Archive for the ‘ Servant Leadership ’ Category

A Tale of Two Leaders

“It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of Light, it was the season of Darkness, it was the spring of hope, it was the winter of despair, we had everything before us, we had nothing before us…”

Best of Times, Worst of Times

Best of Times, Worst of Times

The opening lines of Charles Dickens, A Tale of Two Cities, hints at the central tension throughout the classic novel—the growing struggle between a thriving and oppressed society. The tension between two worlds of existence builds throughout the story and leads to the dawn of the French Revolution.

A familiar narrative is playing out in today’s workplace and society—the growing tension between good leadership and bad leadership. Organizations around the world are either thriving or struggling under the effective, or ineffective, leadership at all levels of an organization.

While delivering a recent virtual presentation to individual contributors and managers from diverse locations that spanned from the United States to the United Kingdom, Nigeria, and Iran, I asked participants to consider two scenarios during their careers. “Consider a time when it was the best of times at work. Then consider a season where you’ve experienced the worst of times at work.”

During the Best of Times at work participants described an environment where they felt energized by going to work. They were alive and thriving. Individuals were empowered to bring their best ideas to the table of collaboration in an open and trustworthy environment. Conflicts were resolved with fairness and efficiency. They felt as if their personal goals and responsibilities where aligned with that of the organization.

During the Worst of Times, the list grew longer and darker. Participants described a workplace that was stressful and frightening. People were not open to collaborating or sharing new ideas out of fear for being reprimanded or dismissed, or even the threat of loosing their jobs. Conflicts went unresolved, and in some instances, escalated to threats and bullying by other employees, managers, and executives.

No matter what the circumstances were, or the country or culture they experienced in, the environment was unanimously driven by the presence, or lack there of, good leadership.

Effective leadership is the most critical asset in the health and happiness of an organization, family, community, nation, or organization. Though organizations may be thriving finically, or having an amazing mission, the most important factor in sustained and meaningful success is founded on the way the leaders act and behave, in public and through interpersonal relationships at every level of the organization they are leading.

How would you describe your work environment today? Is it the Best of Times for you at work? Is it the Worst of Times? Are you leading and being led in the most effective manner that leads to personal and organizational health and happiness? The best of times at work are created when people at every level of the organization are committed to learning, growing, and living effective leadership behaviors.

 

Jason Diamond Arnold is a leadership consultant at The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action a real time, real work, leaning experience that develops effective communication and collaboration skills for individuals in the workplace. He is also passionate about developing leadership in youth through The Blanchard Institute, a youth leadership development program that teaches core leadership concepts to young people all around the world.

Flow to Success!

Have you ever become so engrossed in a fun task that you lost track of time? Then you’ve experienced the concept of flow. Developed by Mihaly Csikszentmihalyi, it describes the state of mind when you reach the perfect combination of task challenge and personal skill:

Flow_Senia_Maymin

Click the image below for a simple demonstration of flow (use the mouse to move and remember to return when you’re finished):

Flow_logo

The creator of this simple game used Csikszentmihalyi’s concept of flow to develop the game elements. Since you can decide when to move further, you are always in control of both the level of challenge and skill, meaning you can always keep yourself in a state of flow.

Now think about your direct reports and their tasks. Are they in a state of flow? If not, is it due to the task being too difficult, or the direct reports not having high enough skills? Or perhaps the challenge isn’t increasing proportionately with their skills? And think about your own tasks. Are you in a state of flow? Why or why not? What can you do to improve your workplace and encourage more flow?

It’s clear that employees can become more engaged and productive, while constantly developing and growing, by applying this simple model to the workplace. So the next time you’re at work, try adjusting the level of challenge to match the level of skill. You might be surprised to find how much fun you can have while in flow!

