Successful Supervisor Part 6 – Pulling Rank

December 26, 2016

Think back to when you were a child and you wanted to bend the rules. For example, maybe you wanted to eat a big ice cream cone an hour before dinner. You probably remember a parent saying “No, you can’t eat one now, you’ll spoil your appetite.”

Then, being a child who knew what he wanted, you would persist and start to whine. “Why is it important that I have a good appetite?” Back and forth you would go with your parent trying every kind of logic you could think of until finally the parent said some form of “You cannot do it because I said so. I am the parent and you are the child, so forget about it.”

Now think about how you felt about that logic. If you were like me, you probably went off muttering something like, “It’s not fair. Someday I’ll be the parent; then I can do what I want.”

Supervisors who pull rank in order to get people to do something are playing the parent-child game, and the employees can be heard muttering to their friends about it in the break rooms. The tactic can work to force a specific behavior or result, but the supervisor will pay dearly in the end.

Pulling rank on people almost always results in lower morale and lower performance with people, so why do so many supervisors use it? Let’s peel back this issue and dissect several things that have a bearing on this conundrum.

You might believe that supervisors have forgotten how it feels to be outranked, but that is not a valid reason because every supervisor has a boss and several others above that person. It is likely that she has the same feelings about some of the things she is ordered to do.

Pulling rank is about obtaining power through position. It is certainly possible to do, but there are definite negative side effects. When people are forced by rank to do something, it demeans them and robs them of their dignity, so they are instinctively vengeful.

When you pull rank to get people to do what you want done, it “feeds the hog.” Let me explain what the “hog” is. In the lumber industry, after they fell a tree and cut into usable boards, there is some scrap wood with bark still on it.

There are various outlets for this byproduct. One method is to use a giant wood chipper and feed the unusable boards into this so-called “hog” to make them into small chips that can be compressed for pellet fuel or used as mulch or to make paper products.

One sawmill supervisor was using a lot of command and control tactics with his shift workers in order to get them to perform. Since the boss had the higher rank, they were forced to comply, which they begrudgingly did.

But the minute the boss left the immediate area, the workers started feeding the good boards into the “hog.” By “feeding the hog,” these workers were getting their revenge on the supervisor in ways he could not easily detect.

Motivation to do the right thing is not enhanced by a command and control approach to people. Oh sure, you can force them to do what you say, but you will regret it later.

The better way is to inspire motivation inside the workers to do things the right way because they are convinced it is to their benefit to do so. They become intrinsically motivated to do what the supervisor wants to have done. We will discuss motivation in more depth in a future segment. For this article let me just list several ideas to create intrinsic motivation so that the supervisor doesn’t need to resort to pulling rank.

Create a culture of trust

This technique was discussed in a prior article. It works because with the right culture, the supervisor is not operating in a hostile atmosphere. People are willing to listen and to extend themselves because they are treated well.

Share a compelling vision

If people clearly see that they are better off doing what the supervisor is suggesting, then they would be foolish to resist. People understand that work is work, but they will willingly extend the needed effort if they see they will benefit by it personally or achieve an inspiring goal.

Articulate a common and aggressive goal

Goals can be burdensome or inspiring depending on how they are presented to people. Stretch goals are often better than mediocre goals, simply because they bring out a desire to reach and stretch. People often rise to incredible levels of performance if they are challenged by a leader they truly respect.

Build a sense of team spirit

People work better collectively when there is a spirit of love and good feelings between the individuals. When the boss tries to demand performance, it creates an instantly hostile environment. If some team spirit does develop in that environment, it will be the workers banding together against the boss. That leads to all forms of sabotage in order to “get even” with the supervisor. Smart supervisors understand that they are on the same team as the workers and build rapport with themselves included in the team spirit.

Reinforce right behavior

Sincere reinforcement done “the right way” is the best way to perpetuate good performance. When the supervisor has an attitude of trying to catch people doing good things so she can praise them, the atmosphere becomes less of a sweat shop and more of a congenial or cheerful workplace.

Advocate for people and their needs

If the supervisor becomes known as a person who will “go to bat” for the desires of her workers with higher up management, it displays that she is a strong advocate for their well being. That does not mean she always needs to take the side of the workers in every conversation, but at least people know she will do her best to argue their case in higher management discussions. That behavior breeds respect, and respect is the fuel required for an engaged workforce.

