What is Your Change Style?

Stop and think for a minute. No really, slow down…take a deep breath...and think for an entire minute on this question:

As a leader, what is the single most important thing you are trying to change in your organization?

Okay. Do you have that ONE thing in mind? Now write it down.

In my work as an organizational consultant and executive coach I often work with leaders who have several things they are trying to change at the same time. They are trying to make their organization more efficient, more focused, to think in a new or different way.

It would be fairly easy to lead if you only had to make one change at a time, and you could do this in a linear and synchronous fashion. No one I know in leadership has this luxury. Change is all around you, coming at you from every side:

• Budgets change

• People change

• Expectations change

• Visions change

• Customers change

• Products change

• Regulations change

• Bosses’ minds change

And often all these types of change happen at the same time. Sometimes you are in complete control of these changes, and other times you feel like you are in more of a reactionary position.

No matter the type or the position you find yourself in, as a leader one thing is clear: Part of your calling is change! No one these days is interested in people who can lead the status quo.

Style Preferences

One of the things I have been thinking more about over the past several months is not necessarily the types of changes or even my level of control, but more so about how my team members and customers approach change. In our organization we have a lot of change going on:

• We have added 2 new team members.

• We are launching a new website the first week of April

• We have taken on more organizational consulting projects (mostly team culture work)

• We have added a new Stress Management course to our teaching repertoire.

• We are doing executive coaching in new industries and with new clients.

Change is everywhere!

But I have been trying to focus less on the “what” that is changing and more on the “how” each person on my team responds to change.

Let’s face it. Some of you are change junkies. Change gives your brains a huge dopamine rush and you get an overwhelmingly positive feeling when things are changing. Some of you like to move so fast that you end up getting several steps ahead of everyone else and you are forced to slow down or lose others completely. Others of you realize change is eminent, but have more of a slow-and-steady-wins-the-race-approach.

Experts on change agree that while there is no “one-style-fits-all," each of us has an approach or style that we are more comfortable with when it comes to change.

Changes Style Indicator

A new tool that I have been using to better understand the change styles of the folks on my team is the Change Style Indicator. This is a simple and easy-to-use assessment that gives people a glimpse into their style preferences when they are faced with change. The assessment takes less than 10 minutes to complete, then you are scored on a change style continuum of three styles that represent distinct approaches when responding to change. The continuum ranges from Conserver Style to an Originator Style, with a Pragmatists Style occupying the middle range of the continuum.

I have found that working with my team in light of this assessment has really helped us to manage all the change we are facing in a more productive way. While this tool does not give any indication of whether or not we are good at change, or even if our styles are effective for the type of changes we are facing, what it does for me as a leader is:

• Allows me to approach everyone on my team as an individual in the ways THEY like to approach change.

• Get a much better feel for the underlying emotion and anxieties associated with the change.

• Better understand some of the natural conflicts that arise between team members based on the changes they are facing.

• Get better at responding, helping to enhance collaboration and even encourage the team to innovate.

But hey, don’t just take my word for it. I asked Michelle, who is new to my team, to answer a few questions on her perspective on the Change Style Indicator.

Michelle, how easy was this assessment to take and how long did it take you to complete it? The Change Style Indicator assessment was simple to take and only took me about 15 minutes, including the time to read the instructions. The questions are straightforward and ask you for the response that immediately comes to mind. There are no "right" or "wrong" answers, you are just asked to be candid in your responses.

What is one thing that you learned about yourself from the assessment that you didn’t already know? I have utilized several personality and communication style assessments, but I've never taken one directly related to dealing with change. I enjoyed reading the detailed results report, which indicated I am a "Pragmatist" with a "Conserver" orientation. This means that I prefer the kind of change that happens for practical reasons, and I want to make sure any change is a group effort, keeping in mind what is best for the team.

How do you see using this assessment as you Influence others on our team? The results report provided a useful outline of my strengths and weaknesses when dealing with change. This is a helpful for my work in the future as it gives me tools to explain to other team members how I can best contribute to change within our organization. If everyone on my team utilizes the Change Style Indicator, it can help us when planning our work so the assignments and expectations are tailored to suit the strengths and weaknesses of each team member.

What advice would you give to someone who wanted to be more influential as a leader in their organization? Self-awareness is an essential skill for any leader. When working with a team, you not only have to understand yourself, but also be able to adapt your style when necessary to get the best results with your group. The Change Style Indicator is a useful key to self-awareness in managing organizational change.

Thanks, Michelle! As you can see, simple tools like this can be quite effective in helping us as leaders to assess our teams and what the best approaches might be to maximize our change-opportunities.

Homework:

I want you to go back to that change that you wrote down initially. Now think about all the people on your team who are affected by that change. What words would you use to describe the way they approach changes. I think really taking some time and assessing how people respond to change can make all the difference in how effective we are, as leaders, in making change happen.

If you want to know more about how you can become certified in this simple instrument to use with your team send me an email at info@drscottlivigston.com and we will get some information your way.

What Do Followers Want From Their Leaders?

I have been thinking a lot recently about the dynamic relationship between leaders and followers. Primarily, my thoughts have centered around the fundamental concept of what it means for someone to lead me and what words best describe me as a follower, what I want a leader to contribute to my life. I don’t expect that what I am about to share will rock your world in any way. In fact, prior to reading on. why don’t you answer these questions for yourself, and then compare your thoughts to mine?

• What does it mean for someone to lead me?

• What word or words best describe what I want a leader to contribute to my life?

Let me tackle the second question first:

Contribution

As I spent some time contemplating what I want a leader to contribute to my life, these four things came to mind:

• Trust in the vision they are creating. I think there is an inherent assumption that if I am going to allow someone to lead me in some way, then I am going to invest my time, talent, and/or my resources working toward whatever picture of the future they have. For me, if I am allowing someone to have influence over my life in any substantial way, I have to have some assurance that they are credible and have access to the knowledge and skill to get us moving toward our desired future state.

• Hope that the future is safe and abundant. While risk is inherent in any leader-follower relationship, I do think the Hippocratic Oath has merit not only in medicine but in leadership: First, do no harm. Resilience and optimism are both integral parts of the faith that we all put in leaders that have influence over us. We do not expect them to be perfect. It is reassuring that as we journey we will do it together and watch out for each other.

• Love me for who I am and how I was created. I am not talking about romantic love, but a brotherly love. A kind of love that recognizes the influence a leader has over me and yet respects my value and recognizes how I fit into the organization. No matter what happens this leader will have my back and I have theirs. This love values my strengths and accepts my weaknesses, a love that shows compassion.

How about you? What words did you come up with that you want a leader to contribute to your life?

As I reflected and examined the question above I noticed that in each of the descriptions I wrote another word kept surfacing that is a perfect one-word description of what it means for someone to lead me:

Influence

Influence is the sum of positive (I choose to focus on positive rather than coercive) behaviors that you as a leader exhibit that have an impact on the choices I have as a follower.

As a leader, you have a vision you are trying to implement, and an idea for how to get there. As a follower of yours, I recognize that you have some kind of authority over me. You don’t need to flaunt it. You have some idea about the direction you want all of us to go. You recognize that we have choices and hence you must be adept at getting your vision clearly articulated. You must be skilled at getting your thoughts and ideas integrated and communicated into the social structure of the organization. Influence is the idea that I “buy in” to your thoughts and ideas and am choosing to come along with you. As time moves on you continue to have some degree of power over my choices in the form of increasing my faith, knowledge, experience, and my integration into the community you are leading. As leaders, we must never forget that while it may seem desperate at times for some followers, they do have a choice whether to remain under your leadership or not.

Influence is the idea that I “buy in” to your thoughts and ideas and am choosing to come along with you. As time moves on you continue to have some degree of power over my choices in the form of increasing my faith, knowledge, experience, and my integration into the community you are leading. As leaders, we must never forget that while it may seem desperate at times for some followers, they do have a choice whether to remain under your leadership or not. As a follower of yours, I really desire to align myself with the social norms you create. You don’t need to degrade me in public. As your follower, I know you are going to do things for me and expect things in return. Share what you expect and then work with me to see if I can hit your expectation.

What Is Your Influencing Style?

As you might have guessed, psychologists have been studying this idea of influence for almost 100 years. While some of the terms have evolved, the ideas supporting the original make-up of what it means to influence have remained fairly constant.

Using an Influencing Styles Inventory Assessment leaders can discover the style they prefer to use most often, the benefits of that style, and some of the traps that overuse or misuse can cause.

Click here to download a free example of an Influencing Style Assessment

This Influencing Style Assessment gives leaders the opportunity to obtain a certification to use with followers in their organization. This certification gives leaders and coaches a tool to find ideas and strategies for those in those in their sphere of influence to make them more effective.

Using The Influence Style Indicator

Angela is a new member of my team who is responsible for our marketing and social media efforts (you are reading this article, thanks to the hard work of Angela to get it out over many different media platforms.)  I asked Angela to take the assessment and answer some questions about the Influence Style Indicator so you could learn more about it

Angela, How easy was this assessment to take and how long did it take you to complete it?

It was very easy, I received an email with a link directly to the assessment, and I completed it in about 15 minutes.

What is one thing that you learned about yourself from the assessment that you didn’t already know?

I learned that it does not come naturally to inspire others when I am trying to influence, and I actually learned that I was wrong about what I thought it meant to inspire others with my influence.

How do you see using this assessment as you influence others on our team?

I want to be more inspiring when influencing our team. The assessment showed me what it means to inspire with influence, which brings unity to a team. I was given many practical examples for how to inspire in a constructive way that moves things forward. I learned that even though the style of influence I most often tend to use is in making rational appeals for why my leadership should be followed, I really feel that inspiration is something I'd like to work into my influence style. I would love to be someone who leads others in ways that make them feel hopeful about not only my leadership but also their personal well-being.

What advice would you give to someone who wanted to be more influential as a leader in their organization?

After taking this assessment, I would tell someone who wants to be more influential that they should really listen to themselves more closely when they are presenting their opinion on anything, not just in the workplace. Good influence is not just self-aware but requires a thoughtful care that often comes out through our words. There are many ways to influence, negative and positive, and when we are trying to influence others to go along with our plans, we can get so caught up in wanting to get our way that we do not stop to think about the best way to go about making that happen, and how to behave if that does not happen.

If you are interested in learning more about this assessment and how it can be valuable to your organization or your practice as a coach we would love to connect with you. 

Using Leadership Assessments with a Virtual Team

This article is the first in a four-part series for those who develop leaders to have more confidence and credibility.

Over the past 9 months at Livingston Consulting Group, we have been working on something pretty cool that I think many of you might find interesting, and possibly applicable to the leadership work that you do.

Here is Our Story

It all started with some conversations I was having with both my coaching clients and a few of the university students I teach in leadership development and executive coaching. At the end of my classes, I would get at least 3 emails from students saying something like, “I am getting a great education and will have a firm foundation for the direction I want my life to go. However, I feel like I am lacking the tools and resources to be successful.”

After having many phone conversations with these students about coaching, which often involved questions of process and procedure, coaching skill, sales and marketing, and practical development tools, I quickly saw needs and desires for leaders of all types:

• those who coach others

• those who shepherd others

• those who counsel others

• those who train others

• those who consult with others

• those who facilitate groups of others

The main message I heard as I talked with students and clients alike is that they desire to increase their credibility with those they serve. However, budgets are tightening, travel is becoming more restricted, virtual meetings are becoming a reality, and yet the leaders I talk with still lack quality tools to develop their followers.

Fast-forward to October of 2016: I am meeting with my virtual team (Brandi lives in Tampa, Angela lives in NYC, Michelle lives in Grand Rapids, Gretchen lives in Madrid, and Madison lives in Indianapolis,) and we are discussing Clayton Christensen’s book Competing Against Luck: The Story of Innovation and Customer Choice. In the book, Christensen outlines his "theory of jobs" that details how organizations should decipher what job it is that they actually do for their customers.

As we are discussing this book, someone on the team asked, "So, what job are our customers really asking us to do?"

