3 Leadership Lessons from Dr. Seuss

Many of you may not know this about me, but I have four young kids ranging from one to ten years old. As a family, we enjoy reading a lot of children’s books together and over the years, we’ve determined a few favorites. At the top of our list are several books written by Dr. Seuss. His rhymes are fun to read, and the brightly colored illustrations capture their imagination. I’ve also noticed that some of his stories carry a wonderful leadership message within them. A message that many adults could stand to revisit. Here are three of my favorites:

1.      Yertle the Turtle – These are King Yertle’s famous last words. Just a few pages later, we find him falling from his great height, face first in the mud, never to rule again. How did the once proud and mighty king end up like this? Well, he wasn’t grateful for the wonderful kingdom he already had and became overly ambitious. Leveraging his positional power for his personal benefit, he literally walks on the backs of his subordinates to make himself more magnificent. Meanwhile, he treats his people with great disrespect. If you’ve been in the workforce for more than a day, you have probably met your own personal Yertle somewhere in your career. Leadership lesson…don’t be King Yertle! Instead, embrace humility as a leader and use your power to serve, rather than exploit, others.

2.      The Sneetches – Oh those silly Sneetches! Always trying to outdo one another and put down those that are not like them. There are several solid lessons here. In the formation of all groups, a natural phenomenon unfolds where “racking and stacking” takes place. We are unconsciously determining the social pecking order, and this often results with an “in-group” and an “out-group.” When this occurs, unspoken jealousy and resentment can plague a team’s dynamics and effectiveness. Leadership lesson…no kind of Sneetch is the best on the beaches! All team members have unique value. Leaders must be aware of where unhealthy dynamics are festering in their team and learn to unleash the often repressed value that the “out-group” brings through their diversity.

3.      The Zax – This one is my favorite! It’s a short tale of two prideful and stubborn Zax who find themselves at a crossroads, unable to compromise on a solution (great metaphor for the current state of American politics, anyone?). Instead of exercising empathy and compassion, the two Zax angrily argue their individual viewpoints. The result—zero progress and personal irrelevance as the world passes them by. Leadership lesson…learn to notice your inner Zax and manage it accordingly. Leaders should be principled and passionate, however, not to where they are getting in their own way.

If you enjoyed this post, you might also enjoy my new children’s book, “The Legend of Stinky Toes McGee.” Inspired by Dr. Seuss, it’s intended to teach kids that some problems cannot be solved with our heads, but rather, they can only be solved with our hearts.

You can pick up a paperback or digital copy exclusively on Amazon by following this link:“The Legend of Stinky Toes McGee”

David Spungin 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. Follow him on LinkedIn , Twitter, and Facebook to see more of his articles.

*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.

Can a Llama Teach You Leadership?

Having finished cinching down the buckles of our llama’s saddle, my tent mates and I took turns loading our gear on the animal for the first time. It was a hot day and we were sweating greatly, yet as my eyes shifted to the trail ahead, it was clear the snow-capped peaks in the distance would offer something quite different. I am part of a National Outdoor Leadership School (NOLS) expedition where a group of thirteen senior executives are practicing the art of leadership by exploring the Wyoming backcountry together. We will navigate many miles of increasing elevation daily. We will learn new outdoor skills and how to care for the environment. Yet, most importantly, we will learn to behave in ways that inspire deep trust with one another.

A core part of the learning comes from the llamas themselves. Magnificently agile animals, they can leap over three feet high logs, with 70 pounds on their backs, and calmly stick the landing on the side of a wet cliff. It’s an amazing sight to behold. Much like humans, they also have different personalities, varying moods and preferences. Some are more dominant than others and “act up” if placed in the back of the pack. Others are almost cliquey in nature, and will only move efficiently when placed next to their best bud.