Study Emotional Intelligence

The ability to work well with people at all levels and read them accurately is an essential ingredient of good leadership at all levels. It shows most starkly at the supervisor position. If she is able to read the emotions of people, even before they verbalize them, then she will manage the daily situations for better outcomes rather than constantly putting out emotional fires. That is a huge advantage.

There are dozens of other things that can be done to allow a supervisor to obtain sustained excellent performance without having to resort to rank. The above list is a good starter kit that will allow any supervisor to do a fine job as she hones her craft, through experience, to become a master leader.

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


Leadership Essentials

August 8, 2016

Despite the thousands of articles and books about leadership, some myths remain that are very stubborn. One myth that bothers me is that really good leadership is remarkably difficult. Hogwash: really good leadership is simple.

Let’s examine a short list of the things that are not needed to be a great leader, and contrast them with another list of things that are essential.

Things not needed to be a great leader

1. You do not need to be brilliant. Sure, you do need a functioning brain and the ability to conceptualize options, but there are plenty of thinkers in every organization. The leader does not need to be super intelligent; in fact if you push it to the extreme, a leader with genius IQ will have a difficult time relating to people in the organization and end up grossly misunderstood.

2. You do not have to be perfect. Leaders who concentrate on doing everything correctly miss big opportunities because they have a low tolerance for risk. Making foolish blunders is not the mark of a great leader, but a person who has a good batting average and is willing to take calculated risks generally makes a better leader. The ability to make an honest mistake and admit it to people shows the leader is vulnerable, which is an endearing characteristic that builds trust in most circumstances.

3. You do not need to look the part. Having studied successful and struggling leaders in organizations of all types, I can tell you that the top echelon of leaders in most cases are indistinguishable from their underlings that have more “normal” physical appearance (whatever that means). Some of the best leaders I have ever met wear a polo shirt to work.

4. You do not need to be a workaholic. Successful leaders do work hard, but the best ones recognize that to be exceptional, they need to have balance in their lives. They take the time to refresh and enjoy an active family and social life. When I see a leader who is married to the job and thinks only about work related issues, I see a person who is near burnout and does not realize that a little rejuvenation would improve rather than diminish the overall performance.

Things you must have to be a great leader

1. You must have a set of positive values. Not only must a leader have values, but he or she must adhere to them at all times. When I see a set of values and ask the CEO if he always follows his values, I often hear weasel words like, “Well… we try to always follow our values, but sometimes it is very difficult to do so.” Rubbish! When things are most difficult is when following your values is most important.

2. You must have high Emotional Intelligence. According to Bradberry and Greaves in Emotional Intelligence 2.0, the definition of EQ is, “Your ability to understand emotions, and your skill at being able to use that awareness to manage yourself and your relationships with others.” Leaders with low EQ have significant blind spots, as noted by Daniel Goleman; they cannot see their own inconsistencies.

3. You must have passion and humility. The rare combination of leadership traits was highlighted in Good to Great, by Jim Collins. The passion for the vision allows a leader to have the stamina and tenacity to pursue challenging work. The humility keeps the leader from being too aloof with people.

4. You must have great people skills. You need to be able to work well with people at all levels consistently over time. All of the people skills are important with special emphasis on communication skills.

Of course, we could name hundreds of other things that leaders either need or do not need to be great, but these eight factors are important things that I often see being confused by incumbent leaders. If you spend most of your energy pursuing the traits that are not needed and not enough emphasis on the essential traits, you are going to come up short as a leader.

Exercise for you

Try to expand on my lists of the things that are not needed and the things that are essential to be a great leader. It will clarify your thinking about what is important, which will lead to growth for you.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: Trust in Transition: Navigating Organizational Change, The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online,  Leading with Trust is Like Sailing Downwind, and Trust In Transition: Navigating Organizational Change. 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

 


Training Your Brain

April 9, 2016

Life is constantly changing and throwing challenges our way. Using Emotional Intelligence helps us respond to these changes wisely, but we also have to monitor our daily self-talk and overall attitude toward life.

When circumstances or other forces prevent us from experiencing life in a way that makes the most sense to us, we often turn sour and develop what is known as a “bad attitude.”

