Successful Supervisor Part 4 – The Role of Trust

December 11, 2016

The topic of trust in organizations has been my life’s work over the past 45 years, and it will be until I am no longer able to communicate. I have written four books and produced hundreds of articles and videos on various aspects of trust.

For this article, I will confine my comments to the role trust plays for supervisors. Obviously, the points made here extrapolate to leadership in general.

Since the supervisor is the link between upper management and the first line employees, she needs to consider the impact of trust and how to achieve it in both venues, and they are substantially different.

First I will cover the bond of trust with her direct reports, then I will reverse the logic and discuss trust with peers and upper management.

Trust with Subordinates

My observation is that without trust between workers and the supervisor, people spend a lot of energy playing games with each other. You can observe all types of childish behaviors on the part of people who want all the goodies they can get with the least amount of effort.

They form cliques in order to protect themselves and work to undermine other people as they jockey for favor with the supervisor.

The majority of people in production jobs have been abused by at least one tyrant manager in their career, so it is easy to mistrust anyone who is perceived as “management.” The suspicions are easily confirmed, as some heavy handed managers in the hierarchy shoot themselves in the foot with respect to trust on a regular basis.

This situation creates numerous headaches for the supervisor, because to the front line employees, she represents “management” and is painted with the same brush as all managers.

If some manager up the chain commits a bonehead move, the credibility of the supervisor will go down, even if she did not agree with what the upper level manager did.

It is critical that the supervisor establish relationships of trust with people in her group. This is often accomplished one person at a time or perhaps with small groups. Since people are predisposed to be suspicious, any misstep or perceived false statement (even if it has been misinterpreted) only makes the problem worse.

There are literally hundreds of behaviors the supervisor needs to exemplify if trust is to be achieved, maintained, or in some cases, repaired. It is not in the scope of this article to list all of the necessary behaviors, as I have written about these in my books. For this article I will mention the most powerful way a supervisor can build trust and apply it in her daily work.

Best Way to Build Trust

The supervisor needs to build a safe environment where people recognize they will not be punished when they bring up perceived problems or things that appear to be inconsistent.

She needs to work tirelessly to instill a fair workplace where people see her as impartial and approachable. It is a tall order to create such an environment, since some individuals will try various tactics to advantage themselves in comparison to their peers.

The Role of Alignment

The best approach for the supervisor is to create full alignment within the group. Everyone needs to know the values of the organization and also the vision: what the group is trying to accomplish.

Each person must buy into the mission and recognize that by accomplishing the mission he or she will be better off. The role of the supervisor is to create this alignment by constantly reminding people that what they are working for is a better future for themselves.

Operating under Different Conditions

The supervisor needs to be the “head cheerleader” when things are going in the right direction and the “coach” when things get off track. She needs to insist that everyone on the team pulls his or her share of the load and not tolerate selfish behaviors. Basically, the supervisor needs to constantly build the team.

Building Trust Upward

At the same time, the supervisor needs to support high trust with her peers and upper management. The origin of trust in any organization starts at the top and flows down throughout the whole organization.

It is the behaviors of the senior-most leaders that normally determine the level of trust in an organization.

It is the role of the supervisor to support the vision of the entire organization through the efforts and activities of her group.

The most difficult conundrum for a supervisor is if she is asked to implement a policy that she personally believes is a mistake. To prevent this, the supervisor must have built up enough trust and stake with upper management to have a seat at the decision table and be listened to as a respected member of the management team.

Sometimes you can find a brilliant supervisor who has the “Midas Touch” for creating a great culture within her group, but that group is placed in a toxic environment from above.

When this occurs, the supervisor ends up trying to translate the needs of her team upward and the demands of the larger organization downward. It is a delicate balancing act, and those supervisors who can perform well in that dichotomy are scarce and precious.

Usually the supervisor ends up trying to influence the organization in both directions. She constantly works to build the culture of the group reporting to her while simultaneously trying to advocate upward for the needs of the group.

