Leadership Truths

truth

 

As we close down 2015 and move into 2016, I sat back and reflected on some of my journey and the privilege I have to help others become stronger leaders. I’ve shared below a compilation of some of my favorite Leadership Truths. Take a look and choose your top 5 where you believe that by living that truth you can raise your own bar in the new year.  Commit to a little self-reflection and resolve to make 2016 a year to focus on cultivating your own personal leadership legacy and ensuring the influence you have on your team is always positive.

1.      Maturity is a choice not an age. 2.      As a leader, be contagious, not infectious.
3.      Leading a team is a different skill set than    accomplishing great individual feats. 4.      Create an organization that makes more leaders than it breaks.
5.      Lead where you’re strong. Team where you’re weak. 6.      Business and life are marathons. We have to strategically pace ourselves in order to finish.
7.      Great leaders are concerned about their positive influence, their legacy. 8.      Strategic placement of team members produces the best results.
9.      Self-awareness helps in building the right team for you. 10.   It’s your team.  You cannot complain about what you permit.
11.   When you need a little more pull from your team, try letting them chase a team just a little faster or better than themselves. 12.   Amateurs practice until they get it right.  Professionals practice until they can’t get it wrong.
13.   Great leaders take time to get to know their team, really know them. 14.   Consider the strengths of the team as a component of strategy.
15.   Communicate in their language, not yours. 16.   Unleash the power of the team.
17.   You don’t have to flood your team with words to get them to action.  Be clear.  Be concise.  Be direct. 18.   Start ugly.  If you’re not willing to start ugly, you’re never going to start.  Learn.  Grow.  Make it pretty next time.
19.   Mentors know to put us in charge of teams that match our abilities. 20.   I can’t lead the team I want.  I have to lead the team I have.
21.   Frustration is a function of expectation. 22.   Lead people; manage things.
23.   If you’re a leader and not learning every day, you’re likely not a leader for long. 24.   Don’t ask for more sweat equity than you give.
25.   People join companies; people quit people. Be someone people want to stay with. 26.   Sometimes you have to drop or reassign a team member if it’s hurting the rest of the team.
27.   Experience it; don’t just witness it. 28.   Trust is the currency of leadership.
29.   Leading a team to victory is often the result of conquering or leading one’s self first. 30.   The mirror is rarely pleasant, but it’s almost always honest.
31.   Problems rarely work themselves out. 32.   As a leader, what you allow you endorse.
33.   The trail we carve as leaders profoundly affects the next generation. 34.   Nobody wants to be managed; people want to be inspired.
35.   Every leader gets the team they deserve, eventually. The team you inherited is not your fault. The team you have a year from now is. 36.   How you treat those on the inside is an indicator of how they will treat those who come from the outside.
37.   Don’t transfer emotional baggage to your team.  If you need to unload, talk to another leader 38.   For that extra motivation, learn your team individually and incentivize accordingly.
39.   Hire for values; train for skills. 40.   Find awesome, and copy it.

 

If you want your Leaders attention – BARK (just not too much)

There are many obstacles out on the trail, many places where you can dump the sled. The most deadly? Belief. The first and most formidable opponent will, usually, be belief. The old saying on the trail is, “If you believe you can or you believe you can’t – you’re probably right.”

When it comes to ‘Influence’, if you don’t own the belief system that you can develop and increase your influence – then you won’t even try – you’ll leave the sled on the trailer or just run with your head down believing that you are simply a beast of burden meant to pull the sled without input, feedback – ‘Influence’.

We’ll talk more about beliefs in a latter blog – so for now – let’s use the Friday blog to rally around HOW to increase your influence. I’ll throw out some things and leave them for addition by the group.

(Note of housekeeping: some of you are emailing your thoughts to maintain privacy – if that is needed I’ll be glad to repost your comments without using your name – otherwise please post them here – thx)

If you want your Musher to hear you – if you want to have influence with your Leader then BARK.

BARK is an acronym for HOW we are going to take the steps to create, develop, and grow our Influence.

B – Be Consistent.

Consistent performance matters. Why do franchises work? Consistent product leads to consumer belief in quality and allows them to freely stop into any location. Same thing with your leader choosing or valuing you – consistent delivery, consistent results = Influence.

A – Attitude.

There is tremendous room for a great attitude. Add value from an ‘Attitude’ arena and you’ll lift the entire team – including your leader.