This mindset becomes manifest in numerous familiar ways from pouting, to doubting, to shouting, and even to clouting. We may even lose our motivation to keep moving forward.

Is there a universal secret that can help people keep a more positive attitude most of the time? Let me share two extremes.

I know a woman who wears a pin with ruby slippers on it. She is like a ray of sunshine who is on a constant crusade to spread as much cheer as she can with everyone. Does she ever have a bad day? I’ll bet she does, but I have never seen her really down. She lives in a very nice world, even when some people are not very nice to her.

I ran into a different woman in a hair salon this past week. The woman spoke in a constant stream of babble. She literally could not stop talking. Every phrase she uttered was negative. For her, the world was the pits, and she was forced to endure a steady stream of clueless morons.

I marvel over these two extremes. Ask yourself seriously, where on the scale between these two extremes do you reside most of the time?

I need to make a distinction here between the majority of people who have some control over their thoughts and the few people who have deep psychological problems based on disease or prior traumas.

There are people who feel they must lash back at the world because of what they have been forced to endure. Perhaps it was some kind of physical or mental abuse when they were a child. Perhaps there was a total betrayal by a trusted loved one. For these people, trying to alter their mental state by thinking positive thoughts might further repress some gremlins that need to come out with professional help.

For the majority of folks, even though we have some issues to resolve, learning to have a more positive attitude could be a major step forward in terms of leading a happier life.

The greatest power God gave us is the power to choose. I learned that from Lou Holtz 25 years ago in a video entitled “Do Right.” What Lou meant is that the choice is ours where we exist on the scale of attitude.

So, how come many people choose to dwell on the negative side of life? Is it because they enjoy being miserable? I think not. I believe if a person realizes there is a more enjoyable place to dwell, he or she will do the inner work necessary to gravitate toward it.

The reason many people live in misery is because they simply do not know (or fail to remember) that they have the power to change their condition. It is there all the time, if they will only recognize and use the power. In the song “Already Gone” by The Eagles, is a profound lyric, “So often times it happens, we all live our life in chains, and we never even know we have the key.”

What technique of the mind can we use to remember the power we have over our thoughts? It is simple. We need to deal with root issues and then train our brain to think in a different pattern.

It has been demonstrated that habitual thought patterns can be changed simply by replacing bad thoughts with good ones consistently for about a month. That is long enough to reprogram our brain to overcome a lifetime of negative attitudes and thoughts.

There is a simple process that is guaranteed to work if we will only use it consistently.

Step 1 – Catch yourself having a negative thought. This is the part where most people fail. They simply do not recognize they are having negative thoughts, so no correction is possible.

Through the power of this article, you now have the gift (if you chose to use it) of catching the negative thought next time you have one. Use that power!

Step 2 – Replace the negative thought with a positive one. Mechanically reject the negative thought and figure out a way to turn it to an advantage.

Napoleon Hill had a great technique for doing this. He posited that every bad situation contained the seed of an equivalent benefit. When something negative happened, rather than lamenting, he would fix his energy on finding the seed of the equivalent benefit. With practice, it is possible to do this most of the time.

Don’t just think the thought; feel the positive feelings that the positive thought evokes. This part of the process is what gives this step its power boost. Then act in congruence with the thought and emotion. This way of dealing with negative thoughts and behaviors will literally change your life.

Step 3 – You must praise yourself for rejecting the bad thought and replacing it with a good one. Why? Because the road to changing a lifetime of negativity is long and hard. You need encouragement along the way to recognize that you are literally reinventing your entire self through the power of your mind. One might think this is impossible objectively, but you are accomplishing it.

I read a joke that it is great to be a youth because you do not have the experience to know that it is physically impossible to do what you are doing.

Every time you praise yourself for taking the initiative to change your attitude, you make the next life-changing attitude adjustment easier to make. Thus, you can begin to form a habit of changing the way you think. Presto, a month later the world will see a new and much more positive you.

The good news is that this three-step process takes no time out of your busy day. It costs absolutely nothing to do it, yet it can literally transform the only thing in life that really counts: the quality of your life.

The amazing thing about this technique is that it can be taught to others rather easily. The idea is so simple it can be understood in a five minute discussion, yet the benefits are so powerful it they can make a huge difference in the life of the other person.

