19 Sep
[email protected] Leadership, Success

Is The Corporate Purpose Changing?

CEOs work to generate profits and return value to shareholders, but the best-run companies do more. They put the customer first and invest in their employees and communities.–Tricia Griffith, President and CEO of Progressive Corporation.

It’s a given that part of a company’s purpose includes making money, but it’s no longer only about the shareholder.

Last month (Aug 2019) The Business Roundtable released a new Purpose of a Corporation statement signed by 181 U.S. CEOs saying that:  They are committed to lead their companies for the benefit of all stakeholders – customers, employees, suppliers, communities and shareholders.

Summary of the new stakeholder commitments:
– Delivering value to customers, leading the way in meeting or exceeding customer expectations.

– Investing in employees starting with fair compensation and providing important benefits. It also includes training and education to help develop new skills for the changes being faced, and fostering diversity, inclusion, dignity and respect.

– Dealing fairly and ethically with suppliers. We are dedicated to serving as good partners to the other companies, large and small, that help us meet our missions.

– Supporting the communities in which we work. We respect the people in our communities and protect the environment by embracing sustainable practices across our businesses.

– Generating long-term value for shareholders, who provide the capital that allows companies to invest, grow and innovate. We are committed to transparency and effective engagement with shareholders.

Jamie Dimon, Chairman and CEO of JPMorgan Chase & Co. and Chairman of Business Roundtable summarized the change this way: Major employers are investing in their workers and communities because they know it is the only way to be successful over the long term.

This is a radical change from 1978 when the purpose was primarily to serve shareholders. As a leader are you aligned with this new purpose?  Is there anything you want (or need) to change?

Clearly the corporate purpose is changing!

By taking a broader, more complete view of corporate purpose, boards can focus on creating long-term value, better serving everyone – investors, employees, communities, suppliers and customers.
–Bill McNabb, former CEO of Vanguard

12 Sep
[email protected] Interpersonal Skills, Leadership

Building Business Relationships

Loosening your grip on your point of view and exploring the whys, whats, and hows of what others think requires discipline – and it’s a habit of the best relationship builders.
— Jim Haudan

It’s been reported that 85% of job success is due to well-developed soft and people skills, with technical skills and knowledge only accounting for 15% of work success (per research conducted by Harvard University, the Carnegie Foundation and Stanford Research Center).
And, the most critical component is to have strong and lasting relationships.

For some, building relationships comes natural (and easily), for others it requires effort and causes awkwardness.  Yes, our innate skills and abilities influence this, but with focus, intent, and purpose, everyone has the ability to create lasting relationships.

Being viewed as authentic and “real” is a good way to get started, and so is being respectful. For business relationships, assess shared goals and how they can be mutually supported. Listen to what others have to say, collaborate, and be open to new perspectives.

Once relationships are created, side benefits include improved communication, teamwork, no finger pointing, and increased productivity. Conflict is healthy, colleagues are willing to speak up (versus shutting down), levels of accountability grow, and problems are jointly resolved. Work becomes more enjoyable, and going to work might even be viewed as fun!

Do others view you as approachable? Do they make an effort to sit by you in meetings? What about asking for your opinion or perspective on something? Maybe even ask you to lunch? And conversely, who do you view as approachable? Who do you choose to sit next to? Whose opinion do you value? Why?

Make it a habit to be aware of how others are behaving. Do they seem distracted? Could they be having a bad day? Show genuine interest, applaud successes and support failures (or issues), and the relationship will evolve naturally.

Do you have sustained business relationships? Is there any soft skill you’d like to develop?

People who are great at inventing things, and have high creativity, often don’t have strong interpersonal skills or interests.—Martin Zwilling

05 Sep
Sarah Williams Leadership

Get The Competitive Advantage

Take care of your employees and they’ll take care of your business. It’s as simple as that. Healthy, engaged employees are your top competitive advantage.”
– Richard Branson

Billionaire Richard Branson doesn’t believe clients come first. He believes that employees come first, and the natural byproduct is that employees will take better care of the customers. It may seem counter intuitive to some business practices, but you can’t argue with his success.

