24 Oct
image of the word Feedback; Everything DISC 363 gives feedback for leaders
[email protected] Leadership

Feedback Competencies

All that is valuable in human society depends upon the opportunity for development accorded the individual.
–Albert Einstein

Do you have colleagues or direct reports that could be even stronger performers?  Have you given them feedback, but perhaps they don’t accept it as they’re only hearing it from you?

Conducting a formal 360 Feedback process may be the solution. You and the feedback recipient can jointly select who should provide the feedback.  It should minimally include:

  • Their immediate leader
  • All Direct Reports (if applicable)
  • Colleagues/co-workers

You can also include customers/clients and vendors and strategic partners (and any others with a working relationship).

We primarily use Wiley’s 360 feedback tool which focuses on 8 Competencies:

Pioneering
Finding Opportunities, Stretching The Boundaries, Promoting Bold Action

Energizing
Showing Enthusiasm, Building Professional Networks, Rallying People To Achieve Goals

Affirming
Being Approachable, Acknowledging Contributions, Creating A Positive Environment

Inclusive
Staying Open To Input, Showing Diplomacy, Facilitating Dialogue

Humble
Maintaining Composure, Showing Modesty, Being Fair Minded

Deliberate
Communicating With Clarity, Promoting Disciplined Analysis, Providing A Sense Of Stability

Resolute
Setting High Expectations, Speaking Up About Problems, Improving Methods

Commanding
Showing Confidence, Taking Charge, Focusing On Results

The recipient also rates themselves in these same areas, and part of the tool results includes showing how similar (or different) the self ratings are from those from others.

The results are debriefed by a coach in a non threatening way, with areas of strength as well as development opportunities discussed.

As a leader, this is a great way to help others grow – who do you think could benefit from hearing what others have to say?

I think it’s very important to have a feedback loop, where you’re constantly thinking about what you’ve done and how you could be doing it better.
–Elon Musk

17 Oct
[email protected] Success

Trust and the Feedback Formula

GIVING FEEDBACK REQUIRES TRUST. NO TRUST. NO FEEDBACK.– Shari Harley

More about feedback. We’ve established that feedback is not only important but that it’s critical for individual and organizational success. Giving feedback and being heard is not easy,  but if your relationship includes trust, the feedback process becomes less stressful and more meaningful.

Author, trainer, and key note speaker Shari Harley created The Feedback Formula which includes the following 8 steps:

1. Introduce the conversation so feedback recipients know what to expect.
2. Empathize so both the feedback provider and the recipient feel as comfortable as possible.
3. Describe the observed behavior so the recipient can picture a specific, recent example of what you’re referring to. The more specific you are, the less defensive he will be, and the more likely he’ll be to hear you and take corrective action.
4. Sharing the impact or result describes the consequences of the behavior. It’s what happened as a result of the person’s actions.
5. Having some dialogue gives both people a chance to speak and ensures that the conversation is not one-sided. Many feedback conversations are not conversations at all; they’re monologues. One person talks and the other person pretends to listen, while thinking what an idiot you are. Good feedback conversations are dialogues during which the recipient can ask questions, share his point of view, and explore next steps.
6. Make a suggestion or request so the recipient has another way to approach the situation or task in the future. Most feedback conversations tell the person what he did wrong and the impact of the behavior; only rarely do they offer an alternative. Give people the benefit of the doubt. If people knew a better way to do something, they would do it another way.
7. Building an agreement on next steps ensures there is a plan for what the person will do going forward. Too many feedback conversations do not result in behavior change. Agreeing on next steps creates accountability.
8. Say “Thank you” to create closure and to express appreciation for the recipient’s willingness to have a difficult conversation.

Do these steps help? Does it make sense that a trusting relationship creates a “safe” relationship allowing feedback to be welcomed?

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

10 Oct
[email protected] Leadership

Is Feedback Important?

Top performing companies are not only good at accepting feedback, they deliberately ask for feedback. — Susan E. DeFranzo

Is Feedback Important?  We say it’s not only important but that it’s critical for organizational success and personal and professional growth. What do you think?

Don’t confuse giving feedback with annual performance reviews; while both serve a purpose, if you want to move the performance needle and improve behaviors and skill-sets, giving regular, honoring, and well intended feedback will do the trick.

officevibe published the following feedback statistics:

1.    14.9% lower turnover rates in companies that implement regular employee feedback.

2.    2X as likely to be actively disengaged if employees are ignored by their manager.

