"Learning is about more than simply acquiring new knowledge and insights; it is also crucial to unlearn old knowledge that has outlived its relevance. Thus, forgetting is probably at least as important as learning.” - Gary Ryan Blair
As consumers we pay great attention to the expiration date on a perishable item – imagine drinking milk two weeks past the "best if used by XX" date. Leadership skills can also be perishable and we run the risk of becoming irrelevant and ultimately ignored. The good news is remaining relevant is our decision and within our control.
Relevance is about being in the moment and connected to what is happening around you. We worry about our relevance during critical career moments, particularly when we stop waiting for the “call” and our next promotion. This realization can be our decision early or late in our career, as we are satisfied our work and personal needs are being met. Another scenario is the organization makes the decision for you, sometimes through feedback and often in painful silence, and you watch new opportunities from the sidelines.
These career plateau situations tap into our desire for significance. Will I be removed from my important role and assigned “special projects”? Can I really keep up with technology? Are my relationship skills no longer valued? The reality is the risk of perishable skills can occur at any age and the answer is to intentionally reinvent ourselves to sustain a meaningful career.
I recall a situation with one of my own mentors who was approaching retirement. He and I were having a candid discussion regarding my next career move. He was an excellent teacher and had sponsored me for several promotions. During our visit he surprised me by saying, “I am not sure I can help you moving forward – my influence is not what it used to be”. I could hardly believe what I was hearing and left the session feeling rejected. He encouraged me to reach out to a younger leader who was quickly moving up the corporate ladder. In the end, his selfless advice proved to be true and he remained relevant as he reinvented our relationship from mentorship to friendship.
Three keys to keeping your leadership reputation fresh and relevant:
Credibility
Experience is a wonderful asset and needs to be nurtured through continuous learning. Stay current on the changes underway and reinvest in your strengths – we get stronger through resistance not relaxing. Remaining relevant involves projecting confidence to others through what you know and how well you deliver.
Energy
Invest in your physical and mental well-being. The pace of the workplace continues to increase and your capacity will be tested. Develop a regular exercise plan and energize your learning process through new material and relationships. Energy drives initiativeand initiative drives results.
Relationships
Relationships, like products on the shelf, can get stale. The individuals who helped you succeed will eventually move on and you will be challenged to invest in a network makeover. These new contacts will improve your current career, future career, and serve as a resource to mentor the next generation.
Extend your leadership perishable date by regularly investing in what it takes to remain relevant – credibility, energy, and relationships. When you are a relevant leader people want to do business with you, recommend you to others, and follow you.
“No individual has any right to come into the world and go out of it without leaving behind him distinct and legitimate reasons for having passed through it.”
- George Washington Carver
Leading through transitions is an opportunity to excel and I frequently encourage clients to read The First 90 Days by Michael Watkins, a great resource for leaders assuming a new role. What about your last 90 days, leaving a role or organization for a new opportunity?
The legacy you leave is your reputation – a career asset to be carefully protected. Departing with character includes completing your obligations and maintaining key relationships moving forward. The solution is having a clear exit strategy to benefit the organization and yourself.
I learned a painful lesson when I was brought on to replace an ambitious individual who had been recently promoted. He had been very focused on pleasing our senior executive and he neglected his peer group. His peers perceived him as dismissing their importance and not being a team player. As a result, his peers were very skeptical of me and I realized my top priority was to build relationships. My list of ideas to improve the department would have to wait. The primary lesson I learned was a smooth transition between leaders involves working together to promote a mutually beneficial exit strategy.
Three keys to an effective exit strategy:
Finish Strong
Once you announce you are leaving, others will understand change is underway and you will be juggling multiple roles. Identify two or three obligations you can complete by your transition date. Your commitment will enable your leadership team to have a succession plan. Completing these obligations gives you a sense of accomplishment, builds a positive reputation, and sustains key relationships moving forward.
