Archive for the ‘leadership’ Category

A previous post about extraverted leaders explores some of theory behind Extraversion and Introversion. In brief, an extravert prefers to orient attention on the outside world ?€“ people and activity. An introvert prefers an orientation of the inner world ?€“ reflection and thoughts. In both cases, this is where people with that preference get energy. For instance, an extravert may feel energized after a party; an introvert may feel drained.

A minority of Americans are introverted ?€“ 40%. According to Jennifer B. Kahnweiler, Ph.D., a workplace and careers expert and author of “The Introverted Leader: Building on Your Quiet Strength“, that is also the percentage of introverts that we would expect in positions of leadership in organizations.

It is surprising to some, even the introverts themselves, that introverts can be leaders. Introverts bring great gifts to the world of leadership. I`ve also observed some behaviors in introverted leaders I`ve worked with that they should take notice of, which may detract from effective leadership as well.

Gifts of the introverted leader:

• Provides well thought out strategies and decisions
• Exhibits calm in the midst of calamity
• Focuses on what matters to them with great determination
• Enjoys listening to others

You can see that these strengths can be of great value in our organizations and communities. However, the introverts themselves often feel as if they don`t fit in; with some justification, since our organizations and communities tend to be largely extraverted by nature.

There may be some traits in introverted leaders that bear caution. If you identify with being an introverted leader, you might want to take notice of some of the cautions below, as they are the traits that can possibly cause trouble for you. I`ve included ways to mitigate the behaviors as well.

Introverted leaders:

Can be underestimated when they don`t allow their voice to be heard: Your opinions and thoughts are important to the conversation. If you are unable to give them the proper thought in the moment, request permission to offer your opinions later, after you`ve had time to deliberate and think them through.

May not recognize the importance of connections and relationships in the workplace: Recognize that leadership is fundamentally relational, and if you aren`t out being seen and heard, your followers will make up their own theories and stories about you and what you are thinking. Schedule the time to get out and be seen, and build the relationships you need to grow a network of support.

Might not provide the detail behind their decisions: Because introverts do so much of their thinking by reflecting rather than speaking, there can be a perception that the decisions they make aren`t as well thought out as they really are. Your followers need to know what goes into your thought process. You might consider journaling the detail of your thoughts and practice saying them so that the people who need to hear them can understand the entire picture.

Can become stressed when they don`t pay attention to their need for time alone: Pay attention to the physical symptoms that indicate that you are draining your energy and not recharging your batteries. Finding strategies that help you to maintain this balance are important to avoid stress-induced illness. For many introverts, actually scheduling solitary activities or hobbies into their calendar may be helpful.

Introverted leaders, I wish you the joy of knowing the strengths you bring to your organization and community as well as the full understanding of the cautions that may be barriers to fully using them.

This post, in a collaborative act between Art Petty and myself, is being published jointly today, both here and on the Management Excellence site.

A note from Mary Jo: Art Petty and I met through the social networking realm recently and found that we were kindred souls, of sorts. Through a Twitter conversation, and subsequent telephone discussion about the importance of the words a leader speaks, we came to this place of deciding to collaborate on a post about the topic. Though different views from different aspects of a leader`s words, we found that the collaboration worked to produce a blog post that scans the realm of The Words of a Leader.

I hope that you will spend some time on Art`s site and subscribe to his blog, Management Excellence . You`ll learn a lot from a guy who has much wisdom to impart.

A note from Art: What great fortune it is to have met someone as passionate and thoughtful and pragmatic about the topic of leadership and relationships as Mary Jo. Another wonderful example of the power of social networking!

We discovered in a casual exchange of tweets that we both shared a passion for the impact that a leader`s words have on the individuals and teams that he/she manages. The idea to collaborate on this topic was born and here in our own bit of blogging innovation is our post, complete with two very complementary and very different perspectives on The Words of a Leader. Enjoy!

____________________________________________

Mary Jo:

“We are what we think. All that we are arises with our thoughts. With our thoughts, we make the world.” ?€“ Buddha

“Thoughts become words. Words become actions. Actions become character. Character is everything.” ?€“ Unknown

“Think before you speak.” Mom

The Buddha, Unknown, and Mom were all very smart. They knew that all words arise from thoughts, and the words we speak are words that are capable of the power to build, inspire, create or destroy.

