Self-Management Through Reappraisals

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Video Description: Leaders understand reactivity causes them to lose influence. Here are five reappraisal strategies you can use to increase perspective and make better choices when facing adversity.

Reappraisals Slide

Time Investment: Less than 4 minutes.

Click on the below link to start the video!

 

Example_15David understands how effective leadership generates success. A U.S. Army combat veteran with corporate leadership experience, he is the Founder & Principal Consultant of The Leader Growth Group, a firm dedicated to creating self-aware leaders who inspire more engaged and productive workplaces. Get a copy of his new book, “Growing Leaders: 20 Articles to Challenge, Inspire, and Amplify Your Leadership” by clicking here.

*All Rights Reserved. Reproduction, publication, and all other use of any and all of this content is prohibited without authorized consent of the author.

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Expanding Your “Choice Gap”

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One of my goals in 2018 is to create a YouTube channel that provides quick, informative, and inspiring leadership lessons. Please enjoy this first episode of The Leader Growth Group Video Blog.

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Video Description: Leaders understand reactivity causes them to lose influence. By acknowledging their inner dialogue and emotions, the best leaders create space for more mindful and effective actions.

Time Investment: Less than 4 minutes.

Click on the below link to start the video:

 

Example_15David understands how effective leadership generates success. A U.S. Army combat veteran with corporate leadership experience, he is the Founder & Principal Consultant of TheLeader Growth Group, a firm dedicated to creating self-aware leaders who inspire more engaged and productive workplaces. Get a copy of his new book, “Growing Leaders: 20 Articles to Challenge, Inspire, and Amplify Your Leadership” by clicking here.

*All Rights Reserved. Reproduction, publication, and all other use of any and all of this content is prohibited without authorized consent of the author.

Setting the Stage for Your Leadership Success

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It’s a new year, it’s a new you! For many of us, January is our customary transition time. A period of lofty aspirations and making positive changes. You may be saying to yourself, “This is the year I will finally lose that 10 pounds, spend more time with the family, or (insert your own reliably missed goal here).” That’s right…we tend to start out strong with our goals, but lose momentum as the reality of life sets in. Nowhere is this more apparent than at your local gym. Right about now, the place is fully packed with hopeful and motivated people. Yet, give it about three weeks….the place will be a ghost town as the difficulty of consistent self-discipline slowly sets in. While setbacks in personal fitness aspirations are normal, and, relatively harmless, there are some goals you can’t afford to miss. Namely, your leadership goals.

With leadership comes tremendous responsibility. Others are counting on you to be your highest-best-self as a leader—everyday. They need you to bring your strengths, mitigate your challenges, and embrace continuous learning. You can’t give it your best in January and, then, just take a few months off. As a leader, you are always on a stage. Always performing. Always being evaluated. If you expect your people to deliver rock star results this year, you need to be the example. As such, the best leaders have a plan to continuously grow themselves.

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So, do you have your leadership goals for the year already established? If not, where should you start? Here are a few thoughts to help spur some ideas.

Thumbs Up and Down1.Inventory Historic Feedback – Reflect back on last year. What consistent feedback did you hear? What strengths did others value? Any weaknesses that are impeding your success? Try to list two to three answers to each of these questions. If this takes you more than 5 minutes to complete, I offer that your most important leadership goal for the coming year may need to be diligently and consistently collecting feedback on your leadership performance.

Vision on Mountain2. Imagine Team/Organizational Success –Take a moment and envision you’ve just fast- forwarded to December. It was an amazingly successful year and you are proud of your team and organizational performance! See the results in your mind’s eye. What are your clients, teammates, and reports saying about the year? Now, who would you need to become as a leader for this to be a reality? How would you personally need to change?

Trends Compass3. Note Environmental Trends – Perhaps you are already a high-performing leader and want to take your game to the next level. Look at how the world is evolving and seek opportunities to evolve with it. Here is a list of seven of the top leadership skills for 2020. For a more in-depth look at what’s ahead, the Center for Creative Leadership published this excellent white paper on future trends in leader development. My personal take on imperative leadership skills for the future include: ability to lead change in an environment of volatility, uncertainty, complexity, and ambiguity (VUCA); emphasis on facilitative coaching skills as a manager; and internalizing a “service-before-self” mentality rooted in curiosity and humility.