3.    4 out of 10 workers are actively disengaged when they get little or no feedback.

4.   82% of employees really appreciate receiving feedback, regardless if it’s positive or negative.

5.    43% of highly engaged employees receive feedback at least once a week compared to only 18% of employees with low engagement.

6.    65% of employees said they wanted more feedback

7.    58% of managers think they give enough.

So what can we as leaders do?

Make time
Regardless how busy you are, create a feedback calendar and take it seriously!
If you become aware of a “positive” or “negative” action, acknowledge it immediately

Make it honest and meaningful
Be prepared to provide specifics about both negative and positive feedback
Think in terms of praise and constructive criticism – both contribute to growth

Use goal tracking
If you don’t know how to get started, review how the individual has helped (or hindered) the achievement of organizational or team goals

Commit to supporting continual learning
Review what in house programs are available
Ensure your budget adequately includes development opportunities
Investigate external training that can address your focus areas

Feedback will make your top performers even stronger, and will help motivate and guide those that may be under-performing.

Are you committed to “improve and enhance” others?

Top performing companies know that feedback is helpful only when it highlights weaknesses as well as strengths.– Susan E. DeFranzo

03 Oct
[email protected] Leadership

Skill Gaps?

Managers in almost all major industries are currently sending themselves into a tizzy trying to solve the skills gap problem. A long-standing concern, “skills gap” is the term for the void of qualified talent that may be recognized when it comes to a company filling positions.—Andre Lavoie

Would you say skill gaps exist for key roles within your organization? If you said “yes”, you’re not alone. According to a LinkedIn survey of 2000 business leaders, 57% said that soft skill gaps existed, and felt the top four development areas were:

  • Leadership
  • Communication
  • Collaboration
  • Time management

Adding to the dilemma, Melissa Mapes reports that yet another LinkedIn Survey found that:

  • 93% of managers feel they needed more training
  • 47% claimed they never received any leadership training at all

It sounds like both seasoned as well as new leaders are in need of (and want to) continue to develop their skills. Leadership roles have evolved; more time is now being devoted to coaching and mentoring teams and individuals, and this includes being a masterful communicator for successes, needs, changes, progress, and feedback.

There’s still an obligation to ensure goals and deliverables are achieved, but equally important is the need to have a work culture where colleagues are comfortable and engaged, and where they feel trust exists among team members and their leadership team.
Other interesting findings include:

Communication
80% of managers think they’re transparent with direct reports; but, only 55% of employees agree.

Access
75% of employees say approachability is the most important quality in an effective manager; and, 50% of employees say they have an approachable manager.

Leadership
71% of managers say they know how to motivate their team; but, only 44% of employees agree.

Training
45% of managers report they have never received formal management training.

What did you find most surprising, and is there anything you could do to help reduce the skills gaps in your organization?

Very few new leaders receive sufficient training before taking the reins.
–Melissa Mapes

26 Sep
[email protected] Leadership

Being Truly Accountable

A man must be big enough to admit his mistakes, smart enough to profit from them, and strong enough to correct them.—John Maxwell

We all make mistakes; sadly, all too often that includes justifying why we did (or said) what we did. And to make us feel better, we self rationalize why we did it, and add “why” and “however” to what we’re saying in hopes of lessening our error.  Wrong!

Why is being accountable so difficult? Maybe because we don’t want to look bad? Because we fear others may lose their appreciation for us? That we’re unable to be vulnerable since relationships and maybe even job security could be impacted?

The reality is pretty much the opposite. We need to realize that the lack of accountability does not serve us well. We lose the trust of others, we sever relationships, we get avoided, we get labeled, and team morale is diminished when lack of accountability is not addressed.

Don’t make excuses, don’t ignore that an error has occurred (or that you dropped the ball), and don’t point fingers. If you erred – own it and learn from it. This builds levels of trust, helps with integrity, and earns respect.

Author John G. Miller shares what truly accountable people freely disclose:

  • I did it.
  • I was wrong.
  • It’s my fault.
  • I shouldn’t have said that.
  • I shouldn’t have done that.
  • I’m sorry.
  • I will change today.

Do you consider yourself truly accountable? Do you struggle using the phrases listed above?

Owning up to our mistakes takes courage, it isn’t easy, and our pride may suffer, but in the long run it will help us become stronger, more effective, and appreciated.

I just think we need more accountability and more transparency.
—John Thune

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

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

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