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People
Every week, we talk to leaders who are responsible for making sweeping organizational changes. Some are going through mergers. Some are opening new international markets. Others are leading major rebranding initiatives.
Change is pervasive in our society and a fact of life in organizations. It’s easy to get caught up in the sexy complexities of organizational change. So easy, in fact, that we can forget to connect with what our employees are doing each day to keep the engines running. If that disconnect is too great, we run the risk of creating lasting damage.
Gallup reports that 7 out of every 10 employees are disengaged at work. If your calendar is loaded with meetings about your latest strategic initiative, consider making room for small changes to engage with your employees. Take some time to show them that they are valued members of your team.
Here are 4 small changes that can produce big results:
1. Greet every employee you encounter, making eye contact and smiling, no matter how rushed you feel. Does this sound too simple to be effective? Remember that every employee wants to be recognized. At its most basic, that means seeing and acknowledging each person. This takes very little time, but can significantly improve the spirits of the entire organization. Be genuine though. Employees can spot a smile-o-matic from miles away.
2. Spend at least 15 minutes each day simply listening to what your employees have to say. Leaders spend so much time telling, that it is easy to forget the value of listening. Listen with your ears, your eyes, and your heart. With daily practice, you’ll begin to find out what matters most to your employees. Great leaders are great listeners.
3. Connect employees’ daily contributions to the organization’s strategic objectives. Granted, there may be some strategic initiatives in the pipeline that you are not ready to share with your employees. But employees can and should connect what they do each day to the published organizational goals. As a leader, it is vital that help employees connect the dots between what they do and what the organization is trying to achieve. Read more about proven ways to connect your employees with your strategic plan here.
4. Offer more praise than corrective feedback. Being negative comes naturally. But, according to this Galllup Business Journal article, “Recognition is a short-term need that has to be satisfied on an ongoing basis – weekly, maybe daily.” Every time we praise, it creates a burst of dopamine or internal reward system that makes employees want to repeat the behavior that was positively recognized.
Each of these four simple steps takes very little time out of your day. Find the time and take the time to make these small changes to keep your employees engaged.
Question: Which of these actions could you take today?
Download our infographic: From Buzz Phrase to Business Case: Why Employee Engagement Really Matters or email us at info@executiveexcellence.com to learn more about our workshops and corporate training opportunities for employee engagement. We’d love to hear from you!
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People
“Coming together is a beginning. Keeping together is progress. Working together is success.” Like many of the quotes attributed to Henry Ford nearly 100 years ago, this one continues to ring true today. Ford was known for his innovation, ingenuity, and resourcefulness that revolutionized transportation in America.
Today, the world is poised for another revolution that will not only transportation, but every other conceivable industry. In order to meet the overwhelming demand and associated stresses that these changes will bring, teams will need to effectively deal with conflict. When some of your team members have strong, conflicting opinions about what strategy to take, here are three steps you can take to put everyone back on track:
1. Separate the business issues from the personal issues. If personal styles vary greatly among your team members, administer an assessment like the Gallup© StrengthsFinder. Collect the top five strengths of every team member and put them on a matrix. Review the matrix with the team to help them see what personal styles they have in common, and where there are differences. Doing so will enable the team to build a common frame of references for dealing with individual differences.
2. Identify where the team is in violent agreement. If you haven’t taken the time to create a team charter, now may be a good time to stop and do so. The process of creating a charter will allow the team to establish a common set of values, purpose, goals, and expectations. Have the team sign the charter, give each member a copy, and post a copy in a common area. When conflicts arise, use the charter as a North Star to guide the team back to the what they mutually agreed to. Here’s a template published by Redbooth to get you started.
3. Pop the power bubbles. Sometimes, conflict involves power issues or strong personal agendas that require your direct attention. If you allow these to go unchecked for too long, it will erode confidence in your ability to lead the team. Sit down with any members of your team who may be testing your authority. Help them identify the sources of their conflict. Let them know that you will provide every resource you have available to help them, but that team cohesion is your first priority. Read this article from the Harvard Business Review to learn more about toxic team members.
Conflict can be healthy for a team when it’s channeled properly. Knowing how and when to intervene is a leadership skill that will pay off for you and your team.
Question: What approaches have you found helpful to create a culture of healthy conflict with your team?