Before a leader`s words actually get formed within the mouth, there is the place of thought. The thought that creates the words might be but a nanosecond. This little bit of time can`t prevent a leader from saying something that was unintended or taken out of context. And because followers tend to be “hyper vigilant” about their leaders ?€“ anything you say has a greater impact than you may be willing to believe.

So this is the connection that a leader needs to be aware of. Thoughts become words that become action. For us to say the right things in order to take the right actions, we may need to begin with our thoughts.

Change your thoughts, change your words.

In our speed-of-light world, we must slow down in order to become aware of our thoughts, to speak and take action in a way that is congruent with our values. You can bet that Tiger Woods and other successful athletes imagine and rehearse successful outcomes before following through on them. Why wouldn`t this apply to you and the words you use as a leader? What successful outcomes do you want your words to speak of?

Imagine using words that will build, inspire and create. What are they? Imagine your words being accepted and used in the way you intend them to be. Consider the values you hold most dear. What are your values, and how will your words describe them? How will they be incorporated into the language you use every day?

Take a mental break from the anxiety, worry and judging that go on in your thoughts. Consider a reflective practice or a meditative practice that will allow you to do so. Just as an athlete must rest his muscles, it also makes sense for us to rest our minds and thoughts. Such a practice has the effect of slowing you down, allowing you to renew yourself at the level of thought. Notice your thoughts as they arise in your practice, and you have begun a process of observing that will start you on a path to improving the words you speak as you go about your everyday life. A reflective or meditative practice has arms that reach far beyond the minimal time you spend doing them.

Where your thoughts don`t serve you, change them. Negative self-talk around guilt, anger, or hatred will not serve to help you say the words that your followers need to hear. When those thoughts arise, ask yourself if they are serving to help you in your leadership. If they aren`t, what would you prefer to change them to?

Your thoughts come through in your words, even if you don`t realize it. Others do. Become aware of your thoughts and your words can be intentional, purposeful and life-giving. You will then find it easier to accept the wise suggestions of my colleague, Art, below.

Art:

I`ve often marveled at the speed that an off-handed comment from the boss can fly through an organization, quickly evolving into policy or direction. “Mary said?€¦,” or, “I just heard that?€¦ .”

Have you had the unfortunate experience of seeing or hearing a manager publicly chastise a subordinate? This abuser seems to take strength from the assertion of power while the receiver visibly shrinks in stature. Observers feel pity for one and anger at the other.

Have you had the good fortune to work for someone that seemed to draw the best out of you through constructive coaching and encouragement? This type of an impact can last a lifetime.

Have you wondered what it is about that manager that everyone wants to work for? The comments usually go something like this: “She`s demanding and holds us accountable, but we`re accomplishing things and having fun in the process.”

A License To Talk:

While the communication process comprises much more than just the words that we string together, the words truly serve to build-up people, teams and organizations. Words inspire, motivate, challenge, teach and encourage.

Or, they serve as the blunt force weapons of personal and professional trauma and destruction.

Good leaders are builders and they form and shape their words into phrases and questions that encourage learning and improvement and risk-taking and more learning. Good leaders are master craftsmen in many ways, and words are some of their most important tools.

Less effective leaders use words like tools as well, but in this case they crassly apply the words of brute force in settings where precision is called for. They use the end of a wrench to pound in a nail, and seem to disregard the damage to the surrounding area. Of course, they should have used a finishing hammer and a nail set.

Other leaders use words to shape agendas. Good politicians broker understanding and alliances through their words. Less well-intentioned leaders use words to sew the seeds of doubt and mistrust and to shape alliances that benefit one person or one team.

Words are powerful tools. Perhaps leaders should be trained and certified on their use. Hmmm., perhaps leaders should be trained in general, much as a master craftsperson would train an apprentice.

