Body Language 8 Chin Gestures

December 29, 2018

When people touch their chin, it can mean a number of different things depending on gender and exactly how the chin is touched.

Teachers frequently see this body language in the classroom. When I see several students holding their heads up, I know it is time to break things up with a physical activity or an actual break to use the facilities.

When just one person is assuming the position, the signal is much weaker. Perhaps this student stayed up all night last night to finish her paper and is simply tired.

Chin touching for a male may also signal boredom or the exact opposite. When a male holds his chin between the bent forefinger and thumb, it usually means the man is listening intently. Chin propping is thought to be good listening behavior for a male, according to Bill Acheson of the University of Pittsburgh. Men also are usually listening when they are stroking their facial hair slowly.

Females will also stroke their chin, but not nearly as often as men, and they more likely have an open hand rather than a closed one.

Another aspect of touching the chin is that doing so blocks an attack to the throat from the front. It may be an unconscious protective gesture in some circumstances when a person is feeling vulnerable. The protection is largely symbolic, but that happens frequently in body language, and it is important to consider the symbolism that may be in play. The need for this protection may spring from a perceived lack of trust between you and the other person.

Holding the chin also keeps the head from moving. Suppose you are negotiating with a car salesman and are listening intently. You want to hear all the points being made, but you do not want to indicate agreement by head nodding until you have all the information. Holding the chin would make it less likely for you to give out premature information on your state of mind. It adds a subconscious layer of security when you may be feeling vulnerable.

When someone of either gender reverses the hand and puts the chin in the palm of the hand, holding up the head as in the attached picture, it is a sign of fatigue or boredom. The implication is that the person needs to hold his or her head up or it will fall onto the table.

Jutting the chin in a specific direction is a kind of pointing motion that directs other people where you want them to look. It is a way to acknowledge a transfer of attention. The chin is raised in a quick jerking motion. This is less obvious than pointing with a finger, and it is less susceptible to being interpreted as a hostile gesture.

The angle of the chin can be important as well. Generally, when the chin is raised, it is a positive sign. It is often a gesture indicating pride or alertness. Conversely when a person has his chin down, it will indicate a negative mindset. The person may be sad or depressed when the chin angle is downward.

Pay more attention to the signals you see relative the chin. As you study body language, there are many important but fleeting gestures with the chin that contain information about the mental state of another person. It is just one small part of an amazing language that we all use but rarely talk about consciously. The more adept you are at decoding the language the more astute you will become at interpersonal relations.

This is a part in a series of articles on “Body Language.” The entire series can be viewed on https://www.leadergrow.com/articles/categories/35-body-language or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 600 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Body Language 7 Finger to the Side of the Nose

December 22, 2018

Sometimes people will touch themselves in the facial area, and depending on the context leading to a gesture, where on the face the person touches can be instructive in decoding the meaning.

Just like with all body language, we need to consider possible other logical explanations before ascribing specific meaning to a single gesture.

Touching the side of the nose is a telltail form of body language that is nearly always done unconsciously. If I touch the side of my nose when talking to you, it may just mean that I have an itchy nose at the moment. You need to consider that as one possible reason.

But, if I am a witness on the stand in a court room and the opposing lawyer asks me to confirm or deny I ever saw the bloody knife, if my finger goes to my nose as I deny ever seeing the knife, it is a good indication that I am lying, or at least exaggerating.

In this picture we see a combination of things that modify the meaning. We see a playful expression with wide eyes and high eyebrows. Her head is slightly tilted indicating this may be a joke. She also has a broad smile showing off her dimples. In this case, touching the nose would indicate she is probably spinning a tall tale that may be for purposes of humor, or it may be an indication of an inside joke between you and her.

It is dangerous to ascribe meaning too quickly when observing this type of body language. The best thing to do is look for other signals to corroborate the meaning. For sure, something is going on when a person who does not have an itchy nose (such as you would see if she was scratching it repeatedly) touches his or her nose. Dig in and figure out the meaning from multiple angles.

