Archive for the ‘ Business ’ Category

Who can you trust?

Last week I took my car to a tyre garage to get two new tyres on my car. Whilst they were putting them on they said my front brakes were completely worn. I would need to spend £260 to get them fixed because the car was unsafe to drive. I was a bit wary about what he said, because I haven’t had any problems with them in the past. So I decided to take them to my mechanic who I have known for years and trust. It turned out there was nothing wrong with my brakes and they didn’t need fixing.

Why am I telling you this? Because the guy at the tyre garage who lied to me made me think, who can you trust? That one person at a garage has made me question the whole reliability and trustworthiness of all mechanics. Now I know that isn’t fair, and there are many trustworthy mechanics, but that’s what happens. Once someone has eroded your trust you start questioning everything around it, and put people into boxes.

Let’s put this into a business context.

Have you had one leader in the past that you didn’t trust, and then this made you question other leaders/the whole organisation. Distrust breeds distrust. According to CIPD research 1 in 3 employees say their trust in senior management is weak. The training zone research shows that less than 30% of UK employees have complete trust in their manager. In order for a business to thrive people need to work together, if there isn’t trust it makes it almost impossible.

A few things to think about

  • Have you ever done anything to erode trust, what happened as a consequence? – We have to take a look at ourselves and what trust means to us before we can start looking outwardly.
  • Who don’t you trust and why? – Sometimes when we look at why we don’t trust others we can make sure that we don’t make the same mistakes that others make to us.
  • Who do you trust and why?

This is just a starting point, to get you thinking about what trust means to you. To build trust you need to demonstrate competence, integrity, care and when you say you are going to do something – do it. Eroding trust isn’t as black and white as my experience with the mechanic, trust is a tricky thing.

Ethical Behavior in Leadership

“Ethical behavior is doing the right thing when no one is watching – even when doing the wrong thing is legal”. – Aldo Leopold

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Ethical
adjective
Avoiding activities or organizations that do harm to people or the environment.

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Examples of non-ethical behavior in business and leadership are all around us; and recent well-publicized ethical breaches in organizations have brought a great deal of attention to the issue of ethical behavior – from political campaigns filled with half-truths or outright lies, and distortions to support a viewpoint; to examples of business tax evasion; to politicians submitting fraudulent expenses. The lack of integrity around the world is alarming. Even Patricia Wallington writing for CIO identifies that 82% of CEO’s admitted lying about their golf scores.

Ethics

Ethical behavior is essential in leadership – good leaders have integrity, honesty, and are inclined to do the right thing (which is not, necessarily, the easy or quick choice). Ethical leaders will display self-confidence, and the people around them will be more inclined to work for a leader they know they can trust to make the right decisions. A paper published by Johnathan K. Nelson, George Mason University explains that ethical leadership is associated with a number of desired outcomes related to employees at the individual and group levels, including willingness to exert extra effort and help others; better task performance; increased job satisfaction and commitment to the organization; perceptions of an ethical climate; optimism in the future of the organization and their place within it; perceptions of task significance, autonomy, and voice – including a willingness to report problems to management.

But how can we work to become ethical leaders?

Before we look at how we can become ethical leaders, we need to look at a bigger-picture approach of identifying ourselves as moral people. Jonathan K Nelson’s paper goes on to identify key traits of ethical people:

  • Ensure that ethical behavior in their private life is consistent with the moral standards they publically promote. Ensuring that their actions are not hypocritical of their words.
  • Take responsibility for their actions.
  • Show concern for other people.
  • Treat others fairly and with respect.
  • Use personal and organizational values to guide their behavior and decisions.
  • Implement decisions that are objective and fair, based on fact and not opinion.