Image Credit: 1

A Managerial Felony

“Why don’t you and I go get some lunch to connect?” Raise your hand if you’ve ever heard that from your manager. Ok, put your hand down before they see what you are reading. Plus, that guy in IT might think you’re waving him down to get in for the weekly donut rotation.
I have never been a real fan of “reconnecting” over lunch or any other median, really. It’s superficial, a little pretentious, and a lot of wasted emotion.Be-Your-Own-Boss-If-you-cant-find-a-job-with-a-Felony
Here’s three good ways to stay connected with your direct reports:

  • Conduct weekly or biweekly one on one’s. Depending on how many direct reports you have, it is absolutely imperative that you meet with them one on one to discuss their needs. Make this a formal time; there are a number of informal meetings, chats by the lunch room, and discussions about projects. A formal one on one with a focused discussion on the needs of your direct report will open up communication. From a practical stand point, make it 30 minutes or an hour if you can swing it. Let your direct report create the agenda and don’t use this time to “dump” projects or work on them.
  • Ask them about their lives outside of work. This is really important if you have a new or newer employee. Chances are they may be nervous, hesitant, and a little insecure about their new environment and work. Nothing eases that pressure  more than a manager who is genuinely invested in the lives of those who work for them. No one wants to work for a robot…
  • Be invested in them professionally and personally. Not everything is a competition and not everyone is a competitor. Many times, we are our own worst enemies. Supervisors should be people who care about other people. On my boss’s wall, for example, is written, “Every person has intrinsic value.” Employees work best when they are respected, valued, and heard.

Gus is a Learning and Performance Professional at the Ken Blanchard Companies and is currently finishing his PhD in I/O Psychology. He can be reached atgus.jaramillo@kenblanchard.com

Leadership is a Matter of Life and Death

The room fell silent as the stranger with an interesting accent introduced himself, and his wife. “Ve have taken zee time off from da revolution, to come to United States to learn about effective leadership.” The details of the current struggles in Ukraine were brought to life through first hand accounts of recent tragedies and fears that have been unfolding over the past few months in an unstable region of the world.Pro-European protests in Ukraine

Our guest was no ordinary learner. Usually we have a room full of individuals and students eager to learn how to become effective leaders. Individuals who choose to sit in a classroom, accept assignments, and eagerly collaborate with managers, teachers, and coaches, while exploring ways they can help their communities grow and thrive.

This day, we had a group of participants from the incredibly fragile nation in the world who was in desperate need of a different leadership. One that our group had not grown up with or have been experiencing the last decade—a model that empowers individuals to freely choose to influence others toward a greater good, through manipulation and intimidation.

As we listened with sober minds to our new friends struggle for leadership concepts that work, we explored the impacts of good and bad leadership on the local communities, organizations, and the world. As we did, we discovered the timeless challenges that have faced individuals trying to influence others toward freedom and independence. We explored skills and habits that encourage and inspire effective collaboration and communication that draws out the best in everyone, directing them toward a common vision and good.

“For us, leadership is not a nice to have,” our brave learner concluded at the end of our training day. “For us…it is a matter of life and death!”

The reality is that no nation or organization is exempt from the root characteristics of ineffective, poor, or in some cases, ruthless and unethical leadership. Great organizations and individuals place a high premium on, and appreciation for, effective leadership. Without effective leadership, things fall apart.

About the Author:

About the Author:

 Jason Diamond Arnold is a leadership consultant at The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action a real time, real work, leaning experience that develops effective communication and collaboration skills for individuals in the workplace. He is Co Producer and Director of Stepping Up to Leadership with Scott Blanchard, at lynda.com.

 

Leadership is a Verb

lead·er·ship [lee-der-ship] noun

the position or function of a leader, a person who guides or directs a group: He managed to maintain his leadership of the party despite heavy opposition. Synonyms: administration, management, directorship, control, governorship, stewardship, hegemony.

From 1973 until 2000, one of America’s largest, and eventually global, courier delivery services, headquartered in Memphis, Tennessee, was called Federal Express. In January of 2000, Federal Express changed its name to FedEx Corporation and implemented one of the most successful re-branding campaigns in American history.