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People
According to the 2017 Edelman Trust Barometer, trust in institutions is evaporating at an alarming rate. For 17 years, Edelman has measured trust in 28 countries. This year, trust in government, business, media and NGOs is little more than 47% on average. CEO credibility declined in all 28 countries to just 37%.
Interestingly, these stats represent institutions and business leaders in developed countries. It’s enough to make us stop and think, “Just how developed are leaders of the 21st century?” Is it time for a trust reset? If so, where do we begin?
We can choose to focus on issues in 2016 that contributed to the results – the rise of populist elections, protectionist governments, and fear of job displacement by the rapid rise in technology. But when we focus on the macro level, we can quickly become overwhelmed. We may think that what we do as individuals doesn’t matter in the big picture. The truth is that trust matters, and it starts with us.
In his book The Speed of Trust, author Stephen M.R. Covey states that trust has become the key leadership competency of the global economy. He argues that rebuilding trust at the macro level starts with each individual. Like a ripple in a pond, trust begins within each of us personally, continues into our relationships, expands into our organizations, and ultimately encompasses our global society.
Turning the trust lens from outward to inward requires us to take a hard look at ourselves. If you think you’re ready, download this Trust Self-Assessment to see how you would score.
If there is room for improvement in your score, consider making changes in these three key areas:
1. Do I fulfill commitments to myself and others? In our fast-paced, information overload world, we’ve become accustomed to overpromising and under delivering. But, when we don’t follow through with our commitments, we lose credibility with others and respect for ourselves. Before you make any commitment, ask yourself these questions: 1) Is this a commitment I really want to make? 2) Will I follow through with this? Pause and reflect, then commit, deliver and repeat.
2. Do I walk my talk? When we share half-baked ideas or say things we don’t really mean, we lose personal credibility. People won’t believe the message if they don’t believe the messenger. Make sure your actions match your words and beliefs. Lead by example, modeling for others through consistency, competency and communication.
3. Do I extend trust to others? As a leader with responsibilities for business outcomes, it can be hard to extend trust to others. Yet, when we micromanage and fact check, we send the message to our team that they can’t be trusted. Over time, we can end up leading a team of paranoid cynics who don’t trust one another. Between the extremes of gullibility and paranoia is smart trust. Learn how to extend smart trust here. No second-guessing required.
Self-trust is at the core of everything we do. It ripples through every relationship, the organization, the market, and society. Give others a person they can trust.
Question: How did you score on the Trust Self-Assessment? In which of the three key areas can you improve?
People
What do
Charles Darwin,
Candice Bergen and
Michael Jordan have in common? They’re all
introverts.
So are Bill Gates, Warren Buffet and Mark Zuckerberg. When we think about the personality traits that effective leaders need, we typically think of people who are charismatic, dominant, and outgoing. We think of extroverts. Especially in the U.S.
A study by researchers at Stanford suggests that Western cultures value excitement, and that these values carry over into the behavior of leaders in those countries. Author and TED Talk contributor Susan Cain agrees. In her book, Quiet: The Power of Introverts in a World That Can’t Stop Talking, she writes,
“The U.S. has become a nation of extroverts. The extrovert ideal really came to play at the turn of the 20th century when we had the rise of big business. We moved from what cultural historians call a culture of character to a culture of personality. During the culture of character, what was important was the good deeds that you performed when nobody was looking. Abraham Lincoln is the embodiment of the culture of character, and people celebrated him back then for being a man who did not offend by superiority. But at the turn of the century, when we moved into this culture of personality, suddenly what was admired was to be magnetic and charismatic.”
At a time when our headlines are full of messages from brash, assertive, outspoken leaders who love their own press, it may be time to consider the virtues of their quiet counterparts. Here are four ways introverts can turn their love of solitude and keen observational skills into effective leadership skills:
1. Listen first, talk second. Extroverts talk first and think later, because they express themselves more easily verbally. Yet according to Susan Cain, “There’s zero correlation between being the best talker and having the best ideas.” Rather than rely on witty repartee, introverts listen intently to what others say and internalize it before they speak. They’re not thinking about what to say while the other person is still talking, but rather listening so they can construct the best reply.
2. Leverage your quiet nature. Remember the meetings where everyone was clamoring to be heard, until Bill — who never said a peep — chimed in? Then what happened? Everyone turned around to look in awe at how Bill owned the moment by speaking calmly and deliberately. He was tapping into the wisdom of Abraham Lincoln who said, “Better to remain silent and be thought a fool than to speak out and remove all doubt.”