Whatever you decide to focus on as a leader this year, I have one final word of advice…don’t go at it alone! Lean into your support system and seek out mentorship, coaching, and skills training opportunities. If you are interested in executive coaching, check out my Executive Edge Program. If you or your team are interested in becoming a VUCA Proof© leader, check out my VUCA Proof© White Paper and VUCA Proof© Executive Workshop. Great luck in the year ahead, set the stage and lead well!

Example_15(David understands how effective leadership generates success. A U.S. Army combat veteran with corporate leadership experience, he is the Founder & Principal Consultant of TheLeader Growth Group, a firm dedicated to creating self-aware leaders who inspire more engaged and productive workplaces. Get a copy of his new book, “Growing Leaders: 20 Articles to Challenge, Inspire, and Amplify Your Leadership” by clicking here.

*All Rights Reserved. Reproduction, publication, and all other use of any and all of this content is prohibited without authorized consent of the author.

3 Keys to Getting Yourself Promoted

Ambition. Some of us have more of it than others. For those highly motivated individuals out there, working hard to get themselves promoted, I offer a few (perhaps less than intuitive) thoughts that will increase your opportunity for advancement.

1.    To get yourself promoted, get your boss promoted.

fastest way to promotion is to clear your path to the next level in the organizational hierarchy. When your boss gets promoted, there is an already established and immediate organizational need. Naturally, when you have been a key part of your boss’s success, it makes sense that you will be identified as the “heir apparent” for the vacated position. Yet, most of us are too worried about our own immediate lanes of responsibility to look at the bigger picture. Pick your head up. Think bigger. How is your boss’s boss defining success? When you understand the priorities two levels up, you can exercise initiative without your boss’s direct guidance. This frees your boss up to focus their energy on creative and strategic initiatives that might garner them greater visibility, increasing their promotion potential—which increases your promotion potential.

2.    Make yourself redundant. 

Huh, won’t that get me fired, rather than promoted? This goes against our own thoughtson self-preservation! For many, the story goes something like this. If I train, coach, and mentor high potential members of my team in everything I know, they will one day take my place and I’ll be without a job. This is backwards thinking. Organizational succession is a dance of resource allocation. You want decision makers to be comfortable with replacing you. When they see the next generation of talent ready to step up, and they feel you are ready to do the same, it becomes a far easier decision to make. Thus, invest in your reports, promote their successes, and create “superstars” that will seamlessly take the reins when you are asked to take on bigger endeavors.

3.    Communicate your desires.

This seems so obvious. Yet, so many people go through their career paths waiting for others to open doors for them. Their default storyline is, as long as I do good work, others will definitely notice, and they will take care of me when promotion opportunities arise. Do you know where you want to be a year from now? How about 5 years from now? Are you communicating those thoughts to others? If not, you are doing yourself a disservice. When you have deliberate and focused career development conversations with powerful decision-makers well in advance, you are planting a seed. People will start looking at you differently, evaluating you against your intentions, and perhaps coaching you as well.

(David understands how effective leadership generates success. A U.S. Army combat veteran with corporate leadership experience, he is the Founder & Principal Consultant of The Leader Growth Group, a firm dedicated to creating self-aware leaders who inspire more engaged and productive workplaces.)

*All Rights Reserved. Reproduction, publication, and all other use of any and all this content is prohibited without the authorized consent of the author.

Connect, Adapt, Collaborate: Applying Army Mission Execution Fundamentals to Business

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The U.S. Army has a timeless and sticky saying it uses in order to drive home the fundamentals of mission execution. From the very first days of boot camp, a young Private will hear the Drill Sergeants yelling “you must learn how to shoot, move, and communicate if you want to survive on the battlefield!” They then go on to spend weeks mastering their personal weapon, learning how to low crawl and find cover, and practicing how to speak properly on the radio. Over time, one learns how important these skills really are. Yes, there are many more advanced competencies to learn over the course of your career, but if you can’t do these three basics consistently well… it might all be for nothing.

