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.

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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.

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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.

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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.

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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.

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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.

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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.

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Leadership Barometer 189 Remain Calm

March 22, 2023

One important trait of a great leader is to remain calm while others panic. There could be an extreme case where the leader has a laissez-faire attitude to mortal danger. Most of the time when a leader remains composed it demonstrates a calming influence over others.

Remain Calm and model a constructive behavior

Good leaders often are able to remain calm in the face of panic or crisis. By doing so, they can help others to feel more secure and confident. They may make better decisions in the moment.

When people are panicking, they tend to become reactive and impulsive. That reaction can lead to poor decision-making and irrational behavior. In contrast, leaders who remain calm can think more clearly and logically. They are better equipped to find solutions to the problem at hand.

Some tips to build the personal skills

  1. Use meditation and mindfulness practices. Meditation and mindfulness can help leaders stay calm and centered. They learn to focus on the present moment and let go of distractions and worries.
  2. Get regular exercise. Exercise is a great way to reduce stress and anxiety and improve overall health. That habit helps leaders stay calm and focused.
  3. Try deep breathing exercises. Deep breathing exercises can help reduce stress and calm the body and mind in high-pressure situations.
  4. Use positive self-talk. Positive self-talk can help leaders stay calm and confident by reminding them of their strengths and abilities. They focus on solutions instead of problems.
  5. Seek support. Leaders can stay calm by seeking support from trusted colleagues or mentors who can offer guidance and perspective.
  6. Utilize time management. Time management helps leaders stay calm by reducing stress and anxiety associated with missed deadlines or overwhelming workloads.
  7. Embrace uncertainty. Leaders who can embrace uncertainty and adapt to change stay calm and maintain their composure in challenging situations.
  8. Take breaks. Leaders who take regular breaks, whether it’s a short walk or a vacation, can recharge and stay focused.

Remain calm and connect with your people when they are stressed out

Connecting with people who are stressed out can be challenging, but here are some tips that can help.

  1. Listen actively. Give the other person your full attention, ask clarifying questions, and summarize what they say to show you understand. This action helps the stressed person feel heard and validated.
  2. Show empathy. Try to put yourself in the other person’s shoes and understand how they are feeling. Let them know that you understand and that their feelings are valid.
  3. Offer support. Ask how you can help or offer specific suggestions. You might take on some of their workload or help them find resources to manage their stress.
  4. Be patient. People who are stressed out may be irritable or easily frustrated. It is important to be patient and avoid taking their behavior personally.
  5. Avoid judgment. Do not judge the stressed person or their situation, even if you disagree with their choices or behavior.
  6. Be positive. Offer words of encouragement and positivity to help the stressed person feel supported and more hopeful.
  7. Respect boundaries. If the stressed person does not want to talk, respect their boundaries. Let them know you are available if they change their mind.

Remember, everyone experiences stress differently, so it’s important to be flexible and responsive to the person’s needs. Observe their body language carefully for clues to their feelings.

Conclusion

Stress is an unfortunate fact of life, and it does not seem to be getting easier. It is important for leaders to help their teams deal with their stresses and rise above frustration.  It is an important aspect of leadership we all need to remember.

 

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.

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Leadership Barometer 188 Taking Extra Time

March 14, 2023

There are many situations at work where taking extra time will pay off. It sounds funny to say because the scarcity of time is one of the biggest issues for all professionals. Availability of time is the root of most conflict between people.

The trick is to know when an investment of time will pay off in time saved down the road. It is up to leaders to make that judgment.  What factors should they consider as they decide?