A great mark of leadership is caring about your employees. An employee who knows their manager truly knows them and fights for them will look out for the interest of the organization. It’s a win-win.

Relationships take work. As you put effort into building relationships, you will often see better results from your team.

5 Ways to Grow Workplace Relationships:

  1. Spent time individually with team members. Taking a few minutes out of your busy day to talk to employees is always a great investment.
  2. Ask quality questions and listen closely as they answer. Everyone wants to be known and heard.
  3. Seek feedback. Oftentimes, employees can see things you can’t. Trust their opinions and watch your business grow!
  4. Fight for them. Look at your processes from the perspective of your team members. What small (or big!) changes can you make to improve the overall morale?
  5. Develop your communication skills. Every leader has blind spots and can be perceived differently than they intend to. Investing in yourself in this way will pay huge dividends, both immediately and for years to come.

When you take the time to build relationships, everyone benefits. People want to know you care about them personally. When this happens, the workplace is a better place to be. Clients are happier. Business grows. Richard Branson is surely proof of this!

Take good care of your employees, and they’ll take good care of your customers, and the customers will come back. – J.W. Marriott

29 Aug
Sarah Williams Leadership

Influence Your Workplace

“People may hear your words, but they feel your attitude.”
– John Maxwell

Think of the best co-worker you’ve ever had. The one who everyone spoke well of and enjoyed working with. The one who made you smile when they walked into the room. The one whose influence you remember all of these years later because they were just that great.

What qualities did this person embody? Was he the most qualified? Was she the most well educated? Had he been there the longest? Did she know the product better than everyone? Maybe, but maybe not.

No one usually remembers those things, but we never forget the person with the contagious attitude. The person with the most influence isn’t necessarily the most chipper person, but it’s the one who has the “can do” spirit. Menial tasks aren’t below them, and challenging projects are done without complaining.

Your attitude matters more than the words you speak. To be a leader worth following, consider how you come across to others. Your body language, tone of voice, and visual engagement are more influential than the actual words you say.

When completing a task or working on a team project today, think about what your attitude is contributing to the work place. Are others happy to work with you? Or does your negativity bring down the mood?

Become the co-worker who is long remembered for making the organization a better place to be!

“Leaders become great, not because of their power, but because of their ability to empower others.” – John Maxwell

22 Aug
[email protected] Leadership

Composure and Self Control

Self-control is vital to reaching long-term goals . . .
–Amy Morin

How do stressful situations impact you? If you’re under fire at work, do others “feel” it and avoid interacting with you?

Composure and self control are important.  This is true for everyone, but as leaders, (whom others look up to and may even emulate), we need to be especially aware. We need to be cognizant of our emotions, we need to feel when we’re having an “off” day, and we need to have the skill to stay level headed and in control.

We’ve talked about being Emotionally Intelligent, and as a reminder, the 4 quadrants are:
Self Awareness – critical when engaging in communication
Self Management – key for managing emotions in difficult situations
Social Awareness –  leverages awareness of others to perform at your peak
Relationship Management – manages relationships to increase job performance and integrates EQ professionally and personally

Scoring high in Self Awareness and Self Management is certainly an asset for remaining composed.  It means we understand our emotions, what triggers them, and how to diffuse the negativity that will not serve us well.

Those that score high will likely not buckle under pressure, will continue to think and communicate clearly, their decision making process will remain sound, and relationships and productivity will not suffer.  Remember, once we lose our composure the damage is done!

Some common items that lend themselves to composure and control issues include:

  • Lack of commitment, buy-in or urgency
  • Lack of team effort or no accountability
  • Incorrect, incomplete, or mis-leading information
  • Missed deliverables
  • Insubordination
  • Change (especially when the reasons are not understood)

The dictionary defines self control as:
the ability to control oneself, in particular one’s emotions and desires or the expression of them in one’s behavior, especially in difficult situations.

How would you rate yourself? Is there anything you could improve upon?

