Leadership pt. 3 What Not to Do That I Did
Do You Have This Fatal Flaw of Leadership
Man Doing Balancing on Tightrope
One fatal flaw in leaders that will sabotage their leadership influence and kill their efforts, ultimately causing their organization to implode, is being an “INSECURE LEADER”. Unfortunately, I can again speak with great authority and experience on this subject. Although I have always exuded a confident boldness, which gives the illusion of “being secure”, without training or experience I fell into all of the typical actions and responses insecure leaders exude. Worst of all, because of my insecurity, I “needed” people to prop me up with compliments, approval, and value; along with people showing up for attendance at my meetings to support my efforts. (Now this was over 25 years ago.) Before I knew it, I was co-dependent on the very ones I was to serve, equip, motivate, support and lead. Ok, ok, so I was only a volunteer over Women’s Ministries, Director of Camps, Supervisor of Sunday School, Director of VBS, Mission Trips Leadership and ran a Summer Master’s Commission program, they were still leadership roles, and the beginning of my love/hate relationship with leadership! In fact, I could write a book about this topic alone, the INSECURITY of LEADERS. For your sake though, I’ll give you the signs and symptoms of an insecure leader, all of which determine the stage of leadership one is on, this one being the “Title Stage”. More than that, I would love to tell you just what I’ve done that has given me freedom from this deadly flaw. If you’d like to know more, please contact me for more information. It’s my absolute favorite topic, training, and a pre-requisite for completing my Executive Coach Training Course. But let me explain more about the “Title Stage”
Title Stage
(This person has no real influence or skill, just a leadership position) They may be a new leader or manager, or one who has had little or no training or understanding regarding the mission and scope of leadership.
At this stage of development they have been appointed and given a title. The titled leader often uses a military, autocratic style of leadership that worked for the traditional generation, and during a war. And yet, if this is the only basis for someone’s authority and influence then they:
- Tend to be dictatorial, autocratic, demanding and controlling in their style
- Most of their actions and reactions are due to being insecure.
- When problems arise they are quick to blame shift without finding out all the facts, for fear that blame for the problem may be placed on them.
- Will make assumptions, again without the facts.
- Are defensive.
- Can’t take responsibility and have difficulty apologizing.
- Get their identity and security from the “title” and being “in charge”.
- Tend to lead by rules, protocol, flow charts and tradition.
- May have been appointed to a position regardless of their skills, talents or leadership influence.
- Expect people to “just do it” because, well “I said so”.
- Will have low moral throughout the organization.
- Will discover that people won’t engage and participate beyond their stated job description. They aren’t motivated by their work, and will only do the bare minimum.
- Use intimidation, threats and manipulation to direct people.
- Want everything to revolve around them, and what they want and need.
- Have people that feel disrespected, unimportant and frustrated.
- Have people who are not empowered to take charge themselves, and receive no rewards for any extra initiative. Instead they may intimidate the one trying to lead.
- Don’t allow their people to question anything, or ask the deeper questions to discover the real problems, issues, or hindrances of the organization.
- Believe that if you want something done right you have to do it yourself. This results in unmotivated people who are discouraged.
- Micromanage due to their lack of trust.
“We cannot become what we need to be by remaining what we are.“ Max DePree
YOUR COACHING ASSIGNMENT:
Take this list above and put a 1, 2, or 3 next to the sentences, 1 meaning least like and 3 meaning most like, and evaluate where you are today. Want to really “GET REAL“, make copies of it, and have those closest to you rate the sentences about you! Then be alert to the next posting, I’ll talk about what you need to do to go to the next level OF “LEADERSHIP INFLUENCE”.
STILL WANT TRANSFORMATION: Contact me to learn about my fall coaching programs AccidentalLeader@comast.net to acquire the accountability to become the person you know you can be!
How Are You Doing as a LEADER? pt. 1
What is Leadership, and how do you distinguish 
Leadership from Management?
In the October 2006 Issue of the U.S. News and World Report did a special report titled, Truly Authentic Leadership. In the report they stated that one of the biggest problems wasn’t the lack of leadership but the understanding of the notion of what exactly a leader is, thus resulting in the wrong people attaining critical leadership roles. They went on to explain that because of this, search committees and voters alike fell into the trap of choosing leaders for their
STYLE rather than their
SUBSTANCE.
