Author: Marcia Zidle

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Good to Great: 5 Cardinal Rules of Leadership

A Team lead smiling happily

All managers aspire to be better leaders — but what is it that makes a leader effective?

The Leadership Code offers five pivotal rules that lay out how the leadership game is played. How well do you apply them to your day–to–day actions?

1. Strategist–Leaders shape the future
As a strategist, you must answer the question “Where are we going?” for the people you lead. You not only envision the future, but help create it. You also must work with others -your executive team and also your people – to figure out how to effectively move from the present (where we are today) to the desired future (where we want to be).

How much time and attention do you allocate to future planning? How will you inspire your people with vision, purpose, mission and strategies?

2. Executor–Leaders make things happen with others.
As executors, leaders focus on the question, “How can we ensure we’ll reach our goals?” You’ll need to transform plans for change into measurable results by assigning accountability, knowing which decisions to manage and which to delegate, and ensuring that teams work together effectively.

How well do you translate strategy into high-performance results? Do you know when as a leader to step in or, conversely, step back?

3. Talent manager–Leaders engage today’s talent.
As a talent manager, you’re in charge of optimizing team’ performance. You must answer the question, “Who goes with us on our business journey?” You need to know how to identify, build and engage talent for immediate results. See Engaged and Energized Employees.

Do you know which skills you have and where to find talent in your organization? How do you ensure that your top talent turn in their best efforts?

4. Human-capital developer–Leaders build the next generation.
As a human-capital developer, you must answer the question, “Who stays and sustains the organization for the next generation?” Just as talent managers ensure shorter-term results through people, human-capital developers make sure the organization has the longer-term competencies required for future strategic success. See Leverage Your Top Talent.

Do you have a workforce strategy for present positions but also for future needs? Do you have a succession plan for your highly valued leaders and professionals?

5. Learner: Invest in yourself.
Leading others ultimately begins with us. You need to ask the question, “What don’t I know about myself and my behavior that gets in the way of me being a powerful, effective leader? You can’t expect to influence followers unless you invest time and energy on your personal proficiency, individual strengths and emotional and social intelligence.

How do you come across to others? When was the last time you did a SWOT (strengths, weaknesses, opportunities and treats) on yourself? Are you working with a mentor or coach to provide insights into your blind spots as well as build on your strengths?

Management Success Tip:

All leaders must excel at personal proficiency. That’s a given. Without a foundation of competency, credibility and confidence, you cannot ask others to follow you. Most successful leaders excel in at least one of the four core roles: strategist, executor, talent manager, or human capital developer. The higher you rise in an organization, the more you need to develop excellence in the remaining domains.

Do you want to develop your Management Smarts?

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Engaging Your Employees For Better Business

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The attitude “I don’t give a rip about my job” happens every single day. Is it happening in your company? Did you know that 5o% of workers today would rather be someplace else? And another 20% take out their frustration every day and may be doing more harm than good. What about your people?

I have found that employees get this way when they are bored with their job, or feel like a faceless cog in a big wheel or don’t know how “what they do” specifically contributes to the goals of their department or business unit. How can you, as a manager or business owner prevent “It’s not my job” from happening within your team or department?

Three Strategies to Connect and Engage Employees

1. Communicate the importance of what they do.
Every supervisor should be able to state a meaningful purpose for his department and the work that is being done. Here is a short but powerful statement that was developed by a manager for her five-person benefits group.

“Benefits are about people. It’s not whether you have the forms filled in or whether the checks are written. It’s whether the people are cared for when they’re sick, helped when they’re in trouble.”

It is a statement with the focus on the end result—serving people—rather than on the means or process—completing forms. How well do you communicate the importance of what is being done in your department?

Related: Are You A Pride Builder?

2. Recognize the importance of recognition.
The motto of many supervisors is: Why would I need to thank someone for doing something he’s paid to do? Workers repeatedly tell, with great feeling, how much they appreciate a compliment. They also report how distressed they are when their supervisor is quick to criticize mistakes but not acknowledge good work.

A pat on the back, simply saying “good going,” a dinner for two, a note about them to senior executives, some schedule flexibility, a paid day off, or even a flower on a desk with a thank-you note are a few of the hundreds of ways supervisors can show their appreciation. Money may get people in the door but it doesn’t keep them motivated to go the extra mile.

