Leadership Insight with Rising Sun

When it comes to building a healthy culture, there is no greater or more impactful example of culture than that of leadership.    Research continues to show that many of the world's most profitable companies attribute a great deal of their success to their organizational culture.  At the forefront of these organizations are leaders who actively, regularly, and genuinely display the type of behavior desired for all of its members.    Some leaders equate their high visibility to constantly being put under the microscope.  They describe the dynamic as having a small margin for error as the world dissects their every move.    Conversely, some leaders capitalize on such heightened visibility as an opportunity to introduce or reiterate their culture.  Unlike the first group, they show less signs of stress because they are energized by the culture in place and have integrated it into their daily leadership.  Leading with their culture as a guide is not a burdensome task; it's simply the norm.    Leaders who serve as role models set the tone by setting the example.  They aren't always the most charismatic or outgoing leaders; they just say or do things they feel will have an impact.  And they say and do these things often.    Many workers are skeptical when it comes to the intentions of leaders.  The aforementioned charismatic or outgoing leaders sometimes do more to hurt their ability to be impactful than to help it.  Workers don't necessarily see culture champions, but rather self-serving individuals who enjoy the spotlight or the grand stage of leadership.    Other leaders show that it's possible to be less flamboyant or outspoken, but just as effective.  They may not do anything outrageous, but they are doing many of the small things that easily resonate with followers.  As a result, they establish trust and put to bed the skepticism other leaders struggle to overcome.   As employees begin to see this behavior as normal and genuine, similar behavior starts to permeate throughout the organization.  What was witnessed at the top of the organization has now worked its way down.   Leaders have a choice.  They can leave the importance of culture and values to the rest of the organization and simply go about their day.  Or, they can be the biggest and brightest example of culture within their organization.  One may or may not produce results.  The other will surely have an impact. 

Employee surveys can be a great source of information.  They can provide an intimate perspective of certain facets of the organization which may go unseen or unexperienced by leadership.  However, sometimes organizations are not prepared for the insight they receive.  They may feel that certain initiatives or decisions should be met with affirmation and positive accolades, only to find out that part of the employee population feels differently.    What do we do now?  Some organizations view the insight as a humbling experience and use it as an opportunity to improve.  They may reach out to specific individuals and ask clarifying questions or seek additional information.  They may pull project teams back together to discuss the feedback and determine how best to utilize it in future endeavors.  While it's no guarantee that leadership will make changes (nor should they unless they determine it's appropriate to do so), employees have visual and concrete evidence that their voices were heard.   Other organizations opt to refute or outright ignore the information.  They make excuses for the information, challenge the source(s), or downplay the insight as insignificant complaining from a few select or disgruntled employees.    This begs the question, why ask for the information in the first place?   It seems as though some organizations are comfortable with the message that simply executing a survey sends.  Hey, we asked.  Many organizations don't do that much.  The message which goes unrecognized, however, is the one that tells employees their insights are wrong or just don't matter.  If the survey is conducted annually, the exercise is reduced to an irrelevant tradition which ends up eliciting less insight each year and more confusion over why the organization continues to ask for it.  Such organizations need to ask themselves, where is this frustration or inactivity coming from?  Is the survey simply a means of checking a box?  Is there a denial (or directive) in place which says things are fine the way they are?  Does leadership not want to admit they got something wrong?    It's hard to acknowledge our mistakes.  It's even harder when there are high expectations for making as few of them as possible.  However, the hardest thing to overcome is a stubborn or inflexible culture.  Effective leaders and organizations don't necessarily like to fail or admit they got it wrong.  Yet, the more they acknowledge and learn from what they did wrong, the more they eventually start to get right.    Our advice to leaders is to recognize that there is still work to be done after the survey is sent and the feedback subsequently collected.  Be deliberate and intentional about discussing what the feedback is or isn't telling you.  Be curious and seek out answers to fill in the gaps.  Give employees the opportunity to have a voice and then show them that their insight is both appreciated and valuable.  If you're only willing to accept certain answers to your questions, you may want to reconsider asking them.  

John Maxwell said “A leader is great, not because of his or her power, but because of his or her ability to empower others.”  All too often, organizations are held hostage by their own people.  What does that mean?       We're so glad you asked.    Being held hostage by your people is a dynamic that explains leaders who do more to withhold knowledge and experience than to share it with others.  When these leaders leave for new opportunities, the organization is left scrambling to recreate that knowledge or experience from scratch.   As we've discussed in the past, servant leadership is coaching style of leadership which emphasizes the need to develop an organization's greatest resource – its people.  A big part of coaching and servant leadership overall is delegation.  And while some leaders might indicate that delegation is a prominent component in their leadership, we would challenge everyone to assess just how well they delegate.    Much of the research on delegation shows us that the practice is carried out with either the wrong intentions or with improper execution.  A task or responsibility may simply be passed off with no real intent to grow or develop the employee.  Additionally, the leader may assign a new responsibility, but then fail to adequately follow up or check in with the employee in order to gauge progress and address challenges.  In both cases, the employee is left feeling frustrated by either a task that was pawned off on them or by the lack of support given with which to complete the task.    Delegation can be a great way to ensure an organization is raising up its next set of leaders in order to reduce the “hostage effect.”  However, if not performed correctly, it could also exacerbate the effect through the risk of not only losing leaders, but high performers and high potential people as well.    Empowerment is a great leadership buzzword; but to be effective; it requires more than a simple transfer of power.  It requires a leader to determine that the task or responsibility being given to the employee is a good match based on their skills and potential, and, subsequently, that the leader provides the necessary follow up so that the employee is given the proper encouragement and guidance to be successful.   

