Leadership Archives

The Power of Small Stories

March 30, 2013 by Richard Andrews

Small Stories are flying round every organization every minute of every day. Like mosquitoes over a lake in summer they get everywhere: in the corridors, the restrooms, the stockroom and the kitchen. They hover around the photocopier and the water cooler, they get under the door and through the smallest gap in the window. They settle for just an instant on some exposed skin and, almost unnoticed, they give a little bite. One bite’s no problem, but over time there’s one more then another; Ten, twenty, and they start to have a real impact!

Small stories are those little one-liners that are a great indicator of an organization culture.

A single story:

“I see the boss is out on the golf-course again”

tells you very little. But if the same kind of story is being repeated again and again, it becomes a big deal and whether truth or perception, it certainly has an impact on people’s beliefs and behaviors.

“I hear that the boss really bawled out Molly at the meeting last week”

quickly becomes a perceived truth that managers are disrespectful, abusive and don’t value the staff team. Forget about what it says in your values statement, it’s the Small Stories, truthful or perceived as truthful, that create the culture!

Leaders and managers are great ‘Big Story’ tellers: the annual staff day where the CEO delivers an upbeat PowerPoint about the great opportunities ahead, the monthly sales meeting, the annual appraisal, the staff newsletter and more! But most times leaders and managers don’t do small stories; they don’t like small stories. They get dismissed as ‘rumour or ‘gossip’. They’re seen as viral and uncontrollable, needing to be suppressed.

Using stories to turn negatives into positives and develop a great workplace culture.” Richard Andrews Tweet this!

You can spend a whole lot of energy trying to eradicate Small Stories but you’ve got no chance! Give up trying to kill your organization Small Stories and embrace them instead!

Small Stories don’t all need to be negative, there are great Small Stories too. What’s important is the balance between positive and negative.

So how about getting into the Small Story business?

Instead of trying – and failing to control those pesky mosquitoes, how about releasing a few of them yourself?

“It was great that Julie went that extra mile to close a deal.”

“The way John helped out in making sure that customer had a great experience of us made me feel really proud of our organization”

“There’s been a real feel of enthusiasm this week!”

all have the potential to buzz around the workplace infecting people and counteracting any negative stories that may be hanging around. And if you and your management team are each releasing twenty Small Stories each week the balance between negative and positive will soon start to swing.

Positive emotion is just as contagious as negative.” ~ Richard Andrews Tweet this!

Be careful what your Small Stories are saying.

“Jane has really embraced the new strategy and has won a great new contract!”

is enough. It’s positive and everyone can draw whatever conclusion they wish to from it.

“Jane has really embraced the new strategy and has won a great new contract! It’s a shame everyone else isn’t as proactive as she is.”

ruins the whole impact! Suddenly we’ve got a story about how resistant and unhelpful the boss thinks the workforce are! What a waste of a good Small Story!

Equally, the thing that gives your Small Story wings is its truthfulness. If it’s not true, genuine and heartfelt it becomes nothing more than cynical manipulation. Don’t be fooled, your people will see through that in an instant!

Please don’t ditch the Big Stories. The staff day’s fun, it’s informative and it makes your people feel they belong. Instead, add to it with a simple Small Story strategy. If you can stick to it, you might notice those mosquitoes giving way to butterflies!

On Leadership and the Knucklehearted Leader

March 30, 2013 by Tom Schulte

In the fast and furious pace of business and life today, motivated people are constantly looking for betters ways to get things done. People are looking for solutions in technology, in personal and professional training, and in seeking shortcuts to help get more done in less time.

So what is driving results?

Getting Stuff Done

For anyone who is responsible for getting things done through other people, one of the most important things to remember is that you are getting things done THROUGH OTHER PEOPLE. This means that to be effective with living breathing people, you have to be considerate of what drives them.

You have to take into account that they come to you with personal lives, problems, heartaches, struggles, habits and crazy families. You must lead people toward your goals and mission knowing that each and every one of the people you lead are different. And this means that they have different personal drivers.

So to know that you have to get stuff done through other people, it makes sense that you are familiar with each person’s emotional drivers. This is at the core of emotional intelligence. Knowing your people as individuals will help you help them to align their drivers to your goals and help when difficult situations arise.

Personal Core Values

So what is really driving your results?

Values drive decisions. Decisions drive behaviors. Behaviors drive results.” ~ Tom Schulte Tweet this!

