8 ways to know if you are setting an example

Application of sound leadership principles and tools isn't haphazard according to James Kouzes and Barry Posner, authors of best seller, The Leadership Challenge. While serendipity may play a role, true leaders are continually seeking ways to learn and to establish themselves as credible leaders. They consciously establish the practice of modeling to ensure they are setting an example that others can follow(232).

What is key about setting the example is to behave in ways that are consistent with shared values. The very values that the organization, team or partnership defined collaboratively. The same values that every new employee is being orientated to when they come on the job. A common pitfall for leaders is that they operate under at Do as I Say, not as I do motive. This can be a dangerous road to plow and can often divert the leader into unwanted territory.

In what I consider to be one of the greatest books on leadership that every manager or aspiring leader should read, The Leadership Challenge, James Kouzes and Barry Posner, define 8 elements to behaving in ways consistent with your values. These may be obvious to some and to others there may be a new learning opportunity. All in all, check your own leadership style against this list and give yourself a grade.

1. Take a look in the mirror. Become more self-aware of your personal values. Not until you truly know yourself, strengths and weaknesses, know what you want to do, why you want to do it, you cannot succeed but in the most superficial sense of the word. And there is no way we can truly know ourselves if we don't take quiet time for reflection.


2. Write your leadership credo. It's time to define and clarify the principles by which you'll guide others to places they've never been before by translating your personal values and believe into a one-page leadership credo(233). After you have your credo to a place you wish to share it, first ask for feedback with those around you. Be open to receiving it and ensure that what you have written is clear so that others can support it.
   


3. Write a personal tribute and a tribute to your organization. This is all about writing down what the ideal image of yourself or of your team/organization. How do you want others to see you. What words or phrases do you most want others to say about you? How would you like to be remembered? The greater the clarity of, belief in, and passion for our personal standards of excellence, the greater the probability we'll act in concert with them.
   


4. Open a dialogue about personal and shared values. We know that shared values make a difference and that leaders represent groups. Leaders do do what we say we will do. So it's essential that you have a dialogue about your beliefs and those of your team. Model for the team that they too write their own credo so that collectively everyone can learn from the other what they value and stand for. Celebrate the similarities and the differences. It is a bonding experience that unites your team, they feel heard and acknowledged and that has power(235). This moves people from what we say we do to what we do!
   


5. Audit your actions. Practice what you preach and check your day-to-day activities against the published shared values. Ask, how do they align? And seek feedback periodically from others on how they see you doing with modeling your shared values. Remember, when we ask for feedback, we must remain open minded to receiving it or don't bother asking at all(236).
   


6. Trade places. Some of the greatest leaders have swapped places for a day or afternoon with another on their team. It is perhaps the best way to get to know the view from their chair. The corresponding benefit, others get to know the view from your chair too. Another way for management to show the trust they hold for their employees, at your next management retreat, don't leave the token manager behind, walk away and leave the operation in control of frontline staff. It makes a public statement that we trust you and builds confidence up and down in the org chart.
   


7. Be dramatic. It pays to consciously stage dramatic events to make a point or to hit home a fundamental value(238). And during times of change, this is of particular importance. This may be a high ropes course to build trust and teach teams about taking risks with one another. What ever you choose, design them to draw attention to critical values and priorities, even if you have to go out of your way to get the point across.


8. Tell Stories about teachable moments. Be constantly on the lookout for for teachable moments - those precious time when people's consciousness can be elevated(239). Often these occur at the peaks and valleys of the organizational experience. They are those moments to illustrate an important virtue can be old over and over again.

Coaching Questions:
* What three tips of the 8 will I implement immediately?
* Have I defined my core values?
* How will "auditing my actions" support my growth and that of my team?

Kouzes, James and Posner, Barry. "The Leadership Challenge." (San Francisco: Josey-Bass - 2nd ed.)

2 more reasons to bake cookies for the team

In the last post we shared two of the four reasons that executives, leaders, and business owners would benefit from baking cookies for the team. Not only is it encouraging to others and acknowledges effort, we know it supports connectivity and even shared vision.

When leaders work to collaborate, share and connect with their teams, they build a sense of common vision and unity among the tribe. While leaders may have great demands placed on them, that their teams don't know about, sharing time to give back can co-create a sharing of the proverbial burden. It gives the image that we are all in this together and 'I' (as leader) appreciate your efforts toward 'our' (as team) success.

