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Coronavirus has turned the world upside down. When you’re called on to lead your team through crisis and rapid change, focus on clear, concise, calm communication. In this episode, get a practical example and more ways you can lead your team through crisis and change.
In the past two weeks, we’ve been in several meetings and conversations with leaders responding to rapidly changing coronavirus scenarios. Regardless of the industry, as leaders shared responses and next steps, many of their teams reacted in the same way:
These moments of rapid change and unprecedented response naturally cause anxiety, doubt, and grief. The old way of doing things is gone—even if only for a month or two. What now? Can we handle this?
In these moments, your team needs your leadership more than ever. Address these moments of rapid change with calm clarity and then focus on answering the doubt.
In a state correctional facility, Christine faced a challenging problem.
With no prior supervisory experience, as one of a small handful of female staff in a mostly male prison, and with a highly diverse and contentious inmate population, she had been placed in charge of creating a clothing factory. As if those weren’t enough barriers, prior attempts to open a similar factory in other state facilities had failed.
One year later, Christine’s factory was out-producing the prototype operation, had an impeccable safety record, and could run itself without supervision.
I was able to talk with Christine, asking what made such a rapid transition, and seemingly impossible results, possible. Here’s what she said:
It began with my belief in the people. When they came to me, they wanted to tell me about what they had done on the outside—why they were in prison. I cut them off, told them I didn’t really care about who they were last year. ‘This is who we will be in this factory and this is what we’re going to do.’ Most of them didn’t believe it at first, but pretty quickly they responded to someone believing in them.
She described how male inmates would initially object to sewing because they thought it wasn’t something men did.
Christine would walk over to the industrial sewing machines, quietly operate it, produce a garment, return to the men and say, “You’re telling me women can run this industrial machine but you can’t? I don’t believe that. I believe you can.”
I love Christine’s message: “This is who we will be in this factory and this is what we’re going to do.”
Faced with major change and hurdles, your team needs your confidence.
This is the essence of leadership: believing that together we can do more and have a better tomorrow. That’s what it means to be a CBO – a Chief Belief Officer.
Your team needs a CBO right now. Your team needs to hear you say, “You can.”
I know you can.
Leave us a comment and tell us: How a leader in your life is or was a C.B.O. for you? How do you communicate your confidence in your team when times are tough?
You might also like to read:
How to Lead in the Midst of Urgent, Rapid Change and Strain
Leading When Life is Out of Control (podcast)
How to Lead When Your Team is Exhausted
7 Ways to Lead Well During Times of Uncertainty and Change
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Nothing is certain and life is unpredictable. How can you lead effectively when you don’t know what’s going to happen next and everything seems to be spinning out of control? In this episode David discusses how to find a leadership path through whatever challenging circumstances come your way.
A few years ago, I wrote an article for Success Magazine, called 7 Ways to Build Your Employees Confidence. Highlights include:
“Nothing builds confidence more than being the ‘smartest’ guy in the room. The truth is, nine times out of ten, the ‘smartest’ guy in the room is really the most prepared. Let them know that and ensure they do their homework by role playing the scenarios they’re most likely to face. The next time it will be easier.”
These seven ideas are foundational for building confidence. And now, after several years of working with leaders around the world to have more confidence and influence, I realize there’s another vital element to consider: Navigating the tricky “Because I’m a _______” mindset.
We were teaching the I.N.S.P.I.R.E. model for having tough conversations during a Winning Well program. when “Jana” raised her hand.
“So can you talk about how to use this technique if you are a woman?”
What a fascinating question—particularly since I (a woman) was leading this particular part of the program. I was demonstrating how to give feedback to David (a man).
Our approach teaches managers to help the employee they are coaching to reflect and find their own path to change the behavior that’s reducing their effectiveness. This technique should work as well (if not better) for a woman as for a man. We’ve been using it for years and have taught many women and men who are using it successfully. The short answer to her question is, “There’s no reason to modify this because you’re a woman. It should work just fine.”
But I also knew her question was more complicated.