Similar to leading with a team of direct reports toward a goal, our group had to learn how the llamas wanted to be managed! We had to uncover the pack’s dynamics, assess their personal needs, and then adjust our management style to meet those needs. For instance, we quickly learned that a command and control style would often backfire immediately (as it does in most modern organizations). In fact, push too hard, and you just might get spit on in retaliation! However (unless you speak llama) it’s rather hard to communicate a vision and then empower a llama to drive results. The llamas needed a balanced approach to leadership; not only one that took into account the environmental pressures being placed on us to accomplish the day’s mission, but also brought them into the decision-making process. Over the course of seven days together, here’s what a bunch of llamas taught us:

1. Know when to give ‘em more lead, and when to reel ‘em in

We all took turns as a llama handler as we trekked across the remote and sometimes dangerous terrain. When guiding your animal, you hold onto what’s called a lead, which attaches to their bridle and gives you about 6 feet of rope to work with. Mastering how much of that lead you hold in your hands is an art and it’s constantly changing. When navigating tight areas, you might shorten it to just a foot or two so you maintain strong control. When crossing a fast moving creek, you might release all of the length, giving your llama the freedom to cross the danger as he sees best. The parallels to leading a direct report are clear. Sometimes they “don’t know what they don’t know,” and you need to provide strong direction and guidance to best help them. Other times, strong guidance works against you as a manager, and reports need space to find their own solutions. A great manager does not adopt a single style of leadership,  rather applies the right style based on the individual’s need and the task at hand.

2. Listen to your llama, sometimes they know best

On day five, we began our descent from roughly 11,500 feet. The terrain was steep, rocky, and the riskiest part of the week’s expedition. As we descended, it was unclear as to where a proper trail was at times. At one point we attempted to lead our llamas down a particularly steep part of the trail. We knew it wasn’t a great route, but it looked doable and appeared to be our only option. Then our lead llama just stopped in his tracks. “Not going that way” he communicated to us by digging his heels in and refusing to budge another step. At first we tried pulling harder, then we tried a gentle smack to the animal’s rear. Usually this would get your llama moving again but this time was different. He just sat there, looking at us like we were crazy. Then it occurred to us, maybe he knows something we don’t and we started searching harder for an alternate route. Lo and behold, there was a much better trail about 20 feet to our left! The llamas then followed us down safely. The lesson was clear, sometimes as a leader you must get out of your own way. There will be times when your followers know best. Perhaps it’s the front line manager who knows your customer’s needs better than you do. Or maybe it’s the brilliant middle manager who just needs space to voice  that next best idea to the company. The best managers know when to lead and when to follow.

3. Love your llama, and your llama will love you back

Finally, the llamas helped ground the importance of being a servant leader. When you are deep in the backcountry, you quickly realize how important the llamas really are. If one were to get injured or developed a saddle sore, we as a team would be carrying an additional 70 pounds between us. As such, we used an old cavalry saying to help guide our priorities of work each day; “First, take care of the horse, then the saddle, then the man.” This translated to first feeding and watering your llama, then setting up your group’s tent and collective responsibilities, then tending to all your personal needs. Repeating this process multiple times a day emphasized where a leader needs to be dedicating his or her valuable time. You simply won’t meet your goals without your follower’s dedication and team’s support. Yet, when your actions consistently demonstrate a willingness to put other’s needs above your own, you cannot fail to inspire respect, admiration and loyalty.

So yes, I believe that you can learn much about leadership from a llama. In fact, the greatest lessons often came from allowing a llama to lead you. Yet, like all successful relationships, it is a reciprocal dance of give and take. The llamas would be lost without us, wandering aimlessly without purpose, and we lost without them, struggling mightily under the limits of our human capacities. I offer that you go find those llamas in your life that need your leadership, then practice working the lead, listening deeply when challenged, and serving them every day. Do so, and you are destined to climb some impressive mountains together.

If you are adventurous business executive who enjoyed this post, I invite you to “follow” this blog or connect with me directly at  dspungin@allamericanleaders.com  so I can share with you upcoming NOLS/AAL expeditions that you may want to take part in.

Feedback + Coaching = Higher Performance

Feedback + Coaching = Higher Performance

What do you believe most contributes to missed performance expectations in the workplace? Too lofty of goals to begin with? Not enough talent in place to do the work? Insufficient effort or a lack of incentives to properly motivate? Perhaps.  Yet, my experience is that the more significant culprit is one of two things: 1) a leader’s failure to clearly communicate expectations upfront or 2) a leader’s failure to provide proper feedback and coaching. This is not too surprising as these are challenging skill-sets to learn and can take a lifetime to master (effective coaching in particular).

