13 Dec
[email protected] Leadership

Trust In The Workplace

When there is trust, team members are able to engage in unfiltered,
constructive debate of ideas.—Patrick Lencioni

How would you rate workplace trust within your organization? Are team members comfortable:

  • Admitting and owning weaknesses and mistakes?
  • Asking for help?
  • Offering and accepting apologies without hesitation?
  • Sharing their knowledge to help others grow?
  • Supporting shared goals where the team will be recognized as a team, rather than as individuals?

Trust issues continually score high as a “need” for individuals, teams, and organizations. This pertains to relationships with colleagues, peers, and bosses, and can also apply to strategic partners and vendors.

Why do you think that is?  Common responses include:

  • What’s in it for me to be vulnerable?
  • If I share my knowledge, I won’t have a “leg up” on others.
  • I prefer to work solo rather than in a collaborative mode.
  • It’s intimidating to speak up and I’m adverse to conflict

Below are some tips for increasing workplace trust:

  • Assess whether there are any reasons others may not trust you.  Work on them!
  • Do you consistently display the behaviors you wish to see in others?
  • How is your current work culture? What changes could be made to make it stronger?
  • Select a highly trusted leader; identify the behaviors you feel make then successful and add them to your “tool-belt”.
  • ASK your team for their ideas about improving trust.
  • Listen and be responsive! Author Patrick Lencioni says “Transparency, honesty, and vulnerability are the key ingredients required for a team to be trusting and truly cohesive”.

What actions can you implement to improve workplace trust?

One of the most valuable things you can do to create higher levels of trust is to trust others more.  Don’t wait for them to prove themselves to you. Trust them.– K. Eikenberry

06 Dec
[email protected] Leadership

A Leader; A Legacy

President Bush solidified his legacy of principled, pragmatic, and compassionate leadership.
— Gov. Larry Hogan

The world has lost a great leader. U.S. Republicans, Democrats, Independents and even those with no party affiliation, as well as foreign leaders, expressed their condolences with the passing of George H.W. Bush.  He is mourned and his accomplishments celebrated.

A simple summary of his life was that he was dedicated to a lifetime of public service and a desire to make the world a better place.

Here’s why many claim President Bush (41) was the most accomplished U.S. President:

  • A World War II veteran and Navy pilot
  • Two-term congressman
  • Director of the Central Intelligence Agency
  • Ambassador to the United Nations
  • Vice President of the United States
  • 41st president of the United States
  • Father to the 43rd U.S. President
  • Helped end the Cold War
  • Instrumental in German unification
  • A lifetime Public Servant

Below are comments from both Domestic and International Leaders:

  • A true patriot and statesman who embodied decency and selfless service
  • A man of the highest character
  • His legacy of public service may never be matched, even though he’d want all of us to try
  • Sound judgment, common sense, and unflappable leadership
  • Through all that he accomplished, he remained humble
  • He loved his country and lived a life of courageous service
  • You did not have to agree with President George H.W. Bush to respect him
  • He served our country with dignity, integrity, and a commitment to American values
  • His administration was marked by grace, civility, and social conscience
  • He showed political wisdom and foresight, sought to make informed decisions even in the most difficult situations

There is no better summary than what son Neil Bush shared: This is the end of an amazing life.  And from the U.S. Navy: Fair winds and following seas, Sir. We have the watch.

May he Rest In Peace.

George H.W. Bush’s lifetime of service and decades of dedication to honor and duty leave an indelible mark on our nation and on our hearts.– Gov. Larry Hogan

30 Nov
[email protected] Leadership

What’s DiSC?

Leadership consists not in degrees of technique but in traits of character; it requires moral rather than athletic or intellectual effort, and it imposes on both leader and follower alike the burdens of self-restraint (and awareness).
— Lewis H. Lapham

Words matter; styles and behaviors also matter. Are you familiar with the DiSC model and how our behaviors and preferred styles impact our degree of effectiveness?

The DiSC theory was developed by psychologist William Marston and focuses on four different personality traits: Dominance (D), Influence (I), Steadiness (S), and Conscientiousness (C). An assessment was then created that identifies and provides an understanding of our preferred behaviors in specific environments.

There are four basic dimensions of behavior in the DiSC profile.  They are:

D –   DOMINANCE   People who display the Dominance behavior shape their environment by overcoming opposition and challenges in order to accomplish results.  They like control, and they don’t like being taken advantage of.