What I heard in her question was an unspoken, underlying concern:
“How do I have a tough feedback conversation if I’m not sure I can pull it off?”
My mind immediately raced to all the times I’ve seen managers (more women than men) apologize for the feedback they were about to give. Or ending their feedback phrases with an intonation that sounds more like a question, “This behavior is unacceptable?” And the myriad of ways people sabotage their influence with pre-apologies, “This is probably a dumb idea.” All behaviors triggered by a lack of confidence which undermines their influence and results.
So here’s where it gets really tricky. It’s certainly possible that Jana is dealing with a complicated circumstance where having a tough conversation is more difficult because she’s a woman. I’ve certainly had times in my career that felt like that.
It’s also quite possible that Jana is telling herself a self-perpetuating story that difficult conversations are always harder because she’s a woman, which diminishes her confidence, and impacts the way she’s showing up. When she shows up unsure, her influence diminishes and reinforces her deeply held belief that it’s harder because she’s a woman. It’s hard to know.
So if you have a Jana on your team, how do you help?
Of course, we all need to be on a vigilant lookout for discrimination, micro-aggressions, bullying and other toxic behaviors that hold people back, destroy confidence and diminish their contribution. That crap is real, and it’s hard to know if someone is experiencing it now or has scar tissues from the past. If they tell you those stories, believe them and do everything you can to help them find a healthy way forward.
What also breaks my heart, and is even more frequent, is when people let one or two bad experiences over-shadow all the positive ones and reach the conclusion that they won’t be successful at something “Because they’re _______ (a woman, a white man, a person of color, fat, short …),” and that lack of confidence makes that story true. I see it all the time.
And many managers back away from this conversation — for fear of aggravating the situation. Or label them “a victim,” and write them off as low-potential. So the employee stays stuck in a tragic story of lost potential.
The best way I’ve found to help employees who are stuck in a limiting “Because I’m a ____” story, is to ask some provocative open-ended questions framed in the spirit of Appreciatiive Inquiry to help them view the situation more broadly.
For example:
In our current environment, it’s easy to shy away from these conversations—and of course, they can only be held in the context of deep trust. But, it’s a tragedy to avoid them. Please don’t let one or two failed attempts discourage you from trying again. We need more people in the world navigating these conversations well to grow more confident leaders, using their gifts, to make a greater impact.
When leadership gurus post a meme challenging you to be a leader, not a manager – don’t buy it. Get the tools you need to lead and manage effectively in every situation.
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Questions are a remarkable way to grow confidence in children. Great questions work because they cause children to stop and think. To reflect. To pause and consider what’s going on in their lives and in the world around them. Kids are natural questioners. So why not tap into that curiosity as you work to help build their confidence and leadership skills?
Today we answer the very important question, how can we grow confidence in children, with more questions. Questions you can ask to help your children continue to grow toward becoming remarkable leaders and human beings.
Framed well—powerful, open-ended questions can help children gain a better understanding of their skills and abilities as well as to consider the contribution they’re already making in the world. Here are a few of the favorites we’ve used over the years in raising our own children and in work with other youth.
Asking any one of these questions can be the start of a great conversation. And of course, it gives you a remarkable opportunity to listen well. Nothing builds confidence faster than truly being heard.
1. Would you please draw a picture of something you do very well?
2. What are some of the nicest things your friends say about you?
Okay, this one’s old school Mister Rogers, but it’s a keeper.
3. What makes you special?
4. Let’s make a list of 10 things you are really good at. Which of these make you most proud and why?
5. How did you help someone today?
6. I’m so happy about how you help our family. What do you think are some of the biggest ways you help?
7. What do you think that person is feeling right now?
8. When they’re aware they’ve hurt someone: How can you apologize?
Almost any kind of “how can you?” question works well here.
9. How can you be most helpful in this situation?
10. What else could you try?
Nothing builds confidence faster than tapping into past success.
11. Have you ever had something like this happen before? What did you do then to fix the problem?
12. When they make a mistake and spill or break something, rather than freak out, ask: And now what do you do?
13. What worries you most about _________?
14. Remember when you were so scared to try _________? And now it’s ________ (one of your favorite things to do, places to go…)
15. Remember when mommy/daddy did ______? I was super scared too. What do you think were some of the ways I helped myself to become braver?
