Ideas the Enemy of Habit?  You know we all fall victim to the comfort of habit. When was the last time you changed your morning routine, your morning commute. Habit is a good thing for the basics of life yet it can also mask the opportunities that lie just beyond the immediacy of our vision. Ultimately our ability to see old things anew allows us the opportunity to ideate then create new futures. So the opportunity and the challenge is to consider how our habits get in the way of new ideas. The last thing a leader can afford is to accept the status quo and keep doing things the way they have always been done. That’s not leadership, that is a cop out. Check out his video, it makes the point so much more eloquently than I can http://www.youtube.com/watch?v=fZQyj4ywT2s&feature=player_embedded Lead and vision well Ron

 PASSION

What is your passion have you found it? 

Have you sought it out? 

Has it found you? 

You know this concept of passion is tied closely to purpose. Often they are the same. When a leader is connected to their purpose they can tap a deep reservoir of energy that would otherwise be unattainable. This reservoir is their passion lying within. This ability is so critical to leadership success. 

What has been your experience?

Can you actually see “decisive” Ron?

Yes in a manner of speaking. To be correct decisive is not a behavior, it is a series of behaviors. Decisiveness involves all the same elements of confidence and at the same time an authoritative voice that says “we will go this way”.

This is a tricky thing to achieve as often leaders do not have all the necessary information to make the “best” decision.They will often lean on their own experience to fill in the blanks and decide which way to go. Fortunately most leaders have a sixth sense called vision. No I do not mean what we use our eyeballs for, I mean that they are constantly scanning the horizon taking in seemingly unconnected random bits of information and painting pictures of future scenarios. These scenarios are played out over the context of the team to see how they will work out. The scenarios that look to benefit the team most, or protect it from future harm float to the top of the leaders mind.

So a leader will take what relevant information they have, consider the scenarios they have been contemplating and make a decision that fits best for the team. When they do so they can instill confidence in their team. To do this they have to either unconsciously or consciously manage their voice pattern.

I learned a while ago that their are two basic voice patterns the “approachable” and the “credible”

Approachable is used in social settings, it is used to be open and engaging. It puts others at ease. Used well it is a leaders ally to gaining the relationships needed to be effective. The credible pattern is one that when heard people go “okay that is correct” At a decision point the credible pattern is the one needed. 

The leader will 

make solid eye contact 

have good upright posture

use a level even tone of voice

end statements by dropping their head and tone slightly  

This is what a leader looks like, decisive.

lead well

Wouldn’t it be nice if every leader had some unmistakeable label, sign or other outward appearance that allowed us to recognize them at first sight? it would certainly save some time. after all we could get right to the heart of the matter and begin to follow in the right direction. I would think this would be most expedient.

Ya but that is not the way it works. Leaders look like us they are normal folks going about their business just like us, except…

There are ways to recognize them from the crowd. We just have to be a bit more aware.

Why does this matter? 

Well those of us learning how to lead can take a lesson in how we are perceived and what can be done to position ourselves to lead. This is not about manipulation. This is about being aware of ourselves and our behaviors.

So what does a leader look like? Over the next several posts we will discuss just that.

As you know our first tip in the effective leadership series was “protect your integrity”. You can still receive the series by joining the email list if you have not done so already. Also we are happy to share that Developing Leaders first e-book is nearing completion. In it we will take the seven points and expand on them providing real world coaching materials and worksheets along with the content of the book. It is a first of its kind and we are excited to share it with you. It will go to (virtual) press within the next 30 days so be on the lookout for prepublication specials here at develop a leader dot com.

A new Contact

This is not the topic of the post however. Yesterday I was chatting with a consultant in south Florida. Norman Katz has the rare distinction of looking at the concept of supply chain from a very unique perspective. He has the ability to look upward from the loading dock to the C suite. He also can look laterally from your supplier to your customer. Few consultants have the perspective he brings to the consulting game. His practice amongst other things is around supply chain loss mitigation, system improvements and compliance. Not the most exciting of topics yet a critical one to a successful world class business. If you want to learn more about Norman visit his website at www.katzscan.com. Norman and I discussed many things including how to generate more business leads for a service offer that is truly unique and high value.

