The greatest untapped resource for leadership development is experienced leaders who have done the work to improve their effectiveness as leaders. That’s why I recently conducted a survey – the PeopleThink Leadership Journey Survey – to capture insight, experience, and lessons learned from people who have “earned their stripes,” so to speak, as experienced leaders of teams and/or organizations in a variety of industries. I’ll be integrating the results of the survey into my GET REAL Leadership Program, which I’ll be rolling out early next year.
Survey respondents represented more than 10 different industries across the US and Europe. Industries included Technology, Life Sciences, Financial, Professional Services, Learning and Development, Nonprofit, and others. Leadership roles represented ranged from Mid-Level Manager (17%) to Senior Leader (31%) to Founder/Entrepreneur (21%) to C-Level Executive (18%). The average length of respondent leadership experience was 13+ years.
Here are some highlights of what the leaders collectively shared from their Leadership Journeys.
Primary purpose of a leader. The majority of respondents said that the primary purpose of a leader is to 1-Build a Strong Team. Other purposes that rated highly include (in order):
2-Focus on the people (coach, develop, grow)
4-Set the vision
5-Shape the culture
Since one of the goals of the survey was to capture insight that I could incorporate into my leadership development and coaching work, I wanted to understand what respondents believed were some of the key actions that helped them achieve their purpose as a leader. Here are some responses:
“Hire the right people” (Build a strong team)
“Learn to listen” (Focus on the people)
“Hold yourself and others accountable (Achieve results)
“Communicate the vision” (Set the vision)
“Build trust” (Shape the culture)
Leadership competencies. Respondents identified the following as the competencies that most helped them succeed as leaders (in order)
1-People focus (coach, develop, grow)
3-See the big picture
Personal development. A rather alarming result from the survey was that while 74% of respondents said they believe that leaders should carve out time to develop their leadership competencies, 40% spend LESS THAN 15% of their time developing those competencies. Competencies they identified as important to work on:
2-Seeking feedback from others
3-Being comfortable with change
5-Having difficult conversations
Developing others. 86% of respondents said they believe that leaders should carve out time to help their people grow and develop. The top resources they currently make available to their people:
Some of the greatest insight from the survey came from the open-ended questions where respondents were asked to reflect on what they would have done differently on their leadership journey, and what their key lessons learned were.
“I would have invested in myself earlier in the journey.”
“I wish I had taken more risks.”
“I was once told that if I felt like an ‘imposter’ in my leadership role, then I didn’t understand my true value. So, I began to ask what value I provided, and in all my years as a leader that has made the biggest difference for me.”
“I would have started sooner to take more time to work on my leadership competencies.”
“Hire the right people and invest in their development.”
“Focus on the people and the results will follow…This is now my leadership philosophy and it has proven true many times.”
“To make critical decisions, always keep in mind the mission and vision of the organization. When you lose sight of that, it never turns out well.”
“Delegate and empower people! It’s the only way to achieve multiples of what you can achieve on your own.”
“See the future, believe the future, feel the future.”
If you didn’t have the opportunity to complete the survey, but would like to share some insight or lessons learned from your leadership journey, please complete the The PeopleThink Leadership Journey Survey.
Till next time,
On any given day, in just about any given business publication, you will find one or more laundry lists of skills, qualities, behaviors, competencies, and whatevers that are attributed to an effective, successful or great leader. It’s actually a bit mind-boggling. How can anyone possibly be all of that?!
Well, here’s the thing.
I’ve been working with leaders at all levels for…well, a long time. I’ve implemented leadership development programs across organizations large and small, and I’ve worked one-on-one with senior leaders and executives. I’ve been a leader in the corporate world, on boards and in my own business. And here’s what I’ve learned. While the leadership competencies touted in those lists are important, it’s time to get real about what makes a leader truly extraordinary. It’s not rocket science. It’s what I call the Get Real Leadership Basic 6 (or Leadership According to Karen).
Learn. Be self-aware: know your strengths and be willing to admit (and work on) your blind spots. Make the time to get to know your team. Be curious. Cultivate a growth mindset and set an example of continuous learning. Provide learning opportunities for your people and encourage them to keep growing.
TAWK. That’s New Jersey-speak for talk. Communicate, communicate, communicate. People need to hear things multiple times in multiple ways before they really “hear” it. Adapt your communication style to the listener – everyone takes in information differently. Remember it’s about them, not you. Tell them what you’re going to tell them, tell them, then tell them what you told them. Oh! And don’t forget to listen!
