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



The Link Between Trust and Motivation

March 19, 2019

How many times a week do you hear leaders say, “We’ve got to motivate our people?” Those words and the actions they generate seldom lead to a sustained improvement in motivation. The above phrase is one of the most common phrases leaders or managers use every day. So what’s wrong with it?

Lack of Understanding

The phrase shows a lack of understanding about what motivation is and how it is achieved. Leaders make a mistake when they use perks to increase motivation by making people happier, like handing out free candy. They put a manipulative spin on the subject of motivation that backfires for several reasons:

1. Historical Research

The notion that improving things in the workplace will somehow make people more motivated is flawed. Over 50 years ago, Frederick Herzberg taught us that increasing the so-called “hygiene factors”  (read that more candy) is a good way to reduce dissatisfaction in the workplace, but a poor way to increase motivation.

Why? – because things like picnics, pizza parties, hat days, bonuses, new furniture, etc. often help people become happier, but they do little to impact the reason they are motivated to do their best work. That impetus comes from a different source.

2. Less is More

It is imagined that heaping nice things on top of people it will improve their attitude leading to higher motivation. The only lasting way to improve attitude is to build a better culture.

3. Bribery is not Motivation

It is difficult to motivate another person. You can scare a person into compliance, but that’s not motivation, it is fear. You can bribe a person into feeling happy, but that’s not motivation it is temporary euphoria that is quickly replaced by a “what have you done for me lately” mentality.

4. Motivation is a Personal Choice

Individuals will gladly accept any kind of freebie the boss is willing to grant, but the reason they go the extra mile is a personal choice based on the level of motivational factors, not the size of the goodie bag.

5. Focus on a Better Culture

Smart leaders focus on the culture first. They seek to build an environment of TRUST and improve the motivating factors, such as authority, reinforcement, growth, and responsibility. With these precursors, motivation within people will grow. It will be enhanced if some nice perks are added, but the perks alone do not create motivation.

Why do I make this distinction? I believe motivation comes from within each of us. As a manager or leader, I do not believe you or anyone else can motivate other people. What you can do is create a process or culture whereby employees will decide to become motivated to perform at peak levels.

6. Don’t use the Word Motivate as a Verb

How can you tell when a leader has the wrong attitude about motivation? A clear signal is when the word “motivate” is used as a verb – for example, “Let’s see if we can motivate the team by offering a bonus.” It is as if “motivate” is something a leader can “do to” the workers.

If you seek to change other people’s attitude about their relationship to work with goodies, you are going to be disappointed frequently. Using the word “motivation” as a noun usually shows a better understanding – “Let’s increase the motivation in our workforce by giving the team more responsibility to make its own decisions.”

What an Environment of TRUST Feels Like

The way to create the best environment for personal motivation to grow is to create a culture of TRUST and affection within the organization. Doing this helps people become motivated because:

• They feel a part of a winning team and do not want to let the team down. Being a winner is fun.

• They feel both intrinsic and extrinsic rewards when they are doing their best work.

• They appreciate their co-workers and seek ways to help them physically and emotionally.

• They understand the goals of the organization and are personally committed to help as much as they can in the pursuit of the goals because they know that when the organization does better, they do better personally.

• They truly enjoy the social interactions with people they work with. They feel that going to work is a little like going bowling, except the physical work is different. They are distributing computers instead of rolling a ball at wooden pins.

• They deeply respect their leaders and want them to be successful.

• They feel like they are part owners of the company and want it to succeed. By doing so, they bring success to themselves and their friends at work.

• They feel recognized for their many contributions and feel wonderful about that. If there is a picnic or a cash bonus, that is just the icing on the cake – not the cake itself.

An organization where all people are pursuing a common vision in an environment of trust has a sustainable competitive advantage due to high employee motivation. How do you achieve that kind of culture?

Tips to Achieve higher Trust

Building a culture of high trust requires that leaders stop trying to manipulate people and build a real environment. Excellent leaders create a solid framework of values, vision, mission, behaviors, and strategy.

The key to building trust is to allow people to point out seemingly incongruent behavior on the part of the leader without fear of reprisal. This requires leaders to suppress their ego needs to be right all the time and acknowledge their fallibility.

When people are reinforced for voicing their truth, even if it is uncomfortable for the boss, trust will grow. The quote I use to emphasize this is “The absence of fear is the incubator of trust.”

With this approach you have a powerful correcting force when people believe things aren’t right. If something is out of line, they will tell you, enabling modification before much damage is done. Now you have an environment where honest feelings are shared and there are no large trust issues. People in your organization will instinctively choose to become more motivated because they are working in the right kind of atmosphere.