I recommend you try this method of self-improvement for a month and experience the benefits. Once you do, then help some people who are miserable to improve their lot in life by applying this process.

Developing Emotional Intelligence and changing your attitude will open the door to making positive changes in your life. You will see that you DO have the power to make changes and see life in a different way: a more powerful way. You can use that new power to start making tangible differences in your life because you will trust yourself and your ability to control your outcomes better.

Key Concepts in this article

1. You can train your brain to think differently

2. Three step process:
• Catch yourself having a negative thought,
• Turn that thought into the seed of an equivalent benefit, and let the seed blossom,
• Praise yourself for the growth.

3. You need to apply this technique consistently for 30 days for it to become a habit.

Exercises for you

1. Write down 5 ideas to improve your attitude today. Start a habit of thinking of attitude improvement ideas every morning.

2. Have a conversation with another person about changing attitudes. Resolve between the two of you to help each other along a path to greater control of this dimension.

3. Catch yourself with a poor attitude using the model outlined in this article. Start using it today, and make sure to reward yourself for the growth.

4. Teach the three step approach to other people as a way to help them improve their life.

5. Create a mutual support system around using the self-correcting model. Make it into a group exercise. Groups can benefit by this approach as much as individuals can.

 

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: Trust in Transition: Navigating Organizational Change, 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.  For more information, or to bring Bob in to speak at your next event, contact him at www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763

 


Emotional Intelligence and Your Attitude

March 26, 2016

The one thing you really can control in life is your attitude, yet most people view their attitude as the result of external things happening to them rather than a conscious decision they make every minute of every day.

In this article, I will explore some ideas that can help make your choice more intentional. These ideas are not new or unique; they have been expressed by numerous authors or scientists, and yet they are easily forgotten by anyone in the heat of the moment.

When you react to a stimulus, an emotion is created in the limbic system (right side) of your brain. That emotion will translate into a “feeling” about the stimulus immediately.

The reaction is a chemical one that you have no control over at all. Instantly you are caught by the emotion, and this will form into an attitude if you let it.

The skill I am describing here is Emotional Intelligence; a phrase coined by Wayne Payne in his doctoral thesis in 1985 and popularized by Daniel Goleman in the mid-1990s.

Emotional Intelligence is your skill at understanding your emotions and your ability to use that knowledge to obtain more appropriate responses to stimuli. It is also about understanding the emotions of others and your skill at managing situations to obtain the most helpful result for them.

At its core, Emotional Intelligence is the ability to work effectively with people at all levels. It is a critical skill.

The good news is that Emotional Intelligence, while extremely powerful, is relatively easy to master, if you wish. There are numerous books on the topic and dozens of evaluations you can take. One of my favorite books is Emotional Intelligence II by Bradberry and Greaves. The book has theory and exercises that can improve your Emotional Intelligence quickly. A self evaluation is also included in the book.

One word of caution about administering self evaluations of Emotional Intelligence. Daniel Goleman discovered that people with low Emotional Intelligence also have the biggest blind spots. That means they cannot see how they are not able to control their emotions well, so be wary of taking your own opinion of yourself as being totally accurate.

If someone cuts in front of you in heavy traffic, causing you to slam on the brakes to avoid an accident, you instantly have the emotion of fear, realizing this might be the last conscious moment in your life.

You are decidedly unhappy about this. The fear quickly gives way to rage as the stimulus is processed in your limbic system ( the right side of your brain) . That idiot nearly killed you!

It is important to build in some dwell time before you react with a hand gesture or worse. Allow the signal to pass, through the corpus callosum, to the left side of your brain (which controls logic).

Now comes the part where you have a choice. Up to this point, the entire sequence was automatic, and it happened in less than a second. As you decide whether to honk your horn at the other driver, or even tailgate to teach him a lesson, now you are using your rational left brain to translate your current attitude into actions.

The actions can either be good for you, or they could lead to making a bad situation considerably worse. The choice is up to you. How can you grab on to a choice that is in your long term best interest?

The moment of truth is just after you recognize the situation in the conscious side of your brain. Before taking action, if you can program in a little self-talk, that slows the process down enough for you to make a rational decision, you have the opportunity to make a wise choice rather than poor choice.