It is also important to consider how well you already know and trust this person. If there is already high trust between you and the other person, the gesture may be a kind of caution flag that at this moment the other person is stretching a point. If there is low trust to begin with, the gesture would provide additional reason to question the sincerity of the person.

It is very difficult to catch yourself making this gesture. It is almost always done involuntarily. I do a lot of public speaking, and often video tape my work to uncover improvements. Sometimes I will see myself touching my nose when I was totally unaware of it during the program. When I go back and look, it is normally a point in the program where my confidence in what I am saying is not as high as other points.

Even Bill Acheson, the expert on body language, tends to touch his nose in presentations and probably only finds about it when he reviews his programs.

The thing to remember is that body language rarely lies. You can try to fool people with fake body language, but what you send out is inconsistent signals that give away your discomfort. In general people are able to decode your true meaning even when you try to put on a show that is not what you are really feeling.

To maintain maximum credibility, do not try to game your body language. You will gain more respect by being genuine at all times.

This is a part in a series of articles on “Body Language.” The entire series can be viewed on https://www.leadergrow.com/articles/categories/35-body-language or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 600 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Body Language 6 Folding Arms

December 15, 2018

Folding arms when listening or speaking is a classic type of body language that has a few different interpretations depending on the circumstances when it is being applied.

For example, if a student is sitting in a boring classroom for a long period and has folded arms, it would be a good idea to check the temperature of the room. The wrapping of arms around the torso helps to conserve heat and having the fingers wedged into the arm pits helps them from feeling cold due to poor circulation.

Folding arms can be somewhat different for women than men due to anatomical differences. Crossed arms gives a feeling of wholeness or snugness to a female that is not usually experienced by men. One can also deduce meaning from how the fingers are displayed. In this image, the fingers are relaxed, and when coupled with a natural smile, it basically looks like just a comfortable pose for the woman. It would likely mean something different if her fingers were clenched onto the arms. In that case, she would appear to be upset.

The classic meaning ascribed to folded arms is that of a person being defensive or closed. If someone is in a discussion in a warm room and when the topic becomes something related to that person’s performance, you can often see the arms being crossed as a symbol of defensiveness. The message received by the other person is that the person is not entirely comfortable with this conversation and wants to be protected from damage. The gesture generally works against trust because information is perceived to be blocked.

Many signals in body language have explanations in anatomy. They are exaggerated contortions that relate to a specific and understandable bodily need at that time. In this instance the person is protecting the solar plexus, the one part of the mammal that is not protected by a skeletal structure, from possible harm. The motion is almost always done unconsciously, but it is a reasonable reaction to being attacked.

Political individuals are not exempt from using crossed arms. The classic arm crosser is Donald Trump. He habitually sits in meetings with arms crossed, and it is usually as show of defiance or power. He normally wears a suit coat, which makes the arm crossing look particularly awkward, but it is a common posture for him. He also normally hides his fingers when crossing his arms which adds to the awkward appearance. Coupled with his habitual facial expression, the message becomes, “I am listening at the moment, and when you are through, I will tell you how it’s going to be.” He also keeps his arms crossed when both listening and talking.

A person who crosses arms and uncrosses them repeatedly within the space of a minute or so is emoting uncertainty or anxiety. The message is that the person is uncomfortable and does not know what to do with his or her arms and hands. If you encounter a person acting in this manner, try to give the individual the opportunity to talk. Switching from an absorbing mode to an advocating mode will often allow the person to calm down and relax a bit.

In summary, crossing arms is a common type of body language that can easily be misunderstood. Most commonly, it is interpreted as a gesture of defensiveness or being closed. As with all body language, you must consider the context in which the gesture is occurring and the details of the gesture itself.

This is a part in a series of articles on “Body Language.” The entire series can be viewed on https://www.leadergrow.com/articles/categories/35-body-language or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 600 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Body Language 5 Steepling

December 8, 2018

Starting this week, I will be describing several body gestures or positions to indicate the classical meaning for each one and also some caveats on how they might be misinterpreted.