Related: Rock For Employee Recognition

3. Tap into the importance of involvement.
There may be no single motivational tactic more powerful than asking for people’s input. An accounting manager presented a list of customer complaints at a staff meeting. She then broke the group into teams to find ways to eliminate these service glitches.

Getting every one involved in problem-solving accomplished three goals. It brought the customers to the center of the department’s day-to-day operations; it lead to greater ‘buy-in” when changes had to be made in a process, policy or procedures; and finally it said to everyone that they and their ideas are valued.

Related: Talk Less Listen More

As one very proud production line worker in an automotive plant said to me: “They only looked at what we could do from our neck down…now it’s for what we can do from our neck up.”

Smart Moves Tip:

It is true that most people must work to survive and money is certainly a motivator — but up to a point. For your employees to commit to and achieve great things, they need to experience purpose, recognition and involvement. As a manager you can provide that. It costs you nothing. And you will gain engaged employees who are working together to increase productivity and profitability.

Do you want to develop your Management Smarts?

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Employee Recognition: Are You Rewarding the Right People?

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As a manager, you know it’s important to recognize contributions individual team members make toward the success of the team.

However, many times in our efforts to recognize and reward successes, we may overlook “behind the scene” contributions which were necessary to achieve that success.

Consider this:
As Joe was watching Diane receive her achievement award from the team leader, he was feeling very uncomfortable. Diane’s objective was to decrease the amount of time required for processing between billing cycles. She had coordinated the efforts of many people and had exceeded the expectations of the team. Joe agreed that Diane deserved to be recognized for her outstanding leadership ability.

Related: Rock for Employee Recognition

At the same time, however, Joe was aware that Diane’s objective could not have been met without his significant contribution to the work effort. He had spent the last three months pulling double duty, doing his work as well as covering Diane’s regular assignments. It would have been nice for someone to at least say “Thank You “for his additional effort.

Have you ever been where Joe is standing?
How did it feel? No matter how strongly we identify with the team or how proud we are to be a member of the team, we still need to be recognized as an individual.

Individual recognition in a team environment also helps build a sense of involvement, ownership, and commitment. This encourages team members to help each other whenever possible. And this type of commitment will make your business more successful.

Take a look at your current procedures for rewards and recognition. Use the following questions to help you improve.

  • What types of achievements do you recognize and reward?
  • Are you, aware of the many ways to recognize folks besides money?
  • What action have you taken to ensure all team or department members feel valued?
  • How can you ensure that contributions of the people like Joe are recognized and rewarded?

Management Success Tip:
Create a reward and recognition plan that is easy to use and spontaneous. Rewards don’t have to be expensive, but they should be timely. Make a big deal out of them. Demonstrate to your team members that each and every one of them is important to your business success. Here are 50 ways to reward your people and not break the bank. Which ones would work best for you? Also see Employee Recognition: A Unique Way to Show It

Do you want to develop your Management Smarts?

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Working With Different Generations

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A recent encounter got me thinking about inter-generational interactions and communication in the workplace.

As a volunteer usher at a performing arts organization, I was given the wrong sign in sheet by young millennial who was chatting away with another staff member.

Later, it was brought to my attention, by the same person, who said to me, “You signed the wrong sheet.” There was no apology or taking of responsibility.

My first reaction was annoyance thinking, “It was your mistake, not mine. Don’t you know I’ve been working much longer than you…you should show some respect….where’s your work ethic?”

Once I got out of my righteous indignation, I looked back and realized that maybe I need to take some responsibility for not paying more attention in the first place. Also in the past, when I’ve observed her in action as she dealt with patrons, she was professional. So that got me thinking!

Generational Differences
For the first time we now have four generations in the workplace (traditionalists – baby boomers -X ‘ers – millennials) which presents interesting challenges and opportunities to leaders, managers, and their teams. So much has been written about the differences in traits, expectations, styles, preferences. But I’m wondering if we should also be looking at what are the similarities.

The Center for Creative Leadership asked this question:

Is it possible to work with and manage people from all generations effectively without pulling your hair out?

Absolutely! The following ten truths about generational conflict can help you look past the stereotypes and become a more effective leader to people of all ages.