To do this, you need to suspend judgment about how you will react until there is enough time to think about alternatives and consequences. Even though the temptation is to blast the jerk with a heavy dose of your horn, if in that split second you can suspend the action, it gives you a chance to change your attitude and your actions.

One simple technique is to try to envision the best possible intent on the part of others who provide unhappy stimuli for you. In our example, you might envision that the person who cut you off might really be a victim of something else that happened to him.

Perhaps he spotted a loose tire iron in the road and swerved to prevent hitting it and sending it airborne to crash through your, or someone else’s, windshield. Even though the scenario might seem far-fetched, taking the time to envision the best possible intent does slow down the urge to take action simply based on your rage. It prevents the flash point reaction.

Now you have the opportunity to think through two or three options and focus on the alternatives and potential consequences. It only takes a second or two. You have the opportunity to consciously manage your attitude, and that is truly liberating.

When you train your brain to slow down just long enough to think through some options, it puts you in control of your attitudes rather than the other way around. That analysis can save you from making some serious judgment errors that you will regret later.

Learning to change your attitude is not rocket science. It requires some study and work, but it is easy work, and the benefits are so positive and immediate, the study time is quickly rewarded.

One of the biggest benefits that you will receive is greater trust. When others realize that you respond thoughtfully to different situations without flying off the handle, they will trust you more. In return, they will be less defensive, argumentative, or difficult.

Emotional Intelligence is one of the biggest assets a leader has when building trust.

Those who can manage their attitudes and can interface with their world with Emotional Intelligence can master change rather than having change master them.

Key Concepts 
1. Emotional Intelligence allows us to build in a safety net for our emotions.
2. Emotional Intelligence is a learned skill. In fact it is one of the easier things to master.
3. You may not be the best judge of your own Emotional Intelligence.

Exercises 
1. Recall the last time you were successful at changing from a negative attitude to a positive one. Remember how good it felt to be in control of your emotions rather than the other way around.
2. Pick up a copy of the book Emotional Intelligence II by Bradberry and Greaves. It is a compact book that can change your whole life.
3. Have a discussion with your mate today, inviting him or her to let you know when you are beating yourself up unnecessarily. Sometimes a reminder from another person is all it takes to shift gears.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: Trust in Transition: Navigating Organizational Change, 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.  For more information, or to bring Bob in to speak at your next event, contact him at www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


A Dozen Leadership Tips

February 20, 2016

When was the last time you really enjoyed going to work? The unfortunate truth is that only about a third of people are engaged in their work, according to Gallup measurements, and the statistic is remarkably stubborn.

The other two thirds go to work each day in a zombie-like state where they go through the motions all day and try to stay out of trouble with the boss, their peers, or their subordinates.

Work life is often a meaningless array of busywork foisted upon them by the clueless morons who run the place. They hate the environment and intensely dislike their co-workers. Their suffering is tolerated only because there is no viable option for them to survive. What a pity that anyone would spend even a single day on this earth in such a hopeless atmosphere.

We can fault the individuals who allow themselves to be trapped in this way, but I believe the environment created by leaders has a great deal to do with this malaise. Reason: if you put these same individuals in an environment of trust and challenge, nearly all of them would quickly rise up to become happy and productive workers.

It is essential that each individual in the workforce find real meaning in the work being done, and the responsibility is on leaders to make that happen.

Some good research into this conundrum was presented by Viktor Frankl more than a half century ago in his famous book, Man’s Search for Meaning. Frankl posits that it “is a peculiarity of man that he must have something significant yet to do in his life, for that is what gives meaning to life.” He discovered this universally human trait while surviving the most horrible of life conditions in the Auschwitz Concentration Camp.

One cannot imagine a more oppressive environment, but believe it or not, many people at work feel like they are in a kind of concentration camp. The antidote is for leaders to create something significant yet to do.

Dave and Wendy Ulrich, co-authors of The Why of Work put it this way. “In organizations, meaning and abundance are more about what we do with what we have than about what we have to begin with.” They point out that workers are in some ways like volunteers who can choose where they allocate their time and energy. For their own peace and health, it is imperative that workers feel connected to the meaning of their work.

What can leaders do to ensure the maximum number of people have a sense of purpose and meaning in their work? Here are a dozen ideas that can help.