The source of this information is numerous body language sites online plus a wonderful DVD on “Advanced Body Language” by Bill Acheson from the University of Pittsburgh. Here is a link to the video in case you might want to purchase it.

Also, some of the information was derived from numerous books, such as the famous “How to Read a Person Like a Book” by Gerard Nierenberg.

The first gesture is called “steepling.” This is a form of demonstrating power when two people are in conversation. The classic gesture is fingers together and palms apart. Usually the person with the higher power is the one doing the steepling, and the higher the power the higher on the body the steepling will be.

A typical example of when you might encounter steepling is when you are asking a superior for a favor. Suppose I am your manager, and you want to ask me for some extra vacation time because you have used up all your time and need an extra day. You come into my office and sit across the desk from me. I lean back and listen to you without saying anything but assuming a pose similar to this picture.

This body language indicates that I am listening politely, but I am not likely to grant your wish. If you see this kind of gesture, it means that the person demonstrating power over you, so it would be a good idea to back off and try a different approach at another time.

When standing, the higher the steeple, the greater the power differential. Also, women in positions of power will sometimes do a reverse steeple with fingers together and palms apart but the fingers are pointing downward.

If you are talking with a person of higher power and he or she starts to steeple, try asking a question that requires a verbal answer. That may break the steeple as the individual would be talking through his or her hands.

There is also a bouncing steeple motion where the fingers are separated and then brought back together. That would usually indicate impatience on the part of the listener, so if you see this, immediately give the other person the floor.

You may have noticed that Donald Trump is often seen using the steepling technique as well as the bouncing steeple to indicate impatience. His gestures are very marked. For example, Donald often sits with his arms crossed. It looks uncomfortable when wearing a suit, but it is how he habitually demonstrates his power. I will discuss arm crossing in a future article.

Some people use the steepling gesture a lot and others rarely use it. When you see it being done, it provides clues into what the other person is thinking. Steepling is rarely seen from a person in a lower status when talking with a superior. If you see this, some form of a coup is likely being attempted. Test to see what may be happening.

Excessive use of steepling will lower the trust between people because it represents a kind of power play. Try to use this gesture sparingly in your relations with others.

This is a part in a series of articles on “Body Language.” The entire series can be viewed on https://www.leadergrow.com/articles/categories/35-body-language or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 600 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor 100 Your Leadership Legacy

November 3, 2018

The legacy left behind by a departing leader reflects the caliber of leadership. John Maxwell summed it up in “The 21 Irrefutable Laws of Leadership”:

“When all is said and done, your ability as a leader will not be judged by what you achieved personally or even what your team accomplished during your tenure. You will be judged by how well your people and your organization did after you were gone. You will be gauged according to the Law of Legacy. Your lasting value will be measured by succession.”

Pass your legacy of exceptional leadership skills to future generations by becoming a grower of other leaders. Doing this not only helps the new generation, but it also enhances the performance of your current team.

Modeling and teaching outstanding leadership skills is the most effective way to bring your organization to the pinnacle of success and keep it there. You need to make this investment, but it is a joyous one because it enhances the quality of work life for everyone. As a leader, you will have more success, more joy, more followers, and more rewards.

When leading an organization, large or small, you can’t do it all. Running the details of a business must be done through others. In large organizations, there might be thousands of others. You need an organization of trusted lieutenants to accomplish the work. To do this, you need to shift your focus from manager to teacher.

The best leaders are those who believe it is their highest calling to personally help develop the leaders who work for them. A large portion of their mindset is spent evaluating, training, and reinforcing leaders under them.

The training is not centered on classes or consultant seminars. There will be some of that, but the bulk is personal coaching and mentoring by the leader. The best leaders spend 30-50% of their time trying to enhance the caliber of leaders on their team. Why is this? When you improve the capability of leaders working for you, the whole organization is improved. You are leveraging your leadership.

