Leadership Barometer 199 Your Legacy

May 30, 2023

When you consider your role as a human being, your legacy surfaces as a critical element. This article is about your legacy and how to maximize it.

Legacy refers to the impact you leave behind as a result of your actions and contributions while on earth. It is the lasting imprint or mark that you leave for future generations. You might ask why there is so much interest in passing on an outstanding legacy. 

Why worry about legacy?

Once your body has passed into the spirit world, the first thing is to dispose of your personal effects.  The pile of clutter you have accumulated will be passed on to relatives or donated to social services.  Whatever financial assets are left will be disseminated to your relatives or charitable associations.

What remains is your legacy: your “gift” to the world. It is the sum of what you contributed based on your brief stay in the tangible world.

Especially important for leaders

Leaders need to think about legacy because it is the process by which society moves forward.  If you are a leader, here is a checklist of things to help improve your personal legacy.

Clarify your vision 

You need to have a clear and compelling vision that inspires others and guides their decision-making. Be sure to share your vision with others in ways that demonstrate you really mean it.

Set long-term goals

Establish ambitious but realistic long-term goals that reflect your vision. These goals should be specific, measurable, achievable, relevant, and time-bound (SMART).

Lead by example

Demonstrate the values and behaviors you expect from others. You should exhibit integrity, humility, empathy, and accountability in your actions. Leading by example creates trust and encourages others to follow suit.

Develop and empower others

Invest in the development of your team members, helping them acquire the necessary skills and knowledge to succeed.

Foster collaboration

Encourage collaboration and teamwork within your organization or team. Promote a culture of open communication, trust, and respect. That culture allows you to harness the collective intelligence and creativity of your people.

Innovate and adapt

Embrace innovation and stay ahead of changing times. Encourage a culture of continuous learning, experimentation, and adaptation. That mindset will position your organization or team for long-term success.

Make a positive impact

Strive to make a positive impact not only within your organization but also in the broader society. Champion social and environmental causes, promote ethical practices, and contribute to the well-being of your community.

Mentor future leaders 

Actively mentor and support the growth of emerging leaders. By sharing your knowledge, insights, and experiences, you can leave a lasting legacy. Shape the next generation of leaders.

Reflect and learn 

Reflect on your actions, successes, and failures. By learning from past experiences, you refine your approach and make continuous improvements. Self-awareness and a growth mindset are essential for long-lasting legacies.

Document and share knowledge

Document your knowledge, lessons learned, and best practices. This idea could include writing books, creating educational resources, or establishing mentorship programs. Sharing knowledge ensures that your legacy lives on and benefits future generations.

Conclusion

Your legacy is not solely defined by your personal achievements. It is all about the positive impact you have on others and the lasting changes you bring about.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.

Leave a Comment » | Leadership Barometer, Uncategorized | Tagged: | Permalink
Posted by trustambassador

Leadership Barometer 198 Learning to See

May 24, 2023

Part of my “Quality Black Belt” training 30 years ago introduced me to the concept of “learning to see.” There are many interpretations and uses of learning to see. 

 

The one I will focus on in this article is from the “Toyota Production System.” It is a system for eliminating waste in a manufacturing system. 

 

I will broaden the concept to include learning to see in management processes. I am fascinated by the concept and think we can all benefit from learning to see better.

Learning to see waste

In the Toyota Production System, “learning to see” refers to identifying and eliminating waste in a production process. The TPS is a manufacturing philosophy developed by Toyota that emphasizes continuous improvement, waste reduction, and respect for people.

“Learning to see” includes training oneself to observe and interpret the world around us more accurately and perceptively. It involves developing the ability to notice the details, patterns, and nuances in our environment. These are things that we might otherwise miss or take for granted.

One of the key concepts of TPS is the identification and elimination of waste. Waste is defined as any activity or process that does not add value to the customer. In order to do this, employees are trained to “see” waste in their work environment. They develop the skills to identify and eliminate waste.

The process of “learning to see” in the context of TPS involves several steps. First, employees are taught to identify the eight types of waste in a production process. These types include overproduction, waiting, transportation, processing, motion, inventory, defects, and unused employee creativity. Once they can identify these types of waste, they are encouraged to take creative steps to eliminate it.

Next, employees are trained to use a variety of problem-solving tools and techniques to eliminate waste. These tools may include root cause analysis, value stream mapping, and continuous flow manufacturing. By developing these problem-solving skills, employees are better equipped to identify and eliminate waste. They are urged to continuously improve their work processes.