This was an easier question to answer in regards to the training and executive coaching that I do. But when it came to providing tools and resources to those who develop others we felt like…we were missing the boat.

So we worked on it.

And we decided that our mission and the job we perform is: to provide confidence and credibility to those who develop others.

The Next Step

I will not bore you will the details of launching this new endeavor, but the real highlight is that we will be offering certification in 4 new leadership assessments starting in April of 2017! Over the next few weeks, I will be giving you a peak into what these tools can do for you as a leader, as someone who develops leaders, or someone who is interested in becoming a leader.

Emerging Leader Profile 360

This week I will be highlighting an assessment called Emerging Leader Profile 360 Feedback (ELP 360.)

This assessment is an electronic 360-degree assessment for those in an organization who are showing leadership promise and want a development plan that takes them toward this vision. This tool allows their superiors, peers, and subordinates to give the emerging leader competency-based quantitative and qualitative feedback.

Click here to download a free sample of the Emerging Leader 360 Report!

Brandi’s Experience

Brandi has been on my team for about 18 months now. She is responsible for all of our internal operations. While she has been in leadership roles in the past, the experience she had was not as positive as one would hope. So we decided to provide her with the ELP 360 as she is quickly emerging as a real leader on our team.

I asked Brandi a few questions that I thought you might enjoy her response to:

What was your overall impression of the Emerging Leader Profile 360?

I was pleasantly surprised by the comprehensive evaluation of my leadership that the Emerging Leader Profile 360 provided. Not only was the feedback I received from my manager, peers, and direct reports insightful and helpful, but I also found the self-evaluation to be incredibly valuable as it forced me to slow down and really think about how I interact with my work responsibilities, my colleagues, our clients, etc.

How did you initially feel when I approached you about taking the Emerging Leader Profile 360?

When I was approached about taking the Emerging Leader Profile 360 I was both excited and a bit nervous. Self-evaluation of my leadership is one thing, but to open myself up to the evaluation of others on my team was a bit intimidating. Feedback is often the catalyst for growth, so I was grateful to have the opportunity to learn about my leadership from the perspective of those who work closely with me on a day to day basis.

What is the most significant thing you learned about yourself from this feedback?

The most significant thing I learned about myself from this feedback has to do with my confidence as a leader. Both my self-evaluation and the feedback I received showed that I tend to “panic” when confronted or challenged by others. In the workplace, there will inevitably be times of unavoidable confrontation. As a leader, it is important that I develop the confidence necessary to express my thoughts in a healthy way, even in challenging times, rather than shutting down or avoiding the conflict entirely.

How do you see this feedback accelerating your leadership abilities?

The insight from the 360 feedback has given me clarity around a few key areas where I can focus on maximizing my strengths as well as developing areas where improvement is needed. The feedback I received has given me a fresh and energized perspective and I look forward to the ways I will grow and develop my leadership as a result of this experience.

Brandi, thank you for your transparency in sharing what you learned about yourself and this process.

How about you, leader?

Do you need to have confidence and credibility with those you develop? If so stay tuned, we have more stories coming over the next few weeks, and in April you will be able to register to get certified in these exciting leader development tools!

When Negative Self-Talk Creeps In

A good friend of mine (and an avid reader and commenter on this blog,) Ken, submitted my name as a speaker for an organization he is affiliated with. He emailed me asking if I would consider giving a talk and facilitating a dialogue on the value of emotional intelligence (EI). I am always humbled when anyone thinks that I might have something valuable to say when it comes to EI. It is one of my favorite subjects to talk about, and I often use the EQi 2.0 in training programs I do and with almost every coaching client I work with does a self-assessment that shows them what their leadership habits may appear like to others.

Now, here is what you need to know about Ken. His job is to serve as a hospice chaplain in Polk County Florida. His request was for me to come and speak to a group of his peers and his boss on the subject of how EI can be of value to a hospital chaplain.

Gulp! I have to admit, the email produced mixed feelings in me. Like I said above, I was humbled for sure, but scared out of my pants as well. Hospice chaplains...really?! While I might know something about EI, my immediate “knee-jerk” reaction was, I don’t know anything about hospice chaplains!

Then the negative self-talk started to creep in:

• You’re no expert in hospice care.

• What do you know about how to fit EI into their world?

• You have never even studied EI in this context, what if there is no data?

• Your not a very good public speaker.

• Maybe you should call him up and back out.

Now, am I the only one this happens too? When you are hit with a complex, tension-filled situation what do you do? Do you immediately become filled with fear, anxiety, and self-doubt? How do you stop the negative self-talk from creeping in and taking over your thinking?

Here is a quick and easy method that I use when this happens to me: I use an acronym I call "STOP." It is a four step method that helps me turn my negative thinking into a more positive and constructive use of my time and energy.

STOP

Stop: Do something to interrupt the cycle of negative thinking.

Take a deep breath: Breathing relaxes your tension, releases dopamine, and calms you down to think more clearly.

Other focused: Exercise empathy and become curious about what it is like to be in the other person's shoes.

Purpose a question: Asking questions can have a calming effect and bring you more into a zone of safety than one of fear.

Here is how the model helped me get rid of the negative thinking and increase my confidence in this situation:

When I first noticed the negative thinking creeping into my mind with the thought, you’re no expert in hospice, I should have taken the time to put this model into effect. Unfortunately, even though I teach this stuff, I got all the way down to, maybe you should call him and back out before I put this into practice.

Stop: Psychologists call this pattern interrupt. I noticed the negative thinking and I did something physical to draw attention away from the negative thought. In this case, I was sitting down when I read the email. When I finally noticed the negativity, I stood up. I concentrated on doing something different. Distract yourself away from the source of negativity.

Take a deep breath: When I stood up, I took several yoga style breaths. Focused on bringing my belly button to my spine. I actually could feel myself starting to calm down. This is often when I will also say a prayer, asking God for wisdom as I navigate these treacherous negative waters. I distracted myself from the negativity for a moment. That is the goal with this step.

Other Focused: I tried to take the thoughts off of myself and my shortcomings. I put my thoughts onto Ken and his team instead. I began to think, what might they need from a model like emotional intelligence? What value could it bring them? Notice the questions starting to form when I start to turn my thinking from self-referential to other-focused.

Purpose a question: I crafted an email back to Ken asking him, what are some common situations that hospital chaplains find themselves in where they need more EI? What had other speakers done that the chaplains found valuable? How had he used EI in his work as a hospice chaplain?

I noticed, then, that my fear and anxiety were dissipating into curiosity. I was moving from a lack of self-consciousness into a state of confidence by focusing on the value I could bring to this group of dedicated servants.

Self-Actualization and Optimism

According to authors Steven J. Stein and Howard E. Book, EI always exists in balance. This is pretty easy to see when we think about a leader who is very self-confident but lacks any empathy or interpersonal ability. We often put a label on a leader who has this balance of qualities as being someone who is arrogant at best, and a real narcissist on the more clinical side of the psychology

In my case, I am usually a fairly self-perceptive person. This means that in part, I get a lot of meaning and purpose out of my life and the work I do. This is a real strength for me.

Most of the time I am optimistic, which means I have a positive outlook on the future and am fairly resilient in the face of setbacks. However, this ability can come into question, especially when fear or anxiety enter the stage. My optimism can turn into a negative downward spiral of self-critical thinking.

What I need when I am faced with these fears and anxieties is to balance my self-actualization and my waning level of optimism.

The STOP model helps me to put the brakes on the negative thinking, so I can use all the meaning and purpose I get in my life to teach and coach emotional intelligence, regaining my level of optimism.

I am happy to report that Ken and I have a call scheduled to talk through what value EI can bring to the hospice chaplains and the talk is scheduled for mid-April.

Homework: Where do fear and anxiety creep into your leadership? Can you anticipate when these events occur? When you feel your thoughts going negative, try using the STOP model to see if it can bring you back into emotional balance.

Are You Listening to This Voice In Your Leadership?

Every leader needs a voice who will speak truth to and help them see things that are not obvious. Henry Kissinger is famous for saying that one of the most difficult things for a young leader to do is to “speak truth to power;' to go up the power gradient with information that is contrary to what the hierarchical, authoritative, and referent, position believes to be true. We have all been there at points and felt the emotion of that moment. There is inherent organizational danger in communicating things to a leader that they are not seeing in the moment:

• You could be rejected which leads to embarrassment

• You could be dismissed which leads to self-doubt

• You could be humiliated which leads to isolation

• You could be discounted which leads to demoralization

The young leader has information that someone in a decision-making position needs to hear, and is frozen in the moment by these potentially negative outcomes.

The other side of the proposition is, all things being equal, there is huge upside in communicating to a leader what they are not seeing in the moment:

• You could be celebrated for the input

• You could be included in the decision-making process

• You could be honored for your courage

• You could be valued for your contribution

Whether a part of reality or a figment of our imagination as a young leader “speaking truth to power” can seem overwhelming. This is the risk tension that the young leader faces. Some of the mediators that go into the “speak truth to power" equation are:

• Culture of the organization-What is the level of freedom that truly exists for information sharing?

• Young leaders' personal-risk tolerance-Where do they fall on a spectrum between “wary” and “adventurous”?

• Receptivity of the leader to feedback-What is the historical behavior elicited when contrary opinions have been shared?

Receptivity of the Leader

I think we can all pretty easily agree that the young leader when faced with a decision to speak truth to power, has a burden that can feel like wearing a shirt made of lead.

However, as more senior leaders in organizations, how much of the burden falls on us to create an atmosphere where much of the risk is mediated for a young leader? How much of the responsibility is ours to create the environment in which others feel a freedom to be able to share?

I argue that much of the speaking-truth-to-power-dichotomy rests not in the hands of the deliverer but the receiver. And yet the senior leader is the one who often times has the most to lose by missing key information that was never brought to them. In the fast-paced, get it done now, microwave culture that organizations exist in today many of us cave into our survival reptilian brain that tells us to do whatever we can to survive.

Many times these environmental and personal factors are not acting in our favor. As leaders, we have to put effort into creating a persona and a culture so that the voice we need to be able to hear in our organization comes through.

5 Actions you can work on today

Here are my top 5 tips for leaders who want to improve their chances of hearing all the information they need to hear to be able to make an informed decision:

• Slow down your cadence-Most of the leadership mistakes I have made were because my world was moving fast and I did not slow down to see more possibilities. The faster I went, the more convinced I became that I was right, and the further away I got from the truth. Take a deep breath, count to 10, silently sing a familiar tune very slowly (I like; “Row, row, row, your boat), pray, do whatever you need to do to slow your reality down.

• Become curious-The practice is to suspend your need to be right or heard and to work really hard to understand the other person's position. Before you jump to conclusion or shoot them down because of what you know that they don’t, spend some time to really discern the message they are bringing to you.

• Always say thank you-So before it feels like I am your mom or kindergarten teacher, just hear me out. You would be surprised at how often I observe leaders in interactions where they turn and walk away without expressing gratitude. I don’t think it is an intent to be mean or degrading, the pressure of the moment takes the brain to the next thing rather than finishing the relationship with the current interaction. Researchers at USC found that simple acts of gratitude provide benefits ranging from feelings of reward and satisfaction to just helping people to hold on to their humanity.

• Spend time reflecting- At the end of your day take the time to review the day. Play back the interactions you had with others. Resist the temptation to become defensive and ask yourself questions like: I wonder what they were really trying to ask me? Why did I feel such a strong need to defend myself? Why did I feel such a strong need to exert power in the moment? What unintended consequences could the action I took cause?

• Do the inner work of developing your soul- The psychology data says you are as intelligent right now as you will ever be. Your personality is fully formed, so you know if you are extroverted or introverted. You have most of the skill you will ever need. So what is your next step in development? Do you need to work on developing the soul of your leadership?

If any of you would be interested in joining a group on what it means to develop the soul of the leader send an email to Info@DrScottLivingston.com. My assistant will coordinate a time for us to talk about your interest and what a group like this will look like.

Homework:

Pick one of the 5 Actions above and work on it every day for a week. For example, in every personal interaction and every email you send, say “thank you." Work on making your attitude heartfelt and not rote. If you try any of these let me know how they go for you, I would love to hear.