What struck me about our conversation was a statistic he quoted. He said the Junior Achievement and Deloitte conducted a poll in 2005 and then again in 2007. In 05 teams asked whether they believed they needed to act unethically to get ahead responded with 22% agreeing. In 2007 the number jumped to 41%.

“Cheating is unnecessary”

This staggered me. Why would anyone believe that they needed to act unethically to get ahead? This is one of those times where I found myself wishing that the respondents were wordsmithing the question. It is one thing to believe you need to, it is wholly another to do so. Let us hope that the younger generations coming into leadership in our business world resist the allure of cheating and unethical behavior. It may seem necessary in the short run but can only lead to ruin. I wonder how the Enron or WorldCom boys would answer the question. Then again in the wake of scandals of board room impropriety perhaps we should not be surprised that many believe cheating is necessary. To be blunt, it is not.

Leaders do not compromise their integrity for a quick win, an edge on a promotion. True leaders know that only through long term commitment to right principles can they lead well into the future.

Protect your integrity

I was sitting with my wife today discussing a story of a monumental mix up of a process and this thought came to me.

People will disappoint you.

It will happen, unfortunately it will happen often. People you count on to get a job done will not do so. People who agree to take responsibility for a task will beg off and not do so. People you count on to show up will find mysterious reasons not to. Yes it will happen. What though do you do about it?

This is a tough question.

Start with this, don’t get discouraged. Accepting the fact that people will let you down lessens the sting of the event ever so slightly. We leaders can often tie our personality and very being so closely to our role that it almost seems personal when we are let down. Trust me it usually is not.

People, most of us, walk around looking at the world through “me” colored glasses.  (Think the seagulls in Finding Nemo; mine! mine!) They filter events based on their best interest. It takes effort to look beyond the selfishness and put others needs ahead of our own. While this realization helps the leader to understand why this happens, I recognize it also reinforces the bitterness of the disappointment. The ability to put others needs ahead of our own is one of the hallmarks of the leader in the first place.

Folks we got to love them anyway, accept them for what and who they are and forge ahead despite the setbacks.

One of my favorite strategies is to count ever more on those who can be counted on. Often I will demonstrate more care and attention on the trustworthy team member than their fickle counterpart. Why? Simple I want to always invest in those people who can be counted on but I also want to open a line of communication with the under performer. Why don’t you treat me the way you treat Jane, she always seems to be getting the good projects they will complain. Well Bobby I would love to give you those same opportunities. Can I give you some feedback though? The last project I asked you to help out on you decided not to take the critical piece causing the team to pick up the slack. Look I have an idea let’s start off with this other project (read smaller, less risk, little exposure) and see how you do with that. When you complete that successfully we will discuss larger projects.

Ultimately though it is the leaders role to discover the potential of each member of their team. There is talent in everyone; it’s a matter of finding it. We need to see the transformational ability that lies within each human soul. The leader will see this first and convey to their team member the conviction and confidence they have in that individual to see it as well. When they see it for themselves they have the chance of achieving greatness. This transformation is only possible through a clear and deep trust based relationship

This is the challenge of a leader.

Yes people will disappoint you and yes we lead on anyway looking to grow our people.

Lead well

Ron

Over the next few weeks I will share some of the responses I received and my thoughts on the comments and advice. I have to say I do not agree with everything shared. I do believe in seeking common ground so rather than rail on those whose opinions differ I will share where we agree. This first post is no exception. The writer Suresh Srinivasan an Information security consultant form India believes that leaders are made not born. Hmm didn’t I write about this a while ago…
The implication of the made side of the leadership argument is that the person has natural abilities that help them to be a leader. The need to develop per se is not that great, they already have it. They can hone their craft but learn it from first principles, no.
Here is what Suresh shared were the traits of great leaders. For the record he is right, these attributes can be found in most effective leaders no argument on this point.

1. Learn Decision-Making Skills. Great leaders have the ability and courage to make decisions… Rather than dwell on a wrong choice, they learn from their mistakes and move forward.