These ideas are not limited to the military and there is much that corporate leaders can take away from this simple saying as well. Successfully executing any strategy, whether it be on the battlefield or the boardroom, is often a function of doing the fundamentals consistently well. So how might the Army’s fundamentals of shoot, move, and communicate apply to the modern business environment? There are many similarities but I would translate the language to connect, adapt, and collaborate.

TargetConnect – Just like the Private learning how to “put steel on target” at the weapons qualification range, business execution requires one to master their resources and connect them with distant objectives. Specifically, there are three connections to be made that foster better execution. First, master an awareness of your personal strengths and connect these innate talents with the team’s objectives. Ask yourself: what are my exceptional gifts to the world and how can I provide the most value in day-to-day execution? Next, smartly connect to the infinite resources outside of you. Who can do this challenging activity much better than you can? Savvy leaders realize their boundaries and connect with others that compliment limitations. Finally, fully connect with your customer’s needs and expectations. Little is more frustrating than executing well on something that is no longer in the greatest service to your key stakeholders. Like the bullet seeking its target, the energy of connecting with your customer is one of laser-like focus. Don’t wait for feedback; be proactive and purposeful in continuously reaching out to clarify how things are going.

mud soldiersAdapt – Successful execution is becoming less of a formulaic process, and maintaining flexibility and agility is increasingly important. In essence, we must practice our ability to move with our shifting environment and change plans as necessary. In the Army, we might rehearse a complex mission for weeks on end. Yet, we lived by the rules of “the enemy always has a vote” and “no plan ever survives first contact (with that enemy).” A more relevant example might be at Google, where the culture promotes the concept of “design and iterate.” Googlers see strategy and execution as being one – a continuously refined process of trial and error that speeds up results. We might intuitively understand these concepts; however, many find them difficult to implement. We frequently become wed to our brilliant plans or overly comfortable with stale execution processes. The key to overcoming these barriers is to cultivate a “beginner’s mind” and learn to approach potential change from a place of curiosity. When we already “know” how to execute best, we resist things that do not reinforce these beliefs. Yet, when we lose our rigidity and get curious about possibilities, change becomes a way to simply get better.

military-560475_1280Collaborate – Great execution today requires increased communication and collaboration. It seems simple enough, yet why can it be so hard to collaborate during execution? The answer lies in the two very different energies required to do these equally imperative skills. When we are personally executing, our heads are down, our eyes narrow, and we concentrate our energy so that we might overcome obstacles and complete our tasks. When we are collaborating, we pick our heads up, we open our eyes wide, and seek to see the bigger picture around us. Executing and collaborating well is an ebb and flow of contraction and expansion. We collaborate to build intent, execute initial steps, communicate needs, execute some more, check-in on collective progress, drive towards results… it’s a rhythm we all know well. Yet, we all seem to do much better at the personal execution part than we do at the collaboration part. Key to becoming a better collaborator is becoming aware of when you contract. When do you tend to put your head down and get overly focused on your piece of the execution pie? For me, I contract when I have made a personal commitment and am up against a tight deadline. In these moments, I can be a lousy communicator as I focus myself on fulfilling my promises and shut down to others in the process. Stress in general can make us all contract, so recognizing when we are stressed is a tell-tale sign that we need to communicate our needs and collaborate more with others.

Execution is what translates ethereal strategy into tangible results. Yet, disciplined execution is a rarity in today’s turbulent business environment. Learn to embody the three fundamentals of connection, adaptation, and collaboration…and all will marvel at your ability to get the mission accomplished!

(David understands how effective leadership generates success. A U.S. Army combat veteran with corporate leadership experience, he is the Founder & Principal Consultant of The Leader Growth Group, a firm dedicated to creating self-aware leaders who inspire more engaged and productive workplaces.)

*All Rights Reserved. Reproduction, publication, and all other use of any and all this content is prohibited without the authorized consent of the author.

How to Get Your Leadership License

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What if you could only be a leader in your organization if you first passed a leadership test. Consider something like getting your driver’s license! Imagine this. On your big day, your proud mentor takes you to the Department of Leadership Certification (DLC). You are nervous as your number is called to enter a private booth and take a multiple-choice quiz on topics like emotional intelligence, teamwork, and leading organizations through change. You feel good about how things went, until your assessor calls for you to come and take your practical exam. You are then given a task and a team, and told to deliver results under challenging conditions. All the while, your assessor is scribbling notes on his clipboard about your performance. Hours later, you get your scores back…you’ve done it! You’ve passed your leadership test and earned your license to lead!