This is the reason that I believe the role of the first line supervisor is one of the most important and most difficult in all of management.

The role of the first line supervisor in maintaining trust within the organization cannot be overstated. If she loses the culture of trust, then the struggle will be one of various degrees of warfare, and productivity will be severely impacted.

I think the best approach is to have a solid training program for supervisors that continually builds the skills to manage in a complex world. If the supervisor is not provided with the training program at work, then she should start reading books and watching videos on the topic and gain skills that way.

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 Part 3 – New Sheriff in Town

December 4, 2016

Aside from the promotion from within the ranks, there is a second major way to obtain a new group supervisor. Bringing in a resource from outside the group has some advantages, but there are huge caveats for this method.

In this category, there are two common approaches that are used:

1) bringing in someone who has been a supervisor in another area, and

2) hiring a new college graduate as an entry level position.

In this article, I will describe some challenges and recommendations for each situation.

Transfer from another area

When bringing in a supervisor from another area of the company, or even a different company, at least she has the advantage of being a seasoned person who has experience leading front line employees.

A typical mistake made by the supervisor in this situation is to be too zealous with advice learned on the prior job.

Typical problem

Suppose a supervisor has been moved from the packaging area to the formulation group. She has been successful in the packaging assignment and wants to bring her enthusiasm and knowledge to the new challenge.

She begins by asking questions in meetings about how things are done in the formulation group she is now leading. She will make suggestions with various forms of “When I was with the Packaging Group, we used to have a daily update so we were all informed.”

People in the inherited group will listen politely as the supervisor makes logical suggestions based on her history. Unfortunately, after just a few suggestions, her new employees will start referring to “Miss Packaging” behind her back.

It will be a very long time before the new supervisor has the purchasing power she will need with people in the Formulation Group.

Solution

The antidote here is for the new supervisor to listen to how things are done in the new area without making continual references to her prior experience. The rule I tried to encourage with new managers is to allow them to refer to the old job one time for the first three months. That is a difficult challenge, but it is really important to not be overbearing with pre-existing theories at the start of a relationship.

New hire to the company

A second method of bringing in a new supervisor is to hire a high-potential person right out of school. Often the first line supervisor position is used as a way to “season” a bright new MBA in a large organization. This method is fraught with so many problems, it is a wonder that it ever works out.

Main problem

First of all, the supervisor has no practical experience leading people in the real world. She may have had a leadership course in her MBA curriculum, but her employees will be eager to show her where theory breaks down in the real world.

The cultural gap between a college educated supervisor and the people on the shop floor is huge. There is also a jealousy factor that results from the supervisor being viewed as a “silver spooner” who got a college degree simply because daddy had enough money and who never had to do “a real day’s work” in her life.

The new supervisor does not have the experiential background to handle the myriad of issues she will face in her first few weeks. As she is trying her best to learn, the employees in the area will be polite on the surface, but the breakroom discussions will center on how clueless she is.

It will take a very long time before she has the purchasing power to lead, yet she has been given a position that calls for great leadership from day one.

When you couple the lack of supervisory knowledge with the lack of content knowledge of the processes, the experience for the new supervisor is usually overwhelming, and failure is a typical result.

It is awful for the organization because performance will suffer; It is awful for the people because they are not being well led; It is worst for the new supervisor, because she is going to start out her career with a very bad performance.

Solutions

1. The antidote here is to use a mentoring process where a new person coming out of school has the chance to learn the processes and people before being put into a position of supervisory power. Staff assignments can allow time for this mentoring to occur. Another position that can work as a temporary learning spot is an assistant to an excellent incumbent supervisor.

2. There are many training courses offered on how to make a solid entry as a new supervisor directly out of school. The American Management Association, Fred Prior Seminars, Franklin Covey, and Dale Carnegie all offer excellent baseline courses that are short in duration and not very expensive.

I also have such a course that I run several times a year in my home town of Rochester NY.  They can really help bridge the gap between the sterile world of academia and the messy world a new supervisor will soon face.