Gratitude
As we leave opportunities, we realize all the individuals who have helped us along the way. The irony is these individuals have always supported us – and sometimes their importance is finally realized when we depart. Take the time to say thanks and be specific as to how they helped you grow.
Running Start
A great way to promote a seamless transition is to prepare your replacement - providing a running start. Many of us eagerly begin new roles and we are stuck in uncertainty. You can provide a running start by sharing important job duties, people insights, and potential office politics challenges to make their first day a productive day. Your replacement will be very appreciative and becomes a valuable member of your network.
We all want to leave opportunities in a better place than when we arrived. Finish strong, express gratitude, and provide your replacement a running start. Your reputation will be the wind at your back as you move forward to new opportunities.
“Like a welcome summer rain, humor may suddenly cleanse and cool the earth, the air and you.”
- Langston Hughes
Laughter is often the best medicine in life – but what about using humor in the workplace? In the work environment we are expected to be sensitive to others and treat people with respect. In fact, there are policies in place to promote appropriate behavior. So is it smart to use humor in today’s workplace?
The answer: yes. Humor and respect for others are not mutually exclusive. Effectively using humor can drive positive emotions in the workplace. Laughter can build relationships, encourage creativity, and reduce tension. Employers frequently list having a sense of humor as a desirable quality in new employees.
So if all this is true, why are certain leaders reluctant to include humor as they relate to others? I have had leaders say that using humor is a minefield, filled with potential misunderstandings. Others say humor may contribute to a hostile work environment, which is certainly not where an organization wants to be. I also believe there is a risk to humor and some leaders prefer to play it safe.
I recall a business trip years ago that resulted in a humorous story, and the joke was on me. Following a full day of meetings, I was exhausted and heading to the airport on a Friday afternoon. Arriving at the terminal I was ready to check-in and suddenly noticed there were no passengers. I asked an employee what was happening and he smiled. He told me the new airport on the other end of town had opened that morning. Racing to the new airport I watched my flight depart on time as I entered the parking lot. This was the last commercial flight of the day and I spent the night. I use this story to remind others, and myself, we all make mistakes and to be careful of our assumptions.
Three principles to effectively use humor in the workplace:
Humility
A study published in the Leadership & Organization Development Journal reported that leaders who use self-deprecating humor appear more approachable and human to subordinates. Similar to my airport story, focusing humor on your mistakes or shortcomings is a message to others about your humility. Sometimes the joke needs to be on you.
Appropriate Material
Where can you find good, clean material? Everywhere! You don’t need a library of joke books. There is humor all around us – pay attention during your daily routine. The grocery store, driving, or attending a sporting event. Good taste needs to be your standard –know your audience and check your material if in doubt. Office humor needs to be inclusive and positive. Sarcasm may generate a few temporary laughs but is disrespectful to individuals and your organization. Personal insults and insensitive material may violate company policies preventing a hostile work environment (race, gender, age, etc...). Understand the boundaries - the office is not a comedy club.
Maintain your Credibility
Leaders must consistently model the way that humor is accepted and appreciated. We need to be careful to use just enough humor without eroding our credibility. Constantly laughing or joking can result in others not taking you seriously – pick your spots.
The art of leading with humor is within our reach. Applying the principles of humility, appropriate material, and credibility will enable you to connect with others more effectively. Remember, the most effective laugh may be the one on you!
“If you want to have an interesting dinner conversation, be interested. If you want to have interesting things to write, be interested. If you want to meet interesting people, be interested in the people you meet—their lives, their history, their story.” – Jim Collins
Life is based on experiences, including the books we read and the people we meet. These experiences represent our learning portfolio, affecting how we see the world and lead others.
But an effective leader needs a variety of experiences to help them grow. Sometimes, it is easy for us to stay within our comfortable routine and resist change.
I learned this the hard way. I did not pay attention to critical relationships early in my career. My work routine involved going on break (do breaks still exist?) and having lunch with the same group every day. We had fresh gossip or a mistake made by our supervisor to feed the conversation. My point of view was strongly influenced by this group, and a mentor finally challenged me to be wary of my associations.
