Leadership Barometer 45 Stop Micromanaging

April 5, 2020

Leaders who micromanage do so with the best of intentions. Unfortunately they seldom recognize that what they are doing is actually taking the organization in a direction they do not want to go.

The problem is that by micromanaging people, the manager is severely limiting performance rather than optimizing it, so the manager is operating at cross purposes to the actual goal.

Unwittingly the manager is removing incentive for effort and creativity on the part of the employee. We are so familiar with this problem simply because it is so prevalent in organizations. In this article, I seek to contrast micromanagement versus trust to give some insight on how the latter leads to greatly enhanced performance.

To micromanage someone implies a lack of trust. The manager is not confident the employee can or will do a job correctly, so the employee is besieged with “helpful” instructions from the manager on exactly how to perform tasks. At first, the intrusion is irritating to the employee, who has her own ideas on how to do the job. After a while, it simply degenerates into an opportunity to check out mentally and join the legion of disenchanted workers doing what they are told and collecting a paycheck. This leaves the employee’s power on the door step of the organization every day.

To trust an employee is to think enough of the person to treat him or her as a thinking person who can have good ideas if given a goal and some broad operating parameters. In an environment of trust, employees have the freedom to explore, innovate, create, stretch, and yes, sometimes make mistakes. These mistakes might be thought of as waste, but enlightened leaders think of them simply as learning opportunities.

Here are 9 ideas that can help leaders and managers reduce the tendency to micromanage, thus unleashing a greater portion of the power available to the organization.

1. Set clear goals and make sure your employees have the basic skills and tools to do the job
2. Be clear on the broad constraints within which the employee must operate. In other words, do not let the employee try to conquer the world with a tuna-fish can.
3. Express trust in the employee and encourage creativity and risk taking as long as the risks are well-considered and safe.
4. Reject the temptation to step in if the employee seems to struggle, rather make yourself available if there are any questions or requests for help
5. Provide the resources the employee needs to accomplish the tasks
6. Do not totally overload the employee with so many duties and projects that she cannot succeed at any of them
7. Express praise and gratitude for positive baby steps along the way
8. Give the employee time and space to try different approaches without having to explain why she is doing every step
9. If problems occur, consider them as learning experiences and ask the employee to describe how she would do things differently next time

These 9 ideas are all simple, but they are nearly impossible for a micromanager to accomplish without constant effort. The concept of trusting employees does involve some risk, but the rewards of having people working up to their full potential rather than just complying is well worth that risk. You will see better, faster, and more robust solutions if you trust people and let their natural talents surface in an environment of little micromanagement.


Bob Whipple, MBA, CPLP, 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.


Building Trust When Operating from Home

April 2, 2020

In the current environment, many teams are forced to operate remotely. This article is based on one that I wrote with Nancy Settle Murphy in 2013 and recently modified to apply in today’s pandemic conditions.

I think Nancy is one of the most effective consultants to help build more cohesive remote groups. Her blog “Communique by Guided Insights” is normally centered on how to operate effectively with a virtual team.

Today’s astonishing economic and social distancing situation affects virtually every working individual around the globe. As organizations are forced to make drastic cuts and other difficult changes to remain viable, the need for competent, credible, trustworthy leaders has never been greater.

At the same time, the very nature of our global pandemic and economic collapse has bred deep distrust for many business leaders, money managers, politicians and others who contributed or are reacting to the current morass.

Leading an organization through turbulent times requires an uncommon ability to inspire trust. But when people are geographically dispersed, especially in scary times, they are far more likely to be fearful, suspicious and immobilized in the absence of trust.

Industry studies show that in the best of times high-trust teams are between 200-300% more productive than low-trust teams. In tough times, that delta is likely to be even greater. That’s why organizations that operate virtual teams need leaders who know how to earn and cultivate trust among teams that feel increasing pressure to perform.

Here are nine practical tips for leaders who struggle to maintain trust in these troubled times.

1. Verify a vision and goals eye-to-eye.

Without a shared vision and focus, conflict and distrust become frequent and harder to resolve. Virtual teams have few opportunities to test for shared meaning, validate assumptions, and spot disconnects before they become problems.