3. There are a number of great books on this specific topic. One of my favorites is “Managing People is Like Herding Cats” by Warren Bennis.

4. I have put out a series of 30 videos entitled “Surviving the Corporate Jungle” that contain tips on how to manage people with less potential for conflict. You can view some sample videos free at the following address.

If you are facing a situation where a new sheriff is coming in to lead a group, make sure you avoid the traps outlined above. You want to set up the new supervisor for success and not let her flounder for months before gaining the credibility to lead.

This article 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


Wickedleaks

November 13, 2016

I read Seth Goden’s blog every day and enjoy observing how his mind works. I am no Seth Goden, but I do admire how he comes up with interesting perspectives on the human condition daily.

His blogs are often very short, which I appreciate from a time perspective, but even in a few lines he can make me think. His entry for today (10/9/2016) was “Visualizing the Leaks.” It was about how organizations experience leaks all the time and often are not aware of them.

According to Seth, “The first step is seeing it, and then to refusing to go back to not seeing it.”

In this article, I will amplify on his observation about leaks in organizations and offer some ways to stop the hemorrhaging.

Webster defines the intransitive verb “leak” in two main ways:

1. to escape through an opening
2. to become known despite efforts at concealment

Both of these definitions have direct parallels in the business world, and each one has vast significance for the health of any organization.

The definition Seth was addressing was the first one, so let’s examine that first, then go on to some points about the second definition.

Organizations survive based on the nucleus of resources they have managed to amass and how well these assets are preserved. Whether we are talking about trade secrets, tangible assets, intellectual property, or key people, the organization becomes stronger when these elements are fostered and grow in number or weaker if they are allowed to leak out into the ether or become assets of a competing firm.

Here the concept of a vessel comes in handy as a metaphor because we can picture resources escaping through some hole or crack in the vessel.

Let’s focus the discussion here on the most important resource of all: people. The idea is to keep turnover to a minimum level and only lose those individuals who are dragging the organization down in some way.

Turnover is one of the most devastating costs for any organization, and it goes on in all groups. The antidote is to have such a wonderful culture, so far above what is available elsewhere that an individual would be a fool to pack up and go somewhere else.

To accomplish this requires leaders who know how to create great cultures. An example would be Tony Hsieh, who is the CEO of Zappos. In 2009 Zappos was acquired by Amazon because Jeff Bezos recognized the giant merchandiser could learn a lot from the smaller online retailer of shoes.

For years, Zappos had offered new employees a bonus of $4000 if they wanted to leave after their first year of training. Amazon upped the stakes with a program that they call “Pay to quit.” Amazon offers employees $2000 to quit after their first year and then an additional $1000 each year after that up to a maximum of $5000 that is offered each year of employment, if the employee wants to leave.

In explaining the philosophy to stakeholders of Amazon, Bezos said, “The goal is to encourage folks to take a moment and think about what they really want. In the long-run, an employee staying somewhere they don’t want to be isn’t healthy for the employee or the company.”

Other than a cash prize that tests loyalty, there are hundreds of ways organizations can create a fantastic culture where employees would be foolish to leave. Here is a very brief (and incomplete) list of examples:

1. Create a culture of high trust where people know it is safe to talk about their concerns without fear of reprisal.

2. Cross train people constantly. This encourages personal growth and adds bench strength. It is also a wonderful team building activity.

3. Set aggressive goals and keep people busy working toward the goals. Spend time and energy celebrating the small wins along the way. Make sure progress is reinforced.

4. Have specific values and insist that every employee, especially the managers, always live by them. It is easy to have a set of values but not always follow them when the going gets tough. Great organizations follow the values no matter what.

5. Have a culture where each person feels like a winner rather than a loser. This is done by creating a reinforcing culture that is real, not phony, and exists at all levels.