I –     INFLUENCE  People who display the Influence dimension enjoy interacting with others. They shape their environment by persuading and influencing others and by building alliances. They like being involved and being recognized, and they don’t like rejection or loss of approval.

S –   STEADINESS  People with the Steadiness dimension of behavior are accepting of other people’s ideas, and they like a predictable environment with methodical approaches. They like security and stability, and don’t like sudden change or the loss of security.

C –   CONSCIENTIOUSNESS  People with a high Conscientiousness behavior value quality and accuracy, they analyze situations, and seek tactful, diplomatic interactions. They like accuracy and order, dislike a lack of procedures and standards, and may not be open to critical feedback.

If you’re thinking that all four behaviors add value, you’re absolutely right. Each of us has elements of each, but to differing degrees, and an ideal, well rounded team would be comprised of all 4 styles.

This is a very brief overview, but now you have a baseline understanding of “What’s DiSC”?. What behavior(s) do you most identify with? What about your colleagues? Do you want to take it to the next level?

The DiSC model is a very practical and user-friendly theory of human behavior. It creates a common language and a framework to better understand ourselves and others. It is completely non-judgmental with no good or bad categories, or high or low scores.

15 Nov
Career Coaching is for high performers to become more influential, inspiring, and impactful leaders.
[email protected] Leadership

Why Career Coaching?

Coaching Is The Universal Language of Change and Learning.–CNN

Why is Career Coaching gaining in popularity? Generally speaking, the value of coaching is now being realized.

20 some years ago, companies most often utilized a coach to help manage/address toxic behaviors. That still exists, but more commonly today, career coaching engagements occur so high-potential performers become high performers as well as more influential, inspiring, and impactful leaders.

Joy McGovern, Ph.D shares:

  • Career coaching translates into doing
  • Doing translates into impacting the business
  • This impact can be quantified and maximized

Coaches frequently help their clients with leadership/management skills and behaviors, and with enhancing communication styles. The coaching engagement includes having a clear purpose, exploring improvement opportunities, agreements for action, and a commitment for change.

The coach validates perceived strengths, and will likely discuss behaviors that may be under-used or over-used. They listen, they inquire without passing judgment, and they increase awareness levels.

The coach/client engagement also includes exploring possibilities. The coach provides guidance for moving forward, they are a sounding board, and they remind the client of their purpose and commitments.

The value and benefits of coaching have been reported as:

TANGIBLE BUSINESS IMPACTS
Productivity
Quality
Organizational Strength
Fewer customer complaints

INTANGIBLE BUSINESS IMPACTS
Improved Relationships (with direct report reports, senior leaders, peers)
Improved Teamwork
Reduced Conflict
Increased Organizational Commitment

In summary:
Career Coaching=Career Development=Organizational Bench-Strength=Greater Results

A willing executive/leader is someone who enters into coaching voluntarily, with enthusiasm and the desire to examine their gaps as well as their assets. This implies that willing executives/leaders are those who are open to self-discovery and personal growth, and who want to be coached; otherwise, coaching is a dead-end street.—Christine Turner

 

Career coaching is valuable. PeopleTek offers other valuable leadership tips each week. Sign up today to take your leadership skills to the next level.

08 Nov
Different emotions representing emotional intelligence
[email protected] Leadership

Toxic People

When you notice someone does something toxic the first time, don’t wait
for the second time before you address it or cut them off. . .  Shahida Arabi

Let’s be honest. We all know, or have worked with, toxic people who create workplace conflict. Toxicity covers a lot of territory; some examples include poor attitude, lack of commitment and accountability, taking credit for the work of others, whiners/complainers, finger pointing, intentionally misleading others, and having a closed mindset. (Any others come to mind?).

Author Dr. Travis Bradberry provides 12 ways to manage toxic people who create workplace conflict (excerpts are):

Set limits
A great way to set limits is to ask complainers how they intend to fix the problem. They may stop complaining to you!

Choose your battles
Stand your ground, pick the “right time” to address the conflict, and use your emotional intelligence skills to keep conversations healthy.

Rise up
Don’t allow yourself to respond emotionally and get sucked in; remain fact based.

Stay aware of your emotions
Recognize when your buttons are being pushed. Take the time you need to regroup.

Establish boundaries
Decide when and where you’ll engage a difficult person, this allows you take control.

Don’t let anyone limit your joy
Emotionally intelligent people don’t let anyone’s opinions or snide remarks take away their sense of accomplishment or “happy” feelings.