Sounds ridiculous, right? Well, as crazy as this may sound, many people out there are waiting for someone to “certify” them as a leader. They may not be formally taking a test; however, they are lingering until an authority deems them “worthy” of handling leadership responsibility. These are the people who tell themselves, “once I get that promotion, then I will be ready to lead.” Or maybe it’s “once I get an M.B.A. from a prestigious institution, that’s when I’ll really start leading.”

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I’ve got a “secret” to share with you…No one can give you permission to lead; it’s a choice you make all by yourself. It doesn’t take a new title. It doesn’t require an advanced degree. However, it does require you to see yourself as a leader. That’s the real magic of getting recognized with a promotion or going through the ceremony of graduating from a credentialed program. These events change how we see ourselves. When leadership becomes a part of your identity, one starts to embrace leadership behaviors more.

So, how do we flip the switch and start to see ourselves as leaders? Here are a few ideas:

  1. Realize You Own the Power – Come on…Really? Yes, really. Recognize that leadership is not about the title and has nothing to do with your credentials. Instead, these things often lend us authority. Yet, authority is given to us whereas leadership is something you do all on your own. If something in your organization must change, begin with yourself and model the change that’s needed. Build your credibility and find others with shared values. Create strength through relational commitments and energize others through your passion. Then, work with authority (or artfully against it) to strategize outcomes and appropriate actions to bring about a new reality. Voila, you just led a movement. Not because someone authorized you to do so, rather because you chose to put in the work.
  2. Practice Your Confidence – So why don’t more people put in the work required to lead? It’s a combination of a few things. First, it’s easier to not exercise leadership, and many just don’t have the energy or determination within them. They would rather someone just do it for them. The second most common reason is people are afraid they might fail. They say to themselves; “what if I put myself out there and nobody follows?” or “do I really have what it takes to make a difference?” There is only one way to know—give it a try. You build your confidence to lead by doing. Note also that it’s often in failure we learn our greatest leadership lessons. Every time you step into the arena, you are building your leadership skills, and in the process, you gain confidence.
  3. Be a Student of Leadership – The best leaders are insatiably curious and committed to life-long learning. They consistently pursue new knowledge and diverse perspectives on leadership. They read leadership books not only to gain fresh insights, but also to form their own opinions on what will work for them personally. They also try to surround themselves with other leaders and observe their behavior. Finally, they commit to their professional development. Whether it be signing up for a new training or working with an Executive Coach, they prepare themselves for the challenges of leadership.

If you hadn’t already bought into your own power to exhibit leadership, I hope this article has helped you to see things differently. If you know someone who has real potential to lead, yet hasn’t created that identity for themselves, please share this with them. With so many challenges today, the world need more leaders. Thankfully, we don’t have to get a license to do so; we just need to choose to lead.

(David understands how effective leadership generates success. A U.S. Army combat veteran with corporate leadership experience, he is the Founder & Principal Consultant of The Leader Growth Group, a firm dedicated to creating self-aware leaders who inspire more engaged and productive workplaces.)

*All Rights Reserved. Reproduction, publication, and all other use of any and all of this content is prohibited without the authorized consent of the author.

Mindful Leadership in a VUCA World

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In my last article on the VUCA Proof© leader, I made the case that leaders exist to extinguish the status quo, envision a superior outcome, and align actions towards producing new results. To be effective towards this purpose, leaders must be extraordinarily bold, rising above the distractions of Volatility, Uncertainty, Ambiguity, and Complexity (VUCA) to inspire others. Yet, embracing boldness as a leader is only part of the equation, as a strength overdone becomes a weakness.

Perhaps, you have met an “overly bold” leader. Someone whose vision was so far ahead of the rest of the team, they had a hard time gaining buy-in during execution. Or maybe, they challenged others so intensely to attain their vision, they burned out even their most ardent supporters (or themselves) along the way. For boldness to be effective, it needs a counterweight. Mindfulness is the Yin to the Yang of boldness.