  1. All generations have similar values. In fact, they all value family, the most. They also attach importance to integrity, achievement, love and competence
  2. Everyone wants respect – they just define it in the same way.
  3. Trust matters especially with the people you work directly with. Everyone wants to trust and want to be trusted.
  4. People of all generations want leaders who are credible and trustworthy. They also want them to listen well and be farsighted and encouraging.
  5. Office politics is an issue – no matter what your age. Most realize that political skills are a critical component in being able to move up and be effective.
  6. No one really likes change. Resistance to change has nothing to do with age; it is all about how much one has to gain or lose with the change.
  7. Loyalty depends on the context not on the generation. People stay or leave a company based on their boss, opportunities, stage of life and other factors.
  8. It’s as easy to retain a young person as it is to retain an older one. It depends on what’s important to them. Age defines a demographic not a person
  9. People of all generations want to make sure they have the skills and resources necessary to do their jobs well. The ability and desire to learn continues throughout life.
  10. Everyone wants to know how they’re doing. Feedback is desired but no one likes only negative feedback; they also want positive as well.

Smart Management Tip:
Use these ten principles to help you work with and lead people of all ages. When generations fail to communicate and interact effectively in the workplace, we may see a negative impact on the bottom line – performance , productivity and profitability are trending downward. . So the next time to start thinking negatively about a specific age group , stop and ask yourself, what do we have in common that I can tap into? How can I see them and the situation differently?

Do you want to develop your Management Smarts?

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What’s Your Hiring Batting Average?

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“By and large, executives make poor hiring decision. By all accounts, their batting average is no better than .333. That means one-third of such decisions turn out right, one-third minimally effective and one-third outright failures. In no other area of management would we put up with such miserable performance” – Peter Drucker, leadership icon.

Every new employee you bring in to the organization either raises the performance of the business as a whole (enabling you to grow and prosper) or lowers it (slowing the business down and imperceptibly dragging it toward decline and failure).

For a small growing company or agency, getting the right people with the right skills is critical. Every hire has an impact but when you are 1 of 10 people versus 1 of 500 people the impacts are as different as the requirements of the position.

Is Your Hiring Like Flipping a Coin?
Several surveys have indicated a national average of hiring accuracy – that’s the measure of how many recruits remain with the company a year after they are hired – is somewhere between 42% and 58%. This means that the average organization is flipping a coin on every hire.

Related: 40 Great Interview Questions For Hiring the Right Person

Imagine if your organization could increase that to 80%, 85% or even more than 90%. This would create a major competitive advantage regardless of the size of your organization.

How Can YOU Hire Better?
Here are four suggestions:

  • First the focus has to be on defining what is necessary to be successful in a particular position. Especially the critical positions.
  • Once the positions are selected it is time to “listen” to the job and take its measurements. You can create a multi-dimensional model or Job DNA of what the position requires.
  • Use assessments to look under the hood of a potential candidate or employee. People are like icebergs: 90% or more of their mass is under the surface. Assessments allow you to get a glimpse of what lies beneath.
  • Provide interview skills training to hiring managers and human resource staff. Interviewees go to classes to better understand how to answer the questions that interviewers are going to ask them.

Related: 40 Great Interview Questions For Hiring the Right Person

Management Success Tip:

Jack Welch, the former CEO of GE, said, “All we can do is bet on the people we pick. So my whole job is picking the right people.” How well are you picking the right people? Make sure you get the right people with the right skills on the right bus who are all going in the right direction.

Do you want to develop your Management Smarts?

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Are You Fooling Yourself? Why Feedback Is Important!

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In Garrison Keillor’s fictional community of Lake Wobegon, “the women are strong, the men are good-looking, and all the children are above average.”

As it turns out, this depiction is not limited to Lake Wobegon. One of the most documented findings in psychology is the average person’s ability to believe extremely flattering things about him or herself. We generally think that we possess a host of desirable traits and that we’re free of the most unattractive ones.

And this is particularly true of high-achievers who deem themselves to be more intelligent, more fair-minded and even better drivers than others. What about you? Do you:

  • Overestimate your contribution to successful project?
  • Exaggerate your team’s impact on company performance and profitability?
  • Have a high opinion of your professional skills and standing in relation to your peers?