The idea here is not to create an exhaustive list of things that retain employees, but to give a few of the important examples as a reminder that the most important thing that will determine the culture of any organization is the behavior of its top leaders.

When you retain the best people, then you tend to plug up all of the other leaks that can occur, like intellectual property, physical assets, and many other intangible assets. Let’s shift gears and discuss the second definition of a leak:

The inadvertent or intentional disclosure of information that was meant to be kept private.

With the reality of Wikileaks as an example of what is going on, it has become obvious that keeping information from leaking is more difficult today that it was 15 years ago. This trend will continue without abatement as technology becomes more ubiquitous.

CEOs as well as all public figures are quickly realizing that we need to behave as if the microphone is always on, because for an overwhelming percentage of the time, it is.

Information will leak, period. The only way to run an ethical organization of high trust is to never talk or act in ways that are not consistent with what we would want plastered throughout the internet.

That is a tough standard for CEOs who live in the pressure cooker of quarterly pressures from Wall Street all the time. It is the only standard that is defensible or rational in our world today. Many organizations are finding out that doing things with integrity is the only formula for long term success.

Seth Goden is right, we need to see the leaks that are going on and rise to the challenge of ubiquitous information in every organization that intends to survive. The good news is that those organizations who get that message are not only surviving, they are thriving.

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


I AM RIGHT Button

November 6, 2016

I have developed a tool to help people build more trust with others. It consists of a 3” button with the words ‘I AM RIGHT’ on it.

When you first see the button, it looks like it is an invitation to quarrel more with other people. Once you understand the logic behind it, the button is a powerful way to reduce conflict, and it helps leaders create an environment where trust will grow faster.

This article describes the background of the button, how I use it, and how people react to it in my work when I give out a button to all the participants.

The first time I ever saw the ‘I AM RIGHT’ button, it was worn by a fraternity brother of mine who defiantly wanted to remind the rest of the world that his perspective was always the correct one. It was a comical reminder not to cross swords with him.

I forgot about the button for decades, then it struck me that if it was used properly, it could actually change the dynamic in many conflict situations and lead to higher rather than lower trust.

You own your parochial viewpoint and believe that your way of looking at things is right. If another person does not agree with your perspective, that person must be wrong simply because you are convinced that you are right.

This logic is pervasive for leaders, which is why trust is so low in many organizations.

Leaders make decisions, take actions, and make statements all the time. They speak and act based on their own opinions. If an employee expresses an alternate viewpoint, it is human nature to push back, especially since the leader has an implied power advantage over the employee.

So, in most situations when employees make assertions that are not congruent with the way the boss thinks, then they end up feeling put down or punished in some way.

This is where I use the power of the button to change the conversation. Most of the time I am working with leaders, or those people who aspire to become leaders. In describing the ‘I AM RIGHT’ theory, I actually put on the button so everyone in the seminar will know that is my perspective.

Then, I hand out the same button to every person in the room, (I purchase them by the hundreds). Now the dynamic is a bit different. When someone in the room has a divergent opinion from mine, I can clearly see that the person is also wearing the button. I can no longer easily ignore or belittle the other person’s opinion because he or she believes it is right.

It is common for individuals in my seminars to say, “Can I get two buttons? My wife will want one, and I need one for myself!” It is all very comical, and people love them, but beneath the fun there is a fundamental shift in thinking that is vital for leaders, and really all people, to learn.

ACTION

Look for the invisible button that every single person wears every day. Once you get the hang of it, you will see the button everywhere, and it shifts the conversation.

When people indicate a disagreement with something you have said or done, your first reaction will not be to show them the error of their ways.

You can say something much softer like this, “That is interesting to hear your point of view. I want to know more about your opinion because with the same set of information and circumstances, I came up with a different view. Tell me more, please.” Now you are in a position to make the person glad they brought up their opposing view.

This method does not rely on both parties eventually agreeing on each point. Clearly you can agree to disagree and move on, but you come across as a leader who is willing to consider the opinions of others rather than become adamant or defensive, as many leaders do.

