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.
Your Turn
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.
I would have asked about the timing to ensure I didn’t miss it.
Sophie Blumenthal of 
