People
Picture this. The CEO needs to make a decision about a cost-saving measure, and has turned to your team for advice. In support of the initiative to go paperless, she wants to eliminate either pens or pencils from use by employees across the organization. The program will be considered a success if it is rolled out in 30 days from today, 100% of employees have converted from the legacy writing instrument, and employee morale does not drop.
As ridiculous as this initiative may sound, the scenario sounds all too familiar. Teams are often given limited time, little supporting data, and high expectations to make decisions that will have enterprise-wide impact.
What is also familiar is that teams are working on several other initiatives with compressed due dates. When the topic of pens versus pencils comes up on the team meeting agenda, only one member of the team has a strong position. Let’s call him the Advocate. The Advocate has studied the issue, has prior experience with a successful rollout of a similar initiative, and has drafted a plan to share with the team.
When the issue is brought up at a meeting, the team members are scattered in focus, and don’t practice the listening skills that would take advantage of the Advocate’s expertise and passion. Instead, they fall into four types of listeners: Ignore, Volley, Judge, and Apply.
Ignore. The Ignorer must attend the meeting, but obviously has other issues pressing for his attention. He’s buried in his phone, but throws out occasional comments like “Uh huh” or “Wait. What are we talking about?” from time to time. His guiding statement is, “You’re not important to me right now.”
Volley. This person doesn’t really agree or disagree with the Advocate about this issue, but wants to be a part of the conversation to get his own remarks on record. He’s preparing his comeback while the Advocate is talking, and interrupts in mid-sentence. His guiding statement is, “You think that’s right/wrong, I can top that.”
Judge. She strongly disagrees with the Advocate about this issue. She’s constantly fact-checking, and making assumptions and conclusions before she hears out the Advocate. Her guiding statement is, “Here’s your problem.”
Apply. This person considers the Advocate a subject matter expert and is here to learn, but not ask clarifying questions or offer feedback. She pays close attention as she downloads information from the Advocate and her other teammates. Her guiding statement is, “What can I take away and keep myself safe?”
Scenarios like this play out all too often. The ability for teams to share information, and make decisions gets bogged down by the inability to listen. Instead, we accept unproductive listening behavior. We let Ignoring, Volleying, Judging, and Applying pass for listening. But to truly hear one another productively, we must practice listening with empathy, as follows:
Empathize. Team members don’t initially agree or disagree with the Advocate, but are present to the Advocate’s words and, more importantly, are open to being changed by what is said. They give their full attention to the Advocate’s words and body language. They stay curious, make an emotional connection, and forget their own agenda. Their guiding statement is, “What are you experiencing?”
Listening with empathy takes practice. It requires being fully present to the thoughts and feelings of others, setting aside our ego, and being open to information that may change our paradigm about an issue. As you go through your workday, take note of how many of the five levels of listening take place among your team members, and how your team would benefit by practicing listening with empathy.
Question: Which of the five levels of listening do you hear in your team meetings?
Download our 5 Levels of Listening free resource. Ask yourself which of these 5 levels of Listening are you participating in. If you find yourself regularly falling into the Ignoring, Volleying, Judging, or Applying levels of listening, take some time to remember the prescription for that level, so that you can become a more Empathetic listener.
Driven by the premise that excellence is the result of aligning people, purpose and performance, Center for Executive Excellence facilitates training in leading self, leading teams and leading organizations. To learn more, subscribe to receive CEE News!
People
When we think of career advancement and leadership development, a good option is the use of a mentor. Whether you are a senior executive or an emerging leader, there is never a bad time to ask for the assistance of a mentor. Just as Plato had Socrates and Bill Gates has Warren Buffett, mentoring is an excellent opportunity for learning from a role model.
By definition, a mentor is someone with knowledge and experience that you can benefit from and is willing to share his or her acquired wisdom. The underlying idea is to improve yourself by connecting with their experience and insight. To get the most out of the relationship, here is a short list of things to keep in mind:
- Define your need. Take the time to define your mentoring needs. Are you a technically-minded person who could polish your relationship-building skills? Are you a junior executive who could benefit from the experience of someone more seasoned? Once you have a solid understanding of your mentoring needs, make a list of those who can potentially fill the role.
