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Posts tagged ‘leadership behaviors’

Jan 11

5 Secrets Of Transformational Leaders

Transformational leaders don’t proclaim their effectiveness to the world — their employees do it for them.

For about 30 years, transformational leadership has been considered by many as the optimal leader style. These leaders create top decile business growth, manage rapid change, and turn followers into leaders. They lead organizations with high levels of engagement, productivity and a low rate of employee turnover.

transformational leadership

Transformational leaders always create trust through transparency and results, set high standards and then walk the talk, communicate effectively and connect all work activities to the organization’s mission, vision and values.

A best guess is less than five percent of leaders can be considered transformational. The other 95 percent of us have to keep trying. However, research does point to behaviors that are consistently  observed in transformational leaders that can be learned. While there are many characteristics that contribute to transformational leadership, research finds the five listed below are foundational.

Accountable. Transformational leaders who generate exceptional results don’t take the credit — they give it with the entire organization. When results fall short, they don’t blame others. Instead, they accept responsibility, learn from their mistakes, try again, and share lessons with the entire organization. They set clear goals, hold themselves and other’s accountable, and work hard to strengthen organizational culture.

Ethical. In the long run, ethical leadership always wins out over charismatic leaders who cut corners and leap over legal boundaries. The list of leaders who killed companies and thousands of jobs in exchange for money and power is too long to list here. It also works out better for the followers to have an ethical leader who does what is right instead of what is right for them.

Courageous. Those who hold leadership positions but lack courage, good judgment or the confidence to make difficult decisions are not true leaders. Great leaders have the courage to make (and own) difficult decision, share bad news, listen to criticism with an open mind, and lead from outside their personal comfort zone.

Communicate. Leaders who hide in their office or think communication is someone else’s job to communicate  can only hope for mediocrity. The best leaders routinely round on employees, are open to bottom up communication, consistently share the organization’s mission, vision and values to all stakeholders, are open about business results, goals and the importance of everyone’s role in reaching those goals.

Flexibility. The best leaders are aware of their own shortcomings and weaknesses. They seek and accept input from strategic and content experts, as well as contrarians, before making significant decisions. Flexibility extends to being comfortable with ambiguity and leading constant change. And, they are able to adapt their management style to meet the unique needs of team members.

Gregory Alford, MS. Psy., is founder of Accelerated Coaching & Consulting LLC, in the Chicago area, and specializes in leadership and transition coaching.

Dec 9

Leadership Is Difficult: 8 Lessons For New Leaders

Leadership is hard. Being a new leader is even more difficult.

About half of those hired into a leadership position fail. Reasons for this colossal failure rate are many. Sometimes the issues are organizational in nature, such as a lack of leadership training,  feedback, mentoring, or a poor hiring processes or dysfunctional culture. Others are caused by personality attributes ill-suited to leadership including arrogance, control issues, insensitivity and selfishness.

“The greatest leader is not necessarily

But most of the time, the reason for leadership turnover are subtle and spring from a lack of organizational- and self-awareness, as well as the needs of your employees.

The following are leadership lessons I wish someone shared with me 20 years ago before learning them the hard way.

Two Under-appreciated New Leader Issues

First, many new leaders do not know how leadership performance is measured. Front-line staff (and some managers) performance is based largely on “doing” activities such as sales, the number of news releases written or videos produced. New leaders who remain in a “doing” mindset (rather than leading) prevent their team and their organization from reaching its potential.

Leaders are graded on a matrix of factors such as the performance and satisfaction of their team members, political proficiency, emotional intelligence, effective communication and many other “soft” skills.

A second key lesson was: the only person whose behavior I can control is mine. It is a powerful myth that a new title means your every wish will be carried out without any additional effort. Effective leaders communicate objectives, motivate their team to action and direct progress without over or undermanaging. Leaders unable to figure this out will become frustrated and angry that their team members are not mind readers, and end up overmanaging.

6 Additional Tips For New Leaders  

Self-awareness.  A mentor, coach or therapist (or any combination of the three) is a must for new leaders to help build self-awareness. In order to lead others, you must know yourself, what makes you tick, you blind spots, what drives your best and worst behaviors, and how you appear to others.

See the big picture.  Cultivate an understanding how you and your team fit into the organization’s mission, vision, values and business outcomes.

It’s Not About You. If you can’t get the best from your team, you will never reach your potential as a leader.