This advice caused me to reconsider my social interactions and reorient my relationships towards individuals who were moving the organization forward, a transition that was not easy and changed my career. This resulted in building connections to new people, greater career satisfaction, and becoming a more interesting leader.
I challenge you to do the same. An effective leader can build an intentional learning portfolio through critical reading, thinking, and relationships.
Critical Reading
For years I would read articles and books based on an interesting title or concept, with little regard for the author. My moment of truth came in graduate school at Bradley University when my professors challenged me to read critically, discern the author and their point of view. I began to understand that reading to reinforce my current beliefs was not helping me grow. Take an inventory of the newspapers, magazines, and media sources that shape your views – what alternative sources are available to widen your perspective?
Critical Thinking
Critical thinking is all about asking effective questions, recognizing assumptions, objectively testing potential solutions, and effectively communicating in practical terms. Let’s look at a common example – evaluating data. Making decisions based on data that is convenient, subjective, and narrow is a shortcut with expensive consequences – both for you and your organization. A better approach is questioning the sources of information, identifying the root cause of the issue, and developing a story to support the data. We are rewarded for the decisions we make – critical thinking pays dividends.
Critical Relationships
As I mentioned in my story of being wary of your associations, take a look at your daily routine and calendar. Are you surrounded by individuals who are catalysts foropportunities or more of the same? We certainly need to have champions and critics to help us grow. Manage your relationships to keep you informed, inspired, and relevant.
Don’t be a prisoner of your experience. Now is the time to reflect on your reading, thinking, and relationships to promote your leadership development. Be an interesting leader and increase your personal impact.
Todd
Are You a Positive Leader?
“Complaining does not work as a strategy”
- Randy Pausch, The Last Lecture
Why do people complain at work? The source is generally caused by a feeling of fear or being helpless. No doubt many people today are being asked to do more with less, working longer hours with greater expectations and fewer resources. The result is often frustration about their job, supervisor, co-workers, and the organization. Frustration leads to complaining, complaining impacts the work environment, and as leaders we are expected to engage.
I attended a meeting several years ago where an unpopular HR policy was being introduced. The team was very frustrated and the meeting soon turned negative. The leader invited differing opinions as long as a potential solution was included. He ended the discussion by admitting he was not happy about the policy as well, but the team needed to make the policy work. I was impressed the leader took a risk by revealing his personal frustration, rather than just insisting the company is always right or there is nothing they could do, and the team appreciated his honesty and the group moved forward.
As leaders we experience deposits and withdrawals from our energy tank every day. Our tank rises when we encounter a positive individual or experience, and the reverse is true when we are told the glass is half empty. So how do we effectively lead others and manage our attitude through negative energy?
Here are three steps to leading positively: check your attitude, promote a fair process, and use positive language.
Check Your Attitude
Before you address the negative behavior of others, ask yourself if you are contributing to the problem. We often have a tendency to grade ourselves on a generous curve. Great leaders resist the easy road – contributing to the negative messages to remain popular or simply ignoring the situation. They understand the importance of remaining objective to promote a positive work environment. Check your objectivity by getting feedback from a trusted peer or mentor.
Fair Process
Your first goal is to understand the root cause of the negative behavior. Pursue the facts, ask questions, and expect solutions. Give your people the opportunity to be heard, a fair process, but remember success is a positive solution – not unanimous agreement. Experience tells us people are often more concerned about the process than the final decision.
Positive Language
One of my favorite questions in a negative situation is “what is the good news?” There are two sides to every story and complaining is centered on attracting others to a single point of view. A common definition of intelligence is being able to hold two competing thoughts at the same time, and we need to expect our people to be objective. Leaders welcome alternative views and set ground rules for team discussions to prevent gripe sessions. For example, playing the devil’s advocate to clarify thinking is fine – complaining with no solutions is not.