We often hear that effective leadership requires bold decisions and behavior.  However, servant leadership principles tend to illustrate a very different type of leader from what most people are accustomed to.  While we don't disagree with the premise that leaders need to be bold, we want to look at the term through a different lens in this episode.    One definition illustrates the word “bold” as showing the ability to take risks; to be confident and courageous.  Here, again, we wouldn't disagree with that interpretation.  However, it's our belief that some leaders apply a narrow perspective to risk taking and courage.    Being bold does not always imply blatant action or outrageous thinking.  Sometimes being bold comes in the form of simply opting not to act how the world expects us to or pausing to reflect on our thoughts instead of constantly forcing others to agree with our thinking.    As servant leaders, we view listening as bold in a world where many leaders love to hear themselves talk or repeatedly show you how smart they are.  Boldness may come in the form of slowing down at times and re-assessing when others have established a breakneck approach at a breakneck pace.  And bold leadership may actually be equipping and empowering others to lead in tandem instead of always assuming a fixed position at the front of the line.   You may say, how will I stay relevant, competitive and innovative with this quieter, slower approach?  Well, as they say, sometimes the answer lies in the question.    Slower doesn't mean stop.  Quieter does not imply total and lasting silence.    We love how one author referred to bold behavior.  To them, they equated being bold with that of a predator's stealth.  The predator is not so loud as to startle its prey to where it might run off.  It isn't so quick that it can be seen approaching from feet or even yards away.  The predator's boldness is evident in how it acutely views its environment, slowly and steadily; and how it listens for clues which may or may not provide additional insight.    Sometimes the bold leader isn't always the loudest person in the room or the most animated.  If you pay close attention, the bold leader may just be the person who is watching and waiting for the right time to strike.         

Why are we still so afraid of conflict?  Why do we assume the mere presence of conflict is always negative?  When it comes to addressing conflict, there is an immediate assumption that the conversation/interaction will go poorly and possibly lead to something much worse.    Years ago, we used to rate a successful marriage by how little a couple fought.  It wasn't uncommon to hear a story about a husband and wife who had been married for forty years and how they “never had a fight.”  The statement may or may not have been entirely accurate, but it gave the impression that for a marriage to be effective that conflict couldn't or shouldn't be a part of it.    Recent research paints a different story.  Today, couples who learn how to have productive conflict are more likely to stay married longer than those who don't.  Organizations and leaders should take a similar page from the playbook.    It isn't that conflict in and of itself is bad, it's the negative messaging and reactive behavior that drives this misguided narrative.  The more that leaders express their frustration over conflict and subsequently choose to avoid it, the louder the message they send to the attentive eyes and ears of employees.  In the end, any attempt to view the conflict in a different light is destroyed.     Additionally, because so many leaders tend to avoid conflict until things essentially “blow up” and force them to address it, they typically do so in a heightened emotional state.  This approach to resolution can lead to accusatory or judgmental statements, as well as the need to immediately defend oneself.      Yet, when leaders portray conflict as healthy and normal, the culture begins to change.  Remaining calm in the face of conflict can show employees that it is possible for a rational discussion to take place despite the circumstances.  Furthermore, leaders who keep the focus on the conflict itself as opposed to assigning blame or behavior to others, are more likely keep the experience positive and not ignite emotional defensiveness.    While much of conflict resolution is essentially reactionary, we submit that there are opportunities to be proactive.  One way is to set a healthy tone early and to prepare your team for inevitable conflict.  Striving for a culture which is completely free of conflict simply isn't feasible.    Another way is to establish guidelines for how the team will approach a conflict when one occurs.  This could be agreeing to enter into discussion with an open or curious mind.  It could be ensuring that all parties will do their best to remain calm, not become defensive, and not talk over one another.  The more you discuss what you'll do if conflict happens, the better prepared you'll be when it does.    Conflict doesn't have to be something that generates fear, anxiety and anger.  It can be something that leads to better discussion, increased emotional intelligence, and enhanced problem solving.  The process will not be absent of emotion, but it is possible to pause, process through those emotions, and engage others with positive intent and results.      

Nothing describes a late summer day in Central Pennsylvania better than the three H's…hazy, hot and humid.  But what do the three H's have to do with leadership?    While you can't necessarily see the humidity outside simply by looking through your office window, you most certainly feel its presence the second you venture outdoors.  When we think of those of who have influenced us over time, most likely it's not their physical appearance or blatant actions we recall.  As Maya Angelou once opined “I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”    Oftentimes when leaders think of their ability to influence others, they think of the continual need to convince others to do something or to force compliance through constant communication, action and decision making.  While these things are certainly important, we submit that leaders can actually exert greater influence through helping others become more cognizant of their own behavior and how it affects others.      We argue that leaders who show genuine interest in others, exhibit good listening skills, and display active curiosity can actually be more influential compared to their overly aggressive counterparts.  The goal here is to allow influence to take place over time naturally instead of forcing it onto others through the use of power and position.     Similar to business or executive coaches, leaders can use questions to provoke thought and to allow an employee to come to more impactful conclusions on their own.  In fact, sometimes a person has to physically say words out loud for something to really hit home.  (Did I just say that?  I wasn't even aware I felt that way.)  We like to refer to these instances as lightbulb moments.    Leaders who can ignite more lightbulb moments will leave a longer lasting impact compared to those who simply and constantly force their thoughts and opinions on others.  Effective leaders don't necessarily set out to be influential.  Yet, when they display and emphasize the value in others, they end up leaving a mark that may not be visible, but is certainly felt. 

Today's workforce is one of the most diverse in history.  Workers fall into one of five (yes five) different generations.  While diversity and inclusion continue to garner a great deal of attention, organizations and leaders are struggling to address tension and conflict when it comes to many different people working together and interacting with one another.    Perception is not always reality.  We like to say that our perceptions may be our reality, but are they truly reality?    One of the greatest challenges to multi-generational cohesion rests with perception.  From perception of values, to work ethic, to tech savvy; many find themselves in poor relationships with co-workers because they've allowed their perceptions to become their reality.    Furthermore, many individuals gravitate to others in the same generation or those who simply share the same perspectives.  There is comfort in aligning ourselves with those who agree with us.    While this gravitational pull to other like-minded individuals gives off the impression of cohesion, the opposite is actually true.  In fact, when people can't be around others who share their perspectives, many opt to isolate themselves or even avoid other workers outright.    In this episode, we'll break down these and other challenges associated with leading a multi-generational team.  We'll also uncover some often-overlooked similarities that ring true across all people; regardless of generation.  Finally, we'll tell you what recent research says is the ticket to bridging the gap and bringing your multi-generational team together.   