Achieving a state where all people are fully engaged is a large undertaking. It requires tremendous focus and leadership to achieve. It cannot be something you do on Tuesday afternoons when you have special meetings, or by holding employee picnics. Consistently build higher trust by reinforcing people when they express themselves and you will experience higher and sustained motivation.

 

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


Successful Supervisor 88 Better Team Building

August 11, 2018

Much has been written about the various Team Building methods. Different consultants have their favorite exercises for helping groups of people work better together.

A common technique is to take a group off their normal site to do some outdoor experiential activities, like rock climbing or zip lining. These event-based team building exercises do get the attention of people, but I believe there is a better experiential activity that does a better job of knitting a team together.

Carve out some time to work on a strategic framework as a team. I had a whole section in my first book, “The Trust Factor: Advanced Leadership for Professionals,” where I described the process of taking a group of people through a strategy process so everyone on the team had a hand in designing the future.

For this short blog article, I will not describe the entire process, but I will outline and define the major parts of a strategy process and give some tips I have learned from facilitating numerous groups through the process of developing a strategy. Note, the order of the parts is important. The exercise has a kind of flow to it that helps the team bond.

Values – Start the process by documenting a set of values for the group. Everyone can suggest a few key values, so use an affinity process to distill down a list of 4-6 key values for the entire group.

Vision – Identify where the group intends to end up. As Stephen Covey stated, you need to begin with the end in mind to have a workable plan.

Mission – This is a short and very specific statement of what the group is trying to achieve right now. Avoid long lists of items, or management speak; keep it to the central idea of the group.

Behaviors – This step is frequently left out, and that is a big mistake. Identify specific behaviors that the team agrees to abide by. This helps when holding people accountable if they fail to live by the behaviors. Two examples of team behaviors might be 1) We will act like adults at all times, and 2) When we disagree, we will do it without being disagreeable.

SWOT – Brainstorm a list of the Strengths, Weaknesses, Opportunities and Threats for the group. The first two items are like looking at the group through a microscope, and the last two are like looking at the environment the group is operating in through a telescope.

Identify Needed Changes – What must change in order for the group to actually achieve the vision?

Identify the Strategies – How is the group going to achieve the needed changes in a timely manner? Here it is important to avoid having too many strategies. I believe five strategies at any one time is optimal. What you are doing is trying to focus the effort of the group on a few key drivers.

Specify the Tactics – Identify the specific actions that are required to accomplish the strategies. Who is going to do what and by when? Make sure the tactics are reasonable so people are not overloaded.

Identify measures – How is the group going to identify progress toward the vision? The measures must be expressed as SMART Goals. SMART stands for Specific, Measurable, Assignable, Realistic, and Time-bound.

It is critical to get this work done quickly or the team will become frustrated by a long, drawn-out process over a number of months. I like to facilitate groups to develop their strategic plan in less than 8 hours duration. That may seem unrealistic, but I have developed a process that is actually quite doable with the proper preparation done ahead of time.

Creating a solid Strategic Framework is the best team building activity a team can do, because it engages everyone in creating an exciting future for the group.

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 57 Building a High Performance Team

December 17, 2017

Every supervisor has a group of employees who are reporting to her. In nearly all cases the group needs to function as a unified team in order to reach the aggressive goals set for them. However, getting people to consistently act as a unified team is easier said than done.

Many teams in the working world have various symptoms of dysfunction. One can observe all kinds of backbiting, laziness, sabotage, lack of support, passive aggressive behavior, grandstanding, and numerous other maladies.

Conversely, some teams are able to rise above the petty problems and reach a level of performance that is consistently admirable. This article focuses on four characteristics of high performing teams that supervisors can employ to achieve excellent performance consistently.

I have studied working teams for decades and have concluded that there are four common denominators that most successful teams share. If your team has these four elements, you are likely enjoying the benefits of a high performance team. If you do not see these things, then chances are you are frustrated with your team experience.

A common goal – This is the glue that keeps people on the team pulling in the same direction. If people have disparate goals, their efforts will not be aligned, and organizational stress will result.

If people on your team are fighting or showing other signs of stress, the first thing to check is if the goal is really totally shared by everyone.

Often people give the official goal lip service but have a hidden different agenda. Eventually this discontinuity will come out in bad behaviors.

Trust – When there is high trust between team members, the environment is real. Where trust is low, people end up playing games to further their own agendas. Achieving high trust is not simple.