How to Undo Your Stinking Thinking

I have to thank my younger brother Eric for sharing the term “Stinking Thinking” with me. To me,  Stinking Thinking is that place we all get to from time to time that cannot quite be called foolishness, but you can sure see it from there. You can actually feel that your logic is off, but you have been too loud or too insistent, and now you are stuck in your line of thinking. Those times when folks might say to you, “have you been drinking?” and you haven’t had a libation in weeks. Stinking Thinking is when others are trying to get through to us that our line of reasoning just isn’t resonating. Have you ever been there?  I know I sure have.  I can remember years ago when I really wanted a sports car. I talked it up at work and convinced my wife we could afford it. I looked and looked for just the right car that made just the right statement.  I finally found a jet black, low miles, 5 speed Mazda RX7 that I could not live without.One Saturday my wife took our minivan and left me at home with our 3 adorable children, which mean that when I had to leave the house I needed to get myself and all three kids in the 2-seat sports car….I think you get the picture.

WHAT WAS I THINKING? A relatively intelligent, socially functional, hard working person just made a decision to buy a car that didn’t fit into his lifestyle at the time…this is Stinking Thinking.

Since our thinking has such a profound effect on our judgment, I researched how many decisions the average person makes in a day. The popular number on the internet is 35,000. This number is quoted by sources like the Wall Street Journal, New York Times, and Stanford University.  I couldn’t validate that number from any recent study that was peer reviewed. Since I can not support the number 35,000 from the literature, can we agree, for argument's sake, leaders make lots of decisions every day?

The actual number of decisions we make in a day is not nearly as important as the quality of the important ones.

Regardless of the decision-making model you use (there are hundreds of them), they all begin with some input. Decision-making processes are active and continually evolving.  Since leadership brings with it both responsibility and accountability, there is no one better than you, the leader, to assess and clarify the kind of data you want to bring into your process.

“It is possible to obtain a high score on an intelligence test and then turn to astrology or palm reading when making decision” -Diane Halpern

The time to really assess if a decision is good or not is at the beginning of the process. Decision making should not turn into PowerBall Lottery where you just pull in some random data points and check your numbers in the morning. And yet in my work with leaders, I see this all too often. Really smart, highly educated, likable folks do really silly things. Often times the quote I hear behind closed doors is, “I can’t believe I really did that." While the assessment is of the decision result, as we dig deep into the situation we find that at the core of the misjudgment are often faulty input assumptions.

Since we all succumb to this irrationality from time to time, I wonder what your Stinking Thinking usually looks like.

Take this Decision Making Quiz

Which of these Stinking Thinking traps do you fall into most often?

1. I am good at predicting the future

2. My opinion matters more

3. I have an excellent memory

4. I am reacting to a single data point

5. I am being completely rational

Here are some of the more common pitfalls I observe from the quiz above.

I Can Predict the Future

In the book The Undoing Project author Michael Lewis does a masterful job of describing the work of Amos Tversky and Daniel Kahneman.  In the first chapter of the book, he tells the story of Daryl Morley whose job it was in 2006 to predict how a 19 year old  basketball player would perform in the NBA. Morley equated this to predicting where the price of oil will be in 10 years. Even though Morley had a statistical mind and the tools of an expert, his boss would want certainty from him for the decisions he was making on the team's draft choices. “I have to tell him certainty ain’t coming."

So many leaders, who have had so much success can fall into the trap that based upon past experiences when they got it right.

My Opinion Matters More

The person with the most ____________ (money, experience, knowledge, positional power, authority, credibility) knows the best.  You start to think that since you are the most influential your opinion carries more weight. Bringing biases to the input part of the decision-making process is where it gets off track. While on the surface few leaders would ever make any of these self-proclamations, the evidence to support this kind of thinking is all around.

The same result can occur in groups. The psychological term is “enclave deliberation.” What happens during enclave deliberation is that as a group of like-minded people discuss opinions with each other, the conversation becomes more extreme. I recently entered into a climate change discussion with a small group of folks where a vocal supporter of the issue started the discussion with “anyone who disagrees with the evidence that science brings is just a fool.” How is that for starting an open dialogue with a team?

Experts suffer from this pitfall as well. Noted psychologist Amos Tversky (of Prospect Theory fame) said, “whenever there is a simple error that most laymen fall for, there is always a slightly more sophisticated version of the same problem that experts fall for.”

My Memory is Perfect

This one probably speaks for itself.

Ten years after the brutal attacks on the twin towers on September 11, 2001 researchers asked people what they remembered about the events of that day. While the details of the memories were better than on an “ordinary” day, they were not completely accurate. Turns out humans fill in missing information with what fits their own belief system.

The Issue Has Become My Identity

Research has shown that people are more confident about being right when the events are highly emotional. People believe that their memory for highly emotional events is better than it is. As the issue at hand becomes more personal, the emotion increases, people start to identify with their issue. I think we are seeing this as a dividing factor in our own country right now. Rather than stepping back and thinking they are becoming emotionally attached to a single issue that is defining them, the thought now is that if you attack the issue, you are attacking me personally. This causes polarity.

I Am Being Completely Rational

"It's not how smart you are that matters, what really counts is how you are smart." -Howard Gardner When our thinking has evolved to the point that we have become so prideful that there is no space to be wrong, we rationalize to support a preferred conclusion.  As leaders, when we get to thinking that there is no possible way we wrong, all sorts of warning lights should flash in our heads.

It turns out that rationalization is not always deliberate. People don’t intend to do it, but it is insidious and can creep up on you. Thinking we have omniscience is a dangerous human fallacy that can quickly lead to foolishness.

Undoing your Stinking Thinking

Here are 5 methods that you can use to undo your Stinking Thinking

1. Let go of the past - Just because you were successful in doing something 15 years ago doesn’t mean that the world stopped turning. Use your experience to inform your decision about what is different in the situation and circumstance from your past achievement.

2. Identify the real problem - My friend Dr. Patricia Scott wrote a great book called, “Getting a Squirrel to Focus." It is way too easy for us to become distracted on ancillary issues that we forget what the real thing is we are deciding.

3. Stop and ask - Barbara Kingsolver says, “Memory is a complicated thing, a relative to truth, but not its twin." Practice the art of humble inquiry. Stop and ask others if the way you are remembering events is the way they remember it. It probably won’t be exact, but it might be one step closer.

4. Separate yourself - Psychologists call this dissociation. Try this. Take the point of view opposite of yours. Create arguments for it. Research it. Study it. Separate the emotion from the information. Now come back to the issue. Do you still feel as strongly as you did before?

5. Practice humble listening - When you feel that you are at the end of your rope with someone, murder is not an option, and you can’t avoid the relationship, humbly set your ego and pridefulness aside and try to gain the other person's perspective.

How about you? Do you have any successful methods to share that you use to undo your Stinking Thinking?

Is This Leadership Question on Your Mind?

It happens every year. Around the second week in January, just when I am recovering from my holiday vacation, my lovely wife of 32 years will ask me a very pointed question. It is a question that comes from her desire to know me and connect more deeply with me. Her question is:

“Scott, what is your word for the year?”

The answer gives her peace about where I am in life. I do not see it as a nagging question. Her intention is not meanness, nor is it meant to put me on the spot, although, it is direct. Her intention is to to get me to focus. To be honest, I like the question, it is deeply reflective of where I am at the moment, and what I am thinking about our future.

If you read this column with any regularity, you know I like to talk and write on a number of leadership-oriented topics. I am interested in many things. I love sports, reading,  running and walking, and sitting around. I like sushi and steak (hamburgers are my favorite!) I listen to smooth jazz and “that Old Time Rock and Roll.” I love God, and people who screw up all the time. I guess you could say I am a classic Jack of all Trades, Master of None. I tend to bounce around a lot.

That said, it is totally fair that my wife wants to focus my attention. She deserves to know a single avenue I am going to go down in any given year. What am I going to concentrate on? What can she ask me about from time to time to see how I am doing?

In years past I have had words like:

Family Vacation Perform Read Persevere Wisdom

Last year my word was commit. I had a lot of business opportunities, and I really needed to focus on the next step to take in growing my business. The biggest need I had to meet as a leader was to commit to something and stick with the plan. I am the kind of guy who has an idea for a new book about twice a day, but who gets bored easily so that the book I thought about writing in the morning doesn’t seem nearly as interesting as the book I thought about writing in the afternoon.

2016 was a year I needed to commit to something and see it through to the end.

Powerful Leadership Question:

Why is having a Word For The Year such a powerful concept?

Perhaps the idea is best summed up by something I read recently about presidential inauguration speeches. After analyzing all the inauguration speeches given by the 44 U.S. presidents, researchers found an inverse correlation between the length of the speech given and the historical success of the president. In simple terms, the shorter the inaugural speech, the better the president. For example, Washington’s second speech came in at just 135 words. Jefferson, Jackson, Teddy Roosevelt, and Woodrow Wilson all are credited with short speeches. After a quick Google search, I found that the longest speech belongs to William Henry Harrison who spoke for 1 hour and 45 minutes using over 9,000 words. He also delivered the address in a snowstorm, came down with pneumonia, and died a week later.

Brevity Has its Benefits

A Word of the Year can be a pin-pointed theme for your year. These attributes are what I look for when I am choosing my Word of the Year.

• Focused. This word keeps me grounded and centered. Since I have such an ability to stray off topic and chase rabbits down trails, The Word For the Year gives me a central point to return to often.

• Measurable. I can easily set goals around my word of the year. This allows me to be intentional and look for examples of how I am displaying my commitment in my life.

• Simple. Since it is only one word, I do not get distracted by complicated plot twists. It is easy for me to remember what I am trying to focus on in that given year.

• Memorable. While I am not completely losing my mind (some on my staff might disagree with this,) I find that it is easier and more efficient to search my mind for one word I want to remember than for some phrase or quip.

• Communicable. My word of the year is easy for me to communicate to others. The message is much less likely to get lost in translation if I keep my thoughts to one word.

My Word for 2017

This year the focus of my leadership life is contentment.

What is the first thing that comes to mind when you hear this word? Lazy? Complacent? Comfortable? Peaceful?

For some, this word probably sends shivers up your spine. You may be saying something like, “interesting word for a guy who runs his own business!”

However, when I was researching this word I started with its definition. Contentment is defined as a state of happiness and satisfaction. This does not mean that I stop trying, it does not mean I won't try my very best. In our company, we have adopted a verse from the Bible that says, “Whatever you do, work at it as for the Lord and not for men.” It reminds us that we need to have an attitude that reflects the work we do, which has an element of spirituality to it.

So, in no way does the word contentment mean complacent, or indifferent, or even comfortable!

What it does mean to me is that at the end of the day, when I finish the work I set out to do, or even if I don't get everything done that I hope to….I will be content. When I really want to meet with someone for an hour, but who only has 15 minutes instead, I will be content with the time I get. If I put a bid in on a project I really want to do and I don’t get the work, I will be content.

My real goal here is to put my very best effort in, knowing that I can be happy knowing I did my best. I don’t think contentment excludes self-examining where I could do better, nor does it mean accepting mediocrity. That is not my best. I will NOT be content if I do something without giving it my all.

The reason I chose contentment as my word of the year is to remind me that if I have done a good job, finished the race, and done the best I could with the talent and effort I have, then I should be content.

Homework:

What is your word of the year? Have you ever thought through something like this? What kind of focus would this bring to your leadership life if you committed yourself to defining your year by one thing? Comment with your word and definition below so that we can connect throughout the year about how our words of the year are shaping us in 2017!

Do You Make These Mistakes in Leadership?

I was having a conversation with a really close friend the other day. This person is a high-level leader who has a lot of autonomy in his role. He can make many decisions that can affect many lives. His board of directors gives him a lot of latitude to direct the vision and mission of his organization. His team loves working with him.

He knows leadership. He not only articulates this in the way he speaks, but I can see the actions of his life. He is:

• Self-aware and others-aware.He knows his strengths and weaknesses, and is not afraid to admit when he doesn't know something. He is keenly aware of how others are presenting themselves.