Arguably, this alignment might be achieved through a series of superbly-executed team calls and online conferences; but in reality, the surest and easiest way to galvanize a team is to bring people together face-to-face, if not in person, then virtually live.

Once coalesced, the team can then modify goals and verify buy-in from afar on a regular basis. All team members need a palpable connection with the root vision. Without it, the best intentions of team leaders are likely to fall short.

2. Agree on a shared set of team principles, behaviors and norms.

To build trust, all team members need to hold each other accountable to some standards of behavior. If these principles are nothing more than vague intentions or fuzzy “feel good” rules, they won’t provide the specificity members need to call each other out in case of a transgression.

When leaders permit some members to violate agreed-upon norms, they risk their credibility with team members who expect them to enforce the rules.

An example of team behavior that can help enforce desired behavior: “We will eliminate ‘silent no’s’ from our conference calls.” (A “silent no” is when a member of the call does not agree with the conclusions but does not voice objections and instead works to undermine the decision, destroying solidarity and trust in the process.)

3. Reinforce candor.

To foster a culture of trust, the leader needs to ensure people are not worried about being punished for voicing their reservations or concerns. The ability of a leader to encourage and reinforce candor lies at the heart of the trust-building process.

When people are naturally paranoid about their longevity in an organization, they will stifle any misgivings unless the leader is explicit about the safety of voicing concerns. Trust cannot grow in an environment where people are scared to speak their truth.

4. Anticipate and address stress points.

When people feel pressured to perform, unattractive behaviors such as finger-pointing and defensiveness can emerge. When team members can’t have face-to-face conversations to smooth ruffled feathers, such behavior can quickly derail even the most well-aligned team.

By creating a culture of mutual support and respect, team members can minimize the fall-out after a misstep. Establishing ground rules related to giving and taking responsibility, solving problems and escalating issues can help.

Creating norms around communications during times of conflict or dissension are essential. The leader’s behavior sets the stage for all members. If lapses should occur, the leader needs to acknowledge them as such, lest team members assume they can follow suit and violate other norms.

5. When in doubt, reveal more rather than less.

Team leaders are often privy to inside information to which others don’t have access. Err on the side of being more transparent rather than less, providing you don’t violate any policies.

Even in the best of times, remote team members may feel left out of the communication loop. But when futures seem uncertain, remote team members may feel even more discomfited and disconnected.

Team leaders might open each Zoom by asking members what rumors they’ve been hearing, and then address each point with the latest, most accurate information they have.

If team members seem reticent, open an anonymous virtual conference area where team members can pose questions or express concerns, to which team leaders can respond to the team as a whole.

6. Celebrate the small wins.

Especially in these difficult times, it’s important to highlight the good things that happen in small ways on a daily basis. In addition to recognizing achievements and milestones, team leaders might also acknowledge instances of collaboration or creative use of resources.

Leaders might establish a program where members can recommend other team members for a reward based on behaviors or actions that contribute to the success of the whole team.

For example, members might earn rewards doing more than their share to keep the project on track or finding “free” resources. Rewards can include a gift certificate for an online store or a personal note sent to the person’s home.

When setting formal team goals, make sure that the team has many opportunities to celebrate milestones and that the goals always have the appropriate amount of reach.

7. Encourage creativity and reasonable risk taking.

Surviving in today’s tough climate requires courage, creativity and a certain amount of fearlessness. This is particularly true for health workers or other vital service providers.

Team leaders need to be clear about the type of risks that are allowed, versus those the organization cannot afford to take. Once ground rules are in place, team leaders can find ways to move creative ideas into action.

For example, brainstorming sessions can be set up via phone or virtual conference area where all team members can easily contribute a volley of ideas, which can then be vetted and acted upon.

Even when new ideas don’t pan out as planned, team leaders should congratulate team members for their creativity, helping to cultivate an innovative, energized, and supportive environment that is so important in difficult times.

8. Keep an eye out for the small problems.

In some remote teams, members may have never even met each other or may have only a superficial relationship. As a result, it can take a long time to cultivate trust, especially when in-person interactions are limited.

When team members don’t feel entirely comfortable having candid conversations, little annoyances can lead to big problems. Since people may be feeling near their endurance limit with personal issues, they may be more short-tempered than normal.