That small change in dynamic can make a world of difference in the way people react to you as a leader.

The same benefit works well with peers, or really any other person who expresses a divergent view from your own.

Try to spot the invisible ‘I AM RIGHT’ button on people, and you will find less conflict in your life. If you are a leader, your ability to listen and empower will be significantly enhanced, because people reporting to you will not feel punished for speaking their truth.

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


Teaming

October 17, 2016

If you have ever played a sport for a major university, you will identify with the concept of teaming. You may have also encountered great teamwork in a group within your community, church, or job. It’s the kind of thing we all recognize and appreciate.

Unfortunately, in the work setting, I often observe a kind of hollow team situation where people talk about a strong team but do not model team behaviors daily.

The good news is that really great teamwork only needs one ingredient. The bad news is that the one thing is great leadership, which is extremely rare. That explains why so few teams actually reach greatness. Let me explain why great leadership ensures an effective team.

Great leaders instinctively know that excellent teamwork requires four things and they do not rest until the team has all four elements in place.

1. A common goal. Every person on the team needs to buy into the goal 100%. The group needs a purpose, and that purpose must be evident in every activity.

2. Trust. People on the team must trust each other. This is where leadership is critical. First of all, an excellent leader will not allow a person on the team who will not participate fully in the work of the team. The leader recognizes that trust is built by him or her and always models trustworthy behavior.

3. Team Behaviors. All team members buy into the stated behaviors including the fact that they will contribute to the work of the team without fail. There is zero tolerance for “social loafing,” where some members let others carry most of the load.

4. Spirit – A great team exudes a kind of electricity that is amazing to watch. They know that they have found something extremely rare in this group, and each person crackles with excitement about what is being accomplished by the group. There is no hogging of credit, because each person knows it is the group performance that is creating the greatness.

Great team leaders are a rare breed. You will find all kinds of pseudo leaders who make feeble attempts at getting cohesiveness. They fail to produce the scintillating results because one or more of the critical elements above is missing.

The logical question to ask is why more leaders do not achieve the greatness that is available to them. Four typical excuses leaders use for lackluster performance

1. Time: The element of time is often used as an excuse. Leaders are so busy with tasks that must be done, and the complexity of a virtual world, that taking the time to do the simple blocking and tackling of setting up a great team seems out of reach.

The paradox is that the time investment really pays off in an easier life in the end. As Vince Lombardi once said, “Perfection is not possible, but by pursuing perfection excellence can be achieved.”

2. Dedication: Another reason given for poor teamwork is that not all team members are dedicated. This is also a lame excuse that again comes back to leadership. Most team members will respond well if they are well led. The sheer joy and relief of serving on an excellent team is reward enough to make most people gladly toe the line with a smile on tasks to be done.

Occasionally you will run into a rotten apple, but a great leader sees this and quickly expels the laggard so he or she does not poison other members of the team.

3. Unrealistic Expectations: A favorite excuse for poor performance is that too much is expected of the team. The paradox here is that smart leaders set really aggressive goals for their teams.

Actually, great teams routinely accomplish feats that seem impossible. They rise up and astound everyone watching, including themselves, with what can be done with focus and the right spirit. Things that previously would take a year can be done in a matter of a few days, and the team revels in the glory.

4. Toxic Environment: Another favorite excuse for not performing well is a toxic environment at a higher level. Team leaders complain that there is so much micromanaging and confusion from above that the team is habitually demoralized.

This excuse is pretty handy, but it does not stand up to real scrutiny. Great leaders know how to advocate for the needs of the team and simply refuse to let upper management mess things up. Sometimes this means taking great heat, but excellent leaders do this gladly because they know team performance will soon provide all the cover they need.

There is a myth that achieving great teamwork is such hard work that you might as well give up at the outset. The truth is that achieving outstanding teamwork through excellent leadership is so joyful that the investment in some effort at the start is a small price to pay for the benefits that ultimately accrue to all team members once the group clicks.

