I’ve been wanting to share these four foundational people leadership skills for quite a while now. In over a decade of working with thousands of leaders, I estimate that 80% of all people leadership challenges come down to one of these 4 skills:
Assume Positive Intent
Set Clear Expectations
Give Quality Feedback
Master these skills, and leading people will be a rewarding experience – for you and the ones you’re privileged to lead.
No one has gone untouched in 2020. But it hasn’t just been the COVID-19 pandemic that has impacted each person, it’s the repercussions. Work instability, financial hardship, rapid pace of change, family lifestyle adjustments, isolation and loneliness. The stress, anxiety and pressure have reached new levels for many individuals. One Johns Hopkins study noted that one in four individuals will suffer a mental health disorder in any given year… and that was before COVID came.
These are the people you work with. These are the ones you lead. This is your reality in 2020.
Resilience is the ability to persist through challenging situations and overcome adversity. But what is the leader’s role in these challenging times? How can leaders provide the resilience their teams so desperately need?
Here are six questions leaders should use with their teams to get the conversation started.
What’s the quality of your conversations with your young professionals? More specifically, what questions are you asking them?
In my new book Stand Out!, I share that young professionals today are the leaders of tomorrow. The reason is a matter of simple mathematics. When the Baby Boomers retire, there won’t be enough Gen X’ers to take their places. Ready or not, it’s time for young professionals to prepare to lead.
The question isn’t if. It’s how soon… and whether or not they’ll be prepared. If you’re a leader, a big part of that responsibility falls on your shoulders.
Have you ever received the good fortune of being promoted to the new leader of your team, only to find that life got complicated and edgy the moment you started? All of a sudden, your peers knew you as “boss” and not just their buddy. There’s a vast difference between the two.
What did you do in that situation? What should you do? Many leaders of former peers struggle at first. Some even go so far as to request a demotion in order to return to the way things were. There has to be a better way.
If you find yourself leading former peers, here are some steps you can take.
I first heard the term “servant leadership” in high school. Since then, I’ve seen and heard it referenced over and over again in books, presentations and casual business conversations. One of my initial aversions to the term was that while it sounded nice, the connection to results was soft or overlooked entirely. In other words, it felt like a “nice guys finish last” strategy. After all, leaders are expected to deliver results or they won’t last long.
The more I’ve studied business and leadership effectiveness, the more I’ve learned that servant leadership is a supportive, inclusive and empowering style of leading others. In short, it puts the needs of others above the needs of self, but without sacrificing the underlying needs of the organization.
Many leaders want to grow in servant leadership. I know, because they tell me so. But sentiment isn’t enough. What we all need is a strategy. These four items are a good place to start.
Decisions fascinate me. Occasionally they come easily. Sometimes they are difficult. Oftentimes they’re stressful. Some have huge implications. Most have a variety of influencing factors. Some decisions turn out perfectly. Some blow up entirely.
Leaders are responsible for making important decisions that by nature aren’t easy. In fact, in a certain sense the essence of one’s leadership is the sum of the decisions he or she has made over time. Unfortunately, many leaders struggle with the decision-making process. I’ve written before about the need for leaders to have the courage to step up and make the tough calls. I’ve also shared an insightful decision-making process I’ve found.
Fortunately, decision-making skills are a lot like public speaking skills. The more you step up when others shy away, the greater your influence will become.
Below, I’d like to include a variety of factors I consider when making decisions that will have significant organizational impact. These are factors I often use – and encourage those I’m responsible for to use as well.
When I think about what makes a great boss, one of my first items is someone who really knows what they are doing – a true expert. And when I think about what makes a true expert, in my mind it’s always an older person, someone with sage-like wisdom who has been where I am… but a long time ago.
If you’ve worked for any length of time, you know that’s just not realistic.
I’ve managed folks who were older than me in the past and recently finished an assignment with my first younger boss – a great experience for me. If you’re younger than the folks you lead, keep these best practices in mind.
This post comes courtesy of Mark Miller, a best-selling author of 6 books, an in-demand speaker and an executive at Chick-fil-A. His latest book, Leaders Made Here, describes how to nurture leaders throughout the organization, from the front lines to the executive ranks and outlines a clear and replicable approach to creating the leadership bench every organization needs.
More than 10 years ago, I had the privilege to co-author The Secretwith Ken Blanchard, a book about Chick-fil-A’s point of view on leadership. It was a lot of fun doing the book with Ken and even more fun talking to groups all over the world about leadership. What I didn’t expect was the question that I received over and over again… “We’ve read The Secret, what’s next?”
I love the opportunity for new partnerships. Having been on both sides of vendor & client agreements, I’ve enjoyed some partnerships so incredible that folks were often eager to work extra long days – and then chum together afterward. Unfortunately, I’ve also been in situations where colleagues rued the day an agreement was signed.
In the end, high quality partnerships come down to trust. But if you rely on blind trust, you’re probably in for a rude awakening.
If you are responsible for signing up a new vendor, these 14 questions will significantly increase your likelihood of a great partnership experience and reduce the many business risks of a poor one. Some questions you can and should ask the vendor directly. For others, you will need to do your own homework. Here they are.
You just finished a project, event, engagement or training exercise. It’s time to get some feedback. What do you do next?
The After Action Review (AAR) was originally developed by the U.S. Army to analyze and report on training exercises. Today the military uses a range of formalities (as do countless industries and organizations), but the essence is to capture two elements: what went well and what can be improved in the future.
Socrates uttered the immortal phrase, “The unexamined life is not worth living.” Examining professional events may seem less dramatic, but it’s a critical component if you wish to improve. Also, keep in mind that an AAR shouldn’t substitute for a comprehensive program evaluation. (In fact, an AAR only partially measures to Level 1 on the Kirkpatrick Learning Evaluation Model.)
Here are several simple tips for performing high quality after action reviews.
We hear so much about coaching these days. Leaders need to coach more. Employees need more coaching. High performers need coaching. Low performers need coaching. As leaders, how can we know we’ve done enough? And what does a quality coaching conversation actually look like in action?
Over the years, I’ve adopted a simple definition of coaching: “To coach is to develop another person by listening and asking questions to clarify ideas and commit to action.”
If you look closely, you’ll notice five key characteristics. I’ve listed each of them out below:
“If you were a fruit, what kind would you want to be?” That was the ice-breaker that kicked off the worst meeting I’ve been a part of. It took 30 minutes for everyone to contribute. The meeting ran 25 minutes long. Not only was it a complete waste of time, by the end I felt like I owed the company stockholders an apology just for attending.
In general, I tend to enjoy work meetings, but many business professionals dislike them – and often with good reason. Some detest them. Others bemoan their lack of ability to get any “real work” done when meetings pile up. Even the late Peter Drucker considered meetings a necessary evil.
Poorly run meetings can be exasperating. But productive meetings are essential for collaboration, decision-making and team effectiveness. Meetings are also expensive and can waste considerable time due to disorganization, lack of discipline and ambiguity. These best practices can help your meeting stand out, whether you are an organizer, presenter or participant – both for in-person and multi-site.