R – Real.

Leaders appreciate people who are real. Real, as in Authentic and Real, as in open and honest with their feedback, helping the leader get the true business picture, etc.

K – Knowledge.

Knowledge is a broad category. Knowledge is being a SME(Subject Matter Expert). Knowledge of the tasks needed to perform your job well. Knowledge is daily growth and insight into the industry. AND knowledge of your Musher (Leader). When it comes to knowing your Musher – learn about their personality, communication style, their rules (spoken and unspoken), and even to the point of learning their SWOT (Strengths, Weaknesses, Opportunities, and Threats).

As a final and over all other things comment – we want to be consistent with the Application of BARK – but don’t go overboard. Remember: A dog and a team player that simply BARKS for the sake of barking, and barks all the time is just an annoyance!

Look forward to your comments – Have a great Friday and, if you’re stateside, a great Memorial Day weekend.

"Wheel" Influence can be REAL Influence..

It takes certain character or personality qualities to run in the next position. To do it well is an incredible help to the leader – to violate the position and trust of the leader while in this role can be disastrous.

Today we’re talking about the last positions on the team, the position closest to the sled and closest to the Musher (Leader). This last set is referred to as “Wheel Dogs” – or, more informally, just wheelers. The job of the wheeler is to be that seasoned veteran that not only pulls but help the musher turn the sled.

For the most part, the sled is noisy, ominous and right on your heals. If that is too intimidating or problematic for a team member then they should run in a different position. If you’re constantly looking over your shoulder, constantly wondering if you’re going to be run over, by the time you reach the Burled Arch, you’ll be so traumatized that you’ll be looking for the veterinary tent marked dogs with PTSD!

In every organization that I’ve been a part of there have been people that have gotten too close to the sled – too close to the “underbelly of the beast”. Business isn’t always pretty close up and from my time with non profits, neither are they. There are things that as “Team Dogs” we just don’t want to know and as Lead or Swing – we can run far enough ahead to ‘leave our troubles behind’.

Wheel dogs have more of an even keel personality, not much gets to them and they are worthy confidantes poised to provide sage advice or insight to help the musher to turn the sled. To have a team player that can be that close, see things others can’t handle, maintain confidence, and provide much needed insight or commentary at the right time is an incredible help for any leader. This position can have enormous influence with the leader because they are closest to them.

Keys to increasing your influence as a “Wheeler” in your organization are:

Maintain that even-ness. Sudden, jerky moves, nervousness, and emotional swings can “flip the sled”. The leader must be able to count on you as a consistent producer AND as someone who is consistent emotionally.

Understanding. A great component of Wheelers is that they know and understand their musher. They, 100%, realize that when he / she may appear to be yelling – that it is due to the fact that they are the closest to them – AND that in order for the Lead, Swing, and Team dogs to hear – the volume is going to be loudest to you. Understanding that you’re going to see things that might be unsettling and that as a seasoned veteran, you have enough experience to know what is real trouble and what will get worked out a little further down the trail.

Maintain confidence. There can be no greater duty of the Wheel Dog position than to maintain the leader’s confidence. The things you hear, the things that are shared MUST stay in confidence. To violate this confidence is cause for immediate dropping at the nearest checkpoint! If you know that you have difficulty with this – it is much better to be open and, simply, say – I would prefer to not know the details! What you see and hear near the sled – stays there!

Help with the sled. Tell the musher what they need to hear – not just what you think they want to hear. Leave the role of “YES” dogs to another position. To simply go along with a plan that you believe to be detrimental to the team, only to say you knew it would fail is terrible! How you counsel or advise your musher is just as important, if not more. Keys to this are to ask how the leader prefers negative or dissenting communication. It might look something like you saying, “There are going to be times when I disagree with a decision or direction. Would you prefer that publicly in the meeting or offline and privately?” Disagreement is natural and, to an extent, healthy – just make sure you know HOW to provide that second opinion.

Remember, you are closest to the sled – you have great opportunity to Influence – use it right and you’ll have significant impact on “turning the sled”.

Leveraging your strength as a team player.

Unleashing the power of the Team is the subtitle of the book. It, basically, says that there is untapped potential in the team – or the synergy of the team. The next position on the team contains the majority of the dogs on the team. Generally, there are 2 Lead Dogs, 2 Swing Dogs, 10 Team Dogs, and 2 Wheel Dogs. So there are 5 times as many dogs in Team as there are Lead Dogs.