Team leaders need to be vigilant about addressing small rifts and immediately bring team members back to the sense of purpose. In some cases, this requires an open conversation with the whole team, and in others, a private phone conversation may be more appropriate.

If turf battles become too much of a distraction, it may be time to bring all or some team members together on one Zoom to settle differences and repair relationships. The way leaders can prevent silos from forming is to continually remind the groups that they share a common goal at the next higher level.

9. When draconian actions are required, let people grieve.

Nearly all businesses will need to make increasingly difficult decisions to remain viable. Layoffs, salary freezes, pay cuts, forced furloughs, divestitures, and mergers all take a huge emotional toll on the workers who remain.

Leaders should encourage team members to discuss their sense of loss and talk about their grief rather than giving members a cheerful pep talk or ignoring the pervasive sense of loss.

In the wake of each such change, leaders can start team calls by asking people how they are feeling. Remember that individuals need to go through the stages of the grieving process (anticipation, ending, transition, and beginning) in their own way and time.

Having time to grieve allows people to become fully functioning players in the new order rather than continually mourning for what was lost. When individuals are part of the rebuilding process, they’ll be more emotionally committed to the success of the team.

Keeping a team motivated, energized and productive during times like these will test the mettle of even the most accomplished leader. But when team members work remotely, team leaders must take extraordinary measures to cultivate mutual trust and a truly level playing field among everyone on the team.

Bob Whipple, MBA, CPLP, 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



Leadership Barometer 44 Rapport

March 29, 2020

 

We all know that the first few seconds when meeting a new person or client are critical to the relationship.

Malcolm Gladwell referred to the “thin slices” of meaning we interpret subconsciously when meeting someone new. His contention is that a relationship is basically established after just a few seconds, so it is important to know what to do and what to avoid doing in this critical period.

While we know the vital importance of body language and tone of voice, few of us have received any formal training on what things to do and to avoid to maximize the potential for good rapport and trust.

The overarching objective is to let your natural personality and essence shine through as well as be sincerely interested in learning the qualities of the other person. This means making sure all the signals you send are congruent with your true nature and being alert for the full range of signals being sent by the other person.

While there are entire books on this topic, I wanted to share six things to do and six things to avoid from my own experience and background.
Note these items are somewhat mechanical in nature. They are not intended to replace the good judgment in any instance but are offered as tips that can help in most cases.

Things to do:

1. Be yourself

Trying to force yourself into a mold that is not your natural state will not translate well. Regardless of your effort, you will unwittingly send ambiguous signals that will subconsciously be perceived as you trying too hard to establish rapport.

2. Shake hands (assuming you are not in the middle of a pandemic).

In most cultures, the hand shake is the touch ritual that conveys major content about both individuals.
Each person is sending and receiving signals on several different levels in the few moments it takes to shake hands.

Learn how to do it right, and do it with the right attitude. The handshake should project what is in your heart.

Note, there are many myths about handshakes. For example, a “firm” handshake has historically been thought to send a signal of competence and power.
If the firmness is amplified to a bone-crushing clamp, it actually sends a signal that the crusher is insecure, because why else would someone crush a hand unless he thought it was necessary to appear powerful.

Remember this simple rule of thumb, if the person can feel the handshake after it is over, you have gone too far.

3. Make good eye contact

We communicate at many levels with our eyes. It is important to really see the other person in a natural and pleasing way.
Here is a tip about eye contact while shaking hands. Try to see through the eyes into the soul of the person you are meeting. Inside the other person’s head is a wonderland of possibilities, and the window to that information is first through the eyes.

4. Smile

Make sure it is appropriate to smile (although sometimes a somber expression is more appropriate – like at a funeral). The caveat here is that the smile must be genuine, not phony.

Learn to smile from the eyes by picturing an oval from your eyebrows to your lips. Show your teeth, if they are in good shape. This really helps the warmth of a smile.

Be sure to maintain eye contact while you are smiling. The peripheral vision of the other person will allow him or her to appreciate the smile. Consider the duration of the smile, because too short or too long of a smile can send mixed signals.

5. Give a genuine greeting

Most people say “how are you” or “nice to meet you.” Those greetings are not bad, but they do pass over an opportunity to show real enthusiasm for meeting the other person. Reason: these greetings are perfunctory and overused.