1. Create a positive vision of the future. Vision is critical because without it people see no sense of direction for their work. If we have a common goal, then it is possible to actually get excited about the future.

2. Generate trust. Trust is the glue that holds people together in a framework of positive purpose. Without trust, we are just playing games with each other hoping to get through the day unscathed. The most significant way leaders help create trust is by rewarding candor, which is accomplished by not punishing people for speaking their truth.

3. Build morale the right way. This means not trying to motivate people by adding hygiene factors like picnics, bonuses, or hat days. Create motivation by treating people with respect and giving them autonomy. Leaders do not motivate people, rather they create the environment where people decide whether to become motivated. This sounds like doubletalk, but it is a powerful message most leaders do not understand.

4. Recognize and celebrate excellence. Reinforcement is the most powerful tool leaders have for changing behavior. Leaders need to learn how to reinforce well and avoid the mine-field of reinforcement mistakes that are easy to make.

5. Treat people right. In most cases focusing on the Golden Rule works well. In some extreme cases the Golden Rule will not be wise because not all individuals want to be treated the same way. Use of the Platinum Rule (Treat others the way they would like to be treated) can be helpful as long as it is not taken to a literal extreme.

6. Communicate more and better. People have an unquenchable thirst for information. Lack of communication is the most often mentioned grievance in any organization. Get some good training on how to communicate in all modes and practice all the time.

7. Unleash maximum discretionary effort in people. People give effort to the organization out of choice, not out of duty. Understand what drives individuals to make a contribution and be sure to provide that element daily. Do not try to apply the same techniques to all individuals or all situations.

8. Have high ethical and moral standards. Operate from a set of values and make sure people know why those values are important. Leaders need to always live their values.

9. Lead change well. Change processes are in play in every organization daily, yet most leaders are poor at managing change. Study the techniques of successful change so people do not become confused and disoriented.

10. Challenge people and set high expectations. People will rise to a challenge if it is properly presented and managed. Challenged individuals are people who have found meaning in their work.

11. Operate with high Emotional Intelligence. The ability to work well with people, upward, sideways, and downward allows things to work smoothly. Without Emotional Intelligence, leaders do not have the ability to transform intentions into meaning within people.

12. Build High Performing Teams. A sense of purpose is enhanced if there is a kind of peer pressure brought on by good teamwork. Foster great togetherness of teams so people will relate to their tasks instinctively.

This is a substantial list of items, but most of them are common sense. Unfortunately they are not common practice in many organizations. If you want to have people rise to their level of potential, they must all have a sense of meaning. To accomplish that, focus on the above items, and see a remarkable transformation in your organization.

Bob Whipple is CEO of Leadergrow, Inc. an organization dedicated to growing leaders. He can be reached at bwhipple@leadergrow.com 585-392-7763. Website http://www.leadergrow.com BLOG http://www.thetrustambassador.com He is author of the following books: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, Leading with Trust is Like Sailing Downwind, and Trust in Transition: Navigating Organizational Change.


Negativity is like a cancer

May 17, 2014

SynapseI believe that negativity is a kind of cancer that occurs in many organizations. It has a growing and debilitating impact on any group where it is allowed to fester.

Stamping out all negativity is a daunting a task, just like trying to stamp out all diseased cells in a human body that has been infected with a cancer.

For the survival of the organism, it is important to try as best we can to get rid of the problems. This article suggests some possible treatments for a negativity disease that has taken root in an organization.

It is important to realize that the cause of negativity may or may not be legitimate. Some people are just negative by nature and will grumble even under ideal conditions, while others become negative only after years of what they perceive as abuse.

For example, if you are a leader and are faced with a number of people who poison the environment with toxic rhetoric daily, you need to consider whether you and your policies have done enough to create an environment of trust.

If you are a leader in a group where there are just one or two individuals that are usually the ones generating negativity, what strategies can you use to turn the situation around?

First, you need to identify the sources of negativity. You must find the tumor. This is a simple task. Usually people know which individuals instigate most of the negative energy in a group.

Often they are “informal leaders” to whom other people listen. Once you have identified the ringleaders of negativity, you need to establish a specific strategy to deal with these people, and, hopefully, turn them around.

There are many options to do this, just as there are many treatments for physical cancer depending on the type of cancer, the stage of the disease, and the physician doing the treatments. Here are a few possible tools to rid an organization of negativity.