The fact that successful people tend to be a bit delusional isn’t all bad. Our belief in our wonderfulness gives us confidence. Even though we are not as good as we think we are, this confidence actually helps us be better than we would become if we did not believe in ourselves.

Here’s the Catch:
While confidence and a fair view of one’s capabilities and strengths are essential, over-confidence and an elevated sense of worth can to lead to ineffective relationships, poor decision making and ultimate failure in our leadership and our business. When we focus on proving, justifying or defending ourselves, we cut ourselves off from opportunities to understand others’ perspectives, get more accurate information and tap into the best solutions.

In other words, according to the great executive coach Marshall Goldsmith, the same beliefs that helped us get to here – our current level of success, can inhibit us from making the changes needed to get to there – the next level that we have the potential to reach.

Less Confidence, More Leadership Success
In the Harvard Business Review article, “Less-Confident People Are More Successful” , Dr. Chamorro-Premuzic asserts that a moderately low level of self-confidence is more likely to make you successful. Don’t confuse this with a very low degree of self-confidence. Excessive fear, anxiety and stress will inhibit performance, impede decision-making and undermine interpersonal relationships.

If you’re serious about becoming a strong leader, lowering your self-confidence can serve as a strong ally. Yes, this may seem counter-intuitive, but it works! Here’s why:

  • It motivates you to work harder and prepare more effectively
  • It makes you pay attention to negative feedback and be self-critical.
  • It reduces your chances of coming across as arrogant or sell-deluded.

Management Success Tip:
Get in the habit of getting feedback – ask key people in your life how you can improve. Recruit them in helping you get from where you are (which can be a pretty great place) to where you want to be (which can be even better). Your first inclination when people point out areas for improvement may well be to believe that they are ‘wrong’ or ‘confused’. Give them the benefit of the doubt. Be open to the fact that they may well be right and you may well be the one who is confused.

Do you want to develop your Management Smarts?

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Does Your Company Need CPR?

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Great management is no accident. It’s the result of deliberate effort to focus on what’s important vs urgent.

Managing values- what the business, firm or agency professes to stand for – is one of those important things.

So many companies have a values statement on the wall. But ask any employee or even top managers what their values are and, yes, some can rattle them off. But then go further and ask this question: How would I know it if I see it? Then you probably will get a blank stare of some mumble jumble answer.

This is When You Need CPR:

1. Create
Organizations often tout their values – accountability, innovation, integrity, quality, respect, teamwork – but when is the last time you asked if these values have been defined in behavioral terms? Does the company know what “”respect “for example looks like, feels like or smells like?

In a leadership development program for a growing hospitality company, each module of the training included an exercise called “Values in Action”. Here’s an example. Your staff and customers would see and know “integrity” because you would:

  • Admit mistakes – don’t blame others, take responsibility to solve the problem.
  • Do what you say you were going to do – and if you can’t, say so.
  • Lead by example in both personal and business conduct.
  • Commit yourself to both the project and the team.

2. Practice:
The practice part is a bit more challenging. This involves actually doing what you say you value. A critical part of strong leadership is the degree to which what you profess and what you practice are in alignment. So here’s a exercise for you to do each week.

  • Pick one value you want to practice. Don’t be an over-achiever and try to accomplish more. Start small and then build.
  • Ask how can I demonstrate this value? For example, if it’s “respect”, then who are the folks I want to show respect to and how will I do it? It could be as simple as not interrupting Mary when she gets long winded.
  • Assess the end of the week what specific things you did to exemplify this particular value? What might have been opportunities you missed? For example, when Joe came in to my office and said…. I could have said this…..
  • Pick another value and go through the same process the following week. What you’ll find is awareness plus focus plus motivation leads to change.

3. Reinforce
The reinforcement part requires even more effort. Reinforcement involves specific and deliberate application of affirmation, encouragement and reward for positive behavior. This can be done through positive feedback when you see an employee treating a customer with respect; or it could be part of the annual performance appraisal process; or it could be done by storytelling – a powerful way to communicate what we value and how we behave around here.

Management Success Tip:

Values are important. They describe how you relate to your staff, customers, investors and suppliers. Numbers tell you how much there is of something, not if it is right. Values tell you whether something is right for you and your company. And when values have been defined in behavioral terms then you, as a manger, can lead more effectively.