16. When facing an overwhelming problem: What is the smallest thing you can do to solve this? (eg: Pick up a single sock. Take out a sheet of paper. Once that is done, ask again: Now what is the smallest thing can do?)
17. What is one problem in your community that more than ten people you know want to solve? What could you do in the next week to help make that better?
18. Why does that make you so angry? What do you think you could say to help your friends understand how you feel?
When asking these questions your kid might respond with an “I don’t know.” That’s when the super secret bonus question comes in.
19. Let’s pretend you did know. What would you do then?
Sometimes kids (and grown-ups too) get stuck when asked for solutions. They’re afraid to sound stupid or that it might not be the “right” answer. By moving the conversation into the imagination, it helps them tap into their natural creativity and makes it safe to explore options, rather than having to be “right.”
What is one of your favorite questions to help grow confidence and leadership in children?
Have you seen our new Children’s Leadership Book? Click here to learn more.
Ten Tips on How to Build Confidence in Kids (Working Mother)
9 Secrets of Confident Kids (Parents)
How Being a Parent Improves your Leadership Competency
Children’s Books on Leadership: Questions to Inspire Young Thinking
You’ve got this. You care, you want results, and as a leader you’re committed to Winning Well. But life gets busy and complicated. Sometimes you just need a quick reminder to get you back on track. Here they are: 52 tips to be the leader you want your boss to be.
1 Remember why you choose to lead: prioritize people and purpose above power, prestige, or pennies.
2 When stuck or overwhelmed: Ask “How can I…?”
3 Solve problems before they occur with clear expectations. Mind the MIT (Most Important Thing)
4 Know your addictions: Are you prone to do it all yourself, people-pleasing, using fear and using people to get things done, or playing games to keep yourself safe?
5 Land in the “And” – It’s not an either/or choice. In every circumstance choose to show up with confidence and humility. Choose to focus on results and relationships.
6 Remember that everyone you lead is a volunteer – even when they’re paid they have a choice about how they show up. You get to influence the choice they make.
7 What matters to them should matter to you.
8 End every meeting by asking: “Who will do what, by when, and how will we know it is done?”
9 Apologize when you screw up, break your word, or hurt someone.
10 When leading peers, be clear whether you’re speaking as their leader or as their colleague.
11 When delegating, create a mutual face-to-face appointment on both calendars where you will receive the project. This ensures delegated tasks don’t fall through the cracks.
12 Hold everyone accountable. It tells your high-performers that you value them. When you let performance or behavior slide, you’re telling everyone you don’t care.
13 Terminating someone for cause is compassion for them and an investment in your team. Be the leader that cares enough to let them go.
14 Connect every “what” to a meaningful “why”.
15 Value people’s time – treat it with respect and expect results from everyone.
16 You can’t lead if you’re always exhausted. Take care of yourself.
17 You’re the drummer of the band. Be the leader who keeps the beat for your team with consistent expectations.
18 You won’t have all the answers and shouldn’t solve problems on your own. Share them with your team. Ask “How can we…?” and let the team take it.
19 Cultivate confidence by asking “What would a confident leader do here?” Then do it.
20 Ask for, and expect the truth. Don’t shoot the messenger.
21 Promote wisely. The most important decision you make is whom you will trust with power and authority.
22 When you don’t agree with a decision, own it anyway. Empower your team by asking “How can we?”
23 Be clear about who owns the decision before you ask for ideas.
24 You can’t ‘do your best’ at everything. Know your MIT (Most Important Thing.)
25 Check for understanding. Don’t ask “Any questions?” and assume they get it.
26 Choose to be effective rather than ‘right.’
27 Things will go wrong – sometimes badly. Don’t blame. Ask, “How can we fix this?”
28 Ask your team “How can I help?” and listen to what they need that only you can provide.
29 When asked for answers, don’t rush to help. First, ask questions that promote critical thinking and problem-solving.
30 Every meeting should achieve results and build relationships.
31 Meetings: invite the least number of people to make the best decision.
32 Meetings: choose only one discussion at a time: Where will we go? or How will we get there?
33 Meetings: begin by clarifying how the decision will be made. Will you make it? Will the team vote? Or by consensus?
34 Learn and leverage your team member’s strengths. Don’t waste time or energy on weaknesses unless it’s limiting the use of their strength.