They accomplish the greeting mechanically, but they do not establish a high emotional engagement.

You might try a variant like “I am excited to meet you” or “how wonderful to meet you.” Be careful to not get sappy: see caveat number five in the second list below.

6. Ask the other person a question

The typical and easiest thing to do is say “tell me about yourself,” but you only would use that if there was adequate time for the individual to take you from grade school to the rest home.

A better approach is to consider the environment around the person. There will be a clue as to what the other person might be experiencing at that moment. If you link in to the emotion with a question that draws out the other person, you have established dialog that is constructive.

For example, if you meet a person in a hotel lobby who is dragging two suitcases with his left hand, you might say while shaking the right hand, “have you been traveling all day?” or “can I help you with one of your bags?”

Doing these six things will set you up for a good first impression provided they are consistent with the situation and your persona, but there are extensions of these same six things that should be avoided or you may blow the opportunity.


Things to avoid:

1. Do not work too hard

Other people will instantly recognize at a gut level if you are putting on an act to impress them. If your natural tendency is to be a slap happy kind of salesman when meeting people, try to turn down the volume on that part while maintaining a cheerful nature.

2. One handed shakes only

The two-handed shake, known as the “politician’s handshake,” is too invasive for a first meeting. It will cause the other person to emotionally retreat as a defense mechanism.

It gives the impression that you are trying to reel in a big fish. Speaking of fish, also avoid the dead fish handshake. A firmly-flexed vertical hand with medium modulation is the best approach.

Be sensitive to the fact that some people avoid handshakes due to physical reasons and do not force the issue or embarrass the person.

Other than the handshake, there should be absolutely no touching of any other part of the body. This means, do not grab the elbow as you walk toward the elevator, do not put your hand on or playfully punch the shoulder of the other person, even if he is a “good guy.”

Obviously, stay away from touching the legs or knees of any other person when sitting.

3. Avoid too much eye contact

Anything over 70% of eye contact during the first few minutes will cause great anxiety in the other person. A fixed gaze will send signals that are ambiguous at best and threatening at worst.

The best approach is to lock eyes for a few seconds, then move your gaze on something else, perhaps a lapel pin or name tag, then return eye contact for a few seconds more.

If you are a male meeting a female, avoid giving the up and down “checking her out” pattern, as most women find that highly offensive.

Another caveat with eye contact is to avoid looking around the room during the first moments of meeting another person.

Make sure the person recognizes you are focused 100% on him or her, even if the timing is fleeting.

4. Do not smile as if you are holding back gas

If you try to force a smile, it will look as phony as a bad toupee. If you have a problem warming up to a new person with a genuine smile, try envisioning the person as having a check for a million dollars in her purse that she is about to give you.

In reality she may have things inside her head that could be worth much more than a million dollars to you. Consider that possibility and be genuinely happy to meet the person. It will show on your face.

Do not go over the top with enthusiasm in your greeting – The greeting must come straight from the heart to send the signal you want. Your greeting should not gush or be drawn out like an Academy Award performance like, “Oh darling, how simply marvelous to meet you” – kissy kissy. You could make the other person want to vomit.

5. Avoid talking about yourself
Hold up on discussing your interests until cued by the other person. The natural tendency is to think in terms of this new person’s relationship to your world.
Try to reverse this logic and think about wanting to know more about his or her world, so you can link in emotionally to the other person’s thoughts.

If you ask two or three questions of the other person, he or she will eventually ask a question about you.

6. Listen more and talk less

Try to keep the ratio of listening versus talking to roughly 70-30% with the weight of your attention on listening. The highest rated conversationalists are the ones who say the fewest number of words.

By doing the six steps I have outlined while avoiding the extremes on the second list, you will have a good start to a new relationship. You will have planted the seeds of trust well. After that, you need to nurture the relationship continually to allow the seeds to grow to maturity.

Bob Whipple, MBA, CPLP, 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.























Leadership Barometer 43 Toxic Leaders

March 22, 2020

We are all familiar with the word “toxic” and recognize that toxic substances are known to cause human beings serious injury or death. We are also aware that some individuals have mastered the skill of being toxic to other people.