Seek assistance through peers. The peers of the troublemaker have the ability to let the person know that the organization would be in better shape if this person could lighten up.

It could be that the peer pressure takes the form of some jovial ribbing about the propensity to be negative. (Note: I will use the female pronoun in the rest of this article, but realize the situation would be the same for both genders.)

Peer pressure might take the form of a group agreeing to make only positive comments for two days and see who breaks ranks first. The idea here is to expose the tumor clearly so treatment is easier and can be more focused.

Adopt the person. As a leader, you are free to “adopt” a troublemaker so you can open an ongoing dialog. Try to understand her psychological makeup to find out what drives her to be negative.

By listening intently to her message and reinforcing her candor rather than always fighting the message, you can gain a better understanding of her point of view, and she will trust you more. Learn her aspirations and dreams. Find out about her family life. Take a real interest.

This process is similar to all the diagnostic tests done on a cancer patient. Also, let her know that you value her ideas simply because she is an informal leader.

Bring her into the management circle as a resource. Seek out ways to involve her ideas in decisions that impact the group.

In some cases, you can turn the person completely around, and you have a super positive person who is also a natural leader. Wow! That changes the culture quickly. I have seen miracles like this happen.

Level with the person – You might take the approach to be logical with her. Take her aside and reflect that you know at least some of the negative energy that gives rise to low morale and rumors is coming from her.

Let her know that she is hurting this organization by doing this. Ask for her help to turn down the negative energy when talking with people. Set an expectation that she can change her mental process to be a better citizen.

Perhaps send her to a course like the Dale Carnegie Course. This strategy will not work with every hardened grumbler, but in some cases the gentle medication approach can cause the cancer to get better without more radical treatment.

This is especially true when the condition is caught early. In this case your own candor may help bridge a trust gap and be a kind of wakeup call this person was needing.

Isolate her by moving her to another area. This is a dangerous ploy, and it would backfire in all but the most extreme cases.

If it is either fire this woman or move her to a different environment, you can try the latter. You would need to couple this approach with a progressive counseling process, so she would be on Final Warning at the time of reassignment.

In the case of dual grumblers, sometimes by separating the individuals, you can divide and conquer, since they lose their synergy by not being allowed to inflame each other.

Often it is safer to just cut out the tumor and be done with it. That is an option, especially if the negativity is starting to spread to many others.

Do some team building – You might be able to impact the negativity by some simple team building techniques. Make sure the group shares a common goal, and work to build trust within the team.

It is hard to maintain negativity in an environment of high trust. Spend time documenting the behaviors that the group intends to follow. This will allow other members to call her on negativity once the group decides this is inappropriate behavior.

There are other ways to chip away at negativity in a work group. Use your imagination, and do not always use the same approach.

What works with one individual might backfire in another case, just as treating any individual with cancer needs to have a unique approach. Be flexible, creative, and persistent, and you will be able to turn around many of the cells of negativity. Do not expect to win them all. You cannot.

Finally, if there are several groups who are negative in your sphere of influence, you need to consider that the real problem might be you. Or it could be another weak link somewhere else in the management chain.

It could be that corporate communications or policies are inhibiting trust. In my leadership consulting experience, the problem of low trust can often be traced to a leader with low Emotional Intelligence. Investigate this possibility thoroughly without being defensive.

If there is too much negativity in your organization, what are you doing to change your own behaviors? People generally become negative when they feel abused over a long period of time. Look at your own policies and practices and figure out if you can reduce negativity easily by changing yourself than by trying to change them.

It is up to the leader to take responsibility for building an environment of trust.


Develop Your EI not IQ

April 26, 2014

TIntelligence tests, like the famous IQ test have been around since the early 1900s. French psychologist Alfred Binet developed what was called the Stanford-Binet Test in 1905.

The objective of IQ tests is to measure the ability of a person to understand and learn complex intellectual concepts. It is a good measure for determining academic success, but it is less useful at predicting happiness or success in life.

The IQ score is normalized for a mean of 100 with a standard deviation of 15. That means roughly 95% of the population will fall between 70 and 130 IQ.

Lower than 70 means some form of mental deficiency while scores above 140 signify genius-level intelligence.