35 Find superstars by hiring for the strengths displayed by your top performers.
36 When interviewing, avoid hypothetical questions. Ask: “Tell me about a time when…” they demonstrated a key competency.
37 People are different. Value, embrace, and incorporate the strengths in those differences.
38 Ask “How can I help?” when you know things are going well.
39 Release energy with specific, meaningful, and relevant encouragement.
40 Know where your team needs to go. Focus on the steps to get there, not on the obstacles.
41 Put people before projects. The project will end, but the people will still be there. Invest and collaborate.
42 To influence your supervisor, know what keeps their leader up at night.
43 People need to hear you say “You can do this.”
44 Want innovation? Make it safe for people to have ideas that don’t work.
45 Address performance issues by observing the behavior, ask about it, confirm the desired behavior. (See the INSPIRE model for more.)
46 Foster collaboration and end needless bickering by establishing clear expectations, priorities, and how everyone interacts to achieve these results.
47 Play the game, don’t game the score. What are the key behaviors that drive results. Your customer doesn’t care what you get on your internal scorecard.
48 A blunt axe can’t cut down a tree. Invest in your skills and health.
49 It’s not about you – people’s behavior is about them. Help things make sense to them.
50 Remote and virtual teams are still people. Treat them as such.
51 Use performance reviews to develop strengths and limit liabilities. Everything else is a waste of time.
52 Grow your leadership and impact by connecting to your team, to a community outside your job, and to mentors.
We’d love to hear from you. What would one vital leadership tip you add to help others be the leader they want their boss to be?
It’s easy to talk about collaboration. It’s much harder to do it.
After visiting one of our clients in Guatemala City, Karin, Sebastian, and I traveled to Antigua, Guatemala where my daughter owns a clothing design business. She took us to Hobbitengango, a Tolkein-inspired Hobbit-like village set in the mountains overlooking a beautiful Guatemalan valley whose motto is “Disconnect to reconnect.”
There, we met Dan, one of the visionaries and architects behind the solar and wind-powered village (where you can stay overnight in a Hobbit house and enjoy fantastic food.) Dan is passionate about Guatemala’s natural resources. He works to fight deforestation, regrow Guatemala’s forests, and clean up trash in the countryside.
He shared some of the challenges he encountered creating what has become a popular tourist destination.
When he started out, Dan encountered a man who was illegally harvesting lumber. He called the authorities. They caught the man and asked if Dan wanted to press charges.
Instead, Dan offered the man a job: planting trees.
“He needed to make a living and support his family. He can’t do that from jail,” Dan said. “Now he’s able to provide and he’s repairing some of the damage he did to the forest.”
Dan shared another incident where a car drove off the road and into a neighboring farmer’s field where it did a lot of damage. As soon as he heard about the damage, Dan went to see what had happened.
When he arrived at the field, a woman “rushed out of her house, waving a machete, and yelling, saying I destroyed her fields and don’t care about anyone.”
Dan explained that another motorist had caused the damage. He had also already called his soil construction expert to repair her field. In addition, he would build a fence for her property at his expense to prevent future problems.
“She seemed surprised that I didn’t fight back, that I didn’t want to argue.”
Dan smiled, then said, “Why make enemies when you can make friends?”
Why make enemies when you can make friends?
Land in the And
We meet many leaders who talk about the value of collaboration, who want their people working together, and who get frustrated when their colleagues won’t cooperate (which often means “why won’t you see things my way?”)
It caught our attention is that, as a leader, Dan wasn’t just “being nice” in building the relationships with his neighbor and the illegal logger. He was focused on achieving his business results: reversing damage to the forest and building a viable visitor attraction. He does it by building collaborative, results-focused relationships.