Do you want to develop your Management Smarts?

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The Fail-Safe Way to Delegate

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“I know I should delegate but: “I can do it faster…He won’t be able to get it done on time…she’s bound to make some mistakes.”

These are things I’ve been hearing frequently from overworked, stressed out managers. I jokingly mentioned, in a recent presentation, if there was something in the air that’s causing this outbreak of “I must do it myself if it’s going to get done right.”

Leaders, who are reluctant to delegate, can usually come up with what they consider logical explanations for their stand. But these explanations are based on fears of letting go and of losing control. What they don’t realize is that while they’re busy “doing it all themselves”, they are falling further behind.

Of course there are times when we and we alone “own” the project or task. But how often is that the case? The real problem with delegation I have found lies not with the person being delegated to but rather with the one who needs to delegate.

The Fail-Safe Way To Delegate
Delegation, if done right, is a both a time management and leadership development tool. Here are 7 tips to delegate effectively. It will make you a better time manager and a better leader as well.

1. Delegate early.
Make an effort to delegate the task early to avoid unnecessary pressure. This allows the person to better plan the task.

2. Select the right person.
Ensure that the person has the time to take on the responsibility. Assess the skills and capabilities of your staff and assign the task to the most appropriate person. Make sure the person has the training and resources to succeed.

3. Communicate the rationale.
Identify the reason for the task and how it will contribute to the goals of the company or department or team. Also, point out how the delegated task could benefit the person. Remember a routine task to you may be a new challenging task to your subordinate.

4. Set clear goals and expectations.
Be clear and specific on the parameters – the what, why, when, who and where- and the amount of authority – what she can decide and what you must decide, etc. You might leave the “how” to them if they are experienced. Or ask how they might go about handling the task so you can identify any missteps right from the start. so you can . Confirm and verify task goals and expectations.

5. Delegate the entire task.
This gives the person the responsibility, increases their motivation and avoids ambiguity in accountability. Otherwise, different people will have different ideas about who does what when.

6. Don’t just drop it.
Request regular updates or progress reports especially if it’s a large or new assignment. That way you can catch problems or mistakes early and provide assistance when necessary.This will also give you a comfort level that things are going as planned.

7. Evaluate results.
Did the person meet the set expectations? Did the task get done accurately, on time, on budget? If so, recognize the person’s performance. This will reinforce both yours and the person’s confidence in their abilities. If it didn’t, then analyze the cause of insufficient performance and coach on how to improve. But don’t throw in the towel. Remember, most of us learn more from our mistakes than successes.

Management Success Tip:

Delegation is about more than just taking work from you and giving it to someone else. It’s about getting work down in the most efficient manner using the resources you have available. Yes, sometimes a staff person can actually get better results than you. In addition, delegation is about valuing people and allowing other to develop by giving them increased responsibility and authority. That’s what makes an effective leader.

Do you want to develop your Management Smarts?

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Failures Don’t Have to Be Fatal

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I’ve said many times: I’ve learned more from my failures than from my successes…and I’ve made some whoppers.

Goof-ups, missteps, slip-ups and embarrassments are no reason to ring one’s hands and hang one’s head. In fact, our mistakes can be the most powerful teachers we have. The lessons we learn often stick with us for a lifetime.

Can you remember a big mistake you’ve made and hopefully learned from? I certainly can.

Turn Failure Into Success
Mistakes are in many ways gifts. If we assess what went wrong and also what went right, we can translate that learning into more effective leadership behaviors, perspectives and skills. Here’s why.

1. They grab our attention.
Failures have a way of focusing our attention and putting crucial problems right in our faces. They point out that something needs fixing. If it’s really a biggie, it gets us focused ready for battle and on the road to success.

Recently I gave the wrong dates to two guest for an up –coming talk radio program. Once I realized what had happened, I quickly contacted them, acknowledged my goof-up, apologized and then worked with them to reschedule. The lesson I learned, as someone who is not inclined to be detailed focused, is to review my calendar and all my correspondence to ensure I provide correct information.

2. They make us notice our individual actions and choices.
Sometimes our instinctive reaction to a mistake is to fix blame elsewhere. The classic is the dog ate my homework. Others are “Somebody should have told me about this.” Or “that was to be done by Sarah’s department not mine.” Instead we should look for our role in the mistake. Taking responsibility for a goof-up is not fun. Yet the act of doing so points to what we can do differently next time.