There are a few key ingredients to demonstrating good coaching as a leader. First, coaching begins with practicing curiosity and a leader will benefit from adopting a coaching style that values inquiry more so than advocacy. This is unnatural for most managers who like to speak from their experience and advocate solutions based on their personal expertise. Yet, if leaders place a premium on listening before speaking, they are more likely to build trust with their coachees and help them develop their own solutions to challenges. Perhaps this highlights one of the greatest differences between management and leadership. Managers seek to control outcomes by problem solving and offering solutions to their people. A leader realizes his or her ultimate goal is to create more leaders. Thus, he or she ask questions that inspire and challenge. Leaders seek to build capacity in the coachee and lessen dependency on the coach’s expertise.

Indeed, if a leader must do one thing exceptionally well to be effective, it’s coach! Yet, because this is such a huge topic of discussion, we cannot possibly cover all that I would like to share with you in a short article. Thus, I am going to focus on one of the most difficult coaching conversations that managers seem to get wrong more often than they get right; delivering constructive feedback and then coaching towards improvement.

Oh the agony we feel when preparing for this coaching conversation! Do
we directly deliver the feedback and simply hope that they take it well? Or perhaps we should indirectly address the feedback, which will likely lower their defensiveness? No wait! Of course. We’ll go with the “feedback sandwich” and deliver a compliment, followed by the criticism, and finally, another compliment to keep their spirits high and save the relationship! While it must be noted that most everyone likes to receive feedback differently, I believe there is a universal approach that can set you up for success. One that reduces anxiety for the feedback giver, lowers defensiveness in the receiver, and ultimately inspires change. I call this framework: The Five Pillars of Constructive Feedback.

1. Create the right mindset

Why is it so unpleasant when we have to give constructive feedback to others? All that anxiety we often experience has to do with our own ego and how we might be perceived. Will they think I am a nitpicking idiot? Will they think I am just a clueless leader who isn’t seeing the whole story? Or maybe, I’ll be seen as the a’hole manager who is a demanding tyrant! Remember that providing constructive feedback to another has nothing to do with you, and it’s not about “fixing” the other person. Constructive feedback is a service and you are engaging in a conversation to help the other person reach his or her potential. If your mindset is to “fix” everything, your voice will communicate judgement and trigger defensiveness. Yet, if your mindset is to “serve,” that will also show up throughout the conversation and create trust. Nothing opens persons (coachees) quicker to your feedback than when they sense you genuinely care about them. To help promote this mindset when delivering constructive feedback, remember without humility, expect futility.

2. Ask permission

“May I give you some feedback?” It’s a simple question, but how often do we jump straight to the assumption that the other person is both ready and willing to hear us out. After all, you are there to “serve” them and you care about their performance. Why wouldn’t they want to listen to what you have to say? Yet, maybe the other person is not in the right frame of mind. Perhaps they are having a really bad day and no matter what you say to them, they will see your feedback as an attack. If you ask the question upfront, you are giving them power and they must choose to give it back to you. In that seemingly insignificant exchange, you have already established a mutual respect that will make the feedback recipient more receptive to you.

3. Remember SBI

This is a tried and true process that works like magic when done right. SBI stands for Situation/Behavior/Impact, and I find it incredibly useful in helping me to remember what’s most important when giving feedback.

 

(S) ituation – This is when you anchor feedback in time, place, and circumstances and it helps the receiver understand the context of your feedback. For example, “remember yesterday afternoon in the staff call, about halfway through the meeting, Bill asked me for my thoughts on our financial outlook.”

(B) ehavior – This is when you are specific to the behavior or non-performance you would like to see changed (again, so the other person may meet their full potential). Think of it like replaying a movie for the other person. For example, “As I began to communicate the importance of adhering to the monthly budget, I noticed you rolled your eyes slightly and then began to check your phone.”

(I) mpact – This is the key to your success. If you just focus on their behavior, expect defensiveness to ensue. Yet, if you speak to the impact on you or the team, you are creating space for a more empathetic conversation. Most people care about whether or not they are disappointing others. If you speak to how the behavior made you feel, you move the other person out of their head and into their heart. For example “This embarrassed me, as I feel it made us look disjointed in front of the team. Others picked up on the tension and I felt as if I was scrambling to regain credibility with them.”