When a toxic person is the leader of an organization, the performance of that unit will typically be less than half what it would be under a leader who builds trust. There is documented evidence (see Trust Across America statistics) that high trust groups outperform low trust groups by a factor of two to five times.

Thankfully, the majority of leaders are not toxic. One estimate given by LTG Walter F. Ulmer in an article entitled “Toxic Leadership” (Army, June 2012) is that 30-50% of leaders are essentially transformational, while only 8-10% are essentially toxic. The unfortunate reality is that one toxic leader in an organization does such incredible damage, he or she can bring down an entire culture without even realizing it.

Why would a leader speak and behave in a toxic way if he or she recognizes the harm being done to the organization?

Is it because leaders are just not aware of the link between their behaviors and performance of the group?

Is it because they are totally unaware of the fact that their actions are toxic to others?

Is it because they are lazy and just prefer to bark out orders rather than work to encourage people?

While there are instances where any of these modes might be in play, I think other mechanisms are responsible for most of the lamentable behaviors of toxic leaders.

Toxic leaders do understand that employees are generally unhappy working under them. What they fail to see is the incredible leverage they are leaving off the table. They just do not believe there is a better way to manage, otherwise they would do that.

If you are in an organization, there is a possibility you are in daily contact with one or more toxic leaders. There are three possibilities here: 1) you have a leader working for you who is toxic, 2) you are a toxic leader yourself, but do not know it or want to admit it, or 3) you are working for a toxic leader or have one higher in the chain of command. I will give some tips you can use for each of these cases.

Toxic Leader Working for you

This person needs to become more aware that he or she is operating at cross purposes to the goals of the organization. Do this through education and coaching. Once awareness is there, then you can begin to shape the behavior through leadership development and reinforcement. It may be that this person is just not a good fit for a leadership role. If the behaviors are not improved, then this leader should be removed.

You are a toxic leader

It is probably not obvious to you how much damage is being done by your treatment of other people. They are afraid to tell you what is actually going on, so you are getting grudging compliance and leaving their maximum discretionary effort unavailable to the organization. Trust will not grow in an environment of fear.

The antidote here is to genuinely assess your own level of toxicity and change it if you are not happy with the answer. This can be accomplished through getting a leadership coach or getting some excellent training. Try to read at least one good leadership book every month.

You are working for a toxic leader

In my experience, this is the most common situation. It is difficult and dangerous to retrofit your boss to be less toxic. My favorite saying for this situation is, “Never wrestle a pig. You get all muddy and the pig loves it.”

So what can you do that will have a positive impact on the situation without risking loss of employment? Here are some ideas that may help, depending on how severe the problem is and how open minded your boss is:

1. Create a leadership growth activity in your area and invite the boss to participate. Use a “lunch and learn” format where various leaders review some great books on leadership. I would start with some of the Warren Bennis books or perhaps Jim Collins’ Good to Great.

2. Suggest that part of the performance gap is a lack of trust in higher management and get some dialog on how this could be improved. By getting the boss to verbalize a dissatisfaction with the status quo, you can gently shape the issue back to the leader’s behaviors. The idea is to build a recognition of the causal relationship between culture and performance.

3. Show some of the statistical data that is available that links higher trust to greater productivity. The Trust Across America Website is a great source of this information.

4. Bring in a speaker who specializes in improving culture for a quarterly meeting. Try to get the speaker to interface with the problem leader personally offline. If the leader can see some glimmer of hope that a different way of operating would provide the improvements he or she is seeking, then some progress can be made.

5. Suggest some leadership development training for all levels in the organization. Here it is not necessary to identify the specific leader as “the problem,” rather, discuss how improved leadership behaviors at all levels would greatly benefit the organization.

6. Reinforce any small directional baby steps in the right direction the leader inadvertently shows. Reinforcement from below can be highly effective if it is sincere. You can actually shape the behavior of your boss by frequent reminders of the things he or she is doing right.

It is a rare leader who will admit, “Our performance is far off the mark, and since I am in charge, it must be that my behaviors are preventing people from giving the organization their maximum discretionary effort.”

Those senior leaders who would seriously consider this statement are the ones who can find ways to change through training and coaching. They are the ones who have the better future.

Most toxic leaders will remain with their habits that sap the vital energy from people and take their organizations in exactly the opposite direction from where they want to go.