Sticks and Stones:

I doubt that many of us have spent a lot of time considering our approach to word-choice much since our playground days, where the use of words as weapons by some is first mastered. The defense of, “Sticks and stones will break my bones but names will never hurt me,” was never really a good defense, was it?

While many of us intuitively understand how powerful our words are, in my own experience
, we do a less than effective job teaching this to our apprentice leaders. Consider how many “coaching opportunities” are created as we deal with teams and individuals that push back based on the “approach” used by these early leaders. Peel away the issues and at the bottom, you`ll almost always find an issue with words.

There`s no manual for this topic, but perhaps a few well-intended “words” will help. Consider sharing this with your apprentice leaders and perhaps you`ll avoid the “he said/she said” coaching calls in favor of something more constructive.

Words of Advice for The Words of a Leader

• Listen more than you talk. Use your words sparingly. Leading doesn`t mean that you are required to talk more than anyone else. Quite the opposite.
• Think before you talk. Choose your words deliberately.
• A well-turned question is often more effective to get people thinking than a dozen statements. Manage your questions to comments ratio.
• All of your words must include respect as a foundation. As soon as respect is left out of your words, you`ve lost.
• Make certain that your words and your body language match. Given a choice between the two, studies indicate that people believe the body language over the words.
• Tough conversations on performance are part of your job. Embrace this reality and don`t sugarcoat your words. Do keep them focused on behaviors and keep the behaviors linked to business.
• Genuine words of encouragement and well-deserved words of praise are rocket fuel for individuals and teams.
• “The do must match the tell.” The words of leaders not backed by actions and support are just so much hot air.
• Be aware that your words as a leader will be amplified and distorted. Manage your words carefully.

The Bottom-Line on The Words of a Leader:

The choice is yours to lead like a master craftsman or a common hack. Choose and use your words carefully and you`ll be amazed at what those around you create.

A recent Fortune article on “Why Talent is Overrated” really got me going.

We live in a world of expecting quick fixes and instantaneous change. Information is available at a moment’s notice. Yet we’re trying to apply the instantaneous responses that work with our Blackberries to human behavior. This article makes the case that there is no quick fix for greatness.

Apparently, specific (targetted) natural gifts don’t exist. Tiger Woods wasn’t born to be a champion golfer and Jack Welch wasn’t born to be a CEO. But take heart. Natural talent doesn’t really matter. What does? Good old fashioned hard work (perhaps with a dose of passion tossed in).

Apparently there is something called the “Ten Year Rule” – well established by researchers as the time it takes to do the hard work to become world-class at whatever. Research has proven this in a variety of fields.

This “Ten Year Rule” is supported by research done by Benjamin Bloom (who died in 1999) at the University of Chicago. Dr.Bloom found that at least ten years of hard work (a minimum) was required for atheletes, performers, artists, biochemists and mathematicians to reach their peak.

Apparently, something called “deliberate practice” is also necessary during these ten years for the best people in any field to excel. This is a specific practice that stretches an individual beyond their level of competence, provides feedback on the experience, requires adjustment based on the feedback and is repeated until mastered. Lots of deliberate practice equals mastery.

Even if you are skeptical about the ten year rule, the necessity for deliberate practice and hard work seem to make sense. So why wouldn’t this apply to great leadership? High potentials are thrown into workshops and expected to excel to the level of great leadership. The research refutes that this will work. It’s time for us to recognize that developing leaders takes time and hard work. And lots of practice.

From my August 28 column in West Michigan Business Review:

Sometimes inspiration about leadership comes from unlikely places. You may discover valuable lessons in life and leadership if you are open to the surprises the world offers you every day.
Last week I was walking through an airport with time to spare. In the middle of a concourse a pianist caught my attention. He proved to be a leader in his own way ?€“ a unique individual, yet very similar to leaders everywhere.

Before I saw Stephen Marq playing (www.stephenmarq.com), I was surprised by a beautiful Steinway Grand piano and the lovely, poignant music pouring from it. Approaching the piano bench, I saw Mr. Marq putting his entire soul into the music. It was a moving and engaging experience.