It’s All About You. All eyes are on you at all times. Leaders must walk their talk. Those who don’t will never be fully trusted by their teams, peers and their own one-up.

Listen. Resist the pressure to jump to solutions when there is a problem. Listen to your team and let them create or co-create new, better ways to do their work.

Remove obstacles.  Poor leaders are an obstacle. The best leaders remove them whenever possible to unleash performance and build trust.

Gregory Alford, MS. Psy., is founder of Accelerated Coaching & Consulting LLC, and specializes in business, leadership and life coaching and Marcom consulting.

Dec 2

5 Ways To Manage A Micromanager 

No one benefits when a leader turns into a micromanager (although I prefer the term overmanager). It creates strife for leaders, employees and entire organizations.

A short and sweet definition of micromanagement/overmanagement is a leader/supervisor who gives excessive direction to employees. Another crucial point is overmanaging is not mentoring. The latter increases the skill set and self-reliance of employees, and the former creates paralysis.

Why Overmanage?

While leaders overmanage for many reasons, the following are frequently cited in literature.  micro-blog

  • Starting a new position, she lacks trust in team members
  • Intense pressure to reach goals
  • Insecure in her leadership skills
  • Believes no one else can do the work as well as she
  • Fears being blamed for the mistakes of others

In practice, the overmanager physically or virtually hovers over her employees as they work on projects. She dictates instead of mentors, finds fault rather than encourages, and assigns blame in place of learning. Other hallmarks of overmanagers include poor delegation skills, requires she makes all “significant” decisions (usually a moving target) and makes criticism personal.

Leaders and organizations are hurt by overmanagement because it damages productivity, creativity, trust, communication and engagement. Even from a selfish perspective, leaders should recognize overmanaging has no positive value. Being a helicopter leader chews up a lot of time, creates additional work for yourself, adds stress to your day and shifts energy away from other pressing projects.

Overmanaging can be a hard habit to break. For many leaders it becomes a self-fulfilling prophecy. As employees learn to fear punishment for making “wrong” decisions, they will stop making decisions. When this happens, the overmanager’s belief that no one else is good or smart or skilled enough to complete a project is reinforced. Many replace “problem” team members only to start the same process with new employees.

A Better Way

Experience has taught me that when I fully communicate expectations and goals, as well as provide the required resources, and check in on a scheduled basis to monitor progress, the completed project exceeds expectations 100 percent of the time.

In addition, there is usually more than a single “right” way to approach a project. My team members often have deeper insights than me, thank goodness, so why move forward with “my” solution instead of a better solution?

How To Work With An Overmanager

For those struggling with a overmanager, here are five tips that may make your life easier.

Thank. This is not always easy, but thank your leader for his interest and guidance.

Listen. When being corrected or criticized, do not become defensive. Listen to learn what your leader expects – not to respond. Seek patterns in his comments that create a greater understanding of his thought process.

Explain. After you begin to understand your leader’s thought process, explain yours and emphasize similarities.

Share. Sometimes creating or increasing check-in meetings to review progress can relax the overmanager.

Look. Does your leader overmanage others? If so, recognize you are not the trigger for his overmanaging behaviors.

Gregory Alford, MS. Psy., is founder of Accelerated Coaching & Consulting LLC, and specializes in business, leadership and life coaching and Marcom consulting.

 

Nov 18

‘Tis The Season To Be Stressed

Holiday parties, raised expectations for happiness, end-of-year work deadlines, travel, co-worker vacations, shopping excursions, fewer daylight hours, and additional child and school activities can add to our stress level. A poll of 600 full-time workers conducted by Accenture’s HR Services found 66 percent experience additional work stress during the holiday season.

The Time To Plan Is Now

By being proactive and thoughtful, we can manage seasonal stress in ways that reduce the pressure we feel, and increase our sense of well-being. The following are steps we can take to help make working during the holidays more enjoyable.

Prioritize. Put the most critical work projects at the top of your to-do list. Ask for clarification from your one-up if you are unsure what those are. Adjust or ask for permission to push back deadlines for lower priority projects.

Recognize that others may also be (6)

Communicate. Make sure people know when you are going to be out of the office (and ask co-workers for the same information). You can add those dates to your email signature, send an email to people who need to know your schedule and update your voice mail message. In addition, share who is covering for you in your absence.