Another key reason why toxic leaders fail to see the opportunity staring them in the face is a misconception about Leadership Development. The typical comment is, “We are not into the touchy-feely stuff here. We do not dance around the maypole and sing Kum-ba-yah while toasting marshmallows by the campfire.”

The problem here is that several leadership training methods in the past have used outdoor experiential training to teach the impact of good teamwork and togetherness. Senior leaders often feel too serious and dignified for that kind of frivolity, so they sit in their offices and honestly believe any remedial training needs to be directed toward the junior leaders.

To reduce the impact of a toxic leader, follow the steps outlined above, and you may be able to make a large shift in performance over time while preserving your job. You can even use this article as food for thought and pass it around the office to generate dialog on how to chart a better future for the organization.




Bob Whipple, MBA, CPLP, 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.




Leadership Barometer 42 Impossible Goals

March 16, 2020

Does your organization establish goals that seem impossible to reach? If so, you are not alone.

Many organizations go through a negotiation process with individuals and teams to establish annual performance goals. Often, the person or team is asked for their opinion on the best that can be achieved in the following year.

Then, just for good measure, senior managers tack on an additional 15 to 25% and set that as the target goal.

When employees learn to anticipate this markup process, they instinctively sandbag their initial offer to account for the anticipated bump by senior management. It becomes a game of cat and mouse to establish reasonable stretch goals, and in the end, the organization and its employees suffer.

I believe a better process starts with an understanding of what the entire organization needs and then breaks down individual and team performance goals that will ensure the organization meets its commitments.

Quite often, goals set by senior managers seem unrealistic or unobtainable, which has a significant negative impact on trust. When this happens, employees take on a fatalistic viewpoint that the team has no chance to perform up to expectations. Team members hope they can achieve the goal, but deep down they don’t believe it is possible.

This sequence creates a Pygmalion effect where the negative outcome is nearly guaranteed.

The truth is, you cannot “hope” your way to success. You must believe and expect success for it to become reality.

When stretching for seemingly impossible goals, the most important ingredient is not technology, market size, manufacturing capacity, quality processes, sales force expertise, HR policies, or any other tangible enablers. The most important ingredient is belief.

This fundamental principle has been identified by philosophers and social psychologists numerous times throughout history. It seems that, through the ages, our civilization keeps discovering the same ideas. Here are a few famous quotations from historical figures you may recognize. Notice how they all say the same thing in different words.

Zig Zigler – “When you believe it, you will see it.”
Earl Nightingale – “We become what we think about.”
Brian Tracy – “If you think you can do it and hang on to that vision, you will accomplish it.”
Henry Ford – “If you think you can, or if you think you can’t… You are right.”
Lou Holtz – “If you get people to believe in themselves, they will set bigger goals.”
Maxwell Maltz – “What you believe will happen actually becomes physical reality.”
Norman Vincent Peale – “The power of positive thinking: No success occurs without it.”
Andrew Carnegie – “You will not be able to do it until you believe you can do it.”
Tony Robbins – “Beliefs have the power to create and the power to destroy.”
Napoleon Hill – “What the mind can conceive and believe, it can achieve.”

This list is just a small sample of available quotations on the same topic. The phenomenon of creating success by visualizing it already being accomplished is well known.

Unfortunately, most teams in the working world have forgotten this time-honored wisdom. They wring their hands and lament that achieving the goal set out by management is simply impossible. Well of course it is impossible if they believe that.

Quite often, teams believe they can’t accomplish the goal because they cannot visualize how it could possibly be done. It is important to not get discouraged at the start because the “how” is not evident. Forget about how you will accomplish a goal; simply set out to believe that it will happen.

There are many tools available that can help you accomplish the goal. Resolve to find the right ones for your situation. If you do that, you will achieve the goal in ways you could not possibly imagine at the outset. Unfortunately, it is easy to experience the pangs of fear, especially in an environment of low trust.

The antidote is to teach individuals and teams to re-train their brains so that they drive out any thought of failure. Set the goal high, and then use all the power of mind over matter to make that goal a reality.

That sounds so simple, but it is very difficult to gain the skills required to believe rather than doubt.