In my line management role, my job title was Division Manager. I saw my function, just as I am doing in this series of articles, as “growing leaders.” I found that spending time and energy on growing leaders gave a better return than spending time inventing new HR practices or supply chain procedures. John Maxwell, in “The 21 Irrefutable Laws of Leadership,” called it the Law of Multiplication. He makes the distinction between developing followers or leaders as:

“Leaders who develop followers grow their organization only one person at a time. But leaders who develop leaders multiply their growth because for every leader they develop, they also receive all of that leader’s followers. Add ten followers to your organization and you have the power of ten people. Add ten leaders to your organization, and you have the power of the ten leaders times all the followers they influence. That’s the difference between addition and multiplication.”

Develop leaders in as many layers as you have under you. If there are three layers between you and the masses, then develop three layers of leaders. It is not enough to work on the group closest to you. They will get the most attention, simply by proximity and need for interface time. To be effective, you need to work at all leadership levels and make it a personal priority.

Jack Welch is probably the best example of this in industry. At his famous School of Leadership at Crotonville, he was personally involved in mentoring and coaching the thousands of leaders in General Electric. Jack believed that teaching was what he did for a living.

“It was easy for me to get hooked on Crotonville. I spent an extraordinary amount of my time there. I was in the Pit once or twice a month, for up to four hours at a time. Over the course of 21 years, I had a chance to connect directly with nearly 18,000 GE leaders. Going there always rejuvenated me. It was one of the favorite parts of my job.”

Do the mentoring and development yourself. Do not hire a consultant to do it. It is fine to have help for certain specific skills, but is a big mistake to let the professional trainers take over. Leadership development must be your passion, one that you take seriously enough to consume a significant part of your time. You don’t send people to a one-day seminar and expect them to come out good leaders. The combined snake oil of 100 consultants cannot transform your team into effective leaders as well as you can. Warren Bennis summed it up as follows:

“True leaders… are not made in a single weekend seminar, as many of the leadership-theory spokespeople claim. I’ve come to think of that as the microwave theory. Pop in Mr. or Mrs. Average and out pops McLeader in sixty seconds.”

Teaching must cover all aspects of leadership. Modeling the way, as well as doing formal training, is the balanced approach that pays off. I always considered leadership training a great way to engage in serious dialog with my team about things that really mattered. I would always come away with new insights. Frequently, it felt like I was receiving more than giving. It is a way to “sharpen your own saw” while you mentor others, a real win-win.

As you use this technique, keep notes on what works best and what you are learning about leadership. Keep a file and develop your own trajectory of leadership. Share this with your team and gain further insight through the dialog. Try different situations and reactions, keeping track of your success. In other words, manage your own leadership progress. You will become fascinated with this and gain much from it.

If you are a young leader, you may not feel qualified to mentor others. My advice is to start as soon as possible anyway. Since this is part of your lifelong pursuit of leadership, the sooner you begin teaching, the more you will know. Teaching is the best way to learn something. I suggest you teach what you already know and seek to learn what you need to know. Don’t come across as a know-it-all in your mentoring, especially if you are inexperienced. Rather, ask people to go on an exciting journey with you toward more effective leadership.

I hope you have enjoyed this series on “The Successful Supervisor.” I have tried to cover topics that would be helpful for incumbent or aspiring leaders at the supervisor level. I am not inclined to compress this series into a book or video series. I think it is best left to posterity as a blog series of articles that can be read and re-read and passed around to others at no cost to you. Best of luck to you on this wonderful journey called leadership.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor 99 – Develop a Growth Mindset

October 27, 2018

In Dr. Carol Dweck’s book “Mindset,” she contrasts a fixed or limited mindset with a growth mindset. A growth mindset is the positive belief that hard work and a desire to stretch your personality, ability, and talent will result in a marked improvement.

I absolutely relate to this message and have a formula for applying it in your life.