No man is free who is not master of himself.– Epictetus

15 Aug
[email protected] Leadership

Ideas To Influence

The greatest ability in business is to get along with others and to influence their actions.–John Hancock

It’s not uncommon for us to hear that leaders are uncertain of how they can enhance their influence skills. Below are some ideas that may help:

I         Consistently display and lead with INTEGRITY

N        Identify the developmental NEEDS of your people and
organization

F        Reflect on FEEDBACK that is given to you, and provide
meaningful FEEDBACK to help others grow

L        LEVERAGE differing styles and preferences to obtain goals
and desired results

U       UNDERSTAND that not everything goes as planned; don’t
punish, rather learn from what went wrong

E        ENGAGE others with both similar and opposing views.
What have you not thought of? Is there more to learn?

N       Invest in both NEW and tenured leaders and commit to
continual learning

C        Genuinely CARE about how others think and feel

E        EFFECTIVE leaders build and maintain authentic, lasting,
and trusting relationships

It’s critical to be authentic; share your passion and the passion of others, and as Ken Blanchard says “The key to successful leadership today is influence, not authority”.

Use your influence skills daily!

Think twice before you speak, because your words and influence will plant the seed of either success or failure in the mind of another.
— Napoleon Hill

08 Aug
[email protected] Leadership

Influencers Are Leaders

Influence has countless benefits, and is a particularly lucrative asset in the business world.—Jayson DeMers

We feel everyone is a leader since everyone has the ability to influence others. Do you agree? Granted there’s a need to have positive intent and a “want” to influence (or help) others in their role, decision making process, or for growth in general, but let’s say that the “want” exists.

Jayson DeMers, Founder and CEO, AudienceBloom provides seven ways to build levels of influence:

  1. Build Trust With Your Co-Workers
  2. Cultivate Reliability Through Consistency
  3. Be Assertive, Not Aggressive
  4. Be Flexible
  5. Be Personal
  6. Focus on Actions Rather Than Argument
  7. Listen to Others

Have you been on teams where someone just automatically becomes the leader and sometimes the spokesperson?  Where team members seek that person’s opinion (and acceptance) even though no reporting structure exists?

Why do you think that is? Chances are the “influencer/leader” is very approachable, non-judgmental, collaborative, and builds relationships. They understand and appreciate differing styles, and know how to inspire and ensure all team members are engaged.

They’re also a team player. They expect nothing more from others than what they’re willing to do. They understand the goals, and their behaviors and actions support them. When they provide feedback, it’s well intended, and if issues arise, they involve the team to assess the “whys”, and determine improvement options.

Influencers are also good with clarity;

  • What needs to be accomplished?
  • By when?
  • What are the tasks and who “owns” each task?
  • Are the needed resources (dollars or personnel) in place?
  • Are there any known barriers or obstacles to overcome?

Regardless of your role or title, are you an influential leader?

The key to successful leadership today is influence, not authority.
–Kenneth Blanchard

01 Aug
[email protected] Success

10 Mistakes To Avoid

Smart, successful people are by no means immune to making mistakes; they simply have the tools in place to learn from their errors.– Travis Bradberry

Dr. Travis Bradberry believes there are 10 mistakes smart people never make twice, and he feels “emotionally intelligent people embrace mistakes for what they are—great opportunities to learn”.

So, what’s the first step?  Admitting that you made a mistake and committing to learning from it so it’s not repeated.

Here’s what he views as the top 10 mistakes:

1. Believing in someone or something that’s too good to be true.
Some people are so charismatic and so confident that it can be tempting to follow anything they say. Don’t be naïve!

2. Doing the same thing over and over again and expecting a different result.
Albert Einstein said that insanity is doing the same thing and expecting a different result. If you want a different result, you must change your approach.

3. Failing to delay gratification.
Gratification doesn’t come quickly and hard work comes long before the reward.

4. Operating without a budget.
Budgets, both professionally and personally, establish discipline, and discipline is the foundation of quality work.