Experts like the ones above, have taught us that if we reiterate an affirmative statement that we not only intend to meet the goal but to exceed the goal, then repeat that phrase in earnest at least twice a day for 30 consecutive days, we will actually bring forth a vital energy that was unavailable prior to the new mindset.

It is not the rote repeating of an affirmation that makes the difference. The method gives us a chance to catch the difference between the positive attitude and any negative thoughts or feelings that arise. We then have a moment of truth where we have the opportunity to examine what is holding us back.

As we address these self-limiting beliefs, we can come into mental and emotional alignment and resonance with the affirmation. We become energetically congruent with the vision, and that brings forth powers that are truly amazing.

Having this resonance and congruity changes everything. Of course, a positive mental attitude is not the only factor that will allow us to meet difficult goals.

We have to have a good plan, we have to execute well, we have to have high trust and great teamwork, we have to work incredibly hard, we must employ lean and six sigma principles, we need the right technology and resources, and, yes, we sometimes need some luck.

The truth is that by having the right frame of mind at the outset, we enable the other necessary elements to materialize in the physical world. When we expect and believe we will achieve the goal, sometimes the elements required to accomplish it materialize as if by magic. It is not magic; it is simply how the universe works.

I am not reporting anything new here, but I believe it needs to be reiterated, especially when goals for the next increment of time are being set. This is the time to create a new mindset that will allow you and your team to consistently reach or exceed seemingly impossible goals.

Bob Whipple is CEO of Leadergrow Inc.


Leadership Barometer 41 Mentor Power

March 9, 2020

If you do not have at least one active mentor, you are missing a lot. In my experience, having a strong mentor at work made a huge difference in my career.

Also, turn the logic around and you should be mentoring at least one other person, hopefully more than one.

Even in my ripening old age, I am still gaining benefits from the lessons and ideas planted in me by my mentor when I was younger.

There are obvious benefits of having a mentor in an organization. Here are a few of them:

1. A mentor helps you learn the ropes faster
2. A mentor coaches you on what to do and especially what to avoid doing.
3. A mentor is an advocate for you in different circles from yours.
4. A mentor cleans up after you have made a mistake and helps protect your reputation.
5. A mentor pushes you when you need pushing and praises you when you need it.
6. A mentor brings wisdom born of mistakes made in the past, so you can avoid them.
7. A mentor operates as a sounding board for ideas and methods.

Many organizations have some form of mentoring program. I support the idea of fostering mentors, but the typical application has a low hit rate in the long term. That is because the mentor programs in most organizations are procedural rather than organic.

A typical mentor program couples younger professionals with more experienced managers after some sort of computerized matching process. The relationship starts out being helpful for both people, but after a few months it has degraded into a burdensome commitment of time and energy.

This aspect is accentuated if there are paperwork requirements or other check-box activities. After about six months, the interfaces are small remnants of the envisioned program.

The more productive programs seek to educate professionals on the benefits of having a mentor and encourage people to find their own match. This strategy works much better because the chemistry is right from the start, and both parties immediately see the huge gains being made by both people.

It is a mutually-supported organic system rather than an activities-based approach. It is pretty obvious how the protégé benefits in a mentor relationship, but how does the mentor gain from it?

Mentors gain significantly in the following ways:

1. The mentor focuses on helping the protégé, which is personally satisfying.
2. The mentor can gain information from a different level of the organization that may not be readily available by any other means.
3. The mentor helps find information and resources for the protégé, so there is some important learning going on. The best way to learn something is to teach it to someone else.
4. While pushing the protégé forward in the organization, the mentor has the ability to return some favors owed to other managers.
5. The mentor gains a reputation for nurturing people and can thus attract better people over time.
6. The mentor can enhance his or her legacy in the organization by creating an understudy.

Encourage a strong mentoring program in your organization, but steer clear of the mechanical match game and the busywork of an overdone process. Let people recognize the benefits and figure out their optimal relationships.

Bob Whipple, MBA, CPLP, 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.


Leadership Barometer 39 Stop Enabling Problem Employees

February 23, 2020

In any organization, there are situations where supervisors accommodate problem employees rather than confront them. Ignoring wrong actions models a laissez faire attitude on problem solving and enforcing rules.

It also enables the perpetrator to continue the wrong behavior. In a typical scenario, the problem festers under the surface for months or even years.