Mindfulness

You may think, “Oh no, not another mindfulness article!” For some, the word mindfulness conjures up images of yogis meditating on a pillow, and it’s “too far out there” for them to practically access. So, please allow me to break this down in the most tangible way possible. Mindfulness is about training your attention. For a VUCA Proof© leader, mindfulness is about training your attention to cut through chaos, so you can notice what’s going on and deeply understand the impact of your leadership initiatives. Let’s look at these components in greater detail.

Cutting through chaosIt’s No Longer Optional – In a world of information overload and multitasking, a leader’s attention is their most precious asset. One might think of attention as the currency of leadership, just like in your wallet or purse you have a finite amount of money you have available to spend. How you spend it is largely a function of your values/needs, and how a leader “spends” attention reflects their priorities. Unfortunately, in today’s VUCA world, it’s easy for leaders to spend their attention on distractions. Mindfulness is no longer optional; it is now a critical leader behavior.

Hand in waterGetting Beneath the Surface – With deliberately focused attention, the leader can dig deeper to see and to hear what might go on in their environment. Think of your daily workflow as moving like a fast-paced stream. The water is rushing by, and from the banks, you can see rocks and how they are affecting flow. Now, you take your hand and place it in the water. Immediately, you notice new information. The water is cooler and deeper than you expected. You also notice there is a strong undercurrent down about two feet. Similarly, leaders leverage mindfulness to observe, feel, sense, and think about what’s going on inside them and around them.

connectionsSeeing connections – With fresh information to work with, a mindful leader can practice greater curiosity and empathy. They might notice the VP of Sales sounded a little down on the call today and get curious about how he is holding up after almost three straight weeks of traveling. They may then remember he has a 5-year-old daughter at home, who has likely also been affected. Or a leader might notice their own frustration around why Project X hasn’t made more progress in recent weeks, only to realize they haven’t done a great job communicating expectations for certain milestones. Having connected the dots, the leader now has greater choice as to what leadership actions will increase their influence and produce results.

Yet, like boldness, mindfulness does not just happen to us one day; it’s a behavior that must be practiced and embodied. To be a mindful leader, here are a few things to keep top of mind:

  1. Be Your Own Intervention – VUCA typically has us thinking about past events and anticipating the future. To get oneself in a fully present state requires an intervention! We need to interrupt our thinking and quiet the mind. For many, the best way to do this is through a micro-meditation that focuses one’s attention on your breath and/or our body. Sometimes, a short mantra can help. As an example of all three techniques, here is Deepak Chopra’s “go-to” 3-minute meditation to get focused.
  2. Make Curiosity a Habit – Once you are well practiced at quieting your mind on demand, you will have the space to practice authentic curiosity — questioning your observations in an open, honest, and non-judgmental way. For better introspection, this is a solid list of 13 questions every leader should have on hand and reflect on daily. However, mindfulness is also about what’s going on for others, and great leaders’ check in often with their people to test assumptions. Here is also a great list of 7 questions every leader should keep in their back pocket to better understand the impact of their leadership on others.
  3. Commit to Consistency – 10 minutes a day…at a minimum, that’s what it takes to increase your mindfulness (1). Just like heading to the gym, you must put in the work to build new muscle. Create the conditions for consistency. Perhaps, you start your day with 5 minutes of meditation and then 5 minutes of reflection on “questions of the day” (before looking at your email). A little discipline goes a long way, and over time, it will become easier. Finally, there is great new technology you can use to support a mindfulness practice. If you haven’t yet heard of Headspace, it’s a great app that helps to make meditation and mindfulness a habit.

I invite you to bring more mindfulness to your leadership. In doing so, you’ll be setting yourself up for greater success and moving toward what I call a VUCA Proof© leadership style. Interested in learning more about what it means to be a VUCA Proof© leader? You can download my whitepaper here. Interested in training your executive team to adopt a mindful, more VUCA Proof© leadership style? Simply download the VUCA Proof© 1-day Executive Workshop Brochure here.

(David understands how effective leadership generates success. A U.S. Army combat veteran with corporate leadership experience, he is the Founder & Principal Consultant of The Leader Growth Group, a firm dedicated to creating self-aware leaders who inspire more engaged and productive workplaces.)

*All Rights Reserved. Reproduction, publication, and all other use of any and all of this content is prohibited without the authorized consent of the author.