4. Get curious and create spaciousness

Now is the point in the conversation where you might transition from advocacy to inquiry and facilitation. You have delivered your feedback, now give them a voice! How did they view the situation? How might have you contributed to their reaction? Are their deeper concerns that need to be addressed? Know that this is a tender moment for many, and you can possibly expect some level of defensiveness to ensue. Give them space to be heard and acknowledge their point of view. This doesn’t mean you have to agree with them, only that you empathize with their feelings, while respecting their point of view. Note that a common diversionary technique is to broaden the conversation to where their performance is no longer the focal point. Your job as a leader is to keep the heat on them in a respectful and supportive manner.

5. Coach towards the desired performance

It is important when you work with a coachee to determine a clear path to success together. However, there is no need to give him or her all the answers. It is important they discover on their own how they can improve. You might ask, “how do you believe we could avoid this challenge in the future?” Then after hearing them out, you might offer, “If you have an opposing opinion in the future, I honestly want to hear it rather than have you feel like challenging me will offend me. My expectation is that we have a united front when engaging with the larger team in these meetings, and, if we have differences, we should hash them out in private beforehand. Is that an unreasonable expectation or can we both agree on this moving forward?”

This post is a sample chapter from my new eBook “ACTIONABLE! Leadership: Develop Your Inspirational Ability, Motivate Teams, & Achieve Extraordinary Results.”  Claim your free copy by following the below link and start taking action towards meeting your full leadership potential.

Free ACTIONABLE! Leadership eBook

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Google’s Surprising Insights on Team Effectiveness

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After two plus years of rigorous research leveraging over 200 interviews focused on 250 attributes of 180 active teams, Google’s People Operations (think HR department with analytics capabilities) determined there is one question that every leader should be asking themselves if they are seeking to create an effective team…

How’s our psychological safety coming along?

Huh? Yes, I had the same reaction when I first read this excellent NY Times article on the research. You mean to tell me that building an effective team is not about selecting the right mix of talented people who possess unique skillsets that complement one another? Or that forming effective teams is not mostly about creating “team chemistry,” and aligning personality traits to where team members gel together naturally. Nope. Apparently, it’s not so much about who is on the team, but more about how people interact with each other. While Google’s researchers found five key findings that set its best teams apart from others, psychological safety was clearly the most important…and the more you read about it, the more sense it makes.

So what is psychological safety and how can we know if it exists within our team? The short answer is that psychological safety is the underpinnings that lead to a trusting environment. Do you feel safe with your fellow team members? Are they willing to both challenge and support you in a positive manner? Do they have your best interests at heart? Will they listen empathetically to your ideas and in a non-judgmental way? Can you be vulnerable with one another? To include sharing each other’s mistakes and shortcomings? These are just a few questions that one can use to assess the level of psychological safety within their team.

This is related to what we know from recent brain-based research, in that we as human-beings have a need for status and relatedness. When we come together as a team, we are constantly assessing where we stand within the team’s “pecking order” and if we are a part of the “in” or “out” group. This causes us to be guarded in our interactions and limits-our willingness to take risks with one another. We simply don’t want others to negatively assess our “competence, awareness, or positivity.”1 Perhaps more importantly, “in the absence of safe social interactions, the body generates a threat response.”2 When our bodies become inundated with cortisol and testosterone, and are focused on how to either fight against or flee from fellow team members, we can assume that trust will be degraded.

So what can a leader do to create the conditions for greater psychological safety to exist on their team? Here are a few ideas to consider:

1. Communicate expectations – If you are leading a group and have formal authority as well, be clear and upfront with how you would like team members to interact with one another. For example, expressing “team, I want you to know that I truly value everyone’s opinion, and, as such, I expect that you will bring your ideas forward, no matter how crazy they may sound or how contradictory they may be. Furthermore, this is a safe space to do so and I will not tolerate personal attacks in our interactions. We want to challenge each other and foster healthy debate, but not at the expense of our relationships. Can we agree to this?” If you are attempting to influence a team without formal authority, you might make a similar offer and then work towards norms that will allow for peer accountability and enforcement.

2. Be the example – A leader is always on a stage and team members are constantly looking to the leader and determining “what right looks like” in how they will interact with one another. If you as a leader are not present, not fully listening, discounting others ideas, interrupting, or ignoring certain voices…others will undoubtedly do the same. So after you clearly set expectations, work hard to model those expectations and give team members license to call you out if you are not! Perhaps the most important area where a leader needs to lead by example is in expressing vulnerability. If you don’t offer your shortcomings and where you have made mistakes to the group first, don’t expect anyone to let down their defenses either.