Get flexible. Ask your supervisor to flex your schedule, or request days to work remotely. If neither is an option, then…

Take time off. If you are lucky enough to earn paid time off, use it! If you will need a day or even a week off to focus on shopping, family or to prepare for visitors – take it.

Exercise. Even if you don’t have time for a full workout, get physical. A short trip to the gym is better than none. Dust off your exercise machine and use it. Take a brisk walk or use the stairs at the office. Exercise is nature’s mood booster, and it also helps you…

Sleep. It’s not just children who are cranky when they are sleepy and need a nap. Since napping options are non-existent in most workplaces, it is vital to not skimp on sleep.

You have a right not to party. Go to the office parties where you are expected (you know which ones those are), and skip the rest while thanking hosts for the invitation.

Put down the cake, pies, cookies, egg nog and other goodies. Avoid the post-party or pot-luck food coma by eating a piece of fruit, a handful of nuts, or drinking a glass of water before heading into temptation.

And, perhaps the most important tip.

Be understanding. Recognize that others may also be struggling with the extra demands of the holiday season. Be compassionate to others, and yourself.

Happy holidays!

Gregory Alford, MS. Psy., is founder of Accelerated Coaching & Consulting LLC, and specializes in business, leadership and life coaching and Marcom consulting.

Nov 9

7 Reasons Leaders Fail

To mangle a 270-year-old sonnet written by Elizabeth Barrett Browning — How do we dislike our bosses? Let us count the ways.

Survey after survey, Americans (and everyone else) trash their bosses. Gallup reports only 12 percent of American workers are engaged. Research conducted and published by Inc. reveals 75 percent of employees say their boss is the worst part of their job. And two-thirds add a new (better) boss is even more desired than a pay raise.

Ouch!

Common Causes Of Employee DissatisfactionBus

Harvard Business Review (HBR) surveyed 300,000 workers and finds the issues workers have with leadership are almost equally divided between actions, and the failure to act.

You’re boring. This is the top complaint of the HBR sample. People look to leaders to create an environment that gets them fired up and inspired. Leaders who failed in their role were often described as being passive and unenthusiastic.

Lack of structure. While few people enjoy being micromanaged, most want structure and direction that support high performance. When goals and timelines are fuzzy or flexible, employees are thrown off balance. The result is stress, hesitation, confusion and frustration.

Image is everything. Leaders more concerned with how they look to their boss rather than their team are unpopular with their followers. These tend to be credit-hogging, under-the-bus throwing leaders whose greatest fear is being outshone by a subordinate (or peer).

Good enough is good enough. Easy to achieve goals do nothing to inspire or reward high performance and top performers. The message these leaders send is “do your job, only your job, and keep your head down.” Not a very inspiring message (see You’re boring).

Play favorites. Leaders seduced into giving plumb assignments to team members who kiss up are viewed as weak and lacking emotional intelligence by followers and peers. Playing favorites  divides followers into “in” and “out” groups and hurts team performance.

Don’t walk the talk. It is pretty easy to understand a leader who preaches “work comes first” and is the last-in and first-out of the office are sowing seeds of resentment. Leaders who fail to keep their word are not considered trustworthy by their teams.

Never change. Leaders who reject every suggestion for improving processes and performance alienate their team. Without any input on what they do or how it is done, people often disengage, which damages their satisfaction, productivity, and enhances turnover.

Leadership is never easy. But, given all the attention improving leadership skills receives, is this list discouraging to you?  If so, what can we do to help leaders succeed?

Gregory Alford, MS. Psy., is founder of Accelerated Coaching & Consulting LLC in Naperville, IL., and specializes in business, leadership and life coaching and Marcom consulting.

Oct 27

You’re A Leader, Now What?

Great news! Your hard work and persistence paid off and you just accepted a leadership position in a new (to you) organization.

Now what?

First, know that every company and team culture is different, so beware of trying a one-size-fits-all leadership style that either worked in the past, comes from the latest best-seller, or even my blogs. However, clients making this transition, and my own experience, have taught me there are at least five leadership behaviors that will get you off to a good start.

-Everything will line up perfectly when

Be authentic. Let your team get to know you. You should be more than a boss, less than a friend, and at all times a human being to your team. And, no one respects a phony.

Your team members represent you whenever they work with others on projects. When you effectively communicate your values, goals and decision-making processes, they are better equipped to act independently and make decisions you support. This also allows you to delegate more effectively, and build trust with your team.