- Build the relationship. Learn as much as you can about the people on your list. Which ones have values that closely align with yours? Get to know them in a casual setting over coffee or lunch to see if you have a natural rapport. Don’t lead with “Will you be my mentor?” (That’s like asking someone to marry you on the first date.) Instead, get to know them. Start small and see where it goes.
- Set expectations. Once you’ve found a good match, take the time to set expectations for the relationship. Will you meet informally to chat over business challenges? Should you set up a weekly call to discuss an initiative? Maybe you’d prefer an interview style where you go over a set of questions. Choose the style that best meets your mentorship goal.
- Be prepared. If you’ve chosen wisely, there is a good chance that your mentor has just added you to an already busy schedule. Be respectful by showing up to your mentoring sessions on time and being prepared. If you agreed to do some homework, make sure you honor that commitment. If you chose an interview format, bring a list of carefully prepared questions.
- Move on. The ultimate goal is to arrive at a stage where you will no longer require the services of your mentor. Just as you set expectations going into the relationship, be clear when you feel it’s time to move on. Don’t allow the relationship to end in an awkward fizzle, but bring it to an honorable close. Thank your mentor for taking the time and caring enough to invest in your growth. Chances are, your relationship will evolve into a long-term trusted friendship.
If you are the type of person who takes on challenges, you’ll likely have a series of formal and informal mentors along your career path. If you make the effort to manage these relationships well, they can be some of the most important connections of your lifetime. And when you get an invitation for coffee from a junior colleague, be prepared to use your positive experiences to pass it on.
Question: What knowledge or skills are you hoping to acquire that a mentor could be of help?
Driven by the premise that excellence is the result of aligning people, purpose and performance, Center for Executive Excellence facilitates training in leading self, leading teams and leading organizations. To learn more, subscribe to receive CEE News!
People, Uncategorized
Unfriend anyone on Facebook lately? Avoiding someone because you’re afraid that the subject of politics, religion, or even the weather will come up? In a world that is growing more polarized by the day, there may be no more important skill than being able to hold a meaningful conversation with another human being. In order to free yourself from filter bubbles, radio host and TEDx speaker Celeste Headlee suggests ten ways to improve your conversation skills.
1. Don’t multitask. You can’t fully engage by being partially present. Show respect for the person you’re speaking with by giving your full attention, both physically and mentally, to your conversation.
2. Don’t pontificate. If you don’t enjoy being lectured to, chances are that the person you’re engaging in conversation with would be turned off by your sermon.
3. Use open-ended questions. By starting your questions with who, what, when, where, why or how, you are inviting the other person to think more deeply, and help you mine for insight.
4. Go with the flow. If you’re human, random thoughts will pop into your brain at inopportune moments. Let them come and go. Fight the urge to diverge.
5. If you don’t know, say that you don’t know. Avoid the need to save your ego, and have the humility to admit that you don’t always have the data to support your position.
6. Don’t equate your experience with theirs. Conversations are not about one-upping each other. Let people tell you about their experience without jumping in with, “You think that’s bad …”
7. Try not to repeat yourself. Say it once and let it sit. Otherwise, you’re pontificating (See Number 2) or you’re not engaged enough in the conversation to keep track of your own side of the dialogue.
8. Stay out of the weeds. Nobody cares whether it happened in Tuesday versus Wednesday, in Detroit or Dallas. Skip the minutia and focus on the big picture to stay interesting.
9. Listen. Sounds simple. But talking is actually much easier than listening. Remind yourself that you’re in the conversation to learn, not to convert.
10. Be brief. “A good conversation is like a miniskirt; short enough to retain interest, but long enough to cover the subject.” – Celeste Headlee’s sister
As Bill Nye said, “Everyone is an expert in something.” Rather than avoid half of the population, use conversations as a way to stay curious about your fellow human beings.