This is the heart of Winning Well: your ability to “land in the and” – to focus on both results and relationships, to show up with confidence and humility.
Collaboration – Can We Trust You?
Real collaboration isn’t easy because it requires you to put people before projects and truly invest in the other person’s success. How can you help your colleague achieve their results while they help you with yours?
If you’re in a cutthroat work environment and true collaboration is rare, this might feel incredibly vulnerable and perhaps even naïve.
In these situations, don’t sacrifice your project for the sake of building collaboration. Find small ways to invest in other people, to build trust, and create mutual wins. If someone is toxic and destructive, focus your energy with others.
It will take time.
Dan gained a great team member when he offered the illegal logger a job. His relationship with the farmer, however, didn’t turn into a collaborative success. He greets her and she nods. “But,” says Dan, “She’s not an enemy.”
Your Turn
Collaboration requires trust and investment in other’s success. Leave us a comment and share: How do you build collaborative results-focused relationships at work?
Each week I read leadership articles from various online resources and share them across social media. Here are the five leadership articles readers found most valuable last week. Click on the title of the article to read the full text. I have added my comment about each article and would like to hear what you think, too.
I was part of an organization that loved conducting employee surveys. As an economist and leadership author, I love data that yields results. However, surveys need to be properly conducted, or the intention can backfire.
The leaders dutifully distributed survey after survey about work conditions, corporate culture, and ways to improve the workplace.
The problem was that the senior leadership didn’t share the information collected, nor what they planned to do with it. It was simply busy work for the sake of appearing to do something that looked like leadership, but clearly was not.
As employees realized that they were spending time on surveys that didn’t matter, their attitudes shifted. Employees felt that their time, their inputs, and their jobs didn’t matter. Worse, it was rumored that the survey was actually intended to pinpoint unhappy employees to get rid of them.
My Comment: I can’t tell you how many times I’ve seen scenarios like this play out with employee morale taking a nose dive, leaders frustrated, and at a huge waste of time, money, and energy.
If you’re going to gather information of any kind, whether through a survey or just asking for feedback, it is critical that you plan and commit to responding before you get the information. Don’t ask questions you’re not prepared to address. Asking a question and then ignoring the answers makes you look craven or manipulative. In contrast, when you Channel Challengers and productively respond to feedback, your credibility soars.
If an organization has just one or two people whose power has gone to their head, it can demoralize subordinates, cause valuable talent to flee, disempower teams, and lead to foolhardy strategies. Whether you are a board member, a CEO, a senior executive, a high-potential employee on the rise, or an HR leader concerned about culture, you need to understand how such hubris works so you can head off its destructive effects on careers and on your company.
My Comment: This is an excellent article to help you address excessive confidence in both executives and to prevent it from happening to you. As the authors point out, this hubris is often acquired over time as leaders encounter fewer peers and people who will tell them the truth. You can counter these influences with intentional strategies to leverage doubt in decision-making, Own the UGLY, and Channel Challengers.
Most leaders (the less than great ones) can become afraid of learning their employees’ true feelings towards the company and its overall structure. In turn, they shy away from even initiating such conversations and asking the important questions.
Strong leaders, on the other hand, happily ask these questions with an eye on making things better for their team. When everyone is heard and acknowledged, only then can a leader make the right decisions and give each employee what he or she needs. If you don’t ask, who will?
My Comment: WOW – there is definitely a theme this week – three articles in a row focused on getting feedback from your employees. McKinney’s questions will help you assess your team’s health and how the individual employee is doing. In order to make questions like these to work, you’ll need to have built relationships with your people (so it feels like a conversation, not an interrogation). In addition, be sure not to react or punish people for the feedback they share.
Micromanager. It’s one of the least flattering labels one can be tagged with in business today. It connotes an unproductive level of involvement in the work and work products, excessive need for control, nit-pickiness, attention to unnecessary details and a generally unpleasant overall workplace experience. Nobody wants to be a called a micromanager.