5. Losing sight of the big picture.
Assess your daily priorities against your goals; are they aligned?

6. Not doing your homework.
There’s no substitute for hard work and due diligence.

7. Trying to be someone you’re not.
Happiness and success demand authenticity.

8. Trying to please everyone.
It’s not possible to please everybody, and trying to please everyone pleases no one.

9. Playing the victim.
To play the victim, you have to give up your power, and you can’t put a price on that.

10. Trying to change someone.
The only way that people change is through the desire and wherewithal to change themselves.

Author Paulo Coelho said: When you repeat a mistake, it is not a mistake anymore: it is a decision.

Are you learning from your mistakes?

You build on failure. You use it as a stepping stone. Close the door on the past. You don’t try to forget the mistakes, but you don’t dwell on it. You don’t let it have any of your energy, or any of your time, or any of your space.
–Johnny Cash

25 Jul
[email protected] Leadership, Success

Happiness = Success

Happiness is the precursor to success, not merely the result.
—Shawn Achor

It’s not news that the workplace happiness factor impacts performance and achieving results, and it’s something that we as leaders continually struggle with.

Not everyone is motivated by the same thing or enjoys the same styles or environment. For example, we’ve worked with many individuals and teams over the years and found that while some like to be publicly recognized for their contributions, others were mortified. We also learned that some team members wanted daily touch points/check-ins, while others were quite happy when communication happened based on the need for updates or when issues arose.

So what’s a leader to do?

We obviously need to invest time in our staff. Do you know what motivates each team member or how they prefer to be communicated with?

Make sure each employee knows they are appreciated; let them know how what they do contributes to the bottom line.  So many teams do their job, and do it well, but do not understand how they satisfy the needs and wants of the customer/client, or even the workplace as a whole.

Employees want to know that what they do makes a difference.  They want to hear what they’re doing well, and when delivered in an honoring way, they want to know what they could do better.  Don’t neglect providing consistent feedback; we suggest minimally incorporating monthly one on one time. (That means actually scheduling it and putting it on your calendar!).

Money has been found to be a short term happy factor. Instead, employee engagement, the ability to be heard, to be part of the decision making process, and feeling they have purpose makes the difference.

This all leads to self motivation, inspiration, and employee engagement with the overall sense of feeling good, and

Feeling Good = Happiness = Success.

Leadership is not about a title or a designation. It’s about impact, influence and inspiration. Impact involves getting results, influence is about spreading the passion you have for your work, and you have to inspire team-mates and customers.—Robin S. Sharma

18 Jul
[email protected] Team

Workplace Conflict

Organizational conflict, or workplace conflict, is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations. Wikipedia

Let’s face it; conflict in the workplace DOES exist, and it may be more than simple differences and opposing views.

When you look at your organization, do you see:

  • Jealousy?
  • Competition?
  • Control issues?
  • Tension?
  • Frustration?
  • Power struggles?
  • Lack of collaboration
  • Bullying?
  • Certain people avoiding certain people?
  • One person everyone avoids?

Kenneth W. Thomas and Ralph H. Kilmann conducted studies and identified 5 conflict modes, each having a time and place for usage.

The COMPETING mode is most effective when quick, decisive action is required and for important issues that may be unpopular or are vital to the organization.

ACCOMMODATING is useful when preserving harmony is essential.

AVOIDING is useful when there are more pressing issues or when others are addressing the situation and don’t require your intervention.

COLLABORATING is useful when there are important issues on both sides which can not be compromised.

COMPROMISING is useful when there are time constraints and solutions must be obtained quickly.

Note: These are very brief definitions. The Thomas-Kilmann Conflict tool goes into much greater depths. Administering this tool to strengthen teamwork can be invaluable.

Effective leaders understand the value of the 5 conflict styles and readily adapt to the style most appropriate for each situation. It’s up to us as leaders to prevent any conflict from escalating into unhealthy situations. It’s also up to us to encourage healthy differences which can stimulate creativity, inspiration, and improve results.