For their IMAGE instead of their
INTEGRITY.
Sound familiar? They went on to proclaim that the only valid test of a leader is his or her ability to bring people together to achieve sustainable results over time. Here’s the true value of your leadership, and how you can accurately rate yourself! And this kind of leadership takes DEVELOPMENT and HARD WORK. The kind that comes from working with an executive coach.
According to the annual poll on leadership taken a few years ago and conducted for U.S. News and Harvard University’s Center for Public Leadership , they found that,
56% of Americans say they’re not proud of the country’s leaders.
2/3rds say the country is in a leadership crisis.
3/4’s say the nation will decline without better leadership.
HAS ANYTHING CHANGED? WHY NOT?
DISILLUSIONMENT and a DEEP SEATED SKEPTICISM, a DISTRUST of leaders- whether it’s the boardroom chief, university head, or media watchdog. Here it is now 2010, with the economy, extreme lack of employment, and the gulf oil spill, has much changed?
** The majority of Americans say corporate leaders are more concerned with the bottom line than with running their companies well. Sound like BP? Bottom line:
We are in a LEADERSHIP CRISIS!
- To know how to do a job is the responsibility of LABOR
- Giving instruction is the job of a TEACHER
- Being SURE the work gets done is the job of MANAGEMENT
- Providing vision for the future, direction, and inspiring motivation, and creating a cohesive team is the job of LEADERSHIP
A leader is not content with the status quo.They continually look for a better way, innovative way, greater challenge. Are you doing this?
“Most people want to change their circumstances in order to change their lives
instead of changing themselves to improve their circumstances.”
Join me next week for Part II where I will begin a series on the 5 Levels of Leadership and what it takes to move through each level.
(many of the quotes in this article were taken from notes I made years ago and the authors are unknown. If you happen to have this information, please let us know.)
10 Ways to Know When It’s Time to Fire a Client!
No self-respecting, professional business owner would allow themselves to be abused, continually attacked, or treated like slave labor. But when do you know it’s time to let a 
challenging, inconsiderate, or downright nightmare client go? And how do you, as a leader, keep your professionalism without stooping to similar antics and child like behavior? First, you have to know it’s time; you’re past any kind of conflict resolution, this is it, no more. Here are over 10 ways you will know, they’ve got to go:
- You can’t ever do anything right, no matter how hard you try.
- Regardless of how much customer service you deliver, it’s never enough.
- They quit paying you, try to skip payments, and expect you to look the other way.
- You feel like they are always trying to take “control” and keep you under thumb.
- They complain about how much you cost.
- When you have an agreement, they break it, or don’t follow through on their end.
- They aren’t “teachable” and resist making any effort to learn new things.
- They aren’t “willing” to try the suggestions you make, or follow through on the plans you have collaboratively created.
- They make excuses for everything, and won’t own the responsibility for the issues and problems in their business.
- You’re working harder on their business than they are, and feel like you have to drag them to the table.
When it’s time to move on, be professional. Don’t get into wrangling with words, in person or by e-mail. Don’t blame, or even try to explain your position. If they’ve done any or all of the above, they can’t hear it anyway. Why waste your time? Move on with dignity and grace knowing you’ve sufficiently done everything you professionally could do to be of help and service. Now what if you’re an executive, or manager within a company, how could this list serve you? What changes need to be made to this list when dealing with employees? See future articles that will address these issues.
Peak Performing Employees Have Great Managers
Who Take Responsibility For What Is, And What Is Not Working!
Once you have discerned what’s not working, what you do about it says what kind of leader/manager you are. If you have discovered your employee is not doing an adequate job of their position you could:
- First and foremost find out “WHY” they aren’t performing up to par. Unless you know the why, you can’t fit the right solution to the cause.
- Be sure they understand their job description, what is, and isn’t expected of them. Obviously this means you have a well thought out, thorough “Job Description”.
- Be sure there are standards of operation in place, which they are aware of, along with ways to monitor their progress, or lack thereof.
- Institute specific employee motivators. See the book: “Love Em or Leave Em” and “1,001 Ways to Reward Employees“.