I have written extensively on the creation of trust elsewhere. One caveat is that trust is a dynamic commodity within a team. You need to keep checking the trust level and bolster it when it slips. Constant vigilance is required.

Good Leadership – A team without a leader is like a ship without a rudder, but the leader does not have to be the anointed formal leader. Often a kind of distributed leadership or informal leadership structure can make teams highly effective. Beware if there is a poor leader who is formally in charge of a team. This condition is like the kiss of death.

No team can perform consistently at a high level if the official leader is blocking progress at every turn. The best that can be achieved is an effective work-around strategy.

A Solid Charter – I have coached hundreds of teams and discovered that the ones with an agreed-upon team charter always out-perform ones that have wishy-washy ground rules.

A good charter will consider what each member brings to the team so the diversity of talents can be used.

Second, it will contain the specific goals that are tangible and measurable.

Third, it will have a set of agreed upon behaviors so people know what to expect of each other and can hold each other accountable.

Fourth, the team needs a set of ground rules for how to operate. Ground rules can be detailed or general, it really does not matter, but some ground rules are required.

Finally, and this is the real key, there need to be specific agreed-upon consequences for members of the team who do not abide by the charter.

The most common problem encountered within any team is a phenomenon called “social loafing.”

This unfortunate situation is where one or more members step back from the work and let the others do it. This inequity always leads to trouble, but it is nearly always avoidable if the consequences for social loafing are stated clearly and agreed upon by all team members at the outset.

People will not slack off if they have already agreed to the negative impact on themselves, or if they do it once and feel the pain, they will not do it again. This last element of successful teams is the most important ingredient. When it is missing, you are headed for trouble eventually.

There are numerous other elements that can help teams succeed, but if you have the above four elements, chances are your team is doing very well. All high performance teams have these four elements in play every day. Make sure your team has these as well.

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 15 – The Meaning of Success

February 26, 2017

Since this series of articles is all about success, I thought one article on the actual topic of success would be in order.

Stop for a minute and think about what success means to you. Think about a highly “successful” person you know. How would you describe what it is that makes him or her successful?

I have been doing this exercise in my leadership classes for over 15 years. Surprisingly, the two conventional methods of determining success are rarely identified by the leadership students.

When I was growing up, success was often described in financial terms. A successful person had a lot of money to throw around and lived in a big house.

Alternatively, we used to think of success in terms of power. The higher you were in the organization and the more people you had reporting to you, the more successful you were.

People in my classes do not focus on money or power when trying to describe success. Instead, they mention things like, being happy, reaching a goal, finding love, family and friends, and other more social manifestations of success.

If they mention money, it is only to have enough to not be in need. I then share with the class that two deceased philosophers taught me an alternate view of success.

Napoleon Hill and Earl Nightingale were early pioneers of leadership research who had a major influence on my understanding of the subject. Napoleon spent his entire adult life pursuing the essence of leadership, and he put his thesis in a book entitled “Think and Grow Rich” as well as several other works both written and audio.

Actually, his first book was a set of eight volumes published in 1928, entitled “The Law of Success.” He later distilled his findings in an audio series titled “The Science of Personal Achievement,” where he enumerated his 17 Universal principles of Success.

The work is still available, and I highly recommend it. Napoleon Hill died in 1970 at the age of 87.

Earl Nightingale was a protégé of Napoleon Hill. He was a US Marine Corporal and was one of only 15 Marines who survived the attack on the USS Arizona at Pearl Harbor.

After the war, he became a radio announcer and studied leadership with Napoleon Hill. Earl is credited with clarifying what he called the strangest secret after reading countless books on philosophy and leadership.

After many years of study, he boiled down the wisdom of the ages into just six words:

“We become what we think about.”

Many philosophers and researchers have come up with a similar conclusion about success. Here is a brief video on the topic that I call “Discovering the Same Vein of Gold.”
Earl also wrote about personal success and recorded an outstanding audio program entitled “Lead the Field.”

Over the years I have practically memorized the entire program. Earl wrote that the single word that governs our happiness all the days and years of our lives is “attitude.”

We have the power to choose how we react to the things that happen to us in life. The quote that stuck with me the most from Earl’s program was a succinct definition of success. He wrote:

“Success is the progressive realization of a worthy goal.”

Earl’s contribution means that “anyone who’s on course toward the fulfillment of a goal is successful now. Success does not lie in the achievement of a goal…it lies in the journey toward the goal.”