Take a look at what you value the most in life. And when I say “life,” I mean your WHOLE life that includes what you value at;

Home life
Work life
Recreational life
Spiritual life
Emotional life

For the sake of an example, let’s say that you, the leader, have established your top values as accountability, family, career, recognition, faith, and independence. Well, imagine if you where asked to do some task by your boss that would have you undermine or have you be in direct conflict with your top values. how would you feel? And then imagine if this kept happening to you. And no matter what you did in protest, it kept happening. You had to continually compromise your values structure.

For most people, they would end up leaving this place to get into a better environment where they could have harmony with what is important to them. And most people would characterize their former boss as a #$%#!! They would think of them as a terrible leader who carries no amount of influence with them. Although this former boss may be plenty smart, they would come across as mean, cold and uncaring.

These are what I call Knucklehearted Leaders. They seemingly have a hardened heart toward the people they lead.

True Influence

So for you to keep from being perceived as a knucklehearted leader, you have to understand that your top values are not the same as virtually anyone else’s. And if some of your values seem to match or align with other around you, the meanings you give to those values can be quite different. You have to know the people you lead so that you can try not to violate something deeply personal to them.

So asking someone to violate THEIR values is the exact same as someone asking you to violate your values. It’s unattractive and resentful.

On the contrary, think how attractive and influential a boss would be if they took the time to understand you and allow you to openly discuss your personal values in context with the work you do. For most people, an “understanding” boss who respects and honors you values would be a dream come true.

So to be the most influential leader you can be, know your people and what drives them.

After all, this is what is truly getting you your results.

So, what is driving your leadership? Do you take into account the personal drivers of the people you lead? Or are you a knucklehearted leader who is self-absorbed? What can you do to learn and care more about the values of the people you lead? I would love to hear your thoughts!

Filed Under: International Leadership Blogathon Tagged With: Business, knucklehearted, Leadership, linked 2 leadership, tom schulte

The Top 4 Attributes Every Leader Should Embody

March 29, 2013 by Paul Jolicoeur

Sometimes leaders get to stand in the lime light, marching forward in a triumphant pursuit of excellence and performance. Sometimes leadership requires standing in the shadows to support those closest to you.

Leadership is about influence and accomplishing tasks while utilizing the gifts of those you lead. This should look in part, as if the leader is serving those around them.

One of the greatest lessons I have learned on leadership and one of the greatest areas of accountability for myself is this:

Leaders set the example of ideal.”- Paul Jolicoeur Tweet this!

When people look at you, they are seeing the template of what is expected of them. Be the template you want to see reproduced.

When I am looking to recruit new leaders into the areas I manage I ask myself a simple question. Would I want the people this person leads to be just like them?

If the answer is yes, then we move on. If the answer is no, we have a red flag.

This is not about perfection. No one is perfect and we can’t wait around to do anything until someone is.

With that in mind, here are 4 areas in which every leader should set the example in to their team.

1. Attitude

If you want positive team members that are looking for innovative ways to solve problems and enjoy what they do and who they do it with, start with you.

Your attitude is contagious, what do you want your team to catch?

You want them to stay positive and encouraging, not negative and destructive. Display the attitude you expect from them.

2. Personal Discipline

Stagnant water begins to stink. It gradually becomes unusable. A team member that stops growing will become marginalized, demoralized and eventually unusable.

Look for ways to help your team members grow.

Be a lifelong learner yourself, read books, listen to podcasts, take classes and attend conferences. Start by setting some goals for your year. We are all motivated by the growth we see in others.

Be a motivating force for your team.

When they see you making the effort to learn and become a better you, they will be challenged to do the same.

3. Time Management

You should be showing up on time and utilizing your time well. When you spend too much time at work doing things that are not work related, your team will follow suit. You will have given them permission to waste time.

If they see you working hard, staying focused and managing your time well, you will motivate them to do the same.

4. Work Ethic

You expect those that report to you to get their work done. You want them to put their best effort into everything they do.

We expect others to give their best effort, that is why you recruited them and want to work with them.

It will be very difficult for them to perform like this if they don’t see you doing the same. If you aren’t working hard you will debilitate your team and bring their work ethic down.

We can only expect from others, what we ourselves are willing to model.

Whatever standard you set will become their highest standard. Leadership is a gift and we must steward it well.

In what other areas do you believe a leader should be the example of ideal?

Filed Under: International Leadership Blogathon Tagged With: good, influence, International Leadership Blogathon, Leader, Leadership, leadership traits, of, Paul Jolicoeur, Who, your

The Leadership Pendulum

March 28, 2013 by Sandro da Silva

Dilemmas are part of a leader’s routine. Should you follow your own gut feeling or should you listen to what others say? Should you offer the market what you want to sell or should you offer what the market says it wants? Should you tell your team members what to do or should you allow them to make their own decisions?

