the people you lead. One of the ways to identify motivators is to ask good questions. Here are some examples. What challenges do you most enjoy? Will you describe a couple of accomplishments you were most proud of and why? Describe some times in the past where you felt most fulfilled at work. What kind of support do you most appreciate and give me an example of when that has happened for you? The answers to questions such as these will provide a road map for motivating your people according to their unique needs.

4. Equip your people for success. The first step in equipping people for success is ensuring that you “get the right person in the right seat of the bus.” (Read Jim Collin’s “Good to Great” for a terrific explanation of this.) In our “If the Job Could Talk” article, we advocate matching required job attributes to a job candidate’s natural strengths. When alignment of personality, motivation, and competency occurs between a job requirement and the employee, the organization is poised for success. As a result, the leader’s job now becomes easier because the focus is on growing and developing employees, instead of performance improvement. In addition, properly equipping employees by providing feedback and recognition the way the employee prefers motivates for future goals and projects. Again, there are different style preferences and great leaders seek to engage the appropriate style for each unique employee.

5. Set measurable outcomes within a collaborative climate. Great leaders demonstrate a keen ability to create challenging and exciting goals that are also realistic and achievable. They also celebrate progress along the way. As milestones are met, everyone celebrates. This engages the team for on-going success. Creating measures that reward collaborative teamwork and team contribution builds momentum for success. It also makes working together a lot more fun.

We believe that great leadership is a progressive journey, and no one arrives at the final destination this side of heaven! In that light, we would like to challenge you to pick one tip from the above list and concentrate on developing that strategy over the next 30 days. We would love to hear your stories and possibly share them in future issues. What did you discover or achieve as you focused on implementing that strategy? Please, send us your comments.

Author: Diane Brown at TJ Associates LLC (Talent Journey). Copyright protected, all rights reserved worldwide.

If you read any newspaper or listen to TV or radio, there is constant reminder of the stress our economy is experiencing. There is no doubt that this pressure is shaking employees across the nation and world. As the holidays approach, employees will also face the traditional stressors of family events, gift buying, office functions, and overall additionally hectic schedules.

As reported through NIOSH, more than 25 percent of workers feel significant stress at work, and often feel “burned out” in the workplace (Yale University). In the same report, one-fourth of employees viewed their jobs as a significant stressor in their lives (Northwestern National Life).

It is clear that during this time of year and especially under the current stressful economic conditions, there are important leadership principles to keep in mind. In this article, we want to emphasize one of those principles: the skill of inquiry.

Inquiry is a skill that can be used immediately and refined over time. We will highlight three main areas of inquiry which will help you lead during stressful times.

First, inquiry begins with the ability of the leader to value people in the organization as whole people, instead of just valuing them for the job they do. People respond and perform when they know they are cared about.

Second, inquiry involves active listening skills. This means being present in the moment – setting aside your other cares and thoughts to listen to the speaker. Active listening means that we are not thinking about what to say next. Active listeners pay attention to the words being said, as well as the body language and tone being conveyed.

Finally, inquiry involves setting aside judgment of what is being said. It involves the ability to understand what others are thinking and feeling from their perspective. This is a bigger challenge than most of us realize at first glance. Often, people filter the other person’s communication through their own experiences. The filter can easily distort the true meaning being conveyed.

So, how do we apply this skill to the holiday season, especially in light of the economic concerns your employees are likely feeling? Here are some specific tips:

1. Connect on a personal level – check in with your employees over the course of the next 6 weeks. Ask them about their plans for the holidays.
2. Take a pulse of the emotional state of your employees. Actively listen for signs of joy, hesitation or stress.
3. Stay focused on what your employee is sharing with you. Keep the spotlight on them. Consider refraining from sharing your own story unless they ask or it seems right.
4. If you sense stress or concern, give purposeful thought to how you can encourage and support employees. This usually does not mean reducing expectations for year- end deliverables. It does entail helping to find solutions that work. Employees appreciate support and encouragement, especially during these stressful times . Listening and caring are often enough to get them refocused . Beyond that, get creative in finding additional ways to diminish the stress they are likely facing. You might also suggest utilization of your company’s employee assistance program to help talk through solutions for reducing stress.

At the 2008 ASTD San Diego Conference this month, Bob Nelson, one of the world’s leading authorities on employee motivation, spoke about the importance of creating an emotional bank account with employees. Creating an emotional bank account means that you deposit positive experiences as a leader with your employees. The more deposits you make into that account, the more stable your relationship and the more opportunity you have to influence that employee for both their good and the goals of the organization. Putting the skill of inquiry to work for you in small ways over the holidays will pay dividends including decreased stress, more cohesive work relationships, and long-term good will.

Diane Brown of Talent Journey November 2008 copywrite