The concept hit home to me because it changes everything. Most people go through life not feeling particularly successful because they have not yet reached their goal in life.

Nightingale said exactly the opposite. You are successful as you strive for that which you seek. Actually reaching a goal is simply a milestone: a moment to reflect and celebrate. But to continue being successful, you must quickly move on and strive for another more lofty goal.

Earl used the example of children at Christmas time to illustrate the point. He noted that kids are excited and happy on Christmas Morning as they anticipate and hope for wonderful gifts.

On Christmas afternoon, once all the presents have been opened, one would think the kids would be at their peak of happiness, yet they are often cranky and a little depressed at that time.

The reason is that all the magic and anticipation are gone. Sure there are toys to play with, but the zest is now blunted, even if what they received was more than they expected.

Success is strongest when we are reaching or striving for something. We feel alive and full of energy. Another way to describe the phenomenon is a quote from Cervantes that:

“The road is better than the Inn.”

Success is in the pursuit of a worthy goal. This means that you are successful right now as you are working and struggling to improve your lot in life, as long as you have a goal.

As a supervisor, if you are reading and studying about leadership, you are successful right now. If you are taking courses or otherwise growing in your leadership knowledge, you are a success.

You do not have to wait for someone to put a crown on your head to feel the elation of success; you already possess it as long as you are a lifelong learner or a person who is giving back to others as a goal.

Imagine the happiness that would exist if every supervisor realized this profound wisdom. As a result of reading this article, you now have that wisdom. You are more successful just because you read this article.

Use this knowledge and teach it to others as just another way to cement your own personal success.

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


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.


Common Denominators of High Performing Teams

June 7, 2014

Group of doctors celebrating successMany teams in the working world have various symptoms of dysfunction. You can observe all kinds of back biting, laziness, sabotage, lack of support, passive aggressive behavior, grandstanding, and numerous other maladies if you study the inner workings of teams.

Yet some teams are able to rise above the petty problems and reach a level of performance that is consistently admirable.

I have studied working teams for decades and have concluded that there are four common denominators successful teams share.

If your team has these four elements, you are likely enjoying the benefits of a high performance team.

If you do not see these things, then chances are you are frustrated with your team experience.

A common goal

This is the glue that keeps people on the team pulling in the same direction. If people have disparate goals, their efforts will not be aligned, and organizational stress will result.

If people on your team are fighting or showing other signs of stress, the first thing to check is if the goal is really totally shared by everyone.

Often people give the official goal lip service but have a hidden different agenda. Eventually this discontinuity will come out in bad behaviors.

Trust

When there is high trust between team members, the environment is real.

Where trust is low, people end up playing games to further their own agendas. Achieving high trust is not simple, nor is it the main topic of this blog article.

I have written extensively on the creation of trust elsewhere. One caveat is that trust is a dynamic commodity within a team.

You need to keep checking the trust level and bolster it when it slips. Constant vigilance is required.

Good Leadership

A team without a leader is like a ship without a rudder.

But the leader does not have to be the anointed formal leader. Often a kind of distributed leadership or informal leadership structure can make teams highly effective.

But beware if there is a poor leader who is formally in charge of a team. This is like the kiss of death. No team can perform consistently at a high level if the official leader is blocking progress at every turn. The best that can be achieved is an effective work-around strategy.

A Solid Charter

I have coached hundreds of teams and discovered that the ones with an agreed-upon team charter always out perform ones that have wishy-washy ground rules.

A good charter will consider what each member brings to the team, so the diversity of talents can be used.

Second, it will contain the specific goals that are tangible and measurable.

Third, it will have a set of agreed upon behaviors so people know what to expect of each other and can hold each other accountable.

Fourth, the team needs a set of ground rules for how to operate. Ground rules can be detailed or general, it really does not matter, but some ground rules are required.

Finally, and this is the real key, there need to be specific agreed-upon consequences for members of the team who do not abide by the charter.

The most common problem encountered within any team is a phenomenon called “social loafing.”

This is where one or more members step back from the work and let the others do it. This inequity always leads to trouble, but it is nearly always avoidable if the consequences for social loafing are stated clearly and agreed upon by all team members at the outset.

People will not knowing slack off if they have already agreed to the negative impact on themselves, or if they do it once and feel the pain they will not do it again.

This last element of successful teams is the most important ingredient. When it is missing, you are headed for trouble eventually.

There are numerous other elements that can help teams succeed, but if you have the above four elements, chances are your team is doing very well.

All high performance teams have these four elements in play everyday. Make sure your team has these as well.