3. Lead through facilitation – A team’s culture will not only be shaped by the leader’s behavior, but also by what behavior he or she allows from others. A wise leader will practice upholding shared values and facilitating productive conversation. When an unfair interruption has occurred, someone might say “wait a second Jim, let’s hear out what Jane was just saying and we’ll come back to you once she’s finished.” If a team member has been noticeably quiet, the leader may practice inclusiveness by saying “Pranov, we haven’t heard from you yet; please help us to understand your stance on the issue.” If the team is dealing with a failure and assigning blame to each other, the leader may offer, “we all had a role to play in this, including myself. I want us to stop focusing on who is to blame and start focusing on what we have learned and how we can solve the problem.” The foundation of good facilitation is curiosity. Always be asking yourself, what’s most important right now and what questions or statements will help move the team forward together?

Google’s latest research on teams helps to confirm what many of us already knew, without trust there can be no team. And while the term psychological safety may be new to us, we all intuitively get it — people need to feel safe with each other to trust one another. The real value in this work is in helping leaders to identify where they need to focus their efforts in creating the conditions for psychological safety to exist. Thus, I offer that you reflect upon your own team….How’s your psychological safety coming along?

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  1. Rosovsky, J. (2015, November 17). The five keys to a successful Google team. Retrieved from https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team/
  2. Rock, D. (2008). SCARF: a brain-based model for collaborating with and influencing others. Retrieved from http://www.your-brain-at-work.com/files/NLJ_SCARFUS.pdf

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

The Key to Your Future Leadership

Hand the Keys

“Do you know anything about starting a vehicle?” An older women’s voice called out from across the post office parking lot. “Uhhhhmmm yes, a little” I replied, not wanting to admit that I am not the most mechanically gifted individual.

As I walked over to the women’s vehicle to help, I witnessed a parade of older gentlemen standing around with puzzled looks on their faces. “What seems to be the problem?” I asked….”Is it turning over?” “It just won’t start” said a man sitting in the driver’s seat. We’ve tried everything!” “It’s a rental” cried another man, followed by “it’s these keys…they don’t work!”

He then handed me his set of “car keys” that were admittedly unlike most car keys I am familiar with. They were the newer kind, no metal key to be found, just a plastic mechanism that is inserted where a traditional key might fit.  I placed the key fob into it’s not so obvious receptor and turned the ignition. Walla! The engine came roaring to life to the amazement of the senior crowd huddled around me. “Thank you!” cried the woman. “You have no idea how long we have been stranded here!” Feeling somewhat like a hero, I responded with “No problem at all; have a wonderful day” and then walked back to my vehicle.

As I pulled out of the parking lot, it dawned on me. Oh No! That’s going to be me one day! There will come a time when the world around me has changed to such an extent, that I no longer will be able to identify what I don’t know. Sure, I have my current blind spots, yet I do a decent enough job of actively seeking them out and recognizing where I am consciously incompetent. This is different though. Like the elderly people who couldn’t see the car “key” in their hands (no matter how they tried), there will come a day where I will have done things a certain way for so long, that my realm of possibilities will be limited. This will hamper my problem solving abilities, and thus, likely inhibit my ability to lead a team, much less an organization.

This same dynamic is unfolding everyday throughout businesses globally. The speed of change is so rapid that product/service relevance is often fleeting and any chance of sustained market domination is mostly a pipe dream. In fact, “Comparing the Fortune 500 companies in 1955 to the Fortune 500 in 2014, there are only 61 companies that appear in both lists. In other words, only 12.2% of the Fortune 500 companies in 1955 were still on the list 59 years later in 2014, and almost 88% of the companies from 1955 have either gone bankrupt, merged, or still exist but have fallen from the top Fortune 500 companies (ranked by total revenues).”¹ Why has there been such turnover? While there are many factors that led to each of these company’s demise, I believe there is likely one overarching theme among them all…insufficient innovation stemming from poor succession planning and training.