In business it’s much the same way. If it were not so, we would not produce as much as we do now. We need people on the shop floor producing the product. We need the staff that makes it possible to operate at our present level – and beyond. Not everyone wants the stress or pressure of running in Lead or has the energy or desire to be a “swing Dog” influencer. Some are, perfectly, happy with running the race from 8 – 5 and clocking out! Leader’s – that’s OK! They are incredibly necessary AND contribute significantly as a group.

If you are a Team player – a Team Dog, how can you leverage the power of the position and create influence with the Musher (Leader)?

Play your position exceptionally well.

The first step in playing your position well is to “Own” the position. By that I mean, Know your duties. Put effort into knowing exactly what is expected of you and exactly HOW to perform the tasks that are put on your plate or “in your bowl” (so to speak). Once the basics of the position are covered – learn as much about the position as possible and look for ways to suggest improvements. Leaders will listen to and respect the input of someone who is really good in their position and knows their “stuff”.

Give your full potential, focus, and energy to the tasks at hand, while you’re at work. Most people do not give their all at work – they waste minutes in the day and eliminating waste could lead to you being fully able to perform all your needed tasks in the 8 hours given. During this time, pull the sled and be the go-to player for your area of responsibility, your tasks, or your expertise.

Run with a great attitude. Sled Dogs LOVE to run – they enjoy the journey and it brings them satisfaction. Dogs with the wrong disposition on the team must be changed out for the sake of the team or the organization. Just keep thinking, “Grumpy dogs get left in the Kennel!”

Provide the right feedback. Again, there may be things that you’ll see from your vantage point that can help the leader and help the team. Just keep a record of areas that you see could be improved and when called upon – you’ll be ready to add that little extra value. This will wet you apart from the other Team Dogs and allow you to increase your influence with your Musher (Leader).

It’s OK that you want your work to be your work and value your life outside of work. That’s part of your make-up and your creation of how you want your life to be. More leaders should accept it. However, while you’re at work – pull with all your heart, mind, soul, and strength!

Team Dogs – you’re a valuable part of every organization – run on.

Owning the “Swing Dog” position.

On a Dog Sled team, each role plays a vital part in the production of the whole. Yesterday, we talked about the Lead Dogs and how we can leverage that metaphor to increase our influence. Behind the Lead dogs, on the team, are the Swing Dogs. Let’s look at their role, see if you can own it, and leverage the lesson.

As Lead Dogs are very in tune with the Musher, so the Swing Dogs are in tune with the Lead Dogs. You can imagine if the Lead Dogs started turning ‘Gee’ (right) and the other 14 dogs on the team decided not to follow, the result would be a mess. The Swing Dogs gear into the direction of the Lead Dogs so that when the Lead Dogs start to turn – the Swing Dogs follow. The power of the four dogs turning will influence the rest of the team to make the journey and turn.

In business, the Swing Dogs in the organization are those that hold, possess or wield informal power. Their opinions matter to the rest of the group. Again, they are informal leaders or what I would call “Water Cooler Confidantes” or “Coffee Pot Heroes”. They are the people in the organization that everyone runs to get their opinion when a new initiative is launched. With the influence they have, a title is not needed.

In the DiSC model, the Swing Dogs could be high “I’s” – which stands for Influencer. However, Swing Dogs can come in a variety of shapes and sizes. For instance, someone that is not that “Charismatic” as an individual can be influential as a Subject Matter Expert (SME). They may be an introverted analytic, but when they start to speak on there are of expertise the room quiets and everyone keys in on what they have to say. Their movement “Swings” the rest of the room, department, division, etc.

Are you an Influencer? Are you aware of the circles or areas where you have “swing”? Are the competencies or expertise that allows you to be a non-traditional influencer?

However you have influence, leverage that influence with genuine, authenticity for the betterment of the team – and you will gain influence with your leader. Can you help shape and communicate the leader’s vision? Can you help the leader direct the team in a new direction? Can you help move a new initiative further into adoption and execution? All of these items will increase your influence, not only with the Lead Dogs you are teamed with, but the Musher or Leader of the entire team.

Tomorrow – leverage by being a team player! Until then – mush on – the trail out here is great!