Tue 15 May 2012

Eight Qualities to Being a Strong Leader

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In one of my LinkedIn groups, someone asked the question “what is the one most important quality required to be a good leader?” Tough question, one required quality.

Here are some of the answers:

  • One word- AUTHENTIC. Leaders need to inspire, lead and energize the troops but everyone can smell a rat.
  • One quality that is required by a Leader is INFLUENCE…a Leader who has the ability to produce effects on others in a positive mannerthrough their position is a great leader!
  • INTEGRITY is the greatest leadership quality and without integrity nothing matters.
  • I propose COMMUNICATION as that one requirement to be a good leader.
  • The one quality that is required for a good leader is the ability to establish and guide the team through a CLEAR VISION.
  • If I have to pick one its HONESTY because it provides the foundation for the single most important element in leading effectively – generating and sustaining trust.
  • LEGITIMACY
  • All of the characteristics cited by others are important but in my view the most important is “follower-ship” or thequality of being the kind of person others want to follow.

We ask many of the people we work with to define a good leader, and we get many of the same answers, and more. I agree that those are all important qualities of a good leader. Additionally, I would also propose that a good leader is one that gets exceptional results that are important to them or their company, while staying within the bounds of identified values. It is not a win at all costs, but rather a win supported by integrity and ethical behavior.  I also would agree with the gentleman who said that communication is a requirement, and also know that communication is a skill that can be learned and improved with practice and coaching.

We have given hundreds of leaders a profile that allows them to understand and improve their communication skills and talents. If you are interested in understanding more about yours, click here for the complimentary profile.

 

Thu 10 May 2012

Is Your Morning Cup of Coffee Sustainable?

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I had the opportunity to listen to Scot Case, Director, Market Development at UL Environment talk about “Sustainability as the Key to Prosperity”. He liked the finite resources of earth to Biosphere 2, the experiment to create a closed eco system that failed partially due to the inability to maintain high enough oxygen levels and the overproduction of CO2.

If everyone on earth lived the abundant lifestyle many of us do, it would take 5 planet earths to support the population. With population growth we would need 18 planet earths to support the lifestyle in 40 years. Since these things are not possible, he suggests considering making changes now.

In his sustainability model, every decision we make has human, environmental and social impacts. Even your morning coffee.

Two cups of coffee requires 18 pounds of beans to make. It takes 12 pounds of fertilizer to grow the coffee and some amount of pesticides. Because during the coffee producing process these pesticides and fertilizers leach into the surrounding streams, it often results in killing fish in the surrounding areas, fishermen lose their livelihood. As fisherman lose their livelihood, forests are clear cut to grow more coffee. Bird species disappear, erosion of hillsides grows and downward cycle continues. There have been studies showing an increase in birth defects and learning disabilities in some coffee producing area. All from a morning cup of coffee.

Implementing a business strategy of sustainability, in Scot’s view, considering the human, societal and environmental impact of all our decisions allows one to gain insights into their
competitive advantages, identify new business opportunities, create new understandings, discover new business models, find new revenue streams and build deeper relationships.

As described in “A Commonsense Approach to Sustainability” there are many things that small and medium size business can do to move towards a sustainable business model, by aligning
your people and processes with the environment to accelerate profitability.

Take the sustainability assessment and see whereyour business stands.

 

Tue 1 May 2012

It Makes Sense to Reinforce Strengths

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We do not often see a high school basketball coach put his gangly 6’ 11’’ player at point guard, while the 5’2 jackrabbit with great vision and hands is put in the post. Why then do we see a similar thing throughout businesses and organizations? Why is the big picture thinker relegated to tasks while the great task completer is managing a team of people? It is not to say that those two do not possess any of the other skills, but when we look at it in as stark a contrast as the basketball coach it does not make sense.

What we are doing in those situations is creating weaknesses for our employees, at best, and at worst setting them up for failure. While some skills are able to be developed, by the time we are working adults we have a fairly fixed view of the world. This view and the things we value or understand most impacts the way we make decisions, and the strengths of those decisions.

We have seen some of our clients realign some components of job responsibilities with their employee’s strengths and watched the results improve and watch their employees become more engaged in their work, which multiplies the improvements.

The first step then is learning about your employee’s strengths. There are many assessments out there that will assist you in knowing about your employees and seeing what you cannot see, their strengths. We have investigated and worked with many and recommend to our customers that they use the Innermetrix Attribute Index Profile. The unique format is not only easy to take but also allows for the greatest individualization of the results. Feel free to connect with us to learn more about this profile. Taking some action to learn about your employees and how they can most help you build a successful business through a valid and reliable assessment is key. Once you have that information, you can align your resources to maximize results.

 

Tue 24 Apr 2012

Understanding the Six Dimensions of Emotional Intelligence

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We consistently hear and see people “flying off the handle” which is not the way to influence customers to stay with you or employees to do their best for you.