Question: How can you get to know people who see the world differently than you do?
Driven by the premise that excellence is the result of aligning people, purpose and performance, Center for Executive Excellence facilitates training in leading self, leading teams and leading organizations. To learn more, subscribe to receive CEE News!
![The Honor Foundation Graduates Another Elite Class of Special Ops]()
People
Joe Musselman founded The Honor Foundation (THF) five years ago to solve an injustice. In 2012, Joe had enlisted in the service with a dream of becoming a Navy SEAL. While in training one day, Joe sustained a serious injury. By nightfall, he was medically discharged. The next 12 months led Joe through rehabilitation and the discovery of dozens of other members of the SEAL community who were in serious need of help to transition out of military service and into the civilian world.
As he dug further into the issue, Joe found that just 13% of SEALs had job offers when they got out of the service. He compared this to the 98% of Wharton MBA graduates who received 2-3 job offers upon graduation. Even those SEALs who did find employment often moved from job to job in the first five years after transitioning. That was the wrong that Joe set out to right in 2013.
Fast forward to 2018. Nearly 350 men and women from all branches of the Special Ops community have graduated from THF campuses in San Diego and Virginia Beach. This world-class, 120-hour MBA-style program immerses participants in a wide range of subjects including Purpose, Change Management, Emotional Intelligence, Leveraging Strengths, Resume Building, Networking, HR and Entrepreneurial Panels, and Mock Interviews.
On June 6th, THF graduated its 15th group of Special Operations Forces. Men and women who have served our country with honor now have the tools they need to confidently enter the workforce with pride and a sure-footing. They are prepared to take the leap of faith that the civilian world will honor their service, embrace their elite training, and place them in positions worthy of their talents.
It is my honor to introduce you to a few members of the Group 15 graduating class, and to invite you to learn more about how you can employ, mentor, coach or donate to this amazing organization.
1. Brian Kelleher, “The ability to work with diverse teams to accomplish a common goal was a very rewarding experience and showed me my passion towards teamwork and mentorship.”
What he brings to the team: As I transition I am excited to find a company and culture that embraces the same community values I have grown accustomed to; diverse teams, embracing the chaos, inclusion, and always aiming above the status quo. I intend to be able to share the unique leadership and team building skills I have gained within Special Operations with my new organization.
Areas of Interest: Business Development • Project Management • Entrepreneurship
Education: Bachelors of Science, Organizational Leadership, University of Charleston (2017)
2. Michael Ortiz, “My exposure to solving complex challenges around the world has sharpened my intuition and I am looking forward to utilizing my leadership attributes, unique skills and active awareness in a variety of future roles.”
What he brings to the team: An established leader who communicates well and builds team spirit easily across all levels. Blends advanced education with practical experience to innovate common-sense solutions for diverse problems. Single-minded focus on exceeding established objectives, and expectations in every endeavor.
Areas of interest: Project Management • Logistics • Leadership Development (developing others toward an unlimited future).
Education: Bachelors of Science, Business Management, University of Phoenix (2016)
3. Marek Malik, “As we progress into the digital age, we must keep the most important resource at the forefront of our priorities – our people. By optimizing our community, we are able to unlock greater potential for our organizations.”
What he brings to the team: Forming and leading cross-functional teams, and managing workflow between departments. Ability to develop employment strategies and forecasted operations, while mitigating risk with ethics driven conduct.
Areas of interest: Strategy Development • Change and Project Management
Education: Bachelors of Science, Economics, United States Naval Academy (2009)
4. Zachary Peters, “I am a trusted leader that relentlessly strives for excellence in chaotic and austere environments.”
What he brings to the team: As the founding member of two military units, Zachary helped develop the training plans, management plans and long term objectives to guarantee the success of the enterprise. These experiences have given him the necessary tools to understand the importance of starting a corporation and the confidence to do so in any sector.