Lead!

Lead!

After the rebranding efforts took place, something even more significant than the shorter name and little arrow added between the “E” and the “X” began to evolve into a new idea. The word FedEx, became known, not just as a way to define a company, but as something you do as a critical part of your business. “I need you to FedEx me the product tomorrow.” “I’ll FedEx that to you right away.”

FedEx evolved from a being a noun into a verb!

The same thing is happening to the idea of leadership. For the past 50 years, the leadership development industry has exploded into a multi-billion dollar industry because companies around the world are realizing the competitive advantage to having a strong leadership strategy.

I recently found myself sitting in a coffee shop, having a conversation with one of the coauthors of Leadership Genius, and one of the top gurus on the topic of leadership, Dr. Drea Zigarmi.

“Leadership has been an over-used word, in which some people think of it as a person or a thing. It’s not thing. It’s action, or a series of actions you do with people.” Taking a long, slow sip of his coffee, he leaned toward me and proclaimed, “Leadership is a verb!”

When you think of the word leading, you have to consider that it means doing something. It means moving an idea, project, or a dream from one place to a higher place—through the shadows and the conflicts and into the light and consumption of meaning and purpose.

It takes action to effectively move a package from Memphis, Tennessee, to Grover’s Corner, New Hampshire, where a little boy or little girl eagerly open a package to discover something magical, something that will bring a smile to their face. Great organizations, whether it’s a global company serving millions of people or it’s the little pizza shop down on the corner, move their people from knowing what a good job looks like to doing a good job consistently, task by task, with passion and excellence.

Great organizations are dedicated to developing more than just leaders; they are dedicated to developing people who lead! Great leaders are defined by what they do, not by what they know.

About the Author:

 Jason Diamond Arnold is a leadership consultant at The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action a real time, real work, leaning experience that develops effective communication and collaboration skills for individuals in the workplace. He is Co Producer and Director of Stepping Up to Leadership with Scott Blanchard, at lynda.com.

What’s Your Management Astrological Sign?

I’ve been out of the dating scene for a while, but from what I see on the World Wide Web and the occasional post on various social media outlets, kids these days are using astrological signs to best match up with partners. In order to have a great experience at work, it’s important to find out what astrological signs exist for managers and which work for you. But there are some obvious signs that anyone in the workforce should be careful to avoid.

The Seagull:

Often the seagull is seen hovering around various office spaces looking to “connect.” He might be seen wearing baseball cap with a sports coat and a tie. He often checks fantasy football on his iPhone and rarely skips a chance to “do lunch” with the boss. He’s not really into how you feel and in fact would rather not know. As Ken Blanchard says, “You gotta watch out for Seagull Management. Seagull managers fly in, make a lot of noise, dump on everyone, and then fly out.” These seagulls think they are special because when they “show up” they cause a lot of havoc and they think they are just “getting things going.”

Seagulls don’t play well with direct reports but tend to get along well with same level managers and especially executives.

Direct Reports:

  • Be careful about getting wrapped up with what the seagull manager brings and be prepared to diffuse the situation.
  • What to watch out for:  He’s not really your friend, unless he needs something from you.

Managers:

  • Play in the weekly football pool, but never accept his trades on fantasy football.
  • What to watch out for: Don’t get wrapped up in his management style. It may look effective and envious, but it’s not an efficient way to manage long-term.

Executives:

  • They are gimmicks. He might “get the job done”, but he will lose some of your best talent.
  • What to watch out for: Pay attention to turnover in this department. It might be a red flag for a dysfunctional team.

The Peacock:Male-Peacock-displaying

Don’t be confused with the peacock. He’s a deceiver. He looks like he’s doing a bunch of work but he’s really lazy. His favorite management tool is the “delegation.” He’s too busy with everything he’s got going on so he gives away everything he’s supposed to do. He is tangential with his speech because he’s not really saying anything but words continually spew out of his mouth. No one understands him, but somehow we hear him. You may think its Armani but really the suit is a hand-me-down from his late, great Uncle Cornelius.

