Be A Leader Worth Following

Before I begin any workplace engagement, I ask the person informing me of the problem one important question:          

“If I determine that you are at the core of some of these issues, how do you want me to tell you?”  I ask this because problems do not happen in isolation.  Very commonly, they trickle down from the top.  From leadership missteps to flaws in the organizational structure.  My role, as I see it, is not just helping the individuals, but the company as a whole.

 

          From this vantage point, I have learned a lot about the characteristics that make a good leader, and about those well-intentioned qualities that sometimes undermine growth and success.

Here is what all leaders should know:

Leaders should be visionaries – Look ahead at what is coming, determine where the organization is heading; Great leaders must be reflexive and able to pivot and adjust as situations emerge – both internally and externally.  Whether it is adjusting to market fluctuations or acknowledging a gap in training or technology, a great leader takes swift action to rectify a problem and funds a budget that can support unforeseen demands. 

Leave people issues to your managers – Nothing undermines organizational stability more than a leader who inserts him/herself into staffing issues.  It undermines the authority of your managers, disrupts the process of addressing behavioral issues, and leads to claims of favoritism and unfair work practices.

Keep connected with your staff – on a macro-level.  Instead of having an “open-door” policy (which invites complaints that belong at the manager level) make a habit of walking through your office, getting to know your staff, and learning what is/isn’t helping them to get the job done.  Your focus is on the organization, and your staff is the first to know if an initiative isn’t working.  Engage with them for the purpose of making the company better.

Recognize the impact of employee morale – While leaders need to stay out of the fray, they must also support initiatives that help or engage their employees.  If employees are championing a measure – do what you can to support it.  This may mean investing in training, supporting team development, or bringing in a consultant to resolve conflicts that are undermining communication or productivity.  Be aware that budget constraints are rarely seen by employees as an acceptable reason for stalling on these efforts. They will quickly look to other expenditures that should be cut.  Address their concerns in a fashion that demonstrates their value to you and the organization – the return on your investment will be palpable. 

Set a positive and inspirational tone – for the whole team.  At regular intervals (preferably at an all-staff meeting) share the direction of the company, and what is expected of them to make the vision a reality.  Every member of your team should recognize their importance and contribution to the company’s success, and should feel motivated to help the company get there.

Model honesty – Owning mistakes and taking responsibility for making things better is vital to long-term success.  Modeling this behavior – whether acknowledging a venture didn’t go as planned, or that lay-offs will be necessary – isn’t easy, but it goes a very long way toward creating accountability and shared responsibility for success.  By humbly owning your mistakes, you demonstrate the importance of this virtue while also silently encouraging your team to inform you if they foresee problems on the horizon. 

State of the...Company

Every January our Commander in Chief presents a State of the Union or Inaugural Address.  Setting your own political ideologies aside, business leaders should take note of the address and the purpose behind it.  This address is a leadership strategy – one that can be implemented within any company, team, or organization.   The Inaugural Address or State of the Union inspires, explains, motivates, and builds enthusiasm for what is both desired and possible. 

Translate that to a business model, and you are offering your staff a glimpse into your views on the recent past and your goals for the coming year.  You are building a sense of unity, a feeling of pride, and a desire to give the best of oneself in those who hear your own address.  Do you acknowledge the hard times?  Yes.  Will you sometimes have to acknowledge that there may be more hard times to come?  Yes.  But you also have this forum to explain what you can/will do to lessen the impact of these hard times and to plant seeds of hope for the positive changes that are on the way.

The “State of the Company” address may be the one time each year you address your staff or team in this manner, so make it count.  Be sure to include:

1.     Gratitude for their commitment to your company, team, or organization.
2.     Recognition for their hard work and effort to reach goals.
3.     Awareness of any difficulties of the past year (or more if this is your first such address).
4.     Appreciation for the success and accomplishments of the past year (or longer).
5.     Goals and/or changes to come in the year ahead.
6.     An acknowledgement of what it will take to reach those goals (of them and you).
7.     A request for their commitment to making those goals or changes happen.
8.     Repeat of Gratitude – this time with a focus on moving forward.

Strong leadership requires communication, inspiration, a vision for the future, and a building of trust – both up the corporate ladder and down.  As you craft and deliver your “State of the Company” keep these ideals in mind.

If we can be of help in addressing these and other leadership challenges, through executive coaching, training, or other services, please contact us.