When is the last time you paused and gave thanks for the things in your life that you know to be true and good?    There is growing research on the multitude of benefits associated with gratitude.  From physical benefits such as the ability to lower stress and create better sleep habits, to psychological benefits like increased satisfaction and resilience; implementing a regular practice of gratitude can have a significant impact on our lives.   Taking time each day to be grateful can actually play a role in how our brains are wired.  A concept known as neuroplasticity explains how through changes in our thinking, we can actually create new connections and pathways to happiness.  In essence, we can train our brains to better focus on the positive of a situation instead of immediately going to the negative.   Keep in mind that such a dramatic shift in thinking doesn't happen overnight and requires a great deal of practice.  Like any change in behavior, it starts with creating new habits.  Gratitude will not necessarily change or eliminate the challenges we face in our lives, but it can be a powerful tool in how we perceive and ultimately address them.      While the impact of gratitude can be so strong that its effects have been compared to that of medication, it can also help in improving leadership effectiveness.  Research has linked gratitude to higher levels of empathy, compassion, and overall likability.  Leaders who show and practice gratitude are shown to build healthier, more trusting relationships.    Start making gratitude not only a regular part of your leadership, but also your life.  For additional background and thoughts on this topic, click the links below.      https://www.bible.com/reading-plans/22322/day/4?segment=0  https://positivepsychology.com/neuroscience-of-gratitude/ 

“We have found that by reaching for what appears to be the impossible, we often actually do the impossible; and even when we don’t quite make it, we inevitably wind up doing much better than we would have done.” -Jack Welch  Oftentimes, leaders set high expectations for their organizations and their employees in order to maintain relevance and maximize potential.  However, many leaders wind up expressing disappointment and frustration when those expectations aren’t met.  Why do so many well-intentioned leaders have employees who consistently fall short of or fail to adhere to expectations?    In our experience, leaders need to first look at the priority they place on accountability.  All too often, there is a great deal of effort placed on setting expectations and very little follow through.  Once an employee sees that expectations are simply words on a piece of paper, that’s exactly how they treat them.    The desire to adhere to expectations is low because the willingness or priority that leadership places on enforcing expectations is equally low.  We’ve seen a similar parallel with an organization’s core values.  Typically, an employee can recite at least one or two of the organization’s values.  Yet, when pressed for more insight as to how those core values are lived out within the organization, or essentially the behaviors that illustrate those values; employees struggle to respond.  Conversely, when an organization places a higher priority on their values, it is immediately apparent in every aspect of their operations.    In addition to making both the setting and enforcing of expectations a priority, there are several other things a leader can do to ensure not only high expectations, but high adherence.   Ensure the expectations are clear.  Leaders cannot assume employees understand an expectation.  They should find ways for employees to show they understand.      Communicate early and often.  Adherence cannot be accomplished with a set it and forget it approach.  Making the enforcement of expectations a priority means introducing, explaining, and reiterating expectations; as often as necessary.      Gain employee consensus.  Don’t misunderstand this one.  This is not the employee approving or endorsing the expectation.  Rather, consensus means they understand the expectation and agree to adhere to it.  This is also not to say they won’t encounter challenges.  When they do, leaders should discuss those challenges and develop a plan for how to overcome them.  Blatant refusal or ignorance is a different issue, but one that needs to be addressed immediately as well.     We submit that the problem of low adherence to expectations isn’t necessarily with the type of expectations set, but whether or not communication, reiteration and accountability are important enough to remain at the forefront of one’s leadership.   

Author and professor, Adam Grant, recently wrote an article in the New York Times.  In the article, Grant discusses a concept which centers on the “stagnation and emptiness” that many are feeling as a result of the pandemic and other current stressors.  He refers to this aimless feeling as languishing.  (You can find a link to the article below.)    As many people wait for normalcy to return or a new normal to play out, they find themselves mired in this state of languishing.  This has bred feelings of hopelessness, despair, and other strong emotions derived from a prolonged state of anticipation and negativity.    Some may experience escalated levels of languishing which border on or may even indicate an early sign of depression.  They’ve lost jobs, loved ones, or simply struggle to find sources of happiness and satisfaction.  Others may experience more tempered levels of languishing to where a certain level of confidence remains and, with enough positive experiences in which to build on, they could emerge from their joyless state.   We urge those of you who are waiting to fight the feelings of languishing until some semblance of normalcy returns to stop waiting.  Make the choice to start fighting those feelings today.    Focus on what is certain, as opposed to waiting for the uncertainty to take shape.  Embrace the positives, even if they come lately in small doses.  Go back and listen to our series on resilience and start developing the tools you need to be successful and joyous in less-than-ideal situations.  Lastly, have the courage to ask for help.  Seek out the wisdom and counsel of those who can help you to generate the confidence to not only live a life without languishing, but to genuinely thrive.    And if you’ve managed to fend off the effects of languishing, be a source of comfort and support to someone who may not be as fortunate.  Look for signs of languishing in others.  Are they not their usual selves?  Are they absent of emotion; good or bad?  Are they struggling to see the positives in the midst of uncertainty?  Be a light when all that others see is darkness.    If you’d like to check out Adam Grant’s article, click the link below.    https://www.nytimes.com/2021/04/19/well/mind/covid-mental-health-languishing.html  Grant also recently published his latest book, Think Again.  The book offers fresh perspectives on how we formulate our opinions, interact with others, and make decisions.  Click the link below for more information.    https://www.amazon.com/Think-Again-Power-Knowing-What/dp/1984878107/ref=sr_1_1?crid=21MP2WLJ569J0&dchild=1&keywords=think+again&qid=1620314364&sprefix=think+aga%2Caps%2C205&sr=8-1 