Make time to get to know your team. Spend time in regularly scheduled one-to-one meeting with your direct reports. Ask questions and listen to them using the 80/20 rule. This means team members do 80 percent of the talking. Make these meetings your highest priority. Until and unless you know the strengths, weaknesses, aspirations, motives and temperament of your employees, you can’t unleash their full potential.

Trust your team. Now that you know your team, trust them to do their job. Let them show you what they can, or can’t, do. The best leaders maximize strengths and minimize weaknesses of their team members, and put them in position to be successful.

Be decisive.  In many cases, the position you are walking into has been vacant for several months, which means there are issues that need attention and action. After a period of onboarding and getting settled in, start making decisions. It can be a relief for a team that has been rudderless for a long time to finally see someone acting like they are in charge. Just make sure your one-up is onboard with any major decision you want to make.

Communicate.  You are building relationships, trust and making some decisions, now it is time to communicate your vision – over and over. Never assume your team knows what you know and vice versa. Set and re-set expectations, identify opportunities to improve processes, reward success, and learn from failure. The more you engage your team, the more likely they are to buy into your vision.

Bonus tip: Perhaps this is the hardest advice for leaders coming into a new organization. Bite your tongue whenever you want to say a variation of the phrase: “when I was at company X, we did … ” This comment is really more about puffing ourselves up (and it diminishes your current team) than solving a business problem. If you can manage this, you will reduce eye rolling by 86 percent in team meetings (my estimate).

You are only as successful as your team, so take the time and make the effort to treat them like the partners they truly are.

Need help with a career transition? Use the contact form below for a free, no obligation (I promise) Accelerated Coaching Session.

Gregory Alford, MS. Psy., is founder of Accelerated Coaching & Consulting LLC, and specializes in business, leadership and life coaching and Marcom consulting.

Sep 2

Leadership Lessons From The Dog Whisperer

About 10 years ago I started watching Cesar Millan’s first television show, The Dog Whisperer, and was  amazed by the similarities between “pack leader” and human leadership behaviors.

Please note that I am not suggesting that followers are puppies who need to be led. Instead, what I started to realize is leadership behaviors can cut across different species. For example, dogs are pack animals, and humans often work in teams. And for both, there are many more followers than leaders.

Dog2

Personal disclosure: I am the aspiring pack leader of my newly adopted 2-year-old pit bull Haley.

Calm, Assertive Energy

Millan believes the type and quality of energy we project is key to leadership. “To establish yourself as the pack leader, you must always project a calm, assertive energy. This natural balance (calm, assertive leadership…) nurtures stability and creates a balanced, centered, and happy dog (or human team – my words),” he writes on his website.

Empirical research of the human variety supports the idea that Millan’s concept applies to humans, too. More than 1 million people took part in study conducted by TalentSmart, which finds “90 percent of top performers are skilled at managing their emotions in times of stress in order to remain calm and in control.”

Sounds like calm, assertive energy to me.

Millan advises that posture, eye contact (assertive, not aggressive) and projecting confidence tells your dogs that you are in charge. I can’t count the number of articles and books that have the same or similar advice for human leaders.

On the flip side, Millan finds that insecure, anxious dogs pick up that energy from their human, which leads to behavioral issues that leads to many of his televised interventions.

Exercise (performance), discipline (guidance), and affection (acknowledgement)

In addition, three major behavioral components that create a happy dog or dog pack are exercise, discipline and affection, in that order, says Millan. In many Dog Whisperer episodes he refers to the walk as the time of day you are giving your dog a job to do, which is why I equate exercise to human work performance.

A work example of this principle is when your direct report completes a significant work project. If the performance is great, go ahead and acknowledge the excellent work. (Read my recent blog on acknowledgement to better understand how important this is for your team – and yourself.) If the project is not ready for primetime, provide guidance (“rules, boundaries, and limitations,” according to Millan), and close your discussion by acknowledging progress.

When we focus too much on one of the three elements, such as performance (outcome), we are not providing enough guidance or support that leads to high quality work performance. In addition, you may be starving your workers of the praise they need to feel good about their work, which results in an unhappy and underperforming team.

If you want to work on improving any of your leadership skills, please reach out to me via my website for a free Power Session.

Gregory Alford, MS. Psy., is founder of Accelerated Coaching & Consulting LLC, and specializes in business, leadership and life coaching and marcom consulting