As I got closer, I could see that he was completely focused and absorbed in creating a powerful mood in the midst of a very busy airport. People were streaming by in the usual fashion, in a hurry to get to their flights, not noticing. However, some had stopped to crowd around the piano, obviously captivated by the music. Several children were fascinated with the open piano top, watching the strings move as Mr. Marq played. They were swaying, talking, laughing and moving in, wanting to be close to him; a few were right at his elbow. Others were trying to reach into the instrument to touch the strings. A few adults had money out, waiting to purchase CDs.

The pianist took no notice of the chaotic airport scene or of the children or adults nearby. He was completely absorbed in his music. After observing for awhile, I moved on to my gate. But I felt compelled to return to ask this man some questions ?€“ to deepen my understanding about what I`d observed. What made it possible for him to stay so focused in the midst of chaos? How was he able to project so much emotional energy that the mood of his music was reflected by those who listened?

Our dialog provided some insight to my observations of that scene: a musician at a beautiful grand piano undeterred by powerful distractions. What lessons can a leader learn from this?

?· Focus: Focus is important to engaging others. A leader must have the intention and discipline of focus to “play the music” that will compel others to follow in the midst overwhelming distractions.

?· Dedication: There is no doubt that this pianist was dedicated to his craft. The complexity of the music he played required years of study, reflection and practice. Great leaders devote this same effort to learning their craft.

?· Mood: Mr. Marq sets the mood for those who listen to his music, and that mood is contagious. His music engages and captivates. A leader can also set a mood that will engage and captivate followers.

Pause for a moment in your rush through today`s work. What surprising lessons are waiting for you?

copyright 2008 by Business Review

My August “Leadership” column for West Michigan Business Review can be found here.

So often, “coaching” is used as a buzz term for almost any kind of interaction in the workplace (and everywhere else. Who would have thought there would be such a thing as a “knitting coach”?).

The term has been confused, misused, misunderstood and blasphemed. Yet, coaching is hot in the workplace. Executive coaches work with senior leaders and high potentials. More to the point, organizations are starting to consider the skill of coaching as an essential core competency for their leadership. Organizations that understand the importance of a developing, learning environment understand what “coaching” is.

But what I find is “coaching” most often confused with “feedback”, and sometimes “advice”. Here are some differences between coaching and feedback:

Coaching is:

• Focused on future behavior
• Developmental
• Inquiry oriented
• Used to help good performers move in the direction most appropriate for them

Feedback is:

• Focused on past behavior
• Evaluative
• “Telling” or “Advice” oriented
• Used to help poor performers move in a prescribed direction

In the end, coaching is about “letting go” and assuming the person being coached is whole, smart, and understands the best direction to head in. Feedback is more about control. Any questions?

See my favorite web sites on coaching: Professional Coaches Association of Michigan, International Consortium of Coaching in Organizations, International Coach Federation, Aspire Collaborative Services LLC.

Last week, I attended the Michigan Local Government Manager’s Association annual winter conference. This is a group of professional city, county, township managers, who are appointed by an elected governing body to manage a local government entity. See “Council-Manager Form of Government” for more information. Local government managers are some of my favorite leaders to work with. They are dedicated, hard working, and have the hardest job in the world (but rarely believe me when I tell them that!). They must balance all the things that leaders in the corporate world balance, but with an elected council, competing interests, shrinking budgets and a very public presence to deal with.

I was reminded while I was there of their dedication to public service in every conversation we had – the fact that I am a “gate crasher” (as a “vendor”) at these meetings doesn’t seem to phase them. I always feel welcomed and included. Getting a chance to go to dinner with these people or chat over a drink is always a joy for me; it’s an opportunity to learn more, informally, about what they do, how they do it, why they do it. Their welcoming attitude has a lot to do with their dedication to public service, I believe.

Since we often hear that “government could learn a lot from business” – I’d like to propose that “business leaders could learn a lot from local goverment leaders”, especially in terms of dedication to service.

These local government leaders subscribe to a great code of ethics.

Welcome to the premier blog for Mary Jo Asmus. This blog will be a forum for those who read my columns in Business Review and any other potential clients of Aspire Collaborative Services, colleagues and others interested in leadership and executive coaching. I look forward to the conversation.