As more people become vaccinated and states continue to ease restrictions, many businesses are formulating a plan for how to bring employees back to the office, make work from home permanent, or adopt some type of hybrid model as their new normal.    Certain employees will welcome the opportunity to return -- to see friends, co-workers, peers…to see them period (physically).  For them, returning to the office represents a return to a place where they feel they can concentrate solely on their job responsibilities without distraction.  While there may be an out-of-sorts feeling for a little while, they feel the adjustment or re-acclimation to office life will be a relatively smooth one.    Others, however, were hoping the call to return was delayed for several more months or quite possibly that it never came.  Fear may plague their minds about the lingering effects of COVID, social/political unrest, or something else.  Perhaps they’ve adjusted well to WFH and simply don’t want to go back to the office or feel the need to go back.  Maybe they felt abandoned by their organization at a time when they were needed most and aren’t quite ready to face the company’s key decision makers just yet.    Whatever the reason (or reasons), leaders must be ready and equipped to handle an environment which may be thoroughly segmented or disjointed.  Emotions may run high for some time.  New triggers or those which happen much more quickly should be anticipated.    Different opinions, feelings, and thoughts have been separated to a degree for over a year in some organizations.  Leaders need to be aware and prepared for what bringing everyone together again will look like.  Conflict may happen sooner, last longer, and could be more severe.  Employees who weren’t given the option to work from home may harbor resentment towards those who were and vice versa.  Concerns over mental health stability are prevalent; from both the leader and employee perspectives.      Leaders should to take stock in the tools they possess in their toolbelts, as well as the additional resources which are available to them.  Many organizations pay for benefits like EAP services, but very few employees ever actually take advantage of it.  While much attention is placed on employee welfare and support, leaders should make time for their own self-care.  Utilize networks and support systems for encouragement and assistance.    In our last episode, we talked about the concept of loving your employees.  If there was ever a time to show care and concern, it is now.  This should be a time of hope and resurgence, and for many it is.  For others, the emotions may not be all positive.  This could impact interaction, performance, and overall well-being.  Leaders should be on alert…be patient…listen…but also know you can make a real difference in how your organization moves forward.     

Does love have a valid place in leadership?  We say, absolutely yes!  In fact, effective servant leadership cannot exist without love.  Then why does the term not hold its rightful place in the leadership vernacular alongside concepts like compassion, empathy and respect?  Well, it starts with how the word love is defined in this case.    Love, for our purposes, has nothing to do with attraction or obligation.  Servant leaders who love express a genuine desire to want the best for others; to see them grow, improve, acknowledge mistakes…to lead the best possible life.  So, what does this type of love look like?  Servant leaders who show love for their employees do so by investing in them; personally (appropriately) and professionally.  They don’t just show care, they actually care.  Servant leaders take interest in others and are curious; they ask questions and genuinely want to hear the answers before responding.  They challenge their employees to grow and develop, but not without the support and encouragement needed to overcome challenges.  Finally, servant leaders hold their employees accountable.  They hold tough conversations with employees when they fall short of expectations or stray off the beaten path?  Such conversations are not meant as a gotcha or a means of baseless criticism.  Similar to how a parent disciplines a child; accountability reinforces a love based on learning; not enabling or avoiding.    Many will refuse to incorporate the term love into their leadership approach out of fear for misinterpretation or misunderstanding.  The lesson here is not the label used to describe these actions, but rather the actions themselves.  As the workforce is changing, employees are demanding things like care, compassion, recognition, and praise.  They want to be loved.    For more insight into how to love as a Servant Leader, read James C. Hunter’s book The Servant.  

A great thinker, Ferris Bueller, once said “Life moves pretty fast.  If you don’t stop and look around once in a while you could miss it.”  If only Ferris knew how fast life would move in 2021 compared to 1986.  While the world continues to get faster and faster, we are submitting a campaign for slowing down.  One of the problems we as humans face is an inability to react both quickly and rationally….consistently.    What happens when conflict emerges or the unexpected occurs and our desire to defend kicks in?  Typically, we don’t stop, process, and then respond.  Rather, we respond and then possibly reflect back on that response when the dust settles.    We quickly send emails stating our position or opposition (usually with some bold or underlined words and a few exclamation points).  We vent on social media and then rush to delete the post once cooler heads prevail.  And we interrupt mid-sentence because our thought most certainly is much more insightful compared to that of the person speaking.    Periodically, we talk about the myth of servant leadership as a weaker form of leadership.  We think a similar myth extends to the soft-spoken or oft unspoken.  While their approach may lean to the softer side, their words and tactics can have a significant impact.  Where others feel they need to say more to be heard, some actually say more with less or realize that not everything warrants an immediate response.       In a fast-moving world, we tend to yell louder than the next person in order to be heard.  But are we actually hearing anything at all?    Slow is fast.  As leaders, we need to learn to get the ball in our glove before throwing it to first base.    It’s true we don’t always have the time to fully process in the moment, but are we processing at all?  Are moments just that, or are we making them out to be bigger?  Conversely, do we respond to single act without knowing the full context of the person or situation?      The purposeful pause can give us time to regulate our emotions, to consider other perspectives, and to be curious in a way that avoids assumption or quick judgment.  This simple act can be very difficult to incorporate into our daily interactions, but it can also be the thing that moves us from simple interaction to meaningful conversation and continual learning.    Utilizing the purposeful pause doesn’t have to grind things to a screeching halt.  In fact, once you’ve learned to use it well, you may discover that you actually go slow faster than most. 

Would you like your compliment sandwich on white, wheat, or rye?    We’ll politely decline the sandwich overall and instead ask for a slow-cooked plate of relationship building, a side of trust, and we’ll finish it off with a tall glass of praise.    The premise for the compliment sandwich is not a bad one; build one’s confidence so that they can handle and overcome critical feedback. However, the problem with the ‘sandwich’ rests in its short-term, oftentimes disingenuous, and infrequent execution.    Rather than establish a tone of continual praise, feedback, and coaching; the compliment sandwich offers a quick, albeit ineffective, attempt to deliver criticism in a way which ideally is supposed to make both the supervisor and employee more comfortable in having the discussion.  If I build them up first, they’ll feel good about themselves.  I can then quickly offer the criticism and jump right back to another compliment so that they end the conversation on a high note.    The research shows that most recipients of the compliment sandwich immediately discard the initial compliment once the criticism appears.  Worse still, there is a chance the criticism itself isn’t heard either because the employee is frustrated how quickly their supervisor moved away from the forced good to the supposed bad.   Critical feedback is more easily offered and received when there is deliberate and genuine relationship building taking place.  When a supervisor makes specific and timely praise a part of their regimen, the employee knows they have taken a vested interest in their growth and development.  This is where confidence is inspired.    Yet, what is growth without accountability?  Effective supervisors deliver critical feedback from a position of care and learning, not to simply check a box in addressing an immediate performance issue.  And instead of ending the conversation with another baseless compliment, the supervisor finishes the conversation by asking how he or she can support the employee moving forward.  This is how trust is cultivated and the ability to communicate back and forth effectively is strengthened.    If you’ve made the compliment sandwich a fixture in your leadership style, we urge you to change your diet and load up on staples which truly inspire confidence and create the ability to provide tough feedback more effectively.    