The remaining 2 reasons for leaders to bake cookies and share them with the team, really speak to the soul of the team. Now while you may not don the tie and apron for the effort, the gesture alone speaks volumes.

Consider these two reasons as a plug to step outside what may be your comfort zones and try these on for size. Just like baking, it takes a clear recipe for success and the following may be just what your team needs to go to the next level.

Reason #3 - Nourishes the soul. While there may be no true nutritional value in your cookie recipe, the value to the soul factor is priceless. Showing the team that supports your vision that you care so much, to take the time to actually bake cookies, provides nourishment that does not have a rating scale per say. It elevates the soul level of the team to a place that can only be measured by output and communication levels. The team will pick up and move and you will likely be surprised how much you learn from sitting down with them, sharing cookies.

Reason #4 - Calibrates the team. Our teams can get out of sync pretty quickly if we aren't careful. The folks that work with you to create those extraordinary results, can get out of alignment just like the wheels on your car. Far too many leaders take the approach of a heavy hand to put things back in order. Unfortunately, that is a short lived and detrimental approach to the long-term success pattern of your team. Finding something that creates an openness for sharing and infuses a bit of fun into the day, brings the team together into alignment. Now, you still want to have a strategy in place for maintaining/sustaining that alignment and that may best come from an outside source to put it in place. The bottom-line is that to have a well aligned team, you will need to calibrate on a regular basis. Bringing everyone to the table to share some cookies can be just the infusion of fun, a simple antidote with great rewards.

To learn more tips and strategies for building a successful team, you may want to sign-up for our Ezine or to receive recipes for crowd pleasing cookies, click here.

Whatever route you take in an effort to build a stronger team, do what you can to find the support to remain consistent and thoughtful with your approach. Leaders have people around them to be the boots on the ground and get the work done, our teams need leaders that encourage, support and calibrate to sustain success.

Everyone is talking! What will you do?

Everyone is talking about it: The Credit Crunch. Recession. Falling stock prices. The doomed housing market.

If your business' budget is shrinking, you probably cannot afford to focus on talent, right? Wrong.

This is your organization's opportunity to think strategically ... and invest in the leaders of the future.

Business coaching has become a powerful tool in developing leadership in today’s increasingly competitive market. The research to date, strongly suggests that coaching develops executive leadership and is key in retaining an organizations major talent. The Executive coach brings a tool box of qualities which encourages and includes a genuine wish to support the executives professional advancement. The Executive in turn will learn and acquire the resources necessary to exercise his or her leadership abilities.

Essentially, coaching is about growing an individuals self leadership qualities and developing the potential to be one’s best. The practice of coaching continues to prove a fact: focused attention produces desired results.

Coaching Exercise:

1. What do you believe to be true about your organization in today's economy?
2. What can you identify as the three main obstacles that when moved, your road to success will open up?
3. How will you maneuver around them, with few casualties, while empowering your team to keep moving?
   
4. ask yourself- what strategy will produce the results I desire for myself, my team, my leaders?
5. What is my plan for building up the talent within my company?
   

4 steps to Resolution - Part 2

Last time we left off on point two of this 2 part series and today we reveal the final two elements of taking positive action toward your resolution - even if you are a little fearful.

We now have identified the elephant in the room, named it and begun to build an action plan.

Today we pick up with step three, your communication strategy.

3) Build a communication strategy around the move. This stage of the action step is highly critical. We build a communication element into the resolution so that the leader can gain support or at least feel that they are not alone when making this action step. It is essential to giving the appearance of transparency that is so necessary in any leaders reign – when a leader appears transparent with their action items, even the tough ones, it builds and fosters trust at all levels. The way things are communicated is key to that. Now, we all know there are decisions that are made that cannot be communicated about up front, and I believe that you can still prepare people for those pending decisions in such a way that is supportive. The communication doesn’t start after the ball has dropped, it happens all along the way.


4) So the final step in supporting positive action in the midst of perceived fear is what others have also named. Face it. I would add, face it with integrity and zeal. Leaders become leaders because of the decisions they make. We can sit and choose to be a lame duck leader and I guarantee that action is not sustainable. Or we can be an action oriented, integrity agent. When a good leader works from that place of personal integrity and considers what is the action that is best for the whole body, they will find that zeal for taking action in spite of the perceived fears.