- Be sure their “Behavioral Style” fits their role. Contact us to provide you with a current DISC profile. You can also profile the role with a “Roles Analysis” to be sure the person fits this element of the job description.
- Provide or send them for more specific training to fill their current gaps in knowledge or training.
- Or, provide an internal or external coach to assist them in creating an appropriate development plan. This will also give extra accountability to the employee to make the needed changes.
- Move them into a department that fits their skill sets, behavioral style, education and passion.
- Allow them a certain period of time to upgrade their skills, take a college courses, or become certified.
- Be sure there isn’t conflict with their manager. More people leave a company because of their direct manager than any other reason!
If none of this works, their skills and or attitude don’t change, find someone who will. Move on, and remember this: “Some will, some won’t, so what, next!” There are certain things you can’t provide, and one of them is the motivation to change. If you’ve given them an atmosphere conducive to growth, believe that they can do better, support and encouragement to change, with motivators and de-motivators along with the proper training, you’ve done everything you can. Find someone who will appreciate the support and training you provide.
Remember, if you want peak performing employees? You can by following the system above.
What’s Under the Covers of Your Business pt. I
Are you ready to discover what you need to do to change the landscape of your business?
* Have you wondered why what you’re currently doing isn’t working the way you thought it would? * Is it a mystery why you don’t have more clients or customers than you do? * Or why you have regular turn-over of employees every few months or years?
Well, if you’re ready, as the business leader, to roll up your sleeves, get honest with yourself, as well as honest about what’s happening in your business, then this is the right blog posting for you!
As a business consultant and executive coach, the first thing I do when I am hired by a client, is to pull back the covers of their business to expose what’s underneath. (Don’t you wish it was just a cute little dog we’d find?) This assists us in discovering just where the business truly stands in light of solid, tried and true practices, as well as current industry standards, NOT where the owner thinks, or feels where it stands. So, if you’re ready to allow me to lead you through a portion of this process, brace yourself, it isn’t for the faint-hearted! Done well, you’ll be exceptionally glad you went down this road, especially if you haven’t been asking the right questions . It takes asking the hard questions to reveal the REAL FACTS about:
-
why you’re stuck
-
why things keep falling apart and
-
why you can’t seem to move forward
In pt. II we’ll give you some “Needs Analysis”questions” you can use for your own business discover process.
Leaders Can Be Masters of Casting Vision-Especially When They Do It Through A Story
Leadership means casting vision. It is creating a vivid picture of a possible future that is exciting to be a part of. It is eliciting belief in your staff that creates a confidence in you, the leader, that you know where they are going, and can, with their help, take them there. Whether you’re solving a problem, or creating a new reality, it’s making the world a better place because of the piece you and your company plays in it. So how do you get this across? A lot of leaders/managers use power point, but could you get your points across better by weaving them into a compelling story? Personally, I believe people remember stories more than they remember graphs and charts. In this video you’ll see a gifted story teller, Robert McKee give an example of the benefit of using stories. And you don’t have to be casting vision to do this. It could be used for expressing everyday objectives in a fresh new way.
">
You be the judge, and try it some time when you’re wanting to emphasize a key point that you need your staff to remember. And just like any skill, it takes time to develop it until it is truly effective. Don’t give up after one try, there is a learning curve!
MONDAY MORSELS for Leaders-Two Questions to Assist You In Retaining Your Most Talented Employees!
It’s a common occurrence, and I see it all the time. “How could she do that to us?” (they say), as one of their key employees packs to leave for a better offer, or a new opportunity. Neither the manager, nor the owner/leader, had any idea this employee was open to other options, or possibly discontent. Now they’ll be left short handed while everything goes into crisis mode, as the position becomes vacant.
So let me ask you, could this have been avoided? Is there a way to avert this from taking place at your company? Absolutely! Two questions-that’s all it takes to keep from being blindsided. Or, in the least, it is the beginning of a process that will undoubtedly save the company countless dollars, not to mention time and resources of other employees, who need to do their own work but will have to take on the responsibilities of this position until a new hire is up and trained. What are these questions?
- What is it that will keep you here?
- What would make you leave?