• Communicates vision. He repeats the vision for his organization over and over and over. I mean, if you are part of his group and cannot articulate what the organization is about, then you must be trying not to understand. You might not like it, You might not agree with it, But there is one thing for sure…You HAVE HEARD IT!

• Displays cognitive and emotional intelligence. He is smart enough to be in his role and knows when his emotions are in play and how to manage them.

• Balances task and relationship. He realizes that leadership is about both Leaders have followers and they need to work together to create the organization's vision.

• Understands positives and negatives of culture. He knows that culture has both cool stuff about it and warts, and that is all just part of the cultural paradox.

• Change Matters. He moves his team forward because he knows if he stands still, they become irrelevant. He is keenly aware of dynamics of change like conflict, stress, and speed.

• Strategic and systematic thinker. He has a strong ability to know what the root issue is that needs to be addressed. He listens compassionately to all concerns and can keep his team focused on what the whole organization needs.

• Spiritually connected. He interacts with people showing both grace and mercy at appropriate times and has a strong moral compass.

He both knows leadership and acts as a leader. As you can tell, I am a fan. I am not in any way saying he is perfect, just that when it comes to leadership he really gets the core essence.

The Conversation

Our dialogue was actually quite short. Neither of us had much time that day, but the conversation was about something very important to both of us. We both are members of an organization that is struggling. Its current leadership has been in place for a few years.

Leading this organization is in no way easy. What is easy is to sit back (like I am doing) and be critical.

My intention is not to be negative or critical but to turn some of our observations of this organization into a learning moment for all of us.

Here are 5 leadership mistakes we quickly identified. Perhaps you could use this list as a reflection of where you are in your own leadership.

The Mistakes

• Personal Agenda. The leader has become emotionally attached to his initial vision and doesn’t seem to be allowing himself the capacity to learn.

• Incremental Change. The leadership team has gotten into the weeds of the change that is needed. They are too focused on the tactics of making the change happen rather than staying strategic and delegating. This is causing the change to be micromanaged and blame is starting to occur.

• Spirit of Defensiveness. When strategy gets questions and an answer is given confidently. When people want more depth, the same answers are given only louder and with more extraversion. This behavior is turf-protection rather than a spirit of openness and curiosity.

• Vision possibility. While the vision for the organization is inspirational, it is one that is hard to relate to the practical. While inspiration carries with it emotion and cultural comfort, a vision has to do more than give a feeling of eating “Momma’s meatloaf and mashed potatoes." George Bernard Shaw gets attributed with one of my favorite vision quotes that makes the distinction between inspiration and possibility: “you see things; and you say, ‘why'. But I dream things that never were; and say 'why not!’.”

• Lack of personal awareness. Perhaps the biggest issue is that many people tell this leader he is great all the time. I think he has started to believe it. While I am sure he feels some pressure in the role, my concern for him is that he is falling prey to the invulnerability fallacy.

• The invulnerability fallacy. Because he has risen to the top, and many in the organization were excited he took the role, nothing can go wrong for him.

Self-Check

It is good for all of us to get really honest with ourselves from time to time. If you are sitting there telling yourself, “Well none of this happens to me so I am doing well," then perhaps you are suffering from the fallacy of thinking that you are all-knowing. I think as leaders we need to constantly be challenging ourselves across a number of leadership domains.

I think as leaders we need to constantly be challenging ourselves across a number of leadership domains. This is one of the reasons that coaching is so important. Every leader needs to have a voice who will speak truth to them. Who can help them see things that are not obvious. It is very difficult for someone who is internal to the organization and wants to stay, to deliver meaningful, long-term feedback. Once in awhile, someone will speak one word of truth, but very few will have the intestinal fortitude to continue on. This is one of the real values that coaching can bring. Hopefully, you are working with a coach, and this coach is providing you the challenge you need in your leadership life.

Every leader needs someone in their life who will keep them honest and humble, who doesn’t have much to lose in delivering bad news, a trusted voice who can lead the leader out of the wilderness, someone you can put your faith in because you know they have your best interest in mind.

Homework:

I have given you 8 positive leadership dimensions and 5 things that can go wrong in leadership. Do a reflective assessment of your own leadership. Not that these two lists are in any way definitive, but use them to think, reflect, and assess what your leadership looks like. Leave a comment below and let us know what you think. 

5 Research-Based Tips for Meeting Your 2017 Goals

By now most of you will have set some goals that you want to achieve in 2017. The problem for most of us is not setting goals, but maintaining the inertia we need to keep moving toward reaching them. The idea for this blog actually comes from a goal I set in December that I did NOT achieve. Reflecting on that disappointment, I wondered what research shows about failing versus reaching the goals we set.

Here is my story and the top 5 tips I came up with. I would love to hear from you if you have any experience using any of these or have any more to share.

My Story

Many of you who know me, or have followed these musings for any amount of time, know that I believe the leader's spiritual and physical health is vital to overall leadership success. As a part of my own physical health plan I try to exercise every day during the week, and if I am in training for a race (usually a half-marathon) I will do a longer run on the weekend. One of my exercise outlets is a gym called Orange Theory. I really like this gym because it is a one-hour intense workout that combines cardiovascular and strength workout in a cross-training and muscle-confusion format. The other thing I really like about this company is that they provide me with my personal data for every workout.

I am a research and data junky. I always want to see things from a scientific and rational perspective. In the attached photo, you can see the kind of email report I get from every workout I do at Orange Theory. This particular workout was my last of the year and was a little unusual in that it was 90 minutes instead of my normal 60-minute sweat fest.

After getting an email like this one towards the end of November, I noticed that I had burned 12,000 calories that month. Pretty cool! I decided I would love to burn 15,000 calories in the month of December. I thought, "I don’t have a lot of travel in December, so I can get to the gym more often, so let's see if I can do it." As you can see in this graphic, I fell 320 calories short of my goal.

Needless to say I was disappointed. I really like winning, and I like hitting goals. I was actually kind of disappointed. I know several of you would say things like, “look on the bright side you worked out X number of times in December and burned 22% more calories than November. Scott, reframe this as a win!" I know that if I were coaching YOU, this is what I would do.

However, that wasn't helping me. I didn’t hit the goal! So, I decided to do some reflecting and look into the literature for some guidance. Here is what I came up with.

5 Tips

1.Beware of Over-Certainty. Make Your Goal Doable. When I set my goal of 15,000 calories I was sure I could do it. My workout on November 30th was about 895 calories and I thought I could workout about 17 days in December based on my schedule, giving me a total burn of 15,215 calories. That seemed like no problem because I thought I might even be able to get 18 or 19 workouts in.

I am finishing a fantastic book right now called UnDoing Project by Michael Lewis (Moneyball, The Blind Side, The Big Short, Liars Poker.) In it, Lewis recounts the relationship between Daniel Kahneman (Thinking Fast and Slow) and Amos Tversky who wrote some remarkable studies on the human decision-making process. Lewis reminded me that one of my mind's best tricks is to make me feel too certain about things that are actually uncertain. The key to making a good goal is understanding all the variables that go into the goal and what your past history has been. Because according to Kahneman and Tversky data will tend to regress toward the mean. In this instance, the average number of workouts I usually do a month, 12, and the average number of calories I burn, around 825. My certainty was off about both how often I could workout, and how many calories I could burn. A more realistic goal for me would have been around 11,000 calories, which would have been roughly a 10% increase in calorie burn.

The lesson I learned from this is that when setting a goal, I must make sure I am using data that is a true representation of what I usually do and then project a reasonable increase from this. If I start with extreme that I may only have reached one time, then I will be setting unrealistic and unattainable goals...no matter how badly I want to reach them.

2. Coaching Matters. In his book Social, Matthew Lieberman makes a convincing argument that the human brain is much bigger than it needs to be to sustain the body it drives. Most animals have brains that are equipped just enough to drive the body to which they are attached. Lieberman calls this study of brain size encephalization. The claim is that the human brain is for much more than just sustaining its body. The research is showing that this extra capacity is for things like intellect and socialization. You were built for relationship, so doing things like pooling resources (cooperation,) and spurring one another along (encouragement) are all functions of our advanced neuro-anatomy.

Now my gym, Orange Theory, does this well by having a coach at every workout class. They are motivating, instructional, and inspirational. The problem I see in the way I set my calorie-burning goal is that I did not sit down and articulate my goal out loud to a coach who could have worked with me, tracked my performance, given me encouragement along the way. I tried to go it alone.

Have you ever tried to keep a goal a secret while trying to reach it? I find this very difficult. Next time I will say my goals out loud and have my coach hold me accountable.

3. Perseverance. Most goals are exciting to go after at the beginning, and when you get toward the end and can see the finish line we can find our way to the end even if we are exhausted. But it is in the middle where most goals are won or lost.

In her book Grit, psychologist Angela Duckworth makes an absolutely brilliant observation about this.

Effort counts twice. It seems like we are all gifted with some talents and when we apply some effort to this we obtain skills. It makes sense but that is only half of the equation. It is the skill we obtain applied with more effort that equals achievement.We all know people with a lot of talent who just don’t work hard enough, for whatever reason, at hitting their goals. It is this perseverance that seems to matter twice as much as the talent we are born with. Duckworth uses the same quote from Fredrich Nietzsche that I use with my doctoral students.

Do not talk about giftedness or inborn talents! One can name great men of all kinds who were very little gifted. They acquired greatness, became ‘geniuses’…they all possessed that seriousness of the efficient workman which first learns to construct the parts properly before it ventures to fashion a great whole; they allowed themselves time for it, because they took more pleasure in making the little, secondary things well than in the effect of a dazzling whole.

I needed to a better job in the middle of December. When I go back and look at my workouts, I see that there are a few of them where I didn’t give enough effort. I fell about 50 to 75 calories short. As I reflect on the lackadaisical performances I recall what I said to myself, “No worries, I will make it up next time.” Well, if I string together 3 or 4 of those it becomes an entire workout that I'm short, and then I am seriously behind

Stay strong in the middle. Persevere (This is a great place for a coach to help hold you accountable.)

4. Create a Fresh Start Effect-The fancy name for this in the psychology world is "temporal landmark." The basic idea is that the human brain has a hard time keeping a lot of detail straight over a long period of time. Temporal landmarks take complex relationships and associate what must happen and when in order to achieve the outcome.

In the world of goal setting, temporal landmarks become mini-goals or check-in points. You set your big goal, and then break it down into smaller steps you will take along the way. You document what to do and when for each small step. Then you use each of these way-points as a fresh start toward your new goal. Perhaps you have a small celebration for what you have accomplished. You assess where you are, and strive as hard as you can to the next waypoint.

When I set my very aggressive calorie goal I needed to set weekly calorie burn check-ins. Rather than just get my data report and then not think much more about it, I needed to use this data, celebrate my success and then set my eyes on my waypoint for the next week. Each week then becomes a Fresh Start as I work toward completing a long goal that can get overwhelming, especially in the middle.

5. Hope As a Strategy. I know many of you will disagree with this point. You see hope as some whimsical illusion. A fantasy that is devoid of structure and process. If this is your definition of hope then I understand why you disagree.

Let me offer another definition, though. The leadership literature defines hope as “a cognitive set that is based on a reciprocally derived sense of successful goal-directed determination and pathways [planning]" (Adams et al, Applied Theory In Workplace Spirituality, p. 367). So in this definition hope, hope is the way that we think about goals and how to reach them.

The research by Schulmann and others has found that a person's ability and motivation are not always enough to achieve desired performance. Positive expectations, especially in situations where persistence is required to overcome adversity, are a requisite.

It seems that a positive mental stat is a vital component of hope, one in which motivation provides the energy for persistence toward goal achievement.

So, while hope may not be a good strategy by itself, it seems it is vital to have in order to engage in the strategy set before them. I think it is fair to say that even if you have the best strategy in the world, but no hope, lack of performance is predictable.