As you can see, the questions above are either-or questions, and choosing one option automatically excludes the other. If you approach your leadership challenges this way (many of us do), you are always confronted with the risk of choosing one option at the expense of the other. That evokes fear in you, and sometimes so much fear that it paralyzes you and disturbs you with anxiety and stress.

My experience as an executive coach has shown me that there is a way-out. Leaders profit when they realize that the two options they see are only extremes of a continuum. They feel empowered when they discover that there are many more options, many more shades of grey (50 I have heard), between the black and white extremes the normally see.

That’s when I came up with the idea of The Leadership Pendulum. The Leadership Pendulum is a tool that helps leaders become aware of what other possibilities there are between the two extremes they at the moment see. Moving from one extreme to the other, leaders are invited to translate what the different pendulum positions mean to their current challenge. After translating what those different positions mean, they decide which best to use or implement.

Leaders profit when they realize that the two options they see are only extremes of a continuum. “~ Sandro da Silva Tweet this!

It’s no rocket science. Try it yourself:

Take a blank piece of paper and draw a pendulum on it.
Think about a challenge you are facing at this moment, which you experience as an either-or situation, a dilemma.
Now write down either option at one extreme of the pendulum’s trajectory.
Start now moving the pendulum away from one extreme towards the other extreme. Stop at different places in the pendulum’s trajectory and translate into words what that position means to your challenge. Carry on until you have reached the other extreme.
Reflect on your options, make a choice and act.

The Leadership Pendulum has proven to be very useful in a variety of situations. I invite you to try it a few times and share your experience here. My clients usually say that it frees them from the conflict and the stress of dilemma, and allows to reconcile two options that seemed mutually exclusive. That makes them feel comfortable and at ease, and I hope it does the same to you.

Filed Under: International Leadership Blogathon Tagged With: Coaching, International Leadership Blogathon, Leadership, Leadership Dilemmas, Leadership Tools, Sandro da Silva

Want Better Employee Engagement? Change may be the Answer.

March 26, 2013 by William Powell

Unless you have been sleeping under a rock for the past 10 years or so, employee engagement has quickly taken front and center. Its influence on bottom line numbers has been researched extensively and CEOs and other organizational leaders are sitting up and taking notice. According to a Boston Consulting Group report, companies that focus on being “People” Companies have “outperformed the market average in eight out of ten years“. In 2011, that difference was 99 percentage points in favor of “People” Companies. What’s a People Company? One that is committed to investing in the development of people as a means to enjoy better economic performance.

Employee engagement has to meet organizational goals and still add value to the personal and professional goals of the individual. The moment this balance is skewed in favor of one party over another, they both lose. If you’re not up to scratch on your engagement efforts and feel like you’re trying to sort out how to begin eating this elephant, take heart. You can utilize something that may already be on your radar to help.

There is little in the life of a business that captures its attention more than significant change. A laser-like focus begins to develop and people are at least expecting something new as a means to navigate the yet unfamiliar territory change tends to bring in its wake. Change provides an opportunity for questions, the openness to communicate uncertainty and the need to become more human with others in your organization.

Questions. Open communication. Human vulnerability. All key components to good engagement. Change also gives you enough latitude to revisit your values and cultural norms. Change that’s going to come anyway may be the best excuse to get off your duff and get cracking on improving your engagement levels and work towards becoming one of those mysteriously profitable “People” Companies.

Questions. Open communication. Human vulnerability. All key components to good engagement.”~William Powell Tweet this

Here are a few tips to help make change a great catalyst for improving your engagement levels:

Critique your values – Will your current values support the change AND facilitate engagement? Be true to your organizational DNA, but make sure the language around your values has adequate purpose to communicate effectively enough to increase engagement. It has to speak to individual – as well as organizational – needs, desires and goals.
Re-visit your mission statement – I’ve seen many organizations spend so much time crafting language around values and engagement and cultural refinement then not even touch their mission statement. Often times, this can lead to a seriously mixed message and actually decrease engagement. It’s tough to engage in something that is confusing or contradictory.
Communicate alignment – As you reinforce the ranks to be prepared for change, take that opportunity to connect their roles to the vision and values and how that will make the change less painful. When people know HOW they are contributing to the success of something bigger than themselves, engagement happens much more easily.
Challenge leadership – Don’t let your leaders sit in the corner and chew their nails while they wait to get run over by the change train. Completely uncool and unfruitful. Rally them around the benefits of navigating the change. How will the change develop them as a team? As leaders? What will be the individual win and the organizational win? Have them be active in the process and the communication of the benefits of it. This will drive engagement.
Get your hands dirty – Find out where people feel overwhelmed and ask how you can help make it less ominous. Everyone needs to be responsible for their own engagement, but leadership is responsible for creating an atmosphere that facilitates that ownership. Provide an opportunity for people to communicate their anxieties and perceptions of the situation. Simple dialogue can do wonders for engagement.
Include others – There needs to be a plan of action to effectively navigate the change. People doing the job probably have some great insight into how best to make it more effective and productive. You hired adults, so instead of being a babysitter with a manager title, listen to what they have to say. The more influence you can give them, the more effort they will put into implementing the solution they helped develop.

Change doesn’t have to be a four-letter word. It can be the biggest blessing your organization can receive if positioned properly. Imagine coming out on the other side of change stronger and more engaged, instead of beat up and only having survived the process. It’s time to make a difference. What will you do?

Filed Under: International Leadership Blogathon Tagged With: a, be, culture, employee, Employee Engagement, how, International Leadership Blogathon, Leadership, to, William Powell

10 Steps to Lead with Your Personal Brand, not Your Title!

March 25, 2013 by Peter Sterlacci

Guess what CEO, COO, CFO, CIO, CMO? At the end of the day, that title of yours really means nothing. CxOs are a dime a dozen and beyond the initial ‘wow factor’ that you might receive by telling someone you are Chief ‘Something’ Officer, that is where it ends. That fancy title actually ‘commodifies’ you even at the executive level, and people simply do not get excited about commodities!

Your true ‘wow factor’ comes from how your personal brand defines your leadership.” ~Peter Sterlacci Tweet This!

10 Steps to Lead with Your Personal Brand

How can your ‘leader brand’ differentiate you from all the other CxOs out there? Follow these 10 steps to uncover and maintain the ‘wow factor’ of your leader brand.

1. Know Yourself to Grow Yourself

Do you know how others see you? Is there a gap between how you view your leadership and how those around you do? The first step to grow yourself is to know yourself and this involves both internal reflection and gathering external feedback.

The 360˚Reach Personal Brand Assessment enables you to gather data regarding the attributes, skills, competencies and strengths that define your brand. The process begins with a self-assessment and is followed by requesting feedback from others so you can compare how you view yourself with how you are currently perceived. The results will enable you to identify areas that you want to accentuate and areas you want to diminish as you define your leader brand.

2. Articulate your VPs

The foundation of your leader brand is called your “VPs” – vision, purpose, values, and passions.

Vision: Your image of what you see possible for the world – your desired future.
Purpose: Your role in turning your vision into reality.
Values: The ideals or operating principles that determine how you conduct your day-to-day activities. Your values are true to you and you do not compromise them.
Passions: This is what motivates and energizes you. Your passions get you out of bed in the morning, but as a leader always have ‘pure unadulterated tenacity’ to drive your passions forward.

3. Define your Target Audience

When leading your job is not to be ‘famous’, but rather to be ‘selectively famous’. In other words, identify the people who need your leadership and communicate your leader brand only to them. This target audience are the only ones who need to know you. They are the ones who will ultimately make the critical decision to follow you. Once you know your target audience, do everything in your power to nurture them.

4. Tell Your Story

Michael Margolis, founder of Get Storied, says,

“Your story is your brand. You have to get others to believe and identify with your story. When you can do that — the need to persuade, convince, or sell disappears.”

You have a unique story to tell and that story is what makes your leader brand authentic. Of course others can relate to your story because it may be similar, but it is never exactly the same. Each story is unique. Focus on those things that make you unique and capitalize on them. Perhaps your credentials and experience got you into your leadership role, but your character and story is what will compel people to follow you.

5. Create Your ‘Leader Brand Statement’

What do you want to be known for? Having an answer to this question defines what your target audience can expect from your leadership. Remember, this statement is NOT your title! It is also not your personal mission or life purpose. It is a memorable 1-2 sentence statement that is solutions oriented. Here is a great template to use when crafting your leader brand statement:

“I want to be known for being __________ so that I can deliver __________ to __________.”

It is vital that you truly identify with your leader brand statement. You need to live and breathe this every day so take the time to make sure it best represents who you are and what you can do.

6. Build Your Brand Communication Plan

Visualize your brand communication plan as the wheels on a bicycle. Without wheels you cannot move! This plan allows your leadership to move forward.