Tomorrow. What is your vision? Share it. Give your people a reason to want to stay. Let them know what’s next, how “we’re” going to get there, and what they can do to help. Give your people a reason to believe in the future and to want to participate in building it.
Resources. Give your people adequate resources, tools and support to do their jobs. Then get out of the way and let them do it. Don’t make them beg or want to look elsewhere to fulfill their goals. Be sure you have the right resources to make your team successful.
Please and Thank You. Say it. Always. No excuses. Always be courteous and kind. Express your gratitude and mean it. No one gets tired of hearing: “Please” and “Thank You.”
Laugh. Laugh often and laugh loudly. You spend a whole lot of time working. Make sure you create a work environment that people are happy to come to, where they feel supported and connected, where they can do their best work. Then enjoy the ride!
You’ll note that integrity, honesty and trust are not on this list. Why? Because they are just “no-brainers.” Without trust there is absolutely no one who is going to follow you anywhere. Trust is the foundation of a leader.
“A good leader inspires people to have confidence in the leader. A great leader inspires people to have confidence in themselves.” - Eleanor Roosevelt
Till next time,
Whether you are leading a small work team or a large organization, there are bound to be some team-related challenges. Having some ground rules in place, as I suggested in my last blog, will certainly help, and…you can’t just post those on the board and walk away. As the leader, you need to proactively identify and resolve issues before they impact team members, their work or the business.
Here are 5 common team challenges and what you can do as a leader to fix them.
Lack of trust. This refers to trust in you and in each other. A lack of trust impairs productivity and may lead to missed deadlines, milestones and even project failure.
Solution: Build trust by being very clear about team purpose, individual roles, and expectations. Be open, honest and consistent. Be willing to tackle tough issues and to stand up for the team. Demonstrate empathy. And demonstrate that you trust the members of your team.
Poor communication. Infrequent, incomplete or disrespectful communication impacts employee engagement and may lead to errors or intra-team conflict, ultimately affecting productivity and goals.
Solution: Communicate clearly and regularly. Share as much as you can, especially about business information that may impact the team or their work. Listen. Ask for feedback, ideas, solutions. Model open, honest and respectful communication so the team will mirror that among themselves.
Lack of accountability. When people aren’t held accountable for the quality and timeliness of their work others may have to pick up the slack resulting in conflict or missed deadlines or – at worst – project failure.
Solution: Be sure everyone clearly understands expectations and the impact of not meeting those expectations. Challenge your team to higher performance goals and establish an environment where they hold themselves – and each other – accountable for results. Include regular progress reports, open sharing of mistakes and lessons learned, and team discussions on how to move through roadblocks.
Conflict and tension. Some conflict is good for airing different ideas. However, when left unchecked or unmanaged, it can lead to distrust in the leader and impair team progress.
Solution: Harness the power of diverse thinking. Create an environment that encourages fresh ideas and approaches. Reach out to those who are less vocal to ensure that their ideas get added to the mix. When everyone feels heard and appreciated, “conflicts” become productive discussions. When tension arises between team members, facilitate a discussion to get to the root of the problem. Overlap of responsibilities, perceived lack of effort or contribution by a team member, and personality differences are common causes.
Working in silos. When team members each march to their own drum, chaos ensues, wasting precious time and resources.
Solution: Be sure everyone has a clear understanding of their role, other team members’ roles and the importance and interdependence of each role and task in achieving team goals. Establishing this knowledge up front will prevent duplication of effort, project delays and team conflict.
And remember, the best teams bring diverse personalities, skills and experience to the table. Recognizing the value that each individual’s skills and traits contribute to the team and how they complement each other will help you lay the groundwork for a well-functioning, high-performing team.
Till next time,
In the wake of the #MeToo movement, we’ve heard multiple “I’m sorry” statements from public figures who have been accused of bad behavior. Most of them sound pretty much the same. “I’m sorry for how I’ve hurt my family, my friends, my (fill in the blanks)…
Let’s get real. Just saying “I’m sorry” doesn’t cut it. Apology not accepted.
While you can’t go back and undo whatever the offense or error was, a few robo-words in response to it do not in any way compensate, nor do they make the offended party feel any better. You need to take ownership, acknowledge the impact of your error or offense, and assure the other person that it won’t happen again. In other words, you need to be sincere about it. Saying “sorry” and being sorry are not the same things.
This applies to all errors or infractions, not just the big and public ones.
Imagine this scenario. You’re on a project team with four other people. The target project completion date is looming, and your deliverable is key to hitting that target. You’ve had a hellish couple of weeks. Family issues, and “fires” in your day-to-day responsibilities have put you behind. You didn’t alert anyone, because you were so sure you’d be able to catch up. The day of reckoning – the status meeting – has arrived. How do you convey “mea culpa” to your team?