Ultimately escalation of the issue reaches a tipping point when something simply must be done. By this time, the problems are so horrendous they are many times more difficult to tackle.

A common example is when workers stretch break times from the standard 20 minutes to more than 30 minutes actually sitting in the break room.

The total duration is more like 45 minutes from the time work stops until it resumes. The supervisor does not want to appear to be a “by the book” manager, so the problem is ignored every day.

When things get too far out of control, the unfortunate supervisor is forced to play the bad guy, and everyone suffers a major loss in morale and trust.

I once worked in a unit where one person suffered from acute alcoholism. His abusive behavior was enabled because his supervisor did not dare confront him. The excuse was that his process knowledge was so important to the organization that he could not be fired.

Finally, the situation became intolerable. When they called him in to confront the facts, he had been out of control for 15 years. His reaction to the manager was, “What took you guys so long?”

Following months of treatment, he became sober and was able to go on with his life as a positive contributor. Unfortunately, he was old enough by that time to retire; the organization had acted too late to gain much benefit from his recovery. The problem was clear, yet for years nothing was done.

In every organization, there are situations like this (not just health issues – tardiness, too many smoke breaks, or abusing the internet are typical examples). Leaders often ignore the problem, hoping it will go away or fearing that the cure will be worse than the disease.

The advice here is to remember the comment made by my friend, “What took you guys so long?” and intervene when the problems are less acute and the damage is minor. In his case, that would have been a blessing; the man died a few months after retiring.

Taking strong action requires courage that many leaders simply do not have. They rationalize the situation with logic like:

• Maybe the problem will correct itself if I just leave it alone.
• Perhaps I will be moved sometime soon, and the next person can deal with this.
• Confronting the issue would be so traumatic that it would do more harm than good.
• We have already found viable workaround measures, so why rock the boat now?
• We have bigger problems than this. Exposing this situation would be a distraction from our critical work.

The real dilemma is knowing the exact moment to intervene and how to do it in a way that preserves trust with the individual and the group.

Once you let someone get away with a violation, it becomes harder to enforce a rule the next time. You also run the risk of appearing to play favorites when you try to clamp down on other individuals.

The art of supervision is knowing how to make judgments that people interpret as fair, equitable, and sensitive. The best time to intervene is when the issue first arises. As a supervisor, you need to make the rules known and follow them yourself with few and only well-justified exceptions.

It is not possible to treat everyone always the same because people have different needs, but you must enforce the rules consistently in a way that people recognize is both appropriate and disciplined.

Be alert for the following symptoms in your area of control. If you observe these, chances are you are enabling problem employees.

• Recognition that you are working around a “problem”
• Accusations that you are “playing favorites”
• Individuals claiming they do not understand documented policies
• Backroom discussions of how to handle a person who is out of control
• Denial or downplaying an issue that is well known in the area
• Fear of retaliation or sabotage if rules are enforced
• Cliques forming to protect certain individuals
• Pranks or horseplay perpetrated on some individuals

These are just a few signals that someone is being enabled and that you need to step up to the responsibility of being the enforcer.

Sometimes supervisors inherit an undisciplined situation from a previous weak leader. It can be a challenge to get people to follow rules they have habitually ignored.

One idea is to get the group together and review company policy or simply ask what the rules are in this organization. Often people do not know the policies, or pretend they do not know, because the application of rules has been eclectic.

This void gives you a perfect opportunity to restate or recast the rules to start fresh. It can be done as a group exercise to improve buy-in. When people have a hand in creating the rules, they tend to remember and follow them better.

If you are not a new leader but are in a situation where abuse has crept in, using this technique and taking responsible action can help you regain control and credibility.

The reward for making the tough calls is that people throughout the organization will respect you. Problems will be handled early when they are easier to correct. The downside of procrastinating on enforcement is that you appear weak, and people will continually push the boundaries.

The preceding information was adapted from the book Leading with Trust is like Sailing Downwind, by Robert Whipple. It is available on http://www.leadergrow.com.

Robert Whipple is also the author of The TRUST Factor: Advanced Leadership for Professionals and, Understanding E-Body Language: Building Trust Online. Bob consults and speaks on these and other leadership topics. He is CEO of Leadergrow Inc. a company dedicated to growing leaders.