3. Soak up the ‘me’ time. Introverts spend a lot of time in their own heads. And they need this time. It’s how they turn information into knowledge, and knowledge into insight. So set aside ‘me’ time every day. Find a quiet spot to sit down and reflect. Even if it’s 15 minutes. Let the thoughts flow through your head and jot down any new ideas that percolate.
4. Let your fingers do the talking. Introverts tend not to think out loud. Speaking extemporaneously is not their strong suit. Take advantage of opportunities to prepare your thoughts in writing. You’ll have time to choose compelling and persuasive language that you can refer to when you’re speaking and can leave with others to make sure your key points stick.
In a world where being social and outgoing are highly prized, it can be difficult to be an introvert. But introverts bring extraordinary gifts to the leadership table that should be celebrated and encouraged.
Question: What is your primary orientation? How can you leverage the talents of those who are your opposite?
Interested in receiving some one-on-one coaching to help hone effective leadership skills? Check out our Leadership Development services or email me at snasim@executiveexcellence.com directly to set-up a free 30 minute consultation. We have a few spots available this summer for in-person or online coaching.
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People
“On the morning of April 7, 2007, I was lying on the floor of my home office in a pool of blood. On my way down, my head had hit the corner of my desk, cutting my eye and breaking my cheekbone. I had collapsed from exhaustion and lack of sleep.” Those are the opening words of Thrive, the 2014 New York Times Bestseller written by Arianna Huffington, co-founder and editor-in-chief of The Huffington Post.
That fall was her wakeup call. It caused her to re-think her definition of success and to seriously consider the impact of stress on her life.
Stress. It’s become such a prevalent part of our workdays that we’ve come to accept it as an occupational necessity. Yet, the long-term effects of stress can be lethal. Stress is a factor in 75% to 90% of all medical visits, and a factor in the six leading causes of death.
If you consider yourself a leader who thrives under pressure – if you work best under a deadline – you may be addicted to stress. According to Heidi Hanna, author of Stressaholic, “stress is a drug.” When we’re under the gun, stress releases dopamine and feeds endorphins to our brains which temporarily boosts performance.
As a leader, you have a responsibility to create a culture of performance. Over time, your time-crunched lifestyle can not only have serious health implications for you, but can have a debilitating impact on your organization. Here are two practices that will help you navigate the path between stress and success:
Be Mindful. Our response to stress is something we inherited from our ancestors. It was a fight or flight response that triggered an ‘all systems go’ reaction in the body. When faced with a sabre-toothed tiger, that reaction was designed to improve our chances for survival by releasing a burst of cortisol to mobilize the body for action.
Although the sabre-tooth is extinct, our flight or flight mechanism is alive and well. Any time we face a threat – a deadline, a conflict with a colleague, a financial struggle – our body goes into stress mode. It releases cortisol causing our blood pressure to rise and our heart to beat faster. But, without a physical release of fighting or fleeing, the cortisol builds up in our system. That’s the bad news.
The good news is that we can train our brains to recognize these sensations in the moment, and learn to react calmly instead of letting out our inner caveman. It’s a practice known as mindfulness.
As defined by Dr. Kabat-Zinn, mindfulness is “paying attention in a particular way; on purpose, in the present moment and non-judgmentally.” The next time you’re in a stressful meeting, try the ABC method of mindfulness. Become Aware of the stress rising in your body. Breathe deeply and consider your options. Then Choose thoughtfully.
Build Margins. Today’s leaders are incredibly busy. Everyone, it seems, wants a piece of you. And no one seems to appreciate the fact that you are a finite resource. Perhaps you don’t even realize this yourself. You can’t be an effective leader if your calendar is crammed with back-to-back meetings and your inbox is full of unread messages.
“To be truly effective,” says leadership expert Dr. Tony Baron, “you need to make time for margins your life.” You need to create white space, or times of reflection so that information can be turned into knowledge, and that knowledge into insight. Sometimes, you just have to stop and let the information catch up with you.
Building margins in our lives helps us get over our feeling of scarcity that leads to stress. We start by stressing that we never have enough time, that we cannot make time to truly connect with our employees, that there is only so much to go around.
Margin is not something that just happens. You have to fight for it. You can start by creating a time budget like this one from Michael Hyatt to help you focus on what matters most.