If you’ll take the time to find out the answer to these two questions, you’re well on your way to designing a culture and position that will keep talented, focused employees. That is, assuming you’ve put someone in the position that actually fits the position in the first place with their personality, knowledge, education, talent and desire. Make sure you have someone asking these questions that will drill down to the real answers. If the owner asks it, you can guess that what you’ll get is what you want to hear. This is why when I’m hired to come in to assist the owners, either as an Executive Coach or in a consulting role, that I’m able to easily find these answers out. Employees know that I have no allegiance and that I have their best interest at heart. I believe they can truly tell I care about them, and how they’re doing as well as the company. So, you say you can’t hire me? Then have someone else, someone that has nothing to gain from the knowledge, find out the answers to these two questions. And then don’t stop there! Actually take the information you receive from them, and develop a plan, a plan to retain your best, most talented employees! You’ll be glad you did.
MONDAY MORSELS for Leaders-How to Utilize Your Time Wisely- The 5 D’s pt. I
Prioritizing those high register tasks, along with the mundane everyday routine tasks, appropriately, is one sure fire sign you’re an emerging leader. Without this vital skill, you’re at the mercy of a conglomerate of urgent responsibilities and annoying needs pleading for your attention. I recently heard someone call the fun non-relevant distractions that come your way: BRIGHT SHINNY THINGS. And, in order to avoid getting caught giving your attention to these BRIGHT SHINNY THINGS, you’ll need the ability to:
Discern It (is it a worthy, timely goal? Does it fit w/your mission, vision & values?)
Dump It (It doesn’t fit, or isn’t relevant!)
Delegate It (Someone else can do it just as well.)
Defer It (Doesn’t have to be done now.)
Do it (It’s the 20% of activities that give you the greatest return on your investment of time, do those first!)
Besides, it’s that time of year for you to create clear, powerful, strategic goals that will be the markers on your map to assist you in reaching your ultimate destination. Why? Because it’s a new year! A new beginning, January 1st, it’s time for:
OUT WITH THE OLD (those things that didn’t work/or are obsolete) and
IN WITH THE NEW
This entails reassessing where you are currently, check to see if the goals you previously established are, in fact, still relevant, and taking you where you intend and need to go, or if you got caught up in a BRIGHT SHINNY THING that needs to be restructured or possibly DUMPED. So, grab a sheet of paper and pen, and let’s begin first off with all your desired “OUTCOMES” and then work backwards. Whether you like a 1 year, or a 3 year strategic plan, you have to get a hold of understanding where, and what, you want “TO BE” at the end of it all. You see, a map without a destination is just a journey to no where. Once you have your destination in full view, chunk down each and every thing to bite size portions.
Remember to establishing your priorities in every aspect of your life: mentally, spiritually, physically, in your professionally as well as family life. Take a look at all the hats you wear, that should help. Yep, it’s called work/life balance, none of this all-or-nothing career, when you work with this Coach. Now, once you’ve brainstormed and “Discerned” those brilliant, clear, goals, go back and focus on the other 4 “D’s” 2. “Dump It”, 3. “Delegate It”, 4. “Defer It”, or my favorite, 5. just “Do It”.
Time saving and Money Saving Tip:
Try using a virtual assistant and you’ll soon discover, as I have, that the more you delegate or outsource, the more you’ll be able to focus on those items that only you can do. It’s keeping for yourself those tasks that bring out your most brilliant-talents. Those things you do best, and that are worth your time and financial investment. For instance, if you have figured out you’re worth $200 an hour, these better be tasks you do that will bring that financial return and more. These are things, that when you do them, people around you say, “You make that look so easy!” When you doing them, you shine and feel fulfilled. Pt. II next time
Have You Ever Thought About Hiring a Leadership Coach?
Whether you’re the CEO of a large corporation, a solo-entrepreneur, a new leader, or a mid-level manager hoping to receive the next promotion, if you answer ‘YES” to three or more of the questions below, then you may be a candidate for the 2010 “Ramp It Up” Executive Coaching program beginning in January.
- Are you ready to take an honest, brutal look at where you are now in order to discover what’s keeping you from where you want to go?
- Do you find you’ve plateaued, hit a wall, or are just plain stuck in a rut?
- Would you like to finally tap into your brilliant self, to do your specific genius work?
- Are you ready to make clear, motivational goals that will challenge you to grow?