2. Motivate. Persons who lead a team or organization can usually motivate or upbuild others. In order to inspire someone else, leaders recognize the main objective or common goal, and wholeheartedly believe in a vision.

3. Learn to Listen. A good leader will come up with useful ideas. However, a great leader will also listen to his or her team and take their ideas and thoughts into consideration.

Man is he right here! Listening is absolutely critical to leadership success. I think this is one of the seven key tips I shared!
4. Recognize personal shortcomings. Great leaders make mistakes. Rather than feel that their feelings and opinions are always right, they take a candid look at their behavior and traits.

5. Improve oral communication skills. Effective leaders can express their thoughts and visions in a clear and understandable manner.

6. Be a risk taker. There are risks associated with every decision… However, a great leader knows that certain risks are worth taking

7. Be trustworthy. People want leaders who are honorable, dependable and responsible.

A great list indeed! Communicate, be trustworthy listen, take risks, know your shortcomings decide and motivate others. A great list, thank you Suresh.
I believe that leaders are born and made and that great leaders never stop learning how to be better. So maybe leaders are born as Suresh says but certainly in every person their resides the inner potential of leadership they just may never discover it for a myriad of reasons.

The role of leadership development is to help those that have not found it to do so and those that have to be even more of the leader they already are.

Lead well
Ron

 “High Capacity Season”

 It is tiring just thinking about the list above. It is certainly exhilarating to live yet it can wear you down. To cope with the demands there are two effective strategies I recommend. First seek regular recharge activities. For me that is found in my faith life and through mountain bike riding. Without these I simply could not keep up the life I am leading. With these activities I can continue on like the Energizer bunny. I just keep going and going and going. The second recommendation is of critical importance. Make sure that what you do is aligned to your purpose.

 “Check Your Alignment”

Knowing and living your own purpose is the key to ensuring that you continue to have the motivation and energy needed to run the race. Have you invested the time to learn your purpose? Your purpose is “the what”, “the how” comes to life in your values. When the activities you engage in have a clear link back to your personal values you create a sense of wholeness that allows you to tap the deep reservoir of personal motivation.  Instead of doing things that constantly create a sense of dissonance (conflicting activities where your actions do not match your values) and significantly drain your energy and zest for life, you instead enter into tasks with a freedom of knowing that you are moving one step closer to fulfilling your purpose.

 “Stay the Course”

When most everything you do stems from or is related to one of your values and fits your purpose it becomes easier to politely refuse well intentioned distractions. It becomes easier to get even more focused. You find yourself seeking meaning in the most innocent of surroundings. A casual conversation with a stranger can become a discussion on how this person looks at a value of yours. How they might see the world differently.

“No, I cannot”

Finally you will find with purpose and values defined and understood that the ability to say no improves. After all who wants to invest their time into something that has no connection to what matters to them.  Balance can be most reasonably achieved by knowing what we need to do and aligning this to what matters to us.

Want to learn more contact me

Ron Hurst

Leadership Coach and Trainer

ronn.hurst@gmail.com

Principle

Integrity has no neutral zone. You stay true to who you are. If you think about it Enron employees did not wake up one day and say I think I will rip off California and bankrupt the state with energy shortages. No it was the small decisions made a bit at a time guided by a quest for an ever increasing profit. Good people who made decisions that in retrospect may have seemed harmless but taken in total led to rather tragic consequences.

Case

Steve has to find a way to navigate difficult waters. He has to support his boss, be clear that he will not lie and hopefully not make an enemy. The challenge is to not come off as holier than though yet clearly send the message that a mis-truth is off the table. In this case Steve might say something like “Hey Reed I will be happy to attend the meeting on your behalf, now what should I really say to old man Smith? (with a grin on your face) You know he will ride me, I need to be honest with him.” If Reed continues to stick with the fabrication story come clean. “Man I am not comfortable conveying that message. Is there some other way we can get this done, I am concerned that telling old man Steve that way will be dishonest.”

By this point Reed will get the message that you are not trying to judge him, you just will not lie for him.

So how would you handle this situation?

Has this ever happened to you?

Lead well

Ron