One of my favorite quotes from the bible is found in Proverbs the 29th chapter in verse 18; “Without a vision, people perish." Any vision crafted by a leader or organization must include a sense of purpose and hope. Without hope being a part of your strategy the people will fade away. Oh, they may collect their paycheck, but the likelihood they will hit their goals is greatly diminished.

As I reflect on missing my goal of 15,000 calories in the month of December, I wish I had included more positive thinking about my goal. I know I had a lot of determination, but I was not as focused on the positive benefit of the goal, only grinding it out for the sake of reaching it. I think I could have used a dose of hope to support my journey.

Homework

Why not examine a goal or two you have set this year. Can you learn anything from the mistakes that I made in the past and give yourself a better chance for a positive outcome?

How to Predict Success in 2017

I hope you had a wonderful holiday season! I know I sure did.  My time was spent with family and catching up with some old friends I hadn’t seen in a while. One of the conversations I had over the holidays was with a friend from graduate school who is sensing some transition in his life. He asked a question during our coffee that I actually get asked by a lot by folks who are desiring a change in their life:

“Scott, when you first got started, what are 3 things you think allowed you to be successful?”

First, I want you to know that I am humbled to be put in a category where others see me as successful. It is truly an honor that the clients I work with (or have worked with in the past) would continue to hire me to develop the leadership in themselves or others within their organizations. I don’t take this responsibility lightly or for granted…ever!

Second, I think attempting to replicate another person's experience is dangerous. Models are built upon data and a number of assumptions. The assumptions I used and the situation I was in when I first started this business 15 years or so ago could not possibly be duplicated by others today. Although I can provide some information that is directionally helpful, trying to replicate my experience would be quite frustrating.

Clayton Christensen echo’s this point in his book Competing Against Luck. He tells the story of how Google attempted to use analytics to predict influenza outbreaks. By creating search engine algorithms, engineers tried to predict when people were searching for items related to influenza. It turns out that the link between specific search terms and the algorithm was too complex and the tool became unreliable as a predictive.

Reframe the Question

While it is always an honor and fun to share my story, I don’t think my story is really what people want to know! I get asked a lot about my experience, but what people are really asking has nothing to do with me!

So, what is the question the person is really asking?

Any “coach” (whether formal or informal, external or internal, paid or volunteer, executive or life or organizational) must have the skill of listening then reframing questions. Reframing a question provides a different perspective on the issue at hand.

Here is what I have come up with when I reframe the question my friend asked me initially:

Scott, based on your experience what are the 3 things I need to do to be successful?

Don’t you think this is what most people really want to know when they ask about translating your success into their story?

Examples

Consider these questions you might get asked within your role, and what is the question the people might really be asking:

Question: As an HR Vice President, what does leadership development look like? Real Question: What do I need to do to get promoted to my next role in the company?

Question: As a Sales Leader, how did you balance work and family? Real Question: If I sacrifice time with my family will it be worth it financially?

Question: As a Church Plant Pastor, what are you doing to grow your congregation? Real Question: What should I be doing to grow my church? I am doing everything the books say I should do, but it isn't working!

Please don’t misunderstand my point. I do think that people want to know how you approach things, how you set goals, how you solve problems, how you prioritize resources, how you assess risk.

But… mostly what they want to know is what about them!

Enter the world of what psychologist call self-efficacy.

Research On Self-Efficacy

Self-Efficacy is a fancy term for belief in yourself; confidence in the capabilities and talents you have been given and developed. Studies have shown that the confidence you have in your capabilities affects your performance and is linked to happiness, satisfaction, and well-being. All of these attributes in one way or another link to success.

In some fascinating new research published in the December 2016 issue of the Consulting Psychology Journal it turns out that you can help those you “coach” to be more successful by following 3 simple ideas:

• Invest the Time The confidence of the person increased as the coaching relationship evolved over time. As you coach others over the course of your conversation, notice how their confidence increases toward the coaching objective. When it does, make them aware that you are seeing this increase in confidence.
• Say it Out Loud Turns out that the more the client verbally articulates their confidence, the higher the achievement to the goal actually becomes. “I am going to do this” type statements show confidence in the client's ability. The more they make commitments out loud, the increased likelihood of belief in themselves.
• Ask the Right Question at the Right Time In this study questions coaches asked fell into three categories: Open-ended - “What do you want to do?" Proposing Solutions - “You could search for other companies that offer better possibilities.” Provide Support - “That sounds like a great idea."

Turns out that proposing solutions was only effective in triggering self-efficacy statements in the very first coaching session. While the other two methods enhanced the confidence of the other person throughout the coaching engagement.

2017 and Beyond

As you work with and coach others on your team, especially if you have more of a long-term relationship, focus on asking open-ended questions and providing support for the ideas they bring. Too many of us fall into the trap of proposing solutions because it makes us feel better about ourselves, like we added real value. I would argue that the value you bring is the investment of time and belief in the person you are coaching. The research says that the value of you proposing solutions beyond early in a coaching relationship does little to improve the confidence or belief in the mind of the person you are working with.

I predict if you focus on building the confidence of others in your organization, you will have a very successful 2017. Let me know throughout your year how this prediction is coming true for you!

Homework

When you are coaching others, resist the temptation to make the coaching about you by offering advice and providing them solutions. Really focus this year on practicing open-ended questions and providing your client the support they need.

The 5 Books I Plan to Re-read in 2017

Happy New Year!  I hope that you are having a wonderful holiday season. In last week's blog post I shared some of my top reads for 2016.

Every year I re-read a few of my favorite books that have really engaged me over the years. I hope you discover something you might find interesting and/or useful in developing yourself as a leader this year.

1. Humble Inquiryby Edgar Schein Schein’s motivation for writing this short (123 pages) yet powerful book is both personal and professional. The first paragraph of the book sets the entire tone. The bottom line is that those who possess a “telling” and “aggressive” tone destroy relationships. We all know the value of positive relationships in organizations and in this little gem Schein gives some very practical tips on how to be both humble and a leader. I think it was my most recommended book of 2016 to my clients.

2. Dear and Glorious Physicianby Taylor Caldwell This is an account of the life of Jesus as seen through the eyes of Saint Luke. The vivid imagery and the subtle, yet powerful situations really give testimony that what is in the Bible could indeed be true. The writing gives a perspective that is original and creative. One of my all time favorites.

3. Running By The Bookby Corinne Bauer These pages contain the training plan that I used to run my first half-marathon. I followed the plan very closely and was able to exceed the goal I set for myself. In races that I ran subsequently, I was not as diligent in following the plan and my performance has born this out. I have a goal in 2017 to run a Personal Best for 13.1 miles, and I am going to dust off these pages to make it happen.

4. Boundariesby Henry Cloud and John Thompson This is a classic that every coach needs to read both for themselves and for the clients they interact with. Cloud and Thompson come at the topic of boundaries from a distinct and overtly Christian worldview, which lends a very interesting perspective on “when to say yes and how to say no" so that you as a leader can take control of your life. Professionally, my business is growing and I am going to have to start saying NO to some things I have enjoyed in the past. Personally, I have made a lot of sacrifices so the business can grow and I am going to start saying YES to more things in life.

5. Executive Presence by Sylvia Ann Hewlett While Hewlett wrote this book primarily with females in mind, there are great lessons in it for all of us. I have a real interest in this topic for both males and females and would love to write on this subject as it pertains to those in leadership and young people who desire leadership responsibilities. I am hoping a re-read of this important work gets me thinking and writing in this area.

Well, that is it for me. How about you? Any of these titles grab you as a re-read or even a first time through? Hey, if you are re-reading something I would love to hear it and why you are choosing to spend your time with the work again.

Here is to a successful 2017!

My Top 5 Reads of 2016

Many of you wind down a bit and focus on your family this time of year (and I am so proud of you for doing that), so you don’t want any heavy leadership stuff. However, more than one of you, now that Christmas is over, will sneak an hour or two just to catch up on email or see if anything happened over the last two days while you were off.  The other thing you are probably starting to do is plan your development activities for 2017. With that in mind, I thought I would give you something quick to read that might be relevant for your 2017 development plan.

Here are the top 5 books I read this last year and a very brief synopsis of what I learned:

Competing Against Luck: The Story of Innovation and Customer Choiceby Clayton Christensen, Taddy Hall, Karen Dillon, and David Duncan

A very convincing argument is made about what the authors call "The Theory of Jobs." Basically what they are saying is that people hire companies and products to do a job for them. If you can figure out what people hire you for, then you have a unique advantage on how to market and position yourself.

Personal Application: I am asking myself "Why do people hire me as a coach? What job are they asking me to do for them?" My answer for this right now is that my clients desire an honest assessment of what their leadership looks like. I provide both that honest assessment they are seeking, as well as a compassionate response.

Grit: The Power of Passion and Perseveranceby Angela Duckworth

In this New York Times bestseller, a very powerful argument is made for what successful people really possess. So much emphasis is put on talent in our culture that we often overlook what allowed that talent to develop and thrive. Using both psychological research and powerful example, a very strong case is made for being passionate about a goal and then sticking with that goal over time. This combination is what leads to success.

Personal Application: I am using this book to write some high-level, mid-level, and low-level related goals. I have some things in both my professional and personal life that I want to still achieve. If I do not start moving on them, time will find a way of passing by. I need to write these goals down and have my coach hold me accountable to them.

A Man Called Ove. by Fredrik Backman

This is a brilliantly written piece of fiction that weaves the story of a man that I could have grown up next door to. Ove possess many quirky, yet admirable traits I kept finding myself saying, “Now, that is a really neat perspective! I wonder how I would show up in that situation?” For those of you who don’t usually read fiction, this is one that I really think you will enjoy. The best fiction story I have read in many years!

Personal Application: Since this is a book of fiction, it is hard to find application directly. I will say that this book has caused me to want to read more stories from Backman. If the rest of his work is as good as this, he for sure is a certifiable genius.

A Beautiful Question: Finding Nature’s Deep Design by Frank Wiczek

Unlike A Man Called Ove, this book is deep and quite thick, not only in page number (over 400) but in content as well. Wickek is a Nobel Prize winner in physics, but don’t let this warning scare you away. This book speaks to one central question, “Does the world we live in embody beautiful ideas?” This book is more of a scientific and philosophical musing on what entails beauty. Since I love all three of these; science, philosophy, and the idea of beauty, this was a real winner for me. It is all I can do to resist myself and share with you the conclusion. If you like books that will make you think and challenge your current worldview, then this one is for you.

Personal Application: I am working hard at finding beauty in the world I live in. By searching for and recognizing beauty, I am more aware of the pain, suffering, and strife in the world, and what I am called to do about turning those things into beauty.

Becoming Wise: An Inquiry into the Mystery and Art of Livingby Krista Tippet

As I start this review I want to enforce that I am a happily married man. My wife, Kim and I, have been together for 32 years and neither of us would change that. Period. However, I do have a confession to make; I have a PROFESSIONAL crush on Krista Tippet. She is actually one of the top 5 people who I would love to meet and spend time with. The opening sentence of the book Krista writes states this, “I’m a person who listens for a living." Some of the people she has interviewed are those who have shaped the very fiber of our world's culture. This book is a distillation of the wisdom she has gleaned from her 30 years or so of interviewing scientists, poets, theologians, activists, who have in many ways shaped the culture of our world.

Personal Application: In reading this book I realize I need to be more open to what I do not know rather than only focusing on what I do know. I am working on becoming more comfortable with questions than answers. With paradox over position. With listening rather than convincing.

If you have any money on your Amazon gift card left or your Grandma gave you a crisp $20 for Christmas, you can’t go wrong with any of these. I guarantee it.

Homework: You really want to know what your homework is? Go buy one of these great reads and see what application you can make to your own leadership life! If you do this assignment, I would love to hear about it. why not post a comment or two. I love to discuss books and how they impact our leadership journies.

Try Giving Less of This to Improve Team Performance

Maybe it is the Christmas season? Maybe it is the end of the year? Maybe folks I communicate with are just feeling burned out? Whatever the reason, I sure have noticed a lot of people this year saying things like:

“Let's take that up next year, I just don’t have any more capacity this year.”

“Our people are really feeling stressed with everything going on right now.”