Peacocks don’t play well with direct reports but tend to get along well with same level managers. Executives aren’t fooled.

Direct Reports:

  • Prioritize the tasks given and don’t be afraid to get clarification.
  • What to watch out for: He will task you to death, so don’t get burned out.

Managers:

  • Don’t be a Peacock. For the sake of those who work for you, please don’t be a Peacock.
  • What to watch out for: 3 Piece Suits aren’t that great.

Executives:

  • Please send to remedial leadership training.
  • What to watch out for: Take a second look before you decide to promote.

The Chameleon

This guy. He’s quite the charmer and is generally liked in the office. He brings donuts on Fridays and loves puppies. These are all good things, but those that know him best are not sold on him. He has a tendency to say one thing and do another, over-commits to projects, and rarely delivers on what he promises. He tries to please too many people and has mastered the art of the fake smile.

Chameleons generally get along well with everyone, except those closest to him.

Direct Reports:

  • Have a conversation with him about how you feel; it might actually go better than you think.
  • What to watch out for: Stay away from the donuts.

Managers:

  • If you have this tendency, then don’t be afraid to say no every once in a while.
  • What to watch out for: If you know other managers like this, be careful in conversing with them. They may gossip and take up too much of your time with unnecessary conversation.

Executives:

  • May not be the best to run day-to-day operations.
  • What to watch out for: You may see signs of disorganization and lack of process in their department.

If you happen to run into one of these types of managers, just be sure to steer clear as much as you can!

Gus is a Learning and Performance Professional at the Ken Blanchard Companies and is currently finishing his PhD in I/O Psychology. He can be reached at gus.jaramillo@kenblanchard.com

Oversupervision vs. Undersupervision: Finding the Perfect Balance

Having direct reports can be hard. There’s so much work as it is and having to manage several employees on top of that can be overwhelming. And especially when there are urgent tasks to complete, it can be difficult to prioritize time with your direct report.

Some managers tend to pull back in situations like this, leaving the direct report to fend for him- or herself. Interestingly enough, other managers tighten the reins, keeping a closer eye on the direct reports and micromanaging, leading to more time lost. Contradictory, I know, but this does happen.

Oversupervision

Employee Oversupervision by Manager

So how do you give your direct reports what they need, while also preventing them from feeling like you’re breathing down their necks? The answer is the same as what can save a marriage on the brink of disaster or stop a heated discussion from erupting into a fight: communicate. I mean, honestly, who knows how much supervision they need better than the direct reports themselves?

Communicating to Determine the Amount of Supervision

Communicating to Determine the Optimal Amount of Supervision

So have a conversation (that’s dialogue, not monologue) with your direct reports to see what they are up to and ask if there is anything you can do to help. A quick check-in can provide valuable insight into the challenges and successes in your employees’ lives, and even if you’re not able to help them on the spot, be sure to provide a follow-up meeting to sort out any issues and give your support.

Here are the steps to take to strike the perfect balance between oversupervision and undersupervision:

  1. Talk with your direct report. He/she knows best how much supervision you should provide. Ask about any areas of a task where he or she would like more supervision and if there are any areas where he/she would be comfortable with less supervision.
  2. Show that you care. Remember that your goal is to learn how to better tailor your supervision to your direct report needs. And by meeting these needs, he/she will be more satisfied, committed, and better prepared to work well. Describe to your direct report how much you want these things for him/her.
  3. Follow through. Don’t you hate when you trust someone to do certain actions (especially for something that impacts you), and he/she lets you down? Your direct report is trusting you to follow through with what you agreed. Be sure to prioritize this, as trust is easy to lose and difficult to gain.



Image Credit: 1 | 2

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