Value Stream Mapping

A major component of TPS is a special kind of diagram that maps all parts of the enterprise. Quantities of raw materials are recorded along with the subassembly processes and inventories that make the final product. By studying the value stream map, employees can easily identify areas of high waste.  That process allows them to focus efforts to reduce the waste.

Learning to see for management processes

It is possible to envision a kind of value stream map for management processes. In this case, the raw materials are ideas. They flow into a process of evaluation and decision points. Sometimes ideas are held up due to employee pushback.  That becomes a kind of waste to eliminate through better communication. 

Possible system

I believe it is possible to envision any management system as part of a process that can be optimized.  The trick is to have the ingenuity that allows us to visualize processes in a different way. We need to learn to see what is going on.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.

Leave a Comment » | Leadership Barometer | Tagged: | Permalink
Posted by trustambassador

Leadership Barometer 197 Selling Ideas

May 16, 2023

Successful leaders are experts at selling ideas. This article focuses on some techniques that can help. The first tip is to not think of the concept as “selling.” 

If you have generated the idea in a collaborative process, little selling is required. By focusing on a culture of trust, people will be more likely to embrace the ideas. They will feel a sense of ownership from the start.

Here are several other ideas that can help get people on board.

Know your people

Successful leaders know that different groups have different needs, interests, and concerns. They take the time to understand their audience and tailor the message to meet specific group needs.

Use stories and examples

People are more likely to remember and relate to a story or example. Stay away from theory or a dry list of facts and figures. Do not create a list of things on a PowerPoint slide and read it to your audience.

Create a sense of urgency

Successful leaders create a sense of urgency by highlighting the benefits of the idea. They also point out the risks of not implementing the idea.

Build a coalition

 Successful leaders understand that they can’t sell their ideas alone. They work to build a coalition of supporters by engaging key stakeholders. When people help invent a concept, they usually are willing to help implement it. 

Use data and evidence

Successful leaders use data and evidence to support their ideas. They present compelling statistics and research that demonstrate the benefits of the ideas.

Use positive language

Successful leaders use persuasive language to sell their ideas. They use words and phrases that inspire confidence and create a sense of excitement and possibility.

Anticipate objections

Successful leaders anticipate objections and address them proactively. They acknowledge potential concerns and provide solutions or alternatives to overcome them.

Be authentic and passionate

Successful leaders are authentic and passionate about their ideas. They communicate their vision with conviction and enthusiasm. This action inspires others to get on board.

Acknowledge and consider alternatives

Part of having a culture of high trust means being willing to listen to alternate views.

Overall, successful leaders understand that selling ideas is not just about the idea itself. They also need to communicate it well. By using these techniques, they persuade and inspire others to support their ideas. Keep the focus on achieving a common goal.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.

Leave a Comment » | Leadership Barometer | Tagged: | Permalink
Posted by trustambassador

Leadership Barometer 196 Foster Creativity

May 9, 2023

Leaders need to foster greater creativity to improve performance. There are several techniques that can help, but they must be done well or they will fizzle. Be sure if you are employing a creativity strategy that you are open to new ideas.

Here are a few of the ways leaders can create a culture of higher creativity. If you are not familiar with a particular tool, it is wise to get a skilled facilitator.

Encourage brainstorming and idea generation

Leaders can create an environment that encourages employees to share their ideas and collaborate with others. You can do these activities through regular brainstorming sessions and by creating a culture that values input from everyone.

One precaution with brainstorming is that many leaders fail to follow all the rules. They will discard ideas that do not seem to fit easily. In brainstorming, the more ideas you can generate the better.

There is a technique for putting brainstorming on steroids called “Morphological Analysis.”  I described that method in another article entitled Talent Development 22 Future Readiness.

Provide resources and support for more creativity

Leaders can support creative thinking by providing employees with the necessary resources and tools to carry out their ideas. This technique could include funding, time, and access to training and development programs.

Techniques can be scheduled into special sessions to explore creative ideas. It is okay to get creative with the process itself to make it more fun. For example, you might have a workshop where everyone comes in costume to discuss a future vision.

Foster a culture of experimentation

Encourage employees to experiment with new ideas and solutions by creating a safe environment for trial and error. This could involve giving employees the freedom to take calculated risks and learn from their mistakes.