“There are just a lot of priorities on people's plates at this point in time.”

“I am feeling a little under-valued with everything going on right now, there just is not a lot of recognition for the simple things, like no one says thank you anymore.”

I am not sure how the people under your leadership are feeling right now as you read this, but are you? Are they feeling:

• Overwhelmed?

• Under-appreciated?

• Stressed (for whatever reason)?

New Term/Old Concept

A relatively new area to hit the leadership literature is the concept of job crafting. In addition to top-down, hierarchical job expectations, many organizations are leaning more on the individual worker to “craft” their job by changing everything from the tasks they accomplish to mapping the important relationships they need to accomplish the goals they need to meet to be successful. This idea of “job crafting” actually has been cited in leadership studies as being aspirational, motivational, and allowing the individual to self-actualize and find meaning and purpose in work.

Job crafting has been cited as increasing work productivity, employee engagement, effective problem solving, and overall employee performance.

Before I even knew it was called “job crafting” I always thought of it as “just do what you need to do to get the job done." Be responsible. Be accountable. The folks at Nike would say, “just do it.”

The Research

An article in the most recent publication of The Leadership Quarterly (the Bible of Leadership Studies) by Elizabeth Solberg and Sut Wong took on the question of what employees perceived as their ability to craft their job in the context of work overload.

In English: If I have work overload, do I feel I can do what I need to do to get my job done?

Turns out, job crafting is often classified as a proactive behavior and reflects traits such as self-initiation to bring about any needed change. However, it also turns out that job crafting is not necessarily anticipative. Most scholars view job crafting as a behavioral response to one's current work situation. Rather than being future oriented and strategic about what work we have, most of us will just react to the load we currently face. It really is the “tyranny of the moment” that is a key factor in our ability to be able to craft the job into what we need it to be.

The Findings

There are two really important points that come out of this study as it relates to job demand and role crafting. When employees are feeling the overload of work, their perception of the chances for a positive resolution and their leader’s need for structure are two very important factors.

As always in leadership studies, there is more than one variable that must be considered. When studying the leader it usually goes without saying that studying the follower is critical. When thinking about employee performance and work overload, the literature will support this idea.

The Employee

If your organization is going to face work overload from time to time it is a good idea to ensure you have people on your team who can both adapt to and initiate change. It turns out that proactivity in times of work overload requires both adapting to and initiating change that is needed to relieve the work overload.

The follower does have to have some skill or trait in their overall ability to be able to manage change. There is an accountability and expectation that rests on the shoulder of the follower that when work overload is occurring they can cope with it, manage it, and change what needs to be changed.

Point taken. Followers need to be accountable.

The Leader

Turns out that follower accountability is only half of the story. The other half of the story is how much control the leader exudes.

According to Dragoni and Kuenzi (2012), leaders engage in leadership behavior consistent with their own goal orientations, producing a work climate that influences their employees to adopt aligned goal perceptions. The research by Solberg and Wong shows that the more controlling the leader is, the less willing the follower will be to exhibit autonomy and make changes that are needed to alleviate work overload.

The Lesson

If folks in your organization are overworked and feeling stressed, maybe it isn’t the holidays to blame. Maybe it isn’t all of the end of the year tasks. Perhaps it is your need to control as a leader. If our need for structure across all time and circumstance is consistent, then in times of heavy workload, your workload is going to increase even more. Why? Because in order to get things right, the followers are going to need you to think for them. If as leaders we want to feel less stress or have more time to think and create, then perhaps letting go of control might be just the gift to give yourself and those on your team this holiday season.

Homework

What can you as a leader do to loosen your control reigns? What value would giving your team more autonomy have on the overall effectiveness of your team?

How to Energize Your Leadership Life

The coolest thing happened to me last night! My wife had a meeting and rather than sit at home in my office, she dropped me off at the local Starbucks. So I am sitting outside (a benefit of living in Florida) having a hot chai tea latte (my personal favorite), grading some papers for an Executive Coaching class I am teaching. I had graded about 12 papers and my eyes were starting to cross when an older gentleman sat down at the table next to mine.

I know better than to make eye contact. When you make eye contact, that is when they start talking. Even thought I had completed what I needed to get done, I had a chance to get ahead in the class. I had work to do. Just stay focused, Scott, you can do it. Just don’t look up.

But the words of my pastor’s sermon jumped into my mind at that very moment “the gift of Christmas is found in the margins." The point of his sermon last Sunday morning was that even when it looks like all is lost and you have no power of your own to provide, God is in the margins. Christmas is a time for hope because 2000 years ago the Romans had such powerful rule over all the people they had lost hope.  Then, in the middle of the night, in a Bethlehem stable, HOPE showed up in the margins. God acted because he cared. I was thinking to myself, “Scott, how much do you care?"

…And as I was having this thought, you guessed it...

I looked up!

“You live around here?" the old-timer asked.

That was it. I was done for the night. Turns out he was a real talker. We spent the next 45 minutes together of which I asked 3 questions and he talked the entire time. And what a glorious night it turned out to be! Turns out he was a football coach from central Ohio down in Florida for Christmas with his daughter. He started in the high school ranks and worked his way up the coaching ladder. He has spent time with and coached for some of the all-time greats: Bo Schembechler, Tommy Tuberville, and even spent some time in the Canadian professional league.

I honestly could have listened to him all night. He had such a neat perspective on both football, coaching, and life.

Leadership Lessons

Here are my three big take-a-ways from my conversation with the old coach.

1. There is only one letter difference between "hire" and "fire." No matter which you are experiencing, there is probably some “ire” in each. Do the very best job you can with the job you have today. Hold everything loosely, because you never know when you could lose your job, even when you have a winning record. If you get a new job, there are others who wanted it and some of them might still be on the team.

2. Professionals don’t need your advice. At the end of the day, the professional (football player or insert whatever noun you wish) gets paid for how they perform. Period. They are ultimately responsible for the decisions they make that affect their overall performance. There is too much victim mentality today. Too many people think they are entitled to something they haven’t put an ounce of effort into. Professionals might want you to help them think through something, or get some perspective, but don’t ever be fooled into thinking they want your advice.

3. The end will come. One of my questions for him was, “In hindsight, would you do it again?” Without flinching or even much thinking, he said, “Without question!" He said, “I have this tablet thing at home (and I am dying laughing on the inside), and I get messages from other coaches, from past players, even from kids in my English class. They say, "Hey coach, good to see you are still alive. Did you see that game last night between Clemson and Virginia Tech?”

Then came one of the only pauses in roughly 45 minutes of conversation …

“Do it again…I would not have done anything else.”

In rather dramatic fashion, my wife pulls up in the old Kia Sorento to pick me up.

As I thanked him for the lively conversation and started to walk back to the car it hit me right between the eyes: God had shown up in the margin, but not as I had originally intended it.

My original idea was to show up and be some margin in this guys life. After all, he was older and all alone.

Turns out, I could not have been more wrong. Turns out I was the one who needed the blessing of someone else's company.

I don’t even know the old coach's name. For all I know maybe he wasn’t even a football coach. But I am really thankful he took the time to show up and provide some light into the margins of my life.

Homework

Maybe you know someone in your organization who is feeling marginalized. Maybe there is someone who needs a 45 minute Starbucks conversation. Even though you don’t have time, maybe what you need to do is stop and recognize that they are human too. Who knows, maybe you will be the one who ends up with the blessing. Merry Christmas!

What Advice Would You Give to This First-Time Leader?

As a part of my personal morning routine, I try really hard to spend at least 30 minutes in reflection, meditation, and prayer. I have been using a book recently to assist me in this quiet time called “40-Day Journey with Parker Palmer." The thing I like most about Palmer’s writing is the powerful way he provides insight into paradox. For example:

• The inner life and the outer life

• The darkness in the world and the light in the world

• Action and reflection

• Strength and weakness

• Living while dying and dying while living

My mind has been in a couple of places this past week and my morning quiet time has proven quite valuable for me. My quandary has been a paradox of sorts between leadership and management. Reflection, meditation, and prayer, if done in the early morning, can have a profound impact on how you see your day, your week, and your world. If you do not currently use this leadership tool, I really recommend giving it a go and see how it might change your world.

The Story

My youngest son Greg and his beautiful wife, Sylvia, spent the week after Thanksgiving with my wife and me at our home in Florida. Their trip to the sunshine state had several purposes:

• Vacation - Greg has been working for Enterprise Car Rental for a year and had earned some much needed “PTO" (paid time off).

• Thanksgiving - As much as possible, we wanted our immediate family to celebrate the holiday together (we were missing our daughter and her husband this year who are spending a year in Madrid, Spain teaching and traveling).

• Promotion - Greg recently accomplished a major feat! After only a year at Enterprise he passed their rigorous management training program and will go back to central Ohio as an assistant branch manager. He has really worked hard for this promotion and, at age 23, Kim and I could not be more proud of Greg’s effort and accomplishment.

One of the things that Sylvia and Greg wanted to do on vacation was to spend a day at the beach. One afternoon we all got in the old Kia Sorento and headed over to Melbourne Beach. While we were sitting and enjoying the sun, sand, and ocean, Greg made the statement, “It is interesting, up until now at Enterprise it has been all about me and what I do to perform. When I go back to work next Tuesday I will have 3 other people who will have a say in my performance.”

The Paradox

Many of you who have been in leadership for a while may remember that moment when you had this same realization. Some of you are new to leadership and may be experiencing this same thought and feeling. Some of you have been in leadership for a while and may just be waking up to this seemingly unsolvable puzzle.

How can something be totally about me and notabout me at the same time?

This is one of the intriguing things about leadership. Perhaps it is the tension that exists between management and leadership. Perhaps it is the tension that exists between task and relationship. Perhaps it is the tension that exists inside of both task and relationship, for each of them have a “what about me?” and “what about my followers?” component.

The Advice

As we sat on the beach, Greg turned and said, “You know, Dad, you should blog about that. I think a lot of people new to leadership would like to know what to be thinking about as they get started in a transition like this.”

So, never being one to hold back when asked to give an opinion, here are the questions that were on Greg’s mind that day and what I came up with as a response:

• How do I motivate the people on my team when I am not around? Some of my team is remote so I don’t see them every day.So I think this answer is two-fold. First is to find highly motivated people like yourself. There is only so much external motivation a leader can provide. If they don’t have a high internal motivation, then something is wrong and they need to find some other method of self-actualization. No amount of external motivation, even big bonuses, will give them the satisfaction in work they desire. Having said that, if you have someone who is self-motivated, the best thing I know to do to motivate someone is to care for them. Show compassion. Really listen and give them ways they can solve problems. The ultimate goal you are striving for is that when you are not around, they would say “I wonder what Greg would do in this situation?” That is leadership!

• How do I know when to manage and when to lead?Leadership is about the team! Find out who they are. Find out what they like. Really work to get to know them. Let them know you will have high expectations for performance, but ultimately caring for the customer and the employee is what you are there for. They will do amazing things for you if they know you care about them and that you have their back as best you can as a first line leader.Management is about the process. It is organizing and planning. Be as transparent as you possibly can about “why” things are the way they are. Most managers focus on the “how." Really dig in and explain the "why" so there is understanding about the processes. Don’t just tell them what to do, show them how and then explain why.

• How Do I Organize the Work?Work with your supervisor (leader) on this one. Get advice on best practices they have seen. Seek out a mentor who has been really successful in your role. Each organization will have its own secrets to success. There is nothing like a good mentor when trying to figure out organization. When they share advice, implement it! Give it a fair try! It is frustrating as a mentor to give advice then have someone not take it and show up for the next meeting with the same question, or worse, having failed because they thought they knew better than to take the advice of wisdom.

• What is the best way to give feedback & build trust?The best way to build trust is to keep your word. If you say you are going to do something, do it. If you declare you are going to “win” and have really high standards then you need to hold everyone on the team accountable for performance. You cannot have different standards for performance. You may have to make individual decisions based on circumstances but never have different standards. As far as feedback goes, my experience is people want it straight. They don’t want it sugar-coated. They don’t want 3 positives and then the “negative bomb." There are three steps I follow for feedback: 1. Give the situation the event occurred in. 2. Give the observed behavior they exhibited. 3. Give the result you observed. This is feedback. If you want them to change, coach them on what they could to in that situation, what the desired behavior looks like, and what result you expect. Ask them how they could do it differently next time to obtain a better result.