How well do leaders really know themselves?  Many like to think they are excellent communicators or attentive listeners.  Yet, the true numbers are usually much lower when leaders are pressed for additional insights and examples.  So why the disconnect between those who think they are and those who actually are?  The answer lies in a leader’s ability to be accurately self-aware.  Don’t gloss too quickly over the key word from that last sentence; accurately.  Oftentimes, leaders mistakenly equate things like success and experience with proficiency in other areas such as listening.  However, the people they lead can sometimes tell a much different story.    Successful leaders can struggle to identify with anything that may affect their performance, stifle their confidence, or pose a threat to future accolades.  For these reasons, such leaders tend to in-accurately self-identify.  Instead of displaying the humility to question their current level of effectiveness or to allow themselves to receive constructive criticism, they go through each day with a misguided air of sureness.    Effective leaders, though, are comfortable being vulnerable.  Despite a possible wealth of knowledge and experience, they maintain a desire for continuous improvement.  They seek out the opinions and feedback of others.  More importantly, they accept that feedback graciously and use it as a foundation for growth and development.  Additionally, effective leaders work to create new habits, set goals, and hold themselves accountable.    So, when effective leaders are asked about their ability to communicate well or to listen attentively, they are keenly aware that there is always room for improvement.     

The practice of coaching has exploded recently as more and more leaders are looking to increase their overall effectiveness.  However, the impact of coaching can be seen not just in the formal coach/client relationship, but also the supervisor/employee relationship as well.    Coaching can sometimes get lumped in with other terms like counseling or therapy, but the practice is actually quite different.  Coaching is about helping others to grow through genuine curiosity and strategic partnering.  Clients are not simply given answers or direction.  Rather, they work with a coach to arrive at said answers and to determine their own path going forward.    Coaches work with clients to increase perspective, make better decisions, and become better problem solvers.  The practice can be extremely effective as it incorporates focus and motivation.  When clients share their goals and ideas, the coach works to hold them accountable to ensure their goals are reached and challenges are overcome.    Research shows that coaching can have a greater return on investment compared with training.  Training tends to be impersonal and/or one dimensional.  Coaching, however, can impact the client as a whole; personally, and professionally.    Debate centers around the notion that clients can ultimately become dependent on their coaches or that coaches allow the relationship to go on longer than necessary purely for financial benefit.  With that in mind, clients should continually assess things like rapport, curiosity, and value.  Not all coaching relationships are perfect matches.    Furthermore, each coach brings certain experience and expertise to the relationship.  Make a point to screen your coach before entering into an agreement.  Thereafter, periodically assess the relationship to ensure it continues to provide value.    

With the new year in full swing, it’s a good time to assess your growth and development.  Gauging your effectiveness as a leader starts from a standpoint of humility.  Having a keen self-awareness of both your strengths and weaknesses can provide you with the proper foundation for how best to move forward in 2021.    Research shows that people who not only set goals, but continually reach them, are more successful than those who don’t.  Additionally, those who apply specificity to their goals and document them in an action plan are more likely to reach their stated goals.     Other barriers to success can center on setting too many goals or setting overly ambitious goals.  In regards to the former, you shouldn’t set goals simply to show others how busy you are.  Occupying time with numerous “tasks” in order to look busy provides a much different outcome when compared to setting relevant and meaningful goals.  It’s not necessarily the number of goals you set, but rather how those goals increase your knowledge, improve skill set and ability, and align with the organization’s mission and vision.   Choosing goals which aren’t too easy or too ambitious means looking for the proverbial sweet spot.  Understanding how to challenge yourself, but also knowing your limitations when it comes to time, workload, and resources can help you to pinpoint the right goals.    One process which is prevalent in many organizations is the use of SMART goals.  SMART goals are Specific, Measurable, Attainable, Relevant, and Timely.  Other iterations have incorporated aspects such as an ethical, rewarding, or values-based quality.  Applying this acronym to your goal setting can ensure that many of the issues mentioned above are addressed.    As you set and achieve more goals, your brain continues to envision a stronger version of yourself.  This mentality helps to combat complacency and motivates you to constantly reach new heights.   

If asked whether or not their organization has a set of core values, many leaders would respond in the affirmative.  A smaller number could recite all or at least some of those values, as well as identify where those values could be found within the organization (i.e. company intranet, posted on the walls in their building, conference rooms, etc.).  We submit that even fewer leaders yet, if many at all, know what those values specifically mean to and within their organization.    Organizations who have thrived on the heels of a values-based culture have clearly identified the behaviors which reflect adherence to those values.  The behaviors are evident in multiple facets of the organization starting possibly as early as the first encounter with a potential candidate for an open position.  These organizations have figured out how not only to make these values a significant part of how the organization operates, but in how employees perform, communicate, interact, make decisions, and resolve conflict. The evidence of a thriving values-based culture can be easily seen both inside and outside of the organization.  It is noticeable to vendors and other stakeholders in the relationships which are built and maintained.  It is evidenced in the way members of the organization interact with customers and how they deliver on their products or services.  Much of the success associated with these organizations can be attributed to the fact that culture was deemed a priority.  The details of it were specifically drafted, frequently taught, and strictly enforced.  Finally, employees in these organizations have bought into the culture.  They hold themselves accountable when their behavior doesn’t align with the values and are unafraid to call out their peers when similar behavior is displayed.  Such behavior might even be discussed and/or measured in performance appraisals.  There are many benefits to implementing a values-based culture over a rules-based culture.  Yet, many organizations fail to go beyond simply selecting the values they feel are important to them.  The result is a stark contrast between the culture they feel the should or want to have versus the one that actually exists.  We urge leaders to put the time in to define what your values look like and mean to your organization.  Additionally, we encourage you to set the tone by displaying these behaviors and recognizing/praising similar behavior in others.  Once leadership shows that culture, and more specifically a values-based culture, is a priority to them, it will become a priority to other members within the organization as well. 