For most of us, we are our own worst critic. We beat ourselves up over all kinds of things. I ask the question in all my seminars “Who is your worst critic,” and out of the thousands of responses I have received, all but one said “myself.”

The holdout was one honest man who instantly blurted out “my wife.” We have the power to change our mental pattern if we wish. It is a simple five-step process that you do over and over for 30-60 days until it forms a new habit.

When we engage in negative self talk, even at the unconscious level, it often undermines our self esteem and can lead to physical and mental ailments.

Supervisors operate in a kind of caldron every day and can be susceptible to running themselves down. It is good to be realistic about our shortcomings so we can improve performance as we learn and grow, but it is not a healthy thing to constantly beat up on ourselves for not being perfect.

If you are 48 years old, you have likely spent 48 years forming a habit of negative self talk that limits your performance and may even shorten your life.

The good news is that we humans have a remarkable ability to retrain the brain in a short period of time to form new habits. Research has shown it takes less than a couple months of conscious effort to permanently change a lifelong habit. Here is a simple five-step process that can quickly change the quality of your life, if you give it an honest try.

Step One – Catch it

My mental image here is that we all have a kind of beehive of thoughts about ourselves in our subconscious mind. Many of these thoughts are negative. This mass of energy is whizzing around all the time, and we are not even aware of it.

Every once in a while, often for no reason we can identify, one of these negative thoughts about us jumps up into our conscious mind. We are aware of our inadequacy and thinking about it.

For most of our lives, these thoughts have made us feel kind of sick as we muse on why we are not more perfect. Finally the thought is supplanted by some other thought or a phone call or some other interruption, and the episode is over.

What if we decided to have a growth mindset and actually catch the thought when we are first aware of it? My mental image here is one of reaching up with a catcher’s mitt and catching the thought˗˗plop˗˗ there it is. We have it firmly in hand now. Step one is completed.

The fascinating part of step one is that by simply reading this article, you will have increased your ability to catch the thought while you are having it. (That is the key.) In essence, this article is giving you that catcher’s mitt.

As of now, if you start a stopwatch it will be less than one hour until you have caught your first negative thought using this procedure. By the time you go to bed today you will have caught from three to 12 of these in your mitt. Wow, that is three to 12 opportunities to go on to step two!

Step Two – Reject it

Here I use the mental image of hitting the thought with a tennis racket back into my subconscious mind. I reject the thought, just like a tennis player returns the ball over the net. I often verbalize while doing this using the words “No! I am not doing that any more!”

I only utter the words verbally when I am alone, like in the car or out mowing the lawn. If I am with people, I utter the words silently, but I actually use the words just the same. This has a profound effect, because I am training my mind to form a different thought pattern: a growth mindset.

Step Three – Replace the bad image with a positive one

Now that you have rejected the limiting image of yourself, it is important to replace that thought with an affirming image that you know to be true. You might say, “I am better than this, and will prove it in the future.” In doing this step you are enabling a growth mindset.

Step Four – Reward Yourself

This is an important part of the approach, because this one gives you the impetus to do more of it in the future. Think to yourself, “Hey, that was a good thing. I am actually growing here in my capacity to think more positively. That feels great!”

Step Five – Move on

Here the magic is to put the negativity for this moment behind you and move forward with the affirmative positive and rewarding image solidly in your mind.

That is all there is to this simple method of self improvement. Now you just wait for the next negative thought to come along and repeat the process.

The impact of doing this

At first, this will feel awkward or hokey. Do it anyway because you have absolutely nothing to lose and everything to gain. If you can do it for one day, that will give you enough momentum to do it on day two.

Similarly, by the end of day two you will feel some exhilaration as you praise yourself and continue through day three. By day four it will be pretty easy to keep doing it. If you persist using this method for between one and two months, you will have permanently changed your thought pattern about yourself. You will use this method instinctively for the rest of your life.