Question: But, what’s the alternative?
Answer: Become a macromanager!
My Comment: There are some great suggestions in this one to help you get out of the weeds, stop micromanaging, and focus on what matters most. One of the things I appreciate here is Julie’s acknowledgement that many managers micromanage because it’s all that they know. They know how to do the work. They know the individual contributor role very well. It’s uncomfortable to learn a new set of skills and to view the world differently – from the view of a macromanager. One additional way to avoid micromanaging is to focus on how you delegate. Focus on the outcome. Don’t delegate the “how”; delegate the “what”, be clear about the finish line, and schedule a mutual appointment to receive the project back from your team member.
I’ve interviewed a lot of people in my career for all kinds of positions and from many backgrounds. Most people have favorite interview questions to ask and some believe certain questions can quickly reveal what they need to know about a candidate’s cultural and positional fit.
The leaders with the greatest success in hiring the right talent often like to point to the exact questions that made it clear that a candidate would or wouldn’t work. I’ve made it a hobby to consider the questions that really made me think and to experiment with the ones that make it hard for interviewees to prep for, as those are the ones that reveal the most.
I often ask people from different walks of life about their “go to” interview questions and why are they so important. Here’s what I’ve collected.
My Comment: I’m a fan of behavior-based interviewing. If you only have 20 minutes with a candidate, start there. This is an interesting list of interview questions for the times when you want to go deeper. Most of them provoke thinking and may give you insights into a candidate. They may be most useful when you’re looking at a deeper partnership with someone. Some of these questions, however, I’d have to see in practice before I would recommend them. In particular, #3 is absolutely not mutually exclusive and I’m curious what is behind this one.
What thoughts do these articles bring to mind? Do you see something differently than the author? Did you have a favorite leadership article this week? Leave us a comment and let’s hear from you.
Each week I read leadership articles from various online resources and share them across social media. Here are the five leadership articles readers found most valuable last week. Click on the title of the article to read the full text. I have added my comment about each article and would like to hear what you think, too.
For a couple of decades, I began every supervisory skills class by asking the participants what they wanted to learn most. “How to talk to team members about behavior and performance” was always at the top of the list. Here’s what you need to know if you want to do that part of your job well.
My Comment: This issue continues to be both one of the most sought-after leadership development skills as well as the hallmark of effective teams and organizations that succeed in their work. Bock does a great job laying out important aspects including the vital need to build a relationship with your team members long before you’ve got to have a tough performance conversation. I’d also call attention to what he calls “the really hard part:” being quiet. As we’ve shared the Winning Well INSPIRE model for holding coaching and accountability conversations, many organizations are reporting back that when they ask what’s going on and invite the other party to come up with solutions – and then be quiet – they are seeing tremendous results. The people involved come up with better solutions that they own and then implement.
Creating a healthy company culture is my passion. It began with the development of my first technology company, PC Care Support, and it has continued throughout my work with Simplus. As I study the online performance reviews of competing businesses, I have noticed something interesting: while companies offer incredible benefits like personal budgets for employee development training, free doughnuts, and gym passes, the reviews for some of these companies are poor.
Studies show that companies spend about $270 million per year on employee engagement strategies. “But approximately 63 percent of U.S. employees aren’t fully engaged in their work,” says Forbes writer William Craig. Here’s what I’ve found: If you want a great culture and true employee engagement, provide benefits that positively impact not just your employees but, more importantly, those whom they love.
My Comment: No work perk will ever overcome poor leadership or a bad culture. If you really want good employee engagement, build a clear strategy that helps them to win, generate ongoing wins, and cultivate awesome leadership at every level. Westwood’s suggestions are strong ways to focus your benefits – his suggestions communicate to your employees that you see them as a human being, that you are aware they have a life beyond the workplace, and that you care about those things. That said, even those types of perks will only be valued when they’re offered from a foundation of good leadership and a positive workplace culture. Otherwise, great benefits can’t help engage people with their work.
That moment you realize that the words coming out of your mouth belong to someone else.