Factors that impact when taking extra time is a wise move 

  1. Observe the current use of time. You can judge for yourself the number of occasions where people are basically spinning their wheels. They get all worked up over an issue and spend inordinate hours arguing their case.
  2. Check the alignment of activities. A large percentage of time wasted is trying to get various groups aligned. There must be a clear vision that is supported by all.  You need to have strategies in place to achieve the vision. In addition, you need agreement on the tactics and measures.
  3. Determine the level of trust. When trust is low, people spend a lot of time protecting their turf or fighting useless battles. Measure the trust in your group and see if you are satisfied. Take the extra time to improve the level of trust and it will pay off in time saved.
  4. Don’t get blinded by the busy work. Sometimes the problems come in at such a rate that they begin to stack up like cordwood. There is no time to deal with yesterday’s problem because there are three new ones today.
  5. Coach people who spread gossip and rumors. Many people spend more time spreading lies than doing their work. Identify these individuals and coach them to reduce that practice.
  6. Assess the level of teamwork. When teams display parochial views and fight over what is right, it is time to intervene. An improvement in team cooperation will translate to major savings in wasted time. If people are resistant, it is time to do some form of team building.

Identify periods of time to work on the culture 

I know many corporate situations where they are out of control with the use of time.  When I suggest that they need to go offline for some soul-searching with a good facilitator they balk. “You have no idea how busy we are here. Taking time away from the daily challenges will bury us.” With that attitude, there is little hope they can break out of the cycle that is killing them.

Carve out time 

The most productive groups have carved out at least 15% of their time to work on their culture. Doing this actually resolves the issues that make the groups inefficient.

Many groups play “whack-a-mole” with crises and problems every day. When one issue is resolved, another one pops up.  This practice goes on day after day until it actually becomes the culture.

Conclusion

To break the cycle, earmark at least a day every month to step back and take the time to make changes in a thoughtful way. Seek out a coach who is not part of the chaos and can see what is going on. Making this investment reduces the whack-a-mole problem and allows groups to function better together.

 

 

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.

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Reducing Conflict 84 Root of Conflict

March 12, 2023

It is important to understand the root of what is causing a conflict. You must get a different view, like doing an “up scope” so submarine officers can see what is happening. In the heat of battle, it is essential to know where the enemy ships are located.

The advantage of a submarine in battle is that you cannot see the vessel with the naked eye.  The craft can maneuver in any direction without being detected.  The disadvantage is that once you have been detected electronically you are a sitting duck for an attack.

How to change the view to find the root of conflict

When individuals or groups are in heavy conflict, their focus is on destroying the opponent’s points.  It is easy to become myopic and miss the essential nature of what is going on around the conflict. You can get so caught up in the rancor that you forget the bigger picture.

It is helpful to call for a hiatus in the action to take stock of what is going on. Try some of the ideas below next time you are in severe conflict. In this article, I refer to the conflict between two people.  The ideas will also work for groups that are in conflict.

Review the facts and seek agreement

You often fight with others because there is a misunderstanding of what happened. If you take the time to sit down calmly and analyze what happened, the problem may disappear. View the problem from a different angle and check for areas of agreement. If you and the other person can agree that the problem started last week, it is a good start.

In this early discovery phase, you may run into areas of disagreement.  Set these aside and continue brainstorming for ways you can agree.  Once you have a big pile of things where you agree, then you can begin to make progress.

Upscope any areas of disagreement

Look for the underlying cause of areas where you disagree. You may uncover some areas of jealousy or some historical things that have colored the relationship. By surfacing these in an up scope, you allow progress toward a resolution. If the process is rocky and you run into repeated rancor, look for a mediator.

Obtain a neutral third party

Both people must agree that the mediator is neutral and be willing to listen to the analysis. If there is a totally closed mind, you will never reach a resolution. Keep in mind that one type of resolution calls for no “winner” or “loser.”  You simply agree to disagree on that point and move on.  It is not essential to agree on every point for you to have a good relationship with another person.

Document any resolutions to resolve the root of the conflict

If there is a truce and an end to the acrimony, feel good about it.  If any changes in perception resulted from the discussions, document them and state the new agreement. Following the steps above can make a significant reduction in the conflicts you experience.

Summary

Conflict between people is a simple fact of life. Everyone does not see the world with the same colored glasses.  Follow the steps outlined here to resolve your differences. It can enhance the quality of your life.

 

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. 

 

 

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