In this episode, we wrap up the conversation on resilience by looking at some character traits of resilient people.  The list is certainly not exhaustive by any means, but rather a starting point when thinking about your own capacity for resilience and how to ultimately grow it.  Awareness – Understand that life happens.  Know that adversity is a big part of it.  Life doesn’t always need to come to a screeching halt when adversity strikes; nor do we have to become paralyzed by its impact.  Part of resilience is accepting that life is hard and that challenges will ensue.  Having this mindset is an important first step to building resilience.    Self-Management – In addition to being aware that adversity is a fact of life, resilience is also about being aware of our emotional responses to adversity.  Through this awareness, we are able to manage these emotions before acting or responding to adversity.  If we don’t manage them, such responses can be compromised by heightened emotion or clouded thinking.  Optimism – Another trait of resilient people is the ability to be optimistic.  Resilience doesn’t ignore what is going on around us or make us naïve to possible ramifications.  It helps us to persist nonetheless and to choose hope over helplessness. Constantly Strengthening – What happens when we lift weights for the first time or when we resume lifting after a long hiatus?  That’s right, we experience pain.  A parallel can be drawn with resilience.  We have to work at building our capacity for resilience in order to become more comfortable with different forms of adversity.  Early on, responding to adversity is not absent of pain.  In fact, the pain may never fully go away when dealing with adversity.  Yet, it should lessen or dissipate more quickly as our capacity continues to build.  Non-judgmental – To clarify, judgmental in this sense is not about judging others, but rather judging or making determinations on possible outcomes prematurely.  Lacking resilience means assuming the worst in most situations.  Conversely, resilience helps us to take a more cautious or optimistic approach.  We remain hopeful.  We look for growth opportunities or life lessons.  Despite negative consequences, many times there is something positive to take away from the experience.  Curious – Stemming from the previous trait, resilience forces us to ask questions and seek information.  Commonly, when gaps exist, we tend to fill them in with assumptions.  Many times, those assumptions are negative.  Resilience teaches us to arm ourselves with as much information as possible so as not to draw uninformed conclusions.  If after reading this list you feel a little deflated, realizing these traits simply don’t represent who you are; all is not lost.  As we’ve said throughout this series, measuring resilience is best illustrated using a dimmer switch; not an on/off.  It’s never too late to begin building your capacity.  Start by engaging and interacting with other resilient people.  What do they say?  What do they do?  Strive to emulate them.  Next, learn to better identify your emotions.  Once you acknowledge them, you will find yourself in a better position to manage them.  And finally, be optimistic.  Things rarely play out the way an overly negative or cynical mind believes it will.  Look for the good.  Look for the lesson.  If you do, you are well on your way to building resilience. 

It’s fair to say that just about every one of us has dealt with some form of adversity in our lives.  From smaller bouts that have come and gone quickly to more prolonged episodes that really brought on a significant amount of stress; life happens.  Yet, what is far less consistent, are the responses to adversity.  Those with higher levels of resilience don’t shy away from it.  They may not have an immediate or wholly successful solution, but this doesn’t impact their willingness to face adversity head on.  Afterwards, they review the experience with reflection and assessment.  They understand the lessons learned and are able to recall those lessons in the future when facing new and possibly even similar adversity.  Conversely, others try to avoid the adversity or separate themselves from it.  They might revert back to a place of strength or comfort when challenged.  They may transfer the adversity to someone else or simply do nothing; becoming essentially paralyzed by its impact.  As noted in the last episode, leaders, however, should be cautious about making assumptions solely based on one’s experience with adversity.  Those who have overcome a great deal might become complacent in their efforts or even arrogant; feeling as though they can handle anything life throws at them simply because of their prior triumphs.  Whereas, others who have chosen to run away from adversity may ultimately end up realizing they don’t want to continue running the rest of their lives and decide to take new action going forward.     Furthermore, and regardless of what camp you fall in, there are skills we can develop to increase our capacity for resilience.  Emotional Intelligence – Becoming more aware of our emotional responses to adversity and surrounding ourselves with resilient people can both aid in increasing resilience. Change Management – Working to become more change averse, as well as better equipping ourselves to handle the transition that follows major change can help us deal more favorable with the unexpected.  Conflict Management – Many of the same responses to adversity can be applied to conflict as well.  Learning to appreciate the value in healthy conflict can translate to better identification of the opportunities and lessons taken from adversity.  Stress Management – Oftentimes, we may lack the ability to improve our handling of adversity because we don’t take the time to reflect and process.  Things like prayer, meditation, and mindfulness can help to put us in the right mindset to face adversity.     Problem Solving/Decision Making – As we get better at solving problems and developing a stronger track record for solid decision making, confidence begins to emerge.  In drawing on the knowledge learned or processes used, we may find we are able to generate solutions or make decisions more quickly in the future. Life happens.  The most resilient are the ones who clearly see the adversity in front of them, but know it won’t always be there.  They don’t shy away from it, but they also don’t run directly towards it without a plan.  The resilient are grounded.  They are life-long learners who prepare for tougher problems which may or may not lie ahead.  And they don’t spend time patting themselves on the back after their victories; opting instead to document the things that were successful and realizing where additional work remains.  

In this episode, we start a new series centered on a word that quickly became synonymous with 2020 and the ability to handle adversity; resilience.  It’s our position that the ability to be resilient is comprised of three factors: personality, or our natural resilience; experience, or our exposure to adversity thus far; and skill set, or the tools we’ve developed in order to become more resilient.  Two fundamental points stressed in the podcast are these: Our ability to be resilient equates to our ability to not just survive, but thrive. Capacity for resilience is something we can work to build and grow. When it comes to facing adversity and being resilient, there are some individuals who seem to display a natural resilience about them.  While there are characteristics that tend to better align with resilience, we shouldn’t assume that said traits automatically translate to resilience.  Conversely, we shouldn’t conclude that other traits instantly signify a lack of resilience.  Substantial stress and associative resilience will look differently to everybody.  It’s also important to look at how resilience was viewed and practiced in the past.  Some may have faced the adversity head on; taking away valuable lessons in the process.  Others may have operated from a standpoint of avoidance or reverted back to a place of strength or comfort.  Others still, may simply have not been exposed to a great deal of adversity.  As a result, they haven’t had much of an opportunity to practice resilience or benefit from important takeaways.    Resilient individuals don’t allow adversity to permanently define them.  They know who they are at the core and rely on those truths and values to assist them in overcoming adversity.  Furthermore, they respect the possibility of future adversity without allowing it to consume their present.  In other words, they prepare for the future methodically and logically now in order to better respond in the future when emotions may be heightened.  This is not to say they will be fully prepared for all outcomes or respond without making mistakes.  Rather, it helps to start a shift in mindset that while adversity is a fact of life; it can be overcome.  While much of our resilience will take place in how we react to adversity, we feel there is a proactive side to resilience as well.  The priority we give to developing resilience and learning new skills in the process will aid in building our capacity for resilience and ultimately better position us to handle adversity in a healthier and productive manner going forward. 