Stress is not going away, but you don’t have to be addicted to it. Make the choice today to be mindful and build margins in your life to build the resilience you need to manage it effectively.
Question: How does stress impact your ability to lead effectively?
Are you interested in acquiring simple tools for mastering stress and overcoming self-limiting barriers?
Check out our Corporate Wellness Training services or email me at snasim@executiveexcellence.com directly to set-up a free 30 minute consultation.
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People, Uncategorized
Last week, I attended a very special graduation ceremony. It wasn’t for a family member and it wasn’t held in a football stadium. It was for 36 men and 1 woman who had completed a 120-hour, MBA-style, transitions program through The Honor Foundation.
These were already alumni of some of the most elite programs in the world – they were Navy SEALs and Marine Special Operations Forces team members – who had served our country with honor and ready to transition back to civilian service.
Thanks to The Honor Foundation, these men and women 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 eight members of the Group 11 graduating class.
1. Diego Ugalde, “My passion is to hear the sound of your resounding success.”
What he brings to the team: With a relentless positive outlook, Diego is known for walking into a situation, assessing it, and working tirelessly to improve it for the betterment of the team.
Areas of interest: Motivational Speaking, Leadership & Development, and Coaching
Availability: Diego transitions from the Navy SEALs in September of 2018.
2. Larry Lacefield, “Leader of leaders, adapting to any environment.”
What he brings to the team: Selfless problem solver exuding compassion, creativity, competence and sound decision-making facilitating solutions where others see obstacles.
Areas of interest: Business Development, Chief of Staff, Project Management Officer, or HR Leadership in Healthcare and Biotech
Education: M.S., Emphasis in Global Business Leadership, University of San Diego
Availability: Larry is transitioning from the Navy Special Warfare Command in May 2017.
3. Russell Hromadka, “Multi-dimensional guru and cross-generational connector.”
What he brings to the team: Perpetually sought after for crisis management, joint ventures, new initiatives, and to ‘do it right the first time’ where there is little guidance and organizational success is at stake.
Areas of interest: Chief of Staff, Business Development, Human Resources, Ops, Project Management.
Education: B.S., Applied Mathematics (Honors), US Naval Academy
Availability: Russ will transition from Marine Special Operations Command in the Spring of 2018.
4. Alexander “Pete” Tunley, “A human with supernova positivity that inspires all.”
What he brings to the team: A passionate, powerful and committed leader with incredible positivity that attracts communication and input from all.
Areas of interest: Business Development, Human Resources, Coaching, Leadership & Development, Motivational Speaking.
Education: B.A., Intelligence Studies, American Military University
Availability: Pete transitioned as a Chief Petty Officer in March of 2017.
5. Christopher “Noah” Phillips, “Diplomatic disruptor fascinated by finance.”
What he brings to the team: Exceptionally motivated and proven leader with budgetary controller and multinational business experience.
Areas of interest: Finance, Wealth Management, Venture Capital, Private Equity, Analyst and Associate.
Education: B.S., Business Finance, Pennsylvania State University (2019)
Availability: Noah is transitioning from the Marine Corps in July 2017.
6. Matthew Lampert, “Lifelong servant of the community and our nation.”
What he brings to the team: Proven, decisive, and determined leader, who motivates, empowers, and develops his team to achieve their highest potential.
Areas of interest: Chief of Staff, Operations, HR Business Partner, Project Management Officer.
Education: M.A., Leadership, Development and Education, The George Washington University
Availability: Matt transitions as an Officer with the U.S. Naval Academy in June of 2018.
7. Eric Kasmire, “Innovative leader who excels at organizing resilient teams to achieve exceptional results.”
What he brings to the team: Skilled communicator at all levels, and passionate about leading multi-functional teams from diverse backgrounds and cultures to increase performance.
Areas of interest: Business Development, Chief of Staff, Project Management, or HR Leadership roles.
Education: B.A., Homeland Security, with Honors, American Military University
Availability: Eric transitioned in the summer of 2017 from the Marine Special Operations Command.
8. Justin Plank, “Ethical leader with the exceptional ability to remain calm and decisive in both high pressure and uncertain environments.”
What he brings to the team: A tireless work ethic, accustomed to working in fast-paced environments where excellence in performance is the standard.
Areas of interest: Operations leadership and Project Management.
Education: Master of Business for Veterans, University of Southern California
Availability: Justin transitioned in the summer of 2017 from the Navy SEALs.
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?