Innovation is often a young man’s game — the result of abundant energy, a fresh set of eyes, and driving ambition. Thus, if organizations desire greater innovation, it makes sense they would purposefully empower the next generation of leaders. Unfortunately, many organizational bureaucracies make it hard for bright young minds to wield any real power. While it is the Millennial who is likely more in touch with the current technology and latest trends, it is still the Boomer or Gen X’er who is making the strategic decisions. Moreover, it’s my experience that companies invest very little (comparatively) in the next generation of leaders versus focusing on the development of the current crop of executives. Many HR Departments balk at the idea of training an entire front line management team in leadership fundamentals, and instead see greater value in focusing those resources on services like senior executive coaching. As a result, it’s the ambitious Millennial manager (now averaging 4 or more direct reports²) who finds herself struggling to lead effectively. With upwards of 75% of the workforce projected to be Millennials by 2030, here are a few ways you can prepare your organization now for the inevitable transition of leadership ahead.

1. Train Managers to be Leaders Early in their Career – Most companies consider leadership fundamentals to either be “a given” or something to be learned on the job over time. Yet, I’ve been privy to work with some outstanding companies that saw the value in training their frontline managers with robust leadership development programs and have witnessed the results of doing so firsthand. It’s about identity. Formal title or position may give someone authority to manage, but learning to lead is a different set of skills. A well designed program (that’s aligned with the organization’s culture) gives the new manager license to try out new behaviors that inspire. Then, by the time they are in a middle management role, they are well practiced at creating an engaged team and they can focus on more complex skill-sets like cross-functional networking and influencing without authority.

2. Coach to the Middle – Why wait until someone is an “executive” to enroll them in executive coaching? I understand there are often budget constraints and most companies don’t have the resources to provide everyone with coaching, yet my experience is that even middle managers identified as “high potentials” are rarely given the opportunity to work with an executive coach. This is puzzling because one-to-one leadership coaching is the single greatest way to increase a person’s leadership capacity. In addition, a 2011 “global survey of coaching clients by PriceWaterhouseCoopers and the Association Resource Center concluded that the mean ROI for companies investing in coaching was 7 times the initial investment, with over a quarter reporting an ROI of 10 to 49 times.”³ Setting aside coaching dollars for the next generation of executives just makes sense (plus there are plenty of talented executive coaches willing to work for less than “executive” fees)

3. Create a Culture of Coaching – Speaking of coaching…External executive coaches can do wonderful things for your organization, but training your management team to be great internal coaches is even better. When senior leaders have deep industry experience, an existing positive relationship, and sound coaching skills — young leaders flourish in their development. Yet, many Boomers and Gen X’rs grew up at a time when the skills of professional coaching were still being identified and developed. They may understand giving feedback, performance counseling and mentorship. Yet, the competencies of deep listening vs. offering advice, asking powerful questions that encourage new perspectives, and promoting action and accountability are often foreign to them. All is not lost though. With just a few training workshops and some practice, most senior leaders pick up on these skill-sets quickly.

Three Keys to Building Leader Resiliency

Juggeling

Resiliency is a hot topic these days. Leaders are “juggling more balls in the air” than ever before and many can’t ever seem to catch up with the pace of life. The impact is that balls end up getting dropped, which leads to increased stress and, ultimately, to leader burn-out. Many think that they can avoid this modern reality by simply learning to manage their time more effectively. While I agree that most everyone can learn to manage their time better, to properly address these challenges requires a more holistic approach. We must also look at how leaders are managing their stress and energy levels.

Time, stress and energy are undoubtedly interconnected and, thus, leaders should learn to excel in all three of these domains in order to maximize their personal effectiveness and resiliency against burn-out. Think about your own experiences. Some days you might be dragging a bit and not able to get your entire to-do list accomplished. Despite your well-managed intentions, it just didn’t happen today. This in turn might lead you to start thinking about all the things you need to catch up with and as your mind starts racing, your stress levels rise. Later that evening, you lie awake at night trying to figure out what to do next, losing valuable sleep and waking the next day with even less energy than the day before. Sound familiar?

So what are some of the things we can do to reduce this self-perpetuating cycle? While there are many techniques that can help, I would like to highlight what I believe to be the single best thing you can do as a leader to increase your effectiveness in each of these domains.