The center of a wheel, the hub, keeps the spokes together. Likewise the center of your plan is the core leadership message you want to communicate to your target audience. Your communication vehicles, or spokes, radiate out of your core message and provide the support to keep your plan together. These may include presenting at conferences, joining professional organizations, using social media, creating a blog, writing an article or book for publication, etc.

Select a mix of vehicles that you will enjoy doing and will actually enable your leadership to reach your target audience. Remember, a broken spoke makes a wheel wobble and lose its strength. Select vehicles that you are strong at, or at least ones you are happy to make stronger. Schedule these ‘spokes’ into your calendar and commit to executing and repeating them.

7. Follow the 3Cs of Branding

Now that you know what you want to be known for and have a communication plan in place, remember to always follow the three C’s of branding – clarity, consistency, and constancy.

Clarity: Always be very clear about who you are and who you are not. By knowing your unique promise of value you are identifying what sets your apart from other CxOs. This is what differentiates you and allows you to attract brand loyalty among the people who are compelled to do business with you.

Consistency: Once you are clear about your promise of value, consistently demonstrate your brand promise everywhere. This includes your social media profiles, your website, your business cards, your communications. Everything.

Constancy: It is not enough to be clear and consistent if you are not always visible to your target audience. Strong leader brands are constant. They are always there for their customers, prospects, and those who can help them achieve their goals. Be visible or run the risk of being forgotten!

8. Live in the Inquiry

Regular maintenance of your leader brand is necessary so live in the inquiry and always ask yourself if what you are doing or saying is on-brand or off-brand. Is it contributing to your leadership message or distracting from it? Google yourself regularly to see if there is anything off-brand. Ask for direct feedback from your community or do another 360Reach personal brand assessment to check if others see your brand in the same way you have been presenting it. If you find yourself going off-brand, take a moment to stop, assess what has happened, and get back on-brand as quickly as possible. By being on-brand your credibility is maintained.

9. Adapt and Adjust

Your leader brand isn’t static. It should evolve in response to the different expectations you face at different times in your career. Have the self-awareness to evolve your brand and if necessary even reinvent your leader brand.

10. Rinse and Repeat!

On a yearly basis go back to Step 1 and start again. It is important to establish the habit of re-assessing your leader brand and creating a new plan for the year. Has your vision or purpose changed? Do you have a new target audience? Are you no longer living your leader brand statement? Was there inconsistency in how your communicated your brand?

In the end, it is vital for any one of us, not just CxOs, to lead without a title. Perhaps Robin Sharma, author of The Leader Who Had No Title, said it best:

“Regardless of what you do in your organization, the single most important fact is that you have the power to show leadership.”

Follow the 10 steps above and you too will show your leader brand!

Filed Under: International Leadership Blogathon Tagged With: brand, factor, International Leadership Blogathon, Leadership, Personal Branding, Peter Sterlacci, the, the leader brand, wow

How to Solve the EGO Problem on Your Team

March 24, 2013 by Sean Glaze

All high-performing groups will have people who are confident, but if your team is struggling, it may be because people on your team have an ego problem.

Ego is not in itself a bad thing.

All achievers have a healthy ego. Bo Ryan, Head Coach of the Wisconsin Badgers basketball program explains that, “The selfless player with ego is a great team mate.”

But not every player with an ego is selfless, and it is those teammates or coworkers (the ones who have a destructive ego) that make succeeding in an organization difficult. A teammate with a “bad” ego has a negative influence on team chemistry, but also limits his or her productivity and improvement – because bad ego “Eliminates Growth Opportunities.”

A “bad ego” is dangerous. The ancient Greeks used the word “hubris,” and that blinding self-pride was often the tragic flaw that led to a powerful character’s downfall.

So what is the difference between “Bad” ego, that destroys team productivity and cohesiveness, and “Good” ego, that contributes to group success?

The difference can be simplified as destructive arrogance vs. constructive confidence.

Read the following eight descriptions, and see if you recognize yourself or a teammate:

Destructive arrogance (bad ego) – needs to be in the spotlight and takes credit for team success.

Constructive Confidence (good ego) – is comfortable being part of something bigger than himself.