Don’t focus on problems—only solutions
Quit thinking about how troubling your difficult person is, and instead focus on how you’re going to go about handling them.

Don’t forget
Emotionally intelligent people are quick to forgive, but that doesn’t mean that they forget.

Squash negative self-talk
Negative self-talk is unrealistic, unnecessary and self-defeating.

Limit your caffeine intake
Caffeine triggers the release of adrenaline and is the source of “fight-or-flight”.

Get some sleep
Sleep has a direct link with increasing emotional intelligence and managing stress.

Use your support system
Recognize the weaknesses in your approach with toxic people and tap into your support system to gain their perspectives.

What can you do to better manage toxic people who create workplace conflict?

Toxic people attach themselves like cinder blocks tied to your ankles,
and then invite you for a swim in their poisoned waters.― John Mark Green

01 Nov
[email protected] Leadership

Top Leadership Challenges

When leaders are doing their best, they Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart.–James M. Kouzes

Many studies have been conducted about leadership challenges, and most have quite a few commonalities:

  • Developing effective leadership skills
  • Managing through change
  • Consistently recognizing and rewarding accomplishments
  • Inspiring others
  • Communicating goals and how they can, and must be, supported
  • Building trust within teams and across organizations
  • Being aware of, and having the skills, to address conflict

That’s a relatively short list.  Which do you find most troublesome? Which challenges would you add?

As leaders, we need to be self aware. How do we see ourselves? How do we show-up? Next is the tough part, how do others see us? Answering these questions may add to our personal list of challenges.

To SELF ASSESS, ask yourself:

1.    What’s the purpose of my leadership?
2.    Would my staff feel that I’m committed to their improvement?
3.    Do I feel I make a real difference and feel valued? Would my staff agree?
4.    Do I create and maintain relationships that help the organization thrive and obtain results?
5.    Do I know what’s expected of me and do I deliver on those expectations?
6.    Do others know what I expect of them?
7.    Are my priorities clearly communicated and supported?
8.    Do I take sufficient action to improve individual and team performance?
9.    Am I committed to self development?
10.  Is going to work enjoyable? (at least most of the time?)
11.  What keeps me up at night?
12.  What are my challenges and what am I doing do address them?

As we’ve said before, being a leader is not easy and requires courage. Did you discover anything new from the assessment?

Name at least one leadership challenge you’ll begin to develop, starting today!

If you want to have a significant impact on people, on organizations, and on communities, you’d be wise to invest in learning the behaviors that enable you to become the very best leader you can.
—James M. Kouzes

25 Oct
[email protected] Success

Workaholic?

Workaholism has become such a problem that that many are calling it ‘the addiction of this century.’

How’s your work/life balance? Would you be surprised to learn that 10-25% of us are considered workaholics?

Our pace is quicker than ever before, and the ease and ability to stay connected can be a plus, but it can also be detrimental.

Few of us excel at saying “enough is enough”, and we rarely tell our colleagues or staff to improve their work/life balance.

Now it’s time to evaluate yourself. The Faculty of Psychology from The University of Bergen collaborated with Nottingham Trent University in the United Kingdom and created “The Bergen Work Addiction Scale”.

The questions include, and are to be rated on a scale of 1 (never) to 5 (always):

  1. You think of how you can free up more time to work
  2. You spend much more time working than initially intended
  3. You work in order to reduce feelings of guilt, anxiety, helplessness or depression
  4. You have been told by others to cut down on work without listening to them
  5. You become stressed if you are prohibited from working
  6. You deprioritize hobbies, leisure activities, and/or exercise because of your work
  7. You work so much that it has negatively influenced your health

If you scored 4 (often) or 5 (always) on four or more of the criteria, that classifies you as a workaholic.  How’d you do?

Maybe it’s time to set boundaries.
Examples:

  • Pick 2 days a week when you will limit your work day to 8 hours
  • Pick 2-3 days a week when you commit to not doing additional work at home
  • And, we need to assess, based on our role, how much time to we truly need to make ourselves available each evening, on week-ends, and while on vacation or holiday.

Studies have concluded that people who work 50 or more hours per week were likely to experience both physical and emotional consequences. So, while it may seem like a good idea to work those long hours and attempt to achieve more, we can actually reduce our productivity level, increase error rates, and impact relationships.

Make sure to build in leisure time for doing the things you enjoy, and for spending sufficient time with family and friends!