Education: International Relations & Diplomacy, Political Science and Government, New England College (2018)
5. Joshua Duntz, “After nearly 10 years of service, I’m ready to bring my leadership skills to the corporate world and use my unique problem-solving skills to help your business thrive.”
What he brings to the team: Worked with some of the world’s best problem solvers and mentors, allowing him to hone and craft leadership skills. Enjoys working hand in hand with other top performers as well as grooming future leaders.
Areas of interest: Team Builder • Project Manager • Problem Solver • Fitness Enthusiast
Education: Bachelors Degree, Organizational Development, University of Charleston (2018)
6. Preston Lee, “After graduating from UC Berkeley, competing on a historic D1 Rowing Program, and joining the world’s largest Fraternity, Tau Kappa Epsilon, I learned to evolve and develop teams. I am dynamic professional and results-driven leader with 8 years of work experience in Naval Special Operations.”
What he brings to the team: An innovative problem solver who thrives under pressure. Able to forge strategic, global alliances in order to achieve mission-critical objectives. Possess experience in consulting, training, and developing high-profile, cross-cultural teams. Historically exceed expectations and honored for work ethic.
Education: Bachelor of Arts, History, University of California, Berkeley (2009)
7. Joseph Wade, “I offer twenty years of global leadership experience and expertise leading high-performance cross-functional and cross-cultural teams in training development and crisis response.”
What he brings to the team: Creative, quick, and accurate problem-solving in diplomatic as well as dynamic operational environments.
Education: Bachelor of Applied Science, Defense Analysis, Norwich University (2018)
8. Matt Heber, “My mission is to continue utilizing my skills and strengths so that I can serve others by creating new opportunities and possibilities, all while forging strong personal relationships. Being able to build trust and loyalty is something I highly value.”
What he brings to the team: Articulate communicator, complex problem solver, risk manager, optimist, team leader, relationship builder, calm under pressure, and an enthusiastic self-starter.
Areas of interest: Areas of Interest: Healthcare • renewable energy • consulting • business excellence/leadership
Education: Bachelors Degree, Health Services/Allied Health, Health Sciences, University of Cincinnati (2018)
If your organization could benefit from service-minded, adaptable, problems solvers like these, there is no more elite group of talent than the graduates of The Honor Foundation. Contact The Honor Foundation here to learn more about employing, mentoring, coaching and sponsorship opportunities for this world-class program.
Question: What can you do to serve people who have dedicated their lives in service to others?
Driven by the premise that excellence is the result of aligning people, purpose and performance, Center for Executive Excellence facilitates training in leading self, leading teams and leading organizations. To learn more, subscribe to receive CEE News!
People
You can choose to invest training and coaching resources in your management team, or not. Either way, the results will show up in your bottom line or in the headlines. Just ask Starbucks – after they complete racial bias training for 175,000 employees across 8,000 stores this afternoon. All because of the actions of one manager.
The single most important decision an organization can make is choosing a manager. Why? Great managers know how to consistently engage their teams to achieve high performance. They create environments of accountability and build workplaces that fuel productivity and sustainable profitability.
Gallup research finds that managers account for an alarming 70% of the variance in employee engagement scores in the global workplace. That variance, in turn, is responsible for the severely low worldwide employee engagement levels. According to Gallup’s recent State of the Global Workplace report, 85% of employees are not engaged or actively disengaged at work.
Yet companies rarely invest time to understand what makes a great manager. Instead, they promote highly skilled producers and hope that they will be able to replicate their success through others.
So what do great managers do? Gallup finds that great managers have these five talents:
- They motivate every single employee to take action and engage employees with a compelling mission and vision.
- They have the assertiveness to drive outcomes and the ability to overcome adversity and resistance.
- They create a culture of clear accountability.
- They build relationships that create trust, open dialogue, and full transparency.
- They make decisions based on productivity, not politics.
The secret to meeting these requirements is simple – they get to know their team. They don’t just ask their team members to take an online test like StrengthsFinder the Strengths Deployment Inventory. They know how to put those strengths to work.