Don’t let productivity, communication, collaboration, inspiration, morale, and growth suffer by ignoring workplace conflict.

I would submit effectively dealing with conflict is one of the most valuable skills a leader can possess.—Mike Myatt

11 Jul
[email protected] Interpersonal Skills

Conflict or Synergy In A Multi Generational Workplace

Managing multi-generational workforces is an art in itself. Young workers want to make a quick impact, the middle generation needs to believe in the mission,
and older employees don’t like ambivalence.– Eric J. McNully

Does your workplace consist of a blend of multi generations? Do the differences add synergy or perhaps increase conflict? Let’s break it down into 5 generations (as reported by Katrina Plourde):

  • Silent Generation – born during the Great Depression and WWII (1925-1942)
  • Baby Boomers (1943-1964)
  • Generation X  (1965-1976)
  • Generation Y  (1977-1994)
  • Millennials      (1994 – )The intent is not to label people, but rather share the perceptions of what each generation is known for.The Silent Generation was considered hard working, optimistic, accountable, financially savvy, and optimistic about the future.

    Baby Boomers are considered to have strong workplace and family ideals and traditions, are relatively active, and uncertain what the future may hold.

    Gen X folks are thought to live in the present, like to experiment, desire immediate results, and may question authority. They also may be selfish and cynical.

    Gen Y / Millenials. Some consider these one and the same. Both are considered materialistic, selfish, and maybe even disrespectful. They are aware of the world, are technologically savvy, and may feel a sense of entitlement with high workplace expectations.

    It’s not all flattering, and we know these are generalizations, but the work culture may be impacted. As leaders, do you view this as an opportunity so the strengths of each generation can be leveraged, or do you view it as a thorn, and not quite certain what (if anything) you need to do?

    Consider if your team is truly a team or if it consists of a group of individuals with their own agenda. Do they have shared goals and do they work together to achieve them? Do they willingly share their skills and listen for the value others bring to the team? Can they be candid with one another and discus differences/conflict in a healthy manner?

    Bottom line, what are you doing to create synergy within your multi generational workplace?

The greatest discovery of my generation is that human beings can alter their lives by altering their attitudes of mind.—Lee Iacocca

27 Jun
photo of Thank You medal; reward the positive
[email protected] Leadership

Under-Used Leadership Behavior?

Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They’re absolutely free and worth a fortune.—Sam Walton

Are you under-using any critical leadership behaviors? As leaders a lot is expected of us; we need to keep our skills sharp, our relationships strong, and we need to communicate effectively.

That’s just a starting point. We need to be accountable for all of our behaviors, we need to know what we’re doing well, we need to know which areas to develop, and we must acknowledge the accomplishments and contributions made by our direct reports (and colleagues too).

The old adage that people quit their boss and not their job is pretty accurate. We’ve previously shared that only 33% of employees are engaged at work – so what’s up with the 70%?

Research has found:
• 79% of employees say a major reason for quitting their job was due to lack of appreciation
• 65% of U.S. employees claim they received zero recognition in the past year
• Over half said they are more motivated by recognition/appreciation than money

Do these numbers surprise you and do they make you think about what, why, and how you show your appreciation?

We once worked with a leader that told us he expected everyone to go “above and beyond” and that as a result, there wasn’t anything exemplary to reward or show appreciation for. (No wonder his turnover rates were so high!)

Appreciation can be a simple thank-you or a financial bonus, and there’s a wide variety of things to recognize; here are but a few:
Accuracy/Customer Satisfaction
Financial Saves/Process Improvements
Driving Results/Inspiring Others
Positive Attitude/Collaborative
Top Performer/Goal Attainment

Whatever you do, make sure you’re authentic and provide the exact reason for the recognition. The recipient needs to clearly understand the praise, and they must know you’re sincere. This will help create a culture of engagement and positivity, reduce attrition, and lend itself to obtaining desired results.

Don’t neglect the power of appreciation; it’s definitely one leadership behavior not to under-use!

Feeling gratitude and not expressing it is like wrapping a present and not giving it. — William Arthur Ward

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