Destructive arrogance (bad ego) is often difficult to approach and belittles others

Constructive Confidence (good ego) is open and warm while sharing encouragement

Destructive arrogance (bad ego) spends most of his / her time talking (and bragging)

Constructive Confidence (good ego) spends most of his/her time listening (and learning)

Destructive arrogance (bad ego) becomes defensive when a conflicting idea is shared

Constructive Confidence (good ego) is interested in understanding other perspectives

Destructive arrogance (bad ego) is threatened by others’ success and focused on self

Constructive Confidence (good ego) celebrates others’ success and wants team victory

Destructive arrogance (bad ego) refuses to acknowledge weaknesses and makes excuses

Constructive Confidence (good ego) admits weaknesses and takes responsibility

Destructive arrogance (bad ego) assumes he/she knows more than his/her teammates

Constructive Confidence (good ego) is willing to ask for advice and leverage others’ strengths

Destructive arrogance (bad ego) usually uses the word “I” in conversations

Constructive Confidence (good ego) usually uses the word “we” in conversations

As you read through the descriptions, did someone in your organization pop into your mind?

Did you see yourself in any of the italicized “bad ego” examples and descriptions?

If so, the good news is that anyone can modify their perspective and behavior to be a more positive and valuable member of a team. A team ego problem can be solved.

So, if someone in your organization has an ego problem, how do you solve it?

As G.I. Joe used to say, “Knowing is half the battle!”

The most important thing you can do is to make them aware of the issue.

In many cases, just the suggestion to a person that they are damaging the team dynamic can be a powerful catalyst for them to begin making a few personal changes in their behavior.

A man wrapped up in himself makes a very small bundle.” ~Benjamin Franklin Tweet This!

Destructive egos eliminate growth opportunities when they refuse to acknowledge their own need for improvement or refuse to see themselves as one piece of a much larger and more important puzzle.

Bad ego causes people to focus on themselves and their own personal accomplishments. It leads to a self-importance that seeks to focus attention on them instead of seeking ways to use their talents and contribute to others.

So what are a few other ways to solve the ego problem on your team?

Well, once you have become aware of the problem (or helped a teammate to acknowledge the problem), you can try the following ideas:

Have the person list the ways that others have contributed to their success – it wasn’t by themselves that they succeeded in the past, and it will not be by themselves and their own efforts that they will enjoy success in the future!

Choose one of the destructive ego descriptors and then assist the person in changing REPLACING the destructive behaviors with more productive and positive ones.

Identify a behavior from the constructive ego descriptors that the person may already do well and suggest ways to leverage it and begin building better relationships with the team.

Have the person make it a point to inquire about other teammates more often – and have them ask for advice about things that they are working on.

Place the person in situations where he/she MUST depend upon others to be successful. Learning interdependence can be difficult, but it becomes easier once the person finds that he/she can trust and depend on others.

Provide opportunities for team building activities and bonding – the more the person learns about their teammates’ strengths, backgrounds, team personality types, and challenges, the more he/she will feel a part of care for the group.

Many years ago, Benjamin Franklin wrote that “a man wrapped up in himself makes a very small bundle.” Our job as teammates is to work together – and remember that confident collaboration creates a far better culture (and far more success to celebrate) than arrogant competition.

When Rick Pitino was coaching the Boston Celtics, he asked Bill Russell to speak to his team before a game. Russell agreed, and began his brief speech by telling the group that HE was the most egotistical S.O.B. in the room. “But my ego was always a team ego. My ego was linked with the success of my team… and the greatest disappointment I had as a player was the year i was hurt and we didn’t win a twelfth title.”

Everything we do as leaders should be geared toward building a stronger team ego.

If you are looking for a special addition to your list of meeting topics or breakout sessions as part of your next conference, consider the benefits of a team development event as a catalyst to improve your group morale, energy, and interactions!

Have you thought of anything that you would like to add to the list? Please comment below.

Filed Under: International Leadership Blogathon Tagged With: Ego Problems, handle, How to Solve Ego Problems, I, Leadership, Leadership in Teams, Sean Glaze, Team Leadership, Team Leadership Attributes, will

To Lead Boldly Embrace Your Inner Loser

March 23, 2013 by Henna Inam

Does fear of failure hold you back in your leadership? True story. A few weeks ago I had a rather large speaking engagement. It was with an audience larger than I usually speak in front of, with content I hadn’t delivered before. The night before the conference I set the alarm for 6 am. I was to meet the conference organizers at 7:30 am for an 8:30am start. Next thing I know it is 8:30am and I am just waking up. First, I can’t find the shoes I’m supposed to wear. Next, I can’t find my car keys. When I find my car keys, my car has disappeared from the garage. I can feel my heart about to jump out of my chest. Finally, I wake up and it’s 4 AM in the morning. Does this ever happen to you? It’s basic fear of failure. And for us to be more authentic leaders, we need to embrace our fear of being a loser. Here’s why.