Ethics in leadership, however, goes beyond simply acting as a moral person. Being an ethical leader includes recognizing that employees are looking for guidance in their decision-making, and they need to recognize that they have power of influence over the behavior of others. Ethical leaders:

  • Demonstrate examples of ethical behavior and ethical decision-making.
  • Explain decisions not only in making a business case, but in ethical terms as well.
  • Discuss ethical issues in their communication with employees; and encourage ethics-centered discussions, where they can encourage subordinates to speak up about their ethics-related questions and concerns.
  • Explain ethical rules and principles.
  • Give subordinates a say in decision-making and listen to their ideas and concerns.
  • Set clear ethical standards and enforce those standards through the use of organizational rewards, and holding people accountable when standard are not met.

EthicalSystems.Org also provides gives us some ideas we can apply to our leadership role to empower us to act more ethically on a day-to-day basis:

Got Ethics Post It 2

Make ethics a clear priority
Ethical leaders make ethics a clear and consistent part of their agendas, set the standards for those around them, set examples of appropriate behavior, and hold everyone accountable when those standards aren’t met.

Make ethical culture a part of every personnel-related function in your organization
Leaders need to work hard through the hiring process, training new employees, and continuing performance management to bring in the right employees in the first instance, and then help them to work within the organization’s underlying values on ethical business.

Encourage, measure, and reward ethical leadership.
Ethical leadership from the top down is very important – not only because it creates an environment in which lower-level ethical leaders can flourish and grow – but ethical leadership at the supervisory level will guide and encourage followers’ attitudes and behavior.

Ethical leadership, at all levels of an organization, not only encourages employees within a business to act with moral integrity and make the right decisions by providing the right guidance and support on decisions and empowering employees to raise concerns when they feel something isn’t right, but this in turn will support the ethical view of the business, both internally and externally. Ethical leadership has an associated positive effect on employees. Ethical leadership supports the organization in their stead within society ensuring that the business as a whole is able to operate ethically and fairly.

For further reading on ethics in leadership, the Community Tool Box has an article which clearly defines ethics and ethical leadership; and looks at further suggestions on practicing ethical leadership; and Jack Zenger, writing for Forbes looks at ways to prevent corruption (and in turn, develop ethical behavior) in the top leadership levels of an organization.

Emotional Technology: Innovations That Could Change Leaders

There’s currently some fantastic technology out there, from wearables and self-lacing shoes (yes, like the ones in Back to the Future) to VR and spectacular advances in science that will someday make it to consumer products. But what about beyond the current advances? And what about tech that can help us become better leaders?

Currently, there doesn’t seem to be any fancy tech piece that can suddenly make you a better leader. And with more and more Millennials entering the workforce who are tech dependent, it’s becoming harder and harder for them to perform when they are promoted.

And yet, the technology is on its way. One such prediction is the rise of “Emotional Technology”, as outlined in the following:


Particularly with the the first (mood reader) and third (Socrates) pieces of tech, leaders will better be able to understand themselves and regulate their responses. This will drastically improve their leadership skills by providing on-the-spot feedback, insight, and recommendations.

What do you think? Would you find technology like this useful as a leader?

If You Were a First Time Manager Again, What Would You Do Differently?

As we grow and learn as human beings we come across things in life which make us wonder how different things could have been if we knew then, what we know now. Working for a leadership company now, I often think about my first time manager role and how I really wasn’t as good of a manager as I could/should have been.  I wasn’t equipped with the right skills that I needed.

I want to share with you my experience about becoming a first time manager, here goes…..

I was 21 years old and worked for a very well known UK bank insurance call center,  I managed a team of 10-15 employees. I had previously worked as part of this team before I went to university and during  my holidays, so the team were my friends. I climbed up the ranks from individual contributor to team lead. When I became a manager of the team, needless to say things changed.  I was still everyone’s friend and I still went out with my close friends on the team Saturday nights, but at work there was a bit of “them versus me.” When people were performing I thought things were great, but when they weren’t being a first time manager was really tough. I remember many a night, going home and crying wondering what I had done to deserve people being so horrible to me, and thinking I never want to be a manager again.

Looking back, I brought some of it on myself. Below are some of the mistakes I made…..