Emotional intelligence is the ability to manage your emotions. Emotional labor is the difference between how you are feeling on the inside and how you are acting on the outside. You can decrease your stress levels and increase the likelihood of positive outcomes in all areas of your life by further developing your emotional competence. Here are some tips:

There are six dimensions of emotional intelligence and they can all be developed:

  • Emotional self-awareness. Make an accurate self-assessment, and decide where you need to improve. Check your tone of voice and body language. Often poor service is unintentional because the provider does not understand how they are being received.
  • Managing your emotions. You must remain in self-control when dealing with difficult situations. You must develop flexibility in handling changes and challenges.
  • Self-Motivation. Self-motivated people desire to do a good job. Identify what you want to change about yourself and consistently improve and find out what motivates you.
  • Recognizing the emotions of others. Develop empathy. Empathy is the ability to put yourself in others shoes. Keep an open mind and anticipate and recognize customer needs.
  • Influencing relationships. You want your customers to take action; effective communication is an important part of this. Listen to the customer, and seek to understand. The best solution will present itself.
  • Conflict management. Always look for a win/win solution. This will require listening and collaboration between you and the customer. Although it can be difficult to deal with conflict in devising a collaborative solution, strong trust and emotional bonds are formed.

To decrease the amount of emotional labor you suffer from, try these tips:

  • Don’t sweat the small things.
  • Look for ways to see the glass as half full.
  • Celebrate your successes.
  • Know that most people do not start their days looking to cause you stress, and expect the best.

 

 

Sun 15 Apr 2012

You Are Wrong!

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How do those three words strike you? For many of those I know, including friends, family and clients they strike some level of fear. I would suggest that even if it was you are wrong., it would still strike a high level of doubt and fear. Doubt and fear many times leads to inactivity.

Why does this have to happen? Maybe I do live in a world of nirvana but when I make a mistake, or when others on my team make a mistake, we learn from it. We look into the cause of the problem and figure out what we might do differently the next time. While it is not so easy for ME to say I was wrong, I know that at the end there is a different outcome that will improve results. Clearly, if this is s reoccurring theme things need to change, however, for a one time event problem solving is our answer.

For your staff, can you:

  1. Receive the information?
  2. Process it?
  3. Integrate the information to the status quo?
  4. Think together about alternatives?
  5. Plan another action?
  6. Implement the plan?

For you and those you report to, can you:

  1. Present the information is a non-accusatory or blaming way?
  2. Discover the true impact of the error?
  3. Think about alternative actions of correction?
  4. Implement those actions to correct the issue immediately?
  5. Think about plans to avoid the error again?
  6. Implement those actions in a forward thinking way?

Ultimately, if it is something that you are immediately responsible for, others you report to are responsible for, or those you report to are responsible for finding ways to replace the fear of mistakes with the
culture of improvement.  It can yield great results. Where ever you are in the chain, what can you do today?

 

 

Sun 8 Apr 2012

More Change is Coming

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We continue to be pleased to see employers recognize that they must change, not just now but always to be competitive, as the world, their customers , and competitors are changing.  As with many other things, that recognition is the first step, and an important one at that. However, they need to then analyze how they want to change, and determine the steps necessary to do so. Even that is not enough.

We do know that organizations are made up of a group of people. People resist changes, and the organization resists change.

Here are some reasons why people resist change, and an alternate way of looking at things:

Ego-if I have to change, I must have been wrong and maybe wrong for a long time. Alternatively, if I am proposing a change, I must be really smart. I see opportunities coming, and am supporting our growth

Fear-fear of the unknown often paralyzes us. The confounding issue here is, the less you do and the less you take charge, the more unknowns there will be. Rather than do nothing, make your best plan and control what you are able to control.

Conflict-going first is often not easy, especially if it is a big change, or an attempt to change culture. This is difficult, but an opportunity to use your skills of persuasion and influence. Identify those with strong skills in these areas and get them onto your side. Once the rock you drop in the water gets big enough there will be a strong ripple effect that will push the naysayers out or get them to come along for the ride.

Lack of Direction-this related to fear. It is hard to plan if you do not know where you are heading. With lack of direction, you are just treading water, not moving forward. It is incumbent on leaders of organizations to clearly set and communicate the direction of the organization.

We have said it before, change will happen, embrace it and find your opportunities!

 

Sun 1 Apr 2012

^ Ways to Build Connections

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A few weeks ago we blogged about the power of building relationships, and before that about the small world connections that social media such as linked in allow you. How though can you build your network so you have more people to build relationships with?

Here are a few suggestions of things that have worked for us:

  1. 1. Talk about and be your business always. By this we mean exactly that. When ever there is a natural opening, speak clearly about what you do and the great results you get. If you emphasize results that will say with people, and if they do not now offer a referral, they might later
  2. In these same conversations, offer simple practical solutions that your colleagues, friends and family c apply immediately. As opposed to giving away the store, you are building credibility.
  3. Use social media such as linked in. There is a goldmine of information. Look to for those who know people in companies you want to do business with.
  4. Ask for suggestions from current customers.
  5. Find meetings and groups that your potential clients attend and go there. Sometimes this means joining associations, chambers of commerce, or networking  groups. Your focus should be on making a good first impression with those you meet. Be prepared, know what you will say (in a concise way) when asked what you do for a living.
  6. Speak. These may be paid or unpaid engagements. Whichever they are make sure youare able to speak with confidence on a topic and do NOT sell while you are there. Remember you are looking for people with whom to build relationships so you might be able to enter a sales process. Make sure you bring value to the meeting.