18 Oct
[email protected] Success

EQ and Success

If your emotional abilities aren’t in hand, if you don’t have self-awareness, if you are not able to manage your distressing emotions, if you can’t have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far.
—Daniel Goleman

We’ve written about Emotional Intelligence (EQ) in the past and have shared that EQ can increase through self development and consists of 4 areas: Self awareness, self management, social awareness, and relationship management.

Success Magazine’s Rhett Power shares more. He provides the following about those with high EQ:

  1. They’re change agents.
    They understand that it’s a necessary part of life—and they adapt.
  2. They’re self-aware.
    They know what they’re good at and what they still have to learn; weaknesses don’t hold them back.
  3. They’re empathetic.
    Being able to relate to others makes them essential in the workplace. With an innate ability to understand what co-workers or clients are going through, they can get through difficult times
    drama free.
  4. They’re not perfectionists.
    They know perfection is impossible; they roll with the punches and learn from mistakes.
  5. They’re balanced.
    They know the importance of maintaining a healthy professional-personal balance in their lives.
  6. They’re curious.
    They don’t judge; they explore the possibilities; they ask questions and are open to new solutions.
  7. They’re gracious.
    They believe every day brings something to be thankful for; they feel good about their lives and don’t let critics or toxic people affect that.

Any idea which element of EQ you’d score highest in? Which area do you feel has the greatest growth potential?

Emotional intelligence is a way of recognizing, understanding, and choosing how we think, feel, and act. It shapes our interactions with others and our understanding of ourselves. It defines how and what we learn; it allows us to set priorities; it determines the majority of our daily actions. Research suggests it is responsible for as much as 80 percent of the “success” in our lives. -J. Freedman

11 Oct
[email protected] Interpersonal Skills

The Cost Of Conflict

The better team members engage, speak, listen, hear, interpret and respond constructively, the more likely their teams are to leverage conflict rather than be leveled by it.
–Craig Runde and Tim Flanagan

We’re at it again, that is, sharing information about conflict, and the newly published costs for conflict in the workplace.

Based on results published by the Washington Business Journal, the typical manager spends 25 – 40% of his or her time dealing with workplace conflict. That equates to 1-2 days every workweek!

And, the Cost of Workplace Conflict in the U.S. is estimated at $359 Billion annually (2.8 hours per week @ $17.95 per hour).

Do you find this as staggering as we do? We’ve all experienced conflict in the workplace, and some of us are better at managing it than others, but it looks like it’s time we all make addressing conflict a priority.

According to authors Karl A. Slaikeu, Ralph H. Hasson, managing conflict is the largest reducible cost in many businesses, and the most common disruptive behaviors associated with workplace conflict include:

  • Being dismissive
  • Finger-pointing
  • Arguing
  • Not listening
  • Being sarcastic
  • Belittling
  • Gossiping
  • Caving in
  • Being disrespectful
  • Complaining about someone

It’s up to us as leaders to understand how we respond to conflict. We need to increase our awareness of not only our own conflict behaviors, but also those of our colleagues. And lastly, we need to recognize destructive responses and replace them with productive ones.

How well do you manage workplace conflict?  We can help!

If we manage conflict constructively, we harness its energy for creativity and development.
Kenneth Kaye

04 Oct
[email protected] Communication, Leadership

Feedback Increases Effectiveness

We all need people who will give us feedback. That’s how we improve.–Bill Gates

Can you believe it’s the 4th QTR of 2018? How are you doing?  How are you feeling? Have you accomplished all that you planned for, or will the next few months be action packed?

Hopefully your annual plan included soliciting feedback. Bill Gates’ quote above shares that we need feedback to improve.

As leaders, we may be more comfortable giving feedback than receiving it.  We view giving feedback as part of our job and have scheduled meetings (one on ones, performance appraisals) that lend themselves to discussing the positive behaviors and accomplishments, as well as the missed goals and opportunities.

We all have perceptions as to how our peers, subordinates, and business partners would evaluate us, but we rarely solicit feedback on a regular basis.   So what can we do?

You can start simple.  Ask 3 questions:

  • What do I do that makes a difference that you want me to continue doing?
  • What am I doing that you want me to stop?
  • What could I do better?

You may also want to consider using a formal 360’ feedback program – we use Wiley’s 363 For Leaders tool that evaluates 8 approaches for effective leadership (pioneering, energizing, affirming, inclusive, humble, deliberate, resolute and commanding). (Contact us if you want to learn more).