Fear of Failure

Our fears are completely normal and served our ancestors well. If our cavemen ancestors failed to notice the lioness stalking, they faced some dire consequences. Our bodies have thus evolved to put ourselves in high alert when we detect threats. The problem is that our brains haven’t evolved to distinguish between physical threats and threats to our self-esteem. This state of threat also inhibits our performance, creativity, productivity, empathy, and ability to collaborate with others. That’s just great. Pass the Valium.

How Fear of Failure Undermines Authentic Leadership

The problem with failure is that we take ours very personally. The inner critic says, “Gosh, if I fail at this, it means that I mustn’t be good enough, and if I’m not good enough then no one will love me.” It comes from our basic survival mechanism as mammals where in order to survive, we needed to be loved and taken care of by others. We all have a secret suspicion that we’re really losers and no one will love us if we let them see our inner loser.

This fear keeps us in “performance mode”. It prevents us from letting our guard down with others. The most self-assured and authentic leaders are not afraid to be vulnerable, to show their flaws, to share their failures. That’s because they are already comfortable with their inner loser and know that their inner loser is part of the shared human experience, and in no way undermines their fundamental self-worth.

Leadership Practice – Embrace Your Inner Loser

A critical step to be more authentic in our leadership is to get comfortable with not being perfect. Here is an exercise I’ve tried that works for me. Get yourself a piece of paper and write down:

“I know that I am not perfect because (list past failure or “fatal flaw”), but I know I’m okay anyway because (list some things that are strengths, accomplishments etc).”

This exercise is a great one for giving ourselves a break. We may not be perfect but we can still be okay. It takes the sting out of failure because we don’t attach failure to our basic worthiness. Writing it down was hard for me. Reading it out loud several times helped. Then saying it in front of someone else is the real challenge, but it gets easier with time.

Here are some examples of sentences I wrote for myself:

“That wasn’t the perfect coaching session because we didn’t accomplish our original objectives, but I am still okay because the client had a couple of big aha moments.”

“I’m not the best presenter because I didn’t have the best cadence or posture, but I am still okay because I connected with the audience – people came up to me to tell me how inspired they were by what I shared.”

Stepping into our authenticity is stepping into our real power.” ~ Henna Inam Tweet This!

Our authenticity is the source of our power

As we let go of the need to succeed every time, we have less anxiety, take more risks, and start to see every challenge as a learning opportunity vs. a proving opportunity. We can also appreciate the complimentary skill sets of others while accepting their flaws. As we get more comfortable in our own skin, we can help others be more comfortable in theirs.

Once we accept ourselves with our flaws, it doesn’t make us complacent. It actually helps us move forward with greater confidence. Ironically, accepting ourselves just as we are is the greatest catalyst to our own growth. Embracing our inner loser unleashes our inner superhero – because we are less afraid to just be ourselves. Stepping into our authenticity is stepping into our real power.

Filed Under: International Leadership Blogathon Tagged With: Henna Inam, International Leadership Blogathon, Leadership

Your Thought Leadership is the Compass of your Leadership

March 23, 2013 by Tanvi Bhatt

Leaders make News – Thought Leaders…History

Leaders are many; but thought leaders indeed are rare and distinguished breed. They may hail from the most unexpected echelons of life, and yet get immortalized as Icons; Icons who changed the world.

It does not matter who they were; but what they do. A true thought leader is someone who envisions the day after tomorrow, today; and evangelizes the world towards it. Change is the soul of thought leadership; your thought leadership is the soul of your leadership; devoid of which your leadership journey is set on a compass that points nowhere.

If Leadership be your journey; your thought leadership is the compass you must own! ” ~ Tanvi Bhatt Tweet this!

The 3 strategies that empower your thought leadership to navigate your leadership sojourn are:

Branding Your Leadership

If thou matters; show me how! In the journey of leadership, the destination is not as important as the reason thereof. The most important strategy while playing leadership is envisioning a journey worth taking; in other words branding the story of your leadership and its contribution in making this world a better place.

Your Thought Leadership is your Brand. Period. How you lead the change and grow your brand by mastering the art of leadership is what legacies are made of. In this journey your thought leadership will serve as the magical compass, which will always guide you to achieve your brand’s beloved.