Great managers know that the most effective way to invest their time is to identify exactly how each employee is different and then to figure out how best to incorporate those innate idiosyncrasies into the team’s operational plan.
Successful managers observe their team members in action. They ask questions, listen, and note what each person is drawn to as well as where they struggle. This practice helps them gain insight about how the unique contribution of each employee can shine.
Companies that increase their number of talented managers can double the rate of engaged employees, and achieve, on average, 147% higher earnings per share than their competition.
If your training budget is earmarked for leadership development and customer-facing skills training, you could be neglecting one of the most important cohorts in your organization. Select your managers carefully, then give them the tools, training, and coaching they need to maximize team engagement.
Question: Where are the training and development dollars going in your organization?
Driven by the premise that excellence is the result of aligning people, purpose and performance, Center for Executive Excellence facilitates training in leading self, leading teams and leading organizations. To learn more, subscribe to receive CEE News!
People
One of the most dramatic changes in employee and leadership development programs in the last decade has been the shift from correcting weaknesses to enhancing strengths.
A Google search for “strengths coaching” yields over 47 million hits. Amazon sells over 30,000 books on the subject, including StrengthsFinder 2.0 which instantly became a Wall Street Journal, Businessweek, and USA Today bestseller, and was named Amazon’s bestselling book of 2013. Gallup’s Clifton StrengthsFinder assessment is used by 1.6 million employees and 467 Fortune 500 companies every year.
Strengths has developed a cult-like following among HR and talent management professionals. Like all movements, this one too has developed myths that deserve to be debunked.
Myth #1 – Focusing on strengths means you can ignore your weaknesses. Sorry. Not true. Ignoring a problem is never sane management theory. Instead, get clear about what your weaknesses are, and develop ways to minimize them.
Strengths coaches are fond of saying that there is no such thing as a well-rounded person. Instead, focus on being a well-lopsided person and develop a well-rounded team. Spend your time where you can excel, then delegate to, or partner with, others who are naturally more adept in areas where you are weak.
Myth #2 – Strengths and weaknesses are two sides of the same coin. Wrong again. Strengths are not the flip side of weaknesses. You can make strengths stronger. You can make weaknesses not so weak. But you cannot transform weaknesses into strengths.
What is true, is that a person can operate either in the balcony or basement of a strength, and the basement can be unpleasant for everyone. Consider Achiever. When things are going well, an Achiever can be a tireless go-getter with a strong work ethic. Conversely, she can be overcommitted and in danger of burning out. Being in the basement isn’t a weakness, it’s a strength overapplied.
Myth #3 – You can become too specialized if you focus on your strengths. Good reasoning, but not the case if your manager takes the time to understand how to put strengths to work. First, strengths are not labels. If your manager locks all “Strategics” in a room and expects they will come out with the perfect strategic plan, it’s not likely to happen. That’s simplistic and a little reductive.
Managers who understand the power of strengths know that the best way for people to grow and develop is to identify how they most naturally think, feel and behave, then build on those talents to create strengths. People with Strategic as a strength are naturally good at anticipating alternatives and finding different paths. They may be good at mediating debates or contract negotiation. The best managers will not only have a good working knowledge of strengths, but will also take the time to get to know what situations enable their employees to succeed.
We all have weaknesses. But putting your time, energy and focus on fixing your weaknesses will only yield mediocre results. If you want to unlock your greatest potential and bring out the best in your team, let go of the myths and put strengths to work.
Question: Have you taken the StrengthsFinder assessment? What are your Top Five?
Download our INFOGRAPHIC – Putting Strengths to Work – which unpacks groundbreaking research that launched the Strengths© movement and offers three keys for how great managers can put strengths to work.
Driven by the premise that excellence is the result of aligning people, purpose and performance, Center for Executive Excellence facilitates training in leading self, leading teams and leading organizations. To learn more, subscribe to receive CEE News!