Always be on the alert for ways to build initial contacts with people so you can expand your network.

 

Sun 25 Mar 2012

Leaders Make Great Decisions

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Well, at least leaders make the best decision, until the NEXT BEST DECISION comes along. I mean that seriously. Here’s why-a good decisions is based on:
1. Identifying the issues; This may sound easy but identifying the real issue at hand can be difficult, most often because we think we know what the problem is before we investigate. Determine what you believe you are trying to accomplish, improve, or prevent.
2. Gathering and understanding information; Many people get stuck here. They wait for more and more information and get bogged down in analyzing the information. Before you start gathering the information, make a preliminary decision about how much time you have to put a final decision in place. Decide what the urgency is.
3. Considering alternative solutions; We find the same issue here as above. Many believe they have the answer to a problem without going through the preceding steps, so they only consider one rather than many possible solutions.
4. Identifying the best response for now; Given determination of the correct issue, the information you have gathered and analyzed in the time you have allotted, which of your possible solutions is the best?
5. The next step in any decision making is to follow up and determining if your decision resulted in the outcome you were looking for. Sometimes the answer is yes, for now, sometimes it is no. When it has not or are no longer getting the results you want or need it is time to make the NEXT BEST DECISION.

When leaders follow the guidelines above, the second “round” of decision making related to a similar problem becomes easier. Here in lies the key; it is easier, but not automatic. At the very least some things have changed from your prior decision and time has gone on. As time passes, the world changes and influencing factors and solution also change. So, when moving on to the next best decision, always start at the beginning, and work the problem through!

Make your best decision-for now, and let us know how it worked out.

 

Thu 22 Mar 2012

Change is Good!

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Well, change is easy when others do it! We know that we live in a world that change comes upon us whether we are interested in it or not.

The changes that have happened in the last few years are remarkable. Some involve technology, for example,  medical procedures are possible today which shorten recovery due to technology. Communication can be lightning fast to almost anywhere via the internet. Some of it involves norms. In many places in the country, cultures continue to thrive and mix. Exposure is likewise broadened. Some involve regulations. What was once profitable may no longer be due completely to regulations. Items that we routinely discarded in the past now have some significant and costly regulations tied to them. So what can you as the leader of your organization do?

There is a great short video on Simpletruths.com that can be inexpensively purchased, called “Change is Good, You Go First” that we often use with our groups. Some of the principles reviewed include:

  1. Make sure your best employees know they are the best employees. Let them know this in ways that are important to them so there is little doubt. They can support you in implementing changes.
  2. Solve the right problem when changing things. Do not be reactionary. If you make changes that cause more problems,  is it surprising that people would cone to fear change?
  3. Celebrate your company’s and employees successes frequently. What you measure and then reward will get repeated. Align the celebrations with what you want to reinforce.
  4. Focus on strengths, rather than creating weaknesses. Rather than requiring people to work in areas in which they struggle, find their strengths and focus there. These people will then bring more of that in support of whatever needs to get done, be it the routine or change.
  5. Remove barriers to your employees getting their job done. When implementing change, uncover the legitimate barriers, remove them then look further for those things that are perceived as barriers.
  6. Most of all lead the way and go first. If it is good for your employees and the company demonstrate this in your actions.

Change is good and offers opportunity. How can you and your company or organization take steps to take advantage of it?

 

Sun 4 Mar 2012

Relationships That Last

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We often hear from our clients, regardless of industry that building relationships that last can be difficult. This is across the board, across industries and many professions. Most understand the value of those relationships to their business that include increased referrals, increased repeat business with those customers, increased value of the repeat business and an overall lower cost of doing business. This in turn increases the chance your business will be sustainable.

Here are some of the ways we have been successful:

We are available to our customers and clients when and if they need us. They have our cell phone and email addresses and are encouraged to use them when they need us. That is often why we are there, help them gain some new skills and approaches, try them out and get feedback.

We are on the alert for issues of concern when we are inside organizations and are willing to raise tough questions with the appropriate people when something seems out of place.  This is not done indiscriminately, but is done carefully and factually.

Through our readings and ongoing continuing education we often come upon information, research, stories, or techniques that might be of use to others. When we do we send it on.

We make a specific effort to learn about our customers and acknowledge significant events. Remember, your clients are people too!

We also share our circle of trusted advisors with our clients. We are careful about those we refer, so when we do it can be highly valued.

We make referrals to our clients. This may include ourfriends and families and also others in the communities they serve. It onlymake sense that if we believe in them as a company that we willingly recommend them.

We deliver what we promise, when we promise it. We are consistent and our clients can count on that.

I am sure there are a number of other things that can be done to strengthen relationship that you do in your business  and we would appreciate hearing what you do.

 

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