  • I thought I needed to have all of the answers
  • I thought I needed to be authoritative and hard otherwise people wouldn’t respect me
  • I followed all of the rules & guidelines the company set to the T, 100% of the time
  • I never really listened or was open to be persuaded
  • I shied away from conflict, until it blew up in my face
  • The company set the goals which were very day-to-day focused, e.g., call handling times, etc. I never as a manager set any long term goals for my team or development goals, I simply followed the script, mainly because I didn’t know any different.
  • We didn’t celebrate achievements enough.

Knowing what I know now, there are lots of things I would have done differently in my first time manager role. I won’t write them all, because I could be here for days but I’ve noted just a few a below.

  • Breathe – You don’t have to answer everybody’s questions straight away. Take five minutes to reflect and stay calm even when stressed.
  • Listen – Not just for the sake of letting others talk, but really listen to what people are saying. Be open to being persuaded.
  • I wouldn’t have pretended to be something I wasn’t. I am not hard faced and authoritative, quite the opposite. People see through masks, I would have told my truth about who I am, and what I expect from the team.
  • I would have set clear expectations and goals for my team, to help them grow and develop. Worked hard to create growth opportunities for my team.
  • I would have told myself – Don’t take things so personally! I know that’s easier said than done but I used to beat myself up about not being everything to everyone. Remember you are only human.
  • When things weren’t going to plan with the team or team member, I would’ve dealt with the situation there and then and thought about my words very carefully. Asked them about what went wrong, ensure no judgement or blame.
  • Asked for help. Quite often in life, we are ashamed to ask for help. I don’t know why, because everyone in life at some point needs direction and or support.

My experience of being a first time manager, and feeling completely overwhelmed happens all of the time. People are promoted because they are good at what they do, many forget that a manager’s role requires a completely different skill set to that of an individual contributor.

What would you have done differently in your first time manager role?  Or if you haven’t been a manager yet, but looking to become one, what is your greatest concern about being a first time manager?

Sarah-Jane Kenny – EMEA Channel Solutions Consultant at the Ken Blanchard Companies

Leadership as a Lifestyle

Go to any Instagram account, Facebook or social media and you will see a host of lifestyle brands – fashion, makeup, fitness, food, sunglasses, restaurants, coffee shops, shoes – from GQ to the next up and coming photographer or fitness expert. We are attracted to these brands for the messages they portray – fun, motivational, luxury – whatever you have an appetite for.

These brands send a clear message and have a strong theme in common – they are these lifestyles all the time.

Fitness at my gym, to “abs are made in the kitchen”, and wearing workout clothes to the grocery store. These brands say, “I am a 24/7” brand. A few weeks ago, I saw guy on the I-15 south curling a dumbbell while driving – I’m not making that up.

In the same way, your outlook as a leader needs to be just like these lifestyle brands. You need to be a lifestyle leader or what I call a five to eight leader. What many people don’t understand is that true leadership is not just a skill, but a lifestyle. It’s not just something you do “in between the lines” of your 8-5 but how you interact from 5 to 8 as well. A leader in the community, a leader at home, a leader at work….a leader. Leadership as a lifestyle.

Great leaders do not create artificial barriers between time, people, work, community or based on the positions they hold and what they can get in return from the relationship. They are real, honest, authentic, and trustworthy. Here’s one that made me chuckle a little bit. There’s a 2+million viewed  TED Talk about how one develops the necessary skills to sound like a leader. Fifteen minutes of discussing how to best develop a persona that exudes leadership from your stance to vocal intonations. I’m not sure what that means or even how you go about “exuding” a leadership persona.

What we should be doing is spending that time developing a leadership lifestyle full of skills such as listening, sympathy, decision making, and trust. If you are a good leader, you’ll sound like one too.

Be a lifestyle leader.

You Should Bloom Where You are Planted

One of the greatest attributes of successful people and leaders is to understand their passions and strengths. Sometimes we get distracted or side-tracked by other things that are perceived as adding value but in reality they are time wasters and productivity drainers. Sometimes we just need to remind ourselves of what our strengths are and focus on those. Jake Weidmann reminds us all about pursuing our strengths and crafting our passions.

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