"I’m really sorry, folks. Between family issues and fighting fires there was just no way I could get it finished. I know it puts us behind, but it just couldn’t be helped."
"I realize that my slipping this deadline has put our hitting the target date in peril. I should have given you a heads up early last week when I first recognized I might not make it. I didn’t, and I know that was irresponsible. Here’s what I’m going to do to get us back on track, and how I’ll prevent things like this in the future…"
As a member of the project team, which would convey more sincerity to you?
I’m on a mission to encourage more kindness and courtesy in people’s day-to-day lives. Promoting sincere apologies is part of that. We’ve seen multiple examples of insincere apologies from politicians and other public figures. Enough already.
Let’s move the tide in a different direction by: 1) taking ownership; 2) acknowledging the impact; and 3) assuring the injured party that it won’t happen again.
Till next time,
In the current divisive and rather mean environment, I imagine many of you wake up wondering, “What is this world coming to?” I know I do. It would be so easy to just crawl under the covers with a good book and a powerful flashlight and wait until the world gets better. But then, I’ve never been one to just wait around for things to change. I think we each have a responsibility to make the change we want to see in the world – even if we can only make it one small step at a time.
I’d like to suggest that we start the change by committing to a random act of kindness every day. It doesn’t have to be big. It can be a kind word, a smile, opening a door, helping someone across the street.
“Unexpected kindness is the most powerful, least costly, and most underrated agent of human change.” – Bob Kerrey
As much as it’s about the kind things you do and say, it’s also about NOT doing and saying the unkind things that may sometimes fight to be heard. The rant against someone who thinks differently than you; the angry email to a co-worker who let you down; the horn or (admit it) hand gesture in response to a careless driver; the snarky, anonymous comment on an online article. Pack those away in a “venting box” in favor of a kinder world.
Tomorrow, instead of waking up wondering what the world is coming to, wake up and ask yourself, “How can I be kinder today?” Then commit to looking for opportunities to show someone you care. Here are some ideas.
• Do a chore or run an errand for an elderly neighbor.
• Let people merge in front of you – even when they’re rude about it.
• Call your Mom.
• Say “please” and “thank you.” Always.
• Volunteer at a food kitchen.
• Smile and say “hello” to everyone you pass on the street.
• Buy breakfast or lunch for a homeless person.
• Donate to a food bank.
• Give a blanket or some warm clothes to those in need.
• Help a stranger.
You probably will find lots of opportunities, big and small, to be kind. I’d love to hear about your random acts of kindness and how they made you feel.
“Never believe that a few caring people cannot change the world. For, indeed, that’s all who ever have.” – Margaret Mead
Till next time,
“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” - Former CEO of GE, Jack Welch
In my last blog, I talked about the importance of your continuing to grow and develop as a leader. Now let’s talk about the importance of growing and developing your people. Both are essential if you want to prepare your organization to succeed today and into the future.
Employees need to feel valued, connected, challenged and recognized. Providing them with opportunities to build on their strengths, learn new skills and prepare for the future needs of the company demonstrates in a very real way that they are integral to the organization and its success. And when employees feel that kind of connection they will be more engaged and loyal.
Employee development can happen in many different forms: on-the-job training, personal development, cross-functional projects, coach and/or mentor, special projects, stretch assignments, training courses, reading and personal study, online courses, peer coaching, job shadowing, etc. The important thing is that it is available and encouraged.
Too often development opportunities are limited to “fixing” an employee’s weaknesses rather than leveraging and developing their strengths. Yet, according to Gallup, organizations that focus on employee strengths have higher engagement, less turnover and a better bottom line.
Create development plans that take into consideration organization goals and the skills and behaviors employees will need to contribute to achieving those goals. It’s also essential that individual employee career goals and personal interests be taken into account in development plans. All too often employees have skills and talents that are under-utilized. In fact, 74% of employees feel that they are not reaching their full potential. (The Learning Wave)
Also consider the skills and behaviors employees will need in the future to succeed (yes, even if it’s not in your organization). According to a report from the World Economic Forum, the top 10 skills in 2020 will be:
- Complex problem solving
- Critical thinking
- People management
- Coordinating with others
- Emotional intelligence
- Judgment and decision making
- Service orientation
- Cognitive flexibility
Creating, implementing and supporting development plans for your employees will not only help keep them loyal and engaged, it will ensure that your organization is ready for the challenges and opportunities of the future.
"The only thing worse than training your employees and having them leave is not training them and having them stay." - Henry Ford
Till next time,