3. They push us to examine if we’re off track or heading in a wrong direction.
When a project fails this can be a sign that it was unwise for you to even begin the project in the first place. When a job you attempt to change careers fails, this can be a signal that the choice was unwise for now. They also help us get in touch with what we really want to do and not do; be or not be; have or not have.

How Do You Handle Failure?
Some people when faced with a big mistake begin to pull back to retreat. Instead we can use the breakdown to learn, grow and be better leaders. One way to get maximum benefit from mistakes is to examine them through the filter of these powerful questions

  • How can I use this experience?
  • What did I learn about me, about others, about the situation?
  • What will I do differently next time and how will I be different in the future?

Management Success Tip:

When we experience the consequences of mistakes we get a clear message about which of our efforts are working and which are not. There’s nothing like an overdraft noticed from the bank to tell us that our spending is out of control. Or a running out of gas on the freeway in bitter cold or blazing hot weather that tells us to pay attention to the gas gauge. What do you need to pay attention to before it becomes a big headache?

Do you want to develop your Management Smarts?

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Stop Procrastinating! Start Doing!

young-man-employee-working-with-laptop-office-desk-grimacing-playing-hair-procrastinating

Most of us procrastinate at least occasionally and some of us do it consistently and problematically. So procrastination may be human but it’s not very rewarding in the long run for our leadership, business or career success.

So why do we procrastinate?

According to The Procrastination Equation: How To Stop Putting Things Off and Start Getting Things Done by Piers Steel – a procrastinator himself at one time – suggest there are three types of procrastination.

1. Expecting Too Little
When we have low expectations about the outcome- either getting rejected or not doing well – we tend to put off the experience. Then a vicious cycle ensues: we don’t do it – we feel bad about it – our confidence goes down and we keep saying I’ll do it later.

What are you postponing because of fear of rejection or low performance? What would be the benefit to do them today instead of waiting until tomorrow?

2. Devaluing the Task:

When we fail to value a routine or unengaging task properly, we allow ourselves to defer necessary crucial chores that are important but routine-and reinforce a dangerous tendency to ignore the basics – like paying your bills, doing expense reports, getting the car serviced, etc.

Everyone has routine tasks that need to get done but are put off until later? What are yours?

3. The Deferred Gratification Problem:

The rewards and goals that can be achieved right now often seem far more appealing than those that require us to wait. It seems most of us are wired for short-term satisfaction. For example, responding to emails immediately, clearing every minor item off our to-do lists, checking the news, watching the funny video on You Tube, etc.

What things do you do impulsively that give you short term gratification, but hinder your long term goals?

Start Breaking the Procrastination Habit

  • Identify what you put off. When you find yourself ignoring or delaying task, ask yourself why. Knowing what you tend to delay can help break the cycle and prevent future procrastination.
  • Build your confidence. Practice “success spirals,” small steps of achievement that take you outside your comfort zone-such as trying an adventure sport, or learning a new skill through a course
  • Complete little things before moving on to big things. For a particularly daunting project, start with a mini-goal or easily doable or enjoyable task to ease into the difficult terrain. By completing it, you will be warmed up for the more complicated or demanding aspects.
  • Avoid boredom and get the juices flowing. Make tasks more challenging through competition. ‘When you are competing against your colleagues, almost any task can become a race to finish first or to get the most work done.
  • Use blatant bribery. Kids get stickers for going to the dentist. Why shouldn’t you get a reward for doing something you don’t want to do? When you knock off your dreaded task by the set deadline, treat yourself to a coffee break, have ice cream for lunch or even a long walk outside. Whatever will give you a positive feeling..for me it’s the ice cream.

Are you a procrastinator? What can you do right now to break the procrastination habit? What have you found helpful to get you moving?

Management Success Tip:

For some situations procrastination may be okay. For example, when starting a big project take the time to plan it out or work out potential solutions. But if procrastination is hindering your performance, causing relationship problems (boss, colleague, spouse, etc) or affecting your personal satisfaction, then it’s time to stop, examine possible causes and potential solutions. If you don’t deal with it now, then when?

Do you want to develop your Management Smarts?