The reality is our human condition can cause us to see the dark side during challenging times. Challenge yourself to check your attitude, promote a fair process, and be a role model by leading with positive language. Your people are looking for a positive leader – let it be you.
Todd
Now That is a Great Question!
“By doubting we are led to question, by questioning we arrive at the truth.”
--Peter Abelard, French Philosopher
We learn early in life the key to success is having the right answer. Once you have the right answer, the question is often dismissed. But as we become leaders, the reverse is true – asking great questions is critical to make sure we get the right answer. The art of asking effective questions requires us to clarify, reframe, and promote action.
Let me tell you a personal story. I had a physical with my doctor years ago and he asked me about the prescriptions I was using. We went through my medications and he documented his chart. The session was about to end and he paused and asked – “what type of inhaler are you using?” I had been using an over the counter medication, not a prescription. He clarified my situation by reframing the question “you are still using your inhaler, right?” and put me on the right track.
CLARIFY
Leaders need to provide clarity in a world of disorder. We can feel pressure to keep things moving along and making decisions without the necessary critical thinking. Asking the following questions can promote clarity:
What is the problem we are trying to fix?
Let me see if I understand; there was no problem until ___?
What is the best use of our time right now?
What else do you need to consider?
Leaders define reality before rushing to a solution.
REFRAME
Questions are a beginning not an end. Effective leaders carefully listen to the question and often realize there is a better question available. For example, next time you are asked “what do you do” at an event try reframing the question to “what would you like to know about me?” Their response will tell you about their needs and interests – a better response than highlighting your resume.
PROMOTE ACTION
Once you understand reality and reframe questions to get the information you need, the next step is promoting a successful outcome.
Consider asking the following questions:
- How will you measure success?
- What happens next?
- Who will do what by when?
- What do you need from me?
Set up a successful ending by building accountability and support.
The next time you ask a question, or respond to a question, use your critical thinking skills to make your next move. Clarify the situation, reframe questions to determine true needs, and focus on success. Be prepared to respond to “that’s a great question!”
Todd
Changing the Expectations Game
“You should have high expectations for yourself and others should come second.”
-- Florence Welch, English Musician
Good leaders have high expectations for direct reports. But setting expectations can often be a one way conversation: the leader delivers and the associate receives.
What if we reframed this traditional approach? What do YOU need to do as a leader to make your people successful?
I have been blessed to work for a variety of leaders over the years. By my count, it's been 27 different managers in 32 years. Unfortunately, very few actually had expectations for me. We would discuss the technical aspects of my role, and perhaps "no surprises" would be mentioned, but we never discussed how we would build a professional, trusting relationship.
However, I did have one leader who had expectations for me and my professional growth. In our first meeting, he handed me a one-page document that included two sets of expectations and a personality heads up. This was much more than a document – it formed a trusted relationship.
I left his office that day realizing my prior understanding of setting expectations was upside down. Holding individuals accountable when they don’t know what is expected, and are not being effectively led, is a leadership wasteland. We need to recognize our people rely on us for rewards, resources, and career development; and our role is to create a high performing environment.
Three keys to setting your leadership expectations:
What I Will Do
Our people carefully watch our behavior as leaders. Sharing what you will do for your people includes accessibility, responsiveness, and feedback. If you offer to have an open door, respond to their EMAIL or phone calls in 24 hours, or monthly feedback visits – walk the talk.
My Pet Peeves
A pet peeve is something that annoys or bothers you so much that it takes you off your game. Examples could be tardiness, complaining about problems without offering solutions, or throwing your peers under the bus. Stay on your game by sharing your three pet peeves so others will understand your hot buttons.
What I Need
Leaders need to make sure our associates have the knowledge, skills, and abilities to do their job. Once this foundation is established, we need to focus on what is done as well as how it is done - the means to an end. Achieving results while offending others is not the answer. We need our people to achieve their performance goals with effective communication and collaborative teamwork.
Expect more from yourself to realize more from your people – they will follow the leader.
Todd