Effective communication is vital to the success of an organization.  So much that oftentimes it represents what leaders feel is one of the largest contributing factors to a poor company culture.  While sometimes the issue lies primarily with the amount of communication taking (or not taking) place, other times this “quantity perception” is actually masking other problems.  Leaders increase communication across various channels, or even create new channels, as a means of showing employees the importance of communication.  Yet, despite these efforts, the sentiment towards communication by many within the organization goes unchanged.  Leaders can struggle to understand the emotional aspect behind what it truly means to the members of the organization to have poor communication.  Some employees may experience frustration with trying to comprehend the message.  They may appreciate the frequency in which leadership chooses to communicate, but they struggle to know how certain messages affect them personally.  While its admirable that many leaders want to exercise transparency and immediately share a wealth of information, the process they use may not allow for the proper “translation” in how it is filtered down the ranks and explained to representatives at all levels.  Other employees may feel that the problem lies in how little information flows upward.  They fully comprehend the message conveyed, but they have concerns or something to contribute which may have been overlooked by leadership.  But the effort and time by leadership spent pushing out communications is not reciprocated by the time and effort spent understanding the reactions to them.  In the end, leaders fail to elicit the appropriate feedback and simply continue to focus their efforts on what is sent out to the organization.  We challenge leaders to hold themselves to a high standard in terms of what they communicate, how the message is shared, as well as the forums they establish for how questions or concerns are to be shared and answered.  There is no denying the role that communication plays within our organizations.  But ignoring other facets of communication by simply opting to share more information in different ways won’t make the problem go away.

As we wind down the conversation on the pressure and peace of leadership, we look at the peace that can come from looking outward.  When we lead solely from the standpoint of satisfying our own needs, we miss opportunities to put others as well as the organization in the best position to be successful.  This desire to satisfy our own needs can oftentimes lead to fear and arrogance; thereby increasing pressure. Leaders who desire only for their own success have the propensity to downplay or even discard the need to develop those around them.  This, in turn, may result in the leader shouldering a much larger load.  The mentality that they are the only ones who can get the job done right begins to surface.  Or, this leader is plagued with micromanaging tendencies to ensure that even when others complete the work; it’s only under the leader’s watchful eye.  Instead of generating peace in sharing the burden, the leader actually increases the pressure in either doing more work or operating under the premise that every task needs to be reviewed.  Looking outward to the needs of others and the organization as a whole can alleviate some of that pressure as it allows leaders to not feel as though they have to do or oversee everything.  Additionally, the pressure is also taken off their people who are freed up to work with greater latitude and without the stress that comes from constantly being watched and scrutinized.  While much of this peace rests with leadership, it can also be tied back to the type of culture in place.  Does the culture allow for and treat mistakes as learning opportunities?  Does it champion reasonable risk taking?  Most importantly, though, does it create thinkers or just doers?  The role culture plays when examining the pressure of leadership cannot be overstated.  It can amplify pressure in creating an atmosphere where employees are afraid to make mistakes.  Or it can embody an environment of learning; placing more emphasis on the lesson compared with the mistake itself.  Finally, there is peace in diversity and empowerment.  While diversity in the racial and gender sense garners most of the attention (and for good reason), we urge you not to overlook attributes such as diversity in perspective, skill set, and opinion as well.  Embracing these different forms of diversity cannot only strengthen teams, but also alleviate the pressure to experience growth with a narrow mindset or limited resources.  But it doesn’t stop here.  Empowerment shows that in addition to being open minded, leadership has confidence in turning over certain responsibilities.  Of course, this should only be done after clear expectations are set and ample support is provided. There is no denying it; leadership is hard.  We’re called to play many different roles, exude many different characteristics, and possess many different skills.  However, there is peace in serving others and allowing them to lighten our load.  Invest in others.  Support them.  Give clear expectations.  You just might create a little peace in their lives as well.

As leaders, we must accept the fact that pressure applied by internal and external forces is a given.  If we set out with the mindset of trying to make it go away, we will be sorely disappointed.  But does this pressure have to consume our lives?  Rather, can we find ways to live with the pressure and maybe even turn it into an opportunity for growth? Bad days, mistakes, and poor decisions can and will happen; period.  But one way to reduce the pressure associated with our leadership hiccups is to establish relationships based on trust.  When trusting relationships are forged and cultivated, those with whom we relate most often are more inclined to extend a little grace on those rough days or provide us with a little slack on the heels of a poor decision.  Just as we set out to see the best in them; because they trust us, they are more inclined to see the best in us.  While this is not a free pass to continue making mistakes or stringing together poor decisions one after another, it applies some peace to leadership on the days when we aren’t at our best.  Another way we as leaders can apply peace to the daily pressures is to practice self-awareness.  Understanding where we excel and where we struggle sets us up to be more deliberate and less reactionary when it comes to our self-improvement.  Pressure can mount in the face of the unknown or the unaware.  Yet, understanding limitation and areas of weakness, and making a conscious effort to improve in those areas, is key in our ability to achieve peace.  Of course, none of this is possible without a willingness to be vulnerable.  When we constantly send the message that we can succeed on our own; not only do we keep the pressure on ourselves, we send a message to our followers that they, too, can’t be vulnerable.  Furthermore, we actually maintain or even increase the pressure when we miss opportunities to learn and grow.   Once we’ve established trusting relationships and acknowledged we can’t go it alone, it’s time to ask for help.  Effective leaders apply peace through the use of support systems.  They create networks of people who possess different skill sets, employ different perspectives, and are capable of delivering critical feedback.  Some leaders who feel this is counterintuitive to establishing peace may actually do the opposite and stock their networks with like-minded people.  While this lack of pushback may seem like it drives peace; such peace is temporary.  Real peace is achieved when we expand our thinking, our skill set, and our overall learning; putting us in a stronger position to handle different forms of pressure. While leadership pressure is real, peace is attainable if we are willing to look for it.    