As leaders it’s pretty much a given that we provide regular and honoring feedback to our staff or team members, but there’s added value to the organization when we extend this to include peers and our boss.

How do you feel about both giving and receiving feedback? Do you find the process constructive and a learning experience?

Make sure any feedback you provide is timely, well intended, and delivered in an honoring way.  Also, when you receive feedback, you don’t necessarily have to take action – listen to what you’re being told, process it, and evaluate if acting on it would serve you well.

Remember, the whole idea of feedback is to grow and improve!

Author Alexander Lucia says:
Truly great leaders spend as much time collecting and acting upon feedback as they do providing it.

27 Sep
[email protected] Leadership

Transformational Leaders

All good businesses are personal. The best businesses are very personal.
–Mark Cuban, owner of the Dallas Mavericks

Lately we’ve had a theme around relationships. That’s because without relationship building, we as leaders would not obtain desired results, we wouldn’t have effective and productive teams, and the morale, commitment, and dedication of the team members would be diminished.

Dr. Greg Halpern says: Transformational leadership is about implementing new ideas, continual change to maintain relevance, staying flexible and adaptable, and continually improving relationships with those around them.

He also feels that transformational leaders build relationships by applying or possessing the following behaviors and traits:

  • Charisma
  • Inspirational motivation
  • Intellectual stimulation
  • Individual consideration
  • High morals
  • Trustworthiness
  • Creates an actionable vision
  • Treats everyone as individuals
  • Coaches, mentors, and provides growth opportunities
  • Creates a culture of self-fulfillment and self-worth
  • Provides constant and candid communication

Dr. Terry Jackson adds to this list in his 7 Principles For Developing Quality Relationships where he defines what in his opinion constitutes quality relationships:

  1. Acceptance
  2. Respect
  3. Understanding
  4. Transparency
  5. Non-judgment
  6. Empowerment
  7. Trust

This is quite a list and one that even a seasoned leader will need to review in depth to assess up-skill needs.

We suggest you rate each one on a scale of 1 – 5 to help narrow down areas for development.  You can even ask your peers and direct reports to rate you and compare how aligned you are.

The results may prove interesting!

Manipulative Leaders-Create Distrust and selfishness
Transactional Leaders-Create Mediocrity and complacency
Motivational Leaders-Create Positivity and Action
Influential Leaders-Create Growth and Empowerment
Servant-Leaders-Create Authenticity and Explosive Growth
Transformational Leaders-Create Change and Leave Legacies
― Farshad Asl

 

20 Sep
[email protected] Change, Decision Making

Bad Boss?

Most people have trouble with about 50% of their bosses.
–Michael Lombardo and Robert Eichinger, FYI – For Your Improvement

Last week we talked about “managing up”; today we’re going to take it a step deeper.

What if you don’t have a strong relationship with your boss? You’re not alone. Per Lombardo and Eichinger, about half of us have boss difficulties.

Some of us may have:

  • communication issues
  • lack of comfort; tense up whenever the “boss” is around
  • respect issues; lack of appreciation for the skills the boss possesses
  • a lack of skills to sufficiently manage the relationship
  • defensiveness and lack of cooperation issues
  • the inability to receive feedback and suggestions for improvement

Guess what – the buck stops with us as we will likely be the one to suffer. We’ll get poor performance reviews, not get raises (or negligible ones), be passed over for the “good assignments”, and probably not be considered for promotions or career advancement opportunities.

We’re not suggesting to become brown nosers; rather identify the top 3 issues you feel impact the relationship and focus on improving them.  What can YOU do to better the situation?

Start with keeping your negative thoughts to yourself.  Don’t get caught up in the coffee room chats that all too often engage in bashing and sharing war stories.

Schedule regular meetings with your boss; don’t avoid the relationship, rather try to build a more favorable one.

If the leader truly has integrity issues and violates the policies, principles, and values of your company, investigate whether your company has an ombudsperson (The typical duties of an ombudsman are to objectively investigate complaints and do their best to obtain resolution). If one does not exist, another approach is to meet with HR or your boss’s boss.

Be realistic about your expectations. Is it only you that has an issue with the boss? Are you being antagonistic and not being a team player? Are you helping support goal achievement and in general being an asset to your organization?

Keep in mind that things may not go in your favor, and changing jobs may be an option (or a requirement!).

Having a bad boss isn’t your fault. Staying with one is.
— Nora Denzel

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