I remember one of those moments. I sat across a table from the new CEO. Just the two of us. His question felt like a fist to my stomach.
“What do you think about the new team?”
To be honest I don’t even remember all the details of the conversation. I just remember I didn’t speak the truth. Oh, I tried to toss out a few subtle hints but in the end, I bailed and told him what I thought he wanted to hear. I spoke his words, not mine.
This was mostly because I didn’t trust him. Many of new the team members were people he had handpicked and that worked with him at his prior companies. To say anything critical seemed dangerous.
My Comment: I think we’ve all been there. Perhaps because you were scared. Or you didn’t yet know what you thought. Or perhaps you were trying to manipulate the situation. Regardless, you can’t lead without owning your voice and having the confidence and skill to speak your truth. Speak the truth compassionately. It doesn’t always mean you’ll get your way, but your confidence and influence will grow, as will others’ respect for you.
I recently had a great catch up with my younger brother and youngest sister over a meal in their favorite local restaurant. Our conversation was free-ranging, covering a multiplicity of subjects.
However, a part of that conversation with my brother struck the deepest chords and prompted my thoughts in this post.
He works for a large national, not-for-profit organization in the UK, and it is mired in yet another major restructuring process, driven, as ever, by dwindling funding. The current process has been on-going for months.
My brother has worked for this organization for many years, and it appears to me that ‘change’ for this organization is an ever-present, as it strives to find the ‘best’ solution to delivering on its agenda. However, the current change process must be at least the fifth or sixth such process in about the past eight or so years.
Why so much change with so little apparent effect?
My Comment: Early in my career I would watch, amazed, as people I knew to be decent human beings, who were fairly self-aware and understood on-the-ground realities, would get into leadership roles and seem to change into unaware user managers. As I share in Winning Well, I’ve also had employees come and point out to me that I had undergone the same transformation and was not acting in line with my own values. What happens that causes these changes?
There are several reasons, but among them is the issue Thurlbeck brings up: groupthink. It’s a failure of all members to think critically and independently analyze an issue. It’s human nature to think that ‘enough of us can’t be wrong,’ but it happens all the time. We invite you to Channel Challengers – to find your truth-tellers and intentionally introduce different opinions. To consciously ask yourselves to “Own the UGLY” and explore the silent places that may be eroding your effectiveness or the opportunities that are right in front of you, but invisible until you seek them out.
I recently read the book Hit Refresh by Satya Nadella.
What stuck with me is the episode he narrates about a question that he was asked while interviewing with Microsoft.
Here is what the story says…
Satya Nadella was asked this question when he wanted to be part of Microsoft.
“Imagine you see a baby laying in the street, and the baby is crying. What do you do?” he asked.
“You call 911,” I replied without much forethought.
Richard walked me out of his office, put his arm around me, and said, “You need some empathy, man. If a baby is laying on a street crying, pick up the baby.”
It is interesting how a CEO of a large company like Microsoft talks about empathy and its importance.
Empathy is considered the most important skill to have in the corporate world. People at all levels in the corporate hierarchy need to have this skill. With so much technological disruptions taking place in the digital global world, the human quality, Empathy becomes crucial.
My Comment: There is all-too-human tendency to reduce people from full human beings deserving of dignity and respect to their function. They go from being “Susan”, who has two kids, an ailing mom, and loves Italian food, and “Chase”, who is engaged, flies drones on the weekends, and wants to make a difference in the world to being “the reps.”
When we reduce people from their humanity to their role, we lose the connection we need to be effective leaders. The antidote to this reduction is empathy. Connect, pay attention, reflect what you hear. It only takes a few moments to cultivate that connection and restore someone’s humanity.
What thoughts do these articles bring to mind? Do you see something differently than the author? Did you have a favorite leadership article this week? Leave us a comment and let’s hear from you.
As a leader, how do you foster better communication on your team? How do you ensure they’re picking up what you’re putting down? How do you help them get it?
It had been a long night…and morning…and afternoon at the airport.
The kind where cancellations and delays compound into a complex verb of frustration that includes four letters. The kind where you start to notice the characters around you and make up their stories.
