Archive for the ‘ Trust ’ Category

Motivation: What’s Yours?

I was asked a question today: “What motivates you?”

I immediately thought about context: Motivations for work-related tasks? For my own personal goals? And then I thought about life in general. What motivates me to get up every day?

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This is such a powerful question. The answer says so much about who you are as a person. Whether you are internally or externally motivated, and your reasoning for why you are motivated in that way can shed light on your values and morals. Even how you frame the answer conveys what you find most important in your life.

And yet, despite the wealth of information this simple question could provide, many leaders don’t ask this of themselves and of their direct reports. Leaders can uncover why they’ve become leaders and what strengths and weaknesses they possess. They can also discover how engaged their workforce is and how to better inspire their employees.

So go ask yourself and those around you, “What motivates you?”

motivation

Image Credit: 1 | 2

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.

Boldness Be Your Friend

The past couple years for me have been nothing short of a bold adventure dotted with opportunities, seen and unseen, to face my fears. Head on. And I don’t regret a second of it. I previously earned the nickname “safety cat” (a light-hearted play on “scared-y-cat”), but I have learned to embrace a maxim put forth by the great playwright and poet:

Boldness

Fear is such a primal force. It does funny things to the brain. Fear works its way into the psyche and hijacks all reason and logic. It can be gripping and paralyzing, or rousing and electrifying. It can prevent you from thinking clearly and cause you to react without will or succumb to danger. When I was younger, I had a terrifying recurring dream when distressed that I was drowning in deep water. Dozens of times I have watched myself in this nightmare desperately struggling at the water’s surface but slowly sinking into a murky abyss. It was absolutely horrifying, every single time. Every once in a while, when I’m swimming around in fear surrounding some new challenge or perceived barrier, it sneaks in again and haunts my slumber. Naturally I’ve developed an irrational fear of being in deep water and therefore, I have never been comfortable in the ocean. Drowning is a powerful image of fear, so imagine my reaction when my brother approached me about getting scuba dive certified on vacation in the Virgin Islands! Knowing that he also harbored some anxiety around the idea of breathing from an air tank underwater, and not wanting to discourage him from challenging his own fears, I agreed to do it. I managed to say something like, “that would be fun for us to do together,” while in the background my brain was completely freaking out!

Fear2

Fear is powerful, but it is not absolute. Although the brain’s course of translating fear-inducing sensory information into a behavioral response is largely an unconscious process, neuroscience has shown that we can learn new ways of reacting to fear-inducing stimuli. So how did I do it? Well, it was basically a matter of diving right in! I chose to be bold.

My brother and I signed up for the PADI Open Water Diver certification course, affiliated with a reputable dive shop in St. Thomas, and completed our e-learning modules. Then there we were on day one, all geared up with BCDs, tanks and regulators, and ready to begin the confined water dive skills portion of our training, and my brain started freaking out again. “All you have to do is breathe through your mouth and everything will be fine,” I told myself. “That’s crazy, you can’t breathe underwater, don’t do it,” my brain fought back with me. With my heart pounding, I submerged and instantly hated it. “Go back to the surface and rip your mask off so you can breathe through your nose like normal,” my brain shouted at me. “Just try to take slower, deeper, more controlled inhales and exhales,” my yoga teacher self told my brain. My chest was tight and I felt like I couldn’t get enough air no matter how hard I tried. “I’m suffocating…This is horrible…I hate this,” my brain cried out in panic. I struggled through the entire morning, dreading the impending open-water dives that afternoon.

”Avoiding danger is no safer in the long run than outright exposure. The fearful are caught as often as the bold.” – Helen Keller

Facing your fear is often about taking calculated risks and learning how to handle them. I chose to override my instinct to give up on diving, but my internal argument continued during the boat ride out to our first dive spot. “50 feet down is a long way…What if your regulator doesn’t work and you suffocate? What if you can’t clear your mask and you breathe in some water and choke on it? This is really scary. You don’t have to do this,” my brain tried to convince me. “Look here, amygdala, you’re not winning this time,” I answered back. Standing on the edge of the platform at the boat’s stern and heeding my brother’s advice from earlier that day, I rehearsed what was going to happen. “Walk yourself through it,” he said, so I reminded myself that I was in control and I stepped out into the ocean. We carefully made our first descent to the ocean’s floor and began our first underwater exploration!

Sarah

Diving_SarahWhat a mystical experience it was to be floating freely through the abyss, not struggling and fearful, but literally and figuratively buoyant. I fell in love with diving that day! More importantly, I gained an enormous sense of confidence in my ability to overcome the greatest obstacle to pursuing my dreams: fear.