1. Manage your time by practicing “worst first.”

Everyone has something they dread doing throughout the day. Maybe it’s that sales call or perhaps it’s knocking out that admin task that seems like such a waste of time. Whatever it is for you, you always save it for the end of the day. By then you’re exhausted, so you put it off until tomorrow. Get into the habit of doing it first thing in the morning before you take on any other task for the day. Not only will you manage your time better, but you’ll feel less stressed and more energized as you no longer have that monkey hanging on your back.

2. Manage your stress by finding a physical outlet.

Nothing busts through stress like physical activity. Why is that? Because stress lives within our bodies and it has to go somewhere. Yes, it is true that we are responsible for generating our own stress as it stems from our own thoughts (as opposed to the common perception that others are stressing us out). Yet, short of becoming a Zen master and learning to insert mindful behavior to reduce the body’s natural stress response, I have found nothing more effective for limiting stress levels than 30 minutes to an hour of vigorous exercise daily (CrossFit is my favorite approach). Leaders hold their boundaries firmly when it comes to making time to exercise. This means they schedule time on their calendar and protect it accordingly.

3. Manage your energy by maximizing your time off.

Think of your personal energy level as being like a car’s fuel tank; you can only go so long before you need to stop and refuel. Yet, not all fuel is created equal; there are various levels of octane to choose from. If you own a high-performing vehicle, choosing the low grade gas may have significant long term impact on your fuel injectors. Eventually, the car will run sluggishly. You also are a high-performing machine. When it’s time to refuel, put the right stuff in your system. Tempting as it may be, don’t just sit on the couch and catch up on your favorite TV shows. Instead, do the things that bring you the most energy. Maybe you love to travel, or spend time outdoors, or really invest in quality time with your family. Plan your downtime accordingly and you will increase your energy reserves.

Committing to mastering these three skills can greatly increase your personal effectiveness and resiliency as a leader. The key word is commitment. While we all might recognize the benefits of these skills/behaviors, only a handful of us will find the personal discipline to make it our reality. Yet, all new behaviors start with a personal choice. So as we close out the year, what new choices will you make in 2016?

This post is a sample chapter from my new eBook “ACTIONABLE! Leadership: Develop Your Inspirational Ability, Motivate Teams, & Achieve Extraordinary Results.”  Claim your free copy by following the below link and start taking action towards meeting your full leadership potential.

Free ACTIONABLE! Leadership eBook

8 Beliefs That Increase Your Leadership Potential

Nect Gas 130 miles

A follower, a manager, and a leader set out on a road trip together. After packing the car, they briefly discussed who will drive. Not wanting to be responsible for potentially getting them lost, the follower opts out and takes a spot in the back seat. Then, sensing the manager’s need to be in control, the leader hands over the keys and instead reviews the map from the shotgun position. It wasn’t very long into their adventure that everyone realized how they all were in the perfect place to best contribute. The leader was doing a fantastic job of monitoring congestion alerts, augmenting the route, and then providing clear directions to the manager. In turn, the manager who was a superb driver, safely obeyed the traffic laws while skillfully weaving through the crowded highway. Finally, capitalizing on his natural gift for DJing, the follower played a great medley of tunes from his iPhone’s extensive music collection that kept the group upbeat throughout. In fact, things were going so well that no one noticed that they were almost out of gas!

As their car slowly sputtered to the side of the road, the manager was livid as he had specifically asked the follower to fill the car with gas before they left and, the closest gas station was many miles away. The mood in the car now quickly turned sour as the manager angrily sought to hold the follower accountable for his mistake. The follower knew he had really screwed up. Sulking in his seat, he felt horrible. Evaluating what would best serve the group in this moment, the leader began to speak. “Gentleman, this is my fault. Prior to the trip I asked the follower to help me load the car. He likely didn’t have time to get gas because he was doing me a favor. What I thought would take only a few minutes ended up taking over an hour.” The follower immediately felt better, not necessarily because he was no longer on the hook, but because he felt connected to the leader who was both sticking up for him and exercising personal accountability. Even the manager, while still not particularly happy about the situation, felt his emotions subside and was now more concerned with solving the problem.

Everyone then quickly got back to what they did best. The follower worked the side of the road to try and flag down someone who might help, the manager inventoried their resources available in case they were stranded for an extended period of time, and the leader got on the phone with AAA to try and secure towing support. Each bringing his diverse talents to the situation, it wasn’t long before the group was back on the road and headed in the right direction again!