The reason a higher IQ does not always spell success in life is because genius-level individuals are often reclusive or socially maladapted.

In the 1980s several social scientists developed the concept of Emotional Intelligence (commonly called EI) which is not a numerical scale like IQ. Rather, EI is a measure of the ability of an individual to work well with people at all levels. Higher Emotional Intelligence is a good predictor of success in professional life and also in social activities.

Keith Beasley coined the term Emotional Quotient (EQ)in 1987 but the term Emotional Intelligence was popularized by Daniel Goleman in the mid 1990s. Goleman wrote several books and articles on the topic and is still active today.

There are some interesting facts about the difference between IQ and EI. One’s IQ is very difficult to change. Whatever IQ we have as a child is pretty much what we are stuck with or blessed with throughout life.

Sure, we can increase our knowledge through education of all forms, but our ability to learn intellectual material is mostly a fixed quantity.

By contrast, it is possible to develop one’s Emotional Intelligence rather easily at any point in life. That is because we have the ability to train our brains to react differently to conditions if we choose.

That is a highly liberating thought, because it means that we can enhance the quality of our lives through study and effort to develop higher EI.

Can you improve your Emotional Intelligence by plowing your driveway? I think so, and I will explain a fascinating analogy later in this article. I read a recent book on Emotional Intelligence by Travis Bradberry and Jean Greaves entitled Emotional Intelligence 2.0. If you have not been exposed to this book, perhaps my article will whet your appetite to purchase it.

The authors start out by giving a single sentence definition of Emotional Intelligence

“Emotional Intelligence is your ability to recognize and understand emotions in yourself and others and your ability to use this awareness to manage your behavior and relationships.”

This leads to a description of the four quadrants of EI as described by Daniel Goleman in 1995.

1. Self Awareness – Ability to recognize your own emotions
2. Self Management – Ability to manage your emotions into helpful behavior
3. Social Awareness – Ability to understand emotions in others
4. Relationship Management – Ability to manage interactions successfully

The book contains a link to an online survey that lets you measure your own EI. This is an interesting exercise, but it lacks validity, because people with low EI have blind spots, as described by Goleman.

You might rate yourself highly in EI when the truth, in the absence of blind spots, is somewhat lower. Still it is nice to have a number so you can compare current perceptions to a future state after you have made improvements.
Most of the book consists of potential strategies for improving Emotional Intelligence in any of the four quadrants described above. You get to pick the quadrant to work on and which strategies (about 17 suggestions for each quadrant) you think would work best for you.

The approach is to work on only one quadrant, using three strategies at a time for the most impact. The authors also suggest getting an EI Mentor whom you select. The idea is to work on your EI for six months and retest for progress, then select a different quadrant and three appropriate strategies.
The trick is to train your brain to work slightly differently by creating new neural pathways from the emotional side of the brain to the rational side of the brain. This is where plowing your driveway comes in.

We are bombarded by stimuli every day. These stimuli enter our brain through the spinal cord and go immediately to the limbic system, which is the emotional (right) side of the brain.

That is why we first have an emotional reaction to any stimulus. The signals have to travel to the rational side of the brain for us to have a conscious reaction and decide on our course of action.

To do this, the electrical signal has to navigate through a kind of driveway in our brain called the Corpus Callosum.

The Corpus Callosum is a fibrous flat belt of tissue in the brain that connects the right and left hemispheres. How easily and quickly the signals can move through the Corpus Callosum determines how effective we will be at controlling our emotions.

This is a critical part of the Personal Competency model as described by Goleman. Now the good news: whenever we are thinking about, reading about, working on, teaching others, etc. about EI, what we are doing is plowing the snow out of the way in the Corpus Callosum so the signals can transfer more easily.

Translated, working with the concept of EI is an effective way to improve our effectiveness in this critical skill.

After reading the book, my awareness of my own emotions has been heightened dramatically. I can almost feel the ZAP of thoughts going from the emotional side of my brain to the rational side. Oops, there goes one now!
Given that roughly 60% of performance is a function of Emotional Intelligence, we now have an easy and almost-free mechanism to improve our interpersonal skills. I hope you will go out and purchase this little book, particularly if you are a leader.

For leaders, EI is the most consistent way to improve performance and be more successful.