We start a new series looking at the pressure placed on leaders every day.  Whether it’s the internal pressure we put on ourselves or external pressure applied by groups like employees, supervisors, clients, board of directors; the pressure itself is real.  But is it rational or appropriate? Oftentimes the pressure itself isn’t as overwhelming as how we choose to accept it, debate it, or even resist it.  For example, leaders have a tendency to apply excessive pressure at the hands of critical feedback.  What comes from a single client or stakeholder is sometimes assumed to represent the majority.  What is presented as a developmental need or a useful tool is translated into a lack of competency.  Our message to leaders is to find a different reality.  Pressure doesn’t have to knock us down.  In fact, it can elevate us.  It can make us stronger; stretching us in the process.  Rather than applying permanence (this is never going to get any easier) or absolutes (I’ll never be the leader every one else wants me to be); we’re urging leaders to find the peace within the pressure.  Accept the critical feedback.  Learn from it.  Apply it.  But don’t use it to bring everything you are or all of the knowledge you’ve amassed into question.    The pressure, undoubtedly, can be very real in how its administered and ultimately felt.  Leaders have the option to allow that pressure to create a negative reality filled with assumptions and feelings of self-doubt.  Or they can look to generate peace by opting instead to use that pressure as motivation for change, growth, and self-improvement.  We invite you to choose peace.  For additional encouragement and tips on dealing with pressure, check out this TED Talk with cognitive scientist Sian Leah Beilock.  https://www.ted.com/talks/sian_leah_beilock_why_we_choke_under_pressure_and_how_to_avoid_it

In this episode, we continue our discussion around the mindset we choose to employ when dealing with adversity.  Effective leaders have the courage to behave differently despite what the environment or dynamic might suggest.      Making lemonade is about balancing realism with optimism.  It’s understanding and accepting the present, while not letting it stifle optimism for the future.  Furthermore, it replaces a mentality for why something can’t be done (yeah but) with a strategy that focuses on solutions (now what).    Effective leaders are visionaries who can see things very clearly when others cannot.  Sometimes, this vision labels them the fool for championing the unpopular or even unthinkable.  If putting emotion aside, opting instead to be rational and to maintain optimism and foresight; then we say, play the fool from time to time. 

Jim and John start a new series that looks at turning our negatives into positives.  While the pandemic has shown us there are things which are certainly out of our control, we can still determine how we will approach life when adversity strikes.   It all starts with mindset.  In times of adversity, we can wallow in feelings of hopelessness.  Or, we can make peace with the fact that we now have new challenges to face and new solutions to generate.  A little optimism still goes a long way.     Furthermore, not to be lost during these challenging times are the opportunities we have to both interact and even impact others.  Leaders are taking it upon themselves to check in more often with their people and display some increased flexibility at a time when many can definitely use it.  Agile and innovative companies have figured out how to meet additional needs with existing resources.  And while many businesses are limited in how they can operate and how many customers they can serve, many are continuing to forge ahead with smiles on their faces and grace in their hearts.     Adversity is a part of life; though our limits are certainly being tested.  We can let the negativity consume us, or we can make lemonade.  Let's make lemonade!

We wrap up our discussion with an interview of Karl Brummer SVP at Messiah Lifeways.  Karl shares his thoughts on the effect transformational leadership can have on employee motivation, engagement, empowerment and conflict resolution.  We walk with Karl through his leadership journey and the lessons he learned along the way about curiosity and humility.  Finally, Karl offers his insights on the power of a transformational mind when it comes to embracing change.   

In this episode, we round out our discussion by focusing on the long-term focus and benefits of transformational leadership.  Transformational leadership, unlike its transactional counterpart, is not just a means to an end.  It’s an opportunity to improve processes, drive change, and alter the status quo.  The leadership mindset is one that is proactive, as opposed to reactive.  Transactional leaders can get stuck in the present.  Transformational leaders, however, move towards a future that maybe only they can easily see.  This unknown can scare certain leaders and energize others.  Vision, like faith, is about believing in something you cannot see and dedicating your life to reaching it.  Transformational leaders generate excitement for the future, trust their people to play the necessary roles, and provide ongoing support in the process.  In the end, their success hinges on the success of their employees and the organization; not simply their own efforts. 

We continue our discussion on the shift from transactional to transformational leadership.  In this episode, we look at the impact a transformational mindset can have on communication.  Transformational leaders are focused, intentional and curious.  They engage in better discussions and display greater humility when it comes to conflict resolution; seeking to fully understand the perspectives and emotions of those involved and being genuinely committed to finding the best solutions.  We’ll also look at the topics of feedback and coaching through this transformational lens.

In this digital age, much of our interaction is very short, informal, and oftentimes driven from the standpoint of satisfying an immediate need.  Such interaction could be described as transactional.  We see this in leadership as well; shorter, one-sided interactions designed to provide instruction, a quick update, or to address a pressing business need.  The opportunity for discussion, meaningful interaction, and change is limited or maybe even nonexistent.  Conversely, transformational leaders are more engaging, display an authentic curiosity, and are strongly motivated by positive change and the collective good.  In this episode, we delve into these two very different approaches to leadership.

Jim and John wrap up the series on Change Management with an interview of Sara Kennedy, VP of Associate Experience at Members 1st Federal Credit Union.  Sara discusses her role as a change champion, as well as the importance of things like communication and building trust.

In the third episode, the guys continue the discussion on change management by looking at some strategies leaders can take to be more successful in executing change and limiting employee resistance such as creating a sense of urgency and asking questions.

Jim and John kick off a series which discusses the emotional toll that change takes on people.  While the change itself may happen quickly, the transition can take much longer and can ultimately have the bigger impact.

Our initial episode centers on some of the underlying principles of Servant Leadership such as engagement, care, and listening.  Jim and John compare these principles to those associated with other leadership styles, as well as work to dispel some of the myths of Servant Leadership.

New servant leadership podcast coming soon!