It becomes easy rather than difficult to manage such a group to accomplish great things.

If you are the leader of a team that is not working well, I urge you to not make the excuses above or make up any others. Rather, seek to establish the four things in this article and reap the benefits of an amazing group of people that make up your team. It is the quality of your leadership rather than any other factor that will make the difference.

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


Pills For Common Sense

October 9, 2016

An MBA student in one of my classes reacted to my lecture on how forecasts are almost always wrong by saying that you can have the most rigorous software to forecast peak loads and schedule people, but you need to temper the computer decisions with common sense. What a wonderful statement, and I could not agree more.

Having been in the corporate world for several decades and running my own business helping companies for the past 15 years, I have seen or made my share of boneheaded decisions and policies.

It would be helpful if each organization had a kind of medicine cabinet, and inside there was a bottle of sugar pills marked “Common Sense Pills.”

Workers could be allowed access to the cabinet so any time a manager proposed a new policy or decision that was counter to what the organization was really trying to accomplish, the workers could get the bottle of pills and put it on the desk of the executive.

Of course, in most cultures, that act of honesty would be followed by all kinds of retribution against the employee. You would also see a secret camera installed over the medicine cabinet so in the future there would be evidence in order to punish the correct person.

I picked up a neat phrase at a Vistage lecture several years ago (cannot remember who the speaker was). He said,

“…doing things this way is only common sense: too bad it is not common practice in most organizations.”

We really need a mechanism for making sure common sense solutions are also common practice. There is such a remedy if only leaders would invoke it.

The antidote to blundering into decisions that defy common sense is to build an environment of trust. If people know they will not be punished for voicing a concern, and if leaders have the foresight to consider and discuss the impact of possible decisions before blurting out stupid orders, then many of the errant decisions would be avoided, and the “Common Sense Pills” would grow old in the medicine cabinet.

What if you were a leader and wanted to increase trust so people would tell you when you were about to do something stupid? The answer is to reinforce people when they tell you something you really did not want to hear.

I call this leadership behavior “reinforcing candor,” and I believe it is the quickest route to building real trust in any organization. Once you start making people feel glad when they point out a potential gaff, they will do more of it, which allows more protection in the future.

The ability to reinforce candor also reduces the risk of ethical problems in the organization. Ethical dilemmas often start with innocent and legal decisions that become accepted behavior.

Then, if we can shade the numbers this way today, we can add a little more coloring tomorrow, and soon we are on the slippery slope that leads to obvious illegal or bone-headed activities.

Leaders often miss the slide of behavior into questionable areas as if they are wearing dark glasses. If you are a leader who makes people feel glad when they point out a potential problem, you will get the message soon enough that you are about to cross the ethical line. That can not only keep you out of trouble; it might even keep you out of jail!

Another way to reduce common sense errors is to have a well documented process. The organization’s procedures need to be well designed and include a review or audit process with benchmarks and check points that will expose problems. With that level of rigor, a proposed deviation from the procedures would stick out like a sore thumb.

It also helps if there are specific measures in place that everybody knows. If we get off the beam, the measures, if they are well constructed, will give us leading indicators of trouble to come. If you are an employee and see something wrong, you can use these measures or audits to approach leaders in an objective and non-threatening way.

Most leaders punish people who challenge an action, and that behavior lowers trust. That is when employees need to start reaching for the Common Sense Pills again. Instead, foster an open environment where your employees are allies who help you run an excellent organization.

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


Leaders: Hold Yourself Accountable

September 26, 2016

I work with leaders every day and focus on helping them build higher trust in their organizations. One observation I have made over the years is that nearly all leaders are passionate about accountability.

They do their best to make sure people in the organization produce the right things in the right ways and hold them accountable for doing so.

Unfortunately, I see very few leaders who are willing to step up to their own accountability. It is just not something that crosses their minds very often.

If something is wrong, they will blame the managers, or supervisors, or suppliers, or workers, or the government, or any other person or thing that is handy for the problems that hold the organization back.