Celebrate creativity

Put a premium on creative thinking. Leaders can recognize and celebrate creativity by acknowledging employees who have come up with innovative ideas or solutions. This idea could be done through awards, bonuses, or public recognition.

Promote diversity and inclusivity

Leaders can encourage creativity by promoting diversity and inclusivity in their teams. Doing so can bring together a range of perspectives and ideas, leading to more creative solutions.

If the proper diversity of people is established, creativity will come easier. The leader needs to welcome the ideas of all people and show appreciation. Value the ideas regardless of who is promoting them.

Provide autonomy and flexibility

Give employees the autonomy and flexibility to work in a way that suits their strengths and preferences. This method might involve flexible working hours or giving employees the freedom to choose the projects they work on.

Encourage a healthy work-life balance

 Leaders can foster creativity by encouraging a healthy work-life balance. Doing so will help employees recharge and come up with fresh ideas outside of work.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.

Leave a Comment » | Leadership Barometer | Tagged: | Permalink
Posted by trustambassador

Leadership Barometer 195 Build Resilience

May 2, 2023

Building resilience is a critical aspect of effective leadership. A resilient team is more robust during changing or challenging situations. Here are some ideas on how leaders can foster more resilience in their teams. 

 

Build resilience by creating a more supportive and inclusive culture

Eliminate the silo thinking that creates cells of stress between groups. Create a culture where everyone feels valued and supported.  Encourage open communication, empathy, and active listening.

By creating a more inclusive culture, leaders can tap into the full power that is available to them.

Develop strong relationships

Encourage team members to create strong relationships with each other. These relationships provide support during challenging times.  By reducing the friction between people, the tone of the organization is more constructive and positive.

Encourage personal development

Provide opportunities for team members to develop their skills and pursue their passions. These skills may be directly applicable to the work situation or simply enhancements of life skills. When people feel they are growing, they are more interested in contributing.

Build resilience by fostering a growth mindset

Encourage team members to view challenges as opportunities to learn and grow. A growth mindset will help individuals be more resilient in the face of setbacks. 

Develop a tolerance for risk

All changes carry risks with them. It is vital to develop a tolerance for moving forward despite the risks.  The tricky part is educating people to mitigate risks where possible.  Avoid taking reckless risks, but foster intelligent risks.

Build resilience by celebrating successes

Celebrating successes can help team members feel more confident and motivated. It is a good idea to plan large changes in several baby steps to allow celebrations along the route. Acknowledge the hard work and accomplishments of your team.

Encourage self-care

Team members should be encouraged to take care of themselves in all ways.  This idea includes physical as well as mental health. It also includes work-life balance and healthy habits like exercise and mindfulness. Proper diet and professional health checks will also add to resilience.

Create an inspiring vision

Help team members plan for the future and set good goals.  A good vision is critical to allow high performance despite challenging intervals.

Conclusion

By applying these strategies, a leader can help build a more resilient team that is better equipped. They will be more effective and remain focused and motivated during challenging times.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.

Leave a Comment » | Leadership Barometer | Tagged: | Permalink
Posted by trustambassador

Leadership Barometer 194 Your Style

April 26, 2023

People have ways of reacting to conditions, and you need to understand your style. If you are not aware of your style, then you will send ambiguous signals to people you know.  There are several instruments that can help you determine your style under various conditions.

This article will highlight some uses and precautions with using common style indicators.  

Precautions with using style indicators

The two most famous style instruments are the Meyers Briggs Type Indicator and the DiSC Profile. There are numerous other style indicators, but those are the best-known examples.

In both cases, the instrument will give you a snapshot of how you react to things. However, there is a big precaution when you use them.  The analysis is self-administered. It indicates what you believe about yourself.  That may or may not square with what other people observe about you.

Style indicators are helpful

I believe that the style indicators are useful in that they provide a starting point for understanding. Knowing how you observe your own actions is helpful. However, the analysis needs to be confirmed in the real world. Before you can say, “I am an ENFJ,” you need to confirm something. Are your actions as viewed by other people consistent with that profile?

Understanding individual differences

Styles are also helpful in decoding the differences between people.  Suppose I am a high S (Steadiness) on the DiSC Scale. If you are a high D (Dominance), that might be useful information. It will help us understand why we react to things differently. It will also provide some insights into why we experience conflict in certain situations.

The feedback from the evaluation has specific instructions that will help you. If you know your own style preference and that of the other person, it can help prevent misunderstandings.