“Whatever you do, or dream you can, begin it. Boldness has genius and power and magic in it.” -Johann Wolfgang von Goethe

How many times have you allowed fear to speak louder than reason or passion and missed an opportunity to challenge yourself and take a chance on growth in your personal or professional life? No one is immune from fear and it serves its purpose in warning us of potential threat, but it need not hold you back. You can still explore, try new things, step into the unknown, and know that you are in control even if you’re anxious. You can likely recount your own vivid tale of standing at the edge of whatever it is you were afraid to do, then taking that giant leap forward and feeling the rush of pure joy and pride afterwards. Revel in those moments and soak in the strength of resilience that you build when you do choose to face your fears. The first step is choosing to do it. The next step is going out and doing it. Share your stories below.

Boldness be your friend!

“Inaction breeds doubt and fear. Action breeds confidence and courage. If you want to conquer fear, do not sit home and think about it. Go out and get busy.” -Dale Carnegie

About the Author:

Sarah is a Professional Services Intern at The Ken Blanchard Companies. She is also pursuing a Ph.D. in Consulting Psychology and her research is based on mindfulness. You can reach her at sarah.maxwell@kenblanchard.com.

Who Do You Trust?

If you’re an avid YouTuber, you might have heard of ze frank (listed under the channel zefrank1).    I personally know of him for his “educational” videos on animal species mixed with his colorful commentary.  Even if you’ve never heard of him, before, you may have heard of BuzzFeed, where ze frank is also the Executive VP of Video.

He’s posted a video to his channel on the topic of trust using two performers from Cirque du Soleil.  This video is more of an artistic and emotional look at what trust really is, but in the end, asks this simple question: “Who do you trust?”

This also leads to another question: “Do people see you as trust-worthy?”

If you haven’t, already, be sure to take a look at the TrustWorks model which breaks down 4 main characteristics of trust.  Also, be sure to take a look at one of our sister-blogs at www.LeadingWithTrust.com for regular tips on building trust as well as leading others.

Leave your comments!

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

Stepping Up to Leadership

The late autumn chill had an extra bite as I walked down the street and into the safe harbor of the Kettle Coffee & Tea café. Once inside, the heat from the fireplace and the enthusiasm of the conversations would soon warm me, both physically and intellectually.

I have often overheard some of the most amazing and engaging conversations while enjoying a piping hot vanilla tea made by the servants hearts of the best baristas in town. From the latest political controversies to the five points of Calvinism, I have often gleaned more insight into fascinating topics than I would have in an entire semester at the university or a two-day workshop in a cold dark ballroom.

This particular morning was exceptionally insightful as I listened to one of the most intriguing conversations on leadership—particularly as it related to individuals who have recently inherited the responsibility of influencing others toward a common purpose—individuals who are Stepping Up to Leadership for the first time.

There in the middle of the café, with the classic brick wall of the coffee shop as his backdrop, was internationally renown, and best selling business author, Scott Blanchard—The Son of the One Minute Manager, legendary business author, Ken Blanchard. There at the table, highlighted by two large mugs of piping Joe, David Witt, Lead Columnist at LeaderChat.org, was engaged with Blanchard in meaningful conversation about the challenges new leaders face when working with others in the ever evolving new workforce.

During the course of the conversation, Scott Blanchard highlighted three insights for anyone stepping up into a new leadership role. Insights that even the most seasoned leaders could leverage to bring out the best in their people and their organization.

Leading Others

The conversation began with one of the most timeless questions on the topic of leadership—are leaders made or born? While Blanchard admitted, some people have natural leadership instincts, everyone can learn time tested, researched based leadership skills that can help them collaborate and communicate more effectively with others. He also went on to discuss the need for unshakable ethics, and how to leverage the best in yourself as a leader—not focus on your weaknesses.

stepping-up-to-leadership

Building Relationships

Scott Blanchard passionately emphasized the critical need for leaders to build relationships. “Great leaders,” Blanchard said, “Build trust with the people they are leading.” He also went on to encourage new leaders to deal with conflict effectively, not ignore it or dismiss it as an employee problem. Being others focused, communicating well, and praising people are also key leadership traits that build solid relationships with people and increase the effectiveness of your ability to lead others.

Getting Results

As Dave Witt downed his last drop of coffee, he challenged Scott on weather good leaders should focus on results or people as a top priority in the leadership process. Blanchard had some interesting responses to the question, sighting that the need to motivate people and invest in their wellbeing is the secret key to getting more productive results from the people you are leading. Blanchard tackled the difficult part of leadership, having challenging conversations with people, and the difference between reprimanding someone verses redirecting them toward the vision and values of the team and organization.

While the sting of the approaching winter subsided in the harbor of one of the most engaging conversations I’ve listen to in a café, so to does the winter of discontent of employees and contributors who are lead by people who know who they are and what they are attempting to accomplish in their role of responsibility as a leader. While the most important advise for individuals Stepping Up to Leadership is reserved for lynda.com subscribers, the lessons learned from listening into the conversation on leadership will lasting and impactful.

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, a lynda.com and Ken Blanchard Companies production.

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