- Would you like to create work/life balance?
- Are you willing to be coached? And,
- Are you teachable, or willing to try?
- If you can feel it, feel you’re not really performing at your optimal best, but you really finally want to. Then:
A fortune 500 firm commissioned a study using MetrixGlobal, LLC, and determined that executive coaching produced an astounding 529% return on investment. 75% of the respondents expressed coaching had significant or very significant impact on at least one of their business areas.
This program is only for those who are ready to be serious enough to take action; to make extraordinary goals; and to use their untapped character skills, and underdeveloped talents. What if, what if this would help you break through the barriers that have been holding you back?
Why hire a coach? Well, why do the best of the best in the athletic world hire a coach? They’re already at the top of their game, especially if they’re going to the Olympics. It’s because they know a coach sees things from a different vantage point. They realize that they may be doing things they themselves can’t see, that would harm them, and keep them from winning. They hire a coach to stretch themselves beyond what they thought was possible. And finally, to receive the encouragement to keep up the hard work, and help them to toe the line and keep their eye on the payoff. So let me ask you, “Why wouldn’t you want the same thing for your career?”
“Until we focus and define what is most important to us, we live our lives in a haze of other-directed urgencies. Coaching is designed to help you stay focused – to practice ‘planned abandonment’ of opportunities that would merely serve as distractions.”
Laurie Beth Jones
AGAIN, IF YOU ANSWERED “YES” TO THREE OR MORE OF THE ABOVE QUESTIONS, DON’T WAIT. TAKE ACTION TODAY! Make 2010 your best year ever. For more information, and to register for this course, e-mail Sue at: dynamicdev@comcast.net today. The first ten people to register will receive the popular report: Five Levels To Be In the Leadership Influence Zone.
Every Leader Is Faced with Overwhelming Challenges pt. I
Feel like giving up, chucking it, just walking away? Are the finances drowning you? Have you had an employee who should be renamed Benedict Arnold? Are you sick and tired of whining, complaining employees that make you feel like you’re “babysitting” them instead of leading them? Are they doing barely enough to keep their job while at the same time demanding more money and time off? Or, maybe you had a competitor that stole your largest client, and you thought he was a friend. I could go on and on giving you examples of the many challenges that leaders/managers face. And I’m sorry to say, these occurrences are all too common, and have happened to the best of us! This is one main reason why YOU’RE the employER, not the employEE. It’s part of the job description, and it can be down right discouraging as a leader! Now, it’s what you do with this information that makes or breaks you. So, what’s a person to do? Well, don’t quit, or become a hard headed tyrant! I have heard a great rule of thumb: NEVER ever quit on a bad day! What I do that brings a little leadership perspective is to read biographies of great men and women. I look for the gems of perseverance and fortitude that these leaders have gained, while noting the awful circumstances they lived through. Someone to commiserate with.
- Michael Jordan was eliminated from his high school basketball team. What if he had quit then?
- Western Union actually said this: “The telephone has too many shortcomings to be seriously considered as a means of communication. The device is inherently of no value to us.” What if Alexander Graham Bell listened to them?
- When Fred Smith, founder of Federal Express Corporation, wrote about his idea of an overnight delivery service in a college paper, the professor told him his idea was hardly a “C” concept and that it had to be feasible to even be considered. Obviously this didn’t discourage Mr. Smith.
- Most people thought it could never be done, so most people didn’t even try. Then Roger Bannister did it. Break the 4 minute mile that is. Because the expectation changed, within 10 years over 336 other men had done the same. They just needed to know it was possible.
Many times, when working with a leader, I detect the need to first do an attitude adjustment before we can do anything else, and don’t we all need assistance in this area from time to time, if not all the time. If they’d been beaten down, and had a rough time, it’s only natural to be negative and pessimistic. Therefore, no work I would do with them would make a difference, until we first transform their thinking. With the right outlook, one can handle almost anything. Here’s one suggestion; read positive motivational books, articles, or stories that will build your can do attitude. One great book I always recommend is “Unstoppable” by Cynthia Kersey. It’s got great short stories of people who have overcome insurmountable obstacles to live their dream and mission in life. (check out the sidebar for “Unstoppable” offered by Amazon) What do you do that helps your attitude?