You can manage your style

Remember that you can decide consciously to operate outside your normal style. You may have a natural tendency to keep things calm and smooth. In certain circumstances, it may be effective to act with high emotion. Do not become a slave to the analysis that shows your natural style.  Experiment with different ways of handling circumstances. Keep track of how things work for you. Just because you live in a certain box on the DiSC Profile, you are not forced to remain there.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.

Leave a Comment » | Leadership Barometer | Tagged: | Permalink
Posted by trustambassador

Leadership Barometer 193 Management Versus Leadership

April 18, 2023

The contrast of management versus leadership is a fascinating area. Peter Drucker once said, “Managers do things right; leaders do the right things.” He packed a lot of horse sense into that compact sentence.

In this article, I will expand on the point. There are several observations from my readings and my own background.  Let’s start by contrasting the mindset of a pure manager and that of a pure leader.

Contrasting management versus leadership

A manager’s mindset is to try to reach perfection. The manager wants to be a stabilizing force. Everything in the organization should work as it was designed.  People report to work on time and are ready to produce.  The process is well-maintained and produces error-free product. People get paid on time. The ideal situation for a manager is that every person and process is cloned to be the same every time. A manager’s focus is on running the process today. The idea is to accomplish the mission of the organization now.

The Leader’s world is a very different place. This individual often acts as a destabilizing force. Focus is on the potential of the organization.  The leader is all about the vision of the organization in the future. A typical thought pattern looks for potential and asks, “What could we become?”

In reality, we focus on both dimensions at different times

The truth is that there are no perfect managers or perfect leaders. Most individuals provide the organization with shaping in both areas.  In my classes, I ask individuals to picture where on the continuum between extremes they are most comfortable.

If your natural tendency is toward leadership and you are stuck grinding out the product every day, you will suffer. Likewise, if you enjoy tweaking a process to make it perfect, you may be unhappy as a leader.

Recognize that any one individual cannot perform exclusively on both dimensions every day. The world requires that a mixture of the characteristics is in play depending on circumstances.

Conclusion

In practice, many successful organizations have both effective managers and strong leaders. Managers ensure that day-to-day operations run smoothly, while leaders set the direction and vision for the organization. By working together, managers and leaders can achieve the right balance of efficiency and effectiveness. Having both philosophies in play ensures that the organization is both productive and adaptable to changing circumstances.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.

Leave a Comment » | Leadership Barometer | Tagged: | Permalink
Posted by trustambassador

Leadership Barometer 192 Culture Starts at the Top

April 12, 2023

I have been working with organizations for decades and have observed that culture always starts at the top. There can be numerous factors that go into building a great culture. The one with the greatest impact is sitting in the corner office.

Here is a real story about culture

I was sitting in the office of a CEO.  He was telling me about the problems in his organization.  The manufacturing people could not get along with the sales group. The maintenance people were always at war with the designers. The engineers thought the quality people were nuts.  The entire organization was in constant conflict due to these problems.  He wanted to know if I could come in and “fix” the culture to be one of higher trust.

I looked at him and said, “have you considered your part in creating these problems?” He said, “Oh no, there is nothing wrong with the culture of the senior team. It is the groups below that need to be fixed.”  After a few seconds of consideration, I simply stated, “then I don’t think I can help you.”  I got up and left his office and the building. 

Poor culture is a common disease

I noticed that many leaders have a tendency to think this way.  They see all the problems below them in the organization. They do not realize that it is their policies and actions that are creating most of the friction. Here is a link to a brief video I made. The title, The Role of Leaders in Creating Trust illustrates my point.

The culture cure is simple but elusive

Work to convince the senior leader that he or she is at least part of the problem.  If the culture is not what the senior person wants, the cure is staring you in the face.  You just need to convince him or her to try a different style and see if things improve.

To soften the blow, do not have the mindset that you must totally fix the senior person to be successful.  Instead, focus on helping the entire organization function better.

Lower the fear

The usual cause of organizational problems has a root in lack of psychological safety.  Educate the leader on what the words mean and how by changing his or her behavior the culture can be changed rather quickly. 

Conclusion

My work will never end. There are so many leaders who cannot see the link between their behaviors and their problems.  By teaching the leader how to change his or her behaviors, you can have a direct impact on the culture.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.

Leave a Comment » | Leadership Barometer | Tagged: | Permalink
Posted by trustambassador

Leadership Barometer 191 Too Much Pressure

April 4, 2023

We all face times in our lives when we are under too much pressure. There are various ways we deal with this situation. Sometimes we don’t even realize how much pressure we are enduring. This article shares a method I have used for years to identify when I am under too much pressure.