• How do I achieve balance in my life? One of the conversations I have with many of my clients is, “all work and no play makes Jack/Jill very dull." I don’t really ascribe to the "how to balance life" equation. I see life much more as flow and energy. What gives you energy and what sucks the life out of you. For all of us what we really control is our time, and to a lesser but equally important domain, our health (both physical and spiritual). Ensure as a leader that you find ways to revitalize yourself before, during, and after your work time. Make sure you have good positive thoughts going into your brain first thing in the morning and eat something for breakfast. Stay active during the day. Pay attention to the relationships you care most about. Never, ever, ever take them for granted. You will be tired and tempted to be isolated when you get home at the end of a long day. If so, how can you reenergize yourself so that those relationships you care most about at home feel as valued as your customers and your employees? Find your energy flow. No segment of your life gets all your focus.

Some of these answers could have been much bigger and broader and probably deserve some context. If you have thoughts on how you would answer these I would love to hear them. Why not leave a thought as a comment on my site?  If you send me an email that is cool, too, and with your permission I will post your comment on the site for you. I really do think a lot of young leaders have questions like this. Let's create a “Leadership Wisdom” forum that can serve as a repository for their leadership questions.

Homework

You have two assignments this week. The first is to provide your comment and leadership advice to the above questions. There is nothing like experience weighing in on questions like this. The second is some intentional personal reflection.  If you are not spending time in personal reflection in the morning, I highly encourage this discipline. Take 30 minutes with a spiritual book (I like using the Psalms or Proverbs from the Bible) or a book by a spiritual leader (I love using work by Parker Palmer and Ken Boa), and find a short passage that takes less than 5 minutes to read. Then spend the rest of your time reflecting on what the reading means to you. If you decide to implement a practice like this, I would love to hear how it is going for you.

5 Ways to Positively Impact Your Organization’s Culture

There is a lot of conversation in the “blogosphere” these days about the types of cultures leaders can create in organizations. Here are a few examples:

• Learning Culture

• Performance Culture

• Service Culture

• Command & Control Culture

• Customer Centric Culture

• Employee’s First Culture

• Shareholder’s First Culture

Frankly, there are probably thousands of cultures and subcultures that organizations can identify with. Leaders can be left in a state of ambiguity about what is really acceptable in a culture unless organization-wide consensus can be found.

Confusion can lead to inconsistency in strategy implementation or even complete chaos, which can result in paralysis. This fragmentation in organizational culture can leave the strongest subcultures defined by those with the loudest voices, which may not actually be representative of the culture at all.

Perhaps a story can clarify:

Years ago I worked at an organization that had a cultural norm of “respect for people." This norm was carried out in a lot of very positive ways throughout the organization, such as caring and compassion with a death in an employee's family, paternity and maternity leaves, even pay based on performance was weaved into this respectful culture.

In one department, there swooped in a leader who had an agenda. A change in performance standards would take place but only a select few favorites would be told of these new rules in the culture. Low performance ratings were given to people who had traditionally been top performers. The organization became chaotic and fragmented as no one knew what the cultural norms were in order to perform at high levels. All anyone knew was to "please the leader or you are out."

Fast forward 6 months and the entire department had been decimated. The leader had to be replaced. What was once a high performing organization had been completely and utterly destroyed by the actions of one person. One really loud voice was able to take down an entire team, exiting many top performers from the company in the process.

The culture you define as an organizational leader impacts the development of your team members. If they don't feel safe, they definitely won't feel valued as a team member. And if they don't feel valued, then they won't be motivated. When you have unmotivated team members you run the risk of losing them or leaving untapped potential on the table.

So, how do you create a culture that allows your newest team members to feel safe as well as your current colleagues to be motivated? Perhaps it's not something that you DO, but instead what you can BE.

Focus on developing your emotional intelligence. This effort on your part will impact the culture you want to create. As you create this positive culture, the desired behaviors will become part of who you are and not just something that you do occasionally. Think deeply about the kind of culture you are shaping as you lead your team.

Here are 5 things you can become that will positively impact the culture of your organization to give you great results:

Be Self Aware Know and be confident in yourself and your abilities. Understand how you handle your emotions, and how they impress your company. Everyone is watching you to see how you will react. In fact, they may be able to predict your behaviors. Become just as aware of yourself and how you can choose your emotional responses.

Be Assertive Communicate your what, how, and why in a simple, clear, and even repetitive way so that your team understands.

Be Empathetic When I teach seminars on Emotional Intelligence, I often ask the group for a common definition for empathy. The response I get back more than any other is “walking a mile in the other person’s shoes.” I love this definition, but to take it one step further (pun intended), “walking a mile in the other person’s shoes, even when the shoe doesn’t fit." Being empathetic is about being compassionate, caring, listening, and being flexible as needed. I believe strongly that we should not neglect the impact empathy has on shaping the culture of your company. Showing regular empathy will instantly invoke safety and value for your teammates.

Be in Control Not wavering, or changing things based on emotional reactions. When something comes up that invokes an emotional response, remind yourself of the companies mission, and your principles, to be sure that the decisions being made align with your mission. This way your team can feel confident that you won't make changes at the drop of a hat. As they trust you, they can focus on the work they need to do.

Be Optimistic People who are positive are magnetic. We want to be around them and we can be inspired by them. In order to be optimistic, you have to change the way you talk to yourself. What I mean by that is being able to see the best in yourself, see setbacks as learning opportunities, and see obstacles as unique, temporary events that you'll get through. Learn more about this by downloading my eBook, Optimistic Thinking.

Homework

Think about the 5 "Be's" above. Choose one you would want to work on.

To help organize your thoughts, grab a piece of paper, then write and complete the following sentence:

I want to be more ______________, so that my team can feel ______________ and we'll create a culture that is ___________________.

Here are three ways I will be more ____________ this week: 1. 2. 3.

Share what you wrote with a mentor or coach and have them help you with this development. If you can't think of who to share this with, write it in our comments below or contact me directly. I'd love to hear what you have to say and find out how we can help you!

My Public Declaration

Earlier this week I was feeling a bit stuck. I felt like there was something I wanted to articulate this week, but I was having a really hard time pulling it together. It felt like I was procrastinating. I had something that I needed to get done and I knew I needed to work on it, but it just wasn’t coming to me.

As I described the situation to my friend Joanne she said, “Are you sure you are procrastinating? Could it be that you are incubating?”

Now there was an interesting idea and perspective!

Joanne’s thought was that I had an idea that was just stewing around in my head but it wasn’t quite ready to come out yet. She suggested that I try a gratitude journal to see if that would help me break through.

Old typewriter with text gratitude

So I did, and here is what I wrote:

Top Ten Things I Am Thankful For In this Season of Life

• I had an amazing week this week!

  • On Saturday I spent the day facilitating a training with 50 leaders who examined their own emotional intelligence.

  • Monday I spent time with some amazing coaching clients.

  • Tuesday I facilitated a new workshop we are doing called “What You Know About Stress Is Killing You.”

  • Wednesday and Thursday I worked with some amazing young leaders, helping them process an emotional intelligence 360.

  • Friday I spent the day with my wife, Kim.

  • Saturday Kim and I ran in the Everglades Half Marathon.

  • Sunday we had an amazing day of worship at Grace River Church.

  • A body that allows me to still run and exercise.

  • Spending time in the morning with God.

  • Writing this blog.

  • A home without discord.

  • Kids who call me during the week to check in.

  • The picture I got from my Granddaughter this week that was drawn just for me.

  • Airplanes so I can work with cool people and see my boys & their families in Columbus and my daughter and her husband in Madrid.

  • My Team: Brandi, Gretchen, Amy, Rick, Tom, Joanne, & Tim.

  • My beautiful wife who is the most amazing, faithful woman I know.

What Gratitude Did for Me

After I finished my list, which took me less than 5 minutes to do and just flowed off the end of my pen, I had an amazing insight.

What had been incubating in my head were the great relationships I have! My family, my clients, my team, and all of you who take the time to read these words.

I am so thankful for all of you. It is you who make my life joyous and complete.

My thanks to all of you for your encouragement and support in 2016. May God richly bless you and your family this holiday season.

Homework:

Since this is Thanksgiving week, you don’t have any homework from me. Enjoy your week with your family and friends.  If you're feeling ambitious this week, try creating your own Top 10 list of what you are thankful for. If you do this I encourage you to capture the emotion at the end of creating your list. How did expressing thanks make you feel? Now share this emotion with others. You will be glad you did!

Four Leadership PROOFS From the 2016 Presidential Election

Keep reading! There is a FREE Leadership Development Tool just for YOU at the end of this article.

One of my favorite subjects in high school was Geometry. I loved the idea behind a geometric proof, using facts and logic to solve complex problems. In case you have slept a night or two since high school, remember that proofs are commonly written in two columns, where the statements are listed in one column and the reasons for each statement's truth are listed in another column. I am going to use a bit of a different format - putting the proof at the top of the paragraph in bold and then the supporting thought below.

As I stayed up watching the election returns pour in last Tuesday night / Wednesday morning, like many of you I tried, and in many respects am still trying, to get my head around how a billionaire womanizer with an upscale Manhattan address was able to lose the popular vote and become President of the United States. You have to love this country! No reality show TV producer would ever buy that script.

4-step

Leadership Proof 1: Followers Know What They Want

I can still hear my “Change Theory” professor in graduate school define leadership as change. Dr. Freemyer, I think your definition of leadership certainly has proven itself out in this last election.

Leadership is about change. Management maintains the status quo.

If you want someone to lead in your organization then the assumption is that you are expecting change and growth. When you come back and examine the status of the organization they are leading you expect to find things both different and better. If you do, you pat yourself on the back and tell yourself you made a great choice.

If you want someone to manage in your organization you are expecting things to run effectively and efficiently just as they are. You might be looking for some incremental types of gain, but for the most part, you looking only for things to stay the same.

President Obama actually helped to defeat Hillary Clinton twice. The first time in 2008 by getting the Democratic nomination over her and the second time by endorsing her as the candidate to continue his legacy.

The people of this country wanted change, and he put her in a management position.

If you want change, pick a leader; if you want continuity, pick a manager. If you want confusion, tell them to do both.

Leadership Proof 2: Leaders Must Listen Closely

Someone had to win and someone had to lose. Competition has been the way our world has worked since man was evicted from the Garden of Eden. The competitive nature of our world lends itself to the survival of the fittest. (So now the question becomes is anyone still reading this since I have evoked both creation and evolutionary thought in the same paragraph?). Anytime there are two (or three, or four), and we are asked to pick one of them, the nature of the choice will deem one victorious over the others.

Competition fires up our reptilian brain, the amygdala. When we are competing it is very difficult to remain rational and think. Proof of this is my blog last week, which admittedly wasn’t very good…because I was trying to write and watch the Cubs win the World Series at the same time. Once the adrenaline and cortisol start flowing in our blood, the brain goes into survival mode, where things like listening and curiosity are left for calmer and more peaceful times.

Trump was able to hear both the elitist special interest message of his rival and how well over 50% of Americans were feeling marginalized.

He heard the message of the voters. While the pundits and press kept pushing him for policies, he knew the American people were policy and executive ordered to death.

He resisted telling the people what he would do for them and just listened to their pain.

Leadership Proof 3: Just Because You Are Out Front, Doesn’t Mean You Are A Leader

I would like to still think that character matters more than anything else in leadership. That the relational virtue ship that sails on grace, love, peace, hope, humility, and mercy has not been sunk by the cannonball of self-aggrandizement.

Character rose to the front and center of the 2016 presidential election this year. However, it wasn’t character that became the deciding factor in this election. How could it be? Character had no place to shine for either of the nominee’s of the main political parties. It was a very tough election for character to matter because on the surface the choice that those who went to the polls had to decide between was a womanizing racist and a lying self-centered cheat. Both probably fit a classic definition for being considered foolish.