While leaders often feel they are in a box all alone when it comes to tough decisions, I have found that with the C-level clients that I work with as an executive coach, they are looking for a sounding board or neutral partner, they crave it. It is interesting because each of them have been so use to working alone, 'the buck stops here so I must not reach out.' and what they enjoy most about coaching is they have that partnership they have been desiring and not able to name. If I could give leaders one thing, it would be the benefit of knowing personally they are more powerful when they reach out vs. keeping everything close to the vest. That act of reaching out is what moves great leaders to their full potential as a human being.

I had a client who is president of a mid-sized company that has been hit with a crunch on revenue with the shift in the economy this year. The decision he didn’t want to have to make was the one he feared the most, layoffs. When (in the midst of breakdown) we identified the elephant, named it and built a strategy around handling it, while the meeting was tough to have with staff, he prepared them in advance for what was likely to come and ensure them that it would be fair and equitable for the ‘whole.’

After the fact, he found that the planning the meeting to tell everyone what was going on was much harder than the actual action step itself and…had he not had the meeting in advance (communication strategy) the affect on the entire workforce within his company would have been much worse. As would have the trust factor he held with his employees.

I recall him saying (breakthrough), “it was the worst meeting I have ever conduced in all my years here and our employees really stepped up and rallied around for the good of the company as a result. I was blown away. I realized they can handle more than I may have given them credit for, or protected them from.”

Here are some coaching questions for your consideration based on this article:

Coaching Exercises

1. How would you describe and evaluate your support structure for decision making?
   
   
2. What has your communication strategy been for communicating the hard stuff? What changes have you identified that you want to make for the future?
   
   
3. What value do you see that will be added by introducing a neutral partner to your inner circle? How might you use this strategy to strengthen your leadership?
   
   
4. When have you noticed yourself working in isolation vs. asking for support? How did that serve you?
   
   
5. How will you know if you are keeping it too close to the vest? What will you do different the next time?

Lack of Trust = loss of workforce

As many of you know I have been enjoying my online networking efforts and the community that I am building. What you may not know is the reason behind the why. Bottom-line, the community is rich. It encourages me to see things through different lenses and causes me to express myself and my own personal power differently. That focus (or clarity) is a great motivator as a solopreneur.

Today an online friend posted something on his blog that really delighted my senses and I couldn't wait to share it with you. Mark Herbert of New Paradigms, LLC is a management consultant specializing in helping organizations effectively and successfully embrace change and engage their workforces. I have enjoyed getting to know Mark this summer and have been enriched by the new relationship. His recent post on his blog is rich and I believe it will bring a new perspective.

What he posted today for our reading pleasure was in truth, a challenge. It was a call to action for me personally and I hope for you also. The call is from the place where I want to dwell more often, the clarity of the light that shines through me to affect a change in the world around me. To perhaps even...change the course of the field around me for something so great that it may not even be evident to me during my lifetime here on earth. Imagine that possibility for a moment. The thought that what you do today with clarity of purpose, may impact the greater whole for generations to come. It is supported in the planting of seeds for a harvest in the future, a principle law of nature. What might that mean for you as a leader in your field?

The blog post Why Build Lighthouses by Mark Herbert is rich with the exploration of the Trust Factor in organizations. Something that I too have written about and explored with many of my executive clients. Mark notes a staggering statistic on the avoidance of building trust in the workplace as cause for rapid failure of new managers within an organization.What I find staggering is that in avoiding building trust we are not only dis empowering our workforce, we are shorting perhaps brilliant leaders their ability to lead and masterfully gain momentum in their career or for the organization. So why are we losing mangers due to lack of trust, when we might think it would be competency? What is happening at the mid-line level of management that is assaulting our workforce and leaders?

Many studies are showing the positive impact coaching is having at the mid-manager levels of organizations. We have seen the effects of mentoring programs and how they support short-term efficacy however, it is with coaching that long-term change takes root. Keep an eye out for more on Coaching in Organizations and check out Mark's blog post, I think it will be a call to action for many business leaders out there. In the meantime, have you hugged your managers lately? Ok, maybe not and maybe you don't need to, and...What are you doing to build trust within your organization?

Tammy Redmon
Executive Coach and Business Growth Strategist
Redmon & Associates - Empowering Today's Business Leaders