Leadership Barometer 20 Lower Credibility Gap

October 16, 2019

There are hundreds of assessments for leaders. The content and quality of these assessments vary greatly. You can spend a lot of time and money taking surveys to tell you the quality of your leadership.

There are a few leading indicators that can be used to give a pretty good picture of the overall quality of your leadership. Here is one of my favorite measures.

Lowers Credibility Gap

In any organization there exist credibility gaps between layers. These gaps lower the trust within the organization and make good communication more difficult. Great leaders have a knack for lowering these gaps by filling in believable information in both directions: up and down.

When there is tension between one layer and another, great leaders work to find out the root cause of the disconnect.

It could be a nasty rumor, it could be based on a prior breach of trust, it might be an impending reorganization or merger, it could be due to an outside force like a new government restriction. Whatever the root cause will determine the key to elimination of the gap.

Use your nose

Excellent leaders have a nose for these problems and head them off while the gap is a small crack and before it becomes like the Grand Canyon. They help people breach the divide by getting the two levels to communicate and really negotiate a better position.

Weak leaders are more like victims who wait till the battle is raging and the chasm is too broad to cross without a major investment in a bridge.

Silo thinking vs. Team mates

The insight that usually helps is to remind the differing camps that they are really on the same team.  Silo thinking leads to animosity between groups.  Great leaders remind people that they share common goals at a higher level. There is no need for warfare.

A leader who has this skill is easy to spot because there are few paralyzing situations that have to be resolved. If you are one of those leaders, it will be evident. If you are not, it will also be evident. Seek to knit the organization together at every opportunity.

Bob Whipple is CEO of Leadergrow Inc., a company dedicated to growing leaders. He speaks and conducts seminars on building trust in organizations. He can be reached at bwhipple@leadergrow.com or 585-392-7763.


Leadership Barometer 19 Generates Passion

October 8, 2019

A really good measure of the skill of leaders is how much passion they are able to generate in the organization.

Generates Passion

A hallmark of great leaders is that they are not only passionate people themselves, but they have an uncanny way of infusing the entire population with that passion.

That ability is a real gift. I believe most leadership skills can be learned, but the ability to spread one’s passion to others is usually an inherited trait.

If there is no seed, you cannot get it from reading textbooks or from going to courses. The good news is that most people do have the seed of potential in their DNA. They just need to hone the skill so it is optimized.

Get a great mentor

So, how does a leader develop this skill? One way is through a great mentor or a role model. If you do not have any charismatic leaders in your organization that can teach this skill, I recommend you go online and look up some of the great people from history or present who are particularly good at this skill.

I think of people like Zig Zigler, Earl Nightingale, Warren Bennis, Napoleon Hill, Lou Holtz, or Vince Lombardi.

There are literally hundreds of great role models, and they all have content on the WEB or in programs that can be purchased. A great source of inspirational tape programs on this topic is the Nightingale Conant Corporation.

You can find enough material to keep you learning about spreading passion for years. I know because I have invested in most of the tapes in their library and listen to them often. I have memorized the key points and seek to apply them whenever I can.

Passion is closely aligned with the sense of ownership. If you can get people to recognize the quality of their life is really more in their own hands than they realize, you are on the right track.

Teach people to reject being victims and to take control of their situation. Once that is accomplished, it is easy to generate passion because passion is all about an intense desire to achieve something because it will improve the quality of one’s life or help other people.

Bob Whipple is CEO of Leadergrow Inc., a company dedicated to growing leaders. He speaks and conducts seminars on building trust in organizations. He can be reached at bwhipple@leadergrow.com or 585-392-7763.


Difference Between Micromanagement and Harrassment?

April 16, 2019

Two words that get used a lot these days are micromanagement and harassment. If you are being micromanaged, you will usually experience feelings of being harassed.

Conversely, if you are experiencing harassment, most of the time it is not due to micromanagement.

This article dissects the two concepts and provides some guidance for managers who, despite their good intentions, often end up doing more harm than good.

Harassment

Harassment is the abusive behavior toward another person that has its roots in a desire to annoy or hurt the other individual in some way. The practice is normally intentional, although it is possible for a person to harass other people without being aware it is happening. Harassment is close to the concept of bullying, and it is becoming more prevalent with electronic communication, especially among adolescents.

Except in the rare extreme cases, the manifestation of harassment exists first in the opinion of the person who is being harassed. If I will not let you get to me no matter what you do, then you are not going to be very successful at harassing me.

In fact, I may get a perverse pleasure out of thwarting your attempts to bother me: a kind of reverse harassment.

On the other hand, you may be such a sensitive individual that the mere thought of a certain person walking into the room sends you into a flight of panic: a kind of self harassment called paranoia.

We are all aware of the destructive nature of harassment that evokes anything from mild discomfort all the way to suicide. The distress is always amplified if the person being harassed believes he or she cannot escape and has to endure continual suffering.

Micromanagement

Micromanagement usually doesn’t stem from sinister motives. To the contrary, it is normally the desire of a manager, or person in charge of getting things done, who wants things to go well but is misguided in the best way to accomplish the task.

It reminds me of my favorite Star Trek Quote when Mr. Spock says,

“It is curious how often you humans manage to obtain that which you do not want.” (TOH Charlie Green).

The micromanager is not trying to annoy the victim (usually) but only trying to get things done according to his or her warped definition of how to accomplish the objective. In the process, of course, the victim has to endure the constant meddling that feels very much like harassment.

We are all aware of the antidote for micromanagement, which is for the manager to set the objective and some broad guidelines and then back off to let the individual figure out the details on how to get the job done.  The manager might say, “I’m not going to hover over you while you get this done, but I’m available if you need me.”

Unfortunately, a little concept called “trust” is missing, so the manager does not believe the individual is capable of getting the job done without constant supervision. This lack of trust is the root cause of most micromanagement.

We deal with the manifestations of micromanagement to some degree in most work settings. It is only the most extreme high trust environments where managers are willing to actually stand by and let subordinates do things wrong in order to learn what does not work.

We learn more from our mistakes than we do from our successes.

They would rather intervene and at least suggest that holding the soldering iron by the pointed end might not be the best method. I use that extreme case because the motive of the manager in this case is to prevent the employee from doing bodily harm. What could be more noble than that?

Often what feels like micromanagement to the employee is done for the benefit of the employee.

The grey area between good intentions and oppressive hovering is playing out in the workplace every hour of every day. Managers find their own equilibrium, and employees either complain (or not) behind the break room doors. Eventually a good employee will get tired of the intrusion and simply leave the organization. This reaction is a prime cause of the disruptive and expensive problem called turnover.

The extreme case, where managers tell people how to do their work for the sport of always getting it done their way, crosses the line into harassment. Even if the conscious objective is to get the job “done right,” the spirit with which the manager directs every movement is debilitating.

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