Character got set aside in this election. Character didn’t matter because neither candidate could display it. Just about another democrat eligible to run for President could have beaten Trump. Just about any Republican not named Bush could have beaten Hillary. No matter how hard the candidates tried they couldn’t show the other was unfit for office. Character just didn’t matter.

IT DOES NOW!

Leadership Proof 4: Visions Fit on T-Shirts (or Red Hats)

How easy it is for us as leaders to get enamored with our own brilliance. To over think everything we do. To assume that because we are smart and we say it, that those we say it to get it.

How easy it is for us as leaders to get caught up in our own ideas and to stop listening to the people whom our leadership has an effect upon. That just by the sheer will of our status, personality, birth order, or some other sociologic idiom that people are going to allow us to keep our leadership no matter how we treat them.

People don’t need a vision for status quo. If your organization is in a flat part of a growth curve, you don’t have much time before your followers start losing interest in what you have to say.

I work with clients all the time who have these elaborate visions that are paragraphs in length that explain in detail every aspect of the dream they have. The adage that sums it up best for me is that it isn’t a vision people can rally around if it won’t fit on the front of a T-shirt. If you can’t get your vision on the bill of a cap or the front of a T-Shirt your message isn’t clear enough yet.

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“I am just not having fun anymore.”“My job feels more like a grind these days than it used to.”“What should my next role in the organization be?”“I feel boxed in with my current job."

These are four actual quotes from folks I have talked to over the past couple of weeks. The statement or question is usually followed up by, "Can you recommend anything I can use to work through what I am experiencing?"

I get any number of requests from clients for a tool that can help them discern where they are in their leadership journey, so I combined a number of tools into one document. Click here and download your free copy. If you download this tool and use it, I would love to hear how the tool worked for you and what you might think it needs to improve.

When Professionals Write Development Plans What Do They Do

Might as well get used to it, we are very much a “what have you done for me lately” society. The folks I work with say things like, “Scott, I just had the best year ever and my boss wants more," or “My team just voted me most valuable and want to know what is next for us.” As a society, why do we have such a hard time celebrating success and achievement for more than a day? Why can we not bathe in the success and enjoy the moment for more than a moment? Ah, but I am starting to digress from my main point already...

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By the time this article gets to you the Chicago Cubs will have celebrated winning the 2016 World Series. If you are reading this article, that means the rumor of the end of the world coming when the North Siders win it all has been grossly exaggerated. The accolades for the team keep pouring in, both in the major media and on my own personal text messaging. My good friend Ken Bish even wants Billionaire Joe Ricketts to give President of baseball operations for the Cubs, Theo Epstein, an ownership stake in the team. My answer was, Ricketts is a billionaire, they don’t give anything, that is why they are billionaires. Ah, but I am starting to digress from my main point again.

I woke up this morning, the day after the thrilling game 7, which kept me up until 1:30am. Come on MLB, really, you couldn’t have started the game at 7pmEST? Why not take a lesson from Hilary Clinton and Donald Trump? The people who care are going to vote for you no matter what, so why not make it most convenient and give the best product possible option for those who care and want to consume it? I mean really, this is a Thursday and some of us have to work so we can pay you $50 for a T-shirt that costs $1.25 to manufacture! Ah, but I am starting to digress from my main point again.

So, when I got up this morning, I put the coffee pot on and turned on the TV - something I never do. I practically ran into the living room to turn on ESPN’s Mike & Mike because I wanted to hear the celebration and insight from this historic event. One of the most interesting interviews was with Aaron Boone, who hit a home run in extra innings in game 7 of a League Championship series. He talked about how hard it is starting at 8pm the day leading up to the first pitch. Ah, but I am starting to digress from my main point again.

The Point

I just finished reading what I hope becomes a classic in the leader development space. The book is "GRIT" by Angela Duckworth and my main learning from her research is that those who succeed stick with it. They don’t let themselves digress from the main point.

Duckworth calls this perseverance. The most impactful research for me comes from a Stanford Psychologist, Catherine Cox, who studied 301 exceptional historical figures. According to the research, there were only two things that made the exceptional truly exceptional in their field: passion & perseverance.

“Quiet determination to stick to a Goal.” “Tendency not to abandon tasks in the face of obstacles." 

Theoverance

When professionals write development plans they practice Theoverance.

This term has its genesis for me as I have watched Theo Epstein craft this 2016 World Champion baseball team. There are three steps to this process, and the first and third one are often the ones that are ignored.

• Have a vision for what leadership success looks like. Before you plan, you must dream and your dream has to be in sync with your definition for success. This is Stephen Covey’s famous “begin with the end in mind” principle. Many leaders have a vision for their organization based upon what is in front of them rather than what is possible.

• Have a plan that is aligned with your vision. Is your plan filled with actions or is it really taking you toward your vision? This is where a lot of stress comes in for leaders. Is your plan taking you toward your vision or are you just putting in time? Are you choosing safety over satisfaction? No judgment here on my part. I understand safety and if this aligns with your vision then this is the plan that is right for you. You just need to manage the expectation that come along with a safety plan.

• Persevere with the plan. If you have a vision and a plan, stick with it. Too many leaders I work with get bored, or when the going gets tough in the middle of the plan, they give up. When the going gets tough this is when you are learning what you need to do and not do for your vision to become a reality. If you like your vision and your plan, stick with it.

Baseball, and more specifically Theo Epstein, have taught me something about developing into a winner. I am now going to call it "Theoverance." Some call it perseverance, some call it grit. Some may even call it resilience. I am calling it Theoverance.

Theo had a five-year plan. Here are the results of that plan:

• 2011 lost 91 games (56% of games)

• 2012 lost 101 games (63% of games)

• 2013 lost 96 games (60% of games)

• 2014 lost 89 games (54% of games)

By now you have to be saying, yes, Scott, we know.. It is the Cubs. But wait! Remember, there was a plan… The vision took time to bring to reality.

• 2015 won 97 games (60% of games)

• 2016 won 103 games (64% of games)

You see, Theo and the Cubs management could have easily quit, given up, chalked it up to the Goat, or whatever mystical Bartman type curse could be dreamed up. But they did not! They stayed with the plan.

The Learning

Three points from our time together today:

• Honestly assess your vision.

• Have a leadership development plan. If you don’t have a plan, you will for sure stay where you are.

• Stick with your plan. Believe in yourself. If you have a dream, you can achieve it.

It is vital for leaders to have a personal vision for where they want to head.

A significant part of managing stress is managing expectations. When reality does not equal expectations stress can sneak in and cripple your plans.

This article is dedicated to the memory to the three reasons I am an elated Cub fan today:

Harold “Poggy” Livingston  1899-1985

Ruth Ann Baker 1931-1990

Harold Robert Livingston 1936-2003

"Wait until next year" takes on a whole new meaning for me. Vegas has the odds of the Cubs winning in 2017 @ 3:1. Stay focused boys, stay focused and stick with the plan.

5 Tricks That Are Real Treats for Leader Development

Last week I had the opportunity to give a webinar to a group of highly talented coaches who are members of the Georgia International Coach Federation. The topic of our discussion was The Secret of Developing Emotional Intelligence. As webinars go, it was a fascinating hour of exploration on what leaders can do TODAY to become more emotionally intelligent. As we went through the topic there was one slide that really caught the attention of the coaches. There were more questions and comments about this one idea than any other we discussed.

Developing the Whole Leader

If you have followed these ramblings for any length of time, you know I am a big believer in the development of the entire person: body, mind, soul, and strength. The entire leader needs to show up every day. If we miss developing any part of our humanity then we become out of balance. If you ever have driven a car with a flat tire you know what it feels like when 3 of the tires are full of air and running fine, but one of them is lifeless and flat. You can’t go as far and you can’t go as fast. The same is true with leader development. If we don’t balance our development, we will struggle in the long-run with effectiveness in our leadership lives.

Developing your body entails paying attention to what you put in it, how you use it, and how you rest it.  Developing your mind involves intellectual stimulation, creativity, and includes things like serious play.

Developing your mind involves intellectual stimulation, creativity, and includes things like serious play.

Developing your strength to me means your attitude. How are you showing up? Do you provide energy and enthusiasm to those you lead or do you “suck the life” out of the room? Strength entails attitude, passion, commitment, perseverance.

Developing your soul. This is what I want to engage you in today. The soul is the essence of who you are. This is often a scary place for some folks because it feels religious and spiritual on one hand, or conceptual and theoretical on the other. I want to acknowledge this fear and say that yes, there is an element of spirituality and theory in this idea of the soul. But it is not one we should run from or ignore, as it is one that for sure can affect our balance as a leader.

The soul is often thought of in terms of the human psyche. The etymology of the word psyche refers to the animating spirit of the individual. Those who are experts in the spiritual disciplines tell us this is the part of our humanity that is eternal and lives forever. If you believe this premise, then paying attention to what makes it up and developing it has real value to all of us, especially those called into leadership.

5 Realms of the Human Psyche

The graphic used in this post represents how I am looking at the human psyche these days. While this graphic is not a complete picture of the soul, I do think it begins to capture major components when it comes to leader development. (i.e. an example of what is not pictured would be a memory. I believe one aspect of the human soul is the capacity to recall history, even though our recollection at times can be dim.) The graphic is best read from the inside out, so that if some type of stimulus happens in our outside world, the first filter that stimulus goes through is your values and beliefs and then the reaction moves out toward a behavior you elicit.

Values/Beliefs

At the very core of the leader are our values and beliefs. Some scholars will take these constructs and call this the leader's worldview. While every leader has a worldview, most of these structures that support the core of who we are, we don’t think much about. Your worldview is how you rationalize and explain everything that exists and that matters to you. A simple tool to understand your values is a values card sort.

Leadership Question: Do your values/beliefs/worldview align with your leadership principles and actions?

Affective Emotion

These emotions are your basic feelings and perceptions that shape your world. The feelings that are elicited by events, the recognition of those feelings, and the experience you have with the emotion are all part of the affective realm. Things like fear, disgust, happiness, surprise are all responses leaders elicit, recognize, and experience. I think the MSCEIT is an excellent development tool for understanding this level of emotion.

Leadership Question: Are you aware of the impact of your affective responses that you are not proud of?

Personality

The next realm is that of our preferences or personality. When you get a stimulus from outside, do you prefer to react via the outer realm of people and things or the inner world of ideas and impressions? There is no right or wrong in this domain, only what the individual finds most comfortable for them. Some of the more popular models for describing personality are DISC, MBTI, and a newer tool, the Pearman Personality Integrator.

Leadership Question: Do you know your personality type along with its strengths and inherent weaknesses?

Trait Emotional Intelligence

This level describes a leader's awareness of their emotional ability. While there are several models for describing trait emotional intelligence, my personal favorite is the Bar-On EQi 2.0. The model considers the emotional ability around 5 distinct domains such as self-perception, self-expression, interpersonal relationships, decision making, and stress management.

Leadership Question: Do you know how balanced emotionally you are as a leader?

Skills & Talents & Behaviors

Finally, we reach the outermost layer. It is actually the layer that is seen by the most casual of observers. Unless others know us well, rarely do they know our worldview or our emotional triggers. What they see are the skills and talents we display. Tools such as Strengthfinders, Thomas-Kilmann Conflict Inventory, or 360-degree feedback are valuable at helping leaders understand their behaviors and the impacts they can have on others.

As a leader, when you are thinking about developing this innermost part of who you are, I want to encourage you to develop the whole you. For example, you may be an excellent politician with great negotiating skills, but without a value structure to support your skill, we all know too well what we get when this happens. Before we are too hard on the politicians, you may be a minister who is very good at public speaking, but if you do not value people you may end up hurting those you say you care most about.

Leader, don’t leave any one of these domains to chance in your development. I encourage you to consider all of them as you think through what development needs you are planning for the next year. What I see too much of in my executive coaching practice is leaders wanting to focus on skill, rather than doing the deeper but more valuable work.

Best hopes as you traverse your own personal development.