The culture of every organization is created at the top and moves through the organization like water flowing down a mountain stream. If there are problems at any level of the organization, the top leader shares culpability because the buck stops at the top, where the source is located.

Case Example

Let’s take a case example and show the stubborn consistency of this theory. Suppose an organization has some delivery problems. They are making large engines to go into military vehicles, and they keep missing the deadlines.

The vehicle assembly company is missing their delivery dates because the engines are late. Financial penalties are imposed, and the profitability is impacted to the degree that the CEO is alarmed. He demands to know who is accountable for the delays.

He finds out that some of the suppliers have been sending low quality parts that require a lot of rework. The purchasing manager is called on the carpet for not creating a more specific quality specification. The incoming inspection manager is faulted for not catching the errors at the receiving dock.

The CEO calls in the production manager and demands to know why productivity on the line is down by 18% this year. The manager tells the CEO that people are really upset because of no raises in 3 years.

The CEO wanders out on the production line and sees 9 engines lined up to be reworked. He chews out the quality inspector who tries to explain that the finish on the cylinder bores is too rough.

He also notices that there is a lot more clutter than normal on the production floor and asks the supervisor why, only to find out the cleaning crew has staged an informal work slowdown. They take extended breaks and goof off, and their supervisor lets them get away with working only a couple hours a day.

By now the CEO is fuming. It is obvious why things are going wrong in every corner of the building. People at all levels are not doing the right things, and the whole organization is over budget, late, and producing a low quality product.

Now suppose this CEO decided to bring in a consultant to help get things back on track. He tells the consultant that all of the managers and supervisors need some basic training in how to do their jobs better and how to “motivate the troops.”

The consultant decides to do some checking before making a recommendation. She spends a few days looking at the data and talking with people all over the operation, then she reports back her assessment.

The CEO meets with the consultant, and is all ears on what needs to be done to bring the operation back into control. The consultant recommends that the CEO push his chair back from his desk, stand up, walk down the hall and go into the men’s room.

She suggests he take a good long look in the mirror at the source of his problems and ask himself some tough questions such as the following:

• Morale is terrible in this plant, and as the CEO, how have I been contributing to this problem?

• What is keeping me from fully holding myself accountable for this awful situation?

• In what ways have I been trying to lay the blame on the supervisors, employees, bad economy, suppliers, business downturn, competition, etc., and how can I deal with the current situations and business environment in a more empowering and effective way for all concerned?

• What fundamental changes in the structure, behaviors, values, and vision am I going to make to completely change the environment?

• What behaviors do I need to change at my level, starting right now, to build a culture of higher trust?

• In what ways can I change the attitudes of the workers by changing my own attitudes and behaviors?

• Since bonuses, or picnics, or parties, or hat days are not going to have much impact on long term motivation, how can I find out what really will inspire people and then implement the proper changes to the environment?

• How can I be a better mentor for my supervisors as well as train them to be better mentors to their own staff?

• How am I going to find a way to quadruple the time I have available to communicate with people?

• Do I need assistance to solve these issues? If so, what kind of help could I use and where can I find it?

• How can I know if, or when, it is time to pursue other opportunities and let someone with a different skill set handle the turnaround? Maybe someone else should be leading this company, since I have messed it up so badly.

Now the CEO is faced with an awful truth: the root cause of the problem is him. If he heeds the advice of the consultant, it means he needs to start by holding himself accountable, but that hurts too much.

It is so much easier to spot the symptoms and hold everyone else accountable. Unfortunately this CEO is not likely to hire that consultant, yet the advice he is hearing is spot on.

If we can get more top leaders to view their responsibility as creating a great culture where things work because everyone in the organization is turned on by the vision and trust in leadership is high, then excellence is possible.

It takes a wise and humble leader to view his or her role as creator and maintainer of the culture. Those who can do it will thrive, those who simply blame others will eventually fail.

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