What is too much pressure?

The definition of how much pressure is too much varies with each of us. Recognize that the pressure we feel is the sum of various small pressures acting on us at once. At some point, one very minor addition to the load can cause us to break down.

A personal example

In my late career, I had a situation where things got out of hand.  I was dealing with some family health problems in another city. The workload at my job was at a peak situation calling for maximum attention. My car needed repair, but I had no time to get it fixed. I was way behind on my yard work. I had just found out that I needed to travel across the country for several days.

None of these issues by themselves would cause a serious problem. The sum of them did.  I was sitting at the breakfast table one morning at 5 am eating some cereal.  I stood up and immediately blacked out and fell to the floor. I had no physical warning, but there I was on the floor.

I needed a “Check Engine” light for my stress

Later that day I was near a self-service blood pressure station and decided to have a look.  WOW! As expected, my pressure was high, but I nearly fainted again at the magnitude of the pressure.  I just had not seen the pressure building up over time until my body forced me to shut down. Fortune prevented me from having a heart attack or stroke that morning.

Create an ongoing signal to monitor your pressure

For me, it was easy to purchase a home blood pressure monitor and use it every morning. I get a reading each day, so I know if things are building up to the breaking point.  Actually, I take my pressure ten times every morning while watching the news.  After discarding the highest value and the lowest value I average the other eight points. That average becomes the point on a graph for me that day.

I have been using that system for the past twenty years, and it has served me well. That chart becomes the signal when something is wrong before I even feel it.  Often the problem has to do with diet.  For example, if I have a meal that is particularly high in salt, I can see that on my chart.

Summary: Create your own ‘Check Engine” light

Find some way to monitor your stress level that fits into your lifestyle.  For example, your spouse might serve to tell you when things are reaching the control limit.   Having that signal can prevent you from accepting too much pressure at any point in time.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.

Leave a Comment » | Leadership Barometer | Tagged: | Permalink
Posted by trustambassador

Leadership Barometer190 See the Big Picture

March 28, 2023

When faced with a high-pressure situation, we need to consider the big picture before taking action. Pause for a moment and try to envision the context around what is going on.

When we focus on only the point of stress, our body takes over and releases a number of chemicals. They create the famous “Fight or Flight” response.

Take time to view the big picture before taking action

Step back from the urgent issue and contemplate the panoramic view of what is happening. Our bodies have a natural reaction to stress that is pretty complex.

How the stress response works in the body

The stress response is controlled by the sympathetic nervous system in the body. It triggers the release of several hormones, including adrenaline and cortisol into the bloodstream.

These hormones prepare the body for action by increasing heart rate, blood pressure, and respiration.  They also divert blood flow away from non-essential organs and towards the muscles and brain.

Adrenaline causes the liver to release glucose into the bloodstream, providing the body with immediate energy.

Cortisol helps to maintain blood pressure and cardiovascular function during times of stress

In addition to these hormonal changes, the stress response also activates the amygdala. That part of the brain is involved in the processing of emotions, particularly fear and anxiety. The amygdala sends signals to other parts of the brain, including the hypothalamus and the pituitary gland. These glands then release additional stress hormones into the bloodstream.

Overall, the body’s response to a high-pressure situation is a complex and coordinated set of physiological changes. These changes happen automatically, and we have little control over them.

They help us respond quickly and effectively to perceived threats or challenges. They also cause us to become more myopic and focus intently on the threat. Therein lies the challenge.

Making good decisions requires us to see the big picture

It is easy to let the “Fight or Flight” reaction cause us to miss important contextual factors.  That is why it is important to take a deep cleansing breath and pause for a moment to consider the bigger picture.

Maybe you are consumed trying to save the life of a child who was hurt in a car accident. That focus might cause you to miss a car coming from the other direction.

Let’s take an example from work.  Suppose we are focused on the failure of a prototype system in our new product. All our energy is focused on what went wrong.  We fail to recognize that the designer has been out taking care of a relative for several days.

Conclusion

Making good decisions requires us to get an accurate view of the whole situation. Do not focus exclusively on the bright shiny object in front of you.  Consider the big picture of what is going on.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.

Leave a Comment » | Leadership Barometer | Tagged: | Permalink
Posted by trustambassador

« Previous Entries