Here is my guarantee to you. If you can do this for 30-60 days, sometime during that process someone you love or work with will say something like this, “You have changed. I can’t put my finger on what is different, but you really are a changed individual and you wear it well.” If you are like me, several people in your life will notice a difference.

The most important person to notice a difference is you. You feel better because you really are better. You have beaten a life long habit of thinking negative thoughts about yourself, yet you still maintain the ability to see your true flaws accurately and learn from your mistakes. It is just that you have stopped punishing yourself over and over for not being good enough. What a burden lifted.

I urge you to try this simple five step approach. Look at it this way, it takes almost no time to do this, it costs you nothing, it is uplifting and fun, it improves the quality of your life, it is easy to do, and you can do it privately so nobody else has to know. So, for no expenditure of cash or even effort, you will be shaping yourself into a new person. Once you see the benefits of this method, don’t hoard it for yourself. Teach others the wonderful relief of this technique, because as you help others you also help yourself.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor 98 Know Your Purpose

October 21, 2018

It is essential for you to have a purpose for your work other than to put food on the table. We tend to lose sight of the meaning of life if we cannot articulate a clear purpose.

Let me clarify the difference between an individual’s purpose, values, mission and vision so you can appreciate the role that purpose plays for your life.

Purpose tells you WHY you are here

The formal definition of purpose is “something set up as an object to be obtained: intention.” Purpose represents a personal commitment for the highest calling of your being. Without a firm understanding of your purpose, your work loses relevance. The reason you get up and go to work each day is to fulfill your purpose.

It is important to be very specific and concrete with your purpose statement. Try to boil it down into the fewest number of words, so you can communicate it to others succinctly. If possible, I like to think in terms on one article (usually “To”) followed by one verb and one noun.

For my business, my purpose is “To grow leaders.” I believe that is why God put me on this earth and gave me the capabilities that I have.

Values form the FOUNDATION for everything you do

Values allow us to test the rightness of an action or thought. These important concepts about what life is supposed to be like were programmed into us long before we were able to walk and talk. Usually values come from our parents, but they are also shaped over time by other influences such as school, friends, church, experiences and other events that happen early in life.

For most of us, the set of values we obtained in our youth will remain with us the rest of our life. It is difficult to change a deep-seated value, and most people would not want to do so.

Our values form the LENS through which we view everything around us. Values are also highly culturally specific. For example, to bribe another person is not acceptable in some cultures and perfectly fine in others.

It is important to have your values clearly visible to you. Write them down and refer to them often. For best results, repeat daily.

Mission tells you WHAT you are doing now

Mission is important because you need to know exactly what you are trying to do now. It is similar to purpose, but more specific. Think about walking into your place of work and picturing exactly what you are trying to accomplish today. That is your mission. I believe that mission statements should be short and memorable. Let me share what I consider a good mission statement and then share one that is not so good.

Wegmans is a grocery chain that is based in Rochester, N.Y., where I live. Their mission is “Every day you get our best.” That makes a great mission because it tells all of the employees exactly what they are trying to accomplish on a daily basis.

Here is a mission statement that doesn’t work for me. “To establish beneficial business relationships with diverse suppliers who share our commitment to customer service, quality and competitive pricing.” The statement is so general that is gives the reader no idea what industry is involved, let alone the specific company. Actually, that is the mission statement for Denny’s. What? Where is the food?

Vision tells you WHERE you are going

The vision statement is strictly about where you are going in the future. It describes accurately the end state or objective you are working toward. A good vision pulls you in the direction you wish to go. Without a good vision there is little impetus to improve on the status quo.

Some people believe that a vision that has the possibility of not happening sometime in the future is a poor one. I disagree. Consider the early Federal Express Vision: “Absolutely positively overnight.” It is easy to see that there were some times when acts of God would prevent the company from doing this, but that did not make it a bad vision. They made a lasting organization around that compelling image.

Make sure you have these four concepts well documented for your life and your organization too. You will go much farther than you would go otherwise.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763