I had pegged the guy next to me for a Baptist preacher. Among other signs, it was HOW he earnestly offered to watch my stuff as I went to the bathroom, “Ma’am I’ve been watching ladies purses for decades. I watch my wife’s purse. I watch my girl’s purses. I watch my wife’s friend’s friends purses. So whatever you need. I’m your purse watching man.”
And I trusted him.
He was on the phone when I came back from the bathroom. He silently nodded and grinned toward my big red purse which also serves as a computer bag, dongle carrier, journal holder, with nooks and crannies for light snacks and kombucha.
Nope, definitely not Baptist preacher–bankruptcy lawyer. Now I’m intrigued and can’t help but overhear his conversation occurring in such a beautiful Southern drawl it would have been fun to hear, even if I couldn’t understand the words.
“Now my wife says I hear okay, but I doooon’t listen tooooo gooood. Let me repeat back what I’m hearing you say you want to do.”
Silence as the caller responds. Then…
“You see sir, my wife is right. That is just NOT one of the options. Let me be clear. You CAAAAN’T do THAAAT. How about this? Let me share with you your three options again.”
Gives three options. Then…
“You sleep on it. Call your Momma or talk to your wife…and then we’ll talk again tomorrow.”
I’m beside myself. This is the most remarkable Winning Well check for understanding I’ve ever heard. Full-on confident humility.
“Sir, Thank so much for watching my bag, and indeed you are a remarkable purse watcher. AND I couldn’t help but to overhear…What you did there was brilliant.
You see I wrote this book… and my co-author (now fiance, but that’s another story) and I had this remarkable disagreement about whether the ‘check for understanding’ should be included. I thought it was too simple. He swore it was a vital concept. As we’ve been doing workshops, guess what’s one of the top 10 take-aways?
The funny part is, the higher the managers are in the organization, the more they love it.
It’s so easy.
‘Do a simple check to understand…are they picking up what you’re putting down?’
Instead of ‘Any questions?’ or ‘Are you with me?’ You ask… ‘Okay, so I just want to check to ensure we’re all on the same page…’ and then get them to repeat back. ‘What are we going to do first? And then? By when?’ “
He shared, “Karin, I’ve been doing this for years. When people are going through bankruptcy or periods of change and uncertainty they hear what they want to–not necessarily what’s true. I give them a way to hear it again.”
Amen.
There’s real power in hearing what your team hears. That’s a great start for fostering better communication.
Have you ever felt this way? You’ve got great ideas. You care deeply. AND you’re frustrated. Why is no one picking up what you’re putting down? Don’t give up. Take a careful look at your idea in the context of your other behaviors and interaction with the team.
If you want your idea to gain traction–start with talking about what you’re doing to help.
“Here’s what I’ve already done to get us started.”
“Here are five ways I can help.”
“Here are some additional resources I can contribute.”
You’re all ideas–no action. No one wants to listen to the guy creating a lot of extra work for THEM to implement. Build a strong reputation of contributing to other people’s ideas first.
Sounds crazy, right? And yet it happens all the time. “This is probably a dumb idea…” “I’m sorry but…”
What? Did Karin Hurt the “gung ho” queen just say that? Why, yes I did. Don’t shoot yourself in the foot by being overly emotional or so passionate people wonder what you put in your oatmeal that morning.
Boy did I have to learn this one the hard way. In my early career, I had a few ideas that I know were just brilliant die on the vine. How do I know they were good? A few years later when I’d built strong trusting relationships sideways, I tried something almost identical again, and people were lining up to help. If you want folks to come along, work hard to get along. Invest in prioritizing your peers and the next time you look around there will be more people by your side ready to listen.
Of course, the side benefit here is that if the whole gang’s all in, your boss will be much more eager to listen.
Your ideas matter–positioning them takes practice, but it’s worth it.
See Also: the V.O.I.C.E. Approach and the PERSUADE Model
Looking for more practical tools to improve your leadership? Check out our book, Winning Well: A Manager’s Gude to Getting Results–Without Losing Your Soul
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