The 5 traits of thought leaders who transform their passion into a legacy by leading their community, their organization, their world towards the change are:

Passionate Perseverance: Passion prevails profession. But when the twain meet: Thought Leadership is born. If thought leadership is your calling: Either adopt your passion as profession or grow to love your profession. Following your passion, with relentless perseverance is the hallmark of a true thought leader.
Ideation fixation: When you are in love with your work: It rains Ideas. Ideas that empower you to create, claim and dominate that one big Idea that becomes your Brand. Get drenched in the idea deluge till that big idea peeks out and bestows some warm sunshine on you.
Super-Human Self Conviction: Every BIG Idea is first ridiculed, opposed and rejected before being celebrated. As a thought leader, self-belief is your super power. “I guarantee there’ll be tough times, I guarantee at some point, you will crave a way out, BUT I also guarantee that if you do not uphold this insane self conviction paradigm, then you will regret it for the rest of your life; because you do know in your heart, this is what you are meant to do!”
Inspiring Change: Does your idea inspire a change in the world? Brilliant! Now be the change. Thought Leaders aren’t preachers; but doers. ‘Think, Do, Inspire Action’ is the mantra for you.
Eternal Commitment: Your thought leadership is the raison d’être of Brand YOU. Staying true and committed to this purpose of your life is critical to your brand, even after being hailed as the messiah of change.

Living your Leadership

Lead all you may; but where to? Your thought leadership compass is due at north for the Brand YOU. But is it exactly where your tribe also wishes to go? The second strategy to adopt while living your leadership is leading the world to the place they wish to go to-and not where you wish to take them to! The Golden Rule of Leadership is to know the answer to the singular most important question in your tribe’s mind: ‘What’s in it for me?’ It is your leadership’s moral responsibility to empower them to lead their lives to their next milestone. Know thy answer and ensure they understand it as well; lest you do that, you might end up north-alone or maybe not at all.

Leadership, when set upon together is a beautiful journey. It’s a journey where the power of ‘we’ is amplified to its best by your tribe; because unless there is a ‘we’, the leader’s ‘I’ factor matters naught. You truly become a leader only when you are a part of this ‘we’; only when you have something to offer that truly resonates with the needs and desires of the ‘we’; only then you shall get the chance to embark upon your journey of leading the ‘we’, and thus living your leadership. So, my dear friend, if you do not inspire the ‘we’; rest all becomes a moot point.

Growing your Leadership

Like Life, Like Brands, Leadership must evolve. Like your dreams, hopes, aspirations, passions and destinations, your brand and your thought leadership must also evolve-must move forward perpetually. Thought leadership is anything but a onetime fixation to accomplish a journey. Leaders may not always be thought leaders; but thought leaders are leaders forever. They are fuelled with an insatiable desire to lead the world to the day after tomorrow, every single day-even during the brightest dawns and the darkest nights. In the true thought leader’s day, even after the sunset, his thought leadership compass illuminates his journey up to the next dawn, and the day after’s, and so on.

The third and the best kept secret of the most iconic thought leaders is Growth: ‘They do more of less.’ My personal advice to each one of you reading this is to do exactly that: Grow the thought leadership of your leadership—‘Focus on the focus of your brand’s thought leadership; then every single day again focus on how to leverage on this focus to continually dominate and own your brand’s thought leadership.’ Simply put: Build and Nurture the singular Idea Tree of your Thought Leadership that is empowered to flourish come what may. Every day religiously water this tree and let it grow one more leaf that further amplifies that expanse and benevolence of your thought leadership. When you look back, I promise, you shall witness a beautiful legacy of your thought leadership growing and flourishing every single day-under the dedicated aegis of your leadership and commitment to its growth.

Leadership becomes a fascinating experience and not a liability when you brand it with your thought leadership. My closing words for you: Thou are not born to follow, but lead; and not just lead a few men, but the world through a glorious experience of your brand, your thought leadership…All you need is that compass pointing right towards this very change you seek.

Filed Under: International Leadership Blogathon Tagged With: Brand YOU. Personal Branding for CXOs, International Leadership Blogathon, Leadership, Tanvi Bhatt, thought Leadership

Are We Over Grooming Our Leaders?

March 22, 2013 by Karin Hurt

“Stop grooming me!”
“I don’t want to be like you.”
“I don’t want to lose the core of who I am.”
“I want to lead like me, not you!”
“My team has damn good results and they are happy… just how is my “smiling less” going to help the situation?”
“Will pricey shoes really make a difference?”
[Read more…]

Filed Under: International Leadership Blogathon Tagged With: executive coaching, executive development, grooming, how, in, Karin Hurt, Leadership, leadership development, Let's Grow Leaders, politics