In my recent posts “8 Beliefs that Limit Your Leadership Potential Part 1 and Part 2”, we explored how our values, beliefs, and personal stories shape what possibilities are available to us and, thus, are responsible for driving our behavior.

This then raises an important question, if there are certain beliefs that hold us back as leaders, are there certain beliefs that might enable us to better fulfill our leadership potential?

After 20+ years of studying leadership and observing some truly amazing leaders in action, I think there are certain beliefs that set the best leaders apart. These are ways of looking at the world that open up possibilities, ensure priorities are maintained, and invite greatness. As you read through these first four beliefs, evaluate how they might have showed up in the story metaphorically and, if they are congruent with your own system of beliefs. If you assess these beliefs as your own, to what extent are they fully embodied? Check in with your daily actions as a leader…would others agree that your behavior is congruent with the following:

1. Everyone comes to this world with unique gifts to offer – If you’re a results-focused leader like I am, this may seem a little soft and sentimental. Yet, the reality is that each of us is needed, has value, and has a deep seated desire to contribute. When we hold this belief, we no longer use people like human “resources” to be managed as we delegate work tasks. Instead, we seek to understand each person’s gifts and how they can best be leveraged. A leader who truly embodies this belief at a core level will also look beyond an individual’s surface level attributes. They become curious as to what gifts remain untapped, and wonder how this individual might contribute in ways that they haven’t considered yet? The best leaders help us to see potential in ourselves that we never knew existed.

2. There is strength in diversity – People often fear what they do not understand. Thus, when it comes to hiring people in organizations and building work groups, people often surround themselves with those who are much like themselves. Doing so makes us feel more in control — enabling a sense of comfort and a greater semblance of predictability. Yet, the best leaders lean into the discomfort of surrounding themselves with a diverse team. They know that homogeneity leads to group think and, hence, they value the varied perspectives that diversity offers. They also value independent thinking and, thus, create cultures where dissent is both encouraged and appreciated. Great leaders know they will rise or fall depending on the quality of the team they lead. The saying often goes that A’s hire A’s while B’s hire C’s. Perhaps more appropriately, A’s hire diverse A’s while B’s hire similar C’s.

3. Nobody shows up to work to suck – When individuals are not meeting organizational standards, the first thing most managers are likely to do is judge them as non-performers and document their failures. Essentially, they are protecting themselves and externalizing blame for their non-performance. In fact, many managerial experts will tell you that the faster you rid yourself of non-performers, the more effective the organization will be. While there may be some truth to this, I believe the best leaders see things differently. First, they get curious as to what their part is in the non-performance behavior and recognize that, as an accountable leader, they likely had something to do with it. Leaders don’t ask “why is this person failing,” but rather “where have I failed this person?” Their curiosity emerges from the belief that nobody shows up to work with intentions of sucking at their job. Something else is likely going on. Perhaps they are going through a difficult personal challenge at home, or maybe they are simply in the wrong position for their natural skill-sets. Whatever the situation, non-performers are almost always doing the very best they can given their circumstances. A true leader will then find a way to make them successful again. I have seen it time and time again…the best leaders never leave anyone behind.

4. A leader’s primary responsibility is to serve followers – While the responsibilities of holding authority are stressful and can take their toll on a manager, an elevated position within an organizational hierarchy is certainly not without its perks. There is the increased status, access to information, and the powerful feeling of being more in control of one’s destiny. Sometimes it’s easy to forget that when riding the lofty winds of authority, it’s the fans of loyal followers who are keeping you in flight! That’s why this particular belief is supremely important in reaching your potential. Leaders know that if they are to be successful, their followers must be successful first. Thus, the best leaders rarely think in terms of their own personal needs or agenda, but rather work tirelessly to uncover and meet the needs of their followers. The irony being that when you serve your followers well, they will bend over backwards to make you successful! Not because you are their manager with great authority, but because they respect your outstanding leadership in helping them to become their best.

Hopefully, these first four beliefs personally resonate with you and your leadership experiences. If so, you are likely already fulfilling much of your leadership potential. If not, remember that our beliefs, values, and personal stories are not fixed, we can change them. While not a simple undertaking, it’s always a worthwhile endeavor to strive for greater leadership capacity. The world needs your leadership. Choose to reach your full potential.

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